building a STRONGER foundation - Cemex

Low income Housing and Infrastructure. We embrace our responsibility to support social and economic progress, especially in
the developing countries where we operate. We believe we can make a difference by helping support affordable housing and better,
more modern and durable community infrastructure such as roads and sidewalks, schools, hospitals, parks, and other public spaces. In
Mexico, for example, during 2010 close to 10 million square meters of urban and highway concrete paving were completed, and more
than 1,500 houses were built with support of CEMEX Vivienda.
Enhance our Carbon Strategy. Climate change poses significant challenges to our society, and we are committed to applying
our skills, technologies, and determination to contribute to the development of a low-carbon economy. We have been successful in
increasing fossil fuels substitution rates to 20.3% in 2010, almost double the 2008 level. We have recently introduced a new target of
35% substitution rate by 2015, by far the most ambitious in our industry.
Excellence in Environmental and Biodiversity Management. We are committed to mitigating the impacts that our plants,
quarries, and logistics have on their surrounding communities and ecosystems. Toward this end, we have a set of global initiatives that
include monitoring and controlling air emissions; managing land and conserving biodiversity within and around sites; minimizing
disturbances such as noise, vibration, and traffic; optimizing water use; and reducing and recycling waste. Overall, we have quarry
rehabilitation plans in place at 85% of our active cement and aggregates sites, and we are on track to achieve our target of 100% by
2015. We continued our successful partnership with BirdLife International in 2010 and completed a multi-year, comprehensive
scoping study on the biodiversity status of CEMEX’s operations worldwide to facilitate a process that aims to enhance biodiversity
conservation throughout our operations. The study mapped 543 sites and assessed their proximity to areas of high biodiversity value.
In the 131 sites that overlap with areas of high biodiversity value we will implement biodiversity action plans within the next five
years.
Strengthen Local Communities. By engaging in ongoing dialogue, we understand the needs and concerns of the communities in
which we operate. We then leverage our core business strengths, including our institutional knowledge and experience, our
employees’ talent and time, and our social investments, to support the social and economic development of those communities.
Specifically, we contribute to disaster relief; promote employee volunteering; foster local environmental awareness; and support
educational, cultural, and sports activities. In September 2010, the United Nations recognized CEMEX for its contributions towards
achieving the Millennium Development Goals. Among the community development programs for which CEMEX is being recognized
is Centros Productivos de Autoempleo, an initiative that establishes community centers where low-income families can produce basic
building materials for the construction or expansion of their homes. By 2010, Patrimonio Hoy, our flagship low-income housing
support program, with presence in five countries (Mexico, Colombia, Nicaragua, Costa Rica and the Dominican Republic), has
assisted more than 300,000 families to improve their housing conditions.
Partnership with Key Stakeholders. We continuously interact with a wide variety of stakeholders to discuss and address
society’s most pressing needs. Within our sustainability model, we have defined four core stakeholder groups: our people, our
neighbors, our business partners, and our world. Beyond this, we actively engage with our sustainability reporting advisory panel, a
group of leading experts, who provide important and valuable advice.
High Priority to Health and Safety. The safety, health, and well-being of our employees, contractors, and third parties affected
by our operations are our highest priority. That is why we have introduced industry-leading safety systems to identify and address
risks, implemented innovative employee health initiatives to promote well-being, and instituted line-manager ownership of health and
safety to ensure that programs are implemented and led as effectively as possible.
Global Safety Leadership Training: In 2009, we developed LEGACY, a two-day safety leadership program, which
provides our managers around the world with the tools and skills they need to promote safer operations. As of
December 31, 2010, we had trained more than 2,100 supervisors and managers and had 140 employees who served as
LEGACY trainers.
Driving and Contractor Safety: We participate in the Cement Sustainability Initiative and measure our compliance with
best practices in driving and contractor safety to reduce fatal injuries from road traffic incidents, one of the leading causes
of fatalities within our industry. During 2010, we set a performance baseline and established a five-year plan of preventive
action that focuses on achieving 100% compliance with Cement Sustainability Initiative recommended practices for our
driving safety performance and the performance of high-risk contractors throughout our operations. In 2010, 98% of our
operations had local safety training programs for drivers, compared with 97% in 2009 and 81% in 2008.
Health Management: During 2010, we increased the percentage of our operations that have implemented a local health
management system to 79%, from 76% in 2009 and 52% in 2008. To complement these systems, we developed our global
Health Essentials campaign, which provides managers in all business units with practical and easy-to-use materials on 12
key topics including heart and back health, stress management and nutrition. In 2010, approximately 54% of our
employees participated in annual medical exam programs.
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