SCH2017_DRF_EN_Livre.indb

2 Sustainable development Committed to and on behalf of employees

Learning and Leadership development

4.4

Description of risks and opportunities The ongoing growth of Schneider Electric’s businesses in markets around the world requires the development of leaders and innovators across all disciplines. Matrix organization structures and virtual teams place new demands on employees. The company program initiatives, such as digitization, simplification, growing services business or customized supply chain, etc., also require ongoing adaptation and skills enhancement. Learning and career development is therefore at the heart of Schneider Electric’s Human Resources policy. Group policy There is a strong focus on Learning in our 2015-2017 company program. Within this program, ‘Step Up’ defines strong ambitions in training, fosters a culture where employees take the initiative to learn, grow their skills and drive their career development. Employees should feel able to do so regardless of their origin (education, background, nationalities, gender, business, level, etc.). The following indicators have been defined to track progress in this direction: the percentage of employees who receive a minimum of 1 day’s training each year; and the number of employees who express their satisfaction via the OneVoice survey on the fact that they “have appropriate opportunities for personal and professional growth”. In 2016, the Group redefined its training strategy around 3 components: E a culture of inclusive training by pursuing its goal of one-day training per year and per employee; E the development of the best experts by function; this includes the definition of a learning pathway for the positions deemed critical, insisting on experience and exposure recommendations on top of formal training. We also focused on the “onboarding” process based on the principle of a “driver’s license”, which consists in a series of training and interviews to be performed by newcomers in the first 3 months after arriving in the Company; E a willingness to offer more digital content that is richer and more social (in the social network meaning of the term), and take advantage of the My Learning Link platform to measure the activity as well as the impact of the training programs on employee productivity and commitment. Due diligence and results Digital learning The Bersin by Deloitte infographics on the Modern Learner (2015) shows that the half-life of a skill today is between 3½ and 5 years. Because we want to achieve our business goals and stand out from the competition, we know we must invest in our people and prepare them for the future with the right set of skills, at the speed of change. The innovations conducted in the past 3 years in digital learning are solid steps in that direction.

First, the Group progressed on its journey to transition towards a more digital learning catalog. Since 2014, we have increased the number of digital training hours available by 13 points up to 38% of the catalog available, mainly through business-driven action plans like: deploy a large catalogue of eLearning in 13 languages available without any approval to all Schneider Electric employees; make available Ted Talks videos directly in-line with our transformation and business priorities; integrate specialized learning providers for software and IT to cope with constant changes in that field, as well as dedicated digital libraries for Procurement and Finance functions. This resulted in a 2-point increase in the digital hours consumed, from 31% in 2016 to 33% in 2017 (16% in 2014), while maintaining a high level of satisfaction from employees (4.2/5 rating on the digital learning offer – Source: My LearningLink) Second, Schneider Electric has successfully enlarged its learning ecosystem. The Group has connected its learning management systemwith content platforms to get closer to its ambition of delivering a one-stop shop for all employees (See Global Tools and Enablers section). Learning Culture For the fourth consecutive year, the Group organized a Learning Week, which was held worldwide from May 15-19, with 3 main objectives: E reinforce learning as a key part of our culture; E develop knowledge, skills and competencies to better serve our customers; E enable all employees to exchange, collaborate and choose their own learning experience. Many activities were organized including webinars and workshops on key subjects, collective e-learning, market place, roundtables with leaders, training courses, employee initiatives to teach professional and personal subjects to colleagues, games, contests, selfies on Yammer (our social network), etc. Over 50,000 employees actively participated. Consolidated results from the Learning Week confirm our success: E 75% of respondents satisfied; E 78% are likely to recommend the Learning Week to a friend or colleague; E 95% of respondents think that Learning Weeks should continue to be organized in the future; For the first time in 2017, we also organized 3 global Learning Days with learning offered on specific business topics: E 1. Schneider Electric, our products & services (March 29); E 2. Customer Centricity (July 6); E 3. Digitization & IoT (November 9).

2017 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC

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