APC 2015 Annual Report Download - page 109

2015 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC 107
SUSTAINABLE DEVELOPMENT
2
METHODOLOGY AND AUDIT OFINDICATORS
64% scored in our Employee Engagement Index
During the 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 are surveyed twice a year. All employees are surveyed
(fi xed-term contracts – including work/study participants – and
permanent contracts). Employees are surveyed via email, for those
who have a professional mailbox, or via kiosks installed in the plants
for the survey (or access to an IT room), for other employees. The
survey is administered by an external party.
This indicator was audited by Ernst&Young.
85% of employees work in countries with Schneider
gender pay equity plan
This indicator measures the percentage of employees who work in
countries where there is an operating gender pay equity plan, i.e.
measurement of pay equity and, if pay gaps, corrective actions in
place.
Schneider Electric uses a common global standard methodology to
identify gender pay gaps within comparable groups of employees
and uses a country driven approach to address gaps with
appropriate corrective actions.
In 2015, the process covers 16 countries and 56% of employees.
The target by 2017 is to extend this process around the globe to
reach 85% of the global workforce.
All permanent employees are included. Supplementary workers,
fi xed-term contracts, trainees, apprentices are excluded.
This indicator was audited by Ernst & Young.
150,000 underprivileged people trained in energy
management
Through the deployment of professional training programs in energy
management dedicated to underprivileged people, the objective is
to enable these people to acquire skills to pursue a career that offers
them, as well as their families, the means for a decent standard of
living.
In partnership with local and international NGOs and local
authorities, the Schneider Electric Foundation and the Company’s
local entities provide direct or indirect contributions to professional
training centers. The objective is to help them improve the level
of their full-time vocational training courses: a minimum of three
months, (or totaling 100 hours), with diploma or certifi cation in
energy management.
These courses must benefi t underprivileged people, being noted
that each partner must be able to justify it, accordingly to the
defi ned local benchmark.
Contributions may be (cumulative possible): funding of electrical
products and training equipment, knowledge transfer through
trainers training, and support for future entrepreneurs training. As
a technical partner, Schneider Electric does not pay long-term
operating expenses.
This indicator was audited by Ernst&Young.
1,300 missions within Schneider Electric Teachers NGO
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.); in NGOs fi ghting fuel poverty; in organizations and/
or companies supported by the Schneider Electric Energy Access
Fund; primarily aimed at underprivileged young people; depending
on the skills of the volunteer and the needs of the benefi ciary
(technical or non-technical needs); in the country of origin and/or
abroad for variable periods of time. A mission corresponds to the
departure of a volunteer, for a period of at least fi ve days for a foreign
mission, or a participation of at least one day for a local project.
The organization of these missions is coordinated by a specifi c
NGO called «Schneider Electric Teachers». It works closely with the
Access to E nergy Training teams, the Fighting fuel poverty teams,
the Schneider Electric Energy Access fund and Human Resources.
Schneider Electric Teachers develops partnerships with local NGOs
( ESF, ADEI, etc.).
This indicator was audited by Ernst&Young.