Good morning, good afternoon to all of you and Welcome to Legrand 2025 CSR CMD that is held live and webcast. This event is the continuation of our latest CMD that we held last year on 24 September 2024, during which we presented our strategic roadmap for the next six years till 2030. Today the Benoît Coquart, Chief Executive Officer of Legrand, will first introduce the event with a reminder of where we stand in terms of CSR, what are our mid- term ambitions and how CSR makes Legrand a better company. Then Franck Lemery, Chief Financial Officer of Legrand, will explain how CSR is effectively and significantly supporting performance. We will have a word from Legrand's Chair of the Board on our governance practices, of course, also supporting performance.
Last, Virginie Gatin, Executive Vice President, Corporate Social Responsibility, will detail our achievement on our previous CSR roadmap and she will introduce our targets for the one that is just starting and that will last till 2027. The presentation should last not more than one hour and after we'll have a Q & A session about half an hour and to ask a question you have two options. Either through the phone, on the link that is provided on the webcast, or directly on the webcast platform in writing by submitting your question. Thank you. Now I'm handing it over to Benoît.
Thank you very much Ronan. Hello everybody. Thank you for connecting to this virtual CND. Needless to say, what we present today is fully consistent and was even inspired by our purpose and our values. You have on this slide a reminder of our purpose, improving lives by transforming the spaces where people live, work and meet as well as of our five values. If we look a bit what happened past couple of years, especially in the past five years, it has been quite a difficult time market wise. We had to go through the COVID, we had to go through the shortage in raw material components, through the Ukraine Russian war, through the building crises and even though the times have been a bit difficult, we've been able to deliver both on our financial and non- financial objectives. You have. Here are a few numbers.
Over the past five years our sales grew 31%, our EPS grew 42% and we were able to have an average achievement rate of our CSR roadmap of about 121%. Our CSR roadmap significantly impacted Legrand business. If you look at a number of Legrand metrics compared to what used to be a couple of years back, we have made significant progresses. For example, over the past five years we've been able to cut our CO2 emissions Scope 1 and 2 by 61%. We now have more than 30% of our managers that are women and we have hit record high 80% customer satisfaction. We will demonstrate today that we intend to continue to have an ambitious CSR approach and to leverage CSR as a competitive advantage when it comes to attracting talent, when it comes to serving our customers and to make them satisfied.
To make a long story short, CSR is at the heart of our strategy and we will continue to be extremely ambitious on that. Now you know that at Legrand we love setting long-term ambitious targets. You have here a reminder of our 2030 CSR ambitions. Gender diversity, we want to have 1/3 of our key management positions, so top managers, being held by women, against slightly more than 13% back in 2015. We have ambitious climate targets. We intend to cut by 42% our Scope 1 and 2 emissions and by 25% our Scope 3 emissions by 2030. We want to phase out all single-use plastic by 2030 to help our customers saving 70 million tons of CO2 using. [Foreign language].
Demonstrating that CSR is fueling the strong commitment of the teams. Our teams are trusting our strategy, the value proposal of our portfolio and also our values. Now the third driver of performance supported by CSR processes and discipline of the organization. Legrand is recognized for its responsible, lean and accountable organization. We have a clear definition of roles and responsibilities. We are local for front office to stick to the market and global for back offices to leverage our skills. We took the opportunity of CSR de implementation to further improve this organization with first a more granular risk management and second a large set of KPIs. Just to name one example, we have worked a detailed mapping, a detailed analysis of our physical climate risk that may impact the main facilities, the main production sites and the main distribution centers.
Last but not least, the fourth contribution of CSR to group performance is about best governance cost practices. Before handing over to Virginie, let's watch together a video of Angeles Garcia-Poveda, Chair of the Board of Directors who will provide insight on the robust governance of the group.
Hello dear investors, I would like to take this opportunity to share with you some highlights on Legrand's governance. Legrand enjoys a robust governance that ensures effective and independent oversight and relies on four major pillars. Board composition first, solid and well balanced in terms of independency, skills, nationalities, aligned with best market practices. Second, a split leadership structure with separate and complementary roles between Chair, CEO, and Lead Independent Director. Third, highly engaged members in 2024, 26 meetings with 97% attendance rate, including no less than 34 management interventions during our board sessions. Fourth, strong and transparent processes, for example, succession plans or board evaluation. Let's now take a closer look at our governance structure and board composition.
The Board is organized around four strong and efficient committees, all of which are chaired by an independent member and all of which work hand in hand in crafting and executing Legrand's CSR commitments in 2024. The Engagement and CSR Committee was highly involved both in reviewing the 2022-2024 roadmap results and in shaping the 2025-2027 roadmap that you are about to discover. The Audit Committee took over responsibility for sustainability reporting. The Remunerations Committee carefully reviewed the CSR criteria present both in the short term bonus and the long- term incentives. Our Board is composed of 14 directors, including two directors representing employees who respectively sit in the Audit and the Remunerations Committees. Our directors bring a strong, diverse, complementary mix of skills in their respective fields across various industries and functional expertises. 75% are independent. We have seven different nationalities.
42% are female, 50% bring experience in general management. With no less than four sitting CEOs of global companies and including specific expertise in sustainability, we have a state-of-the-art selection process for appointment of new directors. The Nominations and Governance Committee anticipates future board succession needs and constantly seeks for the best suitable profiles through a never green process producing high-quality shortlists systematically interviewed by all committee members. This process allowed us to appoint four new board members over the past three years with an approval rate above 99% at shareholders meeting. Once the directors are on board, we do not only rely on past experience, but we also devote every year a day to a working session to develop our collective knowledge on specific topics that are relevant to Legrand. Climate, geopolitics or artificial intelligence are some examples.
Our yearly offsite strategic seminar gives us the chance to deep dive on specific geographies or business areas and to hold detailed discussions on our strategic roadmap. With a balanced mix between challenge and support and a high level of trust in the room that enables healthy debates, your board is well equipped to support Legrand in continuing to deliver its commitments and advancing its strategic agenda. You can count on all of us to protect our shareholders and stakeholders interests. Thank you.
Good morning. Good afternoon everyone. I'm going to go over our 2022-2024 achievements on our previous CSR roadmap and then I'll cover our new CSR roadmap. First, if we take a look at our global achievement, I think it's really good to see how the group has systematically overperformed against its target across the three years of the roadmap. If you look a little bit closer, of course you can see how we did extremely well on climate and it was a little bit more difficult on circular economy, for example. I'll go back to that and explain a little bit more in a second. If we start first with diversity and inclusion and we look at each of the KPIs for 2024. On gender diversity, we were aiming to reach 30% of management positions held by women by 2024. We're slightly over the mark at 30.5%.
All the teams did great work and this is a really good achievement. On diversity and inclusion labeling, we were aiming to have 80% of our headcount covered by a GEEIS label. We are definitely over performance on that one at 94% of our headcount covered by a GEEIS label. Employability of early in careers. The idea behind that was really to have internships, apprenticeship and recruitments covered. We wanted to have 4,000 new opportunities for careers every year of the roadmap. Across the three years, we are at 12,323, so above definitely the target. I'll explain in a minute as well. Really good dynamic in our teams thanks to this KPI. We extended our diversity and inclusion commitment to our suppliers with the aim to have 200 additional businesses with supplies qualified as D&I and we ended the roadmap at 321.
If we take a closer look on gender diversity, we see a really strong increase over the last five years. First looking at just management positions. So Hay grade 14+ with over 30% increase across the five years. If we look at key management positions, we see an even steeper increase, which is really positive. Over 60% increase across the five years to reach 27.8% by 2024. We know that this brings a really good performance to the teams and also a renewal of talents within the team. All really positive. Moving to the second pillar of the roadmap, climate, our aim was first to decrease Scope 1 and 2 emissions. Benoît early on presented the 2030 targets.
We have a clear pathway to 2030 and we really did well in the past three years and even in the past five years on decreasing our Scope 1 and 2 emissions. What we have behind this is more energy efficiency in our sites, but also deploying renewable electricity, whether it's on site or through purchasing renewable electricity. Our aim was to reduce by 10% each year of the roadmap Scope 1 and 2 emissions. We're clearly over that mark at minus 53% across the three years of roadmap, reaching 65,000 tons of CO2 emissions on Scope 1 and 2. On scope three, Benoît also presented the targets for 2030. Our key point was really to engage our suppliers. We were aiming to engage at least 250 key suppliers and have them commit to reducing by 30% their CO2 emissions on average by 2030.
We clearly did really well on the engagement side, with 327 suppliers engaged. We're slightly below target on the amount of their commitment at -341 kilotons of CO2. When we move to the new roadmap, I'll explain what we'll do a little bit differently in our new roadmap Scope 4. Really important topic for us and for our customers. The point here is really, through our energy efficiency offers, to enable our customers to consume less energy and therefore emit less CO2 emissions. This target, of course, is our target, but it's also for the benefit of our clients. We were aiming to avoid the emission of 12 million tons of CO2 over three years of the roadmap, and we're really happy to show that we are well above that at 14.8 million tons of CO2 avoided over three years.
Showing a really good dynamic on our energy efficiency offers. Taking a quick look back at Scope 1 and 2, just to show the really consistent decrease in our CO2 emissions across the last five years. You see that we moved from 177 kilotons of CO2 in 2019 to 65 kilotons in 2024. Really, really good achievement. Thanks to the Legrand teams for all their great work on this. Moving to our third pillar, circular economy. First, we wanted to include more and more recycled materials into our products. This means, of course, less impact on the environment. It also means less carbon. Overall, it is good for us, it is good for our clients. We were aiming to have 15% recycled plastics and 40% recycled metals. We did really well on the recycled metals, reaching 44% by the end of 2024.
We're slightly below target on recycled plastics at 10%, but there's been a great leap between 2023 and 2024 on this one. The teams have really built strong knowledge on how to integrate and well pursue the work. Banning single- use plastic, it's really about taking into account pollution. We know that plastic, plastic packaging pollutes the environment, pollutes the oceans. Even though Legrand will not solve the problem, we can definitely be part of the solution. We decided to have strong commitments on phasing out single- use plastic from our packaging. Starting with banning flow pack packaging coming from fossil fuels and expanded polystyrene, unexpanded polystyrene. We're really almost there. We're precisely at minus 99.3% elimination by the end, by the beginning of 2025 we were there.
Flowpack, i t's been a little bit of a slower path because we've had to learn as we go how to replace the packaging, what could be the alternatives. We're in -23, we're not completely where we want it to be, but we've learned a lot in the past three years and we're really accelerating the phasing out. Environmental product declaration. It's really all about providing information to our customers. It's about giving them full information on what is the environmental impact of the product they are buying from Legrand across the whole life cycle of that product. We wanted to cover 72% of group annual sales with product sustainability profiles, mainly EPD. Environmental product declarations were overperformed at 75%. Really good, really good achievement because it shows the dedication of our R& D teams to provide all that information to our clients.
It's very useful for our clients not only to calculate the lifecycle analysis of their buildings, but also to understand what they're buying and what is the highest performing product on the environmental footprint. Moving to showcasing what we did on phasing out single- use plastic and recycled content, you have a few examples here. We wanted to show concretely what our commitments look like. On the left hand side you see the packaging that replaced previously plastic packaging. It's important to understand the work that goes behind it. First the teams really rethink what packaging do I really need. They're really going to look at what can I get rid of, which packaging is not needed or how can I make my clients' life easier by using different types of packaging. On the right hand side you see products using recycled content.
I'll take the example of the Céliane wiring devices which on average uses 45% recycled materials, which is great o r the Cablofil wire basket which uses over 90% recycled content. You see really qualitative products which have a high recycled content. Now moving to our last pillar of our 2022, 2024 CSR roadmap. First, customer satisfaction. The idea was really to roll out customer satisfaction everywhere. It's been mentioned by Benoît. Really important to make sure that we listen to our customer everywhere, that we carry out regular customer satisfaction surveys to understand what our customer thinks and to go back to the customer, understand what we can do better to increase that satisfaction.
We're really happy with our performance at over 93% because it's really showing all the efforts done by the Legrand teams to go out and see what our customers want and make sure they are satisfied. Business ethics is something we've had for a long time and will continue having. It's making sure we have a strong Business Ethics Policy reframing, meaning we know within the Legrand teams who needs to be covered and be aware of that Business Ethics Policy to make sure those people are trained and that there is full compliance. We're at 98%, o f course, we're aiming to be at 100% but still strong performance on business ethics. Employee development. We really want to work on the employability and the skills of our workforce.
Throughout the roadmap we worked on increasing every single year the number of hours of training for our employees, covering at least 85% of our employees. It was five hours, then six and finally seven hours in 2024. We are very happy to see the outcome of over 95% of our employees have been trained at least seven hours in 2024. It is something we will continue. Safe workplace is crucial, m aking sure we have less accidents and of course that we go towards zero. We wanted to reduce by 20% our FR2 across the three years of the roadmap against 2021 baseline of 3.49.
We are really, really pleased to see that - 26% because it improves of course our operations, it improves productivity, but more importantly, it means that we are safer at work and that we take good care of our employees at work and make sure there are less and less accidents, which is a really important point. We will of course pursue this work in the coming years. Serenity On program is our social program making sure we cover our employees through health, through disability issues, through parental leave. We also extended it to well-being, health and, sorry, health benefits and mental benefits. We wanted to cover 100% of Legrand employees on this. We're just below target at 96% but we're continuing the deployment of course, and we will reach the 100% employees very soon. All of those KPIs and all of these achievements.
First, well done to all the Legrand teams because it's been really great work and well done to all for this. We're very happy also to showcase this to our clients because a lot of those topics mean we're a better performing company, we're stronger and we also have great things to showcase for our clients, but also our other stakeholders. To summarize a little bit what CSR brings to the business, we wanted to give you an example of how CSR nurtures and really is used in our business to show how it's used by our business leaders in concrete situations. Here is a video.
In 2024, Legrand, Germany, together with Accesa GmbH, has won some interesting tenders and is currently on the verge of winning more. Accesa is a very well-known German company in charge of project management and installation of electrical systems in new and existing buildings. The company is based in Berlin. They launched tenders for wiring devices to be installed in big residential construction projects for several hundred apartments in Germany and CSR was an important criterion of choice. Investors and customers are focusing more and more on sustainable construction and are looking for sustainable solutions. Those trends are also promoted by government through subsidies. On those projects we have proposed Zeano, which is an extensive range of switches and sockets embedding the latest technology allowing us to be flexible and to answer to our customer needs.
Importantly, we also have strong arguments on this range which allowed us to perform on the standard. The first feedback we received from our customer Accesa was positive based on the design, the price and the function of Zeano. On top of that, as sustainability was a high expectation and key for the success of our offer, they looked closely at the sustainability aspect of our product range. Zeano has been designed to follow the group's CSR roadmap on circular economy. It includes a high level of recycled plastics for example. The product's environmental profiles have also been defined and provided to the client. Additionally, a part of the range is connected and allows customers to reduce their energy consumption and therefore their greenhouse gas emissions.
Finally, what was particularly attractive for the clients was the fact that our packaging was made of paper and cardboard to avoid single use plastics. All of those elements helped us make a difference compared to competition. This proves that our CSR targets apply to our products, enable us to answer customers' expectations and be more competitive in tenders.
It's really great to see how our CSR commitments really help our business. It's also good to see that our great performance on CSR has helped our non-financial ratings. If you look at our 2024 results, we're very happy with the CDP Climate Change A List. We joined the A List this year, which is really good recognition of all the hard work done by our teams. You have also here examples of other, like the Gold Rating for EcoVadis or the Double A on MSCI. This recognition of course helps support our work. Now moving to our 2025-2027 CSR roadmap, the sixth of the group. I'll first explain a little bit how we work to develop this roadmap. The way we start the work on the roadmap is through a maturity survey.
We go out to our stakeholders and ask what are the key CSR topics for you regarding Legrand as a business? Of course, what makes us a more impactful business for our stakeholders, including our clients. We ask, of course, our clients, we ask our suppliers, we ask our shareholders, our employees, basically a whole area of stakeholders to really understand across the world what their expectations were. You have on the right hand side the order of the topics that they noted. On crucial topics we have quality and safety of products and services, respect for human rights, business ethics, energy efficiency of buildings, customer experience, health and safety, climate change, environmental impact of products and solutions. We took all those topics and made sure we included them in our new CSR roadmap, whether as independent pillars or included in different KPIs.
This is really important because of course we need to make sure we're working on the right topics. We also have the right level of ambition to make sure we bring the right level to the business and to our clients. Looking at all of those topics, we built targets on all of them and then constructed the roadmap. To illustrate this roadmap, we will first start by watching a video summarizing our new CSR roadmap.
For Legrand i mproving lives also means building a sustainable future for everyone. To meet the challenges of the w orld around us, we're strengthening our CSR a mbitions today with this sixth roadmap, which is fully integrated into our development strategy, w e're mobilizing our teams, our partners, our s uppliers and our entire ecosystem in this virtuous dynamic. Because people are our driving force, w e are committed to diversity, equity and inclusion by increasing the number of women in management position, by promoting all form of diversity with our employees working in entities, recognizing the diversity in inclusion level by offering new opportunities to early in careers and by promoting our suppliers who share this vision.
Our ambition is to actively combat climate change. Our teams are mobilized every day to reduce our carbon emissions. On the one hand by limiting direct greenhouse gas emission at our sites and on the other hand by reducing indirect emissions and by supporting our suppliers in their commitment to decarbonisation. The transition to a more circular economy is a major challenge. Therefore, we have placed eco design at the heart of our strategy to offer our customers ever more sustainable and circular products. We're using more and more recycled materials and are committed to gradually phasing out all single use plastics in our packaging.
Customer satisfaction is one of our core concerns. Listening to them is essential to meet their expectations. Thanks in particular to our customer satisfaction surveys. We offer solutions to our clients so they can reduce the energy consumptions of their buildings with our energy efficient products and services and so they can assess the performance of our products through environmental profiles. As a responsible company, we implement best practices for our employees and business partners on a daily basis. It is essential to us to respect human rights, act ethically, guarantee safety at work and continuously develop employee skills through training. That is the key to a sustainable future. Wherever we can, we're stepping up our actions to improve lives. It's our responsibility for a sustainable future.
As you have just seen, our new CSR roadmap is built around five pillars and we put, of course, serving our customers at the heart of what we're doing because it's essential for us. Now if we take a look at our KPIs that we've set ourselves for 2027, promoting diversity and inclusion. As you've seen, at the end of 2024 we were at 30.5% management positions held by women. We want to continue on this good trend and we're targeting to be at 35% by 2027. GEEIS label also we want to continue the work. We aim to have 100% of our headcount working in a diversity labeled organization. So diversity labeled organization. We also want to extend.
Currently the labeling is on two pillars and now we want to move to three pillars. Early in careers, we've had really great results through this initiative. What we've really seen is young talents being identified and really a renewal of people in some of our and able to have kind of new ideas reaching the company. We really want to pursue this and we'll have 44,000 positions offered to early in careers each year of the roadmap. We also want to continue the work with suppliers, with 100 additional suppliers considered as diverse and inclusive throughout the roadmap.
What you see throughout the five pillars I'm going to present is really, it's a continuation and a strengthening of all the work we've done in the previous roadmap, but also of course, going further with our ambition because we can really see how this is helping our performance. Moving to climate, we want to pursue the work, of course, to meet our 2030 targets. Scope 1 and 2, we aim to reduce by 10% our Scope 1 and 2 emission across three years of the roadmap against our 2024 performance. We want to continue the work also on Scope 3 with our suppliers, by reducing our CO2 emissions from our suppliers' operations by 30%, representing 70% of our purchased goods emissions. We'll continue the work with our suppliers.
Of course, our approach is a little bit different because we've learned a lot in our previous roadmap. As you just saw, we did really well on the engagement side. We managed to engage a lot of suppliers. It was a challenge to get them to commit to the amount we wanted them to and we've learned in the past three years we're going to apply. It's really about supporting them, helping them calculate their carbon footprint, but also helping them set up their action plans. Because depending on the size of the customer of these suppliers, sorry, it's not always easy for them to have the maturity to have a full action plan already in place. We're really here to help them and make sure they understand their carbon footprint and they have the right commitment level.
It is something the procurement team is working on with our suppliers and will be working on in the next three years. Moving to our third pillar, developing a more circular economy, we really put eco design at the heart of what we do. Eco design is crucial first to design the right products for our clients, meaning that they want more and more products that have less carbon footprint, that have more recycled content, that can be repaired easily, that can have a second life, and that are more easily recyclable at the end of life. It is really at the heart of what we are doing. This is why we have set this target, which is 50% of new and redesigned projects that meet Legrand's Eco Design Index criteria. What we put behind Eco Index criteria is they all have to follow the eco design process.
They can have no single- use plastic packaging. Of course they need to be compliant with all environmental regulations. Of course, we usually look at the more stringent EU regulation and they have to either improve the CO2 content of the product or the repairability index. This is really at the heart of what we're doing. We're also going to continue what we had in the previous roadmaps, so continuing integrating sustainable materials, mainly meaning recycled materials, into our products. Over 1/3 of sustainable materials in our products, exactly 37%. We're going to continue eliminating single- use plastic in our packaging. We're extending beyond what we had in our previous roadmap, which was flow pack and expanded polystyrene, to more types of plastic. We aim to remove 80% of plastic primary packaging from our products by 2027. Our fourth pillar, serving our customers.
I'll start with the middle customer experience. Really important. We did great work in the last three years on this topic. We want to continue that work. It means we want to maintain customer satisfaction at 80% over the three years of the roadmap. We also want to keep the Net Promoter Score at 50 during that time. It means constant work from all our entities to calculate customer satisfaction, to make sure we understand what customers think and to really work on improving that customer satisfaction. Product sustainability profiles we aim to be at 72% annual revenue covered by product sustainability profiles over the next three years. Of course, we know we performed really well in 2024 at 75%.
What we have to take into account is there are a lot of acquisitions that come into play every single year which are dilutive because most of our acquisitions do not have product sustainability profiles. We want to have that steady work by our R& D teams to produce the product sustainability profiles used by our clients. We also have to take into account the dilutions from the acquisitions. We have that steady 72% for this upcoming roadmap. Last topic on customers is Scope 4. As I previously said, it's a really big topic for us and for our clients. It's part of our offering and it's a really important one, making sure we put on the market products that bring energy efficiency to our clients. It's also important for them because it means less energy consumption, less CO2 emissions.
We saw that at the end of 2024. Across the previous roadmap, we had reached almost 15 million tons of CO2 avoided over three years. We want to go further, of course, we want to develop this energy efficiency offering. We aim to be at 20 million tons of CO2 avoided across 2025-2027. Now to showcase what is in our energy efficiency offering. Here is a video presenting this offer.
Climate urgency, scarcity of resources and increasing energy costs are a reality. Legrand provides solutions to its cloud customers enabling them to reduce very significantly the energy consumption of their buildings or operations while maintaining comfort. Thanks to Legrand solutions, our customers are avoiding CO2 emissions, 15 million tons of CO2 between 2022 and 2024, and this is just the beginning. With the digitalization of uses including the development of artificial intelligence, the global power demand from data centers is growing exponentially. To address this, Legrand offers its customers a range of high value, modular and highly configurable solutions for all types of data centers. This allows operators to optimize infrastructure management while very significantly reducing their energy consumption.
Legrand continues its external growth with 22 acquisitions since 2010 of top range companies in the field of data centers across the world and including innovative and efficient solutions such as liquid cooling. Global electricity demand is expected to double by 2050. This energy transition will require a significant effort to improve the energy efficiency of all uses. Legrand is part of this dynamic through its wide range of connected and sustainable solutions related to electrification, space and building efficiency, including energy consumption management. On digital lifestyles, Legrand offers connected solutions that enhance comfort and autonomy while also enabling energy consumption management mostly at home. Our offers aim to integrate the best possible combination of technology, ease of use and installation and privacy protection. Our remote management offers such as home control and home security applications, facilitate the management of temperature, lighting, overall energy and security.
Reducing the energy consumption of buildings, including of data centers which all together represent 30% of worldwide energy consumption and 26% of CO2 emissions, is at the heart of Legrand's commitments. Thanks to our intelligent and sustainable energy efficiency solutions, we support our customers in their contribution to preserving our planet while optimizing their operations. Legrand energy efficiency today and tomorrow.
Now moving to the last pillar of our CSR roadmap for 2027, being a responsible business. As was mentioned in the Maturity Survey, human rights came out as a material topic for our stakeholders. We introduce human rights and suppliers as a KPI. Our aim is to have 100% of our major suppliers engaged, meaning they have signed our code of conduct and also are compliant with EcoVadis human rights score. We set a minimum score and they have to be compliant, otherwise they have to put action plans in place.
We also want to cover 100% of our risky suppliers that have to sign our Code of Conduct for suppliers. M oving to compliance, w e will continue the work we've been doing historically on Business Ethics Policy, making sure we frame so we identify all the people who need to be covered by our Business Ethics Policy, that they are aware of that policy, that they are trained on that policy, and that we are compliant with it. Health and safety, as I mentioned, really key topic, it's good for our people, it's good for our business. We want to pursue the work, but we want to introduce a new FR2T. So it's including our temporary workers. So it's what we were doing historically on FR2, but we also add temporary workers, hence the name FR2T.
We want to reduce by 20% this FR2T between 2024 and 2027. T hen employability and skills development of employees. As I mentioned, we increased every year of the previous roadmap the number of hours of training for our employees across that roadmap. We want to continue that work. We ended the last roadmap at seven hours. We will bid eight, then nine to reach 10 hours by 2027. In the previous roadmap we wanted to cover 85% of employees. In this new roadmap, we are reaching it to 90%. The aim there again is really to develop the employability and the skills of our employees. That is it for the KPIs of our new roadmap. Now handing it back to Benoît for the conclusion.
Thank you very much, Virginie. Brief conclusion on my side. I hope you have understood that CSR is really part of the Legrand DNA. Actually the first time somebody was appointed to handle the CSR approach, it was back in 2004, so 21 years ago. We are currently launching our sixth roadmap. It is something which has been part of the story for the past at least 20 years. We have always seen CSR as a competitive advantage. We believe we are leading the pack in terms of customer satisfaction, in terms of CO2 reduction, in terms of gender diversity, and we intend to continue to do so. We see our next 2025-2027 roadmap as another leap forward. We strongly believe that it will further enhance our performance, make Legrand a better company and help us to reach our long term ambitions.
Thanks a lot for your attention.
Thank you, Benoît. We will now switch to the Q& A session in a couple of seconds. As a reminder, you have two options for raising a question, either by phone and then if you are connected already by phone, please press star 11 and we will open the room to you. The second alternative is through the platform of the webcast where you can ask your question in writing and we will start the session in a couple of seconds. Thank you. We start the Q & A session. We have a number of questions already in writing on the website. I could start with the first one that is, can you please remind us on how Legrand managers' remuneration is incentivized on CSR achievements?
Okay, I'll take it. It's an important question indeed. If you take a local country manager, for example, the head of France, the head of India, the head of Brazil, 20% of his yearly bonus will be based on CSR. It will typically be 70% financial performance, 20% CSR, 10% qualitative and the long term incentive part of remuneration. The performance shares would be 1/3 top line, 1/3 bottom line, 1/3 CSR. 20% of the yearly bonus, 1/3 of the long term incentive plan. It's pretty significant when you look at the CEO. Myself, out of the total package, fixed remuneration, yearly bonus, a long term incentive, 17.5% of my remuneration is based on CSR KPIs. Of course, it does not have the same level as financial KPIs, but it's pretty material and pretty significant.
Okay, thank you. We have a second question. That is, I read it, 37% of your sales are made in the U.S., w hat about the new administration? Do you reckon it could have an impact on your CSR roadmap?
It is indeed an important question. What we feel is that the way we practice CSR is completely compatible with any feedback from the administration. I mean, we, for example, want to improve customer satisfaction. We want to make sure that we give first job opportunities to a number of people. We want to cut the level of accident at work. All those topics we believe are completely compatible with any directive from the U.S. administration. We do not see why it would not fit. We will, as we said, continue on our roadmap, continue those targets. We do not believe that the size of pens in the U.S. is a problem.
Okay, another question. Can you please elaborate on the climate risk impact regarding your sites or your premises?
Okay, I take the answer as it was in my slide. As I said, we conducted a very detailed study about the climate risk. It was done with AXA. You know that the footprint of Legrand is made of more than 100 industrial sites and more than 100 also of logistics sites. What does the study say? It says that currently we have roughly 6% of our sales which could be exposed to climate risk, and it's 6% of our sales with around 15 sites. What does it say? It said that not a lot of sales, let's say percent, and individually, each site is not very meaningful. Now we have that diagnosis. We pushed a little bit the stress test with the worst case of global warming. What would it mean in a few years?
We know exactly where to work, where to take the action plan in order to mitigate future risks.
Okay, another question. In your previous roadmap, you had an indicator on the deployment of your common minimum social package throughout the world, which was called Serenity On. It's no longer in your new roadmap. What is the reason? Are you revising your ambition?
I'll take it. Indeed, when I showed the 2022- 2024 CSR roadmap, the last KPI of being a responsible business was Serenity On. We no longer have it in the new roadmap. It does not mean at all that we are stopping on the Serenity On program. We are pursuing the work. It is just that we like to keep the CSR roadmap with not too many KPIs to show our focus. We are continuing with the Serenity On program. We are also increasing our ambition to extend it further for our employees. It is just that it has become a little bit part of the way we run the business. Therefore it is not part of the roadmap. The way we use the roadmap is really to put focus on specific topics where we need continued work.
We keep it in the roadmap where we feel we've reached a level of maturity where this is just part of our business. The way we run, as you know, many things that we do every day is not in our roadmap. We take it out. This we've taken out because we're at a maturity level where it's really in the way we manage the business. We are going to continue extending the program in the coming years to new rights and to new coverage for our employees. It's just not in the roadmap. We will continue externally informing our stakeholders on how we're doing on Serenity On and what's in the program. It's still there. It's just not in the roadmap.
I think we have one last question. That is what's the financial cost of your CSR roadmap? For instance, the implementation of your circular economy and so on. So an idea of the cost globally.
You know, as Benoît said, Legrand's CSR approach more than 20 years ago, we constantly grew in terms of revenue. We constantly held a nice margin on free cash flow generation. What does he said? He said that at the end of the day it has no meaningful impact in the cost. I would say there is a right balance of benefit in the top line. Some, of course, additional costs, but of course additional saving. Globally speaking, true that the journey that started 20 years ago, we grew a lot and we sustain around 20% of adjusted EBIT margin. My strong conviction is that at the end of the day it's more supporting value creation than affecting that.
It is about the same answer to how much does quality cost? Of course we could save money by doing less qualitative products. We could save money by doing less innovative product. We could save money by serving not as well as our customers. We could save money by not using recycled materials. We could save money by accepting higher frequency rate of accidents. There are many, many ways to save money. We believe that we are using the right ways. We are doing productivity, we are doing footprint optimization, we are Industry 4.0. Cutting on quality, cutting on circular economy concepts, cutting on safety for employees would be a wrong way to do savings at the end. Does it work? Franck provided the answer. We've been able to hold more or less a 20% EBIT margin for 20 years.
Yes, it works. I remind everybody that this 20% margin is higher than the average margin of our peers.
Okay, this is it. We do not have any other questions, so maybe Benoît, a word of conclusion.
I just wanted to thank you very much for connecting to these digital CND. Should you have any further question on our CSR approach? The whole team is available for you. Ronan, Franck, Virginie and myself, thanks a lot.
Thank you.