SCH2017_DRF_EN_Livre.indb

2 Sustainable development Committed to and on behalf of employees

Our global Well-being program takes a holistic view of well-being including the 4 dimensions: Physical, Mental, Emotional and Social. The program has been co-designed in a fully participative approach, through a global crowdsourcing campaign involving all people across the globe. The crowdsourcing started in 2015 and ended in 2016 with more than 6,000 ideas generated from our employees to improve well-being in the company. We leverage a network of passionate Well-Being Champions across the Globe and more than 200 volunteers involved in project teams to carry out the holistic approach of the well-being program based on 5 pillars: Health & wellness (healthy behaviors and lifestyles), Flexibility at work (working in flexible ways for better work-life integration), Workplace (smart, engaging and energizing workplaces), Leaders (Great and caring leaders who inspire people to adopt healthy behaviors), and finally Organizational culture (building a culture of Well-being). During 2017, we continued to deploy various well-being training programs for our employees, with face to face and virtual sessions. More than 30,000 employees have been trained since the beginning Description of risks and opportunities Attracting and developing talent is crucial to the ongoing success of Schneider Electric. The Group is working to become the “best company” to work for, and constantly strives to provide the environment and motivation for its employees to take control of their own career progression, through access to Learning and development and the latest job opportunities, and through readily available resources. See Risk factors p. 47-55. Group policy Schneider Electric places a strong focus on the effective management of talent at all levels. There are two aspects to talent management for Schneider Electric. One is for all employees and ensuring that all employees have a development discussion and development plan in place to guide development and learning in their current role as well as for future potential roles. Talent management and performance management processes were brought together via the deployment of a new integrated HR information system called TalentLink. This system allows significantly improved data management and analytics in the areas of strategic workforce planning and talent management; it also improves the matching of resources to demand regarding learning in the different parts of the organization. In 2017, an employee development portal was also introduced to provide additional tools and resources to employees to explore their career, including a playbook for conducting development discussions. For both performance management and employee development, tools and processes are in place to ensure clear goals are set and tracked in the TalentLink system on an annual basis. 4.3

of the Well-being program. We diversified our training offer with a program of global webinars focusing on specific topics such as well-being awareness, mindfulness discovery and practice sessions, recognizing stress and burn-out, nutrition, the power of sleep to drive sustainable performance, purpose at work, energizing and engaging people in manufacturing sites, how appreciation creates value, well- being in a digital world, etc. Schneider Electric continued to raise awareness about the importance of well-being through various global and local events and activities (learning, healthy food, yoga, meditation, etc.) promoting the program. Well-Being Labs initiative continued in 2017 to encourage teams of people to share, experiment and implement actions to take care of their well-being. Since the beginning of the program, more than 1,000 well-being labs were registered in 52 countries. Schneider Electric also launched its Global Flexibility at Work principles in 2017 to support a better work-life integration for the employees. A Global Mindfulness at Work program has been launched in 2017 as well, providing training and practice sessions to raise awareness about mindfulness benefits in the workplace. The other aspect of talent management is related to the identification of high potential talent across the organization. To this end, an annual talent review process operates across the organization to help ensure that high potential individuals are identified and realize their full career potential. Structured succession planning for critical roles helps to accelerate individual career development while maintaining continuity for the organization. In selecting and developing talent, an important consideration is also to foster diversity such as gender and nationalities (new economies as well as mature economies). Towards the end of the talent review process across the entities, there is an aggregated review with the Executive Committee to discuss the overall health of the leadership pipeline and succession strength for top positions. Set up in 2009, the OneVoice internal survey was designed to measure employee satisfaction. The survey has evolved to include the level of employee engagement on top of employee satisfaction to derive a more holistic view of employee sentiment on the ground. Our OneVoice survey in numbers at the end of 2017: E 100% of employees surveyed twice a year i.e. : E 179,000 emails sent, E 78,000 people reached via “kiosks” on 271 production sites, E 3,300 managers receiving a dedicated report; E a constantly improving participation rate from 62% in 2011 to 80% in 2017. Due diligence and results Employee engagement and OneVoice

Talent and employee engagement

2017 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC

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