Schneider Electric 2015 Annual Report Download - page 84

2015 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC82
SUSTAINABLE DEVELOPMENT
2COMMITTED TO AND ON BEHALF OFEMPLOYEES
Action plans
Employee engagement and OneVoice
Set up in 2009, the OneVoice internal survey was designed to
measure employee satisfaction. The survey has evolved to include
the level of employee engagement on top of employee satisfaction
to derive a more holistic view of employee sentiment on the ground.
Our OneVoice survey in numbers:
•100% of employees surveyed twice a year i.e:
–87,000 emails sent,
–53,000 people reached via «kiosks» on 288 production sites,
–2,500 managers receiving a dedicated report;
a constantly improving participation rate from 62% in 2011 to 73%
in 2015;
Employees are asked to fi ll out a short questionnaire evaluating their
engagement, six drivers such as diversity, learning, w ell-being, etc.
This process helps the Group identify key avenues for improving
major employee engagement factors;
Analyzed by country and by unit, the survey results help to steadily
improve employees’ commitment to processes and projects,
the proper execution of which is crucial to both successfully
implementing the Group’s strategy and satisfying its customers;
Managers are also involved in this process: over 3,500 managers
receive a customized report. Following communication of the
results, they have to organize feedback sessions with their team in
order to foster dialog and build relevant action plans;
A key performance indicator for the Group is the Employee
Engagement Index, which is also registered in the Planet & Society
barometer . This Index enables Schneider Electric to compare itself
with the best employers in the industry and the best employers in key
regions of the world. In2015, the Employee Engagement Index at
Group level is 61%, above the industry average (56% - source: Aon
Hewitt). For this type of indicator that measures the engagement of
employees, every point is a stake. For the record, the Group started
the measurement of this indicator in 2012 at 55%;
More importantly, Schneider Electric looks very closely at the
percentage of employees who are made aware of an action plan
after the survey. In 2015, the result was 76% (compared to 68% at
end of 2012, 73% in 2013).
Flagship program: Cool Sites
Employee welfare is boosted via the « Cool Sites program » to
promote stimulating workplaces (offi ces, factories, R&D centers,
hubs, etc.), which are attractive, inspiring, energizing and distinctive
via those small details that make a huge difference to our employees’
daily work lives . This program is equally an important driver to
develop the ENPS, collaboration, and our Care and Connect values.
It is also a key element to attract and retain talent at all levels, and
in all cultures around the world. The Cool Sites program is creates
an environment that fosters innovation, a deeper understanding of
how our products and solutions bring value to our own sites, and
strengthen our partnership with our local communities.
The Cool Site certifi cation is relaunched each year to ensure the
quality of the program over the long term. The program now has
a proven positive and sustainable impact on the engagement and
satisfaction scores: Engagement index of Cool Sites in second
year: +8pts (vs +1pt for Non Cool Sites), ENPS of Cool Sites in
second year: +17pts (vs -1pt for Non Cool Sites), One Voice Action
Plan Awareness of Cool Sites in second year: +13pts (vs 0pt for
Non Cool Sites).
The program now reaches over 114,000 employees working on
384 sites in over 60 countries around the world.
Employer Branding
Our employer value proposition
Our Employer Value Proposition continues to evolve in step with the
business as a whole. Making the emotional connection as to «Why
Schneider Electric?» is fundamental in the ability to not only attract
the best talent and be an «employer of choice», but also to make
that feel real with employees as a form of encouragement, motivation
and inspiration. Articulating this through promoting Schneider
Electric’s culture of innovation, international reach and credentials
in energy management, allied to personal empowerment, are at the
centre of the approach.
As this is core to our ability to attract and retain top talent a
substantial project is underway to ensure our employer brand
continues to be true, authentic and resonates effectively with key
audiences.
Flagship program: Go G reen in the City
Launched in2011 by Schneider Electric, Go Green in the City is an
annual international business case challenge for university business
and engineering students around the world to fi nd innovative
solutionsfor energy management. It is now established as a global
initiative to attract female and male graduates for internship and/
or ongoing talent fulfi llment objectives. From 2014, the competition
expanded its scope to become a truly global competition by
opening its gates to students in all countries around the world.
Candidates are asked to present a case study on the subject of
effi cient energy solutions in the cities. In pairs with at least one
woman, students propose viable solutions for energy management
sectors critical to cities, such as: homes, universities , retail, water
and hospitals.
The Go Green in the City competition has received a total of around
30,000 participants in the last fi ve years and expanded its scope
from eight countries in 2011 to 168 countries in 2015. In these
last fi ve years, Schneider Electric has seen strong and increasing
interest from students for this contest, especially from the new
economies. First time participants Bhutan and the Democratic
Republic of Congo had an impressive representation in this year’s
challenge and there was a surge in entries from India and Indonesia.