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Sustainable development Committed to and on behalf of employees

Klaxoon: gamified, mobile-first, agile One of the most important outcomes to make learning stick is to fight the forgetting curb. To do so, you need to activate the learning during the learning experience itself but also after. With Klaxoon, a French start-up twice awarded best innovative start-up in the world by the CES (2016 and 2017), we deliver on this promise. Using on-the-fly activities to activate the content during training sessions (brainstorm during a workshop, live questions during a training) but also and above all, before and after learning. Creating mobile responsive gamified quizzes with the possibility to challenge others and re-take the quiz. Those activities can also be integrated in My LearningLink to be embedded in existing curricula. 4.5 Diversity and inclusion Description of risks and opportunities At Schneider Electric, diversity is an integral part of our history, culture, and identity. Having gone through a series of acquisitions, the Group has now operations in over 100 countries, its employees speak more than 50 languages, and 54.8% of its workforce comes from new economies. The first Diversity Group policy was written in 2006 and, at the end of 2013, Schneider Electric launched a global Diversity & Inclusion policy. The Group strongly believes that its success and its future depend on its collective ability to: E reflect worldwide and diverse marketplaces; E boost innovation with diversified teams; E leverage the value of the company’s diverse character and multiple facets. More importantly, Schneider Electric believes that in treating all people with respect and dignity, it strives to create and foster a supportive and understanding environment in which all individuals realize their maximum potential, regardless of their differences. Group policy E The Diversity & Inclusion policy describes how Schneider Electric wants to welcome differences as real value for the company and how its commitments should be addressed and implemented across the whole company. The Group works through the following major commitments: E value differences and build a culture of inclusion; E diversity and inclusion drives high performance; and E leverage our global footprint to attract and develop great talent around the world. Scope The Diversity & Inclusion policy applies to all Schneider Electric entities worldwide. All Schneider Electric entities must develop Diversity & Inclusion action plans that cover areas such as gender, generations, and nationalities, while meeting local regulations and addressing country-specific situations.

Yammer In 2017 Schneider Electric deployed Microsoft Yammer as its social media platform; it also creates a learning environment in which many internal communities can exchange, share knowledge, experiences and documents. This ecosystem is interconnected via APIs (Application Programming Interfaces) enabling both reliable reporting and a better experience for the employees.

Governance Schneider Electric has a Diversity and Inclusion board. The board is a global group of top leaders from all markets and sponsored by the Executive Committee. The board acts as a sounding board for the global diversity and inclusion strategy and direction. In addition, they are internal and external diversity and inclusion champions as well as advisors/sponsors for the steering committees on gender, generations, nationality/identity and inclusion. The board is sponsored by 2 Executive Committee members and board members are nominated by the Executive Committee to serve a 2 to 3-year term. Diversity & Inclusion leaders have been appointed in more than 30 countries and entities of the Group, each of whom has put in place a Diversity & Inclusion action plan. This Diversity & Inclusion core community convenes to share best practices every month. Processes Several global processes have been developed to support Schneider Electric’s Diversity & Inclusion strategy, e.g. : E talent review process to detect talent and promote equality and diversity at all levels of the company, ensuring that professional development is based on equality; E recruitment policies, succession planning, access to training pay particular attention to gender balance and new economies representation; for example, succession planning for key positions in the company must include at least 1 woman. E global pay equity framework to identify gender pay gaps within comparable groups of employees and implement country- driven corrective actions to address any gaps. Multi-hub Business Model Schneider Electric wants everyone everywhere in the company to have the same chance of success irrespective of their nationality or location.

2017 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC

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