Connect - Schneider Electric
Connect - Schneider Electric
Connect - Schneider Electric
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4. Organisational simplicity<br />
DESCRIPTION OF THE GROUP, AND ITS STRATEGY, MARKETS AND BUSINESSES<br />
ORGANISATIONAL SIMPLICITY AND EFFICIENCY<br />
and efficiency<br />
The reorganisation of the Group has naturally led <strong>Schneider</strong> <strong>Electric</strong> to adapt its organisation so as to have a focus in<br />
line with its strategic importance at any time, in any country and in any business.<br />
The implementation of the new organisation was fi ne-tuned in early 2011, and was accompanied by a wide-ranging<br />
corporate culture initiative.<br />
Designed for introduction alongside the reorganisation, the One company programme has, in particular, facilitated<br />
the rapid integration of acquisitions, notably that of Areva’s distribution arm, which led to the creation of the Group’s<br />
Energy business (renamed Infrastructure end of 2011). It is also contributing to the establishment of a common<br />
corporate culture within the Group.<br />
4.1 An organisation focused on end markets<br />
The year 2011 was dedicated to optimising the operation of the<br />
organisational model rolled-out the previous year, the objective<br />
being to pursue the advances of the three major changes from the<br />
Company’s One programme:<br />
• within the scope of the 1 Solution Provider change, the fi ve<br />
business lines continued to adapt their organisation to reinforce<br />
the closeness of their relationship with the strategic customer<br />
segments related to the lines, whether on the level of different<br />
countries where the Group is present or at a central level. In the<br />
same way, they pursued the development of specifi c offers for<br />
these various end customer segments with priority attention<br />
given to the development of “integrated solutions, systems and<br />
services” offer types;<br />
• within the scope of the 1 Leader in New Economies change, the<br />
efforts for rollout of functions and resources, with a key role in the<br />
design of specifi c offers for the new economies, were pursued and<br />
emphasised. The role and the scope of responsibility for Global<br />
Functions continued to be strengthen, conforming to the road<br />
map defi ned within the framework of the Company programme;<br />
• streamlining back offi ce functions and standardisation of<br />
information system platforms were pursued within the scope of<br />
the 1 Company change.<br />
Dual responsibility – products and customers<br />
<strong>Schneider</strong> <strong>Electric</strong> is structured into fi ve businesses. Each of the<br />
businesses has a dual responsibility in terms of its product lines and<br />
end-customer segments.<br />
This dual responsibility for each business responds to the need<br />
to be able to excel simultaneously in two areas: selling products,<br />
which requires clear technological leadership, and selling solutions,<br />
which means building close customer relationships and acquiring a<br />
detailed understanding of end users’ needs.<br />
This shift towards solutions is a major focus of the One company<br />
program.<br />
Each of the fi ve businesses manages its R&D, Marketing and Sales<br />
teams and has responsibility for its global results.<br />
A number of back-offi ce functions such as fi nance, human<br />
resources, IT systems and marketing are handled by the Global<br />
Functions, which have a governance role and provide services<br />
internally.<br />
These fi ve activities cover the following business areas:<br />
• Power, which includes the activities of Low Voltage (electrical<br />
distribution), LifeSpace (wiring devices and associated interface<br />
devices) and Renewables (conversion and connection to the grid)<br />
further to the transfer of Medium Voltage to the Energy business in<br />
2011 (see below); the business is in charge of the end-customer<br />
segments Residential and Marine when it relates to solutions<br />
integrating the offers of several activities from the Group;<br />
• Infrastructure, created in 2011 and previously named Energy,<br />
combines all Medium Voltage activities including those from<br />
Areva Distribution, as well as Telvent; the business is in charge<br />
of the end-customer segments Oil and Gaz and Utilities when it<br />
relates to solutions integrating the offers of several activities from<br />
the Group;<br />
• Industry, which includes Automation & Control and three endcustomer<br />
segments: OEMs, Water Treatment and Mining,<br />
Minerals & Metals when it relates to solutions integrating the offers<br />
of several activities from the Group, as well as Custom Sensors &<br />
Technologies business (Sensors & Automatives), grouped under<br />
Industry from 2011;<br />
2011 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC<br />
31<br />
1