APC 2009 Annual Report Download - page 58

2009 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC56
SUSTAINABLE DEVELOPMENT
2SOCIAL PERFORMANCE
Number of days lost 2009 2008 2007
Total 15, 678▲N/A N/A
•Schneider Electric employees 14, 574 N/A N/A
•temporary staff 1, 104 N/A N/A
Total working hours 2009 2008 2007
Total 199, 050, 694▲N/A N/A
•Schneider Electric employees 182, 034, 089 N/A N/A
•temporary staff 17, 016, 605 N/A N/A
An employer of choice
Planet & Society Barometer
improvement plan
• 14 points increase in the company’s employee recommendation
score
Performance at Jan. 1, 2009 Dec. 31, 2009
2.00 2.00
Measuring employee commitment in-house
Set up in 2009, the One Voice internal satisfaction survey is carried
out on a quarterly basis to take the organisation ’s pulse worldwide.
The survey methodology is similar to that used to measure customer
satisfaction.
Specifically, all employees are asked to fill out a short, online
questionnaire evaluating their commitment and their willingness to
recommend Schneider Electric as a model employer. This process
helps the Group identify key avenues for improving major employee
commitment factors.
Analysed by country and by unit, the survey results help to steadily
improve employees’ commitment to processes and projects, whose
proper execution is crucial to both successfully implementing the
Group’s strategy and satisfying its customers.
In 2009, a total of 51,130 employees participated in the One Voice
survey.
Revealing a high level of commitment, with 86% of employees saying
they would be willing to invest more energy in helping the Company
to achieve its objectives, the fi rst round of results were followed up
with progress plans, which will monitor key indicators of employee
buy-in and satisfaction over the long-term.
Deploying an employer brand outside
theCompany
Launched in 2008 as part of the One company programme , the
drive to deploy a strong employer brand was stepped up in 2009.
Its objective is to systematically promote Schneider Electric’s
Employer Value Proposition through campaigns focusing on such
relevant themes as passion for what we do, taking action, global-
mindedness, career development, efficiency and sustainable
development.
Multiple partnerships have been set up with the world’s largest
universities, including Moscow Power Engineering University, Cairo
University, INSEAD, HEC, ParisTech, Supelec, BMS College of
Engineering (Bangalore), South China University of Technology,
University of Toronto and Virginia Tech.
As part of the project to centralise the Group’s existing websites,
a dedicated job opportunities section has been created to more
effectively attract all categories of potential candidates. Particular
emphasis has been placed on the Group’s specialization in energy
management.
Promoting a strong employer brand in this way has helped to
position Schneider Electric as a globally recognised benchmark
employer, capable of both attracting the best talent and mobilizing
all employees around a set of shared values that are aligned with the
Group’s strategic development.
Training and development
Planet & Society Barometer
improvement plan
• 2,000 employees trained on energy management solutions
Performance at Jan. 1, 2009 Dec. 31, 2009
2.00 10.00
Developing human capital through training
To move successfully towards a Solutions-based business model,
Schneider Electric must continuously enhance and strengthen its
team members’ skills. This strategic shift puts training at the very
centre of the Group’s human resources policy.
As part of this policy, the 3E programme was developed in 2009.
As its name suggests, 3E is an optimal skills development model
combining three principles: Experience, Exposure and Education.
The idea is to build employees’ experience in the tasks relevant
to their positions, provide exposure to structured feedback and
managerial coaching methods and invest in career education.
With this model, the Group’s goal is to give all employees the
opportunity to draw up a personalized skills development plan with
their managers following a skills and career performance review.
Employee engagement