LEGRAND / 2018 Registration document

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CORPORATE SOCIAL RESPONSIBILITY AND DECLARATION OF EXTRA-FINANCIAL PERFORMANCE

BEING COMMITTED TO OUR EMPLOYEES

Roll-out of a talent management process The management of talent, i.e. high-potential employees who are capable of taking on responsibilities within Legrand, is a major challenge for the Group. It is currently deployed in larger countries, and relies on various processes and tools such as: W the Organization and Staffing Review (OSR) process; W the Prospective Employment and Skills Management (known as GPEC in France) or its equivalent in the other countries; W staff mobility management. In an ever-changing environment, the aim is to maintain these processes optimally in major subsidiaries, as well as deploying them in other countries, with entities that in most cases have no local HR structure. To make it easier to harmonize practices, HR teams use the same HR IT platform. This application helps to identify and develop talent, in particular by managing employee data such as CVs. The OSR process is designed to match the Company’s organizational needs to its resources as closely as possible and on an ongoing basis. In particular, it handles: W career development plans (prepared by employees and discussed with their managers); W the identification of possible successors for certain key positions; W development or mobility action plans; W the impact of changes in strategy on jobs and on the organization; W certain specific situations, such as employees with high potential or particular expertise. Having redefined and implemented the new process during the early years of the roadmap, in 2018 the OSR process was applied across almost the entire workforce (95%).

Focus: France - prospective employment and skills management The implementation of Prospective Employment and Skills Management (GPEC) and its guidelines on standard duties allows gaps to be identified between the skills required for each position and those of the person holding that position, and defines priority training needs. In France, GPEC is an integral part of the CAPP process. Internationally, subsidiaries use a simplified system for complying with local laws and practices. The GPEC agreement signed with all trade unions represented in France in 2009 formalizes an employment policy designed to underpin competitiveness, while at the same time enabling employees to better manage their own careers in a rapidly changing environment. The agreement also offers support to employees interested in external mobility – either to start their own business, take over an existing one, or switch careers – through business startup leave, flexible working hours, financing and advice. It has been renewed a number of times with supplemental agreements, most recently on September 15, 2017. Legrand is also a partner of the Réseau Entreprendre Limousin et Haute-Vienne Initiatives (Limousin and Haute-Vienne entrepreneurship network), which provides support for startups. As part of the Group’s support for entrepreneurship, Legrand is a partner of APEC (the Association pour l’Emploi des Cadres – executive employment association). Mobility management promotes employability and is a way of developing skills. It contributes to both personal progress and business performance. The Legrand Group has a wide range of professional positions, business sectors and geographical locations, creating multiple opportunities and possibilities for career development. Employee mobility platforms allow Group-wide management of talented staff in key positions, helping them to achieve ongoing professional development. Vacancies are posted on the Group intranet, which helps to drive professional and geographical mobility. Talented Group employees identified during the OSR process as ready for mobility are systematically taken into account in the various Group Mobility Committees.

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LEGRAND

REGISTRATION DOCUMENT 2018