2005 Sustainability Report - Lafarge

AVERAGE TRAINING TIME
PER YEAR
AND PER EMPLOYEE
(in hours) 2005
Managers 42
Non-managers 26
JOB EVOLUTION* 2005
Hirings 7,359
Resignations 3,416
Retirements 776
Redundancies 5,535
Deaths 144
Balance -2,512
* Note: The new acquisitions in China in 2005 are not
included.
ROCK “ORGANIZATION
AND COMPETENCIES”
MODULE
The organization and competencies
of production and maintenance teams
represent one of the pillars of the ROCK
performance program in Aggregates
& Concrete. Through this module,
Business Units organize their operational
planning based on the priorities for their
production performance. Changes in terms
of competencies required are identified
to launch the necessary adaptation plans
without delay. The increase in a quarry's
production volumes and the automation
or introduction of preventative maintenance
provide an opportunity to overhaul
the organization and the competencies
required.
of specialty concretes prompted Business
Unit staff and human resource managers
to define the technical and relational
aptitudes expected of a plant technician
in this new environment. In 2005,
various units used the profile made
available to them to assess the
competencies of their plant technicians
and to guide training initiatives to
remedy deficiencies between the
required and actual level observed.
In addition, Lafarge University continues
to deliver executive training programs,
which were attended by 1,772 people,
i.e. 14.5% of all managers, during 2005.
Furthermore, specific training sessions
by business, function and country are
also offered to the Group's managers.
Many training programs are available
within the Group, particularly on safety
and in connection with performance
programs. In addition, self-training
softwares are being developed. In
2005, the Group’s managers attended
an average of 1.2 training sessions each.
Employee
at Lafarge cement
plant in Lichtenburg,
South Africa.
Non-managers attended an average of
0.7 session.
JOB CREATION
AND RESPONSIBLE
MANAGEMENT
WITHIN THE GROUP
In the event of restructuring, Lafarge's
Business Units systematically implement
preventive measures to reduce as far as
possible the impacts on employees and
local communities. A handbook provides
guidance concerning the responsible
management of restructuring, implementing
the principles of our Employment
Policy: performance, anticipation and
solidarity.
In any case, experience is shared through
exchanges with teams that have already
handled this type of process within
the Group. The Banda Aceh plant in
Indonesia provides a perfect illustration
of Lafarge's Principles of Action.
> See pages 38 and 39
LAFARGE | 2005 SUSTAINABILITY REPORT | PAGE 27