Human resources

People are a key concern for all of the group's business lines.
In 2012, its efforts focused on managing talented staff, attractiveness, the new code of conduct and, like every year, diversity.

Priorities in 2012

The Group and all of its brands benefit from a high level of spontaneous attractiveness

For a number of years, communications initiatives targeted at students and new graduates have been launched in order to strengthen the Lagardère group's image as an employer, capitalising on all of its business lines and brand names. Notably, Lagardère is a partner of the Challenge du monde des grandes écoles et universitiés (World Academic Sports Challenge), which involves more than 5,000 young future graduates each year.

Strengthening the Lagardère group's image as an employer
by capitalising on all of its business lines and brands

Diversity: we say "equal opportunities"

In 2012, the Group endeavoured to promote crossfunctional initiatives to support the integration of disabled people. Furthermore, in conjunction with the non-profit organisation Nos quartiers ont des talents (Our neighbourhoods have talent), Lagardère took part in coaching workshops and increased the number of mentorships by employees, thereby helping young people from inner cities to access the job market.

A new Code of Conduct

A new version of the Lagardère group's Code of Conduct was published in 2012. This is the result of unprecedented collaboration between the various business lines, entities and cultural identities that make up the Group. It took more than one year of working together to be able to put together this reference framework, which constitutes one of the fundamental aspects of Lagardère's Corporate Social Responsibility (CSR) policy.

A new dynamic in managing talented staff

In 2012, the Lagardère group redefined its principles and policies for managing talented staff across the Group, on the basis of procedures that have been in place for a number of years. This policy will enable the Group to build on all of the initiatives taken in terms of training, development and fostering talented people within the Group. Particular emphasis has been placed on proposing succession plans for all key jobs at Lagardère.


employees recruited
on permanent contracts


taken on


students on work-study


of managers
are women




of permanent employees
work outside France


of training


in internal mobility

More than 200

talented young people and managers took part
in a Media Campus* programme

*Internal training scheme to support talented staff and managers in their career development.

Press releases


SAVE and Lagardère Services announce the completion of the acquisition of Airest Group


Lagardère Entertainment launches Lagardère Entertainment Digital (L.E.D.) and Names Rémi Tereszkiewicz to Head

Arnaud Lagardère Editorial

"The Lagardère group saw a return to profitability in 2012, with attributable profit reaching 89 million, and net sales holding steady despite a very tough market.
The Group's media businesses posted recurring ebit slightly higher than our guidance..."
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The group's activities

Lagardère, a world-class diversified media group led by Arnaud Lagardère, operates in around 30 countries and is structured around four distinct, complementary divisions.

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The group's history

Lagardère’s history stretches back 150 years, from Louis Hachette’s intuitive decisions in the 19th century to the digital revolution...