APC 2001 Annual Report Download - page 35

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Annual Report 2001 ●Challenges 26•27
Fostering meaningful discussions
with employee representatives
The European works council, formed in 1998, helps
develop synergy and unity of purpose while fostering
experience sharing and a broader outlook for
employee representatives. The council was renewed
in 2001, with 31 members representing 19 countries.
The council members started their four-year terms
with a five-day training session that featured
sessions on strategy, finance, corporate budgeting,
corporate law and inter-cultural understanding
to support an operating model based
on multicultural teams.
Attracting and retaining
top talent
At Schneider Electric, cultural diversity is seen
as an asset and a strength. As a result, we intend
to make our management teams even more
international. Our Marco Polo international recruiting
program, introduced in December 2000,
gives young graduates the opportunity to gain
international experience during a two-year foreign
assignment before returning to a position
in their home countries.
Promoting e-learning
for employees
The development of e-learning broadens access
to training and allows employees around the world
to learn more about new information technologies.
In 2001, 3,780 people received online training
on topics such as office automation, information
technology, technical product features, marketing
and communication.
Encouraging effective
leadership
Schneider Electric is engaged in an active change
process through its managers. In 2001, some
1,570 managers in 27 countries benefited from
a 360°review. These evaluations are designed
to help our managers--and all our team members--
profoundly change their attitudes and actions.
The reviews are also useful for managers
in their personal growth.
Our managers’ three key missions are to lead
by providing vision, making decisions and achieving
results; to support by empowering teams
so they can meet their goals more effectively;
and to develop by being an entrepreneur, growing
the Company and nurturing talent.
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> Achieve an inter-country mobility rate of
20% for international executives.
> Implement a variable salary component
linked to both local and global company
results for 100% of employees.
> Survey 100% of employees every two years.
Find out more at
www.schneider-electric.com
Targets for 2004
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