Excellence , together

LVMH ’ s People at Heart program highlights the crucial

role the Group ’ s employees play in our unceasing

quest for excellence . This human resources strategy

positions talent as a key asset for the future .

PEOPLE AT HEART :

A FOUNDATIONAL HUMAN

RESOURCES STRATEGY

With the accelerated rollout of our People at

Heart   human resources policy , set in motion in 2024 ,

LVMH has clearly signaled its intent to make its

211 , 000 employees the Group ’ s key strategic asset

in   a   constantly evolving environment amid a profu -

sion   of technological advances . This proactive , prag -

matic strategy drives long - term collective business

performance as well as promoting fairness , close

relationships and career development opportunities

for employees .

LISTENING TO ENSURE

CONSTRUCTIVE DIALOGUE

89 % of employees are proud to work for LVMH . This

was one finding of the in - house Pulse survey ,

conducted toward the end of 2024 , which asked

145 , 000 employees around the world about their

views and expectations . Building a human resources

policy that makes a difference for everyone involves

making sure every voice is heard so each and every

employee can share not only their strengths but also

any difficulties they encounter . A detailed analysis of

the findings , highlighting specific expectations , was

presented to the Executive Committee in 2025 .

Action plans were subsequently rolled out across all

the Maisons . From management culture to skills devel -

opment , work - life balance and fair promotion pro -

cesses , Pulse provided an indispensable channel for

dialogue between employees managers and human

resources teams In keeping with its drive for contin

uous improvement LVMH now intends to run this

survey every two years

PERSONALIZED CAREER

PATHS FOR COLLECTIVE IMPACT

The Pulse survey also brought to light a growing desire

among employees to branch out and develop their

careers within the Group ’ s unique ecosystem . To

respond to this growing demand , in 2025 LVMH

launched the Career Compass career development

framework . More than just a new tool , Career

Compass takes a completely new approach to career

development , giving employees a much greater

degree of control and getting their managers more

involved in the process . In this way , internal career

mobility has emerged as a key driver of individual

development and collective performance , which helps

prepare for and feed into succession planning in

particular . A series of Career Compass Café events

were held throughout the year , attended by more than

1 , 000 employees , underscoring the importance of

interpersonal connections and networking opportu -

nities to support this initiative . After an initial phase of

awareness and training initiatives for the HR commu -

nity and over 30 , 000   managers , the rollout of Career

Compass will   be extended to all employees in

April   2026 . This   approach already bore fruit in 2025 ,

with over 19 , 000 internal mobility opportunities taken up ,

64 % of management positions filled internally and now

50 % of key positions held by women . The approach to

monitoring individual performance , which encourages

continuous feedback and managerial agility , also helps

drive employees ’ professional development .

PREPARING FOR

THE FUTURE THROUGH

ONGOING TRAINING

Passing on skills remains a long - term strategic priority

for the Group , underpinning the excellence and

creativity of its Maisons . Alongside this priority , LVMH

also encourages its employees to acquire new skills and

hone existing skills throughout their careers , which is

key to keeping pace with the transformation of working

methods and the rapid rise of artificial intelligence .

In keeping with our values of innovation and engage -

ment , LVMH has opted to make artificial intelligence

a positive factor for all our employees by launching AI

for All . This initiative is built on robust principles :

AI   must cultivate excellence , enhance desirability and

improve the customer experience . It must also be

implemented responsibly , in keeping with the highest

ethical standards and the Group ’ s values .

This approach forms part of a broader ongoing training

drive spearheaded by the LVMH Academy training

program , with the goal of enabling every employee to

easily find training and learning resources geared to

their needs . A prime example is the ongoing partner -

ship with Harvard Business Publishing , through which

employees took 10 , 000 online courses in 2025 .

Another example is the continuous improvements

made to LVMH House ’ s leadership programs .

Mindful of the wealth of top talent that we already

have within the Group , LVMH strives to create the

conditions for lasting engagement . Through its rigor -

ous development tracks to support individual aspira -

tions and showcase the skills of each and every

employee , the Group has reaffirmed its vision of the

future a future in which LVMH s excellence is built

on helping its employees fulfill their potential

Continuing to invest in people is the cornerstone of

our long term success