APC 2010 Annual Report Download - page 51

SUSTAINABLE DEVELOPMENT
SUSTAINABLE GOVERNANCE
In 2009, the Group updated Our Principles of Responsibility to set
out standards on ethics. This document incorporates updated Group
and employee commitments on the following:
•the respect of law, the limits established by each employee to
ensure he or she entirely respects the laws of all the countries in
which Schneider Electric works;
•the deontology that all employees must follow in line with the laws
in force in countries where Schneider Electric works;
•Group societal responsibility, which all employees must respect
to act responsibly towards society and the planet.
In 2010, the Responsibility & Ethical Dynamics program put these
ambitions into practice by setting up an organisation, procedures
and tools for the Group, so that its employees could:
•provide team members with effective support in their daily actions
and decision-making, primarily through access to the necessary
resources (policies, procedures, tools & best practices);
•help team members identify the appropriate individuals to guide
them in their responsible approach and in each of the areas
covered by the principles;
•know how to notify the authorities of breaches of ethics, with
respect for current laws and regulations.
2 An organisation structured through networks
Overall operation
The entire organisation participates in the Group’s sustainable
development progress.
Since 2010, the three members of the Executive Committee in
charge of global Human Resources, of Industrial Operations and
of Strategy and Innovation, meet every quarter with the Sustainable
Development Director to monitor and steer the Group’s action plans
in this area.
The Sustainable Development Department
The Sustainable Development Department, created in 2002, is part
of the Strategy & Innovation Department since 2008. It has the
following responsibilities:
•defi ning Schneider Electric’s sustainable development strategy
and rolling out action plans at Group level with the concerned
entities;
•conceiving and steering innovative societal and environmental
projects to ensure continuing improvements in the Group’s
performance in this area.
In 2010, the Sustainable Development Department was adapted to
better meet the Company’s present and future challenges, as well as
the requirements of stakeholders. It is organised around four areas:
•ethics, steering the Responsibility & Ethical Dynamics program
(see page 50);
•societal responsibility, with the Schneider Electric Foundation as
well as insertion and expansion programs (see page 84 to 87);
•access to energy, responsible for the BipBop program (see page
80 to 84);
•supporting and developing the Group’s performance, in particular
by steering the Planet & Society Barometer and the strategy and
sustainable development report (see page 51 to 52).
The SERE – Safety, Real Estate & Environment
organisation (see page 63)
Specific committees
There are four bodies made up of members from the Group’s
entities who work on the issue directly or remotely. These specifi c
committees guide and monitor the action plans for their area of
expertise.
The Sustainable Development Strategy Committee
It was created in 2008 and is chaired by the Sustainable Development
Director. Its representatives are from the following programs and
functions: health/safety, diversity, societal innovation, environmental
management, sustainable line-up, RoHS and Reach programs,
purchasing, supply chain, ethics, access to energy program,
communication and stakeholders relations.
The Ethics Committees (see page 50)
The Health Committee
The Health Committee, which each quarter brought together
members of the Group’s corporate departments, businesses and
regions to steer its Health and Safety Policy and approve all action
plans, no longer exists in its 2010 form. Each Country Organisation
Manager is now in charge of steering health and safety Group-wide..
2010 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC 49
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