Table of contents
People
2. Employee Experience
Global P&C collaborates closely with People Business Partners (PBPs) and Local P&C teams to implement these frameworks and processes, adapting them to regional and country-level needs while ensuring compliance and operational relevance. This structure ensures a coherent, high- quality employee experience wherever we operate. Strategy and Action Plan In 2025, we continued to enhance the employee experience by increasing global consistency, streamlining local processes and aligning our people practices more closely with our daily work. We focused on improving the overall employee experience, from hiring and onboarding to development, engagement, and succession, to ensure that employees feel supported, connected, and equipped to perform at their best. Key Initiatives in 2025 Digitalisation and Data Governance By the end of the year, our Human Resources Information System (HRIS) rollout had covered 22 legal entities, representing approximately 88% of our workforce. With the majority of our employees now operating within a unified system, we shifted our focus to strengthening data governance and data quality, thereby enhancing reporting accuracy, compliance and strategic workforce insights. We also completed the global implementation of our Applicant Tracking System (ATS), unifying the recruitment process worldwide and improving transparency and efficiency for the People & Culture teams, hiring managers and candidates.
At Schréder, we recognise that our progress is fundamentally rooted in the expertise and knowledge of our people. Investing in their experience, development and engagement remains a core pillar of our strategy as we evolve into a future-ready organisation. Our Double Materiality Assessment (DMA) validated this long-standing commitment, formally confirming the materiality of this ESG topic and reinforcing its significance to our long-term value creation. Access to education and continuous professional development are essential for improving the quality of life and supporting inclusive economic development. By investing in our employees’ skills and competencies, we generate a positive social impact that extends beyond our workforce and into the communities in which we operate. At the same time, a skilled, engaged and continuously developing workforce presents Schréder with significant financial opportunities by strengthening innovation, operational performance and long-term competitiveness. For this reason, talent development and continuous learning are key priorities within our human capital management strategy. Policies and Governance Schréder’s employee experience is supported by a clear governance structure that ensures consistency and high standards across all people processes. Led by the Chief People Officer (CPO), the Global People & Culture (Global P&C) team serves as the centre of expertise, defining frameworks and processes for the entire employee journey.
Onboarding and Integration Building on employee feedback, we have refined our global onboarding process to reinforce initial connections and provide greater clarity. We have also launched a dedicated global Sales Onboarding Programme that provides commercial employees with role-specific learning journeys. By centralising resources and delivering targeted content, we are accelerating time to productivity and improving early performance outcomes. Competency and Performance Alignment We continued to embed our competency framework across core people processes to ensure consistent expectations and structured development. In 2025, we strengthened its integration with the performance evaluation process and introduced a competency-based interview guide, supported by workshops for managers. We further expanded the Development Centre, making it easier for employees to access learning resources aligned with their growth priorities. Engagement and Purpose Following our engagement survey, we implemented global action plans that addressed key employee priorities. Throughout the year, local teams executed and adapted country-specific initiatives. As part of a global initiative, we launched the Meet Our Customers programme in six pilot countries to provide employees with direct insight into customer realities and reinforce alignment with our mission. Talent and Succession For the first time, we conducted Talent Reviews at all levels of leadership. This broader approach provides a company-wide view of performance and potential, enabling stronger development conversations and more proactive succession planning.
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