SUSTAINABILITY REPORT - Berner · 1 billion Euros, with a growth rate of +3.7% over the financial year 2016-2017. Berner Group is a 100% family-owned business and its 9,000 employees

2016/17

SUSTAINABILITY

REPORT

Editorial p. 3

Key figures p. 5

Environmental approach p. 6

Social approach p. 13

Committed corporate approach p. 25

Summary of indicators p. 28

Correspondence table with the article 225 of the French Grenelle II law p. 33

Contents

The year at a glance

Sustainable development has been a part of Berner’s approach in France since 2010. This commitment was reiterated by Christian Berner when presenting the Berner Group’s values in late 2015.

As a family company, Berner has placed its staff at the heart of its organization throughout its 60-year history. What’s more, Berner is number ten in the 2017 rankings of the best wholesaler employers in France, published by Capital in February 2017.

Acting responsibly is a core value for us in social, societal and environmental terms. Albert Berner has always been keen to develop both the local economy and society alongside the inhabitants of the regions in which our subsidiaries operate.

In the 2016–2017 edition of our sustainability report, we present our CSR approach together with past and future actions for the Berner and Berner Industry Services companies. The aim of these actions is to assist our customers while guaranteeing the well-being and safety of our staff, reducing our environmental impact and managing our energy consumption levels.

Enjoy reading!

The executive Committee Berner SARLBerner Industry Services SAS

Editorial

03SUSTAINABILITY REPORT // BERNER FRANCE // 2016-2017

Photo of Executive Committee, from left to right: Cyrille Trollion, Luc Taupin, Thierry Levêque, Philippe Sourzac, Christophe Rochard, Olivier Ducrot.

Founded in 1957 in Künzelsau, Germany, the Berner Group has, over the years, become a leading international player in multi-channel sales of high-quality products and services to professionals in the construction, automotive and industrial sectors as well as the development, manufacture and marketing of specialist technical chemicals.

The three business units of the group - Berner, BTI and Caramba - generate a turnover of approximately 1 billion Euros, with a growth rate of +3.7% over the financial year 2016-2017. Berner Group is a 100% family-owned business and its 9,000 employees worldwide ensure that its clients in more than 25 countries benefit on a daily basis from the Berner know-how and expertise.

Key figures


SPAIN LITHVANIA SWEDEN

SLOVAKIA

SWITZERLAND

TAIWAN

TURKEY

LUXEMBOURGHUNGARY

FINLAND

FRANCE

GREAT BRITAIN

ITALY

LATVIAROMANIA

CZECH REPUBLIC

PORTUGAL

POLAND

THE NETHERLANDS

NORWAYAUSTRIA

GERMANY

BELGIUM

CROATIA

CHINA

DENMARK

208.4million Euros (Financial year 01/04/2016-31/03/2017).

85.2 %satisfied customers (10,961 Berner customers answered our satisfaction survey after placing their orders in 2016–2017).

1,457employees at the end of December 2016.

10,000 packages shipped each day.

*Berner Industry Services SAS was ISO-certified in 2016.

Businesswise turnover

9 % Industry

39 % Automotive

52 % Construction

14.7 % of the turnover generated via the websitewww.berner.fr

ISO 9001 Quality

management

ISO 14001 Environmental management

ISO 50001 Energy

management

OHSAS 18001 Safety

management

Four-foldcertification*

Berner France (Berner SARL and Berner Industry Services SAS)

100,000customers

449,849 unique visitors on our both websites.

Key figures


Turnover of

46,000 sqm of warehousesA site at Saint-Julien-du-Sault (Yonne): headquarters of Berner SARL, support functions and logistic centre for the two companies.

THE YEAR AT A GLANCE

Environmental approach


*2010: reference year

-41 %Energy performance in 2016-2017: 82 kWh/m2 or -41 % in comparison to the year 2010*.

-15 %Reduction in energy bills in comparison to the year 2010*.

An overview of the key measures taken: replacement of lighting,

replacement of skylights,

replacement of windows.

In 2015, Berner also committed to managing its energy consumption levels by introducing an energy management system in accordance with the requirements of the ISO 50001 standard. In January 2016, the Saint-Julien-du-Sault site received this certification.

Energy analysis according to usage by Berner:


30 % 23 % 19 % 20 % 8 %; Administration

ISO 50001

Energy efficiency

Everyday human activities consume substantial energy to heat or cool our homes and power electrical devices and services. Increasing energy efficiency enables us to reduce our energy consumption and greenhouse gas emissions, thus protecting the environment. Berner France initiated its sustainable development approach six years ago in an effort to combine economic development, employee well-being, and the preservation of natural resources and the environment.

Logistics Gas heating Heating/ air conditioning

Lighting

Type of waste treatment

77 % Material recycling/re-use

21 % Installation of non-hazardous waste storage

2 % Recycling and recovery of metals

Summary of the quantities of treated waste (%)

37 % Cartboard

29.5 % Wood

1.5 % Household waste

12 % SIW (Special Industrial Waste)

3 % Paper

2.5 % Plastic films

9.5 % OIW (Non-hazardous Industrial Waste)

5 % Scrap metal/metal

Recycling enabled Berner to generate a profit of 53 274 € in 2016-2017.

Since 2014, Berner has participated actively in the initiatives of the ‘‘Ecosystèmes” organisation adhering to the sector’s requirements of collecting and recycling electric and electronic waste (DEEE). Owing to this partnership, customers can drop off their old electric and electronic equipments at the “Eco-systèmes” collection points and contribute to the protection of the environment.

Waste recycling


Compacting machine

317 ‘‘water-free’’ washes were entrusted to the provider Ecowash®, estimated conservation of 63 m3 of water!

21.67 % lessg/km CO2 emission in comparison to 2010.

30,099,306 kmwere travelled by the teams during the year 2016–2017.

4 electric terminals have been installed on the parking lot, available to employees with electric vehicles.

For several years now, Berner has been striving to ensure customer satisfaction while minimizing CO2 emissions generated by its vehicle fleet and the transportation of its products. The Berner automobile park chooses new vehicles every year based on criteria of cost, security equipment, comfort and CO2 emission. In 2016, the Renault Clio IV model was maintained, as in the previous year. This vehicle emits an average 85g of CO2 per kilometer.

G/km CO2 emission

9496101105109118120121

2016

2015

2014

2013

2012

2011

2010

2009

Environmentally-friendly vehicle fleet



Optimisation of transport

To ensure faster delivery for its customers, Berner has changed the route for one of its shuttles. Packages heading to western France are now sent directly to Tours, thus eliminating a detour through Paris. This represents savings of 130 km a day.

130 km less per day

400 km less per dayInitiatives to optimize occupancy have continued throughout 2016–2017. The reduction from six to four shuttles at the end of the day has saved 400 km per day.

=


Sustainable purchasing policy

Code of conduct

The “Berner Code of conduct” signed by its 100 main suppliers serving as the frame of reference as regards the compliance with working guidelines and ethical, social and environmental requirements. Expansion over the entire group of suppliers is in progress.

Supplier qualification

The edition of a “supplier qualification”document that includes a paragraph for indexing their certifications.

Supplier audits

Conducting supplier audits helping verify in situ the observance of quality and regulations in force.

Packaging

The partnership with the ESAT (vocational rehabilitation centres) attached to the Saint-Julien-du-Sault headquarter for the packaging of more than 800 items.

Supply Chain

The formation of a “Supply Chain” committee to optimise the Berner process and limit the impact on the environment.

As a part of the sustainable development approach, Berner is committed to making its entire value chain environmentally responsible by involving its partners and stakeholders. Therefore, Berner initiated an environmentally-friendly purchasing policy which is reflected by the following actions:


Dematerialisation

The dematerialization of invoices initiative began with supplier invoices in 2015–2016, and its extension to customer invoices has come as a natural progression. At the start of the 2016–2017 financial year, Berner began giving its customers the option having their invoices sent by e-mail.

As a company, Berner also responds to the wide range of requests it receives from its customers, including, for example, the installation of EDI (electronic data interchange) links for the electronic receipt of orders and the issuing of invoices. A project is currently under way for the automated submission of invoices from the various public authorities via the CHORUS Pro portal.

To date, 2% of Berner SARL invoices are dematerialized, compared with 5% of invoices from Berner Industry Services.

The plan to dematerialize salary slips will be implemented during the 2017-2018 financial year, with the aim of dematerializing all pay-sheets by September 2017. Staff records will also be dematerialized in 2017–2018.


Social approach



Health and safety training

Training in movements and postures (carrying loads).

Continued training in handling fireextinguishers for employees(theory and pratical).

Road safety for the sale team (mobile phone and driving safety, provision of winter tyres, etc.).

Road safety training 121

13CACES 135 (certificate of aptitude in safe driving) training

1Training and refresher courses in fire extinguisher checks

271Awareness in carrying loads for sales representatives

41Training and refresher courses for in-house first-aiders

1Awareness of the correct stance and posture for new logistics staff

28Raising Quality, Health and Safety awareness

21Personal Protection Equipment training

20Road safety training

312High-threshold SEVESO site safety regulations

20Electrical qualifications

271Road risk awareness through e-learning

1Fork-lift truck driving training and refresher courses

116New recruits training

Number of persons trained

Berner is aware of its responsibilities with regard to health and safety at work and strives to maintain a professional quality of life for all its employees. The company has obtained the OHSAS 18001 certification for its occupational health and safety management system at all levels of the company. This commitment is reflected in the implementation of action plans in order to better manage the impacts and risks associated with its activities.


Health and safety initiatives

Vigilance and mobilization are a priority now more than ever. The company has always sought an improvement in the working conditions of employees and has continued its efforts by investing in the suitable layout of high-risk logistics sites:

The “weight rejection check” workstation has been refurbished. It has been automated and fitted with a button and pedal.

Automatic tray packer loading has been introduced to load foodstuffs onto pallets, instead of manual handling.

An ergonomic analysis has been carried out on the new fitting station.

Grilled cages have been installed for loading inflammable aerosols that are not stored in cardboard boxes.


Health and safety results

To reduce risks, occupational diseases, serious accidents and the most common accidents is a top priority for Berner. As part of its OHSAS 18001 certification, the working conditions of its employees are an integral part of the company’s safety action plans. Berner’s performance in terms of safety is measured by the rate of frequency and severity.

In 2016, there was no declaration of occupational diseases at Berner France.

Number of workplace accidents(WA)The number of site work accidents includes minor accidents.

SF = Sales force

SAS = Sales administrative support

WA

SA

S

WA

SA

S

WA

SF

WA

SF

2014 2015

34

54

32

83

WA

SA

S

WA

SF

2016

37

65

10288

115

FR Berner

FR France

2014

2015

2016

13.23 14.8

13.62 15 1

21.55 NC

Frequency rate (FR)

SR Berner

SR France

2014

2015

2016

0.82 0.9

1.21

1.22 NC

Severity rate (SR)


Diversity

2008

2015

2016

58.9

60.44

60.86

Average retirement age

Disabled workers

2014 32

2015 41

2016 37

According to the company agreement concerning the ‘‘generation contract” signed in November 2013, Berner continues its commitment to ensure professional gender equality, access to and retention of employment for young people, senior workers and disabled persons as well as support to employees for the development of skills and competences.

Employment of disabled workers

In 2016, 41 workstations were specially adapted:

- 30 for the sales force: vehicles equipped with automatic gear-boxes; therapeutic half-time conditions.

- 11 for sedentary occupations: adaptation of workstations linked to therapeutic part-times; changes to office and computer equipment; job transfers.

Number of apprentices/Training contrats

2014 13

2015 10

2016 12

Employment for youth

Assessment of the effectiveness of the action plan using the ‘‘number of apprentices or training contracts” indicator.

Employment for senior workers

Assessment of the effectiveness of the action plan with the “average retirement age” indicator.

The main actions implemented are: - training in movements and postures, - optimisation of the workstation layout, - vehicle with automatic transmission for the sales force, - reorganisation of working hours, - financing of a retirement assessment from age 55.


1719

Diversity at Berner SARL

The average age is 40.1 years.

The average seniority is 8.2 years.

14,7 %

1,5 %

20,5 %

62,7 %

0,7 %

Distribution of Male/Female workers by status

Managerial staff 11.7 17 14.8 %

Total

1.8Foremen 0.7 1.1 %

35Employees 10.3 20.5 %

50Representatives 71.5 62.7 %

1.5Apprentices/training contracts 0.5 0.9 %

Male/Female worker distribution

59 %

41 %

69

199

161

227237 241

260

207

186193 183

137

157

8594

68

-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

2015 2016


Diversity at Berner SARL

237 241

263

240248

223

150

115126

143

89

71

85

99

57 58

106112

3938

-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

Pyramid of seniority

2015 2016


Diversity at Berner Industry Services

Distribution of Male/Female workers by status

Age pyramid

Pyramid of seniority

Male/Female worker distribution

71 %

29 %

113

14 15 14

1815

18

4

1012

1618

21

4

8

2

-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

2015 2016

09

3

30 30 28

10 10 10 9 10 10 9 8 3 2 3 456

-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

2015 2016

Managerial staff 7.4 % 19.4 %

Foremen 3.7 %

Employees

1.5 %

88.9 % 79.1 %

0 %Apprentices/training contracts 0 %


Skill development

The human resources policy adopted by Berner is based on the development of a genuine approach coupled with specific skills. With a view to offering customers quality and service that matches the promise of its signature “Experts with passion”, Berner offers specialised programmes for individual development and training hours that are constantly progressing.

2.2 %of payroll allocated for training of employees.

18,594 hours

of training in 2016 i.e. 13 hours of training on average per employee.

21 %

of employees benefited from career development and/or internal promotions (62 % sales administrative support, 38 % sales force).

xxxxxxxxx


Skill development

To encourage the transformation of the Berner Group, the company set out a new HR policy in late 2014 so as to develop a culture of leadership favorable to the company’s future growth and the development of work teams. The ‘‘nextStep Leadership Initiative’’ program helps employees to personally develop their skills by integrating internal training groups into the various subsidiaries. Since its launch, this program has been implemented in several training courses over a period of several months.

Promotion of ‘‘MOVE 2016 Programme’’

xxxxxxxxx


Company culture

The French magazine Capital has marked out the best-rated employers in France for each sector of activity, following a study undertaken with a panel of 20,000 respondents. With a high recommendation rate and a high level of attractiveness based on feedback from employee and external industry professionals, Berner France was ranked 10th best employer in 2017 in the ‘‘Wholesale Trade’’ sector. Indeed, Berner’s enterprise culture is based on strong human values such as responsibility, pragmatism, pride, courage, determination and sharing.

The Values AwardsAccompanied by a major internal communication campaign in 2015–2016, these new corporate values formed part of the daily Berner subsidiary routine in the first six months of 2016. Since then, they have inspired employee working methods on a day-to-day basis and helped the company prepare to take on the 21st-century challenges facing the whole group.

In 2016–2017, the Berner Group collected various testimonies from its subsidiaries to illustrate the application of these values in the everyday work of its staff. A number of proposals were then examined by an international panel, and subsequently evaluated according to previously defined criteria so as to appoint six employees, who each became an ambassador for one of the Group’s values. As part of the Berner Group competition ‘‘The Value Awards’’, Christian Berner presented these six employees with an award in January 2017 for the value they had best embodied in their careers in 2016.


Company culture

Moving forward together

What’s more, in September 2016, Berner France rolled out 11 Internet terminals for employees at the Saint-Julien-du-Sault site in the logistics warehouses and near the company restaurant. This gives them access to their personal Microsoft accounts, the corporate social network and the Internet in general. These terminals are available to all staff during their breaks or outside their working hours. Berner has prioritized this collective sharing tool to facilitate access to information and further involve staff in the latest developments and company life.

The digital transformation of a company also involves human transformation. New management styles and ways of sharing information and data, new organizational structures and new digital tools all encourage employees to adapt themselves and their methods of collaboration.

Discovery and exchangeFor the third consecutive year, Berner brought together its entire sales force in November 2016 so as to participate in two half working days with discovery and exchange workshops. The event took place over a number of dates like last year in one of the French regions and once again helped staff to strengthen their sense of belonging within the company and fine-tune sales rep skills in terms of products and services to propose to customers. During these encounters, a new and innovative digital app was presented to the sales force to facilitate exchanges between the customers and representatives.

In 2016–2017, the Berner Group thus launched the in-house social network Chatter in its various subsidiaries. This new instant communications tool makes it possible to share knowledge and best practices between subsidiaries, and to connect, encourage and motivate employees to become fully involved in corporate projects, whatever their role or location. In France, all Berner France desk-bound and logistics staff have access to Chatter along with the entire Berner Industry Services sales force.


Committed corporate approach



Support for social initiatives

Student–company meetings

To raise its profile among college students and other potential candidates, Berner holds open days and makes in-person visits to higher education establishments. International groups like Berner are often stereotyped or come with pre-conceived ideas, but, ultimately, little is really known about the realities of careers within the company. Therefore, as an employer brand, this gives Berner the opportunity to show the added value it offers to potential candidates.

1, 974 eurosA local beekeeper looks after the hives he has set up at our Saint-Julien-du-Sault site. The sale of the 2016 honey harvest brought in 1,974 euros that was donated to the local ‘‘Restos du Cœur’’ association that provides free meals in the Yonne region.

6 th year

For the sixth consecutive year, a Berner team of 36 Berner female joggers has taken part in the ‘‘La Parisienne’’ women’s race on its 20th anniversary. Part of the registration fees are donated to breast cancer research.


Support for sports initiatives

Association for the Developmentof Educational GolfChaired by the well-known Welsh golfer Bill Owens and established at the La Maladrerie site in Saint-Julien-du-Sault in the summer of 2014, this association promotes the popularization of golf among young people, while encouraging the notions of respect, sharing and humility. Berner provides financial support to this association.

Berner provides financial and technical support for projects that embody values dear to the company such as commitment, sharing, willpower, surpassing oneself and a sense of responsibility.

Imagine For Humble HeroesIn the last year of a three-year partnership, Berner has thus given its support to the ‘‘Imagine – For Humble Heroes’’ project. Founded by the journalist Frédérique Bedos in 2010, this project highlights anonymous heroes who provide help to those who need it. Berner has supported this wonderful initiative, together with the monohull sailboat ‘Le Souffle du Nord’, which proudly bore the project’s colors during the Vendée Globe yacht race in November 2016.

Bill Owens


Environmental approach

SUMMARY OF INDICATORS

SUSTAINABILITY REPORT // BERNER FRANCE // 2016-2017 29

Summary of indicators Berner SARL

Environment

Berner SARL

Quality Indicators Unit2015-2016 2016-2017

Stand.2015 2016 2017

EnergyConsumption of direct and indirect energy distributed by primary energy source

kWh per m²

Electricity: 62.67Gas: 13.16

Aggregate: 75.83

Electricity: 62.17Gas: 19.86

Aggregate: 82.01

EN3 EN4

Water Total volume of water taken, by source m3 per person 15.7 13.40 EN8

Emissions, effluents and waste

Total direct and indirect emissions of greenhouses gas by weight (tCO2e) (Scopes 1 and 2)

Tonnes of CO2

5494 5168 EN16

Average emissions per vehicule g CO2/km 96 94 98 EN18

Total weight of waste, by type %

Cartboard: 53 OIW: 12

Scrap metal/Platinim: 10 SIW: 7

Plastic films: 3 Household waste: 2

Paper: 2 Wood: 12

Cartboard: 37 OIW: 9.5

Scrap metal/Platinim: 5 SIW: 12

Plastic films: 2.5 Household waste: 1.5

Paper: 3 Wood: 29.5

EN22

Part of waste treatment methods used %

Recovery/reuse of materials: 80 Co-incineration: 0

Specially engineered landfill: 19 Recycling/recovery of metals and

metal compounds: 1

Recovery/reuse of materials: 77 Co-incineration: 0

Specially engineered landfill: 21 Recycling/recovery of metals and

metal compounds: 2

EN22

Part of recycled waste by weight Tonnes 405 439 EN22

Actual savings resulting from the recovery of waste Euro 28,660 53,274 Internal

Products and servicesNumber of substancesincluded in the REACHcandidate list

Number 168 173 EN26

Financial details

Economic performance

Turnover Millions euro 193.7 189.8 EC1

Turnover distributed by activity %

Construction: 56 Automotive: 39

Industriy (6 months): 5 Commercial site: 14.4

Construction: 58 Automotive: 42

Commercial site: 15EC1

NC: Not calculated


Summary of indicators Berner SARL

NC: Not calculated

Social

Berner SARL


Stand.2015 2016 2017

Jobs

Total workforce by employment type and employment contract %

Fix-term contract (FTC): 40 Open-ended contract

(OEC): 1,337

FTC: 43 OEC: 1,320 LA1

Total workforce by status Number

Apprentices: 10 Managerial staff: 202 Representatives: 863

Foremen: 20 Employees: 282

Apprentices: 12 Managerial staff: 202 Representatives: 854

Foremen: 16 Employees: 279

LA1

Recruitment rate % 22 23 LA1

Number of persons hired Total number 309 313 LA2

Number of outgoing staff Total number 103 107 LA2

Absenteeism % 5.1 4.8 LA7

Sales force turnover % 28.9 30.7

Health andsafety at work

Number of accidents at work by status(sales force, sales administrative support)

Total number

Sales force: 32 SAS

(logistics included): 83

Sales force: 37 SAS

(logistics included): 65LA7

Accident frequency rate % 13.62 21.55 LA7

Accident severity rate % 1.21 1.22 LA7

Training andeducation

Total number training hours allocated to employees Hour 16,575 18,594 LA10

Part of the payroll allocated for training % 2.10 2.20

Number of employees trained in theMovements and Postures module during the first week of the three-weeks training course for sales persons

Number and %

Sales force: 272 New recruits: 100

Sales force: 271 New recruits: 100 LA10

Number of employees sensitised to road safety Number 284 271 LA10

Number of senior workers trained inPRAP (prevention of risks related tophysical activity)

Number - - LA10

Number of employees trained in the QSE module (Quality, Safety, Environment)

Number and hour

285 employees trained 440 training hours

519 employees trained 509 training hours

Diversity and equalopportunities

Composition of governance bodies NumberExecutive committee: 6 men

Management committee:2 women and 11 men

Executive committee: 5 menManagement committee:

3 women and 11 men

Distribution of employees by gender,by department and by status %

Out of the total workforce: Women: 39

Men: 61 Distribution of women by

status: Representatives = 50

Managers = 10 Foremen = 2.5 Employés = 36

Apprentis/contrat pro = 1.5 Distribution of men by status:

Representatives = 70.5 Managers = 17.7

Foremen = 0.8 Employees = 10.6

Apprentices/Training contracts = 0.4

Sur effectif global Women: 41

Men: 59 Distribution of women by status:

Representatives = 50 Managers = 11.7

Foremen = 1.8 Employés = 35

Apprentis/contrat pro = 1.5 Distribution of men by status:

Representatives = 71.5 Managers = 17 Foremen = 0.7

Employees = 10.3 Apprentices/Training contracts

= 0.5

LA13

Distribution of employees by age % Overall age pyramid Overall age pyramid LA13

Number of disabled workers Number 41 37

Number of disabled workers in ESAT (Vocational rehabilitationunit) on the site

Number 21 25 LA13


Summary of indicators Berner Industry Services

NC: Not calculated

Environment

Berner Industry Services


Stand.2015 2016 2017

EnergyConsumption of direct and indirect energy distributed by primary energy source

kWh per sqm - - EN3

EN4

Water Total volume of water taken, by source m3 per person - - EN8

Emissions, effluents and waste

Total direct and indirect emissions of greenhouses gas by weight (tCO2e) (Scopes 1 and 2)

Tonnes of CO2

328 446 EN16

Average emissions per vehicule g CO2/km 98 94 EN18

Total weight of waste, by type % - - EN22

Part of waste treatment methods used % - - EN22

Part of recycled waste by weight Tonnes - - EN22

Actual savings resulting from the recovery of waste Euros - - Interne

Products and servicesNumber of substancesincluded in the REACHcandidate list

Number 168 173 EN26

Economic details

Economic performanceTurnover Millions

euros 10.95 18.6 EC1

Turnover distributed by activity % Commercial site: 9.7 Commercial site: 11.5 EC1


Summary of indicators Berner Industry Services

Social

Berner Industry Services


Stand.2015 2016 2017

Jobs

Total workforce by employment type and employment contract %

Fix-term contract (FTC): 2 Open-ended contract

(OEC): 83

FTC: 2 OEC: 92 LA1

Total workforce by status Number

Apprentices: 0 Managerial staff: 15

Employees: 68 Foremen: 2

Apprentices: 1 Managerial staff: 15

Employees: 77 Foremen: 2

LA1

Recruitment rate % 0 24 LA1

Number of persons hired Total number 0 23 LA2

Number of outgoing staff Total number 6 3 LA2

Absenteeism % NC NC LA7

Sales force turnover % 7 13.83

Health andsafety at work

Number of accidents at work by status(sales force, sales administrative support)

Total number NC 7 LA7

Accident frequency rate % NC 38.00 LA7

Accident severity rate % NC 12.89 LA7

Training andeducation

Total number training hours allocated to employees Hour 1,081 391 LA10

Part of the payroll allocated for training % 3.3 0.74

Number of employees trained in theMovements and Postures module du-ring the first week of the three-weeks training course for sales persons

Number and % Sales force: 3 Sales force: 23

New recruits: 100 LA10

Number of employees sensitised to road safety Number 1 23 LA10

Number of senior workers trained inPRAP Number - - LA10

Number of employees trained in the QSE module (Quality, Safety, Environ-ment)

Number and hour - -

Diversityand equal

opportunities

Composition of governance bodies NumberExecutive committee: 1 man

Management committee:1 woman and 3 men

Executive committee: 1 manManagement committee:

1 woman and 2 men

Distribution of employees by gender,by department and by status %


Men: 69 Distribution of women by

status: Managers = 3.8

Employees = 92.3 Foremen = 3.8

Apprentices = 0 Distribution of men by status:

Managers = 23.7 Employees = 74.6

Foremen = 1.7 Apprentices = 0


Men: 71 Distribution of women by status:

Managers = 7.4 Employees = 88.9


Distribution of men by status: Managers = 19.4 Employees = 79.1


LA13

Distribution of employees by age % Overall age pyramid Overall age pyramid LA13

Number of disabled workers Number 1 1

Number of disabled workers in ESAT on the site Number 0 - LA13

NC: Not calculated


Correspondence with the article 225 of theFrench Grenelle II law

Article 225 Berner Sustainability Report Page GRI Correspondence

Corporate information

Jobs

Total workforce Key figures 5 LA1

Distribution of employees by gender Diversity at Berner SARLDiversity at Berner Industry Services

1820 LA13

Distribution of employees by age Diversity at Berner SARLDiversity at Berner Industry Services

1820 LA13

Distribution of employee by region LA1

Hired persons Summary of indicators 30 - 32

Outgoing staff Summary of indicators 30 - 32 LA2

Remunerations EC1 - EC5

Evolution of remunerations EC1 - EC5

Work organisationOrganisation of working hours

Absenteeism Summary of indicators 30 - 32 LA7

Labour relationsOrganisation of labour relations LA4

Overview of collective agreements LA5

Health and safety

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

Overview of the agreements signed with the trade unions withregard to occupational health and safety Diversity 17 LA9

Frequency and severity of workplace accidents Health and safety resultsSummary of indicators 14 LA7

Professional diseases Health and safety results 14 LA7

Training

Policy implemented for training Health and safety trainingSkill development 21 LA11

Total number of training hours Health and safety trainingSkill development 21 LA10

Equal treatment

Measures taken for gender equality LA9 - LA13

Measures taken for creation of jobs and inclusion of personswith disabilities Diversity 17 LA13

Policy against discrimination LA13

Promotion of and compliance withstipulations of the ILO conventions

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

Elimination of discrimination in employment and profession HR4

Elimination of forced or compulsory labour HR7

Effective abolition of child labour HR6

SUSTAINABILITY REPORT // BERNER FRANCE // 2016-2017 34


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Correspondence

Environmental information

General environmental policy

Organisation of the company to take into accountenvironmental issues. Procedures for environmentalevaluation or certification where appropriate

Energy efficiency 7

Employee training and awareness initiatives with regardto environmental protection Energy efficiency 7

Resources devoted to the prevention of environmentalrisks and pollution

The year at a glance - Environmentalapproach 6 EN30

Amount of provisions and guarantees for environmentre-lated risks (unless risk of harm)

The year at a glance - Environmentalapproach 6 EN28 - EC3

Pollution and waste management

Measures taken for prevention, reduction and remedy ofdischarges into the air, water and soil severely affectingthe environment

Waste recyclingSummary of indicators

829 EN22 - EN23 - EN24

Measures taken for prevention, recycling and disposalof waste Waste recycling 8 EN22

Consideration of noise and other forms of pollutionspecific to an activity EN22

Sustainable use of resources

Water consumption Summary of indicators 29 EN8

Water supply according to local constraints EN8 - EN9 - EN21

Consumption of raw materials EN1

Measures taken to improve the efficiency in the use ofraw materials

Energy consumption Summary of indicators 29 EN3 - EN4

Measures taken to improve energy efficiency and use ofrenewable energy Energy efficiency 8 EN5 - EN6 - EN7

Land use

Climate change

Greenhouse gas emissions Envionmentaly-friendly vehicul fleet 9 EN16 - EN17 EN19 - EN20

Adaptation to the consequences of climate change Energy efficiency Envionmentaly-friendly vehicul fleet Optimisation of transport

8910

EN18 - EC2

Protection of biodiversity Measures taken to preserve or developp biodiversity Support for social initiatives 26 EN11 à EN15 EN25



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Information relating to social commitments promoting sustainable development

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

In terms of employment and regional development EC8 - EC9

On local people EC1 - EC6

Relationships with people or organisation involved in the company’s activity (nb: stakeholders)

Conditions of dialogue with these people or organisations Support for social initiatives 27

Partnership or sponsorship initiatives Support for social initiatives Support for sports initiatives 27 - 28 EC1

Subcontracting and suppliers

Condideration of social and environmental issues in the purchasing policy Sustainable purchasing policy 11 EC6 - HR2 -

HR5 à HR7

Importance of subcontracting and integration of CSR in relations with suppliers and subcontractors

Fair practices

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

Measures taken in matters of health and safety of consumers Sustainable purchasing policy 11 PR1 - PR2

Others actions undertaken for human rights

CONTACTCSR Manager [email protected]

Production: Berner France Communication Department

Berner SARL Z.I. Les Manteaux 14, rue Albert Berner F-89331 Saint-Julien-du-Sault Cedex

T +33 3 86 99 44 00

www.berner.fr

Documents

SUSTAINABILITY REPORT - Berner · 1 billion Euros, with a growth rate of +3.7% over the financial year 2016-2017. Berner Group is a 100% family-owned business and its 9,000 employees