SCH2017_DRF_EN_Livre.indb

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Sustainable development Committed to and on behalf of employees

Internal Trainers: We actively promoted a learning and teaching culture by developing our internal trainer capability and setting up an internal trainer community. We currently have ~5,000 internal trainers identified globally who delivered over 24,000 sessions in 2017. Great Professionals Onboarding From a new comer’s perspective, we focus on a systematic and consistent onboarding experience in the first 90 days. The program is articulated around a signature experience including 7 hours of digital learning, complemented by local ad hoc sessions as well as exposure with executives for our Vice-Presidents and above. In 2017, we went from 65% completion of the digital learning curricula up to 78% (49% in 2015). Learning paths for key roles To promote a culture of learning based on the 3E model (10% education, 90% informal exposure and experience), we have created learning paths for a large majority of the existing roles. 90% of the job codes are covered with recommendations of training and exposure/experience actions to take by competency in the job code. Those learning paths are widely used during the Employee Development process period from April to June. It enables each employee, during the conversations with their managers, to get profiled recommendations based on their current role and explore development opportunities for a future one. In 2017, there were 33,000 employees using the employee development portal where the learning paths are available. We are in the process of updating and improving the usability of the portal for the 2018 campaign. Academies to support business priorities The academies’ curricula are built using the outcome of workforce planning. Schneider Electric benefits from a network of Learning Solution internal consultants. They are in the different geographies and support managers and HR officers in identifying the relevant Learning Solution for the needs of their employees. For example: E Global Supply Chain (GSC): The Global Supply Chain Academy provides every professional within the GSC function with the opportunity to learn and develop their functional knowledge, capability and competencies in the 7 domains of Safety and Environment, Customer Satisfaction & Quality, Purchasing, Manufacturing, Supply Chain Planning, Logistics and Industrialization. In 2016, 477 new learning offers were launched on strategic topics, 96% of them being digital (mostly e-learning and videos);

E Research & development: The Offer Creation Academy addresses the needs of the Offer Creation Process (OCP) to ensure the right competency levels of R&D employees globally. The range of learning offers covers the entire OCP lifecycle, addressing skills such as project management, design and testing, R&D processes, software tools, etc.; E Sales through Partners: The Sales Excellence Academy is set to prepare the transactional sales force for the challenges of the commercial transformation in line with business strategies. It develops training paths for sales engineers, representatives and managers to impart knowledge, skills and behavior to sell through partners (about 12,000 employees). The curriculum being developed aims to cover both foundational skills for all sales people in contact with customers and advanced courses to address more complex sales environments or coaching skills; E Solutions selling: The Solutions University offers a comprehensive portfoliowithaflexibleapproach including16blendedcertification curricula and 20 programs for leaders and managers, tailored to the organization’s needs and performance environments. The Solutions University’s aim is to support the solutions and services business growth, encourage greater business collaboration and more agility. At the end of 2017, around 12,500 enrolled candidates from 95 countries had taken the Solutions University learning paths, delivering 7,100 certificates. E Functional academies: in 2017, we also re-launched academies in key functions – Finance, focusing especially on the control function and on digitizing the catalogue for faster deployment of offers; Human Resources, with learning expeditions involving the top 200 HR professionals, as well as a series of webinars; Information Systems, with a focus on software skills, as well as support with the deployment of office 365 across the company to improve productivity and collaboration; and finally the Marketing academy focused on the development of core skills for the 4,000 marketers but also programs for all employees such as the Digital passport to augment the digital IQ of all our people. Leadership development The ongoing development of leaders within Schneider Electric is a critical element of our future success as well as the ongoing Step Up transformation. With the establishment of the global Leadership Academy in 2016 to drive the governance and strategic implementation of leadership and talent development, our leadership capability building stepped up to a new level of impact. In 2017 the focus of the Academy was on 3 critical areas of focus.

2017 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC

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