Sustainable Development Goal

Thermador Groupe selected 9 sustainable development goals (SDG) amongst the 17 defined by the UN.

These objectives are part of our value chain presenting our strategy and our commitment as an economic player. The assessment of the environmental and social impact concerns all companies in the consolidation scope based in France and in Belgium. To illustrate Thermador Groupe’s commitment, the United Nations sustainable development goals have been included in our extra-financial performance indicators.


Employees enjoying good health and wellbeing are more implicated in the company and will contribute to its competitiveness. Reducing psycho-social risks, muscular-skeletal troubles and other risks linked to health at work also contribute to that. These values are important to our group.


Our directors and managers are constantly attentive to their teams’ feedback to improve working conditions. Most of the offices in our subsidiaries are now equipped with acoustic ceilings. We are looking to combine the advantages of open offices, which promote good communication between people, and of controlled sound levels so that everybody can concentrate on their work. A large proportion of our officebased sales staff offices, where they take telephone calls from our customers, are also equipped with acoustic partitions. On a permanent basis, each warehouse manager is accredited to take immediate decisions to guarantee the safety of teams working in the warehouse. In our profession, it is undoubtedly here that we run the greatest risks of accidents. We pay particular attention to the strict respect of instructions, to flooring quality to limit noise, vibration and dust, to cleanliness, to the condition of fork lift trucks, and to lighting levels inside the warehouses. This results in practical decisions such as:

  • choosing LED technology lighting in the two most recent warehouses (Sferaco and Sectoriel),
  • choosing to be owner of all our handling equipment, which is regularly serviced to ensure safe driving for all our logistics teams,
  • handling equipment with lifting platforms selected to allow our warehousemen/order-preparers to access high picking racks in total safely,
  • equipping our elevated handling equipment with cameras,
  • training all our logistics teams in safe driving and gestures and postures.

With the publication of 6 new arduous working risk factors on July 1, 2016, we have conducted arduous working studies covering each logistics team task. Repetitive movements have been analysed internally by our teams, using the services in certain cases of the medical services’ ergonomics expert. Hence the investments mentioned in the 2016 annual report.


Nombre de jours d’absence3 8423 6072 641
% du temps travaillé3,1 %3,8 %3,1 %
Dont congé maladie80 %76 %68 %
Dont congé maternité ou paternité10 %13 %25 %
Dont accident du travail ou maladie professionnelle10 %11 %7 %
Taux absentéisme (1)3,2 %3,3 %3,3 %
Nombres d’A.T.15138
Nombres de M.P.01-
Taux de fréquence des accidents (2)17,2219,4713,23
Taux de gravité des accidents (3)0,450,600,29

Absenteeism in the group’s subsidiaries is much lower than the national average. This undoubtedly reflects the good health and excellent motivation of those working there. 7 subsidiaries ended the year without any work-related accident.


The group subsidises the meals provided by an inter-company restaurant nearby for a total of €3.50 per meal. All of them can enjoy a balanced meal for an very modest price. For those who prefer to bring their own lunch, kitchens are available in each building.


In 2017, each subsidiary took the initiative to submit a questionnaire entitled “Employee survey on the quality of life at work”. They obviously bought into this new form of expression, given that the response rate was 94%! The exercise was carried out by an inter-subsidiary steering committee and a specialised agency (Optim Resources) and guarantees the anonymity of participants. In total transparency, the results of the employee survey were presented at a general meeting in our subsidiaries. Workgroups were set up to tackle the improvement points raised during the survey and to draw up an action plan per subsidiary. Our subsidiaries FGinox and Sodeco Valves also carried out employee surveys in 2018. We are planning to repeat this exercise every three years so as to measure the impact of decisions taken.

In response to employee requests, the subsidiaries have introduced more initiatives to allow them to wind down during breaks; relaxation rooms, table football, table tennis, boule strips, qi gong, Pilates, body balance and yoga, picnic areas, the loan of sun loungers, etc. On June 4, 2018 a talk by Sébastien Henry entitled ‘Why and how we should meditate’ was proposed to all the group’s employees and their spouses. 140 people attended the talk.


Nombre d’embauches en CDI805440
Nombre d’embauches en CDD21168
Dont embauches au-delà 558
de la 50e année64*4943
Nombre de départs3410
Dont départs à la retraite272313
Dont démissions261216
Dont licenciements8104
Dont fin de CDD805440
Nombre d’embauches en CDI21168

Our group offers stability because it favours permanent employment contracts. Our employee turnover rate remained low at 9.8% in 2018, with a correction for departures linked to inclusion of new subsidiaries (Vortice France, Groupe Valfit and Sodeco Sedin).



They are invited to respect working times and not go beyond them. For those who are paid by the day, we check that they do not exceed the working time authorised by law and that they do not misuse remote connections.

Our office-based teams comply with the working patterns of their customers who contact them during office hours by telephone, fax and email for advice, deadlines, price proposals, equipment choices, after-sales service and orders. Our logistics team starts very early in the morning to prepare the early pickups for our transport partners.

Working time is fixed at 37 hours per week in Saint-QuentinFallavier and 39 hours a week in Valence, i.e. within the framework of the 35-hour week law, 2 or 4 hours a week are considered as overtime. The number of overtime hours worked in 2018 in the group was 40,349 hours accounted for primarily by the 2 or 4 extra hours mentioned above. All part-time positions in the company are chosen by employees who opt for that format.


Our employees must sign an IT charter which specifies the rights and duties of each individual in the use of the company’s IT tools.


Fundamental training and continuous training allow people to adapt more quickly to the world in which they live and to company changes and operations; the company is the first to benefit from the practical use of knowledge, know-how and behaviour. Thus, promoting training to upskill the company’s employees is a key factor of long-term success (adaptation, competitiveness, efficacy, etc.).


The growing complexity of the world, the increasing gap between the initial baggage of each and the needs of daily practice, the rapidity of the evolution of knowledge require an update and constant increase of knowledge in all fields.

Our "training budget" represented in 2018 2.21% of the payroll.

Training budget as a percentage of wage bill2.21%2.37%2.20%
Hours' training8,3847,4655,004
Number of people trained318299218


Seminars for the sales team, training for local managers, personal development courses, language training, safety training… we regularly call on outside agencies to maintain and develop the levels of our teams.


We have a huge pool of knowledge internally about our professions, which is passed on by our experts to new arrivals. This is done via chalk-and-talk, practical work, accompaniment, and bespoke written formats.

Inter-subsidiary training sessions are also held, particularly for teams working in export. Finally, Jetly, Sferaco and Thermador have developed training modules for customers in dedicated training rooms, and are officially recognised as a training organisation.


The annual review is a precious moment of exchange to identify expectations in terms of training and upskilling. 92% of employees were able to spend time with their direct supervisor during an annual assessment. This generally takes place during the first quarter. We do not require managers to fill in standard forms or follow a formalised method. We allow them to manage their teams according to their appreciations and note that some of them prefer permanent dialogue rather than a formal annual interview. Furthermore, and in compliance with the law, all employees were able to express themselves during a professional interview in the course of the last three years.


For many years, the group’s Chairman has been involved in the closing stages of a course on financial communications at Lyon 2 University (Economic Sciences and Management faculty, Finance and Banking unit). In 2018, the whole class and their teacher were invited to our AGM and the informal cocktail party afterwards.


Our subsidiaries pay particular attention when taking new employees on board. Each employee follows an induction programme allowing him/her to discover all the services provided by the company he/she is joining. The programme lasts several weeks. In order to better understand the realities of our market, office-based salespeople and buyers go out with our travelling salespeople to see our customers. In the same way, travelling and office-based salespeople spend a few days with our logistics team preparing customer orders. This process allows each person to understand the constraints faced by other departments in the company to enhance efficiency and mutual respect.

In our subsidiaries we also welcomed 6 sandwich course students and 8 trainees during 2018. This allowed our team to play a role in the training of these young people in a caring, professional environment.


As Guy Vincent wrote in an editorial of our “in-house gazette”, “You have the right and the duty to know and understand the policy, objectives and strategy of the subsidiary you work for, and more generally, that of the whole of Thermador Groupe.”

Read more


The integration of new recruits is facilitated by an induction booklet describing the major milestones in the history and organisation of the group, and all practical details as to working times, inter-company canteen, transport, etc.


Six or seven times a year, the gazette informs employees (and their families) of family events: weddings, births, deaths, and addressing general topics such as works doctor, policy concerning shareholders, changes to the company Savings Plan (PEE)...


Annual report, letters to shareholders, are given to all members of staff.


The company is a very important venue for social mixing. Equal treatment has a positive impact at every level of the company, developing each individual’s potential and doing away with awkward situations. Gender equality also benefits men by allowing them to be more involved in family life and by combating stereotypes. Also, companies investing in equality have more success, are more efficient organisationally, and report better productivity.


At the time of recruitment or during salary reviews, only skill, experience, interpersonal relations, efficiency, creative capacity, discernment, sense of synthesis and commitment are taken into account. On the basis of these criteria, and irrespective of sex, ethnic origin or any other discriminating criteria, employees of Thermador Groupe or its subsidiaries receive similar fixed salaries for directly comparable positions within each company. Also, the vast majority of them can check, given that a salary transparency policy has been in place in all our subsidiaries since Thermador was founded in 1968. This virtuous practice means that each decision-maker thinks carefully before any recruitment or salary increase. Of the companies having joined us recently, Mecafer adopted the same practice at the beginning of 2018. Taking the necessary time to convince managers and employees of its advantages, we fully intend to progressively introduce it at Sodeco, FGinox and Sanidom/ Rousseau. Since the outset, power has been fairly divided between men and women: women occupy 45% of seats on the Board and 37% of management positions in the subsidiaries, and accounted for 30% of the audience in the auditorium during the ‘challenges and projects’ meeting attended by 95 people on February 2, 2018.


Earnings and individual bonuses are calculated at subsidiary level, as are salaries. The sharing of information and good practices between subsidiary executives ensures coherency.


In the group’s longstanding subsidiaries, the fixed component of earnings is paid over 13 months (half in June and the other half in November). 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. At FGinox, Sodeco Valves and Domac, the fixed component of earnings is paid over 12 months.


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 results of the year’s work, during which the management teams present the operating accounts of each subsidiary on a monthly basis. Everybody can understand 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 profit sharing amount therefore depends on profit, which means there are major differences between the companies of the group.It varies from 6 to 26% of overall earnings. The average for the group is 19% of gross annual salary. For Jetly, Sferaco and FGinox annual bonuses and profit sharing are paid in February of the following year.

For the other subsidiaries, bonuses appear on the December pay slip. They are not subject to any conditions, and are therefore immediately available. On our trading accounts, the wage bill represents around 11.1% of turnover (cf. table, page 58). We have always been very transparent on the subject of salaries. In each subsidiary, once a year, we post up all the monthly and annual salaries, including those, of course, of managers. This has the great advantage of limiting the spread of rumours, and means that we all have to show great coherence in decisionmaking in this area. We are striving to share this good practice with the companies that we have acquired since 2015, whilst leaving them time to prepare for this major cultural change.

The range of gross salaries in Thermador Groupe is between €21,000 and €302,000 per year (12 months’ presence). For equivalent positions, men and women with the same training and similar experience earn the same amount.


As a reminder, at the time of recruitment or during salary reviews, only skill, experience, interpersonal relations, efficiency, creative capacity, discernment, sense of synthesis and commitment are taken into account. On the basis of these criteria, and irrespective of sex, ethnic origin or any other discriminating criteria, employees of Thermador Groupe or its subsidiaries receive similar fixed salaries for directly comparable positions within each company.


In January 2001, we set up a Company Savings Plan, 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.

An employee who has paid in €1,000 every year since 2001 had €124,000 net capital on December 31, 2018.

In 2013 and in 2014, the company top-up was 150% with a cap of €1,500. In 2015, the top-up was 150% with a minimum of €300 and a cap of €1,500. In 2016, the company top-up was 300% for the first €100 invested, and 150% for the tranche from €101 to €1,000, i.e. a maximum of €1,650. An exceptional operation allowed all employees to share 10,774 shares at a 30% discount. In 2017 and 2018, the company top-up was 300% for the first €100 invested, and 150% for the tranche from €101 to €1,000, i.e. a maximum of €1,650. In 2018, employees put in €903,000 and the group topped up €518,000. 368 employees signed up (out of 400). At the end of 2018, the company savings plan (PEE) owned 230,000 Thermador Groupe shares.

In september 2016, we organised an election by electronic voting, which elicited the participation of 88.6% of employees of the subsidiaries and Thermador Groupe. After the vote, one man and one woman were designated by their peers to represent employees on the Thermador Groupe mutual fund (FCPE) supervisory board.


Optimising water consumption and waste-water reduces costs and risks for the company.
Treating and recycling waste-water avoids certain taxes and can reduce the amount of water used.

As a distributor specialising in fluid circulation, Thermador Groupe, via its subsidiaries, has developed products that sanitise water and make it useable.

Thermador, Sferaco and Sectoriel offer product ranges to treat hot water. Jetly sells rain water recovery systems as well as solutions for waste-water sanitation and treatment. As well as its existing ranges, Jetly launched an innovative autonomous sanitation device in 2018 based on lombrifiltration technology which uses worms (earthworms) to purify organically polluted waste-water.

So as to make the most of its vast roof area, when the Jetly building was constructed in 2008, it was equipped with a rainwater recovery system. Throughout our buildings, we use drinking water. All our buildings are ICPE classified facilities for environmental protection. These facilities use drinking water and represent 20.8% of our overall consumption. The regulations require us to empty drinking water tanks every three years, hence some variations in our drinking water consumption.

3 of our buildings are equipped with water softeners to improve the quality of water used on our equipment.


Peace and rule of law, framed by rules and effective justice creates a favourable context for public and private economic actors by providing the right framework for fair competition, the ability to innovate, be entrepreneurial and develop business. The elimination of corruption improves a company’s image and its room for manoeuvre to support economic development and contribute to achieving sustainable development objectives.

Thermador started with very limited resources. Careful spending is a virtuous legacy of those early days.

This can be seen in the decisions taken by management but also, and more importantly, the responsible behaviour of everybody in the group. Since our teams are working in small-sized companies, each person engages personally with it: waste means higher expenses and lower profits. So, we are careful to turn out lights when we leave the office, close windows when the heating is on, re-use paper and use heat (and air conditioning) sparingly.


Our main electricity consumption is from lighting in our buildings. When building and renovating, we take simple, effective decisions to reduce consumption. We install sky domes for natural light in the offices.

We install and maintain skylights on the roofs of our warehouses to be able to turn off artificial lighting when the natural light is good. The Sferaco warehouse, with a total surface area of 12,000m², using LED technology lighting, is equipped with a graduated control system which changes according to light intensity and a timer.

The Sectoriel warehouse has a total surface area of 6,124m² and is also equipped with lighting using LED technology controlled by switches. We install movement detectors and light thresholds to turn electric lighting on and off automatically. And again, to consume less electricity, our IT system uses 122 virtual servers.

In 2018, four of our subsidiaries signed up to electricity supply contracts guaranteed to be derived from renewable sources. Thus, some of the electricity produced from the renewable energy sources that are part of EDF’s production capacity were injected into the electricity grid by EDF for these four subsidiaries. Our main gas consumption is from heating our buildings and maintaining a minimum temperature for our sprinkled warehouses.


Our goods are primarily transported by road and by sea. Our highly-concentrated logisitics organisation, which is highly concentrated, allows our haulier partners to optimise pick-ups from our premises. This means extremely low shipment costs for our customers comparatively within our profession. Upstream, again, our volumes and stocks are sufficiently large to optimise merchandise transport. Fuel consumption per product is kept as low as possible. Three of our buildings are facilities classified for environmental protection. These facilities consume drinking water, gas and domestic fuel.

4 of our buildings have signed up to a green energy contract (non-nuclear).


Production and forms of consumption are types are the bread and butter of our companies. Their role is central to achieving this objective. Whatever their activities, they progressively need to face up to dwindling resources and a degraded environment. This phenomenon exposes producers and users of these materials to risks of shortages and cost volatility, as well as constraints in terms of environmental compensation or repair. Anticipating these risks and being involved in new forms of production and consumption is also a way of innovating and transforming our economic model into a sustainable model with a surer future.

Reducing the use of materials and energy and cutting back on waste production generates savings for purchasing but also in waste treatment.


All our waste is non-hazardous waste (NHW). We pay particular attention to the design of our packaging. We entrust this to companies specialising in the recycling of our waste, which is primarily cardboard, paper and wood. Further to the waste audit in one of our subsidiaries, to increase the recycled percentage and raise awareness amongst all employees, waste sorting is now used at source. Each department from the warehouse to the motorisation workshop and including the offices sorts its waste by category, and for each type there is a dedicated skip and handling circuit. An audit of existing service providers lead to the selection of a new one according to criteria on the traceability of waste treatment and 100% recycling of our waste. One of our subsidiaries already switched to this new service provider for processing in 2018. Two of our reference service providers for waste treatment are ISO 14001 certified.

The objective is to increase the portion of waste recycled in the short term. We re-use packaging, either as-is or re-used for chocking products for shipment, after grinding. This has two attributes: less waste and savings on shipment.

The materials returned by our customers are sent to factories or entrusted to local scrap dealers who sort brass, copper, aluminium and ferrous metals.

Inventing the forms of consumption of the future allow us to keep one step ahead of competitors and future regulation.


Some of our subsidiaries sell products which save natural resources: rainwater recovery systems, heat pumps accessories, solar systems, woodchip boilers, calorie counters, category A pumps with low electricity consumption, hydraulic balancing valves for optimal distribution of heat or cold in office buildings, connected water meters, taps equipped with water saving devices and dual-flow ventilation systems, etc. Bioturbat is an innovation of our subsidiary Jetly. It’s an autonomous sanitation device in 2018 based on lombrifiltration technology which uses worms (earthworms) to purify organically polluted waste-water.

Our IT waste (servers and PCs), as well as old office furniture, is sold on to specialist contractors who reprocess such waste, or given to charities such as Emmaüs or shelters for the homeless.

Nine of our subsidiaries have introduced paper sorting with recycling bins in each office.

Seven of our subsidiaries use a collective system of separated collection introduced by an accredited eco-body. In 2018, this represented a financial contribution of €260,000 for electrical and electronic household equipment.


Conscious of the greenhouse gas emissions generated by our activities, energy usage and transport, we have been working on assessing our carbon footprint.

Direct fugitive emissions
Quantity emitted into
the atmosphere in
Emission factorEmissions
in equivalent
of CO2
R410a0 kg1.920 kgCO2e
per of fluid

* No recharge of our air conditioners

Indirect emissions linked to electricity consumption
Electricity consumption
in 2018 (kWh)
Emission factorEmissions in equivalent
tonnes of CO2
2,285,2280,075 kgCO²e/kWh171,4

Direct emissions from fixed combustion sources
consumed in 2018
Emission factorEmissions
in equivalent
of CO2
Natural gas2,026,952 kWh PCS
i.e. 1,826,083 kWh PCI
0.204 kgCO2e/kWh
PCI (combustion)
fuel oil
2,928 liters2.676 kgCO2e/liter

Direct emissions from mobile thermal engine sources in 2018.
PowerVehicle.kmEmissions factorEmissions Teq CO2
Fuel (0-5 CV)725,9271,920 kgCO2e / vehicle
Fuel (6-10 CV)1,370,3401,920 kgCO2e / vehicle (combustion)239.8


Our itinerant sales people do not have company fuel cards. When they use their vehicles for business travel, they are reimbursed according to a scale. It is in their interests to drive economically. When they rent vehicles, they are limited to small models that consume less fuel. Also, we ask all group employees to live within 50 km of Head Office. Our office-based employees use car sharing, public transport and bicycles as means of transport. Inter-subsidiary travel for those based in Saint-QuentinFallavier is performed most often on foot or on electric bicycles. Indeed, one of our subsidiaries bought two electricallyassisted bicycles in 2017. Our company canteen is less than one kilometre from our subsidiaries based in Saint-Quentin-Fallavier. It is managed by a single service-provider. For the past 3 years, our subsidiaries have been involved in an annual regional challenge designed to promote all alternatives to private cars (cycling, walking, public transport, car sharing, etc.) and encourage virtuous behaviour. Three of our subsidiaries took part in this challenge and PBtub won first prize.

Through our subsidiaries, those employees who so wish can recharge their electric vehicle at a modest cost using green energy (non-nuclear).


Our goods are primarily transported by road and by sea. Our highly concentrated logistics organisation allows our haulier partners to optimise pick-ups from our premises. This means extremely low shipment costs for our customers comparatively within our profession.

Upstream, again, our volumes and stocks are sufficiently large to optimise merchandise transport. Fuel consumption per product is kept as low as possible.


Six of our transport partners have signed up to the ADEME’s (environmental protection agency) voluntary commitment charter and its CO2 objectives. Firstly, they all completed a CO2 audit and then defined an action plan to reduce their emissions. Each year they send a report of their actions to the ADEME agency. This commitment is valid for a period of three years.

These same partners have ISO 14001 certification .


As a company, we are directly or indirectly concerned by biodiversity through our economic activities.


Two of our sites, PBtub and Sectoriel, have performed environmental APIE studies (Association Porte de l’Isère Environnement). We have decided to apply all APIE’s recommendations to promote biodiversity in the environment surrounding buildings occupied by PBtub and Sectoriel. This includes a passage reserved for small fauna through fences, the planting of hedges serving as a refuge for numerous species, the planting of fruit trees, a field of flowers and herbs, the removal of invasive species, the installation of a birds’ nest and an insect hotel. At Sectoriel, two hives appeared on the roof of the building in April 2017. Green spaces have been planted with a focus on local species, nectar plants and a small orchard. The first honey harvest was in 2018, producing 20 kilos of honey. After the environmentally-friendly changes made over the past two years, PBtub organised an event on its site, arranged by an employee, who is a member of the APIE association behind the refurbishment project. We had a walk around the site to take a look at the heavy-feeding plants around us.


Peace and rule of law, framed by rules and effective justice creates a favourable context for public and private economic actors by providing the right framework for fair competition, the ability to innovate, be entrepreneurial and develop business. The elimination of corruption improves a company’s image and its room for manoeuvre to support economic development and contribute to achieving sustainable development objectives.


Since the group subsidiaries chosen for the scope are in France and Belgium, respecting French and Belgian regulations is sufficient to ensure the promotion and respect of fundamental international labour organisation provisions (ban on child labour, freedom of association, elimination of forced labour, etc.).


In 2017, we adopted the ‘Middlenext’ good conduct code – available on the Thermador Groupe website – as well as the United Nations Convention against Corruption.


In 2018, we set up an internal whistleblowing mechanism and an ad-hoc organisation to process early warnings. Two people from our subsidiaries accepted the role of ‘ethics officer’. They are responsible for rolling out the general mechanism and for the confidentiality of information gathered. An ethics committee was also set up with three members: Fabienne Bochet, CEO of Isocel and member of the executive committee, Murielle Gentaz, Administrative Director at PBtub and Patricia Mavigner, Deputy CEO of Thermador Groupe. The ethics committee is responsible for processing early warnings whilst protecting the confidentiality of stakeholders. Whistleblowers as well as members of the ethics committee followed a training course in 2018 entitled “How to implement a Sapin 2 anticorruption law mechanism” run by the Middlenext association.


In keeping with our policy of transparency, each employee of Thermador Groupe or its subsidiaries, whatever their level of responsibility, has occasional or permanent access to classified information. Consequently, all employees signed a stock market charter detailing their duty of confidentiality and the conditions governing Thermador Groupe share sales and purchases, in line with European ‘market abuse regulations’. The charter is also presented in the form of a graph to make it easier to understand.


These initials, familiar no doubt to many of you since May 25 2018, refer to the General Data Protection Regulation, voted by the European Union, and applicable to all states who process data concerning European citizens. Organisations must now ensure optimal protection of data at all times, be able to show it by documenting their conformity and explain the reasons for their collection of personal data and why they would keep such data. So as to respect this rule in our group, several actions have been introduced. Adeline Porcher has been appointed DPO (Data Protection Officer). The group has also commissioned an audit from an outside agency which mapped our personal data processing activities, and has written records of processing activities to be adapted to each subsidiary.

Our DPO and three representatives from Sodeco, Mecafer and FGinox followed a 3-day training course on the role of the DPO and 48 people attended (executive committee and extended management committees of the subsidiaries) a half-day awareness course on GDPR. The work to formalise our records of processing activities will be finalised at the end of 2019.


The directors of the group are responsible for relationships with our suppliers. Our way of working can be summarised in a few simple principles:

  • We work with a medium or long term vision.
  • We are transparent with our suppliers, and tell them clearly what we expect of them.
  • Price is not the only criterion of supplier selection.
  • We pay attention to their long-term durability and the quality of their products and services, their transparency, their sales policy and their reactivity.

We visit our production sites ourselves, and check that our suppliers’ employees are well treated.


We employ 429 people living for the most part in the Auvergne Rhône-Alpes region. Our buildings are regularly maintained and have a very attractive appearance. With the local authorities and local neighbourhoods, we maintain cordial and constructive relationships. We very regularly work with local companies: transport, architecture, masonry, public works, finishing works, IT, canteen, health insurance, worker reintegration centre (E.S.A.T.).