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82
Indicators
Workforce
Men/women
(percent)
2005 2006 2007
Men 65% 64% 66%
Women 35% 36% 34%
Countries with the most employees
(percent)
2007 % change
USA 19% +35.4%
France 18% -1.1%
China 9% +14.2%
Mexico 6% -0.5%
India 6% +246.4%
Spain 3% +5.8%
Australia 3% +3.4%
UK 3% +4%
Germany 3% +13.3%
Italy 2% +2.8%
Indonesia 2% +0.9%
Sweden 2% +0.4%
Breakdown by region
(based on year-end spot count)
(percent)
2005 2006 2007
Asia-Pacific 20% 22% 26%
Europe 49% 46% 41%
North America 24% 25% 26%
Rest of the World 7% 7% 7%
Total workforce
2005 2006 2007
Average workforce* 88,670 100,078 119,340
Fixed-term and
open-ended contracts 84,819 96,529 114,984
Average
production staff 40,792 46,135 52,360
Average non-
production staff 47,878 53,943 66,980
New hires 16,070 21,092** 26,972
Departure 15,820 15,764** 21,117
*Including staff from temporary employment agencies.
**2006 data has been restated without temporary
employees.
France/China: Schneider Electric partnered a Chinese
delegation at the Third Women’s Forum in August 2007.
The 50 women, all decision-makers and representatives
of the role women want to play in China, participated in a
series of meetings and conferences in which they were
able to exchange their views on economic and societal
issues.
France: The Group also partnered with
Institut National
des Sciences Appliquées
(INSA) in Lyon and
Ecole Na-
tionale Supérieure des Techniques Appliquées
(ENSTA)
in Paris on a program called
"Choisis ta Vie"
(Choose Your
Life) to assist 20 women engineering students in planning
their career paths. The participants attended a three-
month collective training program at Schneider Electric
and received personalized mentoring from women mana-
gers at the Group. The program will continue in 2008.
(See page 27 Human Resources).
Age diversity
As life expectancy grows longer, so does professional life.
Employing seniors and keeping them employed is an im-
portant challenge, especially in mature countries.
Example in 2007
Spain: In 2007, Schneider Electric Spain launched a pro-
gram entitled Telemaco under which new hires could re-
ceive mentoring from more seasoned managers in the
company. The program is designed to develop new talents
and help them find their place within the enterprise. It will
also provide new approaches, make it easier to transfer
skills and good practices and undoubtedly improve wor-
king relations throughout the subsidiary. Some ten people
were involved in the first session of Telemaco, which will
continue in 2008.
2007 audited indicators