LEGRAND / 2018 Registration document

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CORPORATE SOCIAL RESPONSIBILITY AND DECLARATION OF EXTRA-FINANCIAL PERFORMANCE

BEING COMMITTED TO OUR EMPLOYEES

Improving management-employee dialogue involves creating bonds and trust within employee-representative bodies both at the country level, through information meetings, consultations or negotiations that might lead to the signature of a national agreement, and at the regional level, through the European Works Council, for example. As a result, in 2018: W 88% of the workforce was employed in entities in which there was an employee representative body and/or a union; W 48% of employees were covered by collective agreements or agreements applicable to their entity; W 1,249 information or consultation meetings with employee representative bodies or unions were held during the year; W 189 new collective agreements were signed in 2018, covering 14,479 people within the Group in both mature countries and the new economies. The agreements essentially cover pay and working conditions, health and the organization of management- employee dialogue and the operating procedures of staff representative bodies.

In terms of health and safety, further to the agreement onmanagerial best practice in France, an agreement on quality of life at work has been signed by all the unions. In Italy, an agreement was signed in 2016 on workplace harassment and abuse. For further information about respect for human rights, see www. legrand.com . R 4.4.1.2 2019-2021 CSR ROADMAP With its fourth CSR roadmap due to be published in 2019, in connection with SDG10 (Reduced inequalities) Legrand is addressing the issue of respecting human rights and communities by adopting initiatives to: W comply with the Group’s commitment to human rights : Legrand is committed to respecting human rights in all countries in which it operates and to addressing any breaches of employees’ rights. Legrand’s approach is based on its Charter of Human Rights, which is itself inspired by a set of global rules that form a framework for its efforts in this area. It concerns all countries in which Legrand operates, including in regions not regarded as risky. the subject of a quarterly review with General Management. This topic is also routinely covered in annual budget presentations of the various subsidiaries and SBUs. Legrand establishes directives and benchmarks appropriate to its business and applicable to everyone everywhere. For example, in 2017, four “must-haves” were drafted on the following topics: safety instructions, communication, dealing with accidents, and dealing with near-accidents. These have been widely communicated and presented in more detail by an online academy. These must- haves supplement the existing management system. For example, the principle of not introducing new substances classified as CMR (carcinogenic, mutagenic or toxic to reproduction) into the manufacturing process, insofar as an alternative technical solution exists, was added to the Group Purchasing Specifications. Another example is the Group directive on workplace equipment (deployed only in France), which requires that purchasing contracts contain clauses to ensure that newly acquired machinery complies with all applicable legal provisions, and that a compliance inspection be conducted each time equipment is moved. The directive also defines rules that must be respected to ensure proper maintenance of machinery in use. In 2018, two new academies were set up, in Colombia and France. The resources available to subsidiaries and sites were enhanced, including a system for analyzing the root causes of accidents at work.

4.4.2 – Issue no. 7: Guaranteeing health and safety at work

Legrand’s prevention policy pertaining to employee health and safety is designed in accordance with the International Labor Office’s ILO-OSH 2001 benchmark. It applies to all Group subsidiaries and sites. It encompasses occupational risk management and improvements to health and safety at work and is based on three principles: W compliance with national legislation and regulations; W incorporation of safety into operational policies in all functions and at all levels; W standardization of prevention strategies. The prevention policy is coordinated and implemented by the head of Occupational Health & Safety (SST), who reports to the Operational Performance Department. He/she is supported by a network of Occupational Health & Safety officers at the various sites and by prevention managers within the Group’s SBUs (Strategic Business Units). Delegations of authority, or equivalent mechanisms, are established to formalize the responsibility of the managers of each entity, especially when it comes to the prevention of occupational risks. Job descriptions are worded to ensure that occupational health and safety is recognized as the responsibility of all employees, whatever their rank and position. In addition, occupational health and safety and the associated metrics are included in the measurement of the operational performance of industrial sites, countries and SBUs. They are

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REGISTRATION DOCUMENT 2018