LEGRAND / 2018 Registration document

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CORPORATE SOCIAL RESPONSIBILITY AND DECLARATION OF EXTRA-FINANCIAL PERFORMANCE

BEING COMMITTED TO OUR EMPLOYEES

member are priority targets of Legrand’s workforce-related policy. It includes occupational risk management, monitoring the effectiveness of prevention measures and implementing a continuous improvement approach. The Group is committed to its employees and keen to ensure the satisfaction and well-being at work of each staff member; W strengthen the commitment of Group employees : Staff commitment and satisfaction at work have always been priorities for Legrand. International surveys covering its entire workforce enable all employees to air their views on key matters involved in their day-to-day work. To enable all employees to work with peace of mind, Legrand in 2018 adopted a global system named Serenity On, which aims to give them a minimum level of welfare benefits, wherever they are located.

Focus: Bticino, the “best place to work” in Italy In 2018, for the second straight year, Bticino, Legrand’s Italian subsidiary, was named among the best companies to work for, and was the winner in the electronics and electrotechnical category. The ranking, published in Panorama magazine, was compiled following a survey by the Statista Institute of 15,000 employees frommore than 2,000 industrial companies. R 4.4.2.4 2019-2021 CSR ROADMAP For its fourth CSR roadmap due to be published in 2019, in connection with SDG3 (Good health and well-being) and SDG8 (Decent work and economic growth) Legrand is addressing the issue of promoting health, safety and well-being at work by adopting initiatives to: W deploy best practice regarding health and safety at work : Ensuring the safety and maintaining the health of each staff Legrand pays special attention to managing the talent of its employees. The Group is also committed to combating any form of discrimination by championing equal opportunities, representation of cultural differences, and the integration of people with disabilities. R 4.4.3.1 SUPPORTING EMPLOYEE DEVELOPMENT BYTAKING INTO ACCOUNT THE GROUP’S CHALLENGES AND DEVELOPMENT Human resources management has to take into account the Group’s operational challenges and priorities so that it can match its needs to its resources as closely as possible. The goal is to advance the careers of Legrand’s employees, foster their commitment, attract talent and build loyalty. This will ensure that the Group will have the appropriate human resources to meet its future needs. The HR management policy focuses on four key areas of action: W rolling out training programs; W rolling out talent management processes; W holding meetings between managers and employees, known as CAPP (Competency Appraisal Performance and Perspectives) meetings; W retaining managers within the Group. It is managed by the Human Resources Department, which ensures cross-functional talent management, particularly targeting key positions and resources and relying on the local management in each country.

4.4.3 – Issue no. 8: Developing skills and promoting diversity

2014-2018 Group priority Maintain a proactive approach to managing skills and talent. Key performance indicators: W the percentage of employees attending one or more training courses; W the proportion of the Group’s high-potential employees and specialists covered by a talent management process; W the completion rate of CAPP (Competency Appraisal Performance and Perspectives) meetings for managers; W the manager retention rate. Annual targets: For the entire duration of the roadmap: to train 75% of Group employees; to ensure that 90% of the Group’s high-potential and specialist employees are covered by a talent-management process; to complete CAPP meetings for 90% of managers; to maintain the manager retention rate at 95%.

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REGISTRATION DOCUMENT 2018