APC 2012 Annual Report Download - page 72

2012 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC70
SUSTAINABLE DEVELOPMENT
2COMMITTED TO AND ON BEHALF OFEMPLOYEES
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4. Committed to and on behalf
ofemployees
4.1 Overview
Context and aims
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.
Human Resources play a key role to support the development of
Schneider Electric in the changing context of its activity. This growth
is characterized by a sustained internationalization, numerous
acquisitions, the increase of headcounts dedicated to selling
solutions and services, while maintaining a share of blue collars
close to 45%.
Schneider Electric’s HR policy is founded on a strong sense of
commitment and shared services:
•all of the Group entities participate in the drawing up of HR policies
and in their application. This guarantees coherence and facilitates
consideration for local economic, legislative and cultural realities;
•all employees are treated equally on the basis of their skills,
notably with regard to employment, recruitment, talent
identifi cation, mobility, training, remuneration, health and safety
(common processes and policies);
•particular emphasis is placed on communicating the Group’s
broad strategic plans to the employees in order to enhance
individual participation;
•training is also a priority so that employees have the opportunity
to adapt to developments within the Company.
Schneider Electric encourages each employee to actively manage
their own career in collaboration with their line manager, their HR
manager and using the tools provided, particularly on the Group’s
intranet. This allows each employee to play a key role in their own
performance and in their advancement.
Three key performance indicators were set in the Planet and Society Barometer for the duration of the Connect program (2012-2014):
Objectives for Year-End-2014 2012 2011
1. 30% reduction in the Medical Incident Rate (MIR) -23 % ▲-
2. 70% result in our Employee Engagement Index 55% ▲-
3. 30% women in our talent pool (~2,500people) 27% ▲23%
4. 1 day of training for each employee every year -* -
5. 300 sites recognized “Great place to work – Cool sites” -* -
The 2011 performance serves as a starting value for the Planet&Society Barometer of the Connect program between 2012 and 2014.
▲ 2012 audited indicators.
* Ces indicateurs seront reportés à partir de 2013. Les outils nécessaires pour les mesurer sont mis en place en 2012.
Please refer to pages 92 to 94 for the methodological presentation of indicators and the following pages for the analysis of the results
(pages71-72 for indicator1, 73 for indicator2, 78 for indicator3, 75 for indicator4 and 73 for indicator5).
Organisation
Since2009, the Human Resources Department has been structured
around three principal roles to better respond to their missions:
•HR Business Partner assists managers on a day-to-day basis in
setting out their business strategies and in assessing the human
resource requirements needed to meet their business targets.
HR Business Partner also plays a pivotal role in anticipating
skill requirements and employee development, and in the
management of employee relations;
•HR Solutions creates and develops comprehensive solutions
to the organization’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 globalised operations;
•HR Operations handles the logistics and administrative
responsibilities relating to payroll, sourcing, mobility and training
programs, mainly through shared service centres designed to
optimize effi ciency and costs.