20 - groupe-rocher-fournisseurs.com · training ... evaluating and reporting on the entire process....

GR

OU

PE

RO

CH

ER -

2014

CSR

RE

po

Rt

c o r p o r a t e S o c i a l

20

14R e s p o n s i b i l i t y R e p o R t

EVERYDAY, WE COMMIT

This document concerns all the Rocher Group brands: the “laboratoires de Biologie Végétale Yves Rocher”, Petit Bateau, Stanhome, Dr Pierre Ricaud, Daniel Jouvance, Kiotis Paris, ID Parfums, Flomar and covers the activities set up between the 1st of January 2014 and the 31st of December 2014. Some section may include information related to older initiatives.

T he Groupe Rocher acts by way of its brands, its activities and in all that it undertakes both in France and internationally motivated by shared values: Being Committed, Respectful, Demanding and

Passionate.

These values define what we really are: a family group, pioneering, acting with respect for nature and making sustainable development a lever for value creation.

I deeply believe in companies. I am convinced that today, more than ever, the company is the best tool we have at our disposal to promote social unity, generate integration and diversity.

All companies are there to try to make the world a better place, for everyone.

By acting differently, by creating emotion and infusing meaning in every action, the Groupe Rocher is reaffirming its historical commitments to serve this ambition.

Once again this year, this CSR Report reveals a picture of concrete 2014 initiatives taken by our Group, all driven by implicated and convinced people within the company. I wish to extend my gratitude and particular thanks to each and every person who has contributed.

2014 corporate social responsibility report - GROUPE ROCHER 3

Bris RocherGroupe Rocher

President and CEO

I N T R O D U C T I O N

EVERYDAY, WE COMMIT

© Do

min

ique

Rol

land

© Pa

tric

k W

alle

t

For 50 years, we have attended a fantastic development of population and economic growth. This is not without consequences on the natural circles, the disappearance of animal and vegetable species, on global warming…

It is a known fact: human activities harm certainly the planet but accordingly humanity itself. A global awareness to act and create a new mode of long-lasting society is appearing. This society movement is in motion. All of us, citizens of the word and consumers, companies, cities and governments, we need, each at our own level, to participate in this transformation.

This is what is at stake during the United Nations Cop21, held at the end of the year 2015 to stop global warming. Our Group, since its origins, carries the deep consciousness of its environmental and social responsibility. Our Group, since its origins, acts for a more sustainable world.

We have it in us, it is not about being opportunist, but about taking a position in a long term perspective. As such, since 2008, we have defi ned together a common and shared vision for which social and environmental responsibility is intrinsically linked with growth and value creation. Since 2008, remarkable advances were made thanks to our common sense, thanks to the technological evolution but also to our entrepreneurial spirit. You will fi nd in this document numerous examples showing that we know how to act and we should continue in this direction.Sustainable Development is synonymic of growth, our purpose is to operate within a long-term framework to improve our impact while creating a dynamics within the Group and within every Brand, because we know what our customers want and know they will always want more, more quality, services and consciousness, But also more shared values generating a feeling of community.

Our Brands: Yves Rocher, Petit Bateau, Stanhome, Pierre Ricaud, Daniel Jouvance, Kiotis, ID parfums, Flormar, have each, according to their personality, a role to play. Our industrial and tertiary sites, our shared services have, each on their territory, a vocation of mobilization, representation and innovation.In the Group, we are more than 15 000 in the world, carriers of these values. Through our sales networks in stores and in Direct Selling, we are more than 300 000 carriers of these values.We have the extraordinary luck to be in direct contact with more than 40 million women.

Up to us to win their hearts.

Jacques RocherDirecteur Prospective

I N T R O D U C T I O N


EVERYDAY, WE COMMIT

© Pa

tric

k W

alle

t


R O C H E R G R O U P P R O F I L E K E Y F I G U R E S 2 0 1 4

C O N T E N T S

“ Within our Brands, our activities and in all that it undertakes both in France and internationally, our shared values are being Committed, Respectful, Demanding and Passionate. ”

Bris Rocher

Ladies and Gentlemen,In accordance with Article 225-102-1 paragraph 5 and the following of the French Commercial Code, we present below the corporate social and environmental responsibility report of the Yves Rocher Plant Biology Laboratories and its subsidiaries (hereafter the Rocher Group).

■ ROCHER GROUP PROFILE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5CONTENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

■ ENVIRONMENTAL INFORMATION... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8GENERAL ENVIRONMENTAL POLICY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Company with commitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Historic approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Group policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11Summary of the Rocher Group’s environmental performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Provisions and guarantees for environmentally-related risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

POLLUTION AND WASTE MANAGEMENT .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Emissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Waste management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Noise pollution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19


© Em

man

uel B

erth

ier


YVES ROCHER PLANT BIOLOGY LABORATORIESFrench sa company with capital of 4,373,602 euros - head offi ce: la Croix des archers - 56200 la Gacilly - 876 580 077 RCs Vannes

THE SUSTAINABLE USE OF RESOURCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Water . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Raw materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22Eco-design packaging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Land use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29adaptation and fi ght against global warming . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Measuring greenhouse gas emissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34Optimizing the Yves Rocher stores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34Environmental shipping policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

PROTECTION OF BIODIVERSITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36Biodiversity strategy at the Group level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36Biodiversity and supplies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37agreements on biological diversity, fi ght against desertifi cation, and climate change. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37

■ SOCIAL RESPONSABILTY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38ROCHER GROUP’S HUMAN RESOURCES POLICY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

ROCHER GROUP SOCIAL DATA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40Organisation of work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Labour-management relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Health and safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49Diversity and equal opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

■ IMPACT ON SOCIETY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54REGIONAL IMPACT IN THE AREA OF EMPLOYMENT AND REGIONAL DEVELOPMENT .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

Cosmetics & detergents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55Textiles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58

STAKEHOLDERS RELATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59Supplier and subcontractor ecosystem - Cosmetics & Detergents Production . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59Textile supplier and subcontractor ecosystem .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65Sponsorships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65Relationships with environmental organisations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

FAIR TRADE PRACTICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69Actions undertaken to prevent corruption.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69Measures taken in favour of consumer health and safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70Respect for international conventions and human right . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74

■ METHODOLOGICAL NOTES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77Social . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80Societal. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

CROSS REFERENCE TABLE FOR ENVIRONMENTAL AND SOCIAL INDICATORS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82

EVERYDAY, WE COMMIT

ENVIRONMENTAL INFORMATIONP L A N E T R E S P E C T / / G R O U P E R O C H E R

20

14

© Em

man

uel B

erth

ier


One of the pillars of this strategy, called «Action for Nature», aims to break down the following principles and communicate them to all the subsidiaries:

◗ «life cycle» approach for all product of the diff erent brands;

◗ processes that respect nature;

◗ brands that broadly promote environmentally friendly behaviour;

◗ a Biodiversity vision.

For many years, the Rocher Group has applied these principles in an eff ort to reduce the overall environmental impacts of its subsidiaries.

LOGO PLANET RESPECT

CMJNC31 - M30 - J36 - N0 RVBR169 - V130 - B114Hexadécimal#a98272

Sienna

CMJNC0 - M60 - J94 - N0 RVBR255 - V130 - B0Hexadécimal#ff8200

Orange

ENVIRONMENTAL INFORMATION

GENERAL ENVIRONMENTAL POLICYA C O M P A N Y W I T H C O M M I T M E N T

Sustainable development is seen today as an opportunity for the Rocher Group. With support from the highest levels of lBV YR General Management, its principles are conveyed to all the teams in an eff ort to educate and involve all of the Group’s 15,000 employees.

The General Management of the Rocher Group has formalized the Group’s policy on responsibility in its internal strategy, named Planet Respect.

Since 2007, the Group’s Sustainable Development Department team has promoted the responsibility policy through a network of business line and brand representatives that it organizes on an ongoing basis. The Sustainable Development Department is also responsible for:

◗ ensuring the Group Sustainable Development policy;

◗ promoting, supporting and coordinating sustainability projects;

◗ dialoguing with the stakeholders;

◗ promoting actions internally and externally;

◗ evaluating and reporting on the entire process.

EVERYDAY, WE COMMIT


In his native village of La Gacilly, in the Brittany

region of France, Yves Rocher used plants to develop his

very first products

1959The Yves Rocher

brand brings a halt to its animal testing

1989The first convention of the young friends

of animals and nature is held in La Gacilly

(1,500 young people)

1972Creation of the Yves Rocher

Foundation - Institut de France for the protection and preservation of the

plant world

1991

The “Eco-Design” Observeur du Design Prize

for Inositol Végétal

2005Jacques Rocher is a

co-founder of the Natural Resources Stewardship

Circle

2008The Jury prize at the

Oxygen Awards for the Rocher Group’s sustai-nable logistics policy

2007Petit Bateau launched a

100% organic cotton line

2009

Participation of the Yves Rocher brand at the Earth

Summit in Rio and the presentation of a petition to save the Amazon rainforest,

signed by 300,000 customers

19921st ISO 14001 certification

for the Yves Rocher factory in Ploërmel

1997The first Daniel Jouvance

eco-refills

1994Organic Agriculture

certification of La Gacilly flower fields run by

Yves Rocher

1998

Entreprises & Environment Prize,

Biodiversity & Entreprises category

2011100% of the new vehicles

used by Stanhome France are covered by an

ecological bonus

2013Establishment of the Yves Rocher brand’s Biodiversity Strategy

2012Signature of the New York

Declaration on Forests at the UN by

the Rocher Group and the Yves Rocher Foundation -

Institut de France

2014

H I S t o r I c A P P r o A c H



G R O U P P O L I C Y

> Petit Bateau brandThe Petit Bateau brand is working at all its manufacturing sites to minimize its environmental impact. The main actions being taken include:

◗ the treatment of dyeing effl uents by preprocessing stations;

◗ the recycling of industrial waste by specialists in the trade;

◗ the fi ght against the release of harmful substances through selection of the dye products;

◗ the reduction of water consumption/kg of knitwear treated by optimizing the dye bath ratios.

The brand’s two production facilities are located in France (Troyes) and in Morocco. The lean management approach initiated in 2013 on its industrial sites was continued in 2014. It aims to further the actions already underway by helping to reduce the output of waste and cut water and energy consumption, among other things.

> Cosmetics and detergentsThe Yves Rocher Brand has made a contract with the world of plants. Respect for the environment is built into the company’s very genes, and it is also its responsibility. A Botanist, Harvester, Manufacturer and Distributor, Yves Rocher is the only global brand of Beauty products that chooses to manage all the fi elds in its business.

That is how the Yves Rocher Brand can reduce its environmental impact throughout all phases in the lifecycle of its products.

It is this approach in particular that enables the Yves Rocher Brand to reduce its environmental impact at every stage of its products’ life cycle.

The four major cosmetics production plants (shared by all the Group’s cosmetic Brands - except Flormar) obtained the following certifi cations: ISO 9001 Quality, ISO 14001 Environment and OHSAS 18001 Safety. Three of them are located in Brittany and one in Cork, Ireland.

The site for the joint production of detergents and cosmetics products in Venezuela (Stanhome), while not yet certifi ed, has received investments to meet «Good Manufacturing Practice» (GMP) requirements that guarantee a product’s quality and process and the Group’s environmental standards. Measures were taken long ago to monitor and reduce energy consumption and waste, with water effl uents managed through the site’s treatment plant.

Cornfl owers harvest la Gacilly, France

Summer 2015 collection- Petit Bateau

EVERYDAY, WE COMMIT

© Em

man

uel B

erth

ier

2014 corporate social responsibility report - GROUPE ROCHER12

What the following indicators cover is explained in the methodological note on page 78.

AXE 1 - PICTOS ASSOCIÉS

ENVIRONNEMENT SOCIAL SOCIÉTAL

Actions citoyennesSanté, sécurité & ergonomie

Salariés engagés

Eau

énergie

CLIMATE CHANGE

Diversité & égalité des chances

POLITIQUE

Approvisionnement respectueux

BIODIVERSITY

TRANSVERSE

Good practices

Objectifs 2020charte plantes

WASTE MANAGEMENT éco-conception

WATER MANAGEMENT

21 % reduction in the water consumption of cosmetics manufacturing between 2010 and 2014 (m³ / ton of manufactured bulk)

19 % reduction in the Group’s gross consumption between 2010 and 2014




Salariés engagés

Eau

énergie

CLIMATE CHANGE


POLITIQUE


BIODIVERSITY

TRANSVERSE

Good practices



15 % reduction in the Group’s energy consumption between 2010 and 2014

3 % reduction in the Group’s greenhouse gas emissions between 2013 and 2014




Salariés engagés

Eau

énergie

CLIMATE CHANGE


POLITIQUE


BIODIVERSITY

TRANSVERSE

Good practices


WASTE MANAGEMENT éco-conceptionAXE 1 - PICTOS ASSOCIÉS



Salariés engagés

Eau

énergie

CLIMATE CHANGE


POLITIQUE


BIODIVERSITY

TRANSVERSE

Good practices



100 % of the Rocher Group’s

French industrial sites are

now “Biodiversity Refuges”.

Seventy hectares of preserved

environment are now areas

where wild fauna and flora are

protected

2,600 visitors

who took part in 160 events around the theme of biodiversity during the summer of 2014

S U M M A R Y O F T H E R O C H E R G R O U P ’ S E N V I R O N M E N T A L P E R F O R M A N C E

A magnificent diversity:

49of butterflies have been identified

64 species of birds and

La Gacilly welcomed

93,9 % of the Group’s waste was reused or recycled in 2014

26 % reduction in the waste from cosmetics manufacturing between 2010 and 2014 (g of waste/ end product)

19 % reduction in the Group’s waste between 2011 and 2014



EVERYDAY, WE COMMIT

P R O V I S I O N S A N D G U A R A N T E E S F O R E N V I R O N M E N T A L L Y - R E L A T E D R I S K S

At this point, the Group companies do not have any provisions or guarantees for risks related to the environment. In the 2014 fi scal year, no Group company paid compensation pursuant to a judicial decision concerning the environment, and there were no legal actions to repair any damage caused to it.

> Training and awareness-raising about sustainable development

For employees

Campaigns to raise awareness are conducted on the Group’s sites, particularly with regard to waste: in the offi ces and canteens, to encourage employees to sort and cut down on waste; and in the cosmetics production facility located in Rieux, in Brittany, which employs 400 people, in order to introduce a training module for all newcomers about sorting waste.

> Resources devoted to environmental risks

The certifi cates mentioned in the Group Policy are helpful in preventing environmental risks. The same standards as those required in the certifi ed European plants are applied in the Venezuelan production site and verifi ed by the operations Department.

Since 2014, the Group training programme in «Key Cosmetics Skills» has included a Raw Materials module, which deals with the environmental and social commitments of the Group’s Brands, responsible sourcing for our raw plant materials, and regional anchoring and development using what is grown at La Gacilly.

In addition, for over 20 years, «Green Days» are held each year on most Rocher Group sites in order to raise employee awareness about a sustainable development issue.

Each site holds events in a fun and friendly spirit, in line with the theme defi ned by the sustainable Development Department of the Yves Rocher Plant Biology Laboratories (Yves Rocher LBV). In 2014, the theme chosen was «sustainable innovation», the aim being to raise employee awareness of the fact that the ultimate environmental and social impact of any product or service is taken into account when it is fi rst designed.

Production area- Villes Geff s site, la Gacilly, France

Green Day 2014, Rieux, Morbihan


◗ At the Grenelle commercial site in Issy-les-Moulineaux, 600 employees enjoyed a variety of events for 2 days: an eco-driving simulator, a test of electric cars, a light-hearted workshop on the life cycle of waste, and the sale of eco-designed water bottles. A visit to the Isséane central sorting and incineration unit was also organised in Issy-les-Moulineaux.

◗ At the Stanhome Italy commercial site, an eco-drinks waste compactor was installed and information was provided about carpooling for 75% of the site’s workforce, while toys were collected for the Peter Pan Association.

◗ At all the Brittany sites, clothing drives were held for Emmaüs and Le Relais from September to end November 2014. Employees donated a total of 1609 kg of clothing. This has helped the efforts of both the Emmaus Community in Vannes and the Le Relais social inclusion agency.

◗ At the Petit Bateau site in Murard, a day was organised during European Mobility Week to present alternative travel possibilities to staff (electric vehicles, carpool platforms, etc.).

◗ In Madrid, about thirty Yves Rocher employees took part in the solidarity «Eco run» for the environment.

A contest was held on the Group’s intranet to collect video testimonials from employees on how they make sustainability innovations in their daily work. This video, in French with English subtitles, was shown internally (internal screens and networks) to promote sustainability initiatives.

In 2014, the Ecodesign working group began a tour of the Group’s sites as part of the «ECO-TUBE TOUR». This tour has presented more than 1,600 employees in 7 different sites the 2014 Ecodesign Innovation (awarded best innovation - silver medal - at the CSR Awards in November 2014): the Yves Rocher brand KARITE Expert Repair tube, equipped with a new capsule with 25% less plastic.

Regular activities were conducted to raise employee awareness at every site involved in the «Refuge for Biodiversity» effort (discovery of nature and of the biodiversity conservation approach), which involved members of France’s Bird life international (“LPO”). In Rieux, for example, there were communications about the site’s biodiversity: the species planted the flora and the fauna. Employees were also involved in planting 230 trees of various species in partnership with a voluntary organisation for the preservation of fruit trees, called the «Fruit Heritage of the Vilaine region». As our new Group building built in Issy-les-Moulineaux has acquired Refuge classification, an event was held there to enable employees to discover the bird protection group: a facilitator presented the Refuge approach and raised employee awareness through the use of games about fauna and flora.

For beauty consultants

The Yves Rocher brand rolled out a new programme for integrating its beauty advisors, called the “Cours de la Cosmétique Végétale®” (Botanic Cosmetics Course). This one-day training uses an e-Learning platform for the France and international teams and contains a training module dedicated to the brand’s Sustainable Development activities and a presentation of the Yves Rocher Foundation.

As part of opening a new Dr Pierre Ricaud shop in September 2014, an ergonomics audit was conducted in order to ensure the well-being of the employees and clients. A guide to good posture and gestures was developed for the advisors so that they can avoid the onset of pain due to prolonged poor posture.

Dr Pierre Ricaud shop

© Em

man

uel B

erth

ier



EVERYDAY, WE COMMIT

> Air emissionssee the chapter adaptation and fi ght against global warming.

> WastewaterWater management is a major concern for both the Rocher Group’s cosmetics business and its textile business. One of the Group’s priorities is to control the quality of both its wastewater and its facilities in order to avoid polluting the water in the natural environment.

Four industrial production sites are equipped with their own wastewater treatment plants (physico chemical and biological treatment), and four sites are equipped with a pre-treatment plant (physicochemical) in order to treat the wastewater in the industrial processes. These sites are connected to a municipal treatment plant and are therefore not responsible for the fi nal Chemical oxygen Demand (CoD) prior to discharge into the natural environment.

There were signifi cant investments in 2012 and 2013 in treatment plants for the sites in Rieux (Brittany) and Cork (Ireland) and for the pretreatment

station in Tenmar (Morocco). All sites control the COD of the wastewater, and there was no violation of COD standards on the discharge of effl uents into the natural environment in 2014.

> Ground pollutionThe Rocher Group’s activities are not likely to release substances into the ground that could harm the environment.




Salariés engagés

Eau

énergie

CLIMATE CHANGE


POLITIQUE


BIODIVERSITY

TRANSVERSE

Good practices



Establishment of an automatic dye kitchen in Troyes for the Petit Bateau production site, which has helped to reduce emissions of dye byproducts.

POLLUTION AND WASTE MANAGEMENT

Cosmetic production site, les Villes Geff s, la Gacilly, France

É M I S S I O N S

© So

phie

Zén

on


W A S T E M A N A G E M E N T

The Rocher Group’s waste management policy aims to raise employee awareness about sorting in order to reduce the amount of waste generated by its activities and to direct a growing share of its waste to recovery facilities.

In 2014, 13,046 tonnes of wastes were generated by the Group, including:

◗ 3,773 tonnes of composting sludge;

◗ 8,433 tonnes of non-hazardous waste (NHW);

◗ 840 tonnes of hazardous industrial waste (HID);

On a like-for-like basis, the Group had thus cut its waste by 19% since 2011.

THE GROUP HAD CUT ITS WASTE BY 19% SINCE 2011

BreAKDOWn BY TYpe Of WASTe rOcHer GrOup – like-for-like perimeter

35 %

65 %

5 %

What the following indicators cover is explained in the methodological note on page 78.

2012 2013 20142011

HID NHW SLUDGE



EVERYDAY, WE COMMIT

> Reductions at sourceAs part of its botanical business, the Yves Rocher brand encourages its partners to recycle their co-products or waste as fuel to run their processing equipment. In Burkina Faso, Shea cake produced from the butter press is reused to heat almonds before they are pressed into butter; it’s provided to women with improved ovens (replacing the wood usually used for preparing meals); and it is also currently the subject of composting trials for use in gardening in neighbouring villages. The reuse of these co-products, which avoids the cutting and use of fi rewood, helps the Yves Rocher brand to reduce its impact on climate change (see adaptation and fi ght against global warming).

The Rocher Group also seeks to limit the waste generated by the consumption of these products by its customers. This will be discussed in the section on eco-design.

> Cooperation strategyA joint monitoring and reporting system was set up for the various industrial sites in Brittany to assess the environmental performance of waste management. This more centralized management system enables the sites to fi nd common solutions for cutting waste and reducing the impact of transporting waste, as well as for waste sorting arrangements.

Biodegradable cushioning for expedition packages, La Croix des Archers, La Gacilly, France


> Waste reduction policyBetween 2010 and 2014, the production of waste per product manufactured decreased by 26% in the main cosmetics production sites.

Several projects are conducted every year to reduce the materials needed by logistics and by processing at the industrial sites. The tertiary sites are targeting the reduction of major consumables, such as paper.

> LandfillAt the Group level, the portion of waste that was used, recycled or reused came to 93.9% in 2014. Only 6% of waste went to landfill, and 59% of sites did not send any waste to landfill.

WASTe perfOrmAnce InDex – cOSmeTIcS prODucTIOn

> Recycling4519 tonnes of waste, i.e. 41% of the Group’s waste, was recycled in 2014.

Main recycled wastes include cartons, pallets and paper. Some other recycled waste is more specific to each site. The industrial sites are constantly on the lookout for new recycling systems that are suitable for their waste.




Salariés engagés

Eau

énergie

CLIMATE CHANGE


POLITIQUE


BIODIVERSITY

TRANSVERSE

Good practices



At the cosmetics production sites in Brittany, new outlets have been identified for thermoformed shells (used for the supply of packaging materials) which makes for better re-use.

At Troyes, the Petit Bateau production site has set up a compactor for its plastic waste which has reduced the number of trucks used to collect the waste by a factor of height.

PORTION OF WASTE THAT WAS USED, RECYCLED OR REUSED ROCHER GROUP

2010 2011 2012 20142013

93,1 % 93,3 % 91,9 % 93,7 % 93,9 %



EVERYDAY, WE COMMIT

SHARE OF VARIOUS WASTE REMOVAL MEANSROCHER GROUP on like-for-like perimeter

> ReuseThe reused waste mainly concerns cardboard trays from the production of cosmetics. For several years now, the cardboard used in the supply of fi nished products from the cosmetics production sites has been sorted on the French distribution site, La Croix des archers, and then sent back to the production sites for reuse. Some Stanhome sites and cosmetics production sites also recycle the packaging waste from their suppliers.

> ValorisationRecovery sludge produced by the waste water treatment plant located on the Group’s industrial sites is composted. This represents about 3,773 tonnes, i.e. 34% of the Group’s total waste. 9% of the Rocher Group’s waste is also used to produce energy.

N O I S E P O L L U T I O N

Work was carried out in 2014 on the site that exceeded noise limits in 2013. Today all sites comply with the noise standards that they are governed by and so do not have to deal with specifi c problems or issues on the part of their employees and / or their neighbours. When necessary due to the noise volume, employees are informed of the protocols to follow and are equipped with the appropriate protective gear and an area for visitors is clearly marked.

2010 2011 2012 20103 2014

60 %

40 %

20%

0 %landfi ll Recycling Use as energyIncineration Reuse Use as sludge

Petit Bateau production site, Troyes, France

© Ch

risto

phe

Urb

ain


THE SUSTAINABLE USE OF RESOURCES

W A T E R

What the following indicators cover is explained in the methodological note. Water is at the heart of the Rocher Group’s businesses: as raw material for cosmetics and cleaning products, water is vital to our activities. In 2014, 465,281 m³ of water was consumed on all sites to power the production process and meet employees’ health needs. On a like-for-like basis, this was 19% less than in 2010. Water management is a key concern at the Group’s sites, and a great effort is made every year to reduce or optimize consumption. Between 2013 and 2014, 60% of the sites reduced their consumption of water.

The major source of the Group’s water consumption is the production of textiles (49%), followed by the production of cosmetics and detergents (43%).

The water needed for the production of cosmetics was cut from 2010 to 2014 by 21% (m³ consumed / ton of bulk product). The main source of consumption is the cleaning of the manufacturing and packaging facilities, which is essential for compliance with hygiene regulations. All the sites concerned are working to optimize and adapt automatic washing facilities.




Salariés engagés

Eau

énergie

CLIMATE CHANGE


POLITIQUE


BIODIVERSITY

TRANSVERSE

Good practices



The Villes Geffs site undertook a project to reduce multiple washes in its NEP (on-site cleaning) process, which has already led to a reduction in water and energy consumption. Just under 10% of the water used in this process was saved in 2014. Significant results are expected for 2015.

On the Stanhome Italy commercial site, in 2015, fire protection will be provided by a water well and not drinking water, which will enable the subsidiary to save approximately 500,000 liters of drinking water per year.

Textile production

Cosmetics and detergents production

Other

Distribution

BREAKDOWN OF THE ROCHER GROUP’S WATER USE IN 2014

43 %

49 %

5 % 3 %



EVERYDAY, WE COMMIT

(1) Renewable water resources of less than 500 m³ per person per year (Source: Global Water Tool 2009 - 3)

(2) Renewable water resources of between 500 m³ and 1,000 m³ per person per year (Source: Global Water Tool 2009 - 3)

> Water management is a key concern at the Group’s sites

The production of textiles consumes water mainly for the dye baths and the heat setting procedures. To reduce water consumption, Petit Bateau is making innovations in its technology in the dyeing service and is investing in dyeing machines with a lower liquor ratio. Recent years have seen work done on the water systems and to cut waste (repairing leaks, promoting employee awareness).

> Sources of consumptionMost sites are supplied by their local municipal system. The Petit Bateau sites Tenmar in Morocco and Troyes in France use water pumped directly from the groundwater with the agreement of the local authorities. No source of water supply has been signifi cantly impacted by a site’s water use.

The Walkway, La Gacilly, France

Nor are any of the Group’s production plants located in an area of absolute stress on the water supply (1). While the Tenmar factory in Morocco is located in a water stress area (2), all the other sites are located in areas where there is a suffi cient or even abundant supply of water.

BETWEEN 2013 AND 2014, 60%

OF THE SITES REDUCED THEIR CONSUMPTION

OF WATER


R A W M A T E R I A L S

> Cosmetics and detergentsThe raw materials policy at Yves Rocher

All Yves Rocher brand products are designed from plants:

◗ all the products contain plants that are specially studied and selected for their cosmetic properties;

◗ many botanical active ingredients present in Yves Rocher products are exclusive creations that arise from research and have a patent;

◗ Yves Rocher neither uses nor promotes tests on animals, whether for finished products or the ingredients that they contain.

Due to the specific features related to the management of plant materials and their geographical origins (high seasonality, potential diseases, geopolitical events, supply management and quality control, dependence on upstream producers, control of environmental and social issues, etc.), we have implemented a Plants Charter and a system to monitor the world of plants.

Y V E S R O C H E R P L A N T S C H A R T E R

THE YVES ROCHER BRAND DEFINES OUT RULES ON PLANTS

IN ITS PLANTS CHARTER THAT MUST BE ABIDED BY ALL ITS

In-housE TEaMs anD all ITs PARTNERS.

The rules include the following actions:

◗ Protecting endangered species;

◗ Promoting the use of cultivated plants or regenerative plant parts;

◗ Refusing to incorporate genetically modified plant ingredients;

◗ Developing activities certified by the French Organic label “Agriculture Biologique”.

Shea nuts- Burkina Faso, Africa

© Do

min

ique

Rol

land



EVERYDAY, WE COMMIT

> Botanical sectors at Yves Rocher Yves Rocher wants to ensure that there is thorough knowledge and traceability concerning the plants used in its products, their harvesting and their use as cosmetic ingredients. The brand selects its plants from La Gacilly but also from around the world. The brand employs an ambitious procedure targeting continuous improvements based on the sustainability of its plant sectors for all its supplies.

The Yves Rocher brand thus organizes its management approach to the botanical supply chains around 3 core values: Supply, Protect and Share.

Audits and assessments are conducted, mostly by Yves Rocher teams in the fi eld, but they can also be performed on the basis of an initial self-assessment by the supplier partners. These audits are used to set up coordinated actions between Yves Rocher and its supplier partner in order to improve and strengthen the supply chain wherever necessary.

In the fi rst four years following the implementation of the position of Coordination of Botanical supply, 30 plants were audited in 16 diff erent countries. Steps were taken at every stage in these rights up to our Yves Rocher factories in order to render the use of plant raw materials more effi cient. These improvements included specifi cations for harvesting or cultivation, quality controls at all the relevant stages, optimizing storage areas and the FIFO system, adapting container sizes, making use of byproducts, etc.

The Yves Rocher brand uses about 250 plant materials , each linked to a supply chain.

The Yves Rocher brand thus has an overview of its entire portfolio of botanical raw materials, and its commitments and management procedures are adapted to the needs of each category of material.

A botanical supply chain refers to the continuous chain involved in using a plant raw material from a given geographical area. A supply chain depends on a closely linked network of established partners. It aims to ensure the traceability and quality of the raw material at every stage of processing right to the end product.

Argan tree fruit, Morocco

Cornfl owers fi eld, la Gacilly, France

Organic Chamomile harvest - La Gacilly, France

© Em

man

uel B

erth

ier

© Do

min

ique

Rol

land

EXAMPLES OF ACHIEVEMENTS

> Organic fair trade Argan oilSince September 2013, Yves Rocher has sourced its organic-certified fair trade Argan oil in Morocco.

> Organic Andiroba oil, emblem of our commitment to traceability and sustainability

For its Andiroba oil, which is a Beautifying Dry Oil from the Yves Rocher brand, the Group has used a Brazilian supplier that has strong values and shares the Group’s approach.

The harvest of the Andiroba seeds is performed by men and women from northeastern Brazil, who are organized in cooperatives and voluntary groups.

after a comprehensive field study, the choice of the supply was made based on common values with the Group: the preservation of trees, fair pay, and respect for the traditional skills of women. The women are involved in manually gathering, crushing and sorting fruits from which the oil is extracted, which is mainly used in the «Tradition de Hammam» range of Yves Rocher brand. This painstaking process is crucial to ensure the exceptional quality of the Argan oil.

It is performed very early in the morning on the banks of the Amazon, after the river has deposited the seeds. Importance is given to the sustainability of the sector, the involvement of the communities and the transfer of expertise and added value to them.


Argan oil traditional production, Morocco, Africa

The activity is spread over a number of surrounding villages and gives hundreds of women (and many families) access to ongoing work that is fairly paid.

Andiroba nuts, Brazil, South America



EVERYDAY, WE COMMIT

> profi t Sharing Actions As for the “Sharing» aspect of the process, since 2007, LBV Yves Rocher has undertook action and committed fi nancing for facilities with local partners. In order to structure this process, for 5 years, a specifi c budget dedicated to what are called «sharing» actions has been set up to share the benefi ts of the facilities’ use with the supplier countries and populations. Three types of projects are being given support: the preservation of biodiversity; the improvement of living conditions; and, the main one, economic development of the supply chain. These projects are a priority because they are win-win: their aim is to achieve more value added locally, higher volumes, an improvement in quality and thanks to all this the empowerment of the local partner.

For example, in the Shea and sesame sectors LBV Yves Rocher is supporting the industrial develop-ment of a Malagasy partner, as well as its Malian and Burkinabe partners.

This long process is built through interaction with representatives of the local population as well as with UN authorities (Convention on Biological Diversity) and in late 2014 led to signing a Prior Inform Content (PIC) contract between the Yves Rocher brand and the Government of Madagascar. This contract, a pioneer in this area, as it is the fi rst PIC contract for Madagascar under the Nagoya Protocol signed in 2010 by the members of the un, refl ects Yves Rocher’s pioneering strategy in the fi elds of biodiversity and its capacity to co-construct new forms of interaction with the public authorities and government administration.

> Palm oil As LBV Yves Rocher is well aware of the potential environmental and social issues related to the production of palm oil, it has been making a thorough review of this sector for many years. Since 2010, LBV Yves Rocher has been a member of the Roundtable on Sustainable Palm Oil (RSPO), an international roundtable for sustainable palm oil, and exclusively supplies itself with SG RsPo certifi ed palm oil (segregated), based on a continuing progress approach.

To take its commitments even further, since 2011 LBV Yves Rocher has partnered with Paneco NGO in Indonesia for the planting of oil palms using organic farming on land degraded by deforestation, with small independent producers.

Finally, since 2012, the Yves Rocher brand has been working on a strategy for palm derivatives. Three workshops were organised as part of the Natural Resources Stewardship Circle (NRSC) with all of the suppliers so as to work with them to progress towards solutions derived from sustainable sources.




Salariés engagés

Eau

énergie

CLIMATE CHANGE


POLITIQUE


BIODIVERSITY

TRANSVERSE

Good practices



The Group’s objective in 2020 is to have 100% of oil and palm derivatives coming from sustainable sources, with no deforestation.

IN 2014 YVES ROCHER BRAND AND THE GOVERNMENT OF MADAGASCAR SIGN

A PRIOR INFORM CONTENT (PIC) IN APPLICATION OF THE NAGOYA PROTOCOL


> TextilesPetit Bateau’s raw materials purchasing policy is based on 3 points:

◗ quality of the threads and fibres used;

◗ economic criteria: price and capacity;

◗ longevity of the supplier, sustainability, equipment, procedure.

The geographical origin and the process of harvesting the fibres used are familiar to Petit Bateau’s buyers and technicians, because they have a strong impact on the yarn’s final quality and the knitting of the finished products. The high quality of the yarn provides a solid guarantee that the finished products are long-lasting, a quality that is dear to Petit Bateau.

The mills are known and visited by Petit Bateau teams, as are some of the cotton fields. Petit Bateau’s need for top quality and its high rate of light colours requires the use of cotton from industrialized crops, which can be taken from GMO farms. Sustainable or even organic cotton crops can be exploited only at the margins, as there is no guarantee of the regularity of the technical properties of these fibres.

PETIT BATEAU’S RAW MATERIALS PURCHASING POLICY IS BASED ON

THE QUALITY OF THE FINISHED PRODUCT

Knitting spool, Petit Bateau, Troyes, France

© Ch

risto

phe

Urb

ain



EVERYDAY, WE COMMIT

> PaperThe Group’s activities (including distance selling) make it a major consumer of paper (about 18,543 tonnes in 2014). Since 2007, work was carried out by central purchasing with paper suppliers (mainly European) to ensure the renewability of the resource; hence more than 95% of the pulp is now FsC or PEFC certifi ed (3).

As for printing paper, the Papyrus project, launched in 2012, has helped to modernize the fl eet of printers, copiers, scanners and fax machines. In 2014, the project led to a 19% reduction in the number of pages printed since the start of the project. The ratio of colour / black and white has also decreased, from 30% to 28.5%. Thanks to this project, about 94 tonnes of offi ce paper has been saved.

(3) The Forest stewardship Council (FsC) and the Programme for the Endorsement of Forest Certifi cation (PEFC) are environmental labels, which ensure that the production of wood or a wood-based product has complied with procedures ensuring sustainable forest management.




Salariés engagés

Eau

énergie

CLIMATE CHANGE


POLITIQUE


BIODIVERSITY

TRANSVERSE

Good practices



The Group’s objective for 2020 is to have 100% cardboard and paper (all uses: mailings, books, offi ce, packaging) from sustainably managed forests.

© Em

man

uel B

erth

ier


E C O - D E S I G N P A C K A G I N G

> Yves RocherFor the Yves Rocher brand, eco-design packaging is a way of thinking diff erently, based on Innovation, Creativity and Desirability. The emphasis is on the use and pleasure values.

The two cornerstones of this approach are:

REDUCE the consumption of renewable resources by reducing the weight of packaging and incorporating recycled raw materials.

RECYCLE by designing recyclable packaging within the existing sectors and encouraging customers to sort their packaging.

To support the teams involved in product development, for the last 4 years the Yves Rocher brand has developed “eco-design packaging guidelines”. This tool is updated annually and is shared by the teams from marketing, purchasing, development and R & D. It sets out rules and guidelines for eco-design packaging for all products in the Green Book of Beauty.

160 people were directly trained in eco-design between 2012 and 2014, and any newcomer to the above-mentioned teams routinely receives this training. Today all cosmetics products in the Green Book of Beauty go through an eco-design approach.




Salariés engagés

Eau

énergie

CLIMATE CHANGE


POLITIQUE


BIODIVERSITY

TRANSVERSE

Good practices



In 2014, the new Ecotube was launched within the Expert Repair range for a certifi ed organic fair trade Shea butter this tube uses 25% less plastic. This savings was made through the use of an innovative service capsule.

Extending the Ecotube to other products will lead to saving 10 tonnes of plastic in 2015.



EVERYDAY, WE COMMIT

> TextilesPetit Bateau has launched an eco-design approach. For the moment this involves a limited part of the packaging, but it is being applied as quickly as possible:

◗ the media used for the «hangtags” (4) and cardboard packaging of boxed products is recyclable. These are produced from cardboard made from wood from sustainably managed forests;

◗ the protective window is not stack to the box and is made of cellulose acetate, which is made from wood. The white colour of the boxes is obtained without the addition of chlorine;

◗ the printing inks are plant-based and are authorized for food contact, and the adhesives do not use solvents;

◗ there is limited use of plastic (mainly hangers and sachets) and a refusal to use PVC (for example, the gift cards are not PVC plastic but composite paperboard).

Since 2014, the new eco-packaging charter has been affi xed to all CD boxes, gift boxes and paper bags. This charter encourages the consumer to sort more clearly (disposable plastic hook, recyclable cardboard box, etc.).

(4) Removable label specifying the composition of an item.

Clothing manufacture, Petit Bateau, Troyes, France

51 Yves Rocher products already contain plastic from recycled bottles (PET), i.e. a target of 97 tonnes of virgin plastic to be saved in 2015. The Yves Rocher brand has set itself a target of including recycled PET in 50% of its PET packaging by 2015.

88 % of the cardboard used in Yves Rocher packaging is certifi ed as coming from sustainably managed forests. The goal has been set at 100% for 2020.

100 % of Yves Rocher face care jars will be in glass, and thus recyclable, by the end of 2016.

KEY FIGURES FOR 2014

© Ch

risto

phe

Urb

ain


L A N D U S E

> Impact of Yves Rocher activities on land use

The impact on the soil is a concern that is at the heart of the Yves Rocher brand’s Biodiversity strategy. The first significant action was the conversion to organic farming of 55 ha of fields in la Gacilly in 1997, which was awarded certification in 1998. The “Plant Charter» and the botanical supply chain approaches around the world have also encouraged partners to grow their plants organically. Moreover, support from the Yves Rocher Foundation- Institut de France for planting 8 million trees in 2014 has put an area of approximately 8,000 ha to use.

organic Cornflowers harvest- la Gacilly, France

organic agriculture fields, la Gacilly, France

> contribution to adaptation and the fight against global warmingWhat the following indicators cover is explained in the methodological note on page 45.

The Group has not identified any major immediate risks from its business related to climate change. Protecting Biodiversity is nevertheless a clear challenge for the Group, which is committed to this cause (cf. Protection of Biodiversity).

Well aware of the challenges associated with climate change and its responsibility as an industrial, the Rocher Group is working to reduce its greenhouse gas emissions (GhGs). The main fields of activity include improving energy efficiency and the search for alternatives to fossil fuels on its sites.

The fight against climate change also involves the selection of raw materials, the reduction of their use, and the recycling of packaging (see Ecodesign packaging).

© Do

min

ique

Rol

land

© M

iche

l Cam

born

ac



EVERYDAY, WE COMMIT

A D A P T A T I O N A N D F I G H T A G A I N S T G L O B A L W A R M I N G

> Reducing dependence on fossil fuelsImproving energy effi ciency

The Rocher Group is reducing its energy consumption in order to minimize its impact on climate change. In 2014, the Rocher Group consumed 90,474 MWh on its sites (excluding stores), or 83,837 MWh on the like for like perimeter.

Electricity Natural gas Other gas

FirewoodFuel oil

enerGY cOnSumeD (mWH) BY THe rOcHer GrOup’S InDuSTrIAL AnD SerVIce SITeS (excluding retail stores) on like-for-like perimeter

2014

2013

2012

2011

83 837

91 174

91 156

50 000 70 000 90 00060 000 80 000 100 000

90 595

MWh

ENERGY CONSUMPTION by type of energy used Rocher Group

ENERGY CONSUMPTION PER BRAND (mWH/Yr) 2014

Flor

mar

Petit

Bat

eau

Stan

hom

e

Yves

Roc

her

Gene

ral t

otal

2,695

29,860

2,996

54,924

90,474

19%

28%

42%

7%4%


The cosmetics production (which represents 40% of the Group’s total energy consumption) improved its energy effi ciency by optimizing the energy consumed by industrial workshops and by investing in more fuel-effi cient equipment. Between 2009 and 2014, the improvement was 14% (Wh / fi nished product).

At the industrial sites, investments are made each year to purchase more energy-effi cient equipment or to adapt the industrial processes in order to optimize their consumption. The industrial processes are also regularly audited by external providers so as to identify possibilities for reductions and to develop good practices.

The sites gradually are eradicating greenhouse gas refrigerants such as CFCs and HCFCs (5), replacing the cooling units with newer models.

Work projects are also being carried out on the repair of lighting, the automation of heating systems (operation only if employees are present, off on weekends, installation of thermostats, etc.) and the renewal of air, always with the aim of reducing energy consumption.

(5) CFC: Chlorofl uorocarbons, hCFC: hydro chlorofl uorocarbons




Salariés engagés

Eau

énergie

CLIMATE CHANGE


POLITIQUE


BIODIVERSITY

TRANSVERSE

Good practices



Thermal insulation to prevent heat loss.

In 2014, the Rieux site replaced a 20 m³ uninsulated hot water tank by a 6 m³ thermo insulated tank. The thermal insulation was then extended to the valves and the entire steam network.

ENERGY EFFICIENCY OF COSMETICS PRODUCTION – like-for-like perimeter

2014

2013

2012

2011

2010

2009

100

107

111

115

116

90 100 11095 105 120

104

Wh/end product

115

Rieux production site, Morbihan, France

© So

phie

Zén

on



EVERYDAY, WE COMMIT

> Renewable energyThe industrial sites are also involved in the fi ght against global warming by reducing their consumption of fossil fuels in favour of renewable energies. Thus 20% of the electricity consumed in the Group is electricity from renewable sources (6% more than in 2013), with suppliers on some sites selected on the basis of this criteria. The use of fuel oil is marginal and being reduced, often by being replaced by natural gas.

The two main cosmetic distribution sites in Brittany are now equipped with wood boilers (installed in 2011 and 2014, respectively), which now provide heating for 950 employees from renewable energy. The emission of about 1,600 tonnes of CO2e will now be avoided annually following the replacement of the gas boilers.

Thus 13% of the energy used by the Rocher Group is from renewable sources.

Wood fuelled-boiler, La Croix des Archers, La Gacilly, France

20% OF THE ELECTRICITY CONSUMED IN THE GROUP IS ELECTRICITY FROM RENEWABLE SOURCES (6% MORE THAN IN 2013)

© Do

min

ique

Rol

land


GHG emissions in tCO2e on the ISO perimeter - Rocher Group 2013 2014 Trends 2013 / 2014

SCOPE 1

Direct emissions of the sites 11,393 10,073 -12%

Direct emissions of the automobile stock 1,702 1,934 14%

DIRECT EMISSIONS 13,095 12,006 -8%

SCOPE 2

Indirect emissions of the sites 5,458 4,050 -26%

Indirect emissions of the Yves Rocher stores 955 920 -4%

INDIRECT EMISSIONS 6,413 4,970 -23%

TOTAL EMISSIONS ON ISO SCOPE 19,508 16,976 -13%

Total GHG emissions in tCO2e - Rocher Group 2014

SCOPE 1

Direct emissions of the sites 10,566

Direct emissions of the automobile stock 1,934

DIRECT EMISSIONS 12,499

SCOPE 2

Indirect emissions of the sites 5,494

Indirect emissions of the Yves Rocher stores 920

Indirect emissions of the Petit Bateau stores 280

INDIRECT EMISSIONS 6,695

TOTAL GROUP EMISSIONS 19,194

M E A S U R I N G G R E E N H O U S E G A S E M I S S I O N S

The greenhouse gas emissions of the Rocher Group came to 19,194 tCO2 equivalent in 2014. They are mainly due to fossil fuel consumption for heating the buildings and the water to clean the industrial sites, as well as to electricity consumption:

The Yves Rocher stores are being gradually transformed into Botanical Beauty Ateliers (Ateliers de la Cosmétique Végétale®), a unique concept created in 2009, one of whose objectives is to reduce the impact of the stores on climate change. In France, the air conditioning, lighting and appliances in these stores have been optimized to reduce the annual energy costs by 25%. In 2014, the stores in France consumed 15,337 MWh and emitted 920 tCO2e.

In order to preserve biodiversity, the materials used in the Botanical Beauty Ateliers have been carefully chosen both for their ecological qualities (wood furniture from sustainably managed forests) and for their ease of recycling at end of life (easily disassembled furniture and laminate

fl oors). In addition, these stores have signifi cantly reduced their waste by using new advertising media from renewable resources (cardboard).

Atelier de la Cosmétique Végétale® - Gran Via - Spain

O P T I M I Z I N G T H E Y V E S R O C H E R S T O R E S



EVERYDAY, WE COMMIT

Seventy-three tonnes of plastic are thus saved each year in France. Approximately 96% of the stores will have been transformed into Botanical Beauty Ateliers in France by end 2015, with the goal being 100% at end 2016.

A «laboratory» store was created in September 2014 in Boulogne-Billancourt with the idea of providing consumers with a new experience. It will in particular feature more sustainable lighting using LEDs, which have a lifespan of almost 12 years.

For many years, the Rocher Group’s environmental policy has been at the heart of all its developments, and the Group’s Shipping Department has been particularly concerned because of the decisive role it plays.

The Group’s policy has always been oriented towards improving shipping methods in terms of sustainable development, such as by reducing the environmental impact of its shipments.

Key points in the environmental policy of the transport sector include:

◗ the application of security protocols by our providers is monitored very carefully;

◗ in making these choices, systematic consideration is given to training drivers in «Eco Driving”, which is not only the best guarantee of the security of the staff and the goods being carried, but is also the most important vector for saving fuel and reducing CO2 emissions;

Atelier de la Cosmétique Végétale® - Rue de Rennes - Paris IV

Electrical vehicle- La Croix des Archers, La Gacilly, France

Deliveries to all Yves Rocher shops in Paris made with Greenway electrical vehicles

E N V I R O N M E N T A L S H I P P I N G P O L I C Y

◗ the widespread use of what are known as “double-decker» trucks equipped for optimal fi lling so as to reduce hauls across Europe by more than 40%;

◗ it is standard practice in calls for tender to prioritize shippers using the latest generation of more environmentally-friendly vehicle (EURO V /EURO VI);

◗ to complement these arrangements, the Group has asked its courier services to progressively equip themselves with «green» vehicles for urban deliveries (electric and hybrid vehicles in the Paris region in particular);

◗ the Group is also counting on the development of multimodal schemes, including rail / road in Sweden and sea / road in Russia (ranked 4th in the Group in terms of turnover in 2014);

◗ ongoing refl ection on how to optimize deliveries in city centers.


The Rocher Group has clearly identified the need to protect Biodiversity in its strategy

Site management

All the industrial sites in France have adopted a biodiversity management process in partnership with the Ligue pour la protection des oiseaux (LPO), equivalent of Bird Life International in France.

Following a naturalist diagnosis of the site (inventory of wildlife, flora, and environmental elements), the LPO proposes an ecological management plan that is adapted to the location, with the aim of providing living environments that support biodiversity.

In Brittany, 100% of the Rocher Group’s industrial sites specializing in cosmetics and detergents are now “Biodiversity Refuges”. Seventy hectares are now environmentally friendly areas.

In Ploërmel, for example, after 5 years of biodiversity-friendly management, the naturalist diagnosis identified eight new species of birds on site, making a total of 50 species, including 33 that nest on site.

The “Biodiversity Refuges» sites also host vulnerable species, both animal (Meadow Pipit, spotted Grey Flycatcher, Bullfinch Peony, Melodious Linnet) and plant (Water Violets and Royal Ferns).

Given these positive results, the LPO and the Rocher Group have extended their agreements for 5 years.

In 2014, Petit Bateau also set up a naturalist diagnosis with the LPO for its Murard site in Troyes. This diagnosis will be conducted in spring 2015. The future Buchères warehouse will also adopt a “Biodiversity Refuge» approach.

Ambassadors of Biodiversity

As a true Ambassador for Biodiversity, the Group welcomed more than 2,600 participants during awareness-raising activities conducted in La Gacilly, in its Botanical Garden. More than 160 events were held in the summer of 2014 for school groups, employees and the general public.

Since 2010, the Yves Rocher brand has formalized its Biodiversity Strategy. This strong voluntary commitment aims to position the brand as a major player in cosmetics that promotes biodiversity.

The strategy revolves around three main points:

◗ To be the brand that pioneers a new relationship to the living world, by changing practices as society evolves;

◗ To be a responsible manager of natural resources, an industrialist that respects the living environment;

◗ To be an ambassador for biodiversity, in particular among the 30 million customers of the Yves Rocher brand worldwide.

LOGO PLANET RESPECT


Sienna


Orange

PROTECTION OF BIODIVERSITY B I O D I V E R S I T Y S T R AT E G Y AT T H E G R O U P G E V E L

Botanical Garden visit in La Gacilly, France

© Do

min

ique

Rol

land



EVERYDAY, WE COMMIT

B I O D I V E R S I T Y A N D S U P P L I E S

LBV Yves Rocher sets out rules in its Plant Charter that must be observed by all its in-house teams and all its partners that supply raw plant materials (cf. Raw materials).

Furthermore, the «Protect» component in the Yves Rocher management approach to botanical supply chain emphasizes the commitment of Yves Rocher to respect the environment, biodiversity and the people involved in its supply chains (cf. Raw materials).

IN SEPTEMBER 2014, THE YVES ROCHER BRAND SIGNED

THE NEW YORK DECLARATION ON FORESTS

In September 2014, the Yves Rocher brand was invited by Ban Ki-Moon, Secretary-General of the UN, to a climate summit at UN headquarters. At this meeting, the Yves Rocher brand signed the New York Declaration on Forests.

In October 2014, the Yves Rocher brand was able to testify and host a panel discussion at the UN Conference of the Parties (COP12) on Biological Diversity in Pyeongchang, Korea. The main themes of the seven interventions were the entry into force of the Nagoya Protocol and the relationship between business and biodiversity. On this occasion the brand presented the work of the Orée association on «biodiversity management by the players; from awareness to action», as well as on the actions on good practices taken by the NRSC association, which was co-founded by Jacques Rocher, Sustainable Development and Perspective Director.

A G R E E M E N T S O N B I O L O G I C A L D I V E R S I T Y, F I G H T A G A I N S T D E S E R T I F I C AT I O N , A N D C L I M AT E C H A N G E

Claude Fromageot, Sustainable Development Director Rocher Group, O.N.U conference - Pyeongchang, Corée

S o c I A L r E S P o n S A B I L I t YP L A n E t r E S P E c t / / G r o u P E r o c H E r

20

14

© Em

man

uel B

erth

ier

SOCIAL RESPONSABIL ITY

2014 corporate social responsibility report - GROUPE ROCHER 39EVERYDAY, WE COMMIT

ROCHER GROUP’S HUMAN RESOURCES POLICY

The Rocher Group, a major player in the fi eld of beauty and textiles in many countries, has established a human resources policy that links human development and economic performance. The strong values of its various brands and their attractiveness on the markets are refl ected in the values that underlie the employees’ overall working environment.

The Rocher Group has always believed that economic performance, which is essential for the development and long-term survival of its brands, must serve human aspirations, and in particular good job quality and industrial relations.

The Group’s Human Resources policy is thus based on various concrete elements to promote and develop talent:

◗ our Group’s strong appeal among young graduates, which is refl ected in various independent opinion surveys, particularly in France, and an active presence in educational institutions including in the main European countries. In 2013, the Rocher Group won the «Region Jobs» label as the second-most attractive employer for Brittany;

◗ recruiting young professionals with increasingly international profi les in order to deal with the major challenges facing the Group’s development on world markets;

◗ a talent development policy based on: 1. geographic and vocational mobility;2. a training policy;3. putting personnel into responsible business situations where they can learn right from the start of their careers;4. regular feedback through an effi cient evaluation system (EPG system: Evaluation of overall performance for managers) that recognizes and rewards professional and human relations

practices in addition to pure performance;5. the development of modern digital HR tools (such as TALENT YOU) worldwide for all the managers with a view to promoting and further developing the Group’s main assets.

In addition to this individual development policy there is a well-developed company approach to human resources:

◗ a compensation policy defi ned at the global level for managers;

◗ an eff ort to develop a working situation and conditions that promote career development, ergonomics and job security;

◗ an active dialogue with the employee representatives from the country / brands where the Group operates;

◗ a special proactive focus on diversity, particularly concerning gender (the Group’s workforce is over 80% female) and disability;

◗ a search for fairness and balance between the occupational categories so as to keep diff erences in pay and social benefi ts under control based on market realities.


THE ROCHER GROUP’S WORKFORCE

BreAKDOWn men/WOmen

BREAKDOWN BY TYPE OF CONTRACT

NORTH AMERICA

ASIA

MAGHREB

CENTRAL AMERICA AND LATINE

EUROPE EXCL. FRANCE

FRANCE

517

572

645

1,.083

5,040

6,402

BREAKDOWN BY GEOGRAPHIC ZONE

STANHOME

83%17%

COSMETICS

81%19%

PETIT BATEAU

83%17%

GROUP

82%18 %

STANHOME

97%3%

COSMETICS

86%14%

PETIT BATEAU

87%13%

GROUP

88%12%

EMPLOYEES IN THE WORLD

In 2014, the Rocher Group had 14,259 employees around the world,

80% of them in Europe.

E M P L O Y M E N T

Total workforce and breakdown of employees by geographic area, gender and age

THE ROCHER GROUP ROCHER EMPLOYS MAINLY WOMAN

82 % OF EMPLOYEES

ARE MEN

18 % OF EMPLOYEES

ARE WOMEN

14,259

23%30%

47%

BREAKDOWN BY AGE GROUP

Between 30 and 50

Over age 50

Under age 30

Women Men

Permanent Fixed-tern



Change of positions

Physicalmove

Totalmobility

Total mobility in %of workforce 2014

Cosmétiques 352 445 797 9%Petit Bateau 240 215 455 16%Stanhome 15 17 32 1%GROUPE 607 677 1,284 9%

> In-house mobilityThe Group also has an internal mobility policy designed to support the personal development of employees whenever the activity permits.

> Hiring and departures The Rocher Group does not generally run into diffi culties with recruitment, for any category of staff , and regardless of the country.

An active policy of partnership with educational institutions has been set up in France to promote brand awareness and enhance their attractiveness.

A human resources structure (HR) is established in a country once our operations have reached a certain minimum size. Where this is not the case, the country in question is then supervised by a cross-departmental HR so that there is still HR support.

In 2014, there were 5,064 departures (6).

The Group hired 4,617 employees in 2014, including 1,895 on permanent contracts and 2,722 on fi xed-term contracts (CDD), due mainly to the steady growth of the store network in numerous countries.

The Group also had 341 redundancies and 582 dismissals for individual reasons.

The Rocher Group, like any business, must ensure a level of performance that ensures its long-term future. In most countries, natural turnover (number of resignations) exceeds redundancies and dismissals (1,875 resignations in the Group in 2014).

In some countries facing serious economic diffi culties, it may be indispensable to carry out restructurings in order to adapt the situation to the local context. These actions will be as limited as possible and conducted in such a way as to support the personnel while ensuring the protection of the Group’s other activities, which must have all the resources necessary to grow and invest.

These actions, which, in various forms, have been carried out in Mexico, Ireland and Canada, were the subject of close local social dialogue and in Ireland in particular led to the conclusion of an agreement with the staff representatives.

The Petit Bateau Company conducted the sale of its Tunisian subsidiary Tunitex in this same spirit. As part of this sale there was a guarantee of maintaining a declining volume of production for a period of eight years, which created the conditions for maintaining local employment on the date of the sale so as to help the long-term future of this company.

(6) Departures include dismissals for economic and personal reasons, resignations, retirements, deaths and departures for other reasons (including the end of fi xed-term CDD contracts)


Rose petals drying preparation- La Gacilly, France

> Remuneration policyThe Rocher Group considers its pay policy to be a major component of its Human Resources policy. Thus, for managers, the system of remuneration and pay rises is defined and monitored at the global level as part of a comprehensive policy.

This system aims to reward responsibility and individual performance, in direct connection with the annual staff appraisal process (called the Global Assessment of Performance).

The level of responsibility of each member of management is also reviewed periodically so as to be in line with market data on remuneration, which are transmitted by specialized firms that are internationally recognized and independent of the company.

As for the vast majority of employees, the lowest wages paid in most countries are higher than the legal minimum wage.

> profit-sharing, stock options and incentives

The Rocher Group aims to associate employees with the results of their company, while taking into account the fact that the Group is not listed on the financial markets and is controlled by a family shareholding.

In addition to the system of profit-sharing, and leaving aside the Stanhome France sales representatives whose remuneration is based on turnover, 95% of the Group employees in France have an incentive system. This incentive system is designed on an equal footing so that the least-skilled employees receive the same level of incentives as senior management. The total amount of incentives paid in France in 2014 came to 5.0 million euros.

This system uses an egalitarian approach to associate all employees with the collective performance of their company and therefore represents for the least-skilled employees an additional amount of income that is particularly significant (over 10% of income for the least-qualified Yves Rocher employees).

similarly for legal profit-sharing, the agreement signed by the parent company LBV Yves Rocher, which has a floor and a ceiling, leads to profit-sharing that favours the least-qualified employees.

Finally, a Company Savings Plan has been established, which is a specific fund enabling employees to invest their assets in shares of the parent company LBV Yves Rocher. In order to enable the Group’s French companies to take avail of this possibility if they want, a Group Savings Plan was created in 2009.

> Employee costsstaff costs represent a very significant element in the Group’s expenses, i.e. 485,160,000 euros in 2014. The share of employee remuneration in relation to the Group’s added value has increased in recent years, and today represents on the order of 69%.

95% OF THE GROUP EMPLOYEES IN FRANCE HAVE AN INCENTIVE SYSTEM

© Do

min

ique

Rol

land



> The organisation of the work week

The Rocher Group naturally strives to fulfi l its legal and contractual obligations in every country where it operates. Working hours thus depend on the local context and the activity.

There are part-time employees in all the professional categories. 94% of part-time staff are women.

Recall that in France; in 1996 the parent company LBV Yves Rocher implemented a reduced work week agreement, which very early on meant a work week that was shorter than the legal requirement, even before a reduction in working time was made compulsory in France.

This agreement has remained in force ever since, with a few adjustments, and is always negotiated with the social partners. 4%

96%

20%

80%

BREAKDOWN BY WORK TIMERocher Group 2014

O R G A N I S A T I O N O F W O R K

Reducing the rate of absenteeism may be an important issue in some countries. Many steps are being taken to reduce this rate, and the rates in the main are low. Absenteeism in France other than for a lengthy illness is well below 3% in the cosmetics sector.

Overall rate of absenteeismRocher Group - 2014(see defi nition in the methodological note P80)

Cosmetics 7.64%

Petit Bateau 0.78%

Stanhome 2.74%

GROUP TOTAL 2.19%

Absenteeism rate by reasonRocher Group - 2014(see defi nition in the methodological note P80)

Work accidents 0.07%

Travel accidents 0.02%

Illness with time off 2.10%

GROUP TOTAL 2.19%

> Absenteeism

Part time Full Time


L A B O U R - M A N A G E M E N T R E L A T I O N S

The organisation of the social dialogue, including employee information and consultation procedures and negotiations

The Rocher Group has always been attentive to ensuring a good quality social dialogue in its various companies around the world. The Group strives to respect the trade union rights laid down by local legislation.

Employee representative bodies have been set up, particularly in the European subsidiaries. In France, the legal entities generally have trade union organisations as well as works councils, committees on hygiene, safety and working conditions and staff representatives.

If it is not possible to set this up because there is no legal framework or the subsidiary is not large enough, management will opt for a direct dialogue with employees.

At European level, an Yves Rocher Europe Committee (CYRE) was established by a trade union agreement in 2001. This committee meets once a year on a plenary basis, in addition to frequent smaller meetings of its Bureau.

The Yves Rocher Group Committee is kept informed of the general progress of the Group’s activities in Europe, and more specifically, with regard to transnational projects.

An agreement signed on 21 June 2011 with the social partners representing the Group’s main companies in Europe (CYRE) reformed its information and consultation powers upstream of transnational decisions that could significantly affect jobs in several countries.

Thus, depending on the situation, large-scale projects could lead to consultation of a plenary session of the Yves Rocher Europe Committee (CYRE), or, for smaller projects, meetings could be expanded to include CYRE members representing the countries directly impacted.

> Summary of collective agreements

The Rocher Group carries on a social dialogue that makes it possible to reach many collective agreements in its various entities every year. In 2014, 31 agreements were signed in France and 32 in the rest of the world. Most international agreements cover pay and changes in various social benefits.

IN 2014, 31 AGREEMENTS

WERE SIGNED IN FRANCE AND 32 IN THE REST OF THE WORLD

In 2013, the Group signed what is undoubtedly a major agreement, the «Generation Agreement”, which was concluded by LBV Yves Rocher with the unanimous agreement of the representative trade unions as defined at the level of the Group’s French companies. This agreement includes, in addition to provisions for hiring young employees, a variety of actions to support older workers and to deal with difficult working conditions. This agreement covers all Group employees in France, i.e. more than 6,000 people.



Clothing manufacture, Petit Bateau

Production site Ville Geff s, la Gacilly, France

Level of severity of accidentsRocher Group - 2014(see Defi nition in the methodological note P80 )

Cosmetics 0.07

Petit Bateau 0.06

Stanhome 0.24

GROUP TOTAL 0.08

> H E A L T H A N D S A F E T Y

> Occupational health and safety 147 accidents leading to time off were recorded in 2014 at the Rocher Group’s various sites.

The main causes of work accidents are related to risks associated with carrying loads and handling. Prevention and training activities are organised every year to limit these risks. As for LBV Yves Rocher France, safety training represents more than 20% of the time spent on vocational training.

In 2014, averages of 0.08 days of absence for accidents with time off were declared in the Rocher Group per 1,000 hours theoretically worked.

Level of frequency of accidents Rocher Group - 2014(see defi nition in the methodological note P80)

Cosmetics 3.2

Petit Bateau 2.6

Stanhome 23.1

GROUP TOTAL 4.0

no. of people aff ected by no. of people aff ected by an occupational illnessan occupational illnessRocher Group - 2014Rocher Group - 2014

In % of workforce

cosmetics 10 0.1%

Petit Bateau 6 0.2%

Stanhome 15 0.6%

GROUP TOTAL 31 0.2%

In 2014, an average of 4 accidents were declared in the Rocher Group per million hours theoretically worked.

31 people were aff ected by an occupational illness in 2014 in the Group, of whom 15 were from Stanhome, i.e. 0.2% of the workforce.

© Ch

risto

phe

Urb

ain

© Do

min

ique

Rol

land


The Flormar subsidiary has carried out a number of measures to renovate its ventilation systems in its manufacturing facility, in particular to reduce the concentrations of solvents in the air. The changing rooms have also been overhauled. These actions have improved employee working conditions.

Flormar also holds an annual blood drive among its staff to benefit the Red Cross.

FOCUS

FLORMAR


The Rocher Group is particularly attentive to the working conditions of its employees. It works every day on all its industrial sites to improve the working conditions of the staff, to prevent occupational accidents and diseases and to reduce any exposure to risk and hardship.

In the sites most exposed to risks or hardship factors, the factories and distribution centers, policies to prevent accidents on the job have been implemented.

This policy is based on the involvement of the staff, on regular, targeted communications, and on action plans developed for each business line. Concretely this is expressed in terms of measures such as improving the ergonomics of workstations, reducing manual handling and exposure to chemicals, organizing awareness days and information and training sessions.

THE ROCHER GROUP WORKS TOWARDS IMPROVING WORKING CONDITIONS,

PREVENTING ACCIDENTS AND REDUCING EXPOSURE TO RISK

Bringing all the Parisian sites together in a single place in a new building will help to improve working conditions. All the Group subsidiaries based in the Paris region (except for Petit Bateau and Cerco) will now be gathered in a new building. This project, called CAP ROCHER, is already underway, and the social partners are closely involved in its development, which ended with moving in early 2015.

In France, studies on psychosocial risks were carried out in all the industrial sites and in cosmetics distribution, in close connection with the social partners, and ergonomics actions are being taken to limit hardships at work.



> Cosmetics and detergentsTwelve projects that are intended to improve workstation ergonomics and working conditions at the Brittany production and distribution sites took shape in 2014. These projects included:

◗ studies on diffi culties at work stations;

◗ studies on the management of people with impaired skills;

◗ the reorganisation of workstations to improve constraints on posture, reduce physical strain and repetitive movements, and allow access by people with medical restrictions;

◗ the installation of new equipment, machinery and production lines; for example, 3 high-speed lines for the sites in Rieux, Villes Geff s and Cork;

◗ individual facilities for the ongoing employment of employees recognized as workers with a disability;

◗ the automation of tasks with poor ergonomics when they are performed manually;

◗ the creation of «soft jobs» for people with medical restrictions;

◗ training and awareness of in movements and postures. For example, 80 people were trained on the logistics platform and the Rieux site (production / logistics). Training is also being provided on stretching and warm-ups with the operational staff on the 3 sites;

◗ ergonomic expertise on the new Yves Rocher and Dr Pierre Ricaud brand concept store as well as support on movements and postures for the shop staff ;

◗ ergonomic expertise on the ALOES project (repatriation of the Spain business to La Villouet) and the associated impact on our activities;

◗ assistance in the choice of furniture for the new «CAP ROCHER” building;

◗ tests on innovative new materials for health: exoskeletons (5 Brittany sites tested) + handling system with the Scara manipulator.


> TextilesIn accordance with the law on occupational hazards and in compliance with the recommendations made by the Occupational Health Department, Petit Bateau management has initiated a process to improve the quality of life at work in partnership with a specialized firm (PsYa).

The purpose of this study is to objectively assess the organisational facts that may impact the quality of life at work and then establish an accessible, realistic action plan that has a real impact on everyday life.

Initially, based on the recommendations of the Occupational Health Department and the C.H.S.C.T., this approach was rolled out in the R&D and Purchasing departments.

A joint steering committee was set up. 45 employees participated in group and individual interviews organised by PSYA, which enabled them to speak freely on topics such as changes, management, communications, workloads, job recognition and support practices.

Eight working groups were formed, enabling more than 30 employees to become a proactive force with respect to managing information, opening departments up and providing support to employees who are having difficulties.

The year 2015 will enable Petit Bateau to continue its efforts to improve the quality of life at work and to more firmly establish the good practices already in place.

> RetailIn order to improve the well-being of employees and customers, an ergonomic audit was conducted in the workshop store and the new Laboratoire Yves Rocher store as well as in the new Dr Pierre Ricaud concept store opened in September 2014. The analysis and the ensuing recommendations have helped to adjust the heights of some items (the tills, for instance). A guide to good postures and movements was also developed in the training module for Yves Rocher and Dr Pierre Ricaud advisors so as to prevent the onset of pain due to prolonged poor positions. Finally, online training in fire safety and in welcoming people with disabilities has been available from October 2014 for Yves Rocher consultants, which has a good take-up rate as 527 people have completed the 2 modules and 163 others are in the process of being validated.

A summary of agreements with the trade unions or employee representatives on health and safety at work

In 2014, seven agreements on health and safety were signed internationally.

The Group strives to involve the social partners at the level of the employee representative bodies in the process of implementing ergonomic measures and programmes related to psychosocial risks. In addition to these collective bargaining agreements, it is especially important to take a hands-on approach to defining and implementing well-adapted measures.

As for Stanhome France, on 3 December 2014 it reached a collective agreement to improve working conditions with its social partners and to define global and national actions for staff exposed to hardships at work.



T R A I N I N G

> Training policies implemented Training is an integral part of the Group’s human resources policy and is intended, in all countries, to maintain the skills necessary for assuming positions and responsibilities and to ensure safety at work and the professional development of the employees.

At Group level, there is a great deal of «corporate» training which caters to all the Group’s managers. This training is aimed both at integrating and promoting management methods that are in line with the Group’s culture and values.

Some of these courses are taught in English so that all the managers, whatever their country of origin, can benefi t from them.

Similarly, «multicultural» training is provided to facilitate a good understanding on the job of people from diff erent cultures who have to work together.

The «corporate» training complements measures that are implemented in each country based on their own respective needs.

«Les Primevères» sheltered workshop, La Gacilly France

© Do

min

ique

Rol

land


IN TOTAL, 127,657 HOURS OF TRAINING WERE PROVIDED TO ROCHER GROUP

EMPLOYEES IN 2014

AVerAGe numBer Of HOurS Of TrAInInG BY STATuS - rOcHer GrOup 2014

AVerAGe numBer Of HOurS Of TrAInInG BY GenDer - rOcHer GrOup 2014

TEXTILE DETERGENTS ROCHER GROUPCOSMETICS

TEXTILE DETERGENTS ROCHER GROUPCOSMETICS

Average number of hours per man

Value - Average nomber of hours per Executive

Average number of hours(men and women)

Value - Average nomber of hours per non- Executive

Average number of hours per woman

17

25

16

2733

21 22

25

18

33

18

27

18

32

25

14

21 2018 19




> Measures taken to promote gender equality

The Rocher Group overwhelmingly has women employees and naturally ensures equal pay for equal work, regardless of the employee’s gender. The Rocher Group has a policy of non-discrimination, which is an integral part of the Group’s culture and its human resources policy.

also in terms of governance, an eff ort to achieve parity is being made, with the result that 53% of the members of the management committees of the Group’s main brands are women.

In France, in response to legal criteria, the Group’s companies have entered into agreements with the social partners on «Equality between Women and Men».

LBV Yves Rocher has also just concluded a new agreement of this type on 30 October 2014 for a period of 3 years with all its representative trade unions.

In the course of the wage bargaining conducted within the lBV Yves Rocher parent fi rm, the social partners have been able to observe that there are no signifi cant diff erences in pay rates for equivalent positions. These observations have been recorded in the wage agreements every year since 2008 as well as in the Agreement of 30 October 2014.

Beyond the simple issue of remuneration, equal access for women and men to all aspects of human resources policy (e.g. training) is being carefully monitored.

Measures taken to promote the employment and integration of people with a disability

In 2014, the Rocher Group employed 366 people with disabilities. These workers represent on average 2.6% of the Group companies’ total workforce. This low value does not refl ect the reality on the ground, as the legislation defi ning disability diff ers greatly from one country to another, and not all the sites abroad are able to calculate this rate.

> D I V E R S I T Y A N D E Q U A L O P P O R T U N I T Y

Number of disabled

employees 2014

Rate of employment of disabled

workers 2014

Cosmetics 252 2.9%

Petit Bateau 72 3.0%

Stanhome 42 1.6%

GROUP 366 2.6%

Research and Innovation Direction - Rocher Group

Atelier de la Cosmétique Végétale®

© Do

min

ique

Rol

land

© Ch

risto

phe

Brac

het


4.6%

6.5%6.0%

1.6%

AVERAGE EMPLOYMENT RATE OF DISBLED PEOPLE rOcHer GrOup - frAnce

In France, taking into account all brands, the average rate of employment of disabled people is 5%, and over 6% in cosmetics and textiles. The Rocher Group has long been strongly concerned about the issue of disability.

Thus “les Primevères”, French “Entreprise adaptée”, a company specially adapted for

workers with disabilities, located in La Gacilly, has 29 disabled workers.

This company, an indirect subsidiary of the parent company LBV Yves Rocher, is an integral part of the Group. Its activity consists in providing assistance to other Group subsidiaries as required (order preparation, commercial off ers, management of product returns, etc.).

The Group also works with other adapted companies from the Brittany region to promote their local activity.

More generally, there was awareness-raising among all the personnel in the Paris region, including the advisors, to develop the outsourcing of this sheltered sector. In this eff ort, and in Brittany in general, initiatives have been undertaken, including in catering, as part of the training courses.

These actions are of course combined with numerous local eff orts aimed primarily at promoting the ongoing employment of all employees, disabled or not, who face restrictions on their professional activity for medical reasons. The Rocher Group strives to fi nd solutions that promote job retention.

Petit Bateau Stanhome CosmeticsFrance Total

2012 2013 20142011

THE ROCHER GROUP HAS LONG BEEN STRONGLY CONCERNED ABOUT

THE ISSUE OF DISABILITY

IN 2014, THE ROCHER GROUP EMPLOYED 366 PEOPLE WITH DISABILITIES



SHARE OF FOREIGN NATIONALSROCHER GROUP

4,1 % 4,0 %

8,5 %

1,3 %

> Anti-discrimination policies The Rocher Group, which is an international fi rm, promotes the recruitment of multicultural profi les. A large number of Group employees work in countries that they are not natives of, thus making for a mixture of cultures that can help avoid any a priori cultural generator of discrimination. Thus the Yves Rocher brand in Canada, Germany, Spain, Belgium, Italy, and Russia, as well as the Stanhome brand and Stanhome France, are all run by non-natives.

Similarly, HR policy, which focuses on talent development, aims to allow all executive employees to be quickly exposed to their responsibilities. These practices have resulted in a wide range of ages within the population of managers.

Collective agreements entered into force in France, such as the generation contract, also help to enhance access to training, particularly for older workers, so as not to shunt them aside and to promote career development.

All these practices are very carefully monitored. Thus, in 2011 managers’ awareness was raised about these topics on the occasion of the introduction of a general principle of the absolute prohibition of discrimination in the internal regulations of most Group entities.

Petit Bateau Stanhome CosmeticsGroup

2012 2013 20142011

«Les Primevères» sheltered workshop, La Gacilly France

© Do

min

ique

Rol

land

IMPACT ON SOCIETYP L A N E T R E S P E C T / / G R O U P E R O C H E R

20

14

© Em

man

uel B

erth

ier

IMPACT ON SOCIETY


REGIONAL IMPACT IN THE AREA OF EMPLOYMENT AND REGIONAL DEVELOPMENT C O S M E T I C S & D E T E R G E N T S

> Growth and economic vitality in BrittanyThe presence of the Rocher Group boosts the vitality of the region through its industrial activities but also through its involvement in the development of tourism in La Gacilly.

In 2014, the Group’s activities employed 2,727 people directly in La Gacilly, Brittany. 29 people were employed at the Les Primevères sheltered workshop (100% workers with disabilities).

In La Gacilly, most of the Group employees are from the surrounding area: ◗ 75% of the staff live in a small town

Located less than 20km away,◗ 63% live in Morbihan,◗ 33% in Ille and Vilaine.

These activities also generate indirect employment among external local suppliers and service providers: temp agencies, dispatching, logistics, storage, cleaning, security, construction, and catering. Given the volume of purchases and expenses made locally (activities neighbouring the production sites), it is estimated that every year the Group generates the equivalent of 600 full-time equivalent jobs locally.

ROCHER GROUP EMPLOYEES IN BRITTANY (excl. sales reps) 2014Executives and similar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 514Supervisors and employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,193Workers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 912Apprenticeship and professionalization or other contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108Total workforce . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,727

La Croix des Archers - La Gacilly France

Organic Chamomile

© Do

min

ique

Rol

land

© Fr

ank

Bel


> Eco-Hotel Spa La Grée des Landes Yves Rocher

An Yves Rocher Eco-Hotel Spa was inaugurated in 2009 in La Gacilly. Its aim is to show that a place of well-being can be developed on a long-term basis that minimizes its environmental impact. The activity of the Eco-Hotel Spa contributes to job creation and growth in the region; it raises awareness about sustainable development and contemporary art through its occasional events and its very purpose.

With European Ecolabel certification, its energy performance is very good thanks to the choice of building materials, the electrical equipment and the heating system: thermo-stone walls, green roofs, hemp insulation, eaves that allow thermal regulation, a wood boiler, solar panels, etc.

The Eco-Hotel Spa is also a pacesetter for its management of water (use of a number of innovative technologies, rainwater recovery, etc.) and waste (100% of waste is re-used or recycled).

It plays a role in the preservation of biodiversity by protecting the local fauna and flora. The «Refuge LPO» management plan and the arrangements made in the last 5 years have had a remarkable positive effect on the site’s biodiversity.

The gourmet restaurant «Les Jardins Sauvages» at the Eco-hotel spa has been certified organic since July 2013. Its cuisine is local, since it works mainly with growers located within a radius of 30 to 40 kilometres.

“Les Jardins Sauvages” restaurant, La Gacilly, France

La Grée des Landes - Eco-hôtel Spa Yves Rocher

© So

phie

Zén

on

IMPACT ON SOCIETY


> Cultural events Aimed at employees

The la Gacilly corporate catering service off ers an organic menu every day, including cooked vegetables, which are provided mostly by the internal garden of La Forêt Neuve or by local market gardeners. Employees can benefi t from fresh, seasonal produce all year round.

Aimed at the local population and visitors

The Group is heavily involved in the life of the region and has also developed tourism in La Gacilly by the organising activities in the Yves Rocher brand’ s emblematic locations. A number of events punctuate the summer in La Gacilly area, with a view to the democratization of culture and education for sustainable development. To ensure maximum accessibility, they are all free.

◗ LBV YR and the Yves Rocher Foundation-Institut de France are funding partners of the «People and Nature» Photo Festival, the largest open-air photography festival in France, which celebrated its 11 years in 2014. More than 350,000 people have enjoyed works by famous international photographers exhibited in the village’s streets, parks and passageways.

◗ In the Végétarium Café, 9 aperitif concerts and a music festival were held in the summer of 2014, and a Christmas concert in the winter. Nearly 3,000 visitors participated in one of these cultural activities in 2014.

◗ As a true Ambassador for Biodiversity, the Yves Rocher brand has welcomed more than 2,600 participants to events and awareness-raising activities held in the Botanical Garden at La Gacilly. More than 160 events were organised in the summer of 2014 for school groups, employees and the general public, such as “Encounters with Yves Rocher» (agronomist-grower, botanical gardener), guided tours about Botanical Beauty and the Genius of the plant, and biodiversity workshops.

◗ This year the Foundation exhibition center in La Gacilly highlighted the work of Pascal Maitre, “Magic Kinshasa, between artists, chaos and tradition”, which produced for National Geographic, and the exhibition of Michael Nichols, «The King of the Serengeti”, which documents the precarious existence of these big cats over an entire year. These pictures were published a National Geographic magazine (August 2013).

Vegetable garden, La Grée des Landes- La Gacilly, France

Botanical Garden, La Croix des Archers- La Gacilly, France

© Do

min

ique

Rol

land

© So

phie

Zén

on


T E X T I L E S

> Growth and economic vitalityPetit Bateau has opted to remain a French manufacturer while also being an international corporation.

Based in Troyes since 1893, Petit Bateau’s St. Joseph factory perpetuates know-how and unique qualities that have been transmitted from generation to generation. To maintain its profitability and a high-quality manufacturing tradition, starting in the 1980s Petit Bateau has developed industrial clusters in the Maghreb. The factories that make Petit Bateau products from Tunisia to Morocco use exactly the same raw materials, manufacturing processes and quality control, as do the factories in Troyes.

Petit Bateau has 3,000 employees worldwide, nearly half of whom are in France. In the context of a French textile industry that is suffering (loss of half of its workforce between 2000 and 2011); Petit Bateau has kept its workforce in the Aube at more than 1,000 people. Petit Bateau is thus now one of the largest employers in the French textile industry.

Petit Bateau’s activities in the Troyes employement area also generate indirect jobs locally: temp agencies, logistics, storage, cleaning, security, catering, etc.

> Environmental awareness-raising and cultural events

Petit Bateau France also organizes activities to raise its employees’ awareness about sustainable development - “Green days”. In September 2014, the Green day focused on the theme of responsible driving.

Collection Petit Bateau

PETIT BATEAU IS THUS NOW ONE OF THE LARGEST EMPLOYERS IN THE FRENCH TEXTILE INDUSTRY

IMPACT ON SOCIETY


STAKEHOLDERS RELATIONS

S U P P L I E R A N D S U B C O N T R A C T O R E C O S Y S T E M - C O S M E T I C S & D E T E R G E N T S P R O D U C T I O N

> Role of subcontracting The Purchasing & Quality Department of the Rocher Group handles the management of outsourcing for LBV Yves Rocher. The programmes and procedures that are used in relationships with subcontractors are the same as those developed for suppliers (see the Purchasing Policy). Subcontractors can, for instance, take part in the Supplier Awards.

Sub-contracting plays a diversity of roles in Cosmetics and Detergents:

◗ The Yves Rocher, Dr Pierre Ricaud and Daniel Jouvance cosmetics brands make use of subcontracting for the production of make-up (except mascara and lipstick), some face care, soaps, depilatory waxes, food supplements and herbal teas, wipes, and candles;

◗ For the Yves Rocher brand, and to reduce the impact of shipping large volumes of products for major sales markets, the Group can also use subcontracting, hygiene products in Russia; e.g.

◗ The Stanhome brand uses subcontractors for the production of its entire Home Care range (detergents). For Stanhome’s Family Care line as well as for the Kiotis brand, 20 to 30% of the output is provided by subcontractors, with the rest manufactured by the Group’s factories.

◗ As for Santé Naturelle, 98% of the production is provided by subcontractors.

Management of relations with suppliers & subcontractors

The Rocher Group’s Purchasing & Quality Department is concerned about its supplier and subcontractor ecosystem, and is committed to developing and promoting among its partners the values of respect for nature and for people supported by the Group.

As proof of this commitment, starting from late 2013 the new umbrella procurement and production contracts systematically include criteria / requirements about sustainable development.

Further evidence of this is the recent completion by two of the Rocher Group’s strategic suppliers of tree plantations on their sites, as part of the Plant for the Planet programme of the Yves Rocher Foundation - Institut de France, at the impetus of the Purchasing & Quality Department.


> Purchasing policy The Rocher Group’s Purchasing & Quality Department places Quality and Sustainable Development at the heart of its concerns as part of its effort to produce excellent products and services based on continuous improvements and competitiveness. It propagates the Group’s values, giving a purpose to all its work.

The Group already relies first of all on the suppliers selected on their sensitivity to the Group’s values, as they bring their expertise and contribute to the accessibility of the products and services by sharing three fundamental principles:

◗ the preservation of the environment and biodiversity;

◗ innovation and boldness as driving forces in differentiation and competitive strength;

◗ a refusal to stoop to dissimulation and deception.

Today, more than ever, the Group’s employees are committed to undertaking the future-oriented projects in which the Rocher Group’s purchasing and Quality Department wants to involve its suppliers.

This determination is a step towards the achievement of everyone’s goal of long-term relationships and an efficient business model.

To continue developing this Responsible Purchasing approach, the Rocher Group has created the position of Rocher Group Manager Sustainable Procurement and Plant Supply chain.

organic Chamomile field- la Gacilly, France

TODAY, MORE THAN EVER, THE GROUP IS COMMITTED TO UNDERTAKING FUTURE

ORIENTATED PROJECTS INVOLVING ITS SUPPLIERS

© Do

min

ique

Rol

land

EVERYDAY, WE COMMIT

IMPACT ON SOCIETY

2014 corporate social responsibility report - GROUPE ROCHER

In continuity with its three previous editions, the Rocher Group held the 2014 Supplier Awards for suppliers and subcontractors. The themes recognized this year were: Competitiveness, Innovation, Sustainability, and Quality. These awards are intended to help further organize the ecosystem of Group suppliers by promoting mutual exchanges of knowledge and skills and ensuring the success of its brands and its partners.

FOCUS

SUPPLIER AWARDS

> Signature of the Responsible Supplier Relations Charter

On 5 April 2013, the Operations Manager of the LBV Yves Rocher Group signed the Responsible Supplier Relations Charter at La Gacilly, in the presence of the Prefect of Morbihan. This Charter, called the «Charter of 10 commitments for responsible purchasing”, was created to address the diffi culties facing sMEs in their relations with suppliers and to establish a framework for mutual trust.

It is also helpful in defi ning, within the signing entity, one or more “SME Correspondent” who can be contacted by suppliers in case of a dispute.

> Supplier PortalIn late 2013, the Rocher Group launched its Supplier Portal (www.groupe-rocher-fournisseurs.com), a website dedicated to all Rocher Group suppliers. This site, which was set up at the instigation of the Purchasing and Quality Department, aims to

E X A M P L E S O F P R A C T I C A L A C H I E V E M E N T S

G R O U P E R O C H E R

arouse the interest of current and future suppliers of the Rocher Group, to motivate innovation, and to recognize the suppliers as a more proactive force.

> Business reviewThe Rocher Group holds annual business reviews with its largest suppliers, whether in the fi eld of packaging, raw materials or subcontracting. These provide an opportunity for the suppliers to present their performance and a summary of the year, and for the Rocher Group to share its strategic vision with its suppliers.

EVERYDAY, WE COMMIT

SERIOPLAST supplier rewarded in the quality category, for its work on «Jardin du monde» packaging

61


> Quality support programme for our suppliers

Quality is a key element in building a reliable and lasting relationship with suppliers. The consolidation of the Quality Department into a single Purchasing and Quality Department has facilitated the development of targeted support programs to improve the quality of Yves Rocher suppliers. During the last 2 years, these programmes have led to a 25% reduction in the non-compliance of the Group’s packaging items coming into the factory.

To achieve this, the Rocher Group conducts very regular monitoring using tools such as audits and quality & business reviews.

◗ Every month, the suppliers are assessed by the central Quality Department based on the rate of non-compliance and follow-up of client complaints. Action plans are overseen by the central Quality Department or by the on-site Quality teams, with regular reporting. There is collaboration between the various stakeholders, including the central Quality Department and the on-site Quality teams.

◗ In addition, between 80 and 100 supplier quality audits are carried out annually, mainly by the Group’s auditors. Overall, the quality monitoring operations cover 92% of the subcontracted turnover of the cosmetic brands.

> Lean management projectLean management projects are another example of the consolidation of the supplier ecosystem, by co-building win-win projects between the Rocher Group and motivated supplier partners. In 2013-2014, two lean management projects were developed jointly between Yves Rocher and two suppliers, one in packaging, the other a products subcontractor. This project concerns the Crèmes Fondantes and Exfoliants Plaisir Nature jars. Thanks to the joint Rocher Group / subcontractor effort and the shared investment for new equipment, the perceived product quality has improved significantly, prices have been cut (and the gains divided equally between the Rocher Group and the subcontractor). The quality of the relationship has been strengthened, thanks to a better understanding of the workings and constraints on each party.

E X A M P L E S O F P R A C T I C A L A C H I E V E M E N T S

IMPACT ON SOCIETY



The Purchasing and Quality Department is committed to developing purchases from the sector with sheltered employment in specially adapted work environments. In 2013, subcontracting with specialist companies (EA, ESAT, prisons) represented 2.3% of total subcontract sales.

As part of the month of Social Economics and Solidarity and the Week for the Employment of People with Disabilities (November 2014, France), from November 3 to 7 the Rocher Group held a «Disability Week» in order to inform employees about the Group’s activities, promote the

EVERYDAY, WE COMMIT

CLOSE-UP ON

DISABILITY WEEK

The organisation of an ergonomics workshop, led by the ergonomist

with the Industrial Operations Department,

in order to educate employees about good

preventive habits and postures.

Rocher Group ergonomics

employability and continued employment of disabled people, present the skills of sheltered sector companies and go even further in our purchases from this sector. The Group’s objective for 2020 is to increase its purchases with the sheltered sector by 5% over 2014.

> Time for information The installation of 4 informational boards in the lobby of our Grenelle site in Issy-les-Moulineaux on the themes: Disability Commitments of the Petit Bateau brand, Ergonomics, Primevères protected workshop, Sheltered sector purchases.

> Time for exchangesThe organisation of a 2-hour Round Table on «Purchasing from the Sheltered sector», with the participation of four speakers: our Rocher Group subcontracting Purchasing Manager, a Petit Bateau hR project offi cer, a representative of APF Entreprises and the head of the sheltered ESAT company l’Atelier du Château. A sale of gift products by the sheltered ESAT company l’Espérance was held on our site in Paris just before Christmas.

> Uploading awareness-raising tools and decision-making aids

Publication of two new tabs «Sustainable Procurement» and “Close-up on Disability» on our Group Intranet; and to close the Week putting online a quiz on Disability with 3 Handi’Box to win, fi lled with objects and products made by or for the benefi t of sheltered EsaT and Ea fi rms and associations.

W O R K W I T H T H E S H E L T E R E D S E C T O RE M P L O Y I N G D I S A B L E D P E O P L E

63


> Payment termsIn a very challenging economic environment, meeting payment deadlines is crucial for the financial sustainability of sMEs. The Rocher Group pays special attention to compliance with payment terms.

> EcoVadis CSR evaluationThe Rocher Group has always been attentive to the environmental, social and labour situation of its suppliers, and given the size of its network of suppliers, the Group decided to extend its action by drawing on the EcoVadis CSR Monitoring Platform. This will help organize and strengthen the supplier - Rocher Group relationship, a topic at the heart of the Group’s values.

In 2014, 100 “pilot” suppliers out of the entire range of purchasing portfolios were asked to undergo this assessment.

> Social audit policy in countries at risk

social audits are conducted in countries identified as «at risk» in which the Rocher Group is dealing with suppliers and subcontractors. 100% of the suppliers doing business with the Asia Operations Department (DOPA) are subject to a quality audit before being qualified, followed by a social audit upon the first order.

China, India and Vietnam in particular have been identified as “countries at risk». The Rocher Group’s suppliers in these countries are therefore subject to social audits. These are carried out by the Bureau Veritas in China and WethicA in India and Vietnam, in accordance with their respective social audit grid, based on the issues in the SA 8000 standard.

The audit criteria concern respect for human rights and are based on the Universal Declaration of Human Rights, International Labour Organisation conventions, and the UN Convention on the Rights of the Child. In particular they take into account freedom of association and collective bargaining,

the elimination of discrimination with respect to employment and occupations, and the actual abolition of child labour.

For these three countries, the evaluation is based on the themes below, which are described and reorganised based on an expert reading of the standard by our auditor partners, according to the specificities of the country. an environmental theme is also included that is not present in SA 8000.

Criteria for generic audits, which may be subject to changes:

◗ internal control and documentation;

◗ labour law;

◗ employee rights (information, trade union representation, etc.);

◗ working hours;

◗ pay and social security benefits;

◗ subcontracting and distance work (China);

◗ right of recourse (India, Vietnam);

◗ freedom of association and right to collective bargaining;

◗ child labour;

◗ forced labour;

◗ discrimination, harassment or abuse;

◗ non-discrimination;

◗ disciplinary measures (China);

◗ health, safety, hygiene;

◗ the environment.

Each audit gives rise to an evaluation and an analysis sent to the Rocher Group. Plans for corrective action are then drawn up, shared with our suppliers, and monitored by the Rocher Group. A factory with a very high level of risk (red) is not approved.

SOCIAL AUDIT POLICY, EVALUATION AND AWARENESS

IMPACT ON SOCIETY


SPONSORSHIPS

THE ROCHER GROUP SPENT 3.5 MILLION EUROS ON GIFTS AND SPONSORSHIPS IN 2014.

This breaks down as follows:◗ 80% to help environmental

actions;◗ 5% to promote social actions;

◗ 3% to help the fi ght against disease;◗ 12% to help miscellaneous actions

(La Gacilly Photo Festival, etc.).

> T E X T I L E S U P P L I E R A N D S U B C O N T R A C T O R E C O S Y S T E M

Photo Festival 2014- La Gacilly, France

> Role of textile subcontractingPetit Bateau sometimes makes use of subcontracting in Tunisia or around its Moroccan factory. In France, Petit Bateau is one of the last fi rms to place orders for industrial textiles, so the brand has found itself increasingly alone in supporting the existence of enterprises that perform the textile fi nishing that its activity requires. Gradually, to deal with the disappearance of this sector, these skills have been integrated into Petit Bateau’s own activities.

> Textile supplier ecosystemTo meet quality requirements and comply with its OEKO-TEX certifi cation, Petit Bateau must be heavily involved in choosing the components provided by its second-tier suppliers.

Its employees make frequent visits to the sites carrying out weaving, spinning, stamping, injections, printing, etc. Certifi cation with the oEKo-TEX label means that these suppliers use chemical products with little or no impact on the environment.

The sourcing process also involves working with a specifi c textile zone by relying to the utmost on the expertise present in the area so as to minimize the carbon impact of shipments of goods between the various industrial sites.

© Do

min

ique

Rol

land


> Yves Rocher Foundation Institut de France

The Yves Rocher Foundation was established in 1991 at the initiative of Yves Rocher and Jacques Rocher. It helps to carry on the commitments made by Yves Rocher at the creation of his company, such as environmental protection, the education of young people, and expertise in plants.

The Yves Rocher Foundation is today under the aegis of the Institut de France, and it is funded by both donations from companies in the Rocher Group and private donations ( the general public and other sponsors).Its activity is based on four points:

◗ To support the struggle of women with the Women of the Earth Award, which recognizes women who are working every day to protect the environment;

◗ To promote reforestation with the Plant for the Planet programme. The goal is to plant 50 million trees by 2015;

◗ To support botanical expertise;

◗ To support photographic work through sponsorships.

> Daniel Jouvance Foundation Institut de france: study and preservation of the marine world

The Daniel Jouvance Foundation - Institut de France carries forward the ethical and environmental commitments that have been promoted by the Daniel Jouvance brand for many years. Today it focuses mainly on two areas: the study and the preservation of the marine world. Three activities are aimed at promoting the development of scientific and technical knowledge:

Every summer on Brittany’s Île de Houat, 30 young enthusiasts aged 12 to 16 benefit from a free Océan-Océan visit, which raises their awareness about the life of marine ecosystems.

Every year the Foundation awards a 4,000 euro prize to young researchers for their work in the field of marine biology.

The Foundation also takes part in organizing the International Schools of Marine Biology. These sessions last 10 days and are held in the emerging countries so as to promote the transfer of expertise in the field of marine biology and ecology.Océan Océan trip, Daniel Jouvance Eclosarium, Ile de Houat, Morbihan

IMPACT ON SOCIETY


> Stanhome and childhood Dr Pierre Ricaud has also set up an annual operation, called Sharing Products, which involves donating one euro per lipstick bought during a specifi ed period. Thus since 2008, Dr Pierre Ricaud has given 129,859 euros in total to Forces Femmes, including 17,438 in 2014. In addition, Dr Pierre Ricaud holds makeup workshops to help women in their beauty preparations and to regain confi dence prior to job interviews (3 were organised in 2014).

> Petit Bateau

> Dr Pierre Ricaud and Force Femmes

Italy Stanhome & Peter Pan Association

Dr Pierre Ricaud & “Forces Femmes” association

Stanhome has been working for over 18 years to defend the cause of children and has a partner voluntary organisation in every country which supports it. The brand is committed to take to heart its responsibility to build a better world for children and is involved locally in projects to improve health, education, welfare and the environment. For the years 2013 and 2014, various Stanhome subsidiaries have contributed 510,000 euros to charitable projects that defend these causes, which receive a portion of the profi ts from the sale of Stanhome’s “Sharing Products”.

Since 2008, Dr Pierre Ricaud has supported the Force Femmes voluntary organisation that helps women over age 45 to re-join the world of work. Force Femmes supports women as they return to a working life or create businesses through various actions such as personalized support, coaching sessions, group discussions and meetings with professionals.

Petit Bateau & “La Source” association

Petit Bateau has been working to fulfi l its commitment to the development of the creativity and imagination of childhood. In 2014, Petit Bateau signed a sponsorship partnership with the «La Source” charity for a period of three years. Petit Bateau has chosen this organisation because its values are so close to the brand’s own DNA.

La Source is a charity under Law 1901 and has been recognized as a public interest charity since May 2002; its primary mission is to help children and youth aged 6 to 18 in diffi culty (family, school or identity) to develop their artistic creativity.

Through this partnership, Petit Bateau fi nances 3 to 5 creative and artistic courses for children in diffi culty and supplies the textile materials (fabric, thread, packaging, etc.) used in the workshops.

The children’s creations will be exhibited at the Petit Bateau sites.


In 2014, the Group was involved in the «Inspirations» of Correns, organised by the Inspire organisation on Biodiversity issues, as well as the Botanical Society of France sessions in Nancy in early July.

The Yves Rocher Foundation also spoke at the UNESCO Conference on Botanists of the 21st Century.

LBV Yves Rocher has joined in environmental protection with many other voluntary associations and national and international institutions. The International Union for the Conservation of Nature (UICN) and the LPO are longstanding partners.

At the French level, LBV Yves Rocher is a member of the Environmental Bureau of the Federation of Beauty (FEBEA) and renewed its membership in the COS Cosmetics Group (Strategic Orientation Committee) of the Foundation for Biodiversity Research (FRB), taking on the vice presidency.

The company has also been a founding member

R E L A T I O N S H I P S W I T H E N V I R O N M E N T A L O R G A N I S A T I O N S

of several voluntary associations in which it is active, such as Orée, in which LBV Yves Rocher is co-chair of the working group on biodiversity and is supporting doctoral work to imagine the future use of ecosystem services, in coordination with the INRA.

Work on plant supply chain and their sustainability is being conducted with the Natural Resources Stewardship Circle (NRSC), as well as on an approach to issues of access and Benefit sharing (ABS) under the Nagoya Protocol, which was signed by the United Nations in 2010. The NRSC is a non-profit organisation whose founding text is based on the principles of the UN Convention on Biological Diversity, on those of the Declaration on the Rights of Indigenous Peoples, and on the UN Global Compact and the International Labor Organisation. The purpose of the NRSC is to collectively engage brands and suppliers in the supply of natural resources on a sustainable and ethical basis.

Finally, acting in its own name and through its Foundation, the brand now has relations with international institutions such as the Convention on Biological Diversity (CBD) of the United Nations and with the UNCTAD.

IMPACT ON SOCIETY


FAIR TRADE PRACTICES

This Code of Conduct is intended, in compliance with the laws and regulations applicable to the Rocher Group, to create, in all the countries where it operates, a minimum set of common rules in order to ensure the compliance of the Group’s operations, to guarantee that each employee of the Rocher Group benefi ts from at least the minimum rights set out by the International Labour Organisation, and to ensure the development of a common corporate culture that benefi ts everyone. It is based on a number of principles that the Rocher Group intends to apply in the conduct of its business and specifi es the rules that guide the behaviour of employees in their professional practice.

Moreover, the Group’s system of internal control provides procedures for checking on operational activities, particularly in terms of the separation of duties. The Group’s Internal Audit teams are particularly vigilant in this respect. Any risks of corruption are subject to specifi c examinations during audits.

A C T I O N S U N D E R T A K E N T O P R E V E N T C O R R U P T I O N

In 2014, the Rocher Group implemented a Code of Business Conduct aimed at all its employees, suppliers, partners and sales agents as well as its co-contractors and distributors.


IN 2014, THE ROCHER GROUP IMPLEMENTED

A CODE OF BUSINESS CONDUCT

AIMED AT ALL ITS EMPLOYEES AND PARTNERS


> Internal quality policyThe French and Irish sites for the production of cosmetics have ISO 9001 «Quality Management systems - Requirements» certification from an independent recognized third party (Bureau Veritas) for the development, production and testing of cosmetic products. This guarantees that the products manufactured and packaged are controlled using established methods. Yves Rocher aims to put on the market only products that meet quality requirements.

In addition, all the production sites (in and outside Europe) comply with «Good Manufacturing Practices (GMP) for cosmetics» (ISO 22716), which provides for controls at the various stages of production (reception, checks during production, final inspection and the release of products by the quality of the site).

M E A S U R E S T A K E N I N F A V O U R O F C O N S U M E R H E A L T H A N D S A F E T Y

These checks cover the compliance of the products and components with established standards. A “compliant” product or component (by its design and its development) is considered to be satisfactory in terms of product safety for the consumer.

The checks carried out on bulk and finished products are generally:

◗ organoleptic inspections (appearance - colour - odour);

◗ physico-chemical inspections (viscosity, density, active ingredient contents, preservatives);

◗ microbiological controls (total germs, yeasts and moulds).

Preparation of an organic Calendula Extract

IMPACT ON SOCIETY


> Quality policy - Suppliers Product / process-type audits are conducted on suppliers. These help to ensure that the suppliers are able to meet the quality requirements of the Rocher Group, and to identify any weak points among the suppliers. If a supplier has certain weaknesses but demonstrates its motivation to work with the Rocher Group and to support its growth, the Rocher Group Purchasing & Quality Department has the capability to invest the time and resources needed to help this supplier deal with its weaknesses by defi ning and implementing corrective action plans. This helps to foster long-term relationships between Yves Rocher and the suppliers.

> Safety and effi cacy in cosmeticsA Center for Study and Research in Cosmetology (CERCO) created by Yves Rocher in 1977 is intended to test the safety, effi cacy and sensory characteristics of every formula on panels of women and men. Confi rmed by a state-of-the-art cosmetics monitoring system, the guarantees of respect and safety for the skin provided by the Rocher Group are well-known to consumers around the world.

> Cosmetics and detergents The Rocher Group pays special attention to compliance with the regulatory frameworks established for marketing authorizations for the fi nished products that it sells. In this respect, in Europe, the REACH (Registration, Evaluation, Authorization and Restriction of Chemicals) regulations have a direct impact on the vast majority of the Group’s products. As a downstream user of raw materials, this means cosmetics and home maintenance products, gifts, home fragrance products, accessories and textile products. Ensuring the compliance of these products with the requirements of REACH requires the involvement of all the business lines involved in their development and manufacture.

Furthermore, through its professional representative bodies, the Group has been active in the discussions that led to the development of these regulations, whose principles are part of the policy that the Group has held for many years, namely, environmental protection and the health and safety of the workers who come into contact with the raw materials, as well as the end consumers. The work goes on in these bodies in such a way that the industrial sectors concerned remain fully aware of their obligations.

Perfumes Production site - Ploërmel, France

© So

phie

Zén

on


Since 2007, depending on the current situation, all or some of the Group’s various businesses affected by REACH meet 2-3 times a year to:

◗ share the knowledge they have acquired on REACH;

◗ centralize the information required for the application of REACH;

◗ decide on and implement any necessary actions vis-à-vis suppliers and subcontractors;

◗ inform and when necessary alert the Group’s General Management about any difficulties that might be encountered.

Thus in 2013, three working meetings were devoted to the development of an internal procedure designed to optimize the management of the Material Safety Data Sheets (MSDS) and Extended Safety Data Sheets (eSDS) of cosmetic raw materials.

In-house experts are involved in continuous training through their participation in training sessions organised in particular by the French Union of Chemical Industries (UIC). These experts belong to different departments of the Group: regulatory, research and development, purchasing, safety and the environment.

The Group realized very quickly that many of its suppliers and subcontractors had only a poor knowledge of their own obligations and of their duties vis-à-vis their customers. Based on this observation, numerous training campaigns were conducted with them up to 2010 through various letters and surveys that aimed, in particular to:

◗ clarify their intentions concerning the registration of raw materials;

◗ spell out any measures taken by the Group, particularly with respect to modifications in specifications;

◗ communicate the exposure scenarios for cosmetics products drawn up by the trade.

These numerous exchanges led to the establishment of a genuine dialogue, which now greatly facilitates discussions about the internal qualification process for new materials or items, as well as for updating the documentation attached to these products. In addition, every year the Group develops, maintains and communicates a list of prohibited substances to its suppliers and subcontractors, with the dual aim of eliminating any that present a risk early on and helping the suppliers to come up with alternatives as quickly as possible.

Two issues have been the subject of particular developments under this regulation: first, substances of very high concern (SVHC), and second, the processing of information conveyed in the eSDS (Security data record).

THE GROUP MAINTAINS A DIALOGUE WITH ITS SUPPLIERS AND SUBCONTRACTORS

TO REDUCE RISKS AND PROPOSE ALTERNATIVE SOLUTIONS

© Ch

risto

phe

Brac

het

IMPACT ON SOCIETY


A CENTER FOR STUDY AND

RESEARCH IN COSMETOLOGY

(CERCO) created by Yves Rocher in 1977 is intended to test the safety,

effi cacy and sensory characteristics of every formula on panels

of women and men.

With regard to the SVHC, they are the subject of specifi c measures that are adapted to the nature of the products. If they are banned in cosmetics, textiles and accessories, the Group carries out analytical checks on representative samples to ensure they are absent. For other types of products, imports in particular, a content of less than 0.1%, as required by the REACH regulation, is required and is also checked by a series of analytical assays.

The processing of information in the e-SDS constitutes a major new challenge, due both to the complexity of interpretation and to the implications in terms of the protection of employees at industrial sites. This has led the Group to organize a team of experts responsible for making a diagnosis very quickly after receiving a raw material with respect to its use in cosmetics. A constructive dialogue is engaged with the suppliers in order to make this diagnosis.

For detergent products manufactured under contract in Europe, a mapping was drawn after an audit of all the suppliers concerning the measures in place or planned to accompany the entry into force of the REACH regulations. This mapping also provides an opportunity for dialogue and continuous improvements with the Group’s external service providers.

> Textiles quality policy (internal and suppliers)

Quality is part of the DNA of the Petit Bateau brand. Petit Bateau’s quality policy is based on the safety and quality of product use. Petit Bateau has gained an OEKO-TEX label, and thus imposes very strict standards in terms of toxicology. Petit Bateau’s standards go beyond the REACH standards in place in Europe. Petit Bateau checks the quality of the components at various stages of production in its own laboratories or in external labs. Petit Bateau includes its suppliers in its strategy by ensuring that they meet OEKO-TEX standards, which represent a guarantee of their textile know-how.

© Ch

risto

phe

Urb

ain


The Rocher Group strives to promote and respect the principles contained in International Conventions on human rights within the Group and in its sphere of influence. Based on the Group’s measures and procedures related to internal controls and human resources, it ensures that these rights are respected internally, in all the Rocher Group’s subsidiaries.

Moreover, Purchasing Departement checks these issues by asking suppliers and subcontractors to make a commitment to respect international conventions on human rights, and in some countries identified as «at risk», it carries out social audits.

The Rocher Group’s internal measures to promote and ensure respect for the conventions of the International Labour Organisation (ILO)

The Rocher Group is committed to respect the fundamental conventions of the International Labour Organisation, even in countries where the Conventions have not been ratified.

The point for the Rocher Group is to respect freedom of association and recognize the right to collective bargaining, to strive for the elimination of all forms of forced or compulsory labour and child labour, and to work to combat all forms of discrimination in employment and professionally. It is the responsibility of the Human Resources Department to ensure that these Conventions are respected and properly applied.

R E S P E C T F O R I N T E R N A T I O N A L C O N V E N T I O N S A N D H U M A N R I G H T S

The Purchasing Department, for its part, ensures that suppliers and subcontractors who have direct relationships with the Group undertake to respect and ensure respect for the following international instruments, in particular the latest version in force:

◗ the Universal Declaration of Human Rights;

◗ the UN Convention on the Rights of the Child;

◗ the UN Convention on the Elimination of All Forms of Discrimination against Women;

◗ the Conventions of the International Labour Organisation (ILO), including on forced and compulsory labour (Conventions 29 and 105), minimum age (Convention 138 and Recommendation 146) and the prohibition of the worst forms of child labour (Convention 182).

As preserving the environment is a core value of the Rocher Group, the suppliers and subcontractors under contract also undertake to comply with all the laws and various regulations in force that are applicable in the territory or territories involved with respect to the environment.

The freedom of association and collective bargaining is implemented through compliance with the applicable laws and collective agreements in the countries where the Group operates, with it being understood that when such provisions are inapplicable due to the lack of a legal framework or because the business is too small, the Group ensures that other forms of dialogue with the employees will be set up.

Shea nuts harvest- Burkina Faso, Africa

© Do

min

ique

Rol

land

© Do

min

ique

Rol

land

IMPACT ON SOCIETY


Certain measures dealing with discrimination were evoked in the section on anti-discrimination policy, it being understood that the protection of children is ensured by the following means:

◗ verifi cation of the age of employees hired by the Group’s employees;

◗ a demand made of suppliers and subcontractors doing business with the Group to respect and enforce the International Conventions on the rights of the child. Audit processes are used to verify compliance with this obligation.

> Social audit policy in countries at risk

Cosmetics and detergents

Cf. Stakeholder relations - social audit policy in countries at risk, P64.

Textiles

Suppliers working with Petit Bateau in areas deemed to be at risk (India, China, Vietnam, Madagascar) have earned several OEKO-TEX labels and ISO 9000 or even ISO 14000 compliance. They are of a limited size and there is always direct contact with the factories.

The most critical countries have been avoided, including Bangladesh, which today is very exposed.

Several times a season Petit Bateau suppliers receive a visit from Purchase or Quality teams, some of whom have been trained in carrying out simplifi ed audits on the basis of the sa 8000 standard. These evaluations give rise to plans for improvement, which are intended to improve the product quality and the production environment, thereby eliminating any risk factors.

Fashioning, Petit Bateau, Troyes, France

Collection Petit Bateau

© Ch

risto

phe

Urb

ain

M E T H O D O L O G I C A L N O T E SP L A N E T R E S P E C T / / G R O U P E R O C H E R

20

14

© Em

man

uel B

erth

ier

METHODOLOGICAL NOTES



E N V I R O N M E N T

◗ 962 stores operated internationally by the Yves Rocher brand directly in equity or on a lease management basis;

◗ 635 outlets operated under the Yves Rocher brand by franchisees.

◗ 12 outlets operated in France by the Dr Pierre Ricaud brand directly in equity or on a lease management basis;

◗ The outlet operated in France by the Daniel Jouvance brand directly in equity;

◗ 362 outlets operated by the Petit Bateau brand in France and abroad in various forms and in subsidiaries.

> Scope of the reports The consolidation scope for the environmental reporting includes the production and distribution industrial sites for cosmetics, detergents and textiles that belong to the Rocher Group: 8 production sites (Yves Rocher Villes Geff s, Yves Rocher Ploërmel, Yves Rocher Rieux, Yves Rocher Cork, Stanhome Venezuela , Flormar Sanayi, Petit Bateau Troyes and Petit Bateau Tenmar) and 11 distribution sites (Yves Rocher La Croix des Archers, Yves Rocher La Villouet, Stanhome Les Lauriers Verts, Petit Bateau Chapelle St Luc, Petit Bateau Pont Sainte Marie, Yves Rocher Kain, Yves Rocher Helsingborg, Yves Rocher Portugal, Yves Rocher Longueuil, Yves Rocher Russia, and Flormar Pazarlama). Also included are the six commercial sites in France as well as the international commercial sites employing at least 250 people (Stanhome les Primevères, Yves Rocher Rennes, Yves Rocher Grenelle, Petit Bateau Réaumur, Yves Rocher Stuttgart, Yves Rocher Madrid). Then 1 laboratory site (Yves Rocher Roosevelt) and 1 tourism site (Eco-Hôtel Spa La Grée des Landes). In total, the data from 27 sites are consolidated in the environmental part of the reporting.

The store network is excluded from the scope of consolidation, except when specifi ed in the text. In this case, this means 452 establishments in France that are operated directly by the Yves Rocher brand, and 122 establishments in France that are operated by the Petit Bateau brand in equity or on a lease management basis. The following are excluded from the stores perimeter:


> Details on the perimeters by environmental themeBy “Cosmetics and detergents production» is understood the activities of the six sites operated by LBV Yves Rocher, which produce cosmetics and detergents for various Group brands. These sites include Yves Rocher Villes Geffs, Yves Rocher Ploërmel, Yves Rocher Rieux, Yves Rocher Cork, Stanhome Venezuela and Flormar Sanayi.

In order to compare them over time and over an equivalent perimeter, the indicators showing the change in the impact of “cosmetics production» are calculated on the perimeter of the Group’s 4 main production sites, Yves Rocher Villes Geffs, Yves Rocher Ploërmel, Yves Rocher Rieux and Yves Rocher Cork (these sites cover 86% of the Group’s cosmetic production in 2014).

For indicators relating to energy and the calculation of GHG emissions, the words «Group» or “Rocher Group» refer to all the sites within the global scope, except for the Yves Rocher Longueuil site. This site is also excluded from its business sub-categories (commercial sites).

In order to compare them over time and over an equivalent perimeter (since 2010), the indicators illustrating the changes in the impacts of the Rocher Group and its business sub-categories are calculated over the same perimeter as mentioned earlier, with the exclusion of 7 sites (Petit Bateau Chapelle St Luc, Petit Bateau Pont Sainte Marie, Stanhome Venezuela, Yves Rocher Portugal, Yves Rocher Russia, Flormar Sanayi and Flormar Pazarlama), which represent 7% of the Group’s energy consumption in 2014.

For waste-related indicators, the words «Group» or “Rocher Group» refer to all the sites within the global scope, except for 4 sites: Stanhome Venezuela, Petit Bateau Morocco, Petit Bateau Réaumur and Flormar Pazarlama. These sites are also excluded in their respective business categories (cosmetics and detergents production / textile production / commercial sites / Cosmetics Distribution).

In order to compare them over time on an equivalent perimeter (since 2010), the indicators illustrating the changes in the impacts of the Rocher Group and its business sub-categories are calculated on the same perimeter as mentioned earlier, excluding 8 sites (Flormar Sanayi, Yves Rocher Longueuil, Yves Rocher Portugal, Yves Rocher Russia, Petit Bateau Chapelle Saint Luc, Petit Bateau Pont Sainte Marie, Eco-Hôtel La Grée des Landes, Yves Rocher Grenelle), which represent 15% of the waste produced by the Group in 2014.

For indicators related to water consumption, the words «Group» or “Rocher Group» refer to all the sites within the global scope, except for 4 sites: Petit Bateau Réaumur, Petit Bateau Pont Sainte Marie, Yves Rocher Longueuil and Yves Rocher Russia. These sites are also excluded in their respective business categories (commercial sites / textile distribution).

In order to compare them over time and over an equivalent perimeter (since 2010), the indicators illustrating the changes in the impacts of the Rocher Group and its business sub-categories are calculated over the same perimeter as mentioned earlier, with the exclusion of 5 sites (Flormar Sanayi, Flormar Pazarlama, Petit Bateau Chapelle Saint Luc, Stanhome Venezuela, Yves Rocher Portugal), which represent 9% of the Group’s water consumption in 2014.



> IndicatorsThe indicators presented are those monitored by the sites’ operational personnel. They refl ect the Rocher Group’s commitments on environmental policy.

> DataThe data are collected through an online sharing tool. Every month one or more contributors per site input quantitative and qualitative data on water, energy and waste. This data is consolidated annually by the Sustainable Development Department. Each site must then validate the consolidated data that are submitted to it.

> Calculation of GHG emissionsThe operating perimeter for emissions includes scope 1 and 2 of the accounting method of the GHG Protocol (1). The emission factors used are those in the ADEME Carbone® Base (2). The share of renewable electricity for each country comes from the Observ’ER (3). In some cases, the emission factors for electricity and the share of electricity from renewable sources are provided directly by the suppliers.

> Calculation of the stores’ energy consumption and GHG emissions

The 452 stores operated by the Yves Rocher brand in France, in equity or management, form the perimeter for the calculation of the energy consumption and GHG emissions of the Yves Rocher stores.

Their large number and their diverse situations (in shopping centers, city centers, etc.) make it extremely complex to collect their actual energy consumption. Knowing that the stores consume only electricity, the method chosen was to analyze the consumption of a representative sample of 26 stores, and calculate their average kWh / sq.m / year.

specifi cally, the average kWh / year / sq.m for each generation of stores were calculated. There are currently four generations: 3G, 4G, 5G and Botanical Beauty Workshops (ACV®), the most recent and most widespread version.

The 122 stores operated by the Petit Bateau brand in France, in equity or management, form the perimeter for the calculation of the energy consumption and GHG emissions of the Petit Bateau stores.

For these stores, in the absence of their own values, the activity data provided by the ADEME was used in average kWh / sq.m / year.

Thanks to these estimates, the total average energy consumption of the stores was then calculated. The factor for the emission of the ADEME Carbone® Base for electricity in France in 2014 was then applied to this activity data.

(1) Greenhouse Gas Protocol, an international standard for the calculation of carbon.(2) French Agency for the Environment and Energy Management (ADEME).(3) Renewable energy monitor.


> PerimeterBy «Rocher Group» is understood all the companies related to the parent company Laboratoires de Biologie Végétale Yves Rocher, as shown on page 26 of the Consolidated Financial Statements at 31 December 2014.

The scope of consolidation for the “labour information» section is based on the average annual workforce of the Rocher Group subsidiaries that had employees as of 31 December 2014.

Regarding the data described for pay and changes, working time, absenteeism, work accidents and occupational diseases and training, the indicators calculated are based on permanent employees only.

The subsidiaries Flormar Germany, Flormar Spain, Flormar Investments Netherlands, Flormar Cosmetics Netherlands and Flormar Russia are excluded from the total workforce.

The subsidiaries of Flormar Sanayi (production), Flormar Pazarlama (distribution) and the subsidiaries Yves Rocher Slovakia and Romania are excluded from all quantitative social indicators (except workforce).

> DataThe quantitative data are collected through an online sharing tool. Every month one or more contributors per subsidiary input the data. These contributors are primarily the Human Resources managers of their respective subsidiaries.

The quantitative data is then consolidated annually by the Sustainable Development Department, on behalf of the Human Resources Department, which checks the consistency and accuracy with the contributors. The data on the workforce and mobility are averages over the year 2014.

The qualitative information is provided by the Human Resources Department of LBV Yves Rocher.

E M P L O Y E E D A T A

> Definitions of indicatorsrate of absenteeism: number of calendar days absent (permanent employees) / number of theoretical days worked (permanent employees). Days absent includes absences for work accidents with time off, travel accidents with time off, and illness with time off.

Level of severity: number of calendar days absent for work accidents with time off (permanent employees) x 1,000 / number of theoretical hours worked (permanent employees).

Level of frequency: number of work accidents with time off (permanent employees) x 1,000,000 / number of theoretical hours worked (permanent employees).



The information presented in the Fair trade practices section is provided directly by the Purchasing, Risk Management, Human Resources and Asia Operations (DOPA) Departments, and then integrated into the report by the Sustainable Development Department.

S O C I A L


C O R R E S P O N D A N C E T A B L E – G L O B A L R E P O R T I N G I N I T I A T I V E ( G R I ) R E F E R E N C E D O C U M E N T

ART 225 GRENELLE 2 GRI 3.1 REPORTING PAGES

SOCIAL INFORMATION

Employment

Total workforce LA1 40

Workforce broken down by gender Workforce broken down by age bracket Workforce broken down by region LA1 40

Hires, Redundancies LA2 40

Compensation ; Evolution of compensation EC1, EC5, LA3 42

Organization of workOrganization of work time LA 43

Absenteeism LA7 43

Labor relationsOrganization of social dialogue LA4 44

Outcome of the collective agreements LA4 44

Occupational health & safety

Health and safety conditions at work 45

Outcome of the collective agreements signed with trade unions regarding occupational health and safety LA9 48

Frequency and seriousness of incident LA7 45

Occupational diseases LA7 45

Training Policies implementated regarding training LA11 49

Total number of training hours LA10 50

Equal treatment

Measures promoting gender equality LA14 51

Measures promoting the employment and integration of people with disabilities LA13 51

Policy against discrimination LA13 53

Promotion and respect for the clauses of ILO conventions

Respect for the right to organise and collective bargaining HR5 75

Abolition of discrimination in employment and occupation LA14 53

Abolition of forced or compulsory labor HR6, HR7 74

Abolition of child labor HR6 74


Environmental policy

Organization of the company to take into account environmental concerns. If applicable Environmental evaluation and verification approachs.

9

Training and information towards employees on environmental protection 13-14

Budget dedicated to environmental protection and environmental risk mitigation 13

Financial provisions for environmental risks EN28, EC2 13



C O R R E S P O N D A N C E T A B L E – G L O B A L R E P O R T I N G I N I T I A T I V E ( G R I ) R E F E R E N C E D O C U M E N T

ART 225 GRENELLE 2 GRI 3.1 REPORTING PAGES

INFORMATIONS ENVIRONNEMENTALES

Pollution and waste management

Prevention, reduction and fi xing of air/water/soil emissions EN22 à EN24 15

Prevention, recycling and cuting waste EN22 18

Noise pollution and others types of pollution EN25 19

Sustainable use of resources

Water consumption Water supply considering local resources EN8, EN9 20

Consumption of raw materials Measures taken to improve the effi ciency of raw materials use 22

Energy consumption Measures to improve energy effi ciency and better use renewable energies EN3 à EN7 33

Land use 30

Climate changeGreenhouse gaz EN16, EN17 EN18 34

Measures to adapt to climate change EN18 31

Biodiversity preservation

Measures taken to save and develop biodiversity EN12 à 15 20-34-36

INFORMATION REGARDING COMMUNITY AND SOCIAL INVOLVEMENT PROMOTING SUSTAINABLE DEVELOPMENT

Regional, economic and social impact created by the activity of the company

Regarding employment and local development EC8, EC9 55

Impact on local and neighbouring communities EC1, EC6 55

Stakeholder relationship

Conditions of the dialogue with the persons and organizations 4.14 59-63-72

Philanthropic actions and community involvement EC1, 4.12, 4.13 65

Subcontracting and suppliers

Integration of the social and environmental issues within the sourcing policy EC6, HR6, HR 7 60

Importance of subcontracting and integration of CSR in the relationships with suppliers and subcontractors 4.14 60

Fair operating practices

Fair operating practices. Actions implemented to prevent any kind of corruption SO3, SO4 69

Measures implemented to promote consumer health and safety PR1, PR2 70

Other actions promoting human rights HR 74

GR

OU

PE

RO

CH

ER -

Rap

port

RSE

201

4

LOGO PLANET RESPECT


Sienna


Orange

20 - groupe-rocher-fournisseurs.com · training ... evaluating and reporting on the entire process....

Documents