APC 2011 Annual Report Download - page 59

REGISTRATION DOCUMENT 2011 SCHNEIDER ELECTRIC 57
SUSTAINABLE DEVELOPMENT
2
GREEN AND RESPONSIBLE GROWTH DRIVING ECONOMIC PERFORMANCE
Finally, by the very nature of its activity, the Group continually
encourages its ecosystem (including customers and suppliers) to
implement energy effi cient solutions.
Outlook for 2012-2014
Within the framework of its business program 2012-2014,
Schneider Electric wants to go even further in its work with suppliers
in the areas of sustainable development and social responsibility.
One line of action will be to motivate Group suppliers to roll out and
monitor progress plans conforming to the ISO 26000 standard. The
action will be supported by placing the sustainable development
dimension at the heart of the activity and on an external evaluation
process for suppliers’ performance.
The Group will also now work on another plan to develop its capacity
for innovation with its suppliers and especially in eco-design areas.
Examples
A global workshop organised in 2011 for “Preferred” suppliers
emphasised the importance that Schneider Electric places on
aspects linked to sustainable development. During this workshop,
Schneider Electric wanted to reward the highest-performing
suppliers, particularly in the Planet and Societal Responsibility
category for which a trophy was awarded.
Another example is Schneider Electric’s commitment to support
the small and medium enterprises network. This support is given
through an approach to work adapted with certain suppliers. In
France, Schneider Electric is a major player of the International SME
Pact.
Schneider Electric is also a committed to employing people with
disabilities. The Company was presented an award by the French
Paralysis Association in 2010 and went on to sponsor their 2011
award ceremony. Schneider Electric continues to place great
emphasis on its commitment in this area through its purchasing and
subcontracting with sheltered-employment workshops or Centres
for Adaptation to Work (CAT).
2.4 Our Principles of Responsibility
The Company is constantly interacting with all the stakeholders
throughout the world: its borders are expanding, its environment is
changing ever faster, its activities are becoming globalised and its
social responsibilities are growing.
Schneider Electric wants to reaffi rm its desire to respect the laws
and regulations in all the countries in which it works.
The challenge is to gain and maintain the highest confi dence of
its customers and – in a wider sense – of its stakeholders. To
support each employee in this approach, the Group emphasises
the importance of placing responsibility at the heart of its corporate
governance.
The Group currently has around 140,000 employees worldwide.
Following the Group’s various acquisitions, it has been able to
integrate this exceptional professional and cultural diversity to its
advantage. Driven by Group values, the Responsibility & Ethics
Dynamics program forms the basis of common references.
Schneider Electric’s mission therefore takes its meaning from
engaging with individuals and organisations in order to help them
get the most from their energy.
A common frame of reference: our Principles
of Responsibility
Our Principles of Responsibility is a 15-page document that is as
pragmatic and realistic as possible, a synthesis of the Group’s
common commitments to employees, partners, shareholders,
the planet & society. Our Principles of Responsibility does not
claim to cover all ethical dilemmas, but rather serves as a general
guideline. They are adapted locally to meet local practices or legal
requirements.
Our Principles of Responsibility were prepared in compliance with
the 10 principles of the Global Compact, the corporate governance
principles, the Universal Declaration of Human Rights and the
International Labour Standards. As a result, these principles comply
with international standards such as the anti-corruption principles.
Today, Our Principles of Responsibility document has been
translated into 30languages and sent to all Group employees.
A clause was added to all employment contracts, specifying that
new arrivals had read Our Principles of Responsibility when they
joined Schneider Electric.
Adapted processes
The Responsibility & Ethics Dynamics program provides each
employee with a method for asking the right questions and seeking
out the right people according to two approaches:
•a detailed questioning process to take the right steps in delicate
situations. This may be broken down into three stages:
1. consulting the program’s Intranet site,
2. contacting one’s manager and/or a member of the concerned
department (legal, fi nancial, human resources (HR),
environment, etc.),
3. contacting the entity’s Principles of Responsibility advisor.
•an alert process to guide employees step-by-step towards the
right bodies:
1. contact their N +1… N +X managers,
2. use existing in-house outlets (legal, fi nancial, HR, environment,
etc.),
3. contact the Group Compliance Committee.
Three tools accessible to all employees
•an Intranet site accessible to all employees from the global
Intranet home page, providing all information on the program and
Our Principles of Responsibility, as well as news and progress in
the fi eld;
•frequently Asked Questions – FAQs. This tool which is continually
powered was introduced following a collection of reports written
by the managers after the program and Our Principles of
Responsibility were presented to their teams;