APC 2012 Annual Report Download - page 80

2012 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC78
SUSTAINABLE DEVELOPMENT
2COMMITTED TO AND ON BEHALF OFEMPLOYEES
and ensuring, by this way, that all employees have the same
means to manage their development and career;
•talent pool to foster talent development throughout the world and
the access of women to key positions;
•recruitment policies, succession planning, access to training,
talent and promotion management, which pay particular attention
to gender balance and new economies representation;
•trainings leading to diplomas and qualifi cations for OATAM
employee categories (Manual Workers, Administrative
Employees, Technicians and Foremen), which impact is major
on promotion and remuneration of women, particularly manual
workers and assistants;
•working session trainings on diversity for members of the
Executive Committee and their management teams;
•on-line training program dedicated to the promotion of diversity,
launched globally in2009.
Gender balance
In its diversity policy, Schneider Electric lays particular emphasis on
equal career management for men and women as the best means
to develop the values and skills required to meet the economic and
societal challenges of the 21stCentury. Schneider Electric shares
the conviction that gender differences in the workplace (leadership
style and personality among others) complement each other, foster
innovation and provide a wealth of benefi ts to its customers.
From an operational point of view, the strategy consists of:
•promoting women in the talent pool and in positions of key
responsibility;
•ensuring equal access to training and developing the conditions
for genuine diversity in the workplace;
•curtailing average wage differentials by allocating a specifi c
annual budget (in France – see below);
•creating favourable working conditions for both men and women
by adopting measures designed to enhance work-life balance.
At global level, The Women Initiative has been launched with four
main pillars:
•ensuring that our HR processes and KPIs are aligned with our
gender balance policy: for example, succession planning for key
positions in the Company must include at least one woman.
Along the same line, the promotion of women is monitored, as is
their participation in leadership development programs;
•the development of women potential: A specifi c program,
“Women in leadership”, has been launched and deployed in three
regions (Asia, Europe and North America) with 108 women in
total; A partnership with European Professional Women Network
has been launched offering 60women in six cities in Europe the
opportunity to be member of this organisation. Internal networks
have been encouraged: set-up of new women networks in Brazil
and France (“Women’s Energy”);
•leaders commitment:
–to cascade the Gender balance Executive Workshops (half day
seminars focusing on gender balance launched in2010 with
the Executive Committee members and their teams), we have
launched a new wave with the Gender Workshop for leaders
targeting the Management Committees of the main entities
and main countries; this cascading process has started in Asia
end of2012 with 150leaders,
–in addition, we have launched the Mentoring for leaders
program involving all Executive Committee members and key
leaders: 52key potential women have been mentored during
10months;
•sourcing and attractiveness: “Go Green in the City” international
case challenge for students (see page74 ) is a Schneider Electric
initiative that helps attract female graduates for internship or
recruitment.
In2012, within the 2,650talented employees identifi ed across the
Group, 27% are women (up 4points compared to2011).
In Connect People program, through 2012-2014, the percentages
of women in key positions and in the talent pool are key performance
indicators. The Planet& Society Barometer sets to have 30% of
women in the talent pool by the end of2014.
Equal pay for women (France)
Salary equality is fundamental to the equality of treatment
that Schneider Electric is committed to guaranteeing for all its
employees, both male and female.
In France, this commitment has been put into action each year
since 2006 by allocating a budget (0.1% of the salary total)
dedicated to reducing male/female salary inequality. In 2011,
Schneider Electric decided to strengthen this and launched a large
campaign to analyze all remuneration by looking at competencies,
responsibilities and the professional pathway of each male and
female employee. This campaign has been renewed in 2012.
In2011 and 2012, 536 salaries have been increased (357women
and 179men).
Nationalities
Schneider Electric has always promoted cultural diversity and
inclusion as a key enabler of the strategy.
In2012:
•six nationalities are represented within the Executive Committee
(French, American, German, British, Spanish, Chinese);
•25% of Country Presidents are French, against 50% in2003;
•31% of Country Presidents based in Asia are French, against
60% in2003;
•23% of the expatriates are French, against 55% in2003;
•the number of nationalities has increased considerably, from 48
in2003 to 93 in2012.
These developments are a result of the Group’s careful and
committed policy. In addition, Schneider Electric received the
Human Capital Award in 2011 within the Internationalization of
Management category, from among the CAC40 companies.
Emphasis is also placed on representation of new economies within
the Group’s talent pool: among the 2,650 high potential employees
identifi ed at the end of the 2012 People Review process, 36% are
located within the new economies (up 6 points compared to2010).
The share of talent coming from the new economies is a key
performance indicator established in the new company program for
the 2012-2014 period.