APC 2005 Annual Report Download - page 64

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Workplace health and safety
Improving workplace health and safety is a priority
because our performance is insufficient in this area.
We implemented several action plans to improve this
situation in 2005.
Our health and safety policy is aligned with the World
Health Organization’s definition of health ("Health is a
state of complete physical, mental and social well-
being and not merely the absence of disease or infir-
mity"). It provides a framework for our commitment.
The Country Organizations are responsible for
deploying local action plans.
We now track the number of days lost due to work
accidents each month in all our host countries. This
indicator will give us a way to measure local action
plan results on a regular basis.
We conducted reviews in 36 countries to get a precise
idea of the local health situation and identify best
practices. All Schneider Electric University seminars
now cover the topic of health.
In 2006, we will focus on broadcasting our policy and
creating a health community within the Company to
cascade best practices.
Planet & Society barometer
Ensure that 30% of the top managers have been in
their positions for less than one year.
We do not want to enhance diversity through quotas, but
rather by measuring mobility and ensuring that
opportunities are created each year.
20032004 2005
Work accident frequency rate
12.78
22.8
16.7
0.12
0.19
0.16
20032004 2005
Work accident seriousness rate
Planet & Society barometer
Reduce the number of lost days from work accidents
by 20%.

Ensure that all employees have basic health insurance.
2003 2004 2005
Average workforce 74,276 84,866 88,670
Temporary and
permanent contracts 71,850 84,184 84,819
Average
production staff 35,459 40,582 40,792
Average
non-production staff 38,817 44,284 47,878
New hires 9,924 13,726 16,070
Departures 11,996 12,342 15,820
Employment
In 2005, we launched 700 projects to produce closer
to customers, reduce the impact of currency fluctua-
tions and locate production and purchasing in the
most competitive regions. This global geographic
rebalancing led to staff increases in Asia, Australia,
Brazil, Eastern Europe and the Middle East and work-
force reductions in the United States and Europe.
To attract and develop talent, we have formed partner-
ships with twelve top business schools and universi-
ties around the world. Through this program, we
intend to enhance our image with students, lay the
groundwork to recruit high potential candidates and
draw from a more diverse pool of nationalities and
educational backgrounds.
Social performance
Our people are critical to our success. We motivate
our employees and promote involvement by making
the most of diversity, supporting professional develop-
ment, and ensuring safe, healthy working conditions.
Diversity
A multicultural enterprise and Diversity Charter signa-
tory, Schneider Electric has committed to fostering
diversity in a key document entitled "Our Principles of
Responsibility".
In 2005, we formed a diversity committee, drafted a
white paper on tangible commitments made by our
subsidiaries in 15 countries, set up a network of
specialists, and raised awareness among human
resources directors and managers about the impor-
tance of understanding, accepting and promoting
diversity throughout the Company.
In 2006, we intend to propose a framework agreement
on diversity, measure hiring in school districts target-
ed for special help, expand on commitments already
made in the United States, South Africa and England,
and roll out training for all managers.