2010Annual Report - Schneider Electric CZ, s.r.o.

2 SUSTAINABLE DEVELOPMENT
COMMITTED TO AND ON BEHALF OF EMPLOYEES
76
Training
2009 saw the implementation of the Group’s 3E program to foster
optimal skills development. It involves relevant work experience
(Experience), managerial coaching and feedback structures
(Exposure) and appropriate training investment (Education).
The Group’s aim is to give all employees the opportunity to draw up
a personalised skills and career development plan in collaboration
with their managers.
Schneider Electric offers its employees up-to-date training facilities:
leadership programs at Schneider Electric University and through
partnerships with prestigious universities and schools, including
Harvard Business School, France’s HEC, etc. Employees also have
access to training in specifi c skill-sets through courses offered
by the Group’s global skill centers (marketing and sales, human
resources, fi nance, industrial operations, logistics, energy solutions
and management) as well as other general training courses.
All of this training is offered through a combination of class room
and e-learning facilities. All training modules are assessed by the
participants on the quality of the content, the teachers, the format
and related logistics.
Six group campuses worldwide are dedicated to employee training:
the US (Chicago and Boston), France (Rueil-Malmaison and
Grenoble), China (Beijing), India (Bangalore).
As part of the One Team initiative, customised e-learning modules
were launched in 2009 to provide employees and managers with
training-on-demand for such strategic topics as energy effi ciency,
5 Diversity
Diversity drives performance at Schneider Electric. By promoting
the integration of new talent and a wide range of skills, diversity
represents a source of innovation, performance and competitiveness.
Over and above this observation, Schneider Electric intends to move
beyond its simple promotion to take a pragmatic approach to the
management of diversity day by day.
In its diversity policy, Schneider Electric lays particular emphasis
on equal employment opportunity for men and women as the best
means to develop the values and skills required to meet the economic
and societal challenges of the 21st Century. Schneider Electric shares
the conviction that gender differences in the workplace (leadership
style and personality amongst others) complement each other, foster
innovation and provide a wealth of benefi ts to our customers.
Diversity and equal employment opportunity are enshrined in the
Company’s One program, with two primary objectives:
• strengthen the role of managers in rolling out the Group’s gender
diversity strategy;
2010 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC
the Group’s values, gender diversity, health and safety, talent
management and more. With one such module, the Group was able
to develop the energy effi ciency knowledge of 10,000 employees.
Unique to the organisation, these modules represent a strong
addition to an e-learning offering of more than 100 courses, all of
which are adapted to the Group’s specifi c needs.
In 2010 over 55,000 employees consulted these e-learning modules.
Main Plans of Action 2010
As part of the Planet & Society Barometer, Schneider Electric
set a target for 2009-2011 to train 2,000 employees in energy
management solutions.
At the end of 2010, 239 employees had received certifi cation of
training in energy management solutions.
Training developments in 2010:
• a training course in leadership skills (One leadership) was rolled
out group-wide involving several skill enhancement modules. By
the end of 2010, over 3,000 managers from all countries had
participated;
• all of the main training programs include an effi ciency rating
module for the participants;
• all of the training provided as part of the Schneider Electric
University was assembled under a single Group intranet portal
accessible to all employees.
• consolidate the place of equal employment opportunity in HR
management practices.
From an operational point of view, the strategy consists of:
• substantially increasing the recruitment of women;
• ensuring equal access to training and developing the conditions
for genuine diversity in the workplace;
• curtailing average wage differentials by allocating a specifi c
annual budget;
• promoting women in positions of key responsibility;
• creating favorable working conditions for both men and women
by adopting measures designed to enhance work-life balance.