In 2018, Thermador Groupe took on board the UN’s 17 Sustainable Development Goals (SDGs) as part of its CSR strategy. Below is a summary of the 11 SDGs adopted by the company:
In 2018, Thermador Groupe took on board the UN’s 17 Sustainable Development Goals (SDGs) as part of its CSR strategy. Below is a summary of the 11 SDGs adopted by the company:
DEVELOP OUR TALENTS
Offer rewarding conditions to attract new talent and maintain high levels of length of service within our subsidiaries.
Develop the skills of our teams.
Promote equal opportunities.
Ensure employee health and safety at all times.
PURSUE OUR DEVELOPMENT WHILE REDUCING OUR ENVIRONMENTAL IMPACT
With our partners, measure and act upon all the elements of our carbon footprint.
Sell more sustainable and eco-responsible products.
Get our teams to adhere to and contribute to our environmental policy.
BE A RESPONSIBLE COMMITTED PLAYER
Respect ethics and compliance with our stakeholders.
Engage in solidarity-based actions in line with our values.
Work with our professional ecosystem in keeping with our business-watch process.
Thermador Groupe has been committed to the United Nations Global Compact social responsibility initiative since 2021, along with the Compact’s 10 principles relating to human rights, labour standards, the environment and anti-corruption. Over 14,000 companies from 162 countries are now signed up, organised around 70 local networks throughout the world. This places Thermador Groupe at the heart of a process dedicated to advancement, and in the short term, the next two stages to define progress points and introduce an action plan.
1. Support and respect the protection of internationally proclaimed human rights
2. Ensure that they are not complicit in human rights violations
3. Uphold the freedom of association and the effective recognition of the right to collective bargaining
4. Contribute to the elimination of all forms of forced and compulsory labour
5. Contribute to the effective abolition of child labour
6. Contribute to the elimination of discrimination in respect of employment and occupation
7. Support a precautionary approach to environmental problems
8. Undertake initiatives to promote greater environmental responsibility
9. Encourage the development and diffusion of environmentally-friendly technologies
10. Act against corruption in all its forms, including extortion and bribery
|DEVELOPING OUR EMPLOYEES’ SKILLS THROUGH TRAINING:|
|- Percentage of employees trained per year including internal training.||72.1%||≥ 95%||≥ 95%|
|DIVERSITY AND EQUAL OPPORTUNITIES:|
|- Improve our professional equality index.||88||≥ 90||≥ 90|
|- Increase the share of women in leadership positions.||39%||≥ 40%||≥ 40%|
|IMPROVING THE QUALITY OF LIFE AT WORK:|
|- Reduce absenteeism (including long-term illness).||3.4%||< 4%||< 4%|
|- Maintain average length of service at today’s levels.||9.68||≥ 8||≥ 8|
|- Develop employee share ownership through our company savings plan|
and the promotion of direct share ownership.
|7.0%||≥ 8%||≥ 8%|
On December 31, 2021, the Group had 712 employees, who have always been at the heart of our value chain.
Below is a breakdown of positions held:
Training and skills management
Initial and continuous training help people to adapt more quickly to the world in which they live and to the way companies operate and evolve. Indeed, companies are the first to benefit from staff knowledge, know-how and interpersonal skills. Thus, promoting training designed to increase employees’ skills is a key factor for long-term success (adaptation, competitiveness, efficiency, etc.).Our major challenge is to prepare the Group’s human resources to meet its future needs.
More than 84% of our employees present on December 31 have followed a training course in the last 3 years.
Seminars for sales teams, training for local managers, personal development courses, language courses, fire safety, health and safety at work... We regularly call on external organisations to maintain and develop the skillsets of our staff.
Our ‘expert’ employees have a wealth of knowledge about our businesses, which they pass on to newcomers. This transfer of skills takes place through lectures, practical work, coaching and specific written content.
In order to increase product knowledge, our specialists organise inter-subsidiary training sessions, particularly for those working in export markets. Finally, three of our subsidiaries, Jetly, Sferaco and Thermador, all accredited training organisations, have developed modules that are delivered to their customers in dedicated training rooms.
Performance reviews and professional interviews
The performance review is a privileged meeting between manager and subordinate to discuss training needs and skills development. 72% of employees have had a discussion with their direct supervisor during an annual performance review.
The professional interview is one of the way to detect employees’ wishes in terms of medium to long-term development.
This approach makes it possible to draw up a training plan over several years to enable employees to develop their skills.
|Training budget as a percentage of wage bill||1.86%||1.63%||2.67%|
|Number of people trained||489||393||431|
Thermador Groupe and its subsidiaries hired 114 people in 2021 on permanent and fixed-term contracts. 39 positions were created in 2021, 36 of which in France.
Our subsidiaries are committed to onboarding their new employees. Each new recruit benefits from an induction programme lasting several weeks, giving them a grounding in all the departments of the company they are joining. In order to get to know the realities of the market, office-based salespeople and buyers sometimes accompany travelling salespeople when they visit their customers. Similarly, sales representatives spend a few days with the logistics teams in preparing orders. This process allows everyone to become aware of the constraints of the other departments for greater efficiency and mutual respect.
In 2021, we also welcomed 25 people on on sandwhich courses, 30 on internships and 5 on professional training contracts, i.e. a total of 60 students. Our staff members are committed to training these young people in a caring, professional environment. In December, we brought together 35 sandwich course students and tutors in Lyon, for a much-appreciated, convivial meet-up.
Companies that pay attention to equal treatment for all their employees are more successful, more efficient and more productive. This is one of the core values of our Group. When hiring or during salary reviews, only skill, experience, interpersonal skills, efficiency, creative ability, judgement, ability to synthesise and commitment are taken into account. On the basis of these data and regardless of gender or any other discriminating criteria, employees are of course paid a similar fixed salary for directly comparable positions within each company. The vast majority of them have the opportunity to check this for themselves, as salary transparency within each of our subsidiaries has been in place since Thermador was founded in 1968. This virtuous practice encourages each decision-maker to think carefully before hiring or increasing salaries. Among the companies that have joined us, Mecafer implemented it at the beginning of 2018. By taking the necessary time to convince managers and employees of the benefits of such practices, we intend to gradually spread it to Sodexo, FG Inox, Etablissements Edouard Rousseau, Distrilabo and Thermacome.
Professional Equality Index 2021
Under the law of September 5, 2018 on people’s freedom to choose their professional future, and in accordance with the decree of January 8, 2019 aimed at eliminating pay gaps between women and men, Thermador Groupe and its subsidiaries have calculated their Professional Equality index (for companies based in France, i.e. 90.2% of our total workforce). This index, out of 100 points, is calculated using five indicators:
The gender pay gap.
The gap in the rate of individual salary increases between women and men.
The gap in promotion rates between women and men.
% of employees who received a raise in the year they returned from maternity leave.
The number of employees in the under-represented gender group among the 10 highest-earners.
|Indicator 1 – Earnings discrepancy||38||40|
|Indicator 2 – Pay rise discrepancy||20||20|
|Indicator 3 – Promotion discrepancy||15||15|
|Indicator 4 – Return from maternity leave increase||15||15|
|Indicator 5 – Under-represented gender amongst higher salaries||0||10|
The score for the gender pay gap for a comparable occupational category and age range is 38 out of 40, corresponding to an average gap of 1.9% in favour of women. This reflects our earnings policy based on skills and not on gender. We achieve the highest score on the pay-rise and promotion differences: in 2021, 82.2% of women and 80.5% of men in Thermador Groupe received an increase and 2% of employees, both men and women, were promoted. The inclusion since 2019 of the index on pay-rises post-maternity leave in our salary policy also sees us scoring the maximum 15 points on this indicator. We have a score of 0 out of 10 with only one woman among the 10 highest earners in Thermador Groupe, which remains an area for improvement. The arrival of young women in operational management positions on our executive committee will soon see us having 2 women among the 10 highest earners.
A NEAR-MAXIMUM SCORE ON THE GENDER PAY GAP 38 TO BECOME VECTORS OF 40.
Since the beginning, power has been evenly distributed between women and men: women hold 45% of the Group’s directorships, 39% of management positions in the subsidiaries, and 34.1% of the audience at the ‘objectives, strategies, projects and challenges’ presentations, which brought together 118 people in February.
Our three committees within our Board of Directors are chaired by women: Karine Gaudin (Audit Committee), Laurence Paganini (Earnings Committee) and Mathilde Yagoubi (Sustainable Development Committee). Our extended Executive Committee includes four women, three of whom are operational managers: Fabienne Bochet (Isocel), Anne-Sophie Bultey (Distrilabo) and Laure Empereur (Dipra / Edouard Rousseau). Our management committees in our subsidiaries have been expanded to include several women in purchasing, marketing and administrative management positions. Three members of our subsidiary management committees (a sales director and two administrative directors) are currently taking a management development course for experienced managers. The aim is to enable them to strengthen their leadership skills to become developers of collective intelligence. The average length of attendance on the course is 3 years.
More than 31% of our Group’s employees are over 50 years old. We were asked about the training plans offered to them. Each employee benefits from the same training plan according to their skills and initial training. No distinction is made according to age. In 2021, we recruited 10 people over 50.
We regularly use ESAT* for simple assembly and packaging work. The maintenance of our green spaces is entrusted to the Isatis work assistance centre (located in Villefontaine, in Isère), for all our sites located in Saint-Quentin-Fallavier (38). 11 of our subsidiaries employ disabled workers.
In 2021, Jetly renewed an agreement with an association called Messidor, which manages re-insertion centres in the AuvergneRhône-Alpes region, contributing to the rehabilitation of people with mental disabilities. This association seconded 1.5 disabled workers employed by JETLY for the packaging of small spare parts (2 in the first part of the year, 1 in the second half). This partnership already resulted in the hiring of a disabled worker on a permanent contract at Jetly on January 1, 2020. For more than 6 years, this partnership has not only allowed the company to find stability, efficiency and savings for this operation, but also for the worker to reintegrate through work and to find an environment favourable to his personal development.
|Number of disabled workers||18||12||5|
|Amount paid to ESAT* (in € thousand)||330||312||279|
|*Employment re-insertion centres|
Among our subsidiaries, eleven have a Economic and Social Committees with a total of 43 elected representatives. They have been trained to speak for the employees in their respective companies. Thus, 75% of our employees are represented by a staffrepresentative body. 27 company agreements have been put in place. In each subsidiary, a monthly information and dialogue meeting is held with all staff. The management team presents and comments on the company’s situation: turnover, margins, costs, results, update on all the subsidiary’s projects. It answers all questions from the employees present. To make it easier for people to speak out, not always easy in the largest of our subsidiaries, departmental meetings are also organised. Experience has shown that local managers play an essential role in bringing up questions or comments and finding collective answers.
In April 2016, the AGM appointed an employee as a director on the proposal of the Board of Directors. At the AGM on April 4, 2022, the Board of Directors will propose the election of two employees, one woman and one man, as directors. This is a very strong signal to our teams since their representatives could, if the AGM confirms it, occupy two seats out of twelve on the Board. Our Group has a digital tool for internal communications. Our collaborative platform Thermalink is available to all employees in Saint-Quentin-Fallavier and to those in more geographically remote sites. It is a proper company social network allowing us to communicate, and share documents and good practices.
In 2017 (2018 for FGinox and Sodeco Valves), each subsidiary took the initiative to submit a quality of life at work survey questionnaire. The Group’s employees obviously took advantage of this opportunity for expression, as 94% of them responded. The exercise was carried out by an inter-subsidiary steering committee and a specialised agency (Optim Ressources), guaranteeing participant anonymity. The results of this employee survey were presented at the AGMs of our subsidiaries wholly transparently. Working groups were set up to better understand the points for improvement raised and to draw up an action plan for each company. The exercise was repeated in 2020 and 2021 to measure the impact of the decisions taken. The participation rate was 93% across the workforce. At the request of employees, the subsidiaries have multiplied initiatives to give them a chance to relax during breaks: rest rooms, table football, table tennis, petanque courts, practice of qi gong, pilates, body balance and yoga, picnic areas, loan of deckchairs, etc. Our company JETLY has a gym open to all Saint-Quentin-Fallavier subsidiaries and offers courses given by a professional sports coach.
They are asked to respect – and not exceed – working hours. The introduction of the fixed day rate, formalised by company agreements in ten of our subsidiaries, meets employee demand for flexibility in working hours. For those who benefit from this facility, we check that their legally-required rest periods are respected and that they do not hook-up excessively to work systems remotely. The pace of our office-based staff’s working lives is dictated by the demands of their customers who call and email them during office hours for advice, deadlines, price offers, material determination, after-sales service and orders. Our logistics teams start earlier in the morning to supply the first pick-ups from our transport partners. Through our quality-of-life-at-work questionnaire, our employees expressed their wish to have more flexibility in their working hours with, in some cases, the use of home-working. In 2021, 146 employees signed up to a home-working agreement or charter. Other home-working charters are under discussion in other subsidiaries and should be finalised in 2022.
Absenteeism in the Group’s subsidiaries is significantly lower than the national average. This undoubtedly reflects the good health and excellent motivation of our employees. The number of days off work due to work-related and commuting accidents decreased in 2021.
|Health and absenteeism||2021||2020||2019|
|Number of days’ absence (excl.Covid-19)||6,156||6,615||5,019|
|of which sick leave||4,084||4,895||3,463|
|of which therapeutic part-time days off|
(hours of absence/7 hours per day)
|of which maternity or paternity leave||672||926||803|
|of which days off for accidents at work|
and commuting accidents
|of which work related accident or illness||924||397||4.0%|
|Sick days Covid-19 (isolation)||603||N/A||N/A|
|Days out of Covid-19% of time worked||3.44%||N/A||N/A|
|Absenteeism rate ex-Covid-19(1)||3.4%||3.9%||4.0%|
|Absenteeism rate France||3.77%||-||-|
|Absenteeism rates outside France||1.5%||-|
|(1) number of days of absence in working days / 251 X total number of employees, sickness absences are included in the calculation, of which occupational diseases, occupational and commuting accidents, maternity and paternity (excluding covid-19). N/A: Not available.|
|Accidents at work||2020||2019||2018|
|Number of accidents at work||10||16||16|
|Number of accidents at work > 200 days a year||0||-||-|
|Workplace Injury Frequency Rate (2)||7.95||13.66||17.13|
|Workplace Injury Severity Rate (3)||0.18||0.35||0.77|
|Number of occupational diseases||4||2||3|
|(2) number of accidents with stoppage X 1,000,000 / number of hours worked. (3)number of days lost due to accidents at work or occupational diseases X 1,000 / number of hours worked(2) number of accidents with stoppage X 1,000,000 / number of hours worked. (3)number of days lost due to accidents at work or occupational diseases X 1,000 / number of hours worked(2) number of accidents with stoppage X 1,000,000 / number of hours worked. (3)number of days lost due to accidents at work or occupational diseases X 1,000 / number of hours worked(2) number of accidents with stoppage X 1,000,000 / number of hours worked. (3)number of days lost due to accidents at work or occupational diseases X 1,000 / number of hours worked|
13 of our subsidiaries will ended the year without any work-related accidents in 2021, compared to 12 in 2020. In our ISO 9001 certified subsidiaries, each accident is analysed, a corrective action plan drawn up and communication within the department concerned initiated to prevent a recurrence. Within our logistics teams, we recorded 4 work-related illnesses, which can be explained by the fact that 20% of our employees have been working for more than 25 years. We manage long careers, and this requires continuous improvement of working methods to alleviate arduousness for those working in the warehouses. The adaptation of handling methods, coupled with a reduction in the weight of packages transported, will reduce the number of work-related illnesses in the medium term.
The well-being and good health of employees naturally leads to their greater commitment to the company and helps to improve its competitiveness. The reduction of psychosocial risks, musculoskeletal disorders and other work-related health risks also contributes to this. These values are reflected throughout the Group. In our business, the greatest risk of accident undoubtedly lies in our logistics warehouses. We therefore ensure that instructions are strictly followed, that floor quality is optimised to limit vibrations, that the trucks are in good working order and that the buildings are well-lit inside. This is reflected in concrete decisions such as: • choosing LED lighting in 8 of our warehouses, accounting for 60% of the surface area,
In 2021, we strengthened our awareness-raising actions on psychosocial risks. More than 406 people in our teams attended training sessions to encourage people to speak out and to understand risk situations. Each employee has a role to play in improving the social climate.
The aim of the course was to provide our employees with solutions to everyday problems via a toolbox of exercises tried and tested by the greatest sportsmen and women, from which each person could pick and choose what they needed. This course was offered to almost 100 warehouse employees, giving them access to 4 interactive packs based on the 11 everyday ailments identified by Anael Aubry (sports scientist) during her audit of our warehouses. These packs contain the routines of top sportsmen and women suffering similar ailments (female rugby players, boxers, paralympic athletes). Employees were also able to follow 2 e-conferences. The first, hosted by the champion Charles Pages, was inspirational: it was about resilience and courage in the face of adversity; the second, hosted by Anael Aubry, highlighted wellbeing tips (sleep, diet, activity). The average rating given by our employees for the whole course was 7/10. We remain convinced that these preventive actions are essential to the wellbeing of our warehouse employees.
We have also started equipping our warehouse workers with ergoskeletons to combat musculoskeletal disorders (MSDs). Sferaco ordered 4 models in 2020, 2 for shoulder support (for order picking) and 2 for back support (for reception). Noise is a nuisance in offices. Most offices in our subsidiaries are now equipped with acoustic ceilings. The idea is to combine the benefits of open-plan offices, which promote good communication between people, with noise control that allows everyone to concentrate on their work. A lot of the working space of our office-based sales staff handling our customers’ telephone calls is also equipped with acoustic partitions.
Individual earnings and bonuses are devised within the subsidiaries and payrolls are concluded at subsidiary level too. Information and best practice sharing between managers ensures consistency.
In the Group’s longstanding subsidiaries, the fixed component of earnings is paid over 13 months (except at FGinox, over 12 months). Salaries are revised annually, taking into account each individual’s development in their function and the cost of living. We pay particular attention to the lower salaries, which are much higher than average for our sector.
Since the beginning, Thermador Groupe subsidiaries’ profits have been shared with employees. Even before statutory profit sharing, we introduced our own brand of profit sharing in Thermador, the first company created in the Group’s history. This virtuous practice spread to the other subsidiaries subsequently. Sharing profits come with the year’s results, during which the management teams present the operating accounts of each subsidiary on a monthly basis. Everybody thereby understands how the annual result is put together, and what mass of profit sharing will be distributed. The distribution of that mass is decided by the management team, and takes into account each individual’s performance as fairly as possible. In each subsidiary, the variable profit sharing amount therefore depends on profit, which means there are major differences between the companies of the Group. It varies from 3 to 37% overall earnings. The average for the Group is 20% of gross annual salary. In three of our subsidiaries, Jetly. Sferaco and FGInox, a legal profit-sharing agreement or incentive agreement is in place. These variable earnings are paid in February. For the other subsidiaries, bonuses are paid in December. They are not subject to any holding mechanism and are therefore immediately available. On our operating accounts, the payroll represents approximately 10.7% of turnover (cf: table on page 19). As explained on page 72, we have always implemented a policy of salary transparency. In each subsidiary, once per year, we post all monthly and annual salaries, including of course those of the managers. This has the enormous advantages of limiting the spread of misconceptions and encourages us to maintain consistency of salaries. The range of gross salaries in Thermador Groupe is €22k to €341.7k (annual salaries for 12 months of presence), and the average annual salary of €50.3k.
In January 2001, we set up a Company savings scheme (PEE), open to all employees of the subsidiaries and 95% invested in Thermador Groupe shares. Until 2012 the top-up was 100% of the amount put in by the employee, with a cap of €1,000. The maximum contribution then changed year-on-year. In 2020, the contribution was 300% for the first €300 invested, 150% for the €301-1,000 tranche, and 30% for the €1001-1,500 tranche, i.e. a maximum of €2,100. The total amount contributed by the employees was €2,057k and the amount of the employer’s contribution was €794k. 453 employees (out of 566) subscribed to a 1% capital increase reserved for them. Taking advantage of the possibilities provided by the PACTE law, employees benefited from a 40% discount on the purchase of shares in exchange for 10-year holding commitment. In 2021, contribution was unchanged. the amount of the employer’s contribution was €1,224k and amount of employer’s contribution was €920k. 529 employees (out of 606) subscribed. At December 31, 2021, the Company savings scheme (PEE) held 302,500 shares, i.e. 3.3% of the capital.
|DEVELOPMENT OF ‘CARBON REFERENT’ SKILLS (FTE)||1.6||4.2||5.6|
|TRAINING OF MANAGEMENT TEAMS ON ENVIRONMENTAL ISSUES||100%||100%||100%|
|PERCENTAGE OF TURNOVER COMMITTED TO A DETAILED SCOPE 3 ASSESSMENT||40%||80%||100%|
|WATER CONSUMPTION: EMPLOYEES BENEFITING FROM RAINWATER RECOVERY (FTE)||137||165||-|
|SCOPE 1: RENEWAL OF OUR VEHICLE FLEET||17%||77%||100%|
|SCOPE 2: GREEN ELECTRICITY CONSUMPTION||75%||80%||80%|
|SCOPE 3: NUMBER OF EMPLOYEES BENEFITING FROM A SUSTAINABLE MOBILITY|
|SCOPE 3: REDUCTION OF THE CARBON IMPACT OF OUR BUSINESS AND HOME-TOWORK TRAVEL||146||253||337|
|SCOPE 3: PERCENTAGE OF SALES UNDER CONTRACT WITH A RECYCLER||-2%||-5%||-10%|
In accordance with the commitments made last year (references on page 50 of the 2020 Universal Registration Document), we launched the "Low Carbon Challenge" approach, accompanied by the specialist firm I-Care, in order to determine our environmental impact in tonnes of CO2 equivalent (Teq. CO2), using the Ademe [French environment agency] carbon assessment method.
Legislation requires us to measure our Scope 1 & 2, covering our direct and indirect emissions (gas, fuel and electricity). Scope 3 covers the other indirect GHG emissions associated with our business.
Two categories stand out:
- Product-related Scope 3, also known as product life cycle (PLC): material manufacturing, upstream transport, downstream transport, product use and end-of-life.
- Non-product Scope 3: fixed assets, commuting, business travel and waste
|Emission category||Poste d’émissions|
|SCOPE 1 - Direct GHG emissions||Direct emissions from stationary combustion sources|
|Direct emissions from vehicles owned or leased by Thermador Groupe|
|Direct fugitive emissions from air conditioning installations|
|SCOPE 2 - Indirect energy-related emissions||Indirect emissions from electricity consumption|
|SCOPE 3 - Other indirect emissions||Energy-related emissions not included in Scope 1 and 2|
|Purchases of products or services (excluding products sold)|
|Commuting to work|
|Inbound freight transport|
|Transport of downstream goods|
|use of sold products|
|End of life of products sold|
For this first year, we have chosen to focus the study on four subsidiaries (Jetly, Pbtub, Sferaco, Thermador) which accounted for 44% of turnover in 2020. Firstly, for each of these subsidiaries, 80% of the 2020 turnover was analysed in detail (except for the subsidiary Jetly, for which the analysis focused on 30% of its 2020 turnover), taking into account the weight of the products, the materials they contain and their origin. We then applied emission factors, which are coefficients validated by external organisations (mostly Ademe’s carbon base), relating to each activity for the "Materials" and "Upstream Transport" items. Some of our products are active, i.e. they emit carbon during their use. This would include electrical and electronic products. For the latter, we evaluated service life, rate of use and average consumption, which gave us a result that we multiplied with the emission factor applied to energy consumption in France. Secondly, product recycling requires certain methods and technologies, which themselves consume energy and therefore generate CO2 emissions, which must be taken into account in the product life cycle analysis, again using the method of applying emission factors.
Finally, downstream transport was extrapolated, assuming that our customers are on average 500 kilometres away. We were unable to obtain detailed data from our carriers for the year under review. The remaining 20% of turnover for each of the subsidiaries involved in the process, as well as the results of our twelve other subsidiaries, were measured by extrapolation on the basis of the results obtained using the methodology described above. An average was calculated per item, which could be applied to the volume of products sold that were not analysed. The extrapolation was then adjusted, taking care to eliminate intra-group transactions in order to avoid double counting at the various PLC stages. The other elements of Scope 3 (the 'non-product' items) were also measured theoretically to arrive at a consolidated result at Thermador Groupe level.
Monitoring and results
This work, begun in March 2021, was monitored every quarter at Sustainable Development Committee meetings, where its members were able to see the progress of the project and the relevance of the actions undertaken, while keeping a critical stance in order to challenge the assessment. Through its activities, Thermador Groupe emitted 207 kT of CO2 equivalent in the reference year 2020 and 225 kT of CO2 equivalent in 2021. (these results have an uncertainty measured at 30%), 95% of which related to PLC. The main emission items are the manufacture of products, their use during their lifetime and their recycling.
The reduction of CO2 emissions is a global challenge that requires the commitment of Thermador Groupe and its subsidiaries, but also that of all the players in the supply chain, from suppliers to customers, including transporters. Reducing our carbon impact is one of our 19 CSR priorities. For the moment we are considering setting this figure against turnover or sales volume.
Commitments of our subsidiaries
Sferaco will set up a design office as of 2022, whose main tasks will be to improve existing products and provide innovative solutions for the marketing of new ones. Their tasks will include reducing the carbon footprint.
Axelair offers eco-designed products with its range of flexible ducts in which no solvents are used during manufacture, where polyethylene (a recyclable product) has replaced PVC, and polyester wadding for insulation, which is a recycled product and recyclable for life, has replaced glass wool. Thermador Groupe and its subsidiaries also offer environmentally friendly products, i.e. they have a beneficial impact due to their function. We have chosen to offer these products in other formats, in order to make them accessible, whatever the conditions of use. This is the case for the Esybox (innovative pump booster),marketed for several years by Jetly, and which will be offered in 2022 in an Esybox max version, intended for local authorities. The system features a variable speed motor, which allows better electric motor management and, intrinsically, reduced energy consumption. Axelair’s dual-flow mechanical ventilation system is also available in a single-family-home version, to NF standards. It benefits from the renovation bonuses granted by the State. These systems are already installed in some of our buildings. Aello also offers variable speed pumps, allowing energy savings, as well as multi-layer filters, which are more virtuous, since they prevent water consumption during pool maintenance, with economies of up to 10 m3 , depending on the case.
To date, no carbon price has been set by the authorities, nor have they legislated on an obligation for companies to submit to a tax or compensation in view of their carbon accounting. Despite this, we are considering different offset commitments on certain items. We will set our price per tonne and the compensation will be paid to an organisation with environmental objectives.
On the basis of its 2020 carbon assessment, Sferaco has chosen to compensate for all emissions generated by the ‘downstream transport’ item. The Apprentis d’Auteuil association thereby received €30,000 and they have pledged to use the funds to optimise energy efficiency in their buildings.
Our industrial and transport partners will be challenged, and accordingly, we have already opened initial discussions with DAB, one of the Group’s main suppliers. Talks have enabled us to observe that the entity is already acting to reduce its impact on the environment through actions on its infrastructures, industrial equipment and processes. We are working together to identify the positive impact of these actions on the products marketed by Jetly and Thermador. In addition, we are working to develop a factual argument that will help us promote their eco-design approach, with a view to encouraging them to continue along this path and then to get more partners on board.
For the future: Further product life cycle analyses will be developed. More actions will be devised and discussed in close cooperation with most of our suppliers. For example, we do not currently know the percentage of recycled materials in our products, which could have a considerable impact on the "Materials" and "End-of-life" items.
With regard to transporters, we will be getting detailed data on the emissions produced as a result of transporting goods to our customers in order to further detail our carbon accounting.
We are carrying out actions on Scopes 1 and 2, which will represent 1,089 T of CO2 equivalent in 2021.
Dual-flow CMVs have been installed in the buildings of our subsidiaries Sferaco, Syveco and Isocel as well as in the new buildings of Dipra, Aello and Axelair. This technology will reduce heating requirements and therefore energy consumption, while improving interior air quality.
Axelair’s range of air treatment systems also uses water technology, which avoids the use of refrigerants. This consists of diffusing hot or cold air via a fan convection system and a water circuit fed by an air-water heat pump. This range is used in Axelair’s new building.
At Thermacome, in Saint-James, the network was refurbished by replacing the old ceiling tiles with new ones integrating heating and cooling emitters as well as a system allowing the circulation of hot or cold water over an area of 600 m², eliminating all the heating and air-conditioning installations in the subsidiary’s offices, while using one of the products we sell. This set-up will serve as a "test site". The Mont-Saint-Michel urban area has authorised the use of this system as part of the renovation of this building. The new Dipra building is equipped with radiant metal radiant and cooling panels over the entire surface area of its offices, i.e. 1,091 m². The principle of operation by radiation of these emitters offers the advantage of a very high level of reactivity to variations in ambient conditions, particularly in relation to changes in outdoor conditions. In fact, the desired temperature is reached more quickly with lower fluid temperature levels than in conventional systems. In addition, this technology reduces energy consumption by eliminating more energy-intensive heating and cooling systems. Similar technology will be installed during the renovation of the Thermador Groupe building in 2022.
Finally, the air purifier, distributed by Axelair, much in demand since the outbreak of the pandemic, meets the health and safety requirements for occupants, and is used by our subsidiaries Jetly, Mecafer, Pbtub, Axelair and Thermador Groupe. The air purifier does not directly save energy, but it does replace room ventilation, which causes fluctuations in room temperature and thus excessive energy consumption.
The fleet of vehicles owned or leased by us is an integral part of Scope 1 and represents 233 T of CO2 equivalent of our total carbon footprint. In this context, we are going to act on this item by choosing less polluting vehicles when renewing them (nb: half of our fleet will be renewed in the next two years). We are studying what’s available and remain attentive to developments in hybrid and electric solutions but, as our customers are present throughout the country, we are of course waiting on the ramp-up of recharging facilities. The number of kilometres travelled by our sales teams and the diversity and location of our customers are major factors in the choice of our vehicle fleet, which is adapted to the needs of our different activities. Our Belgian subsidiary, Sodeco, on the other hand, can rely on a more favourable geography and more advanced technological development within its territory and aims for a fleet of completely electric vehicles by 2026.
Our current fleet is very diversified because it depends on the sometimes longstanding policies of our subsidiaries. Accordingly, we set up a working group that has produced a common policy for all subsidiaries, which will also make it possible to have a more reliable emissions factor and greater accuracy on our Scope 1 carbon accounting.
In compliance with the French legal and regulatory framework concerning electronic waste (WEEE), ten of our subsidiaries are members of the Ecosystem eco-organisation, which deals with the recycling of waste from this type of equipment. We entrust recycling to a professional, as required by law. The cost of membership is variable and regulated according to the category of products sold. The total cost for Thermador Groupe and its subsidiaries in 2021 was €409,000.
We are also making progress in waste management, which has improved compared to the previous financial year, due in particular to the fact that actions have been implemented in the subsidiaries, such as the installation of shredders at Sferaco and Thermador, which are useful for transforming our logistics waste into packaging-cushioning products. We have raised awareness amongst operational staff regarding the importance of waste reduction and how they can contribute, by reusing our suppliers’ packaging at the order preparation stage, for example.
Because of the nature of our business, we do not have any hazardous industrial waste and 90.7% of our waste is sent to specialised channels for recycling.
We are also continuing initiatives taken over recent years to limit our emissions in other areas, such as travel, whether for business or daily use by employees. Indeed, our business trips are made by rented vehicle, train, plane or with a personal vehicle, the expenses being reimbursed afterwards (nb: travel expenses for personal vehicle use were previously accounted for in Scope 1) and represented 481 T of CO2 equivalent in 2021. Long-distance travel, which was previously practised, has been prohibited or made more difficult due to the health context. We have therefore adapted by implementing several actions such as the development of videoconference meetings. We also encourage our travelling sales representatives to choose rail over air travel. When vehicle rental is necessary, they limit themselves to small models that consume little fuel.
We decided to measure the carbon impact of our employees’ commuting to work. This item represented 1,138 T of CO2 equivalent in 2020 based on an extrapolated calculation. We have carried out more detailed calculations for the year 2021, taking into account the type of vehicle used, which brings our emissions to 948 T of CO2 equivalent.
In order to reduce these emissions, six of our subsidiaries have signed a home-working agreement, which can eliminate at least one round trip per week for 146 employees. We have maintained our principle of encouraging employees to live within 50 km of their place of work.
As Belgian legislation is slightly different, Sodeco does not have a home-working agreement but has included riders in the contracts of each employee concerned, which allows 28 people to work from home two days per week on average and avoid contributing to carbon emissions in the Brussels area, which is already severely impacted by heavy traffic. In partnership with the CAPI (Communauté d’Agglomération Porte d’Isère, our local community of communes) and Klaxit, a company specialising in carpooling, we have launched a mobility plan, making it easier for employees to carpool. 171 employees are also covered by the Ministry of Ecology’s sustainable mobility allowance, which means that those who opt for soft mobility (carpooling, public transport, non-motorised means of transport, etc.) over a certain number of journeys get a bonus. We want to develop this agreement for all our employees in France in the coming year. Sodeco is a partner of the Pelicano association and pays it a sum for each kilometre travelled by its employees for home-to-work commutes. 2,700 kilometres were cycled in 2021 as part of this operation.
The subsidiary also has three charging stations for electric vehicles and plans to install six more, which will be powered by energy generated by solar panels. Office-based employees in Belgium can also be allocated company cars, where the costs of insurance, maintenance, fuel and electricity are included in return for advantageous financing, provided that the vehicle is a hybrid or electric.
As part of our sustainable development commitments, it is essential to train and raise the awareness of management teams, both of existing and future legal and regulatory frameworks, and of the results achieved. To this end, training courses have been organised:
Internal awareness will also be added to the induction course for anyone joining a management committee. Internally, reference personnel in the subsidiaries will be trained on the basis of the methodology described above. The reference personnel of the four subsidiaries involved in the approach will perfect their skills with the aim of being totally autonomous in the carbon accounting of their respective subsidiaries, and those appointed to that role in other subsidiaries will be made aware of this topic and of how to use the carbon accounting calculation tool.
In order to achieve our first objectives and quickly draw up a precise Scope 3 roadmap for our CO2 emissions, we have decided to create a sustainable development manager position, directly linked to the Group’s top management, with a seat on the Executive Committee. This person will eventually lead a team of two specialists, a quality specialist and an eco-designer, and will orchestrate support to the subsidiaries with a high degree of autonomy so that each can contribute to the Group’s objectives. That position will also be supported by Lionel Grès (Axelair CEO) to manage concrete eco-design projects. Our quality specialist is Nicolas Klein and he will join Thermador Groupe in April 2022, having contributed to Sferaco’s double ISO9001 and ISO14001 certification, and organised work on Scope 3 for our CO2 emissions in 2021.
PRESERVING BIODIVERSITY AND NATURAL RESOURCES
We will also work on avoided impact, an environmental concept that is different from the carbon footprint but just as important. This will allow us to demonstrate the positive role of our products in environment terms, such as the management of natural resources, like water.
The rainwater recovery system sold by Jetly has been installed in its building since it was founded in 2009. The recovered water is used to supply the sanitation facilities of Jetly’s offices. In the new building where Aello, Axelair and Dipra are located, the same technology has been installed. The rainwater harvesting tank, combined with a pumping system and a UV wastewater treatment system, takes priority over the drinking water supply. This allows recycled water to be used instead of clean water when it is not intended for human consumption. The use of this technology in our branches therefore limits the consumption of drinking water by reusing the resource in a significant way, since one flush is equivalent to a volume of 6-9 litres.
We have changed the way we top up sprinkler systems, analysing glycol water by sampling rather than draining the tanks completely, thus avoiding the waste of large quantities of drinking water. Aello, our subsidiary specialising in swimming pool equipment, offers a solution based on rainwater recovery, which can be stored in a tank for be used when pools are in operation. This system offers savings of between 5,000 and 10,000 litres of water, compared to the 160 litres of water per day that evaporates from standard swimming pools. A pool, which will be used from 2022 onwards to carry out tests and put the products into practice, will be fitted with this technology.
The Porte d’Isère Environnement association (APIE) has helped several subsidiaries located in Saint Quentin Fallavier to improve their actions in favour of biodiversity. In particular, Thermador was able to carry out an audit to help decision-making and action initiation on its land. Planting was carried out at Jetly to bring in birds and pollinators. With the help of a landscape gardener, Sferaco has set up a plan for its grounds, including an area of rational mowing, insect hotels and outdoor social areas. The association organised two biodiversity awareness days on the Pbtub site this year for employees of the Saint Quentin Fallavier subsidiaries. All new buildings now feature the planting of local species in their specifications. APIE supports each future tenant in making responsible choices in the management of green spaces.
PBtub has a retention pond on its site which has been designed to enhance the development of local fauna with grassy contours, and a natterjack toad was observed here in 2021. Hedges and meadows containing plants that promote biodiversity, areas of rational mowing and wildlife corridors have also been installed on the site. A further audit will be carried out in 2022.
At Syveco and Isocel, the mowing of green areas has been reduced to preserve green areas, which are useful for the proliferation of fauna and flora. A vegetable garden has also been created, and is regularly maintained by employees. This raises their awareness of how they too can enjoy seasonal fruit and vegetables. The Ouessant sheep, which favour eco-pasture over traditional shearing, are still present at Sectoriel, with a new one born in 2021. In total, 71,300 m² are covered by biodiversity actions and 292 species have been inventoried, i.e. 86 more than last year.
Thermador Groupe considers it the Board’s responsibility to establish a responsible tax strategy, whereby its subsidiaries pay their taxes in the jurisdictions where they operate and make their profits.
The following five principles were approved by the Board of Directors on October 14, 2021:
1. Responsibility for the tax strategy lies with the Board of Directors.
2. Principles of fiscal responsibility are part of the company’s code of conduct.
3. The company pays its taxes where the economic value is generated.
4. Intra-Group transactions are conducted under market conditions.
5. In its Universal Registration Document, the company publishes the amount of taxes paid, country by country
|SHARE OUR ETHICAL REQUIREMENTS WITH OUR SUPPLIERS:|
|- Percentage of turnover generated from suppliers who are signatories to our Suppliers code of conduct or an equivalent one.||4.8%||≥ 60 %||≥ 80 %|
|- Percentage of turnover generated from rated suppliers.||17.1%||≥ 60 %||≥ 80 %|
|- Percentage of exposed employees trained on anti-corruption over the last 3 years||98.9%||≥ 95 %||≥ 95 %|
|DEVELOP OUR COMMITMENT TO SOLIDARITY ACTIONS||-||-||-|
|CONTINUE OUR EFFORTS TO CREATE JOBS IN FRANCE||36||-||-|
|IMPLEMENT MORE RESPONSIBLE TAXATION|
- Share of our taxes paid in France.
The Group’s management bears responsibility for relationships with our suppliers. Our business conduct is based on these simple principles:
• Provide a medium to long term vision.
• Prioritise transparency with our suppliers.
• Pay attention to their sustainability, the quality of the products or services offered, and their ethics. In 2021 we drew up our Supplier code of conduct, which covers the following aspects of our relationships with our suppliers:
As part of our Supplier code of conduct, we have our suppliers assessed or audited by our internal teams and by third party organisations commissioned for the purpose. Operational subsidiary management teams will work on the rollout of this charter in line with the objectives set by the Group: by 2025, more than 60% of purchases will be made from suppliers who have signed our Supplier code of conduct or an equivalent one.
As a Group present in Europe and China with a business model based on buying products and selling them on, we could face situations of corruption or conflict of interest. Examples include: an arrangement during a price negotiation, favouring a supplier during a tender or buying more from a supplier in exchange for a fee. Not wishing to allow such instances to tarnish its business conduct, the Group has always placed ethics at the heart of its relationships with its employees, third parties and stakeholders. Following the obligation to comply with the Sapin 2 anti-corruption law, Thermador Groupe began formalising its practices almost three years ago. We have put in place a number of actions to bring the company in line with the regulations.
This was drawn up internally and covers the activities of the Group and all its subsidiaries.
The Group has developed its own whistleblowing system. Introduced throughout the company in 2017 in the five languages used (French, English, Dutch, Spanish and Chinese), it featured in an internal communications campaign via our collaborative platform and our induction booklet. This system is also available to external suppliers and customers via our website.
Drafted in five languages and distributed to all subsidiaries, our code of conduct was presented to the Group’s various bodies.
In 2019, the Middlenext association provided two training sessions at the Group’s head office for more than 93 employees in so-called ‘exposed’ functions. In 2021, we continued the process, training a further 99 people, including employee representatives and new recruits.
For employees in non-exposed positions, the e-learning solution was chosen. Developed by the Middlenext association, the tool has been adapted to the different functions occupied by our employees, i.e. 5 specific modules in four languages.
A donation and sponsorship policy has been drawn up at Thermador Groupe level. The choice of the Apprentis d’Auteuil is a Group-level choice. Subsidiary managers can also engage with different causes in consultation with their employees.
Commitment to the Apprentis d’Auteuil Foundation
Founded in the middle of the 19th century, the Apprentis d’Auteuil foundation is recognised as an association working for the public good, and is committed to helping the most vulnerable young people and families. Its mission is to protect children, provide vocational training, promote social and professional integration and support families.
More than 5,400 employees and 4,700 volunteers support 30,000 young people and families every year in 240 establishments (from nurseries to further education centres).
Our partnership with Apprentis d’Auteuil, begun in 2019, continued in 2021 through various initiatives. First of all, Sferaco organised a management seminar at the Salle à Manger in Lyon (run by young people in training for the catering industry). In addition, a visit to the warehouses of PBtub, Sectoriel, Sferaco, Isocel and Syveco was organised for three groups of young people from very different backgrounds (men and women, aged between 19 and 29, from the Auvergne-Rhône-Alpes region, Italy, Senegal, the Comoros and Afghanistan). They are being trained as order pickers in the Skola Logistique scheme. Syveco employees gave English courses (sales scenarios) at the Skola sales school, which has a shop in Part-Dieu shopping centre in Lyon. Finally, the Thermador Groupe, Sectoriel and Syveco subsidiaries paid all or part of their apprenticeship tax to the Apprentis d’Auteuil vocational school in La Cote Saint André (Isère). Other projects (including discovery of jobs in the Group, training in logistics, helping with the energy renovation of buildings) are being developed with Apprentis d’Auteuil to go further in 2022 in the commitment of our employees to young people in the region who need support.
Actions against child poverty
The Pelicano Foundation is a fund fighting child poverty in Belgium. In 2021 Sodeco Valves signed a partnership with Pelicano. To raise funds, the subsidiary organises one fixed annual programme and one or more occasional activities. For the fixed programme, Sodeco employees are encouraged to commute to work by bike or on foot, with each kilometre travelled earning Pelicano €0.25. As a one-off action in 2021, Sodeco commissioned the production of greetings cards, sold to raise funds for the association. These two initiatives brought in €5,000 for Pelicano.
Mobilisation around Virades de l’Espoir
The Virades de l’Espoir are organised by VAINCRE LA MUCOVISCIDOSE, an association helping cystic fibrosis sufferers, recognised as being for the public good, which accompanies patients and their families in every aspect of their lives affected by that disease. The association has 4 priority missions: heal, care, make lives better and raise awareness.
Held throughout France on the last Sunday of September, the 350 ‘Virades’ are races open to all those who wish to pedal, run or walk in a relaxed, family atmosphere, showing their support for children and young people suffering from cystic fibrosis, the most common serious genetic disease in children.
In this spirit, Sferaco and Thermador staff have for several years been getting out and about on the day itself or the days before, contributing to our Group’s annual donation of €1,500.