building a better future - Cemex

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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>
our global workforce customer satisfaction Under the Transformation reorganization project completed WORKFORCE BY TYPE OF CONTRACT percentage 1 WORKFORCE BY LEVEL percentage 5 in 2011, CEMEX is now even better prepared to focus on the feedback and needs of our customers. Our new structure not only allows us to work more closely and responsively with customers, it also better supports product and service innovations that will benefit these relationships. 99 WORKFORCE BY AGE percentage 23 17 31 29 Full time Part time Under 30 31-40 41-50 Over 50 37 58 WORKFORCE BY SENIORITY percentage 15 39 21 25 Executive positions Non-executive positions Operational positions Less than 1 year 1-5 years 5-10 years Over 10 years Our approach to innovating for customers has been very much driven by insights gained from careful listening to our customers via interviews and other feedback channels. 86 percent of our countries performed surveys to measure customer satisfaction. We have identified four key focus areas for innovation and customer satisfaction: construction competence, personalized construction, legacy building, and national development. Our findings indicate that customers are often frustrated by the difficulty of finding providers who can meet their needs; the complexity of building processes, technologies and materials; and the lack of trust and cooperation among the many entities operating in the field. We will therefore focus on improving customer satisfaction through the following: • Making construction easier for customers to plan for, execute, and manage • Providing knowledge that gives customers and tradespeople the confidence to build • Enabling an open and transparent platform for matching skilled help with construction projects WORKFORCE BY GENDER percentage 11 89 Male Female 86% of our countries performed surveys to measure customer satisfaction < previous 40 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 and 32: priority 5 high priority to health
Page 33 and 34: In 2011, the CEMEX Sustainability C
Page 35 and 36: priority 6 strengthen local communi
Page 37 and 38: Colombia opens a new Productive Cen
Page 39: priority 7 partnership with key sta
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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