Professional fulfillment

At Schneider Electric, two words that go together well.

Fulfilling and growing, Schneider Electric believes in the importance of a stimulating work environment, where everyone has the latitude for self-sufficiency that is needed for rapid advancement.
To that end we promote international mobility, the development of teams and the diversity of inhouse training programs.

Join a multinational team

Mobility

For years, Schneider Electric has assembled the most talented people in the market to build truly multinational teams of the highest caliber. In 2006, 51 nationalities were involved and 262 young executives discovered the efficiency of a world group's practices in other markets, with other cultures. This mobility serves to accelerate the advancement of any career. It is encouraged by corporate management and considered to be the key to dynamic grooming of talent within the company.

Multicultural recruitment

Move abroad the moment you are hired. This is possible thanks to the international recruitment program that inhouse we called "Marco Polo". It enables young graduates to discover Schneider Electric outside of their home country for two years. Since it was launched in 2001, 470 young employees of 61 different nationalities have been welcomed in 57 countries. The program is increasingly successful each year and is also open to a number of qualified executives.

Learn every day

Training is strategic at Schneider Electric. To develop skills, to motivate and retain our top level people, it has been one of the Group's key functions from the outset. As an example, Schneider Electric University organizes multi-skilled and multi-country seminars for its team. These are encounters that alert people to the values of our Group, to its growth strategy and to their own ability in terms of intercultural communication. In 2006, 1126 managers in 72 countries attended seminars at Schneider Electric University.

E-learning has become a natural tool for the service of Schneider Electric training schemes.

Modules in office systems, engineering skills or marketing are proposed worldwide. The "English online" module, for instance, is used by 2,400 employees.

Last but not least, in the field of communication more than 100 Intranet sites connect employees and optimize their daily business.

Create value for performance

Reward involvement and create value for performance. The Schneider Electric remuneration policy is value-oriented, to make individuals feel valuable. This professional recognition through remuneration is backed by incentive measures focused on result-sharing. Formulas are adapted to respect local legislation: profit-sharing, stock-options, stock-holding and bonuses.
At the present time, employees hold 3.09% of the company's capital.
In every country where we operate, pensions, national insurance and social welfare lie at the heart of our company concerns.

We are tune with our employees. Together, we explore future paths for advancement and potential openings for each career. Every two years, surveys are conducted to measure their levels of satisfaction. The senior management of each country concerned then implements a progress plan which takes account of requests for improvement.

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