APC 2012 Annual Report Download - page 96

2012 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC94
SUSTAINABLE DEVELOPMENT
2METHODOLOGY AND AUDIT OFINDICATORS
30% reduction in the “Medical Incident Rate” (MIR)
The Medical Incident Rate (MIR) is the number of work incidents
requiring medical treatment per million hours worked. Incidents may
or may not have resulted in a day off. Medical treatment does not
include fi rst aid.
All incidents reported on Schneider Electric sites are counted
(including therefore incidents affecting subcontractors on site and
temporary workers). All Schneider Electric sites are taken into
account.
This indicator was audited by Ernst&Young.
70% of the result of our “Employee Engagement
Index”
During quarterly One Voice satisfaction surveys, Schneider Electric
employees are asked a series of questions; six of them are used
to generate the Employee Engagement Index (EEI). The EEI is a
standard international index.
Employees with an email address are surveyed every quarter; those
who do not, in factories, are questioned annually on the basis of a
quarterly rotation. All employees are surveyed (fi xed-term contracts
–including work/study participants– and permanent contracts).
This indicator was audited by Ernst&Young.
30% of women in our talent pool (~2,500people)
The talent pool consists of: Key Position Potentials, Key Position
Holders (n-1 of the Executive Committee), Exceptional Potentials,
Potentials, and Key Experts. The indicator, and therefore the goal of
increasing the proportion of women, excludes Key Experts.
This indicator was audited by Ernst&Young.
One day of training per year per employee
The indicator measures the percentage of employees who received
at least one training day during the year, the equivalent of eight
hours in total, unless defi ned differently by local regulations (seven
hours for France, for example).
All permanent employees, white collar and blue collar, are included
in the indicator. Subcontractors, fi xed-term contract employees,
trainees and apprentices are excluded. Arrivals during the year are
accounted for in the following year.
This includes all training activities: in person, individual or collective,
tutored, e-learning, webinars, internal and external; all areas of
training: Products, Management, Languages, Offi ce, Security,
Legal and Regulatory training, etc.; excluded from the count are:
training that does not have a formal trainer, with no written learning
objectives or notices and time spent on social media.
This indicator has been delayed and will roll out in2013.
30,000people in the BoP trained in the energy
professions
The objective is to create and/or roll out energy management
training programs (commercial, industrial, electrical engineering,
automation and renewable energy) at the regional or national level,
dedicated to the people at the Base of the Pyramid.
In partnership with local and international NGOs, Schneider Electric
provides direct or indirect contributions to training centers to
create new classes or new training, or signifi cantly improve existing
courses. Contributions may be (cumulative possible): training
products and equipment, knowledge transfer, trainer training
and money. Schneider Electric does not provide trainers, does
not provide the premises and does not pay long-term operating
expenses.
Duration: full-time training for a minimum of three months with
certifi cation; diploma courses of one to three years; evening and/or
weekend courses totaling 100hours minimum.
Each partner must be able to justify the BoP nature of the persons
trained, according to the defi ned local benchmark.
This indicator was audited by Ernst&Young.
300missions carried out via the “Schneider Electric
Teachers” ONG
Missions undertaken are performed: by Schneider Electric
employees and retirees; on a voluntary basis (on leave); in
vocational or educational NGOs (vocational and technical training,
schools and universities, etc.); primarily aimed at disadvantaged
young people; in organizations and/or companies supported by the
Schneider Electric Energy Access Fund; depending on the skills of
the volunteer and the needs of the benefi ciary (validation process in
place); in the country of origin and/or abroad for variable periods of
time (with a minimum of two weeks for a foreign mission).
The organization of these missions is coordinated by a specifi c
NGO called “Schneider Electric Teachers”. It works closely with
BipBop (BipBop People) training teams, the Schneider Electric
Energy Access fund and the HR function. It develops partnerships
with local NGOs (Planet Emergency, ESF, etc.).
This indicator was audited by Ernst&Young.