LEGRAND_REGISTRATION_DOCUMENT_2017

CORPORATE SOCIAL RESPONSIBILITY (CSR)

Commitment to our employees

R 4.4.3.2 PROMOTING DIVERSITY, ESPECIALLY BY PLACING MOREWOMEN INMANAGEMENT POSITIONS The Group is deeply committed to combating discrimination and promoting diversity. In 2004, it published its first Ethics Charter and in 2009 formalized these guidelines in a Charter of Fundamental Principles. Another sign of its commitment in this regard is the fact that Legrand is also a signatory to the UN Global Compact. General Management recognizes that diversity, i.e. the variety of people profiles within the Group, contributes to innovation, performance and quality of life within the company. There are twenty nationalities at the Group’s headquarters today. Employees benefiting from geographical mobility not only come from headquarters but also from the Group’s subsidiaries in all geographical zones. The Human Resources Department encourages the diversification of the profile of talents who support the Group’s growth. The Group also encourages the hiring of more women managers and undertakes to guarantee the same working conditions for women as those for men. Group priority 2014-2018 To increase the number of women in key positions by 25%. Key performance indicator: the number of women in key positions in the Group. Annual targets:

the online survey offered all employees an opportunity to talk about their commitment. It had a 78% participation rate. W surveys on specific projects, for example a poll to assess the level of employee satisfaction with communications sent on their smartphones, or a survey in Italy to measure participants’ satisfaction with annual communication seminars. Focus: Bticino, the best place to work in Italy Bticino, an Italian subsidiary of Legrand, has been named best place to work in Italy. The ranking, published in Panorama magazine, was compiled following a survey by the Statista Institute of 15,000 employees from more than 2,000 industrial companies. Group also values the reinforcement of the communication sharing between employees through various internal tools: W the Group’s intranet, which provides real-time information for all employees with access to a computer; W the in-house magazine Legrand Info, which has a circulation of 15,000 and is published in five different languages; W the internal corporate social network Yammer, which was launched in 2015 and has numerous community groups. This network is designed to facilitate knowledge transfer within the Group. Terminals have been set up in the manufacturing facilities to enable people without a PC to keep track of the Group’s news; W the social media (“Legrand” on Twitter and “YouTube Legrand”) and the communities specializing in areas such as Marketing, Purchasing, and Communication. More cross-functional communities also allow employees to share their opinions and ideas on products; W databases enabling data and file-sharing; W internal webcasts for staff training and the sharing of information; W specific workshops are organized to allow various departments to present their activities to other employees. Focus: Change management Adapting to markets involves organizational changes and therefore adapting resources and funding. These organizational changes take place within the framework of local labor relationships. Social dialogue is particularly important when it involves discussing possible changes and reorganizations inside the Company. Employee representatives are kept closely informed and are regularly consulted about new projects. Once changes have been decided upon, the Group puts in place measures to support those affected (e.g. redeployment, training, coaching, help with setting up or taking over a business, etc.).

04

2014 2015 2016

2017

2018

Percentage of women in key posts

12.6% 13% 13.5% 13.9% 14.4%

2017 achievement: At the end of 2017, 14.8% of the Group’s key positions were held by women, an increase of 28% versus the end of 2013.

2014 2015 2016

2017

2018

Target achievement rate*

127% 125% 113% 136%

* Calculated against the percentage as at end of 2013 (11.5%).

Key positions are those considered to have a significant impact on the strategic objectives and performance of their entity: they consist of management team positions in subsidiaries, SBUs (Strategic Business Units), and corporate departments. The goal of increasing the percentage of women in key positions applies worldwide.

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REGISTRATION DOCUMENT 2017 - LEGRAND