Sustainable Development Goal

Thermador Groupe selected 10 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 5 warehouses representing 48% of warehouse space,
  • 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.


Number of days’ absence5,0193,8423,607
% of working time3,8%3,1%3,8%
Of which sick leave69%80%76%
Of which maternity or paternity leave16%10%13%
Of which work related accident or illness14%10%11%
Absenteeism rate (1)4.0%3.2%3.3%
Number of work-related accidents161513
Number of work-related illnesses001
Accident frequency rate (2)17.1317.2219.47
Seriousness of accidentss (3)0.770.450.60

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. In 2019, for an equivalent number of accidents as 2018, we saw a big increase in the number of days’ absence linked to work-related accidents, which can be explained primarily by 2 stoppages of more than 200 days: one linked to an accident in February in a warehouse, and the other travel-related.
7 subsidiaries ended the year without any work-related accident.

(1) number of days’ absence in working days / 251 x overall headcount: the calculation includes absence for illness, including work-related illness, work-related and travel-related accidents, maternity and paternity leave

(2) number of lost time injuries x 1,000,000 / Number of hours worked

(3) number of days lost through work-related accidents or illnesses x 1,000 / number of hours worked.

L.T.I. = lost time injury and W.R.I. = work related illness



In each of our subsidiaries our employees have the use of a fully-equipped kitchen, meaning they can bring in their lunches and eat according to their various diets. A canteen is also available at a reasonable distance. The employer’s contribution is €3.56 per meal. PBtub’s Panier Bio direct: Organic and direct from the producer, home delivered. That is what is on offer at PBtub and Axelair at the beginning of this year. This initiative has been a great success, with 15 hampers being delivered regularly.


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 progress 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. Our subsidiary Jetly has a sports hall open to all Saint-QuentinFallavier subsidiaries. A coach is on hand to provide lessons, and 64 employees are already registered.
On Sunday, October 6, 2019, 82 people joined the Run in Lyon wearing Thermador Groupe colours. With 3 marathons, 28 semi-marathons and 51 10k runners, the second edition of Run in Lyon organised by construction market subsidiaries took place in perfect weather conditions with a festive, sporty vibe, bringing together  employees, suppliers and customers.


Number of hires on permanent work contracts738054
Number of hires on fixed term contracts132116
Including recruits over 50955
Number of departures5964*49
Of which, retirement234
Of which, resignations272723
Of which, redundancies132612
Of which, end of fixed term contracts17810
Recruitment rate17.1%21.2%15.9%
Departure rate11.7%13.4%11.2%
Rotation rate14.4%17.3%13.6%
Average length of service8.888.859.49
* * Including 17 departures linked to the sale of Sodeco Sedin, the merger of the Valfit Groupe with Sferaco and the acquisition of the Vortice France business by Axelair. The adjusted departure rate for these exceptional departures is 9.8%.

Our group offers stability because it favours permanent employment contracts. Our employee turnover rate remained low at 11.7% in 2019.



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.

The introduction of daily flat rate working hours in ten of our subsidiaries meets our employees’ expectations on flexibility of working hours. 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, 37.5 hours a week in Brignais and 39 hours a week in Valence and Vierzon 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 2019 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.).


This training budget does not include the cost of time spent (salaries + charges) on internal training.

Training budget as a percentage of wage bill2.67%2.21%2.37%
Hours’ training10,4078,3847,465
Number of people trained431318299


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. 87% 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.


One employee from Sectoriel gives thermal energy engineering lessons at the I.U.T. Technology University, Lyon 1.


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 7 trainees during 2019. 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 and Distrilabo.
Since the outset, power has been fairly divided between men and women: women occupy 45% of seats on the Board and 35% of management positions in the subsidiaries, and accounted for 35% of the audience in the auditorium during the ‘challenges and projects’ meeting attended by 94 people on February 1, 2019.


As part of the September 5, 2018 law on the ‘Freedom to choose your career’, and in compliance with the decree of January 8, 2019 seeking to erase earnings differentials between men and women, Thermador Groupe and its subsidiaries have calculated their gender equality index. This index, out of 100 points, is calculated on the basis of five indicators:
• The earnings differential between men and women.
• The individual pay increase rate differential between men and women.
• The promotion rate differential between men and women.
• The portion of employees having benefited from an increase within the year of returning from maternity leave.
• The number of employees of the under-represented gender amongst the ten employees having received the highest salaries.

The score of 36/40 obtained on the earnings discrepancy between men and women for compatible socio-professional categories and age group reflects our earnings policies based on skills and not gender. We get a poor score of 5/15 on the promotion rate discrepancy between men and women, which does not reflect reality. For all socio-professional categories, 6.25% of women were promoted compared to 10.35% of men. The non-representativity of women in the ‘supervisor’ socio-professional category means that we cannot take those promotions into account. We get a score of 0/15 on the number of women amongst the 10 biggest earners at Thermador Groupe. Out of the 20 biggest earners however, there are 6 women.

ScoreScore Maximum
Indicator 1 – Earnings discrepancy3640
Indicator 2 – Pay rise discrepancy1020
Indicator 3 – Promotion discrepancy515
Indicator 4 – Return from maternity leave increase1515
Indicator 5 – Under-represented gender amongst higher salaries010


Earnings and individual bonuses are calculated at subsidiary level as are salaries. Information and good-practice sharing between subsidiary managers allow us to ensure overall coherence.


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.

The Bioturbat solution was presented at several shows in 2019, and was very positively received by non-collective sanitation specialists. It is being used in pilot facilities and proving very satisfactory both for public works companies for installation and for users whose operations are looked after by Jetly.
So as to make the most of its vast roof area, when the Jetly building was built in 2008, it was equipped with a rainwater recovery system.
In 2019, Jetly repaired the rainwater recovery pumping system. Three of our buildings are ICPE classified facilities for environmental protection. These facilities use drinking water and account for 20.8% of our overall consumption. Many 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 Groupe, through its subsidiaries, sells products allowing the use of renewable energies, such as solar.

Thermador sells thermal solar panels and hot domestic water solar panels. The panels, when hooked up to a hot water tank, provide solutions both for production of domestic hot water and water preheating for heating circuits.


In 2018, Thermador Groupe signed a contract for electricity ‘of certified renewable origin’ (Green Energy) for three years. Nine of our subsidiaries use that contract which provides for 61% of our electricity consumption.
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 nine subsidiaries.


SCI Thely now includes the installation of photovoltaic panels in its building specs as well as a requirement for sites to be self-contained thanks to solar energy. This requires additional investments for construction, written down over 10 years.


Our staff are at the heart of our value chain. On december 31, 2019 the group had 503* employees, 157 women and 346 men.
Of those 503* employees, 493 were on permanent contracts and 10 on fixed term contracts. 

* Excluding Rousseau/Distrilabo


General management, sales, administrative and purchasing1630465153
Itinerant sales staff710110810093
Sedentary technical sales
Administrative personnel4110514849
Warehouses staff1126127125114

W. = Women and M. = Men

* Excluding Rousseau/Distrilabo

20-29 y.o.555646
30-39 y.o.147151139
40-49 y.o.160150147
Over 50 years141119107

* Excluding Rousseau/Distrilabo

Supervisory staff925343928

* Excluding Rousseau/Distrilabo


The use of temps is normally limited to the replacement of people who are off sick or on maternity leave and according to the needs of seasonal activity peaks.


We regularly employ E.S.A.T.* personnel for simple assembly or packaging work. Maintenance of the green spaces of all our sites in SaintQuentin-Fallavier (Isère) is performed by a re-insertion centre (E.S.A.T. in Villefontaine, Isère).

In 2019 Jetly signed an agreement with an association, managing establishments for sheltered-employment in the Rhône-Alpes region, which works to rehabilitate people facing physical disability. Through the association, Jetly has employed two disabled workers for packaging of small spare parts. This experience resulted in the recruitment of a disabled worker on a permanent contract on January 1, 2020. A fabulous collective success! This partnership mission not only allowed the company to find stability, efficiency and savings, but the workers to achieve reintegration through employment in an environment propitious to their personal fulfilment. This collaboration has existed for at least 4 years. Dipra had one disabled employee on its books in 2019.

Direction générale, commerciale, administrative et achat1630465153
Commerciaux itinérants710110810093
Technico-commerciaux sédentaires7054124114100
Personnel administratif4110514849
Personnel d’entrepôt1126127125114

* Work rehabilitation scheme for the disabled.


Fourteen of our subsidiaries employ over eleven people, and three of them employ over fifty. Within these subsidiaries, eight employees hold staff representative positions. Within each subsidiary, a monthly information and dialogue meeting takes place bringing together all personnel. The management team presents and comments on the current situation: turnover, margin, costs and results, and answers employees’ questions. If turnover is down, sales people are called in; if there is stock-out, the purchasing department is questioned; if costs increase, we look for and analyse the reasons why; if profits are down, everyone will be thinking about their end-of-year bonuses… In the bigger subsidiaries, departmental meetings are also held to allow people to have their say. Experience tells us that it is difficult for some people to express themselves in big groups. The role of managers and supervisors is crucial in this respect, in ensuring that questions and remarks are brought to the surface to provide collective answers. Our flat organisation charts promote good circulation of information.

The key is dialogue and transparency. In April 2016, the Annual General Meeting appointed an employee to the Board upon a suggestion from the Board of Directors. From being just 178 employees on a single site in 2004, Thermador Groupe now employs almost 600 people dotted around 9 sites. This new scale implies using new internal communications tools.

Our collaborative platform has been live since September 2019 for all Saint-Quentin-Fallavier employees and for FGinox, Mecafer/Domac and Sodeco. The employee directory offers new functionalities such as contact details and photo updating and employee search functions.

Salaries and profit sharing


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. 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 2019, employees put in €1,051,000 and the group topped up €677,000. 430 employees signed up (out of 503). At the end of 2019, the company savings plan (PEE) owned 250,000 Thermador Groupe shares.

In september 2019, we organised an election by electronic voting, which elicited the participation of 91.53% 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.


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 29% of overall earnings.

The average for the group is 17% 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 11.5% of turnover (cf. table, page 108). 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 to €308,000 per year (12 months’ presence). For equivalent positions, men and women with the same training and similar experience earn the same amount.


Production and forms of consumption 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 implies involvement in new forms of production and consumption.

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


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 employee 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. 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.


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 Sectoriel, to increase the recycled percentage and raise awareness amongst all employees, waste sorting is now done 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. 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 and reduction of plastic packaging. The materials returned by our customers are sent to factories or entrusted to local scrap dealers who sort brass, copper, aluminium and ferrous metals. 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.


Our cross-subsidiary group Thermavert is there to make suggestions for the processing of our day-to-day waste (paper, bottles, food waste, etc.). At the end of 2019, two containers were installed to sort green and plastic waste. Our subsidiaries have introduced paper, pen, battery and ink cartridge sorting. Jetly has installed compost tanks for food waste.


From sourcing to after-sales, our subsidiaries pay particular attention to product lifecycle in their catalogues. The reflection starts as of the design phase – with the help of our suppliers – for the development of repairable products. Also, the number of spare parts stored by our subsidiaries has increased substantially, leading to a new way of thinking about storage of these smaller references with slower rotation than our ordinary products. We are also working in close collaboration with our suppliers to provide exploded-view drawings of our products which mean that faulty parts can be identified more quickly and a replacement solution found. Finally, after-sales and repair departments have been supplemented and modernised, in particular with the opening up of an e-after-sales website at Mecafer, a doubling of positions in Dipra’s workshop and an increase in surface area dedicated to repair workshops in our warehouses.


Some of our subsidiaries sell products that preserve natural resources: rainwater recovery systems, accessories for heat pumps, solar systems, wood or calorie-count boilers, lowelectricity-consumption class A pumps, hydraulic balancing valves for perfect distribution of hot and cold in office buildings, connected water meters, taps equipped with water savers and dual-flow ventilation systems.

Dipra sells the variable speed Tallas D-Econcept watering pump. This reduces electricity consumption and operating costs for the user. This model is part of a standard range with spare parts that are common to several models in an attempt to make repairs easier.

Axelair sells an insulated flexible hose for private house air distribution systems. It has a 100% recyclable interior skin in PE+ which does not contain chlorine and is the product of pop bottle recycling transformed into polyester filaments. Its more compressible material reduces cut-offs in the production process. All this reflects the acceleration in the development of ecoresponsible products in the product ranges distributed by our subsidiaries. We meet user demand and work on the transformation of our markets with lower-footprint products.


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

In 2017, we were chosen from amongst 30 SMEs and mid-tier firms worldwide to be accompanied in the transition to the low carbon economy. A firm of specialised consultants in low-carbon project management helped us in counting and assessing our greenhouse gas emissions. We placed governance of the climate topic at the very top of the organisation chart of our company. This approach allowed us to draw up our five-year greenhouse gas reduction plan through to 2022.

The main carbon challenge for Thermador Group is the environmental performance of the product itself. The second challenge is transport and therefore the choice of service providers. The question of energy consumed on the site is a secondary one, but could be the subject of very targeted energy efficiency campaigns.

We continued this work in 2019 with our greenhouse gas emission audit. This audit concerns all companies in the consolidation scope. We measured direct emissions linked to our business corresponding to scopes 1 and 2 of the regulations. Direct greenhouse gas emissions resulting from primary energy combustion on-site were estimated at 453 tonnes equivalent C02 in 2019.

Restructuring work begun in 2019 on energy efficiency in the Syveco / Isocel building are designed to reduce such emissions. At the same time, efforts continue in the field of good practices shared by the Thermavert group: switching off lights, PCs and printers and in the evening and at weekends, and closing shutters to limit energy loss from buildings.

Direct fugitive emissions
Quantity emitted into the atmosphere in 2019Emission factorEmissions in equivalent
tonnes of CO2
R410a0 kg1.920 kgCO2e
per of fluid

* No recharge of our air conditioners

Indirect emissions linked to electricity consumption
Electricity consumption
in 2019 (kWh)
Emission factorEmissions in equivalent
tonnes of CO2
2,106,6600,075 kgCO²e/kWh158.0

Direct emissions from fixed combustion sources
FuelQuantity consumed in 2019Emission factorEmissions in equivalent tonnes of CO2
Natural gas2,329,275 kWh PCS
i.e. 2,098,446 kWh PCI
0.204 kgCO2e/kWh
PCI (combustion)
fuel oil
2,432 liters2.676 kgCO2e/liter

Direct emissions from mobile thermal engine sources in 2018.
PowerVehicle.kmEmissions factorEmissions Teq CO2
Fuel (0-5 CV)568,2851,920 kgCO2e / vehicle
Fuel (6-10 CV)1,370,3400,75 kgCO2e / vehicle km


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.


Seven 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.


Four of our sites, PBtub, Sectoriel, Jetly and Dipra 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 our subsidiaries. his 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. 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.

A Dipra employee has also followed a training course entitled ‘Reconciliation of biodiversity and economic working areas’. This training course allowed them to deepen reflection on green areas for the future Dipra building.


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.).


Our code of good conduct has been translated into five languages. The code was presented to each subsidiary at general meetings. The staff representative bodies were also consulted in our subsidiaries as to the adoption of the code. Our subsidiaries have made reference to the code of conduct in their in-house rules. Our customer and supplier partners have been informed of the existence of this code of conduct and have


In 2019, we continued our training initiative on implementing an anti-corruption mechanism directed at our employees. Two training sessions were held for 93 employee members of our subsidiaries’ management committees. For employees not exposed to this, in collaboration with the Middlenext association we have initiated an e-learning tool so that each new or existing employee can be trained. Our group has a ‘gifts and invitations’ policy. A ‘gifts and sponsorship’ policy is currently being drawn up. We have started mapping our risks covering all activities. This work will be finalised in 2020 with contributions from each of the subsidiaries’ management committees so that the mapping is a fair reflection of all the risks we face.


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 their reasons for collecting and keeping 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.

In 2019, we continued our projects, formalising our register of processing operations, reviewing our General Terms of Sale, and drafting our data policy. The roll-out of this processing operations register and checking of subcontractor compliance will continue in 2020.


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 450 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.).


We welcomed a team of researchers at Jetly working on a national project entitled ‘Work and cancer in medium-sized companies’. The purpose of the project is to adapt the regulatory framework to practices that protect jobs and spotlight the role of work in health. In more simple terms, the objective are to:

  • Help women affected by breast cancer to stay in work or return to work.
  • Create effective mechanisms applicable to all organisations and facilitate the management of other chronic illnesses.

The project comprises of numerous contributors from civil society, researchers, institutions and mid-caps. Thermador Groupe is involved in the project and organised a week of immersion on-site for the team of researchers to help them get a better grasp of the realities of the corporate environment. They met people from the group concerned directly or indirectly by long illnesses and keeping people in work.

They join us in thanking all participants for their availability, simplicity and punctuality. The project will run for three years.

  • Year 1: 2019: Experimentation 1. Produce a qualitative inventory of the 6 pilot companies. 2. Undertake experimentation. Develop methodology and adhoc tools.
  • Year 2: 2020: Deployment Broaden the experiment to a wider panel of average-sized companies and women concerned by the illness.
  • Year 3: 2021: Assessment Study the impact of actions implemented to assess the conditions under which the tools and mechanisms could be applied elsewhere.

Each subsidiary is autonomous in terms of its donations policy. This year, our Thermador subsidiary chose to invite its employees to come up with 4 humanitarian causes. This allows each employee to present the association he/she represents. The advantage of this donations policy is that it gets employees involved.

Sferaco selected 8 associations. Two of them made presentations to the employees: L’enfant bleu and PSE Cambodge. Sectoriel selected 3 associations, two leading charities supported by Sectoriel every year: the homeless and cancer research. A social action was initiated at group level with the Apprentis d’Auteuil. A meeting was organised between executive committee members and the association.

They started looking at how the association could be helped. Several avenues were identified, including:

  • A solidarity day including meetings between young people and employees.
  • Discovering the company, company visit (pairing up a youngster and an employee), a day in the company (tour).
  • Skills sponsorship.
  • ‘Solidarity-based nutrition’: organise a meeting, seminar, customer appointment, etc. in their school canteens.
  • Recruitment of young people trained in logistics via the Skola mechanism with STEF.

This collaboration will be converted into concrete actions in 2020.