International ILO Conference November 2009
Maurice Dhooge
Global Health & Safety Department
How to use the management system
as a lever to drive the change of H&S culture accross
geographical areas
2
Agenda
Schneider Electric company overview
The internal global context
The H&S Department role
The new global Health & safety policy
OHSMS Deployment in Schneider Electric
3
More than 170 years of history
1999
Groupe Schneider becomes
Schneider Electric,
focused on Power & Control
Power &
Control
1996
Modicon, historic leader in
Automation, becomes a
Schneider brand
Steel
Industry
1991
Square D joins
Groupe Schneider
1988
Telemecanique joins
Groupe Schneider
1836
Creation of Schneider
at Le Creusot, France
19th century
1975
Merlin Gerin joins
Groupe Schneider
20th century
2008
Acquisition of
Xantrex, leader in renewable
energy solutions
2007
Acquisition of
APC corp.
Energy
Management
2003-2008
Targeted acquisitions in wiring
devices and home automation
(Lexel, Clipsal, Merten, Ova, GET,
etc.)
2005
Acquisition of
Power Measurement Inc.
2003
Acquisition of
T.A.C
2000
Acquisition of
MGE UPS Systems
21st century
4
An international and sustainable growth
Sales by business
billion sales in 2008 (in €)
Electrical distribution
Automation
Critical power
57%
29%
14%
Sales by geography
% of sales in new economies
Europe
North America
Asia-Pacific
RoW
44%
27%
19%
10%
Sales by end market
people in 100+ countries
Rank in Fortune 500 ranking
Energy & Infrastructure
Industry
Data centres & Networks
Buildings
Residential
16%
26%
17%
31%
10%
People by geography
Europe
North America
Asia-Pacific
RoW
42%
25%
25%
8%
Revenue devoted to R&D
5
The internal global context
● Our permanent growth rises the risks
● Acquisitions of companies with different activities, from different
geographical zones, with new working conditions which have to be
taken into account
● Resource to relocations, sub-contracting of production, increases our
social risks, among them Health & Safety risks
● Growing activity of services, where the safety risk is high
● Our presence more than 100 countries embraces :
● specific sanitary and health situations
● Different cultures and legal requirements
● The perception of safety risk can be different from one country to
another
6
The global H&S Department role
● Deploy the group policy
● Give, enrich the vision and define the action plans
● Be the Referent
● Provide and enrich permanently the global framework and guidelines (notably
for the OHSMS)
● Propose new tools
● Drive the performances
● Identify and promote leading best initiatives
● Perform safety audits (pre-acquisition and in worriyng entities)
● Drive the H&S network and support the entities
7
Our stakes
 Sustain management commitment
Increase employee empowerment
 Implement a continuous improvement system based on a propper risk
assessment and law compliance
Manage safety thoroughly in all the entities by increasing the H&S
support across territories
 Give the vision (reference)
 Disseminate the expertise in the divisions
 Increase knowledge locally
 Understand and avoid the risks
 Build a healthy culture
8
A new global Health & Safety policy
● Our Group Policy is adapted to local context
● Managers issue a written H&S policy that is in consistency with the
nature and scale of the H&S organization, with the H&S local context
● The group H&S policy may be adapted or supplemented locally to take
into account local practice and legal environment as long as the local
adaptation is not less stringent than the legal or company principles
established
9
10
Why this new global H&S policy?
● To state clearly the Group's approach to achieving its H&S objectives,
the responsibilities of Group functions, entities and individuals
● To outline our vision and commitment which applies across all
Divisions, Businesses and areas, worldwide
● To share One common vision among all entities, coming from different
activities and cultures
● To achieve a H&S culture leading to Employer of Choice
11
OHSMS as a key element to structure in a
same way the components that drive a safety
culture
●Schneider Electric is an international company. It is key to
embrace all entities to One model and ensure prevention
measures in countries where legal requirements are poor,
where culture is not oriented to enough prevention towards
all stakeholders.
●OHSMS, built on regular risk assessment , legal
compliance and annual preventive programs, is a very good
tool that contributes to the achievement of company
objectives
12
OHSMS deployment in Schneider Electric
●In the framework of One company program 2009-2011, all
industrial and logistic entities must implement a H&S
Management System
●External certification in an H&S Management System is not
mandatory unless it provides a business advantage (services
activity for example) and to recognize the initiatives
implemented by an entity (motivation tool). This decision is
made locally
13
Choice of ILO
● ILO-OSH standard has been promoted in Schneider Electric
● ILO represents several advantages, among them: the authority and
legitimacy of its source .. an improved integration into health
considerations (medical follow up, traceability) , imperative staff
involvement, and an improved implementation of upstream measures
and better account taken of partners. These elements are very important
to give the vision to countries where the national legislation or culture is
not oriented to enough prevention towards all stakeholders.
● The impact of OHSMS on results is clearly visible in most entities;
but while the OHSMS is necessary, it is not sufficient: without
leadership and managerial involvement, it will not generate any
results.
14