Human resources - Holcim

48 Sustainable Development
Human resources
Holcim invests in the targeted training and development of
employees and leaders at all levels – this is the key to success.
To execute the Holcim strategy successfully, employees
at Group companies need management as well
as leadership skills. Only the combination of both
qualities can deliver the desired results. This is why
management training has been a top priority for
many years. Despite the difficult economic environment,
all planned executive seminars were conducted
in 2009.
Group-wide management education
The Core Curriculum defines the level of management
and leadership skills that the Group is striving
to achieve worldwide. The learning objectives have
been set by Corporate Human Resources, but each
Group company is free to decide how best to systematically
implement them. Standard packages are
available that Group companies can adapt to local
requirements. Occasionally, Group companies
collaborate on training measures, as the example
of two Holcim companies in Eastern Europe shows.
They trained their staff in joint sessions, alternating
between Croatia and Serbia and in close cooperation
with a renowned local university.
Enhancing technical trade skills
Technical trade skills are required to optimally perform
maintenance jobs in cement, aggregates and
ready-mix concrete plants. A new guide focuses on
the eleven main basic skills that are usually gained in
apprenticeships or vocational programs for maintenance
staff. The learning objectives for each trade skill
were specified for shop-floor and supervisor levels.
The Group companies in Costa Rica and Italy decided
to enhance the basic skills of the maintenance shopfloor
staff by piloting the implementation of the
trade skills guide in their cement plants. In a first
phase of the pilot, these companies decided to
address pneumatic, hydraulic and welding skills. In
Costa Rica, the training was conducted in collaboration
with the National Institute of Learning, with
whom the company has closely cooperated over a
long period. The Group company in Italy decided to
carry out the training with equipment suppliers.
The final objectives, established by both companies,
were to reduce third party activities and maintenance
costs. Equally important is the increased
employee motivation encouraged by these measures.

Interaction skills training
Employee surveys show that targeted training can
have a positive impact on management behavior.
“Dialogue” is the name of the Holcim process for performance
management and individual development
planning. Its success rests on open and effective
interactions between employees and their supervisors.
To strengthen interaction and feedback skills,
Holcim has rolled out a training program available to
all Group companies.
Awards for the best plants and commercial excellence
Rewarding excellence is part of the Holcim culture.
If the Group’s values of “Strength. Performance.
Passion.” are to be lived, recognition of achievements
and dedication that goes beyond what might reasonably
be expected is a must.
Awards for the best plants
2009 marked the second year that Holcim conferred
awards for the best performing and fastest improving
cement plants. To determine the best plants,
performance was measured and analyzed using a set
of indicators such as OH&S, product quality, energy
efficiency, cost, and environmental track record.
These awards, first and foremost, recognize staff
achievements. While the right technical equipment is
necessary, it is people who make the difference when
it comes to delivering excellence at a plant. In 2009,
awards were given to plants in Costa Rica, Ecuador,
France, Mexico and Switzerland.
Commercial awards
A similar competition was launched in the commercial
area. It contributes to publicizing successful
concepts and activities throughout the entire Group.
These awards also generate strong motivation in and
among the participating teams.
The commercial awards recognize successful commercialization
of products and services along the
Holcim Value Chain (see page 23). The jury named
Gold, Silver and Bronze winners for the main category
“Excellence along the Holcim Value Chain”. Prizes
were also awarded in the categories “Excellence in
Channel Management” and “Next Generation”.
The five awards were given to Group companies in
Argentina, Costa Rica, Germany, the Netherlands and
Singapore. These awards recognize initiatives that
will help Holcim to secure commercial success in the
future.
Systematic succession management for the future
The Group employs a standard process for identifying
and assessing talents. A uniform global approach is
also applied to succession planning. It is built on a
system of continually locating a pool of potential
managers and technical experts at the individual
Group companies and consolidating these pools at
Group level. During the 2009 cycle, the parameters of
the statistical analysis were extended.
To better accommodate the Group’s internationality
and be able to offer senior managers more attractive
offers, Holcim enhanced the Internal Mobility Program.
The aim of the program is to provide talents with
ideal opportunities for development and so retain
them within the Group. A further objective is to be
able to fill as many vacancies as possible with highcaliber
internal candidates.
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50 Sustainable Development
While the number of assessment centers and regional
career panels was reduced, Holcim continued to focus
on individual assessment and advising, a process in
which the Executive Committee is closely involved.
In the Group’s top and senior management levels,
80 percent of the open positions were filled by internal
candidates.
The succession planning system in place at Holcim
has indeed brought about a continual improvement
in quality in terms of filling senior management and
technical specialist positions. This will remain the
focus in 2010 too.
Group employees by segments 2009 2008 2007 2006 2005
Cement 1 50,335 56,282 57,671 57,878 34,543
Aggregates 6,850 6,369 7,000 7,136 6,542
Other construction materials and services 23,725 23,692 24,567 23,724 18,750
Corporate 588 370 126 45 66
Total Group 81,498 86,713 89,364 88,783 59,901
1 Including all other cementitious materials.
Group employees by region 2009 2008 2007 2006 2005
Europe 20,800 23,557 22,905 22,006 20,458
North America 8,016 9,825 11,190 11,268 10,393
Latin America 12,626 13,548 13,409 12,234 10,904
Africa Middle East 2,256 2,477 2,795 5,218 5,318
Asia Pacific 36,858 36,196 38,133 37,212 12,045
Corporate 942 1,110 932 845 783
Total Group 81,498 86,713 89,364 88,783 59,901
Due to the economic slump and the weaker order
situation in key European and North American markets,
cement plants had to be closed and personnel costs
reduced.
The staff reductions were in compliance with local
agreements with the unions and were made in such a
way as to minimize the social impact.
The process demanded a great deal of sensitivity,
above all from local personnel departments, in order
to find the best solutions for both the company and
the staff.

Origin of senior managers
From Europe: 24 nationalities 36% of all senior management
From North America: 2 nationalities 13% of all senior management
From Latin America: 12 nationalities 19% of all senior management
From Africa Middle East: 8 nationalities 3% of all senior management
From Asia Pacific: 14 nationalities 29% of all senior management
Composition of senior managers
Male Female Total Percentage
of women
Top management level 329 24 353 7%
Senior management level 1,478 126 1,604 8%
Middle management level 6,227 903 7,130 13%
Total 8,034 1,053 9,087 12%
Personnel expenses in 2009 by function and region
Million CHF Production Marketing Administration Total
and distribution and sales
Europe 1,113 180 284 1,577
North America 719 66 133 918
Latin America 312 64 95 471
Africa Middle East 59 9 24 92
Asia Pacific 432 61 139 632
Corporate 52 27 170 249
Total Group 2,687 407 845 3,939
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