Untitled - Schneider Electric

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an intense period of reformulation of its business project,becoming increasingly geared towards the civilian market.The change was not entirely successful in the setting of thecrisis in the iron and steel industry and in naval construction,leading to changes of ownership of the then hundredyear-oldfirm. This situation was heightened with the crisisin Creusot-Loire. The company took a new turn in the early1980s, with the conviction in 1986 that Merlin Gerin couldnot be left alone, as was made clear by Tristan de la Broiseand Félix Torres in their book on Schneider. This led to thesimplification of the Group’s financial structures. At thattime, Schneider S.A. had three points of support – Spie-Batignolles, Merlin Gerin and Jeumont-Schneider – all ofwhich were directly related to electricity production and/ordistribution, although with significant differences betweenthem, which would be the basis of Schneider’s businessreorganisation. It was in this context that Telemecaniquewas bought in 1988, followed by Square D in 1991, as partof the strategy of focusing action on the electricity industry.The day after Telemecanique joined the Group, DidierPineau-Valencienne stated that ‘Au moment où commencepour le group Schneider le temps du redéploiement…’. Thischange or deployment translated into the new orientationtowards the electricity market and the entry into internationalcompetition with the big groups. The early days of thecoexistence between Merlin Gerin and Telemecanique wereby no means easy. Despite this, through the transactionscarried out between 1987 and 1991, the Schneider Groupdoubled in size. By 1993, it was 16th in the ranking of Frenchcompanies and number 52 on a European scale. This periodsaw the need to reorganise the Group internally and simplifyits structure. The cornerstone of this project, in 1992, wasthe merger between Schneider S.A. and Merlin Gerin S.A.Four management areas were created: Schneider NorthAmerica, Schneider Europe and Schneider International,along with the one devoted to management in France. Asa result of this, HIMEL became identified as a member ofthe Schneider Group. In May 1999, the ‘Groupe Schneider’adopted the name of Schneider Electric, concluding the periodof refocusing on the electricity business.After this evolution, Schneider Electric has become a leadingcompany in ‘Power & Control’. It has two basic spheresof action: electricity distribution and automatisms/control.Recently, the new business unit of Critical Power & Coolingwas created. The first business area accounted for 57% ofsales in 2007, the second for 28.5% and the third accountedfor the remaining 14.5%. Its work is grouped in five big markets:medium voltage. Low voltage, industrial control, programmableautomatisms and services. It is, without a doubt,a world leading group in these markets. Group sales between2003 and 2007 doubled. In the words of the Group’s PDG,Jean Pascal Tricoire, ‘Schneider Electric’s strong growthover the last four years and the new record achieved in 2007reflects the transformation of the group’s profile’. Betweenproduction and commercialisation, Schneider Electric has apresence in 130 countries and boasts a workforce of closeon 120,000 people. From the organisational point of view,until very recently the Group was structured in four divisions:Asia-Pacific, with headquarters in Hong Kong, Europe(not including the Iberian Peninsula) in Paris, North Americain Chicago and ‘International & Iberia’ administered fromBarcelona. This last division is responsible for the IberianPeninsula, the Middle East, Africa, South America and theCaribbean, which means that it is present in over 100 countries,with 26 industrial centres and 27 logistics centres. At astrategic level, Schneider Electric is focusing its investmentinterest on the emerging countries, especially on China,where the Group has more than twenty factories.5.2.2 From Merlin Gerin Gardy toSchneider Electric EspañaThe origins of the presence of Merlin Gerin in Spain dateback to the Sociedad Española Gardy S.A. Company, whichmanufactured electrical material, founded in Barcelona on20 March 1923 with a capital of two million pesetas. In itscreation, it had the backing of Swiss firm Société AnonymeAppareillage Gardy. On 20 July 1979, a number of companychanges came about, which set the share capital at 200million pesetas, with the sole shareholder being Merlin Gerinthrough its Swiss subsidiary GMGH S.A. Turnover during thistime doubled from 1,300 million in 1981 to 2,600 in 1984.In 1985, Sociedad Española Gardy S.A. changed its tradingname to Merlín Gerin Gardy S.A. On 29 December 1994,319
nes de las sociedades “Telemecanica S.A.”, “CabimetalMerlin Gerin S.A.” e HIMEL. En paralelo se produjo su cambiode nombre al de “Schneider Electric España S.A.” Laparticipación del capital social de “Schneider Electric EspañaS.A.” quedaba en un 52,81% para GMGH S.A. (Suiza),“Telemecanique S.A.” (Francia) con un 29,62% y “SchneiderElectric S.A.” (Francia) con un 17,58%. El 28 de octubrede 1994 el consejo de administración de Telemecaniqueaprueba la reestructuración de sus intereses en España. Sehabla de “reagrupación de las filiales españolas bajo ‘MerlinGerin Gardy’” que actualmente está en poder de G.M.G.H.(Suiza) y ‘Schneider Electric’ conjuntamente”. “Para ello‘Schneider Electric’ y ‘Telemecanique’ aportarán a ‘MerlinGerin Gardy’ sus participaciones respectivas en ‘HispanoMecano Eléctrica S.A.’, ‘Cabimetal Merlin Gerin S.A.’ y‘Telemecanica S.A.’.”El hombre fuerte de “Schneider Electric España” era RamónRoyo. Justamente un cambio importante se produjo a finalesde 2002, cuando cesó Royo como Director Generaly Presidente. Su cargo pasó a ser ocupado por JulioRodríguez quien además, desde enero de 2004, pasó aocuparse de la División Operacional de “Internacional” quese sumó a nivel organizativo a la Ibérica. En ese marco elpresidente de “Schneider Electric España” pasa a ocuparel cargo de Vicepresidente ejecutivo de la zona Ibérica ymiembro del Comité Ejecutivo Mundial del Grupo. A partirde entonces ocupó la plaza de Director General de la “ZonaIbérica” Enrique Valer Munilla. En mayo de 2007 se procedióa un nuevo cambio. Julio Rodríguez dejó de ser el responsablede la división Internacional (IOD) y pasó a ocuparse dela “European Operacional Division” (EOD). Ello supone quedesde Barcelona, sede la EOD, se pasó a administrar alrededorde un tercio del negocio total del grupo francés.En la actualidad “Schneider Electric España” tiene unaplantilla cercana a los 2.500 efectivos distribuidos y unosingresos de explotación de 839,65 millones de euros.Su actividad se distribuye entre 10 centros productivos(Capellades, Molins de Rei (Barcelona); Burlada, Puente laReina (Navarra); Griñon (Madrid); Munguía, Gatica (Vizcaya);Valencia, Corbera, Meliana (Valencia). Además cuenta conun centro logístico en Sant Boi de Llobregat (Barcelona).it increased its share capital from 648,250,000 pesetas to1,174,130,000. The increase was subscribed by meansof the contribution of the shares in the Telemecanica S.A.,Cabimetal Merlin Gerin S.A. and HIMEL companies. Parallelto this, it changed its name to Schneider Electric EspañaS.A. The interest in the share capital of Schneider ElectricEspaña S.A. stood at 52.81% for GMGH S.A. (Switzerland),Telemecanique S.A. (France) with 29.62% and SchneiderElectric S.A. (France) with 17.58%. On 28 October 1994,the Telemecanique board of directors approved the restructuringof its interest in Spain, speaking of ‘regrouping ofthe Spanish subsidiaries under Merlin Gerin Gardy, whichis currently held jointly by G.M.G.H. (Switzerland) andSchneider Electric”. ‘For this reason, Schneider Electricand Telemecanique will provide Merlin Gerin Gardy withtheir respective shares in Hispano Mecano Eléctrica S.A.,Cabimetal Merlin Gerin S.A. and Telemecanica S.A’.The strong man at Schneider Electric España was RamonRoyo, although an important change came about at theend of 2002 when he resigned as Managing Director andChairman, to be replaced by Julio Rodríguez. In January2004, Julio Rodríguez also took over the Operational Divisionof ‘International’, which was added at an organisational levelto ‘Iberia’. In this framework, the chairman of SchneiderElectric España took over the post of Executive DeputyChairman of the Iberian zone and member of the Group’sWorld Executive Committee. After this, Enrique Valer Munillatook over the post of Managing Director of the ‘IberianZone’. A major change came about in May 2007 when JulioRodríguez ceased to be responsible for the International division(IOD) and took over the European Operational Division(EOD). This meant that Barcelona, the new headquarters ofthe EOD, now administered around a third of the total businessof the French Group.Today, Schneider Electric España has a workforce of nearly2,500 employees and operating income of 839.65 millioneuros. Its work is divided between ten production centres:Capellades, Molins de Rei (Barcelona); Burlada, Puente laReina (Navarre); Griñon (Madrid); Munguía, Gatica (Vizcaya);Valencia, Corbera, Meliana (Valencia). It also has a logisticscentre in Sant Boi de Llobregat (Barcelona).320
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Page 5 and 6: 5.2 Schneider Electric: un grangrup
Page 7: sola a “Merlin Gerin”, como dej
Page 11 and 12: Unipersonal”, hecho que simboliza
Page 13 and 14: de envolventes y el tercero mundial
Page 15 and 16: Vicente Soto, en 2002 ocupa el carg
Page 17 and 18: Gráfico 5.1 Evolución de la plant
Page 19 and 20: 3 La renovación de la plantilla de
Page 21 and 22: negociando el traslado de los opera
Page 23 and 24: 5.4 La fábrica de Capelladescontin
Page 25 and 26: dirección de fabricación han sido
Page 27 and 28: 7 A finales de 2001 se adquirió pa
Page 29 and 30: 5.4.3 El reforzamiento del JIT,la a
Page 31 and 32: Como solución a la saturación de
Page 33 and 34: 5.5 La fábrica de Molins de ReiEn
Page 35 and 36: inversión total de 15 millones de
Page 37 and 38: A escala de grupo existía una conf
Page 39 and 40: 15 Los dos más importantes cambios
Page 41 and 42: 5.5.3 La centralización de servici
Page 43 and 44: 5.6 El almacén de PallejàComo ya
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Page 47 and 48: Dirección de EAE, afectando, por t
Page 49 and 50: o de 1996, aunque se demoró hasta
Page 51 and 52: COMET con el que se pretendía refo
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Page 55 and 56: 5.9.1 La reformulación del PLM:el
Page 57 and 58: 5.9.2 El “Proyecto Apollo”: el
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370
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372
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5.12 Informática:la necesidad de c
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5.14 La gestión medioambiental yla
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70Gráfico 5.2 Porcentaje de las ve
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19 Una de las principales fuerzas d
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Cuadro 5.2 / Table 5.2Distribución
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mos años, respondiendo a la estrat
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Cuadro 5.3 / Table 5.3Distribución
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22 En la política exportadora deHI
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La situación de la empresa filial
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Untitled - Schneider Electric

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