LEGRAND_REGISTRATION_DOCUMENT_2017

CORPORATE SOCIAL RESPONSIBILITY (CSR)

Commitment to our employees

A Group directive acts as the framework for implementation of an initiative to prevent musculoskeletal disorders (MSD) , the leading cause of occupational injury at Legrand. Crafted by a multidisciplinary working group composed of company doctors and Legrand employees representing a variety of positions (HR, production, manufacturing, accident prevention), the directive provides a screening method to identify situations that could potentially lead to MSD. It contains explanatory information on MSD which are specific to Legrand’s activities. This directive formalizes the Group’s intention to focus on the ergonomics of work stations, and in general all risk factors that increase the likelihood of MSD, from the development phase of new production or methods of working. Sharing feedback and best accident-prevention practices at Group level is an effective part of Legrand’s overall strategy to help prevent occupational risk in Group entities on an ongoing basis. This includes audits of, and/or improvements to, equipment, internal investigations or working groups focusing on occupational risk prevention, participation in exchange forums or other prevention-related conferences, measures to prevent emergency situations, and initiatives to reduce or eliminate risks. For further information about occupational health and safety within the Group, please visit www.legrand.com . W manager retention within the Group. It is managed by the Group’s Human Resources Department, which ensures cross-sectoral management of human resources, particularly targeting key positions and resources, and relying on the local management in each country. Group priority 2014-2018 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 coverage rate for the Group’s high-potential employees and specialists by a talent management process; W the completion rate for CAPP (Competency Appraisal Performance and Perspectives) 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

The consolidation and monitoring of health and safety indicators demonstrates the commitment of the entire Group to improving the process of occupational risk prevention. It also seeks to guarantee the representative nature of the results reported. Systematic analysis after an accident at work enables occupational risk prevention measures to be improved by identifying the causes of the accident and proposing what needs to be done to prevent a similar incident occurring in the future. Periodic professional (para)medical interviews to monitor health are key to ensuring that the work does not have an adverse effect on the health of employees. It is also a requirement of ILO- OSH 2001. Some subsidiaries are carrying out specific actions in this regard. In Colombia, for example, the Group’s subsidiary is actively committed to the health of its employees. It has instituted a program and a joint committee on occupational health (COPASO). It has introduced preventive occupational medicine and committees for health and industrial safety. Periodic health checks are carried out, as well as health awareness-raising and promotional campaigns. Monitoring the legal and regulatory framework and strict compliance with applicable regulations are a requirement of the Group’s prevention strategy. Regulatory monitoring is carried out by every country in which the Group has industrial operations. 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, ethnic representation, and the integration of people with disabilities. R 4.4.3.1 SUPPORTING EMPLOYEE DEVELOPMENT BYTAKING INTO ACCOUNT THE GROUP’S CHALLENGES AND DEVELOPMENT The Group’s human resources management has to take into account the company’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 the Group’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;

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4.4.3 – Developing skills and promoting diversity

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REGISTRATION DOCUMENT 2017 - LEGRAND