APC 2009 Annual Report Download - page 55

2009 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC 53
SUSTAINABLE DEVELOPMENT
2
SOCIAL PERFORMANCE
Schneider Electric’s people are critical to its success. The Group
motivates its employees and promotes involvement by making the
most of diversity, supporting professional development, and ensuring
safe, healthy working conditions.
Framework
Key figures
Employees
Total workforce at December31, 2009: 104,853 (including
employees under fi xed-term and open-ended contracts) ▲
Workforce by region
8%
Other
25%
Asia - Pacific
43%
Europe
24%
North America
▲ 2009 audited indicators
Organisation
Enhancing effectiveness by transforming human
resources
With the deployment of the One Schneider Electric programme , the
Human Resources Department underwent a transformation in 2009
as part of the new strategic push to globalize support functions.
The human resources function is now organised to fulfi l three main
roles: HR Business Partner, HR Solutions and HR Operations:
•HR Business Partner supports business leaders on a day-to-day
basis, helping them to deploy and lead HR programmes . In touch
with business needs, it contributes daily to the achievement of
operational objectives. As HR process leader, the unit plays a
pivotal role in developing talent and managing employee relations;
•HR Solutions creates and develops comprehensive solutions
to the organisation ’s strategic challenges in key areas, such as
compensation, benefi ts, human capital development, training
and performance management. Regional teams are leveraged to
effectively shadow the Group’s globalized operations;
•HR Operations handles the logistics and administrative
responsibilities relating to payroll, sourcing, mobility and training
programmes , mainly through shared service centres designed to
optimise effi ciency and costs.
Of course, these three units are linked to a single information system,
bridgeHR , which structures and aligns all HR processes worldwide
while making it possible to compile an indispensable global database
for shared talent management. The system will be rolled out to all
host countries by 2011.
Underway since January2009 in the three main Operating Divisions
(North America, EMEAS and Asia-Pacifi c), this transformation has
led to more streamlined, standardized HR processes.
Its implementation has made it possible to deploy shared services in
countries with the greatest number of employees, namely:
•the United States, France, Germany, China, Mexico, India and
Australia, with the goal of serving 72,000 employees by the end
of 2011; and
•22,000 additional employees in 2012 with the integration of the
other European countries.
>
5. Social performance