APC 2012 Annual Report Download - page 73

2012 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC 71
SUSTAINABLE DEVELOPMENT
2
COMMITTED TO AND ON BEHALF OFEMPLOYEES
In2012, the Group created a more coherent HR Business Partner
(HRBP) structure for front offi ces at a country level. With this step, all
HRBPs supporting front offi ce businesses reported to the Country
HR. The Group put this structure in place for improved coverage
and consistency and for access to a broader local job market.
These HRBPs will have a dotted line to their business (line or HR)
to respect and represent what is specifi c about that business. The
same model has been applied to Finance Business partners.
Business Partners remain attached to the relevant Finance and
HRSVP/VP or Line Manager for:
•Supply Chain;
•R&D;
•Global Functions;
•Lines of business.
Regional roles have not been immediately impacted but will be
reviewed by the Group to see if adaptation is necessary.
HR Goes digital
In2012, The Group has deployed a robust, fully integrated, and
global set of HR Information Systems to more effi ciently and
effectively deliver the Total Employee Experience to our global
workforce. HR is going digital to better deliver a consistent and high
quality set of HR Offers to our employees regardless of where they
operate around the globe.
Collectively, our HR digital platform provides a set of best in class
tools combined with state of the art analytics and a highly user
friendly experience so that we can fully empower and leverage
more effi cient and effective decision-making at all levels within the
organization. Our HR digital platform includes the following systems:
•TalentLink Recruitment: is the new best-in-class Recruitment
Solution enabling us to better attract world class talent and
also provide employees with a single platform to access new
job opportunities around the world so that they can grow
theircareers;
•TalentLink Performance: is our new best-in-class Human Capital
Management Solution enabling us to better achieve and realize
a high performing organization through a robust set of Goal,
Performance and Talent Management, Compensation and other
Workforce Administration applications;
•My LearningLink: is our best-in-class Learning Management
System enabling us to better develop our talent and easily
provide employees with access to thousands of eLearning and
other training courses so they can further their own individual
career development.
Highlights of2012
•Implementation of a company-wide digitization program which
included Human Resources Department globally, thus digitizing
the scope of HR offerings and creating effi ciencies for the
department.
•Indexation of the performance incentives for Executive Committee
members to sustainable development targets, chosen according
to their fi eld of work (since2011), particularly the implementation
of social policies by Human Resources; extension in2012 to the
Country Presidents of the fi ve major countries.
•Launch of a new Planet & Society Barometer over the period
2012-2014: the Frequency Rate of accidents, which had
exceeded its target in 2011, is still tracked internally and has
been replaced in the Barometer by the Medical Incident Rate;
same approach with the Employee Engagements Index, a
global standard index on employee engagement, replacing the
employee recommendation score, which will still be tracked
internally; three new HR indicators are added: addressing
diversity, with the percentage of women in our talent pool, training
for all, with the ambition to achieve one day of training for every
employee every year, and engaging workplaces with the launch
of a program called “Cool sites” worldwide.
•A strong decrease of the Medical Incident Rate (MIR), due to
OHSAS new certifi cations, training and protection measures.
4.2 Employee health and safety
Approach
Schneider Electric sets high standards for the management of the
occupational Health&Safety (H&S) of our employees. We have not
only established safe working conditions but utilize our programs
and processes, such as our Schneider Production System
, to
improve upon our workplace safety and lead the way for safe work
practices and directives on a global basis. Our guiding principles
include the following:
•recognize workplace hazards to employee H&S and either
eliminate each hazard or implement a hierarchy of controls to
protect employees from each hazard;
•standardize on and communicate a set of global directives for
the safe manufacture, assembly, and distribution of our products;
•share best Health & Safety practices throughout all Schneider
Electric locations, our business partners, and those interested in
improving the quality of life at their workplace.
Action plans
2012 has been a focal year for strengthening our Health&Safety
commitment under a global structure. The fi rst and foremost
action for the H&S team was the implementation of a process for
program standardization and communication, the results of which
include the launch of a new global H&S employee handbook, global
H&S directives, global H&S training courses and a global Safety,
Environmental & Real Estate (SERE) website. Additional actions
included:
•a major revision of the Schneider Production System with input
from the Schneider Electric H&S team, with the emphasis on
the standardization of the best H&S practices and continuous
improvement;
•continuing emphasis on the implementation of occupational H&S
management systems and certifi cations such as OHSAS18001
certifi cation;