APC 2015 Annual Report Download - page 91

2015 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC 89
SUSTAINABLE DEVELOPMENT
2
COMMITTED TO AND ON BEHALF OFEMPLOYEES
the principle of equal access to all and for all, the program
encompasses:
•carrying out an audit of existing sites;
•ensuring compliance with and going beyond legislation;
•taking account of accessibility for people with disabilities in future
construction and renovation projects;
•making expert occupations more professional in terms of
disability access;
•constantly working for improvement using a measurement
indicator: the accessibility index.
In2015 , 14 people with disabilities were recruited on work- study
contracts and four on permanent contracts. In all, employees
with disabilities accounted for 6.13 % of employment at
Schneider Electric in France in 2015 , 3 % of these in indirect
employment (subcontracting to the protected and adapted sector)
and 3.13 % in direct employment.
Schneider Electric subcontracts to the Établissements et Services
d’Aide par le Travail (ESAT – Assistance through Employment
Entities and Services) for industrial work, landscaping services,
catering and seminars. In Europe, the amount subcontracted to the
protected employment sector represents EUR31.5million in 2015,
including: EUR15.7million in France, EUR11.3 million in Spain, and
EUR4.5 million in other European countries. The new dynamic for
subcontracting services launched in 2014 in France is confi rmed:
these subcontracts represent 15% of the total.
Generational and origins diversity
Schneider Electric wants to capitalize on the younger generations
by giving a chance to all, especially low-skilled youth who are
unemployed or from disadvantaged areas. In addition, Schneider
Electric also wants to enable seniors to share their skills and explore
new prospects for change and for their careers. To achieve these
goals, in 2015 Schneider Electric signed:
•as part of the GPEC (workforce planning) 2015-2017 agreement,
an Intergenerational Device Agreement, a commitment in favor
of the young and seniors’ employment and in support of the
transfer of knowledge and skills;
• the agreement on apprenticeship (renewal), which sets broad
guidelines for the use of work-study contracts, sets out the
fi nancial conditions for the support of the work-study participants
and provides increased means to better support its sponsors’
missions;
•the Jobs of the Future (Emplois d’Avenir) Agreement (renewal)
signed with the Ministry of Labor, Employment and Social Dialog,
which aims to assist the recruitment for 70 Jobs of the Future
in favor of young people or those with few qualifi cations (64
contracts at the end of 2015);
•the Businesses and Neighborhoods (Entreprises et Quartiers)
Agreement (2014-2015) signed with the Minister Delegate for
Urban Affairs, in which Schneider Electric strengthens its actions
in favor of enabling people in diffi cult situations (unemployment,
social exclusion, school dropouts, etc.) to enter the workforce
and develops assistance in disadvantaged areas.
4.7 Compensation and Benefits
Approach
Schneider Electric is committed to providing a competitive and
comprehensive compensation and benefi ts offering that is cost
effective in each market and country in which the Group operates in
order to attract, motivate and retain talents.
Schneider Electric ensures that all compensation and benefi ts
decisions and policies are based on the principles of fairness, equity
and non-discrimination.
Compensation
Schneider Electric rewards employees’ contributions based on a
pay-for-performance principle, competitive market positioning and
scarcity of skills. Industry market data is gathered on a country
basis via third-party surveys to support compensation decisions.
Schneider Electric has built and implemented global job architecture
to support and align Rewards and Human Resources programs
so that Schneider Electric can develop and move talents across
different businesses and geographies.
In line with the Group’s pay-for-performance philosophy, the
compensation structure can include fi xed and variable elements.
The short-term variable element is made up of individual and
collective performance criteria and is designed to foster a sense of
belonging and collaboration. The long-term variable component is
discretionary and is designed to motivate and retain specifi c groups
of targeted employees who demonstrate potential and possess
critical skills.
Benefits
Benefi ts are an essential component of the Group’s reward offering
and refl ect the diverse needs of its employees.
Since employee benefi t plans can vary signifi cantly between
countries due to different levels of social benefi ts provisions and
diverse tax and legal regulations, Schneider Electric’s benefi ts
approach is primarily country-driven.
Schneider Electric has a Benefi ts and Pension Funds Corporate
Committee whose responsibilities are to review Benefi ts Policy
Principles compliance and evolution and to monitor asset return
and validate long- term investment strategy both at a corporate and
country level. This Committee meets twice a year.
All compensation and benefi ts policies follow local statutory and
collective agreements.