APC 2012 Annual Report Download - page 79

2012 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC 77
SUSTAINABLE DEVELOPMENT
2
COMMITTED TO AND ON BEHALF OFEMPLOYEES
The availability of talent globally is vital to the execution of the Group’s
medium and long term strategy. As the business of Schneider
Electric evolves, the talent needs become increasingly complex.
With workforce planning, Schneider Electric is able to segment
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 realize 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
Connect 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 formalized its commitments
to equal employment opportunity in a fi rst company agreement,
renewed 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 and
renewed in2012);
•Equality Label (since2007 and renewed in2010);
•Parenthood Charter (launched in2008).
Disability
•Disability Agreement (since1987 and renewed end 2012 for the
2013-2015 period).
Age diversity
•Senior Agreement (since2010);
•Apprenticeship 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 neighborhoods have talent”);
•100 chances – 100 emplois program for professional integration
of youth suffering from discrimination (see page91 ).
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