SCH2017_DRF_EN_Livre.indb

2 Sustainable development Committed to and on behalf of employees

Key targets and results For this section, 4 key performance indicators have been set in the Planet & Society Barometer 2015-2017:

Objectives for year-end 2017

2017

2016

2015

2014

1. 30% reduction in the Medical Incident Rate (MIR) 2. One day training for every employee every year 3. 64% scored in our Employee Engagement Index

38% ▲ 92% ▲ 65% ▲

33%

17%

-

92 64

85.6%

79% 61%

61%

4. 85% of employees work in countries with Schneider gender pay equity plan

89% ▲

75%

57%

-

The 2014 performance serves as a starting value for the Planet & Society Barometer 2015-2017. ▲ 2017 audited indicators. Please refer to pages 131 to 134 for the methodological presentation of indicators and the following pages for the analysis of the results (pages 107-109 for indicator 1, 111 for indicator 2, 109 for indicator 3, and 115 for indicator 4).

Organization Since 2009, the Human Resources Department has been structured around 3 principal roles to better respond to their missions: E HR Business Partner assists managers on a day-to-day basis in setting out their business strategies and in assessing the human resource requirements needed to meet their business targets. The HR Business Partner also plays a pivotal role in anticipating skill requirements and employee development, and in the management of employee relations; E HR Solutions creates and develops comprehensive solutions to the organization’s strategic challenges in key areas, such as compensation, benefits, human capital development, learning 4.2 Employee health and safety Description of risks and opportunities Schneider Electric developed its 2020 strategy and based its 2017 action plan on the top 5 hazards which contribute to approximately 90% of the serious employee and contractor incidents that have occurred. In addition, for each of the top 5 hazards, golden rules have been developed to prevent reoccurrence. These top 5 hazards are: E driving; E electrical; E falls;

and performance management. Regional teams are leveraged to effectively support the Group’s globalized operations; E HR Services handles the logistics and administrative responsibilities relating to payroll, sourcing, mobility and training programs, mainly through shared service centers designed to optimize efficiency and costs. Since 2015, the Group has put in place an HR Excellence initiative with the objective of creating HR teams ready to make the Leadership & Culture vision a reality while supporting the growth of the business. In this sense, the HR function takes a central role in driving the cultural transformation of the Group, it designs a specific development plan for HR professionals and it strives to be an ever effective, scalable and employee-centric function. commitment is further defined in our 2020 strategy which reflects the 4 strategic priorities that empower our employees to achieve and sustain a safe work environment: E leading as role models; E technical qualifications and safe behaviors; E operational discipline and execution; E safe workplace for everyone. The 2020 strategy is further divided into 5 safety guiding principles that help to determine actions taken as part of a work task and the top 5 hazards identified within the workplace: E ensuring employees are qualified for the work task before performing work; E empowering employees to stop work if unsafe; E reporting opportunities for improvement; E resolving and sharing solutions to problems; E encouraging employees to care about their own safety plus the safety of their coworkers and customers.

E powered industrial trucks; E fixed powered machines. Group policy

Health and Safety at Schneider Electric is all about protecting lives. We care about the lives of our employees, customers and contractors. We will not compromise on safety, but will maintain the highest possible standards of Health and Safety in all of our work activities. This

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