building a better future - Cemex

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our approach Ensuring the safety, health, and well-being of our employees, contractors, and the third parties affected by or dealing with our operations is a core commitment for CEMEX and an ongoing challenge that we work to address in the decisions we make each day. By emphasizing the importance of health and safety and the value and quality of the lives of all of our stakeholders, we are fostering a culture that ensures everyone gives health and safety the high attention that is needed. 72% 28% 96% employees participating in annual medical exams, a 31% increase from 2010 reduction in sickness absenteeism rate, to 1.8 in 2011 from 2.5 in 2010 operations with a qualified health professional onsite or with access to an external health provider Our structure ensures that safety teams in every country coordinate with one another to regularly share knowledge and develop programs aimed at advancing employee health and reducing incidents. Our reporting systems provide for the analysis of the root causes of each incident and for the findings to be communicated across the entire organization and to the highest levels of the company’s leadership. We also explicitly align our safety goals with managers’ performance requirements in a way that ensures personal accountability for the well-being of those under their supervision. challenges ahead: Despite our best efforts, we regret to report that 44 employees, contractors, and third parties died in connection with CEMEX’s activities. We need to redouble our efforts, especially regarding transport activities and contract drivers, which represent a majority of fatal incidents within our operations, with a focus on countries where road safety cultures are still developing in general society. We must work harder to ensure all contractors working at our production sites across our worldwide operations perform to the same high health and safety standards we expect from our own employees. health and safety management system In our 2010 SDR report, we announced that we were in the process of developing a new Health and Safety Management System (HSMS), a risk-based system that clearly establishes the company’s expectations of managers in terms of health and safety performance. Aligned with OHSAS 18001:2007, a leading international standard for occupational health and safety management systems, our new HSMS is designed to enable us to accomplish the following: • Identify and reduce safety risks • Develop supporting standards and guidelines • Share best practices throughout the company • Continually improve the health, safety, reliability, and efficiency of operations • Be fully implemented in all operations In 2011, the CEMEX Sustainability Committee endorsed the HSMS and CEMEX began its roll-out by first presenting the program to all national Health and Safety directors and national senior management teams. In addition, the company initiated pilot audits. We also expanded our Global Health and Safety Council to reflect organizational restructuring and to ensure representation of all six global regions. With full implementation of the program beginning in 2012, specialists in each country of operation are currently training all managers in its application. This work includes conducting a gap analysis in each country to identify issues where compliance currently lags and defining action plans to correct any gaps. < previous 31 next>
In 2011, the CEMEX Sustainability Committee endorsed the HSMS and CEMEX began its roll-out by first presenting the program to all national H&S directors and national senior management teams. LEGACY safety leadership program During 2011, CEMEX guided 2,914 supervisors and managers through training in LEGACY, the company’s in-house flagship safety leadership program; that’s about 800 more than completed the program in 2010. LEGACY is designed to help us achieve our goal of zero incidents by helping managers to adopt key safety leadership skills to help influence positive safety cultures in the workplace. When fully implemented, the program will equip managers at all levels with the tools, skills, and behavioral standards required to lead safer, more efficient operations. It is organized around the seven behaviors of effective safety leadership and covers themes such as leading by example, understanding processes and people, and ensuring accountability. incidents: lost-time injuries and fatalities In 2011, we had a lost-time injury (LTI) rate of 2.3, with 213 such injuries in total. This marks an improvement over 2010’s rate of 2.6 but still requires a concerted effort for us to reach our 2015 target of 0.5. We are deeply sorry to report that, despite our best efforts and the improvement in our LTI rate, 44 people—5 employees, 24 contractors, and 15 third parties—died in 2011 in connection with CEMEX activities. Nearly half, 21 people, lost their lives in driving-related accidents. These tragedies are absolutely unacceptable, and significant improvement is still needed, especially with regard to transport activities and contract drivers, which represent a majority of fatalities within our operation. We will continue to work diligently to bring that number to zero. Health and safety programs are, by necessity, implemented at the country and site level, but the chain of responsibility and monitoring extends to CEMEX’s top management team and Board of Directors. Line management is responsible and accountable for implementing initiatives, investigating incidents, and demonstrating correct safety behaviors. Overview, review, and guidance continue all the way up through regional and company-wide levels to the Sustainability Committee, which reports progress and challenges to the top management team. CEMEX HSMS ORGANIZATION AND COMMUNICATION STRUCTURE Central H&S Direction CEO CEMEX Executive Committee Country & Business H&S Direction Country & Business Management H&S Coordination Network Collaboration < previous 32 next>
Page 1 and 2: uilding a better future 2011 SUSTAI
Page 3 and 4: about CEMEX Founded in Mexico in 19
Page 5 and 6: to our stakeholders: Sustainability
Page 7 and 8: CEMEX sustainability vision and mod
Page 9 and 10: priority 1 lead in sustainable cons
Page 11 and 12: challenges ahead: As CEMEX introduc
Page 13 and 14: WE SEEK TO University Library in Sp
Page 15 and 16: priority 2 affordable housing and i
Page 17 and 18: To address these challenges, CEMEX
Page 19 and 20: Additional resources > UN-Habitat >
Page 21 and 22: our approach CEMEX operates in an e
Page 23 and 24: long-term impacts of emissions redu
Page 25 and 26: priority 4 excellence in environmen
Page 27 and 28: CEMEX reports zero Category 1 1 env
Page 29 and 30: During 2011 we carried out a detail
Page 31: priority 5 high priority to health
Page 35 and 36: priority 6 strengthen local communi
Page 37 and 38: Colombia opens a new Productive Cen
Page 39 and 40: priority 7 partnership with key sta
Page 41 and 42: our global workforce customer satis
Page 43 and 44: esponsible sourcing Our Supplier Su
Page 45 and 46: Board of Directors Audit Committee
Page 47 and 48: We also launched communication effo
Page 49 and 50: our performance in detail 2009 2010
Page 51 and 52: 2009 2010 2011 Waste Management 1 T
Page 53 and 54: 2009 2010 2011 Partnership with Key
Page 55 and 56: advisory panel members and statemen
Page 57 and 58: GRI application level check < previ
Page 59: Panama Canal. 500,000 tons of cemen

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