development reportthe group's five business entities - berner, bti, caramba, ambratec and kent...

SUSTAINABLED E V E LO P M E NT

R E P O R T

2017-2018 EDITION

2

BERNER | CONTENTS

Editorial

Key figures

Environmental approach

Social approach

Committed corporate approach

Summary of indicators

Correlation table with article 225 of the French Grenelle II law

CONTENTS

p. 5

p. 7

p. 15

p. 29

p. 33

p. 38

p. 3

What has happened this year?

3

Corporate social responsibility i(CSR) is now an essential and indispensable fact for

companies and organisations. At Berner France, we have understood this since 2010, introducing actions and initiatives aimed at improving our impact on society and the environment.

It is also a concern dear to the Berner group and Christian Berner, the founder's son, member of the Management board. Throughout 2017 we celebrated sixty years of the Berner group. To mark this anniversary, sixty social, societal and environmental projects were carried out by the group's fifty-five subsidiaries. These projects, linked to our various trades, aimed to make a positive contribution to society, while involving the employees of the various subsidiaries.

In addition to standards and certifications, which give us our road maps, we act spontaneously to improve the satisfaction of our stakeholders

(customers, employees, suppliers, etc.) while taking into account the three pillars of sustainable development: economy, ecology and society. We are thus moving towards economically efficient, socially fair and ecologically sustainable development.

More than just an initiative, CSR is part of our identity. Every day, we strive to do better for our employees, society and the environment. In this 2017-2018 edition of the report, we present our CSR approach as well as all completed and future actions for Berner and Berner Industry Services.

EDITORIAL

Didier GoguelinManaging Director of Berner France

and Vice-President of the South Europe region.

Berner SARL – Berner Industry Services SAS

4

BERNER | KEY FIGURES

BERNER GROUP

Founded in 1957 in Künzelsau, Germany, over the years the Berner group has become a major

international player in omni-channel sales of high-quality products and services to professionals in the construction, mobility and industrial maintenance sectors, as well as in the development, manufacture and marketing of specialised technical chemicals.

The group's five business entities - Berner, BTI, Caramba, Ambratec and Kent - have an overall turnover of about €1.042bn, up by +2.4% in the 2017-2018 financial year. A 100% family-owned company, Berner Group has 8500 employees worldwide, who ensure that their customers in more than 25 countries benefit from Berner's know-how and expertise on a daily basis.

FLERS

GERMANY

AUSTRIA

KÜNZELSAU

INGELFINGEN | DUISBURG

BAD KREUZNACH | BREMEN | DUISBURG MAINZ | NATTHEIM | WILLICH

BRAUNAU AM INN

GRÖDIG/GLANEGG

OBERHOFEN AM IRRSEE PÖGGSTALL | PRESSBAUM

BELGIUMLANAKEN

CROATIAZAGREB

CHINASHANGHAI

DENMARKNORRESUNDBY

ESPERGAERDE

MOUNT-SAINT-GUIBERT

SPAINGRANADA

HUNGARY BUDAPEST

FINLAND KUOPIO

GREAT BRITAINDUNFERMLINEBRIDGEWATER | DUNFERMLINE

ITALYVERONAMONCALIERI | TORINO

LATVIARIGA

FRANCESAlNT-JULIEN-DU-SAULTPARISPOISSY

MADRID

LITHUANIAVILNIUS

LUXEMBOURG

HOWALD

NORWAYVOYENENGA

POLANDKRAKOW

PORTUGALSAO DOMINGOS DE RANA

CZECH REPUBLICPRAGUEBLUCINA

ROMANIAARADBUCHAREST

NETHERLANDS

LANDGRAAFASSEN | BREDA

SWEDENNORSBORG

SLOVAKIADETNA

SWITZERLANDREINACH

TAIWANTAIPEH

TURKEYISTANBUL

LAUSANNE | REINACHBAAR

ALPHEN AAN DEN RIJN

5

BERNER FRANCE(Berner SARL and Berner Industry Services SAS)

223.15million euros in turnover (financial year 01/04/2017-31/03/2018).

84.5 %satisfied customers (10 567 Berner clients replied to our satisfaction survey following their orders in 2017-2018).

1474employees at the end of December 2017.

46 000 m2 of warehousesA site in Saint-Julien-du-Sault (Yonne): headquarters of Berner SARL, support functions and logistics centre for both companies.

10 000 packages shipped every day.

Turnover by

businesssector

9 % Industry

39 % Mobility

52 % Construction

14.7 % of turnover on the Internetwww.berner.fr

ISO 9001 Quality

ISO 14001 Environment

ISO 50001 Energy

OHSAS 18001 Safety

Fourfoldcertification

523 490 uniquevisitors to both websites.

100 000CUSTOMERS

6

OHSAS 18001 Health and Safety at work

Obtained in 2007, the OHSAS 18001 standard lays down the requirements for a management system for health and safety at work. We measure the following indicators:

Incidence rate.

Severity rate.

Label Lucie

The ISO 26000 standard gives the unifying structure for implementation of CSR. Label Lucie allows us to be recognised as a player committed to a CSR approach in the eyes of our stakeholders (customers, employees, suppliers, etc.) and according to a frame of reference based on the 26000 standard. Since January 2018, Berner SARL has been part of the Label Lucie network, with a view to preparing for certification.

ISO 9001 Quality

Obtained in 2003, the ISO 9001 standard lays down the requirements for a quality management system. It helps to improve efficiency and increase customer and stakeholder satisfaction. We measure the following indicators each year:

Turnover.

OTL (On Time Logistics).

Customer satisfaction.

BERNER | STANDARDS AND CERTIFICATIONS

STANDARDS AND CERTIFICATIONS

Berner France holds fourfold certification. Resulting from a continuous improvement

approach, these standards allow us to be attentive and to respond to the needs and expectations of stakeholders (customers, employees, suppliers,

etc.). The indicators help us with decision-making. They provide a common language and reference point, facilitating communication. They allow for evaluation of the policies, progress, trends and performance of our organisation.

ISO 50001 Energy

Obtained in 2016, the ISO 50001 standard lays down the requirements for an energy management system. This system allows us to make better use of energy. We measure the following indicator each year:

kWh consumed (electricity and gas).

ISO 14001 Environment

Obtained in 2007, the ISO 14001 lays down the requirements for environmental management, which impose a management system to be followed.

We measure the following indicators:

CO2.

Waste.

7

THE YEAR AT A GLANCE

Environmental approach

8

BERNER | ENVIRONMENTAL APPROACH

ENVIRONMENTAL APPROACH

As a distribution company, Berner France has a storage warehouse of 16 000 m², which does

not require the use of raw materials. Because chemicals are stored there, the site is classified for protection of the environment and subject to Seveso high-threshold authorisation. This means following and complying with the Environmental Code and the specific regulatory requirements specified in the prefect's order. Berner SARL wants to go beyond this and evaluates its environmental impact at least once a year. In this way, we measure our impact. Our site does not emit visual or odour pollution, nor does it pollute the air, water or soil. As for the noise impact, Berner observes the regulatory thresholds imposed on it.

The energy we use for our business comes from green electricity and natural gas. To reduce our environmental and energy impact, we have permission to use a water table to supply boost the heat pump that warms the site. Natural gas is only used during the coldest periods, to avoid exceeding the pumping limits from the water table imposed by the prefect's order.

In addition, we operate a permanent watch on regulations and standards, thus allowing us to anticipate any changes.

9

ENERGY EFFICIENCY

The energy optimisation initiative started in the 2009-2010 financial year. This resulted

in certification to the 50001 standard in January 2016. The subsequent implementation of an IMS (integrated management system for Quality, Safety, Environment, Energy), also in 2016, helped to

optimise energy management. This approach is now well established in the operation of the site. In 2017, 59 actions were carried out with a positive impact on energy savings.

*2010: reference year

-53 %Reduction of our energy consumption in 2017-2018:compared to the year 2010*.

-27 %Reduction of the energy bill compared with 2010*.

Distribution of energy consumption:

Overview of the main activities: Development and optimisation of GTC (heating and air-conditioning control system) for daily real-time management of energy losses.

Replacement of outdoor lighting.

Replacement of windows.

Replacement of skylights.

Replacement of all air-unit filters.

Replacement with less energy consuming kitchen equipment.

ISO 50001

20 %Warehouse lighting

7 %Administration

12 % Heating/Air conditioning

(heat pump)

18 % Gas heating

29 %Logistics

Energy consumption and bills have gone down while the company's opening hours have increased over the past 5 years

100% of the energy used by Berner France is green, i.e. from renewable sources.

green

10


WASTE MANAGEMENT

Waste management takes several forms. First of all on site, with sorting of waste into

ordinary industrial waste (OIW) or special industrial waste (SIW) in logistics. Administrative departments are also equipped with sorting bins (paper, pens, batteries, mobile phones, cardboard, plastic, cans, etc.). Regarding household waste, the company restaurant has implemented the sorting of food and non-food waste.

With regard to its business activity, the company distributes products (consumables, power tools, etc.) subject to recycling requirements for "Waste Electrical and Electronic Equipment (WEEE)". For this purpose, Berner has joined several collecting

organisations since 2014: ES-R and Corepile. They recycle or recover end-of-life equipment. To do this, they provide collection points for customers to deposit electronic and electrical products and batteries. As for processing the paper that the company distributes in the course of its business, Berne is a member of CITEO.

Growing economic activity implies an increase in products sold and packaging. Indicators are closely monitored in order to control and anticipate the increase in waste.

In 2017-2018, 95.2 % of waste was recovered. Only 4.8 % was not recovered (chemicals).

This corresponds to a real saving of €12 000, taking into account the cost of hazardous and non-hazardous non-recoverable waste, whereas in 2015, the non-recovery of waste represented a cost of €27 000.

As part of the waste management optimisation project, and with the aim of increasing recovery and re-use, the waste management department has been working since September 2017 with a service provider who recovers damaged but repairable pallets and then re-introduces them to the usual circuit. Through this action, the logistics centre has saved space, eliminated the cost of transport and treatment, and thus reduced the company's carbon footprint with a journey saving of 260 km.

Waste processing

95.2 % Recovered

4.8 % Not recovered

Compactor

€34 018Saving thanks to waste recovery.

11

For several years, Berner has been trying to guarantee customer satisfaction while

reducing CO2 emissions generated by its car fleet and product transport. Every year, the car fleet department selects new vehicles based on cost, safety equipment, comfort and CO2 emissions.

In 2017, the Renault Clio IV was selected, as in the previous year. This vehicle emits 85 g CO2/km on average. The Volkswagen Polo is also offered, and it emits 95 g of CO2/km. With an automatic transmission, this model is allocated to employees who need to relocate.

A RESPONSIBLE CAR FLEET

264 "waterless" washes were entrusted to a local business in 2017-2018. By using high-temperature dry steam, water consumption is reduced by up to 90 % and cleaning time by 40 % compared with a high-pressure cleaner. A water saving of 13 m3!

-21.67 %of emissions in grams of CO2/km compared with 2010.

30 406 967 kmwere covered by the teams in 2017-2018.

4 recharging stations have been installed in the car park and are available to employees with electric vehicles.

Emissions in grams of CO2/km

94 9496101105109118120

2016

2017

2015

2014

2013

2012

2011

2010

12


Our main service provider, DPD, is committed to CSR, and more particularly to an energy

transition programme.

At the Berner site, loading optimisation activities have continued throughout 2017-2018. Actions in 2016-2017 resulted in a daily saving of 530 km in journeys.

This year, Berner France has seen an increase in the volumes to be transported. Thanks to the work carried out by its teams, the number of kilometres covered has remained stable.

TRANSPORT OPTIMISATION

13

Supplier auditsCarrying out supplier audits to verify in situ compliance with quality standards and the regulations in force.

Supply ChainThe Supply Chain committee meets monthly to optimise procedures and ensure regulatory compliance of its projects, while limiting environmental impacts, reducing risks for employees and improving working conditions.

PackagingPartnership with ESAT (Établissement et Service d’Aide par le Travail), adjoining Saint-Julien-du-Sault headquarters, for packaging of more than 800 articles.

RESPONSIBLE PURCHASING POLICY

As part of its sustainable development approach, Berner is committed to responsibility in its

entire value chain, by involving its stakeholders.

Berner has therefore initiated a responsible purchasing policy resulting in the following actions:

Code of conductAll Berner suppliers have signed the "Berner Code of Conduct", which serves as a reference framework in terms of compliance with labour standards and ethical, social and environmental requirements. All new suppliers sign the code of conduct.

Supplier qualification

Publication of a "supplier qualification" document that includes a section listing their certifications.

Centralised purchasingBerner group centralises purchasing for all subsidiaries, thus allowing more transparency and traceability in relation to our suppliers.

Anti-corruptionIn 2017-2018, Berner France in collaboration with the Berner group carried out anti-corruption risk mapping, giving rise to an action plan. Among the actions carried out were creation of a code of conduct, modification of the suppliers' charter and the creation of internal control procedures. These actions meet the regulatory requirements of the Sapin II law.

14


GOING PAPER FREE

The paperless invoice project started with suppliers' invoices in 2015-2016. It was only

natural to extend this to customer invoices. The company is adapting to its customers' requests, such as the implementation of EDI (electronic data

interchange) links to receive electronic orders and send invoices. One person was recruited full-time to meet these requests (EDI, punchout, AOC, pdf/xml invoices). Furthermore, pay slips have also been paperless since December 2017.

4 %of Berner SARL invoices are

paperless.

12 %of Berner Industry Services

invoices are paperless.

113 %between April 2017 and March

2018, we have seen a 113 % increase in paperless customers.

Invoice

15


Social approach

16

BERNER | SOCIAL APPROACH

Conscious of its responsibilities in terms of health and safety at work, Berner works to maintain the

quality of working life for all its employees. OHSAS 18001 certification was obtained in 2007 for the health and safety at work management system at all levels in the company. With the publication of the new ISO 45001 standard announced for March 2018, Berner has already started to prepare for the change from the OHSAS 18001 standard to ISO 45001. The first step of identifying the actions to be implemented was deployed in the first quarter of 2018. This action plan will complement the annually reviewed action plan, set up to better control the impacts and risks associated with the businesses. Training is a powerful lever in improving results

in the field of health and safety at work. More specifically, a risk in the area of mechanical handling was identified in 2017-2018. Awareness sessions on the use of mechanical stackers were therefore put in place. In the field of fire safety, the company has turned more towards performance at the IOP (Internal Operation Plan) level. 19 people have been trained as ESIs (Second-response team members).

HEALTH AND SAFETY TRAINING COURSES

Number of people trained

Movement and posture training (carrying loads).

Continued training in fire-extinguisher use for employees (theory and practice).

Road safety for the sales force (phone use while driving, winter tyres, etc.).

5Driving 2- and 3-directional forklifts

1Preventive plan

72Personal Protective Equipment

2Anticipating and sizing your response to an industrial risk

62Accompanying forklift driver

43ADR level 1

19Second-response team members

8Maintaining knowledge for second-response team members

1Industrial accident: crisis management using an emergency plan

116Awareness of carrying loads for the sales team

19 people trained as ESIs (Second-response team members).

Awareness in the use of mechanical stackers

17

Prevention of occupational risks and mobilisation are being prioritised more

than ever. In an effort to improve the working conditions of employees, the company has continued its efforts by investing in re-organising places at risk in logistics.

A working group on continuous improvement has been created within the company, in the Supply Chain department. This group has been trained, especially in Lean Management. It has identified several points of progress, which have helped to improve the reception and support of temporary workers.

HEALTH AND SAFETY INITIATIVES

Another example is the improvement of the empty pallet storage area, which has been optimised to avoid congestion of passageways.

The Lean Management team in Supply Chain.

18


HEALTH AND SAFETY RESULTS

Number of workplace accidents (WAs)

Sede

ntar

y W

As

Sede

ntar

y W

As

Sale

s fo

rce

WA

Sale

s fo

rce

WA

s

20182016

27

9

32 22

Sede

ntar

y W

As

Sale

s fo

rce

WA

s

2017

37

19

5636

54

Reducing risks, occupational illnesses, serious accidents and the most frequent accidents is

an absolute priority for Berner. This comes from respect for the regulations and in particular through evaluation of occupational risks. As part of its

OHSAS 18001 certification, working conditions for employees form an integral part of the company's safety action plans. Berner's performance in safety is measured mainly by the incidence rate and the severity.

19

In 2017, there was no declaration of occupational illnesses at Berner France.

FR Berner SR BernerFR France SR France

2017

2015

2016

12.83 14.8

13.62 15 1

21.55 NC

Frequency (FR)

Absenteeism

2017

2017

2015

2016

0.86

Sales force

Sedentary

1

1.21

1.22 NC

Severity rate (SR)

7.3 %

3.7 %


20

In accordance with the company agreement relating to the "Generation contract" signed in

November 2013 and renegotiated in May 2017, and in accordance with the agreement on gender equality negotiated and signed in 2017, Berner

continues its commitment to professional gender equality, access to and retention of young, older and disabled workers and support and development of employees' skills.

DIVERSITY

We continue our efforts and our commitment to the recognition and support of our disabled employees. Several actions have been highlighted and developed:

simplified access to clear and precise information on disability for each employee.

support in filing a disabled-worker declaration for those who wish to declare themselves.

The aim of these actions is that disability should no longer be a "difference" for Berner employees in France.

Employment of disabled workers

with an RQTH (recogni-tion of status as a disabled worker) (Berner and Berner

Industry Services).

50 people

have been converted (Sales force

and sedentary).

50 positions

21

DIVERSITY

The main actions that can be implemented under the conditions set out in the generation contract agreement are as follows:

Gesture and posture training.

Tools for lifting heavy loads.

Organisation of the work area.

Automatic vehicles for the sales force.

Vehicles with ergonomic seats.

Organisation of working hours.

Financing of a pension analysis as from age 55.

Special attention is given to the hiring and integration of young people. Beyond the actions put in place for the successful integration of young people into the company, Berner has set a target for the percentage of young people hired and the development of work-study programmes.

Employment of older workers

Youth employment

22


GENDER EQUALITY

Berner has long been committed to ensuring the best possible professional career for both

female and male employees. There remain areas for progress that deserve a proactive approach. Management and social partners have agreed on actions that can be implemented to ensure equal treatment.

Four areas of action have been favoured:

Access to jobs.

Professional promotion.

Professional training.

Actual remuneration.

Male/Female distribution by category

Executives 9 % 16 %

Total

Supervisors 1 % 2 %

Employees 5 % 22 %

Representatives 35 % 59 %

Apprentices/pro contracts

0 % 1 %

7 %

1 %

17 %

24 %

1 %

Male/Female distribution

59 %

41 %For the past 3 years, there has been a marked increase in the number of women in each category. In 2015, women represented 39% of the overall workforce, at the end of 2016, they represented 41%.

23

GENDER DIVERSITY

2117

68

161152

237

205

260276

186198

183171

157

181

94108

67

-25 years 35 to -40 years

50 to -55 years

25 to -30 years

40 to -45 years

55 to -60 years

30 to -35 years

45 to -50 years

+60 years

Age pyramid

2016 2017

263

240240

295

223

203

115 114

143

121

71

94 9989

5869

112 112

4039

-1 year 6 to -9 years

15 to -18 years

1 to -3 years

9 to -12 years

18 to -21 years

3 to -6 years

12 to -15 years

21 to 24 years

+24 years

Length-of-service pyramid

2016 2017

average age.

40.1 years old

average length of service.

8.6 years

24


BERNER INDUSTRY SERVICES DIVERSITY

Male/Female distribution by category

Executives 9 % 11 %

Total

Supervisors 5 % 22 %

Employees 4 % 6 %

Sales reps

Other sales reps contracts

31 %

1 %

58 %

1 %

Apprentices/pro contracts 1 % 2 %

2 %

17 %

2 %

27 %

0 %

1 %

Male/Female distribution

62 % 38 %

Age pyramid

Length-of-service pyramid

113

3

1513

1815

18 17

107

1613

2118

855

26

-25 years 35 to -40 years

50 to -55 years

25 to -30 years

40 to -45 years

55 to -60 years

30 to -35 years

45 to -50 years

+60 years

2017

2017

2018

2018

3021

28

17

10

5

9

4

107 8 7

2 14 33

5

-1 year 6 to -9 years

15 to -18 years

1 to -3 years

9 to -12 years

18 to -21 years

3 to -6 years

12 to -15 years

21 to 24 years

+24 years

average age.

40.5 years

average length of service.

6.1 years

25

SKILLS DEVELOPMENT

Berner's human resources policy is based on the development of a true state of mind combined

with specific skills. To offer customers the quality and service corresponding to the promise of its signature

"Experts through passion", Berner offers specialised programmes for individual development and a constantly increasing number of training hours.

To support the transformation of the Berner Group, the company defined a new HR policy in late 2014 to develop a leadership culture conducive to company growth and team development. The "nextStep Leadership Initiative" programme allows employees to develop their skills personally by joining internal training groups common to the

various subsidiaries. Since its launch, this programme has been deployed in several training courses over several months.

of payroll allocated to training employees.

of training in 2017, or an average of 18 training hours per employee.

employees have benefited from internal development and/or promotion (or 4 % of the workforce), of which 27 sedentary and 26 sales force employees.

2.28 %

26 934 hours

53

trained within the CORE programme.

trained within the MOVE programme.

24 employees or 252 h 11 employees or 147 h

26

Since his arrival, Didier Goguelin has set up a quarterly meeting with all sedentary employees. These meetings, called "Meet and Share", enable discussions of corporate strategy, results and projects. During these 45-minute sessions, employees can ask questions directly to Didier Goguelin or project managers, who can take the opportunity to present their activities.


CORPORATE CULTURE

Capital magazine singled out France's leading employers in each sector of activity following

a survey of a panel of 20 000 respondents. Thanks to a high recommendation rate and strong attractiveness according to its employees and also outside professionals from the sector, Berner

France was ranked fifteenth best employer 2017 in the "Wholesale Trade" sector. Berner's corporate culture is founded on strong human values such as responsibility, pragmatism, pride, courage, over-achievement and sharing.

In November 2017, Didier Goguelin took over as managing director of Berner France and Vice-President of the group's South Europe region. A qualified engineer from UTC Compiègne and also holder of an MBA from the IAE at La Sorbonne, Didier Goguelin cut his teeth as auditor, financial controller and financial director within several companies. Since 1995, he spent his entire career at RS Components, a distributor of electronic, electromechanical and

industrial products. Having risen through the ranks at RS Components, he recently served as Vice-President of sales for the EMEA market. More than ever, the Berner group places its customers at the heart of its strategy and its actions. By taking over at Berner France and the South Europe region, Didier Goguelin's main objective is to support the group's omni-channel transformation plan in its European subsidiaries.

Appointment of Didier Goguelin, Managing Director Berner France and Vice-President of the South region

“Meet and share”

27

Like every year, Berner France thanked its loyal employees during the presentation of Berner and work medals. Several categories are represented: 5, 10, 15, 20, 25, 30 and even 35 years! Last December, under the direction of Didier Goguelin and Cyrille Trollion, Director of Human Resources, 120 employees – sedentary, sales and retired – took part in the 2017 edition. The ceremony is a highlight for everyone. This celebration is a mark of respect for the employees who work every day to ensure the company's success. For retired employees, it is also an opportunity to see their former colleagues.

Fifteen employees were recognised for their participation in the NextStep Leadership Initiative. This training course consists of four programmes. It offers each participant the opportunity to deepen their individual and personal development in a professional context.

Medals

NextStep, a Berner Academy programme

28


For the fourth year in a row, Berner gathered its entire sales force in November 2017 to participate in two half-day workshops on the theme of discovery and discussion. Like last year, the event took place regionally on several dates and, once again, helped to strengthen the sense of belonging to the company and improve the skills of representatives on the products and services to offer customers. During these meetings, two new and innovative digital applications were presented to the sales force in order to facilitate the exchange between customer and representative. One optimises schedule planning for sales representatives while the other helps maintain customer portfolios with strategic recommendations.

We launched the Berner France blog at the beginning of December 2017. This blog optimises the natural referencing of the merchant site by using redirection links. In addition, it is a real tool that can feed the customer's thinking. Information is obtained before choosing to buy a product. Digitalisation is continuing in 2018-2019, with the launch of Facebook and LinkedIn pages.

Internally, we launched a new Intranet in May 2017 that allows each group employee to have access to the same information. Previously, each subsidiary had its own Intranet operating separately from the other business entities. Now, thanks to the news, published by both the Berner group and the subsidiaries, all group employees are kept informed of company innovations, news and projects. Competitions have been developed to strengthen the sense of belonging to the group.

Digitalisation

Discovery and discussion

29


Committed corporate approach

Make a gesture for NATURE

30

BERNER | COMMITTED CORPORATE APPROACH

THE BERNER GROUP TURNS SIXTY

Berner Group celebrates

its 60th anniversary!

I

Food bank in Saint-Julien-du-Sault in the Yonne

Berner France provided support to the Saint-Julien-du-Sault Municipal Social Action Centre, which distributes food to 49 households in the commune (131 people) provided by the Bourgogne food bank. Berner France helped to build new, larger and more functional premises by donating shelving and boxes to organise the sorting and distribution of food. A cash donation was made to help the centre, allowing the purchase of a refrigerated cabinet among other items. As a result, more beneficiaries can be welcomed under better conditions.

Institut Médico-Éducatif d’Auxerre

This institute in Auxerre welcomes and trains 100 young disabled adults to prepare them for social reality and their future professional life. There is a specialist section for building trades. Berner France donated products enabling young people in this class to renovate and refurbish their classrooms, thus developing their training and knowledge in the building sector.

Cleaning up nature in Saint-Julien-du-Sault in the Yonne

To make employees aware of the importance of respecting the environment, a morning for cleaning up nature was organised on Saturday 24 June 2017. In partnership with the Saint-Julien-du-Sault town hall, volunteers gathered on the hill of the town's historic monument (Chapelle Vauguillain) for waste collection using Berner products. The town's environmental actions were also supported through a cash donation.

In 2017, we celebrated sixty years of the Berner Group. It was in 1957 that Albert Berner started

his company in Künselsau, in the Black Forest, Germany. Over the years, the company has grown, evolved and adapted to markets and has become a European group of 55 subsidiaries in 25 countries

with more than 8500 employees. To celebrate this event and its successes, Berner Group committed to supporting sixty social, societal and environmental projects from May to October 2017 in each subsidiary. For many years, the group has been committed to a CSR policy, and wanted, on this occasion, to showcase its approach to projects working for the improvement of society.

Berner France has therefore supported eight projects related to its core business, through the commitment of its employees, cash donations and product donations.

Project

#1

Project

#2

Project

#3

Make a gesture for NATURE

Food bank

31

Odysséa race

Since 2002, non-profit organisation Odysséa has offered the opportunity to take part in walks or races of 1km (children), 5 or 10 kilometres everywhere in France to raise funds for cancer research. Berner France therefore took care of registration fees and the purchase of t-shirts for its employees. In addition, a cash donation was made to the Yonne committee of the anti-cancer league.

ENVIE network (new company for economic integration)

This non-profit association aims to protect the environment by repairing used household electrical equipment, and at the same time to help re-integrate people in difficulty by offering them work. Berner France has supported the ENVIE network by donating products to help in the renovation of electrical and electronic equipment.

Mobil’éco association – Solidarity garage in Rosoy in the Yonne

The Mobil’éco association works to offer mobility solutions to job seekers with integration difficulties. The creation of a community garage makes it possible to maintain vehicles at a lower cost. Berner products have been donated to contribute to vehicle repair and maintenance.

Abbé Pierre foundation

The Abbé Pierre foundation has long been committed to improving poor housing by supporting community players in carrying out energy renovation projects. Berner France made a cash donation to help renovate poor housing through the "SOS Taudit" programm.

Mobil’Eco

Project

#4

Project

#5

Project

#6

Project

#7

Project

#8Harvest and sale of honey for Les Restos du Cœur

Since 2011, a dozen hives have been set up on the Saint-Julien-du-Sault site by a local beekeeper. Every year, the sale of jars of honey to employees raises funds, which are donated to a charity. All the funds this year were donated to "Restos du Cœur" in Yonne. In addition to the annual sale, a cash donation was made to further help the association with its activities.

FOUNDATION

32

BERNER | COMMITTED CORPORATE APPROACH

STUDENT/COMPANY MEETINGS

To develop its reputation among students and potential applicants, Berner opens its doors or

goes directly to higher education institutions. When thinking of an international group such as Berner,

there are often a certain number of beliefs and preconceptions and, ultimately, little true knowledge of the trades the company offers.

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SUMMARY OF INDICATORS

34

BERNER | SUMMARY OF INDICATORS

Summary of indicators Berner SARL

Environment

Berner SARL

Quality Indicators Unit2016-2017 2017-2018

Ref.2016 2017 2018

Energy Direct and indirect energy consump-tion divided by primary energy source

kWh per m²

Electricity: 62.17Gas: 19.86Total: 82.01

Electricity: 59.95Gas: 11.85Total: 70.80

EN3 EN4

Water Total volume of water drawn, by source

m3 per person 13.40 8.50 EN8

Emissions, effluent and waste

Total direct and indirect greenhouse gas emissions by weight (teq CO2) (Scopes 1 and 2)

Tonnes eq. CO2

5168 NC EN16

Average emission per vehicle g CO2/km 94 98 94 EN18

Total mass of waste, by type %

Cardboard: 37 OIW: 9.5

Scrap metal: 5 SIW: 12

Plastic film: 2.5 Household waste: 1.5

Paper: 3 Wood: 29.5

Cardboard: 60 OIW: 6

Scrap metal: 9 SIW: 7

Plastic film: 8 Household waste: 4

Paper: 3 Mixed packaging: 3

EN22

Share of processing methods used for waste %

Material recovery/ re-use: 77

Co-incineration: 0 Sent to specialist organised landfill: 21

Recycling / recovery of metals and metallic components: 2

Material recovery/ re-use: 81.5

Co-incineration: 1 Sent to specialist

organised landfill: 14.5 Recycling / recovery of metals

and metallic components: 3

EN22

Share of recovered waste by weight Tonnes 439 488 EN22

Real saving from waste recovery Euros 53 274 34 018 internal

Products and services Number of substances taken into account in the REACH candidate list Number 173 173 EN26

Economic information

Economic performance

Turnover achieved Million euros 193.7 223.15 EC1

Turnover by sector %

Building: 56 Car: 39

Industry (6 months): 5 Merchant site: 14.7

Construction: 52 Mobility: 39Industry: 9

Merchant site: 14.7

EC1

NC: Not calculated

35

Summary of indicators Berner SARL

NC: Not calculated

Social

Berner SARL


Ref.2016 2017 2018

Employment

Total workforce by type of job and contract % Temporary contract: 43

Permanent contract: 1320Temporary contract: 47

Permanent contract: 1332 LA1

Total workforce by category Number

Apprentices: 12 Executives: 202

Representatives: 854 Supervisors: 16 Employees: 279


Representatives: 846 Supervisors: 22 Employees: 278

LA1

Recruitment rate % 23 NC LA1

Number recruited Whole number 313 291 LA2

Number of departures Whole number 107 245 LA2

Absenteeism rate % 4.8 4.5 LA7

Sales force turnover rate % 30.7 25.2

Health and Safety at work

Number of workplace accidents by category (sales force, sedentary)

Whole number

Sales force: 37 Sedentary: 65

Sales force: 27 Sedentary: 9 LA7

Accident incidence rate % 21.55 12.83 LA7

Accident severity rate % 1.22 0.86 LA7

Training and education

Total number of training hours provid-ed to employees Hour 18 594 26 145 LA10

Share of payroll allocated to training % 2.20 % 2.28 %

Number of employees trained in the Movement and Posture module during the 1st week of the sales force training course which went on for 3 weeks

Number and %

Sales force: 271 New hires: 100 %

Sales force: 262 New hires: 100 % LA10

Number of employees made aware of road safety Number 271 262 LA10

Number of seniors receiving PRAP training Number - - LA10

Number of employees trained in QSE modules

Number and

hours

519 employees trained 509 training hours

103 employees trained 98 training hours

Diversity and equality

of opportunity

Composition of governance bodies Number Executive Committee: 5 men Board of Directors: 3 women and 11 men

Executive Committee: 6 men Board of Directors: 4 women and 10 men

Distribution of employees by sex, department and category %

Total workforce Women: 41

Men: 59 Distribution of women

by category: Representatives = 50

Executives = 11.7 Supervisors = 1.8 Employees = 35

Apprentices/pro contracts = 1.5 Distribution of men

by category: Representatives = 71.5

Executives = 17 Supervisors = 0.7 Employees = 10.3

Apprentices/pro contracts = 0.5




Executives = 13.8 Supervisors = 2.7 Employees = 33.9



Executives = 17.6 Supervisors = 0.9 Employees = 10.6


LA13

Employee distribution by age range % Overall age pyramid Overall age pyramid LA13

Number of disabled workers Number 37 31

Number of ESAT disabled on site Number 25 25 LA13

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Summary of indicators Berner Industry Services

Environment

Berner Industry Services


Ref.2016 2017 2018

Energy Direct and indirect energy consump-tion divided by primary energy source

kWh per m² - - EN3

EN4

Water Total volume of water drawn, by source

m3 per person - - EN8

Emissions, effluent and waste

Total direct and indirect greenhouse gas emissions by weight (teq CO2) (Scopes 1 and 2)

Tonnes eq. CO2

446 NC EN16

Average emission per vehicle g CO2/km 94 94 EN18

Total mass of waste, by type % - - EN22

Share of processing methods used for waste % - - EN22

Share of recovered waste by weight Tonnes - - EN22

Real saving from waste recovery Euros - - internal

Products and services Number of substances taken into account in the REACH candidate list Number 173 173 EN26

Economic information

Economic performanceTurnover achieved Million

euros 18.6 20.1 EC1

Turnover by sector % Website: 11.5 NC EC1

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Summary of indicators Berner Industry Services

Social

Berner Industry Services


Ref.2016 2017 2018

Employment

Total workforce by type of job and contract % Temporary contract: 2

Permanent contract: 92Temporary contract: 6

Permanent contract: 94 LA1

Total workforce by category Number


Non-executives: 77 Supervisors: 2


Non-executives: 70 Supervisors: 8

LA1

Recruitment rate % 24 NC LA1

Number recruited Whole number 23 26 LA2

Number of departures Whole number 3 26 LA2

Absenteeism rate % NC 5 LA7

Sales force turnover rate % 13.83 17.9

Health and Safety at work

Number of workplace accidents by category (sales force, sedentary)

Whole number 7 7 LA7

Accident incidence rate % 38.00 32.25 LA7

Accident severity rate % 12.89 0.81 LA7

Training and education

Total number of training hours provid-ed to employees Hour 391 1532 LA10

Share of payroll allocated to training % 0.74 2.13

Number of employees trained in the Movement and Posture module during the 1st week of the sales force training course which went on for 3 weeks

Number and %

TCI: 23 New hires: 100 %

TCI: 31 New hires: 100 % LA10

Number of employees made aware of road safety Number 23 23 LA10

Number of seniors receiving PRAP training Number - - LA10

Number of employees trained in QSE modules

Number and

hours- -

Diversity and equality

of opportunity

Composition of governance bodies NumberExecutive Committee: 1 man Board of Directors: 1 woman

and 2 men

Executive Committee: 1 man Board of Directors: 1 woman

and 2 men

Distribution of employees by sex, department and category %



by category: Executives = 7.4

Non-executives = 88.9 Supervisors = 3.7

Apprentices/pro contracts = 0 Distribution of men



Apprentices/pro contracts = 0







Non-executives = 69.7Supervisors = 6


LA13

Employee distribution by age range % Overall age pyramid Overall age pyramid LA13

Number of disabled workers Number 1 2

Number of ESAT disabled on site Number 0 0 LA13

NC: Not calculated

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Correlation with the decree applying article 225 of the French Grenelle II law

Decree applying article 225 Berner sustainable development report Page GRI correlation

Social information

Employment

Total workforce Key figures 5 LA1

Employee distribution by sex Berner SARL diversity Berner Industry Services diversity

1820 LA13

Employee distribution by sex Berner SARL diversity Berner Industry Services diversity

1820 LA13

Employee distribution by geographical area LA1

Recruitment Summary of indicators 30 - 32

Departures Summary of indicators 30 - 32 LA2

Remuneration EC1 - EC5

Evolution of remuneration EC1 - EC5

Organisation of work Organisation of working hours

Absenteeism Summary of indicators 30 - 32 LA7

Social relationsOrganisation of social dialogue LA4

Review of collective agreements LA5

Health and safety

Health and safety conditions at work Health - safety training 14 LA6 - LA8

Review of agreements signed with unions on health & safety at work Diversity 17 LA9

Incidence and severity of workplace accidents Health - safety results Summary of indicators 14 LA7

Occupational illnesses Health - safety results 14 LA7

Training

Training policies implemented Health - safety training courses Skills development 21 LA11

Total number of training hours Skills development Summary of indicators 21 LA10

Equality of treatment

Measures taken in favour of gender equality LA9 - LA13

Measures taken in favour of jobs and integration for disabled people Diversity 17 LA13

Anti-discrimination policy LA13

Promotion and observance of stipulations from ILO agreements

Respect for freedom of association and the right to collective bargaining HR5 - LA4 - LA5

Elimination of discrimination in respect of employment and occupation HR4

Elimination of forced or compulsory labour HR7

Effective abolition of child labour HR6

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Decree applying article 225 Berner sustainable develop-ment report Page GRI correlation

Environmental information

General policy on the environment

Organisation of the company to take environmental issues into account. If applicable, environmental assessment or certification procedures

Energy efficiency 9

Training and informing employees in the field of environ-mental protection Energy efficiency 9

Resources devoted to the prevention of environmental risks and pollution

What has happened? environmen-tal aspects 7 EN30

Amount of provisions and guarantees for environmental risks (except risk of damages)

What has happened? environmen-tal aspects 7 EN28 - EC3

Pollution and waste management

Preventive measures, reduction and repair of releases to air, water and soil seriously affecting the environment

Waste recovery Summary of indicators

1033 EN22 - EN23 - EN24

Preventive measures, recycling and elimination of waste Waste recovery 10 EN22

Taking account of noise and other forms of pollution specific to an activity EN22

Sustainable use of resources

Water consumption Summary of indicators 33 EN8

Water supply as a function of local constraints EN8 - EN9 - EN21

Consumption of raw materials EN1

Measures taken to improve efficiency in the use of raw materials

Energy consumption Summary of indicators 33 EN3 - EN4

Measures taken to improve energy efficiency and the use of renewable energy Energy efficiency 9 EN5 - EN6 - EN7

Land use

Climate change

Greenhouse gas emissions A responsible car fleet 11 EN16 - EN17 EN19 - EN20

Adaptation to the consequences of climate change Energy efficiency A responsible car fleet Transport optimisation

91112

EN18 - EC2

Protection of biodiversity Measures taken to preserve or develop biodiversity Support for societal initiatives Sixty years of the Berner group 29 EN11 to EN15

EN25

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Decree applying article 225 Berner sustainable develop-ment report Page GRI correlation

Information relating to societal commitments in favour of sustainable development

Territorial, economic and social impact of the company's activity

In terms of employment and regional development EC8 - EC9

On neighbouring or local populations EC1 - EC6

Relationships with people or organisations with an interest in the company's activity (nb: stakeholders)

Conditions for dialogue with these people or organisations

Support for societal initiatives Sixty years of the Berner group 29

Partnerships or patronage Support for societal initiatives Support for sports initiatives 29 - 32 EC1

Subcontracting and suppliers

Taking social and environmental issues into account in the purchasing policy Responsible purchasing policy 13 EC6 - HR2 -

HR5 to HR7

Level of subcontracting and taking CSR into account in relations with suppliers and subcontractors

Fair practice

Actions undertaken to prevent all forms of corruption SO2 to SO4 - SO7 - SO8

Measures taken in favour of consumer health and safety Responsible purchasing policy 13 PR1 - PR2

Other actions undertaken in favour of human rights

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Berner SARLZ.I. Les Manteaux14, rue Albert BernerF-89331 Saint-Julien-du-Sault Cedex

T 09 74 19 59 [email protected]

www.berner.frAll paperis sorted and recycled

development reportthe group's five business entities - berner, bti, caramba, ambratec and kent...

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