building a better future - Cemex

our approach
Our stakeholders depend on us as a supplier of products and
services as an employer, customer, investment, taxpayer, and
neighbor. Likewise, CEMEX values the contributions, loyalty,
and support of its stakeholders. We therefore take their needs
and concerns very seriously, have built longstanding relationships
with them over the years, and engage with them
proactively to address their concerns and to create trust and
mutual long-term value.
Having restructured the organization as part of the companywide
Transformation project to be leaner and more efficient,
we are now able to better focus our efforts and capabilities
on meeting the needs of our customers, shareholders, and
employees in ways that will ensure sustainable profitability
and value in the years to come.
challenges ahead:
Enabling an entrepreneurial spirit within the
company.
Engaging talent.
Maintaining and improving service levels for
customers.
Communicating effectively to investors the
effects our Transformation project is having
within the company.
employee engagement
In 2011, the CEMEX Transformation project—a comprehensive
effort to restructure our business and streamline
operations to strengthen our competitiveness—drove an
important effort from the Human Resources function. Among
the more difficult decisions we had to make in connection
with the Transformation initiatives, was to reduce 6 percent
of active positions. However, with this process complete, the
company is focusing on retaining key talent, ensuring strong
employee engagement and commitment, and maintaining
a pipeline of talented employees who will contribute to the
growth and strength of our company.
Human Resources identified three key levers to focus on in
the mid-term to drive excellence within the company:
1. Developing capabilities. We will focus on developing
four organizational capabilities: operational excellence,
entrepreneurship, market-driven innovation, and closer
customer relationships. We will achieve these objectives
through job training, mentoring and coaching, and
academic training programs.
2. Being closer to our customers. Our overall strategy is
to ensure that our structure allows us to be as close as
possible to customers and provide better construction
solutions. For example, in CEMEX Spain, the commercial
activities from all the regions were consolidated under
one leader in order to provide better and faster service to
our customers on all product lines.
3. Aligning incentives to value creation. CEMEX is aligning
variable compensation with the company’s new organization
and value-creation objectives. It is also advancing in
the provision of health, insurance, and pension benefits
which in many cases are beyond those required by law.
In 2011, we also focused our efforts to support and engage
employees. For example, we implemented 207 employeeengagement
initiatives that were based on employee
suggestions or feedback. Altogether, engagement programs
and events reached around 70 percent of our workforce. In
addition, we continued to encourage initiatives that support
work-life balance, particularly those related to childcare,
healthcare, and continuing education. We have implemented
93 such programs in numerous countries, reaching a total
of 28 percent of our workforce. Examples include flexible
schedules for working mothers in Mexico, Panama, Colombia
and UK, and allowing employees to work from home as appropriate
in Ireland.
Employee Training and Development
Our development philosophy considers on-the-job experiences
as a cornerstone of employee professional and personal growth,
which in turn is supported by mentoring and traditional learning
programs. During 2011, we have targeted our training efforts on
sales, health and safety, ethics and compliance, and leadership.
In 2010, we developed a Manager Training Program that focuses
on providing basic management tools for collaboration. In 2011,
we began implementing the program in our business units,
which we expect will reach 4,000 employees by the end of
2012. During 2011, we also began efforts to redefine our Leadership
Development and Training for Performance programs,
both of which will be deployed during 2012.
Approximately 55 percent of our executives and employees
have access to a formal online system to register evaluations,
and 97 percent of these employees report receiving feedback
through this channel. Other employees receive regular performance
and career development reviews directly from managers.
Promotions and Compensation
We have a Job Opportunity Policy in place to ensure that all employees
are made aware of and have the opportunity to apply
for open positions to support their professional growth. Hiring
decisions are made regardless of race, color, age, religion, mental
or physical disability, sex or national origin of any employee.
Our compensation packages are based on the responsibility
level of the position and not related to race, gender, religion, age
or any other protected traits. To ensure the competitiveness of
our compensation we monitor the standards of the market base
pay and total cash compensation of comparable companies,
through independent, professional and third party surveys.
For more information on our development initiatives
for employees, please visit www.cemex.com/
SustainableDevelopment/TalentDevelopment.aspx
< previous 39 next>