CORPORATE RESPONSIBILITY The Rexel Group has consistently used its leadership elimination of al l forms of forced or compulsory and close relationship with al lstakeholders to labor, and the effective abolition of child labor. conduct its business in a sustainable and responsible In 2015, in order to strengthen the Group’s manner. sustainable development pol icy,the Group When it joined the United Nations Global Compact conducted a study to identify all environmental and in 2011, the Rexel Group committes itself to advance social impacts throughout its value chain. This study the universal ly-accepted ten principles relating involved interviewing the Group’s key stakeholders to human rights, labor, the environment and anti- (customers, suppliers, experts, NGOs, employee corruption. As specified in its Ethics Guide, the Rexel representatives, managers of Group entities) on Group respects and promotes the recommendations Rexel’s priority issues, and conducting an internal outl ined in the fundamental conventions of the assessment to measure the impact of these issues International Labor Organization relating to the on the Group’s capacity to conduct its business freedom of association and the right to col lective in future years. A graphic representation of this bargaining, the el imination of discrimination in materiality analysis is set forth below. respect of employment and occupation, the +External stakeholders REXEL PRIORITIES expectations Ensure high quality of client relationship Sell energy efficiency products Sell Renewable Energy Products Ensure employees welfare Social & eco. development & Solutions Support clients & end-users on their of Rexel’s territories environmental performance Promotion of energy Provide high-quality Local acceptance transition Foster eco-designed products & safety of Rexel’s operations Compliance products information to end-users Freight - Supplier delivery to Rexel Sustainable Business ethics Environmental and Philanthropy packaging social standards Freight: Rexel internal transport down to clients (raw materials) Traceability Energy management Support clients and end-users Access to energy within Rexel on social aspects Pollution GHG* emissions management efficiency within Rexel Environmental and management within Rexel Clients’ social standards Waste transport (suppliers) management * GHG : Greenhouse gas emissions within Rexel Biodiversity management within Rexel Water management Internal stakeholders’ perceptions within Rexel of impact on business – – + Developing energy Fostering sustainability Improving the social and management solutions for our in our value chain environmental performance clients and society of our operations This materiality analysis allowed strengthening the • Improving the socialand environmental Rexel Group’s sustainable development strategy performance of our operations to engage our by focusing it on its priorities. Rexel’s sustainable employees and preserve the environment. development strategy is therefore based on three For each of these three pillars, the Rexel Group has pillars: set an objective for 2020; •Developing energy management solutions for our At least doubling the sales of energy efficiency • customers and society to drive energy efficiency products and services compared to 2011; and renewable energies adoption; Assessing the Socialand Environmental • •Fostering sustainabi l ity in our value chain to Responsibi l ity performance of its suppl iers improve environmental and social performance representing 80% of the direct purchased volume from our suppliers to our customers; and (in value); and REXEL 2017 – REGISTRATION DOCUMENT 158