The Planet & Society Barometer presentation

For the 2009-2011 period, the Planet & Society Barometer is composed of 13 objectives in the environmental, economic and social domains.

It provides our stakeholders with two main pieces of information:

• The quarterly results of each of our 13 key performance indicators;
• Key performance indicator trends as a whole. A score out of 10, which is an average of all the indicator results, is the way in which we monitor the overall progress achieved.

At Schneider Electric, we measure sustainable development progress against the sum total of the initiatives in which we are engaged.
The scope of the performance monitoring is Group

The results for each of our key performance indicators (expressed in tonnes of CO2 emissions, growth points, employee numbers, or percentages) are converted into a score out of 10 (not presented in the Barometer). The Planet & Society Barometer score is composed of the weighted average of the scores for all the indicators.  Schneider Electric decided to launch the Planet & Society Barometer of 01/01/2009 with an initial score of 3/10 to give a value to the initiatives that have already been taken in the relevant fields. The Group wishes to attain a score of 8/10 on 31/12/2011.

The Planet & Society Barometer is one of the indicators of Schneider Electric's company programme One, which sets the strategic priorities of the Group from 2009 to 2011. It is administered and promoted by the Sustainable Development Department. The departments directly concerned with the key performance indicators (Human Resources, Environment, Services & Projects, Foundation etc.) each represented by a co-ordinator, implement the actions that facilitate progress. This co-ordinator works in direct contact with the Company's local managers in their respective fields.

The results of the individual entities are consolidated to give a performance indicator for the whole Group.

 In 2010 three key performance indicators were audited by an external auditor as part of an assurance moderation on the results of 2009. The procedures of eight other key performance indicators were reviewed by an external auditor.

In 2011, eight key performance indicators were audited on the results of 2010. The objective is to audit, in 2012, the 13 key performance indicators which make up the Planet & Society Barometer on the results of 2011.

In 2009, Schneider Electric set itself a new ambition in its approach to sustainable development, in phase with the new Schneider Electric company programme ONE. 13 environmental, economic and social progress plans have replaced the 10 objectives of the 2005-2008 period:

• Two important indicators in our approach to sustainable development have been maintained with the same objective: 
  the inclusion of Schneider Electric in the social responsibility ratings
  the purchases made from suppliers who have signed up to the Global Compact. 
• The ambition of four indicators has been reinforced to take account of the progress already made: for example, reducing energy consumption on our sites has been integrated into a larger objective of reducing our CO2 emissions, and the setting-up of environmental profiles for our products has been replaced by a more ambitious project consisting in a green package.
• Seven new indicators have been added to the Planet & Society Barometer in response to the new expectations of our stake holders: the development of our high added social/environmental value (like our energy efficiency activities, the BipBop energy access programme for people at the base of the pyramid and our offer of taking in 'end-of-life' equipment).

The choice and the objectives of these key performance indicators are set by the Sustainable Development Department in consultation with the departments concerned. They take account of the expectations of our stakeholders, using as a starting point the questions we are regularly asked about our approach and our discussions with them.

The choice and the objectives of these key performance indicators are set by the Sustainable Development Department in consultation with the departments concerned. They take account of the expectations of our stakeholders, using as a starting point the questions we are regularly asked about our approach and our discussions with them.