APC 2013 Annual Report Download - page 90

2SUSTAINABLE DEVELOPMENT
COMMITTED TO AND ON BEHALF OF EMPLOYEES
The Group prioritizes the deployment of the workforce planning
Action plans
practice for those businesses and functions where the strategy and All action plans serve to make workforce planning part of
transformation drives significant implications for the workforce. For Schneider Electric’s management DNA. This means that the
example, a collective force encompassing the solution business deployment to new functions, businesses and countries is
strategy, focus on the services business, software, the Global continued and that existing workforce plans are continuously
Supply Chain transformation and the digitization transformation, refreshed and subsequently implemented. In 2013 and 2014, the
drives the need for identifying critical gaps in the workforce. Group has, and will, continue to introduce workforce planning for
The workforce planning practice emphasizes the mobilization of numerous country organizations in both emerging and mature
the expert teams in Talent Acquisition and Learning Solutions. economies following a business strategy campaign that was
Talent Acquisition supports the businesses to apply aligned deployed during the year. Today, the method reaches now two
talent-sourcing strategies that ensure internal talent is identified thirds of the countries where Schneider Electric operates.
and leveraged, and external talent is brought in through the right Workforce planning has also been systematically applied to the
channels such as graduate recruitment or targeted experienced prioritized business segments with a focus on solution oriented
recruitment for critical roles. Learning Solutions design the relevant critical talents. Furthermore, the Group continues to make
development paths to up-skill candidates for critical roles and progress with the R&D function as well as spreading the method
competencies as well as supporting effective onboarding and across the Global Supply Chain division.
integration of external talents into the Schneider Electric business. Alongside the continuous deployment, a development program
has been launched for HR Business Partners and other key HR
Leaders to strengthen their business acumen and their ability to
derive workforce implications and apply aligned workforce planning
within their entities.
Diversity 4.6
Approach
process was extended to all Schneider Electric entities, including
latest acquisitions, thereby enabling the use of a single process
Since2002, diversity and equal employment opportunity have for all employees to manage their development and career;
been an integral part of Schneider Electric’s Principles of talent pool to foster talent development throughout the world
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Responsibility, and have been inspired by the company’s vision: and the access of women to key positions;
having a talented and diverse workforce is a key competitive
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recruitment policies, succession planning, access to training,
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advantage; talent and promotion management, which pay particular
the wide array of perspectives that results from such diversity
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attention to gender balance and new economies representation;
promotes innovation and business success; training leading to diplomas and qualifications for OATAM
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in treating all people with respect and dignity, we strive to create
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employee categories (Manual Workers, Administrative
and foster a supportive and understanding environment in which Employees, Technicians and Foremen), this has a major impact
all individuals realize their maximum potential within the on promotion and remuneration of women, particularly manual
company, regardless of their differences. workers and assistants;
By promoting the integration of new talents and a wide range of working session training on diversity for members of the
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skills, diversity represents a source of innovation, performance and Executive Committee and their management teams;
competitiveness: over and above this observation, Schneider online training program dedicated to the promotion of Gender
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Electric intends to move beyond its simple promotion to take a diversity, launched globally in2009.
pragmatic approach to the management of diversity day by day.
Action plans
Diversity and equal employment opportunity are enshrined in the
Connect company program, with two primary objectives:
Diversity & Inclusion policy
strengthen the role of managers in rolling out the Group’s
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diversity strategy;
In 2013, a new Diversity & Inclusion policy has been launched. At
consolidate the place of equal employment opportunity in HR
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Schneider Electric, all our employees can expect us to respect and
management practices. value their uniqueness and welcome them as they are. This is an
Several global processes have been developed to support undertaking that is clearly defined in our newly-launched Diversity &
Schneider Electric’s diversity policy: Inclusion policy, and backed by initiatives to make diversity an
people review process to detect talent and promote equality and
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integral part of Group management and HR processes. The
diversity at all levels of the company, ensuring that professional company has a particular focus on Gender.
development is based on equality. In2011, the people review
88 2013 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC