APC 2005 Annual Report Download - page 66

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64
Professional development
International mobility: in 2005, 263 people took
international mobility assignments. The percentage of
women in mobility programs rose to 19.4% from
15.9% in 2004.
In addition, 144 team members (a quarter of them
women) representing 47 different nationalities partici-
pated in the Marco Polo program during the year.
Marco Polo gives new recruits the opportunity to
spend two years in a position outside their home
country.
Training: The Schneider Electric Management Insti-
tute has been renamed Schneider Electric University.
Not only will it prepare the Company’s future leaders,
but it will also train the experts we need to maintain
our competitive edge. Specialized institutes have
been created for this purpose, covering sales, market-
ing and manufacturing operations.
In 2005, 62 employees from 32 countries participated
in the Felix program, designed to develop young,
high-potential team members.
Seven sessions to integrate new managers were also
held during the year. They were attended by 193 mid-
dle managers from 37 countries, representing all of
the Company’s functions. We have been promoting e-
learning for several years now to speed overall skills
development. Around the world, 53,000 employees
have access to the intranet. Some 27% of our work-
force took an online training course in 2005.
Social dialogue / surveys
During the year, we revamped our internal satisfac-
tion survey process, known as People Scope. By
year end, the new-format survey had been adminis-
tered to 23% of our workforce. All the Operating Divi-
sions have been asked to deploy People Scope by
June 2006.
Bulgaria, Lithuania, Romania, Russia, Slovakia and
Ukraine all joined Schneider Electric’s European
Committee in 2005. Two training sessions were organ-
ized in Paris and Brussels so that employee represen-
tatives on the Committee could update their knowl-
edge of Schneider Electric’s business environment. All
committee members may now access an online data-
base and forum.
Societal performance
In our commitment to promoting human rights, we put
an emphasis on tangible, hands-on action. Schneider
Electric is working to foster respect for all people and
to change mentalities by encouraging diversity, inviting
suppliers around the world to join the Global Com-
pact, participating in front-line campaigns with
employees and some 200 local NGOs, and contribut-
ing to the working groups of ISO and other organiza-
tions.
Community
The year saw several large-scale natural disasters,
including the tsunami in Asia, the earthquake in Pak-
istan and hurricanes and flooding in the United States.
The entire Schneider Electric community played an
active part in international aid.
Emergency relief
In Asia, we donated emergency funds, as well as
equipment and services to restore drinking water and
electricity. In addition, we contributed $424,000 to four
emergency aid projects in Indonesia and Sri Lanka. In
Pakistan, teams from the Middle East zone coordinat-
ed the use of 100,000 in emergency aid financed by
the Schneider Electric Foundation, under the aegis
of Fondation de France. And in the United States, our
teams stepped in after Katrina to give the hurricane’s
victims emergency safety guidelines.
Long-term commitments
In addition to emergency aid, the Schneider Electric
Foundation and local teams in the Country Organiza-
tions supported reconstruction projects and programs
to donate equipment and services in countries hit by
the tsunami. $1 million was allocated to restoring water
and electricity networks in several countries. The
Foundation is participating in some fifty reconstruction
projects in four countries. Construction work is being
completed on a dozen nursery and primary schools
and school complexes, as well as on two medical cen-
ters and an orphanage.
Employees in the International and Iberian Operating
Division were asked to contribute to a campaign to
help earthquake victims in Pakistan. The Foundation
pledged to match donations up to 50,000.
Elsewhere in the world, we pursued our grassroots
work in local communities. The Foundation’s 2005 Luli
fund-raising campaign, held from May 30 to June 5,
drew contributions from 84% of the Company’s facili-
ties in 70 countries. The Foundation supported 182
associations in 65 countries.
20032004 2005
Training costs by category
10.3%
46.7%
28.8%
14.2%
11.1%
49.6%
31.1%
8.2%
11.6%
51.7%
25.7%
11.0%
Engineers and managers
Technicians and supervisors
Administrative staff
Line employees