APC 2015 Annual Report Download - page 80

2015 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC78
SUSTAINABLE DEVELOPMENT
2COMMITTED TO AND ON BEHALF OFEMPLOYEES
The Group’s industrial sites, in line with the objective to have 100%
ISO 14001 certifi cation, have procedures in place to prevent
emergencies and respond effectively if necessary. Preventive and
corrective action plans are based on an analysis of non-standard
situations and their potential impact. This analysis draws in part on
hazard reviews for classifi ed installations.
For example, certain sites that handle large amounts of chemical
compounds are equipped with balloon-type containment systems
to avoid any pollution through the water systems; others, located
next to a river, have fl oating beams.
Drills are held regularly throughout the year to ensure that
accompanying procedures are ready and effective.
A national organization has been set up to track sensitive sites.
Their managers systematically receive training in environmental
crisis management. Directives, procedures and national guidelines
concerning environmental crisis management, historical and
current operations management, pollution risk prevention and other
topics are available on the intranet. Internal audits verify that these
procedures are applied correctly.
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4. Committed to and on behalf
ofemployees
4.1 Overview
Context and aims
Schneider Electric’s people are critical to its success. The Group
motivates its employees and promotes involvement by making
the most of diversity, supporting professional development, and
ensuring safe, healthy working conditions. Its ultimate ambition is to
generate higher performance and employee engagement, through
world-class People practices that are supported by a global/local
and scalable model.
Human Resources thus plays a key role in supporting the
performance and talent of Schneider Electric in the changing
context of its activity. Its growth is characterized by a sustained
internationalization, numerous acquisitions, the increase of
headcounts dedicated to selling solutions and services, while
maintaining a share of blue collars close to 50%.
Schneider Electric’s HR policy is founded on a strong sense of
commitment and shared services:
•all Group entities participate in the drawing up of HR policies and
in their application. This guarantees coherence and facilitates
consideration for local economic, legislative and cultural realities;
•all employees are treated equally on the basis of their skills,
notably with regard to employment, recruitment, talent
identifi cation, mobility, training, remuneration, health and safety
(common processes and policies);
•particular emphasis is placed on communicating the Group’s
broad strategic plans to the employees in order to enhance
individual participation;
•training is also a priority so that employees have the opportunity
to adapt to developments within the company.
Schneider Electric encourages each employee to actively manage
their own career in collaboration with their line manager, their HR
manager and using the digital tools provided. This allows each
employee to play a key role in their own performance and in their
advancement.