APC 2011 Annual Report Download - page 78

REGISTRATION DOCUMENT 2011 SCHNEIDER ELECTRIC76
SUSTAINABLE DEVELOPMENT
2COMMITTED TO AND ON BEHALF OFEMPLOYEES
talents and focus on the building of new, critical competencies
which will be the core competencies of tomorrow. Schneider
Electric is also able to focus on critical roles for the medium and
long term and ensure that it has a process to develop, hire and
retain talent in those key areas.
The stakes for new and mature economies are different, but the
approach to strategic workforce planning is dynamic enough to
handle both situations.
In mature economies, the strategic workforce planning challenges
come in different forms: ageing workforce, need for new
competencies in renewable energy, energy management services…
These challenges give Schneider Electric the opportunity to deliver
on strategic moves by building the key competencies to anticipate
the workforce of tomorrow.
In new economies, rapid infl ation means Schneider Electric has to
be deliberate about how much space it makes available for hiring
and it has to be agile enough to develop new talents.
The Group also zooms on key competencies and new regions
which are requiring fast development.
Action plans
The Strategic Workforce Planning approach is based on the
principle that Schneider Electric must translate various fi nancial,
strategic and human capital factors into a coherent and sustainable
workforce plan. To accomplish this goal, business leader, fi nancial
and HR partners have to work together.
The starting point for workforce planning is the business’ strategic
plan. Strategic Workforce Planning identifi es the key elements of the
business plan which impact the workforce in the medium and long
term. It analyses planned strategic initiatives and makes scenarios
based on the expected revenue changes. Finally, it looks at fi nancial
constraints.
In 2011, Strategic Workforce Planning has developed a robust
method and tools that have been well received from business units
managers, fi nance as well as HR. It also launched pilots around
the world.
4.6 Diversity
Approach
Since 2002, diversity and equal employment opportunity have been
an integral part of Our Principles of Responsibility, and have been
inspired by the company’s vision:
•talented and diverse workforce is a key competitive advantage;
•the wide array of perspectives that results from such diversity
promotes innovation and business success;
•in treating all people with respect and dignity, we strive to create
and foster a supportive and understanding environment in which
all individuals realise their maximum potential within the company,
regardless of their differences.
By promoting the integration of new talents and a wide range of
skills, diversity represents a source of innovation, performance
and competitiveness: over and above this observation, Schneider
Electric intends to move beyond its simple promotion to take a
pragmatic approach to the management of diversity day by day.
Diversity and equal employment opportunity are enshrined in the
One company program, with two primary objectives:
•strengthen the role of managers in rolling out the Group’s diversity
strategy;
•consolidate the place of equal employment opportunity in HR
management practices.
Agreements in France
In 2004, Schneider Electric France formalised its commitments
to equal employment opportunity in a fi rst company agreement
and signed the Diversity Charter. In 2007, Schneider Electric was
awarded France’s Equality Label and signed the Parenthood
Charter the following year.
Gender diversity:
•Equal Employment Opportunity Agreement (since 2004);
•Equality Label (since 2007 and renewed in 2010);
•Parenthood Charter (launched in 2008).
Disability:
•Disability Agreement (eighthagreement signed in 2010 for the
2010-2012 period).
Age diversity:
•Senior Agreement (since 2010);
•Apprenticeship Agreement;
•Training Agreement.
Diversity of origin (social, cultural, nationality, backgrounds,
etc.):
•Espoir banlieue plan (promotion of employment opportunities for
young people from underprivileged areas);
•partnership with the Nos Quartiers ont du Talent association
(“Our neighbourhoods have talent”);
•100 chances – 100 emplois program for professionnal integration
of youth suffering from discrimination (see page89 ).
Action plans
Several global processes have been developed to support
Schneider Electric’s diversity policy:
•People Review process to detect talent and promote equality and
diversity at all levels of the company, ensuring that professional
development is based on equality. In 2011, the people review
process was extended to all Schneider Electric entities, including
latest acquisitions, enabling the company to use a single process
and ensuring, by this way, that all employees have the same
means to manage their development and career;