Schneider Electric: Creating a Sense of Belonging for All Staff

Schneider’s approach to DEI puts belonging at the center of its work. Its DEI work intentionally fosters a culture of respect across the organization so staff feel safe to be their authentic selves. Part of this effort included merging its DEI and wellbeing programs together because of the strong connections between staff wellness and the staff feeling their workplace is equitable and inclusive. All staff–from those working on the shop floor to the C-suite–need to participate in mandatory DEI training. This approach to inclusion has helped reduce resistance to DEI programs. Staff see the work as benefiting everyone rather than being only about one group of people.

Schneider has strong accountability mechanisms for its DEI work. It has its own internal DEI board and includes progress on DEI work in the Schneider Sustainability Impact report. All staff are encouraged to work towards Schneider’s sustainability impact goals through tying progress to staff incentives and bonus pay. Staff also have individual key performance indicators (KPIs) related to DEI as part of their performance reviews. Current goals the company is working towards are: reducing the gender pay gap to less than 1%; a 50/40/30 goal where 50% of hires are women, 40% of middle managers are women and 30% of upper management is women; and training one million underprivileged individuals, primarily in new economies such as Africa and India.

Other examples of Schneider’s DEI policies include:

  • A Global Family Leave Policy with core minimum standards across all countries and with as broad applicability as possible: maternity, adoption, bereavement, care; create core minimum standards.
  • An open talent market to democratize career opportunities, in which opportunities to join new projects are posted online so they are transparent. Over 5,000 matches have been made through the platform.
  • An online portal to find a mentor - 11,500 staff participate and two-thirds of the matches are with staff located in different countries.
  • A multi-hub policy in which senior leaders in the top 500 positions and manufacturing plants must be disbursed around the world.
  • Workforce development programs such as providing opportunities for staff to upskill and engaging with grade school students so they are aware of the opportunities in the climate economy.
  • Signing the UN Free & Equal Business Standards for LGBT+.

For more information, contact Alban Jacquin at:

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