Risks and challenges CSR


Risks and challenges

Major Corporate Social responsibility

Our ecosystem

Thermador Groupe operates in an environment made up of actors having an influence on its business, strategy, values and ambitions.
In all our economic and social relations, we prioritise exchange and transparency and pay particular attention to the needs of our contacts.
Each player in our ecosystem is treated as a partner with expectations. We derive motivation from our exchanges with them as we move forward together.
Thermador Groupe identifies five key stakeholders:
• Customers, whether distributors or consumers. Their purchases allow the group to survive economically.
• Employees, who contribute hard and soft skills and know-how.
• Investors, shareholders and bankers, who provide the capital we need for investment, stability and growth.
• Suppliers, who provide the goods and services that are crucial to our business.
• Civil society through the public authorities, local authorities, associations, and schools with whom we work.


Presentation of our ecosystem

We have many stakeholders who influence our activities and our strategy in terms of societal and environmental responsibility, at three levels:


Level 1: They are crucial to the existence of Thermador Groupe.

Level 2: Their influence is significant to major Thermador Groupe projects or activities.

Level 3: Their impacts are limited or occasional for a one-off project or activity of the group.


Our methodology

From our value chain, we have identified the key risks and challenges faced by Thermador Groupe. We have selected the risks and challenges from analysis of their existing materiality, pertinence and severity further to financial risk analyses.

When our business has a positive impact on the environment, the approach continues and the benefits of the activity are highlighted.

Conversely, when our activity has a negative impact on the environment, we explain how the group can contribute to reducing it by modifying its practices or minimising the environmental impact through carbon offset initiatives.

The information presented below concerns consolidated Thermador Groupe companies on December 31, 2020. For 2019 and 2018, the information presented does not include data from the following companies: Etablissements Edouard Rousseau, Rousseau SA, Distrilabo and Thermacome.

The five risks and opportunities


These materiality criteria for risks and challenges that are important both for Thermador Groupe and its stakeholders are identified using our business model as presented previously. They are also reflected in the performance indicators that we monitor, the correspondence of which you will find attached:

Responsible Supply Chain

RISK / OPPORTUNITY


DEFINITION


CHAPTERS / SUB-CHAPTERS


Human rights and
working conditions

Environmental impact

Risks: Thermador Groupe and its subsidiaries could see their legal liability and their image compromised because of a supplier’s non-compliant practices that affect human rights or environmental standards (child labour, forced labour, health and safety, toxic emissions, etc.).

Chapter 3.3.2.3

Compliance

RISK / OPPORTUNITY


DEFINITION


CHAPTERS / SUB-CHAPTERS


Corruption and antitrust
practices

Risks: Through their presence internationally, Thermador Groupe and its subsidiaries could break antitrust laws or other similar regulations on account of their activities right through the Supply Chain. The consequences would be to harm its image and also risk possible financial sanctions.

Chapter 3.3.2.3


Data protection

Risks: Given the high level of digitalisation of its activities, Thermador Groupe could infringe legal data protection provisions (GRDP). This could lead to financial sanctions and harm to Thermador Groupe’s image.

Chapter 3.3.2.3

Personnel development and safety

RISK / OPPORTUNITY


DEFINITION


CHAPTERS / SUB-CHAPTERS


Talent management

Risks: If its Human Resources management policy were unattractive and failed to respect employees, Thermador Groupe could have difficulties recruiting and holding onto the talent required for its growth.
This could detrimentally impact operational efficiency, reduce the quality of service to customers and deteriorate  financial performance.

Opportunities: We need to attract and keep talent by giving meaning to our projects and sharing our values.
If this is not done, we may see greater instability in our teams, with damaging consequences for operational efficiencies, service quality to customers and financial performance.

Chapter 3.3.2.1


Gender Equality

Risks: Any unfair treatment between men and women within the group would be immediately identified because of our determined policy on transparency of earnings.
This would immediately demotivate 34.4% of our employees and break the current agreement with damaging consequences for operational efficiency, service quality to customers and financial performance.

Chapter 3.3.2.1


Working conditions and
safety at work

Risks: Thermador Groupe employees and those of its subsidiaries could be exposed to work-related accidents, especially as our downstream logistics are internalised.

Opportunities: The risks are analysed and identified as part of the Safety Document, which allows us to promote prevention and reduce the risks of work-related accidents and musculoskeletal diseases.

Chapter 3.3.2.1

Personnel development and safety

RISK / OPPORTUNITY


DEFINITION


CHAPTERS / SUB-CHAPTERS


Energy efficiency

Greenhouse gas
emissions

Water management

Opportunities: A lot of products sold by Thermador Groupe subsidiaries contribute to reducing energy and water consumption. The high level of specialisation of our commercial companies encourages them to be very innovative in this field. Enhanced efficiency in our buildings could generate substantial economies.

Risks: Because of the changes to thermal and energy regulations in our fields of activity, Thermador Groupe and its subsidiaries could fail to provide its customers with products that comply with prevailing regulations. That could lead to a drop in turnover.

Opportunities: Wastewater treatment in the private housing sector is one of our specialities. Regulations have triggered market expansion in this area.

Chapter 3.3.2.2


End of product life cycle

Risks: Certain products sold today are difficult to recycle. They could suffer from this shortcoming. Poor waste management would be extremely badly looked-upon by members of staff, who are increasingly sensitive to this subject.

Chapter 3.3.2.2

Environmental footprint of products and packaging

RISK / OPPORTUNITY


DEFINITION


CHAPTERS / SUB-CHAPTERS


Environmental footprint
of products and
packaging

Risks: The products sold by Thermador Groupe and its subsidiaries consume a lot of packaging. Upstream transport – even maritime – and the distribution of our
products using road transport are high-carbon-intensity activities. If business continues to develop without these impacts being controlled and offset, the group’s carbon footprint would worsen. To make progress in this area, we rely to a large extent on our suppliers.
Opportunities: Changing regulations must encourage us to innovate in terms of packaging and help us differentiate ourselves from the competition.

A devolved governance structure

Societal and Environmental Responsibility is everybody’s problem within the group; our strategy is therefore implemented according to the following organisation:


Board of Directors

Actors

Board of Directors

Roles and means of action

Governance: Directors, of whom 5 are independent, are both in a position of actors and supervisors. At any time they can call upon the Chairman of the Board if they identify failure to respect rules of governance by referring to the Middlenext code. They have a duty and freedom to express themselves every year during the Board of Directors’ self-assessment process.

Social and environment: Board members are in a position to validate and/or challenge the objectives and strategies announced by top management. They then oversee the effective implementation of the strategy and follow up the key indicators featuring in the NFPD (non-financial performance declaration) most particularly.
They talk about good practices identified during experience gained through their professional responsibilities outside the group.
Sustainable development committee: Mathilde Yagoubi, appointed Chairwoman at the end of 2020, is working to set up and lead it. She will enlighten the Board members on this complex but crucial issue.

Executive Committee

Actors

Executive committee

Roles and means of action

Managers are responsible for the operation and implementation of group strategy by raising awareness amongst all employees and encouraging initiatives.
During bi-monthly executive committee Meetings, they talk about initiatives and good practices on subjects such as Human Resources and the environment.
Instructions are then sent so that coordinated, coherent actions can be implemented to protect the environment.

Transversal groups

Actors

Transversal groups

Roles and means of action

In 2017, a period of reflection was initiated on the carbon footprint caused by Thermador Groupe and its activities. This approach was accompanied by the ADEME (French Environmental Agency) and driven by a transversal group comprising of Patricia Mavigner, Deputy CEO of Thermador Groupe; Nicolas Billiard, Marketing Purchasing Director of Sferaco; Murielle Gentaz, Administrative Director of PBtub and Alexandra Stratulat, Administrative Director of Dipra and member of the group-level transport group. This study allowed us to prioritise a range of possible actions. On the back of this study, we have launched actions on:
- improving waste management and recyclability,
- reducing the carbon footprint of our buildings through various measures such as the installation of LED lighting, the installation of photovoltaic panels in our new buildings and the use of rainwater recovery tanks for sanitary water,
- the conversion of our electricity contracts into renewable energy contracts.

THERMAVERT: Christophe Arquillière, CEO of Sferaco, Murielle Gentaz, Administrative Director of PBtub and Patricia Mavigner, Deputy CEO of Thermador Groupe, are responsible for running the Thermavert group made up of twenty-one employees, themselves at the leading edge of environmental protection within their own subsidiaries. The purpose of the group is to talk about initiatives and projects led in the different subsidiaries and coordinate those that can be coordinated.
The Thermavert group met on June 26, September 4 and December 16 and covered the following topics:
- presentation of the ADEME (French environment agency) study on our approach to reducing our carbon footprint,
- waste management and recycling,
- how to reduce the carbon footprint of commuting,
- launch of the mobility plan in partnership with the local authority, CAPI (Communauté d’Agglomération Porte de l’Isère),
- Feedback on questionnaires with employees as part of the mobility plan; CAPI’s presentation of the first action plans.

The group working on road transport comprises of Lionel Monroe, CEO of Syveco, Charlotte Deguerry-Fraisse, Administrative Director of Sferaco and Alexandra Stratulat, Administrative Director of Dipra, who select our road transporters and ensure that each service provider adopts an environmental approach.
Packaging and waste group: Philippe Arthaud, Director of Sourcing at Jetly, is working on packaging supplier selection and addressing the topic of packaging waste. Specifications were drawn up to integrate social and environmental criteria.
SCI Thely is responsible for the construction of logistics warehouses and office space. The environmental, quality of life at work and energy savings aspects are an integral part of builders’ specifications.

Subsidiaries’ Management Committees

Actors

Subsidiaries’ management committees

Roles and means of action

Animating, motivating and providing resources to employees to complete their missions both as part of their function but also from a societal and environmental standpoint.
Choosing our industrial manufacturer suppliers according to the group’s values.
Selecting and selling eco-responsible products that conform to energy and environmental regulations.
Managing teams according to the group’s values.

Our employees

Actors

Our employees in the subsidiaries

Roles and means of action

Grouped appropriately, our most motivated employees propose and implement concrete actions to reduce our impact on the environment. We have a total of 7 employee groups involving 39 people. 34 meetings were organised in 2020 to deal with operational issues relating to the environment.
Further to the employee surveys in 2017 and 2018, actions are being implemented and decided to improve quality of life in the working environment.
In the course of monthly general meetings and discussions with staff representatives, such projects and initiatives are given sufficient air time. In 2021, the employee satisfaction survey will go again.