www.se.com Schneider Electric Universal Registration Document 2021 88 Chapter 2 – Sustainable development Risk description and impact Policies Main actions and 2021 performance Opportunity created Responsible workplace (continued) Well-being and mental health Not providing ideal working conditions leads to • Absenteeism • Cost of turnover • Disengagement • Company image on the market Employee Value Proposition Global Family Leave Policy Pay equity Global Anti-Harassment Policy Career development and learning Flexibility@Work hybrid policy Well-being practices and training • 99% of countries deployed the new flexibility @ work policy to support hybrid work. • New Ways of working playbook and training rolled out to all managers and employees Recognition of Schneider Electric as an attractive employer Improved talent retention Talent development and competencies Talent acquisition and retention Risk of not attracting, developing, and retaining the best talent in the market especially for critical skills • Cost of recruiting and onboarding • Gaps in critical skills • Impact on talent’s brand perception New talent acquisition platform to manage prospective talents and hiring processes Grow the early talent pipeline through global program and country-specific initiatives Annual performance and development approach, with fair, transparent and competitive rewards and development Open Talent Market (OTM) for internal mobility, project and mentoring Programs for specific segments of talents at different stages of their professional career Upskilling for today and tomorrow with a strong focus on digital skills, commercial excellence, leadership and functional expertise • Global Career Week with employees participating from over 90 countries and >250 events • SSE #21: x4 the number of employee-driven development interactions on the OTM (x 2.1 a c h i e v e d ) • SSE #22: Digital upskilling through the Digital Citizenship program (74% in 2021) • Accelerated employee branding at global and target country levels; Glassdoor rating of Schneider Electric continued to grow, reaching 4.2/5 in 2021 • Technical and digital skill assessment tool for GSC and distribution centers to review competency levels, gaps and actions for upskilling Recognized as an employer of choice and market leader for talent development for everyone, everywhere leading to greater talent attractivity Rewards, benefits and engagement Risk of having disengaged employees feeling that their opinion is not valued: • Impact the financial results of the Group • Difficulty to retain talent Embed a culture of continuous listening, recognition, and ongoing feedback to drive engagement and performance • A global annual survey covers 100% of Group employees with additional focus on action planning, including a nudge and peer to peer session for managers, deeper verbatim analysis; design and launch of pulse survey targeting populations for whom attention is needed (newly acquired entities, entities undergoing change projects). • SSE #24: 75% Employee Engagement Index (71% achieved) Greater employee performance, brand image and loyalty Ensure that the group maintains its position of attractive employer 2.1 Sustainability at the heart of our strategy