APC 1999 Annual Report Download - page 22

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A more entrepreneurial culture
“Speed, innovation, and geographic and professional mobility
have become competitive assets in today’s international environment.
That’s why we’re working hard to give all our employees,
at all corporate levels, the resources for success in this new arena.
By developing autonomy and skills and by empowering employees,
we’re encouraging each individual to contribute to the Company’s
overall advancement. By helping our managers enhance their
performance, we’re supporting them in leading change.
To achieve these goals, the Human Resources function is developing
increasingly effective training and communication tools.
These resources make Schneider Electric a truly global enterprise,
sharing common values and a common culture.”
With 67,500 employees in 130 countries,
Schneider Electric is basing its business develop-
ment on a multicultural approach to human
resources.We are making our organization ever
more international and mobile, with an emphasis
on responsibility, autonomy, and project-based
operations.
In 1999, Schneider Electric continued to interna-
tionalize its resources around the world.T his global
strategy seeks to build up local competencies
and to transfer decision making from expatriate
to local managers.
T he Company also stresses autonomy and
responsibility at all stages of an employee’s career.
T he people we are hiring and training need to
feel at ease in complex organizations. An inter-
disciplinary education, knowledge of several
languages and ability to manage cross-functional
projects are all valuable assets. In today’s changing
environment, these criteria apply not only to
our managers but also to our entire workforce.
Jean-François Pilliard
Executive Vice-President,
Human Resources and
Corporate Communication
20
Preparing
the human resources
of tomorrow
As part of the Schneider 2000+ program,
Schneider Electric wants to find out more about
its employees’ expectations and concerns.
By end-1999, almost 90% of our team members
had responded to an in-house satisfaction survey.
T hese surveys, which will be repeated every three
years or so, are all followed by action plans.
In the US, for example, the results of the People
Poll led the Company to set up a stock-based
retirement plan in response to widespread
demand from employees.