LEGRAND_REGISTRATION_DOCUMENT_2017

CORPORATE SOCIAL RESPONSIBILITY (CSR)

Commitment to our employees

Roll-out of a talent management process The management of talent, i.e. employees with high potential who are capable of taking on responsibilities within the Group, is a major challenge for the Group. Currently implemented in the larger countries, it 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. In order to facilitate the harmonization of practices, HR teams use the same HR IT platform. This application helps to identify and develop talent, in particular by managing the data of Group employees (such as CVs, etc.). 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 2017 the OSR process was applied across almost the entire Group (95% of staff). Focus: France The implementation of Prospective Employment and Skills Management (GPEC) and its guidelines on standard duties enables gaps to be identified in 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 Prospective Employment and Skills Management agreement signed with all the 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 creation 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 start-ups. 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 competencies. It contributes to both personal progress and business performance. The Legrand Group has a wide range of professional positions, business sectors and geographical locations, making for multiple opportunities and possibilities for career development. Employee mobility platforms allow Group- wide management of talented staff in key positions, favoring the emergence of new dynamics for professional progress. Vacancies are posted on the Group intranet site, which helps to drive professional and geographical mobility. Group talents identified during the OSR process as ready for mobility are systematically taken into account in the various Group Mobility Committees. Legrand is keen to promote and facilitate the geographic mobility of its employees. To that end, Legrand launched an intranet platform in 2017 that allows all employees to learn about global job opportunities for international resources and to apply online. This platform meets a dual expectation: W employees’ ambitions to develop their skills internationally; and W the Group’s willingness to offer development opportunities and promote career paths. Since July 2017, around 40 vacancies have been advertised covering nearly all business lines and spanning four continents. These attracted applications from many countries. Legrand encourages staff members’ mobility plans with support including visits to host sites, training that can cover intercultural skills in the case of a move to another country, and financial incentives. Thus, people in the Volontariat International en Entreprise (Volunteer for International Experience or ‘VIE’) program who work at the Group’s subsidiaries are regularly monitored at various stages of their mission. When their contract ends, a full assessment is conducted and a detailed analysis of employment opportunities is performed by the Mobility Committee. Individual appraisal reviews for Group managers Individual appraisal reviews, now known as CAPP (Competency Appraisal Performance and Perspectives) interviews are an important part of management and are essential for driving business performance. They enable Human Resources to focus on

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REGISTRATION DOCUMENT 2017 - LEGRAND