111 Life Is On | Schneider Electric www.se.com 2021 Sustainable Development Report Core Values define the way we work together Customer First. Above and beyond for our Customers. We surprise a nd delight c ustomers a s we w ould b e nowh ere w ithout them. So, not only do we put ourselves in their shoes, but we also anticipate their needs and go the extra mile. We champion our sales people, because they are the face of our Compan y. Whatever our role, we have an impact on the customer’s experience. Dare t o D isrupt. C onstantly in Beta. Innovation is our middle name. Good is never good enough, and that’s why we are constantly experimenting, taking risks, and disrupting the status quo. We think fast, and we act even faster. Setbacks don’t hurt us. They motivate us. That’s why we are not afraid to make our bets bigger and our decisions b older t o p ower t he d igital e conomy t hrough ener gy man agement a nd a utomation. W e, a t Schn eider, ens ure L ife I s On. Embrace D ifferent. D ifferent is Beautiful. We are 100% committed to inclusion. “Exclusion” is not even in our vocabulary. We believe in equal o pportunities f or everyone, e verywhere. T his mean s welcoming people from all walks of life, ages, and cultures, embracing d ifferent p erspectives a nd c alling ou t bias w hen we see it, so that every person feels uniquely valued and safe to be at their best. To us, a stranger is simply a friend we haven’t met yet. Learn Every Day. #Whatdidyoulearntoday? To stop learning is to stop g rowing. W e a re gen uinely c urious, ne ver d on e w ith l earning. To us, there is no such thing as knowing it all or having all the answers. We believe in life-long learning. Every minute of every day brings a new chance to listen, open up our minds, and widen our horizons. We are never too experienced to learn. Act Like Owners. All i n. T ogether. E ntrepreneurs a t heart, we take responsibility and ownership of everything we do. This is not somebody else’s company. It’s ours! We are individually empowered and collectively driven to collaborat e and beat the competition t ogether. I n the en d, w e do what i s right f or Schn eider first – always with integrity and honesty. 5.1.2 2025 P eople St rategy During the pandemic, we successfully pivoted to digital interactions with customers and remote working with our teams. As we move towards t he p ost-pandemic er a, t he n ature o f work, t he workplace, and the relationship between companies, customers, and employees has dramatica lly changed. In January 2021, our new People Strateg y wa s launched, with the aim to set the bar higher to support business growth and culture/ leadership transformation. To deliver on this mission and shape the workforce of the future in the “next normal”, the strategy has three outcome-based t hemes: Organizational agility – a growth and innovation culture, enabled by a flatter, leaner, and multi-hub/multi-local structure, customer proximity, and fast decision making, supported by new ways of w orking. Future ready talent – a diverse, empowered, and digitally skilled team. All talents develop current and future skills through on-the- job learning, exposure, and education to realize their potential. Inclusive leadership – leaders drive greater disruption and acceleration. They build human connections by coaching, caring, and collaborating across teams to achieve together and deliver impact. 5.1.3 Organization Since 2009, the Human Resources (HR) department has been structured around three principal roles to better respond to its missions: HR Business Partners assist managers on a day-to-day basis in setting out their business strategies and in assessing the human resource requirements needed to meet business targets. They also play a pivotal role in anticipating skill requirements and employee development, and in the management of employee relations. HR Solutions creates and develops comprehensive solutions for the organization’s strategic challenges in key areas, such as compensation, benefits, human capital development, learning, and performance management. Regional teams are leveraged to effectively support the Group’s globalized operations. HR Services handles the logistics and administrative responsibilities relating to payroll, sourcing, mobility, and training programs, mainly through shared service centers designed to optimize efficiency and costs. Since 2015, the Group has put in place an HR Excellence initiative with the objective of creating HR teams ready to make the Leadership and Culture vision a reality while supporting the growth of the business. 5.1.4 Governance In 2020, Schneider Electric decided to further reinforce the governance of the Group, the professionalism of our processes, and our foundations for trust. A new global organization CGO (Corporate Governance Office) was created to support this aim. Human Resources followed suit with the creation of a governance role within the function to articulate corporate governance directions within the function and to reinforce its own governance. HR Governance acts as single point of contact to corporate organizations such as M&A, Internal Audit, Internal Control, Ethics & Compliance, and Data Privacy facilitating an agile response to corporate directions by the function. Similarly, HR Governance provides support to HR people around governance questions. Core Values CUSTOMER FIRST DARE TO DISRUPT EMBRACE DIFFERENT LEARN EVERY DAY ACT LIKE OWNERS