The enhancement of people is one of the four pillars of our sustainability strategy
We promote a talent culture by attracting and enhancing the best professionals and ensuring a safe and motivating work environment for our people, who are our most important asset. In line with this common identity spirit: One Group Identity.
Cementir Group is aiming at strengthening its organizational structure by making it more responsive to market trends and business challenges and capable of achieving the objectives defined in the Industrial Plan.
In particular, we have improved several key processes by adopting or revising policies and procedures (for example, Group Human Rights Policy, Group Policy on Recruitment and Selection, Group Policy on Health and Safety, Group Policy on Treasury) and we have developed some corporate and local organizational structures (Technical, Sales and Supply Chain) also with the support of the Cementir 4.0 digitalization and innovation program.
Cementir human resources strategy focuses on three main pillars: Group Integration and Identity, Organizational Effectiveness and Agility, and People Development and Engagement.
People are an important source of competitive advantage as each individual contributes to achieving our common goals.
Promoting human rights sensibility, awareness and education across the Group is one of our 26 roadmap goals.
In fact, Cementir's Human Rights Policy aims to support and guide management and employees in achieving these objectives.
We recognize the international principles for the respect and support of fundamental human rights in every geographical area in which we operate, this approach is also a proactive commitment in the management of stakeholders. In fact, we promote respect for human rights within commercial relations and adherence to them by contractors, suppliers and all business partners.
Starting from 2020, the Internal Audit Department has verified the effective compliance of each company for the following area: Child Labor, Forced Labor, Non-Discrimination, Conditions of employment, Security, Supply chain management. The results of these assessments are included in the annual Group sustainability reporting process and serves as further evidence of our commitment to operating responsibly. New sections of analysis have furthermore been implemented in 2022, by amplifying the area of interest by adding Community relationship, Customer Management, Diversity, Equity and Inclusion. Any alleged human rights violations can be reported through the whistleblowing system, in line with all other types of potential violations.
Human Rights Audit performed in 2022
The analyses carried out highlighted that internal operations are considered to be in line with internationally recognized human rights and no risks were identified during the audit activities.
In 2022, the Human Rights assessment was conducted by the Group's main legal entities, covering 100% of Cementir's workforce worldwide.
Diversity, Equity and Inclusion
In an international Group like Cementir the real added value is represented by the enhancement of diversity, equity, inclusion and multicultural integration.
We are aware our sector is historically characterized by a prevalent male workforce. The analysis of data on personnel distribution shows that 86.7% of employees are male.
In recent years, we have adopted measures to promote equal gender treatment and opportunities within the entire company organization, starting with the definition of a Group value system and a model of Group skills and behaviors in which the concepts of inclusion and enhancement of diversity are strongly represented.
With this purpose the Group Diversity, Equity and Inclusion policy, published in November 2022, establishes some guidelines in the Cementir Group that promote a culture of respect for diversity, work equality, non-discrimination and the inclusion of labour groups in Cementir Holding. Through this, it strives to ensure equality of opportunities for group employees. The Group Diversity, Equity and Inclusion policy is part of the DEI roadmap, which also includes the definition of a specific action plan including the entire population of the Group.
Understanding and respecting every cultural and religious identity of our employees are essential elements for us to guarantee a collaborative and harmonious working environment. In Malaysia, for example, we have set up special rooms for prayer inside the plant, which differ according to the religious beliefs of the employees in respect of cultural differences.
The Group Internal Audit defined a work program for diversity, equity, and inclusion (DEI) audit. Starting from 2022, the diversity, equity and inclusion self-assessment was launched becoming integral part of Internal Audit process. The audit monitors the application of Cementir’s core equity and fairness principles to: hiring processes, compensation levels, annual salary reviews and promotions, work-life balance arrangements and events to foster interest in technical careers among women.
Talent management and Succession Plan
We have implemented an integrated management and development plan for our resources with the aim of spreading a culture of talent that attracts, develops, involves and retains people.
We have outlined a group policy for the hiring, evaluation and personal development of our people also through online evaluation tools. The collaboration and partnership between central and local Human Resources functions is a catalyst to achieve our corporate objectives in terms of quality of recruitment and employee engagement.
On a regular basis we undertake the programs for the identification, enhancement and development of our Group talents in order to support the potential managers who will provide our future leadership and growth.
Work on the Group Succession Planning process for critical positions was carried out to build a solid leadership bench. The list of critical positions has been updated and expanded in line with our Industrial Plan and the main strategic objectives.
People evaluation and development
In 2022, the Group re-launched the Annual Group Performance Management process that involves all the executives, managers and white collar employees that were hired within the first half of the year. The employees hired in the second part of the year, will be involved in the process starting from 2023. This enables us to monitor and align employees’ objectives, skills, competencies and development plans with our Group strategic objectives. The Performance Management Process will support the development of a new way of looking at performance evaluation: not only as a tool for aligning people with business strategy but also as a process that can stimulate constant development of organisational and people skills as well as competencies.
In 2022, the performance feedback activity has resumed regularly.
Employees who receive regular performance reviews 2022 2021 2020 Executives 100% 98% 93% Managers 100% 99% 61% White collars 96% 98% 77% Blue collars 38% 44% 44%
The idea of the Academy was born with the aim of developing and updating competencies and skills, integrating different know-how and cultures, preserving and spreading knowledge within our Group and promoting innovation and creativity.
Cementir Academy has pursued its extended mission to support corporate strategy and results, develop the global leaders of today and tomorrow, accelerate the transformation of the Group and promote diversity and inclusion.
In 2022 the Cementir Academy continued its extended mission to support Cementir strategy and business results, to develop current and future global leaders, to accelerate Group transformation and to foster diversity and inclusion across the Group. As foreseen in previous years, this year we had the possibility to re-start face to face training activities that were stopped due to the spread of COVID-19.
We designed and delivered key training and development initiatives which include:
- the launch of some new online courses in Cementir’s Academy catalogue (e.g. Cyber security);
- the Graduate program: a global initiative dedicated to new-graduates (Ce- Mentorship Program) with the aim of selecting, training and growing seven young talents to build our future leaders. Four different countries (Italy, Denmark, Türkiye and Belgium) were involved with this pilot edition, focused on the technical area. The program, entirely designed and developed by internal resources, ended up in October with the assignment of the participants to a technical role to start their professional career path. More than 80 internal trainers/tutors were involved with 1,200 training hours delivered;
- the Emerging Talent program: a key programme to develop leadership and managerial skills of our internal talents. The programme, stopped in 2020 due to the Covid–19 pandemic, was re-designed and launched in 2022 with a blended formula so that it can be implemented despite any pandemic situation. Two out of three modules have already been delivered to a pool of 35 participants coming from all over the Group with a good satisfaction score from them and the main stakeholders involved. The third module will take place in 2023 and will end the initiative. However, some follow up are planned in order to keep on investing in our talents’ pool;
- the celebration of the World Day for Safety and Health at Work as an opportunity to focus on our Golden Rules through specific initiatives such as team simulations, safety walk&talks and training sessions. In 2022, the key topic of the day was the ‘Job Safety Analysis’;
- the deployment of functional and technical training to upskill Group professional families and sub- communities (e.g. Value Stream Map).
Employee development is also supported through internal and external local training courses, accompanied by a series of other initiatives such as participation in work projects involving multiple departments and, in some cases, work experience abroad.
In 2022, more than 68,000 hours of training were provided, almost 22 hours for each employee.
The measures put in place involved the entire Group workforce in a cross-functional and balanced way covering various roles, as can be seen from the summary table of training hours by professional category.
Hours of training Unit 2022 2021 2020 Executives Hours 544 417 430 Manager Hours 8,469 6,415 5,460 White collars Hours 31,026 14,007 10,871 Blue collars Hours 28,471 17,124 18,525 Total Hours 68,510 37,963 35,286 Executives h/per 13.3 8.7 8.0 Manager h/per 25.8 19.6 17.4 White collars h/per 35.1 16.0 12.7 Blue collars h/per 15.2 9.1 10.4 Total h/per 22.0 12.2 11.7 Hours of training per category Unit 2022 2021 Health & Safety Hours 22,200 15,615 Technical and Functional Hours 28,735 14,395 Management Edu & Leadership Development Hours 7,532 2,904 Cultural and Corporate Hours 5,344 3,811 Other Hours 4,699 1,238 Total Hours 68,510 37,963 Training category Description Health & Safety Training on Health and Safety topics for workers Technical and Functional Functional and technical training to upskill Group professional families and sub-communities Management Edu & Leadership Development Specific initiative aimed at leadership or management skills development, managed at Global or Local level. For example, the Emerging Talent programme Cultural and Corporate Training on Code of Ethics, Whistleblowing System, GDPR (General Data Protection Regulation), Human Rights, Cybersecurity, Performance Management process Other Other type of training, such as language courses