Develop skills and promote diversity
of the Group's managers have a performance review
Manager retention rate:
represented at Group headquarters
of managers in the Group are women
of employees recruited at the end of 2015 are women
As a socially responsible company, Legrand pays special attention to employee talent management. The Group is also committed to the everyday battle against all forms of discrimination by respecting gender equality, ethnic representation, and the integration of disabled persons.
Our responsibility is to support employee development in view of the challenges and changes facing the Group
In an economic context marked by contrasting situations, management of human resources in the Group is based on a consideration of the issues and business priorities to enable it to find the best possible fit between needs and resources. It also aims to cultivate the Group's employees by implementing appropriate talent development and performance recognition initiatives, to promote employee buy-in. In addition, it works to attract and retain talent to prepare for the Group's human resources to meet its future needs.
Priority for 2014 - 2018
Maintain a dynamic approach to talent and skills management,
suited to employee expectations and market needs.
- percentage of employees attending one or more training courses (>75% each year)
- coverage of the Group’s high-potential employees and specialists by a talent-management process (>90% each year)
- individual appraisal reviews conducted for managers (>90% each year)
- manager retention (>90% each year).
Manager Training: supporting key employees
Each year, Legrand invests in Manager Training actions.
For example, a Group support mechanism aiming to develop and retain key employees in all subsidiaries is gradually growing. Its objective is to reinforce a feeling of belonging to the Group, to develop a business network, and to support the development of skills. It concerns employees working in strategic fields (marketing, R&D, manufacturing, etc.) who act as intermediaries for the Group within their geographical areas.
Locally, training programmes have also been implemented, particularly for talents identified during the OSR (Organization and Staffing Review) process.
BTicino virtual university, Mexico, a new approach for training.
The BTicino University is a virtual platform that allows users to attend online classes in a variety of topics (new-employee orientation program, product training, technology, sales and marketing, IT, methodologies, culture, corporate values, etc.). There is training to suit all areas of expertise. The platform is designed for the subsidiary’s employees as well as its customers (installers, integrators, distributors’ sales representatives, and so on) and is a powerful tool that provide information in an organized and controlled way. The University was launched in August 2014 and has around one hundred employee users and more than 50 customer users. It allows to reach a larger target audience, on a larger geography, Therefore provide ongoing employee training in a way that is optimal in terms of cost and time.
Our responsibility is to promote diversity, particularly by promoting the presence of more women in management positions
Acting against discrimination and for the promotion of diversity have been strong commitments by the Group since 2004, when its first Code of Ethics was published. These guidelines, formalised in the Charter of Fundamental Principles in 2009, are consistent with Legrand's signing of the Global Compact.
The General Management recognises that diversity, i.e. the variety of human profiles in the Group, constitutes a factor for innovation, performance and quality of life within the company. As a result, today, about twenty nationalities are represented at the Group's headquarters. Geographical mobility is offered not only to head office personnel, but also to employees of the Group's subsidiaries in every geographical region. In this way, the Human Resources Department is committed to diversifying the profiles of the talents that accompany the Group's growth. In 2013, about a dozen nationalities benefited from international geographical mobility actions.
In parallel, Legrand takes special action in favour of disabled persons, and has been involved in this area for many years. The Group also encourages the presence of women in management, and seeks to guarantee women terms of employment equivalent to those of their male colleagues.
Legrand also works with its external stakeholders to publicise its commitments and the measures applied by the Group, and to discuss best practice in terms of the fight against discrimination and the promotion of diversity. The Group believes that the deployment of an effective diversity policy is based on a diagnosis of the situation, formalisation and tracking of commitments, and measurement and monitoring of the objectives set.
Priority for 2014 - 2018
Increase the number of women in key positions by 25%
Number of women in key positions in the Group.
elle@legrand: a network to encourage diversity
A diversity network was created in early 2013 on the initiative of Group employees. It is managed by an independent executive and sponsored by the General Management. Professional development, self-assurance, personal fulfilment, and life/work balance, are all topics discussed by the elle@legrand network, where mechanisms (mentoring) are also set up and lectures and discussions with other networks are organised.
Our responsibility is to reduce the pay gap between men and women
With its concern for professional equality, Legrand aims to reduce the pay gap between men and women in the Group whenever such a gap is observed.
In France, for example, in 2013 a budget equivalent to 0.10% of the payroll was devoted to reducing the gender gap. After the application of performance-related increases, this budget is used to make the appropriate adjustments for the cases that have been identified. To do this, the Group has set up a mechanism to allow employees to demand an examination of their terms of employment (position, pay, career management) to ensure that these conditions comply with the principle of non-discrimination.
Priority of 2014 - 2018
Reduce the male/female pay gap in non-managerial positions in the Group by 15%.
Pay gap between men and women in the Group in non-managerial positions.
Legrand Hungary – recognized as the top company for the employment of women.
The Group’s Hungarian subsidiary received the 2014 award for top company in Hungary for female employment in the “large company” category. The award recognizes the company’s active policy toward the employment and promotion of women – a policy that has been in place for several years.