LEGRAND_REGISTRATION_DOCUMENT_2017

04

CORPORATE SOCIAL RESPONSIBILITY (CSR)

Commitment to our employees

The Group plans to increase this by 25% between the end of 2013 and the end of 2018 at the current scope, meaning that it will include employees joining the Group as a result of acquisitions (which, in terms of diversity, can sometimes dilute the Group’s performance, often for cultural reasons). Promoting women to the Group’s key positions is part of an ongoing action plan that joins the measures already implemented by the Group in recent years: W non-discrimination awareness and training for managers: initiatives include presentations by independent experts to HR employees and workforce representatives involved in negotiating Professional Equality and Sustainable Development agreements; raising awareness among new hires during orientation sessions; using dedicated tools (webcasts, testimonials, quizzes and posters); incorporating the promotion of diversity into internal communication campaigns, and organizing a gender equality week. Countries that have been involved in these initiatives include Australia, the United Arab Emirates, the United States, Germany, Italy, Canada, etc.; W guarantee of compliance of HR processes with the principles of non-discrimination: production of a recruitment guide consistent with the principle of non-discrimination, written by an international working group composed of human resource managers from four countries (France, Italy, Turkey and the United States); signature of agreements on employment parity and equality, particularly in France in 2012, with renewal of these agreements in 2014, and in Italy; guidelines sent to Group managers in France during the annual pay review; W establishment of a network of gender equality guarantors: appointed to cover France, these guarantors have a mediation and advisory role and participate in exchanges of best practices. They must ensure that no discriminatory situations occur in terms of hiring, vocational training, career paths and development, access for women to positions of responsibility, compensation policy, work/life balance, or the organization of working hours. The gender equality guarantors reviewed 26 potential cases of discrimination in 2017 (versus 19 in 2016), 12 of which resulted in salary adjustments being made (versus 9 in 2016); W training program: since 2013 nearly 900 of the Group’s French managers have received training in anti-stereotyping; W diversity network: created on the initiative of Group employees, this network is run by an independent firm and is funded by the General Management. The elle@legrand network discusses skills development, career progression and work/life balance, it arranges programs (such as mentoring) and organizes presentations and exchanges of views with other networks. By the end of 2017, the network had a global reach, from Elle at Legrand NA (North America) in the United States, to Lei@Bticino

in Italy, not to mention the UK, Peru, Chile, Russia, India, Brazil, Colombia and China.

Focus: Legrand contributes to the Green Paper by the Observatoire de la Mixité – Six concrete measures to improve diversity in business In 2017, the Observatoire de la Mixité – part of the Institut du Capitalisme Responsable and which Legrand is involved with – proposed a Green Paper on the six measures it considers most valuable for effective development of diversity in business. The Green Paper was co-produced following 18 months of discussion between seven pioneer partners – including Legrand – assisted by 17 diversity experts. The Charter of Fundamental Principles can be viewed at www.legrand.com . R 4.4.3.3 REDUCING THE PAY GAP BETWEEN MEN ANDWOMEN Legrand champions gender equality and works to reduce the pay gap between the Group’s male and female employees wherever it is found to exist. The aim of this priority is to improve diversity within the “non-manager” category, for example by increasing the number of women in skilled roles. Group priority 2014-2018 Reduce by 15% the pay gap between men and women in non- managerial positions as a whole within the Group. Key performance indicator: the pay gap between men and women in non-managerial positions as a whole within the Group. Annual targets: 2018 To reduce the pay gap to: 16.4% 15.9% 15.4% 14.9% 14.4% 2017 achievement: This priority applies to the entire non-managerial population and does not address the gender pay gap for a particular role. At the end of 2017, the pay gap between men and women in non- managerial positions was 13%, slightly ahead of the target. 2014 2015 2016 2017

2014 2015 2016

2017

2018

Target achievement rate*

274% 94% 142% 184%

* Calculated on the basis of the percentage reduction recorded relative to the baseline (17% in 2013) and compared against annual targets.

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REGISTRATION DOCUMENT 2017 - LEGRAND