www.se.com Schneider Electric 6 2021 People Report 1.5 Co ntinuous listening and employee engagement In the context of COVID-19 and beyond, focusing on employees’ engagement is fundamental. Engaged employees are key to enable the organization to be at its best and support the achievement of the Group strategy together. People who understand and connect with the company’s purpose will feel more personally involved and more likely to deliver more than what is expected from them. Key updates in 2021 1. I n line with Group priorities and People Strategy , the Continuous Listening Strategy and particularly, annual employee engagement survey, OneVoice, was updated to reflect some of the key 2021-2025 ambitions and working in the next normal 2. T here is an increased focus on action plans and follow-up based on these insights 3. L eaders and Managers are more involved to drive the topic and ensure care towards employees 1. R efreshed questions to adapt to working in the next normal and align with Group’s 2025 ambition First set up in 2009, the OneVoice internal survey was designed to measure employee satisfaction. In 2012, the survey evolved to include employee engagement to derive a more holistic view of employee expectations, commitment, and sentiment. As an inclusive company, all employees are asked to provide their honest feedback through a questionnaire evaluating their engagement and measuring the drivers of engagement such as diversity, learning, and new ways of working. This process helps the Group identify key avenues for improving employees’ engagement and their unique life at work. In 2021, it was important to refresh the questions to make them more relevant due to the new working environment of employees, particularly regarding the new normal, flexibility at work, empowerment of the teams and inclusion. As rated by our employees: New ways of working empowerment and inclusion are the Top 3 drivers of employee engagement 80% feel they have flexibility to modify their work arrangements when needed. 79% feel empowered to choose how best to complete their work. 78% consider they are treated fairly regardless of their individual differences. In 2021, despite global external predictions on the impact of pandemic fatigue on employees, Schneider Electric recorded its highest employee engagement score, 71%, + 7 points compared to 2019 in the pre-COVID-19 context. This is evidence of a strong and lasting emotional bond between employees and the organization as well as confirmation that employees felt supported by the organization during challenging times. Schneider Electric tracks its own employee engagement index in relation to the industry and top-performing companies globally. The Company also has a Schneider Sustainability Essentials (SSE) ambition to achieve 75% employee engagement score by the end of 2025. 2. R einforce action planning to ensure meaningful outcomes As internal and external research has demonstrated that the role of the manager has a significant impact on employees to drive engagement of their teams, the Company has focused on building awareness and knowledge among managers and following up to ensure that action plans were implemented at all levels of the organization. Schneider Electric carefully follows its own action plans, making sure that they are seriously implemented, and that good practice can be spread across the organization. In 2021, the Company strengthened its efforts at three pivotal levels: global, local, and team. Global level: one of the key learning from the crisis was that employees recognized the support provided by the company during those times. As a concrete action taken at Group level, live sessions were organized for all employees every month, aiming at learning how to better take care of their Well-Being. Local level: the financial support provided to India through Tomorrow Rising fund had a very positive impact which was raised in the comments of our OneVoice annual survey as a delightful moment. Team level: Managers still played a key role and the recognition they gave to their team members had a positive impact on their team members. One of the concrete actions taken in Victoria’s plant in the United States is to empower collaborators to come to management team with ideas for recognition events. Key highlights for 2021 100% of employees were surveyed in May 2021 through a consistent and continued measurement of the employee engagement index but with a refreshed set of questions to better fit our ambition: Participation 85% 108,904 responses Comments analyzed 13 4k Engagement 71% +2pts vs 2020 +7pts vs 2019 Managers 4,716 have access to a customized report Action plans 1,000+ recorded since July 2021