Human Resources

Investing in people: Reinforcing the foundation on which to build and grow

Holcim knows that the success of its organization depends on the success of its people. With around 68,000 employees in 70 countries, the Group’s reach is global. To benefit from this diversity and spread, Holcim continuously aligns its people processes to reinforce the right foundation upon which to build and grow.

Values and behaviors

The values of Strength. Performance. Passion. are integral to Holcim’s strategy. The Group focuses on behaviors that set standards against which all employees are measured. The six behaviors are customer excellence, drive for results, collaboration, integrity, develop yourself and others, and change/inspirational leadership. Together, the values and behaviors form an intrinsic part of Holcim’s culture and identity.

Investing in today and tomorrow

Good people processes cultivate the right climate for employees to thrive and contribute to achieving organizational objectives. How Holcim attracts and recruits, manages and rewards performance, develops and engages talent, and manages its talent pipeline requires a holistic integrated approach: one that supports securing the right person with the right skills and attitude for the right job at the right time.

Transfer of employees from the Group regions

Transfer of employees to the Group regions

Holcim believes that diversity and inclusion are business imperatives to increase the right talent pool for sustainable performance. While Holcim has a very diverse workforce, particularly in terms of nationality, it recognizes the need to address gender diversity in leadership positions. Thus, a Diversity Council was established in 2014, with the aim to create a system and workforce that is open, taking a broader view, and embracing diversity in attitude and perspective. The Group believes that this leads to inspiring innovations and value creation.

Given that leaders shape an organization, excellence in leadership is a must. Through an assessment methodology for leaders, Holcim identifies role and personal development areas. To foster development and networking opportunities, a total of 294 managers participated in executive education programs in 2014. Recognizing that challenges faced by leaders today requires a different mindset, a six-month-long Future Leadership Program was designed in partnership with leading academic institutions to explore concepts such as self-awareness, authority, mindful leadership, resilience, and system dynamics.

Commitment to people

The relationship between Holcim and its people is based on active dialog first and foremost with employees and also with employee representatives and unions. A key factor in engagement is listening to needs and acting on feedback. Numerous engagement surveys have been conducted, leading to various company initiatives in response. In 2015 the first Group-wide engagement survey will be conducted.

Career Committees for the top 150 talents and for functions and regions were established in 2014 to facilitate collaboration and exchange, with the aim to develop a seamless, cross-functional, cross-regional talent pipeline. Additionally, a new global concept in Holcim to expedite learning was launched: The web-based Holcim Learning Institute comprises Functional Academies and elements such as Occupational Health & Safety and Legal and Compliance. It also offers virtual classroom capabilities with an internal training network that is 260 members strong. The institute proved a crucial enabler for diffusing know-how and sharing expertise Group-wide, with a total of 226 assignees around the world, including 93 new ones.

Group employees by segments

 

2014

2013

2012

2011

2010

1

Including all other cementitious materials.

Cement1

44,403

47,179

50,293

51,492

51,133

Aggregates

5,722

5,812

6,379

6,898

6,478

Other construction materials and services

16,825

17,376

19,421

22,469

22,577

Diverse

634

490

266

108

122

Total Group

67,584

70,857

76,359

80,967

80,310

Group employees by region

 

2014

2013

2012

2011

2010

Asia Pacific

31,850

34,080

36,523

37,942

38,172

Latin America

10,733

11,181

11,765

12,867

12,710

Europe

15,399

15,868

17,924

19,602

19,690

North America

6,777

6,791

7,136

7,543

6,668

Africa Middle East

1,928

2,128

2,153

2,140

2,213

Service and trading companies

897

809

858

873

857

Total Group

67,584

70,857

76,359

80,967

80,310

Origin of senior managers

From Asia Pacific

14 nationalities

60% of all senior management

From Latin America

14 nationalities

9% of all senior management

From Europe

32 nationalities

22% of all senior management

From North America

2 nationalities

8% of all senior management

From Africa Middle East

11 nationalities

1% of all senior management

Composition of senior managers

 

Male

Female

Total

Percentage of women

Top management level

306

36

342

11%

Senior management level

1,549

168

1,717

10%

Middle management level

5,571

871

6,442

14%

Total

7,426

1,075

8,501

13%

Personnel expenses in 2014 by function and region

Million CHF

Production and distribution

Marketing and
sales

Administration

Total

Asia Pacific

568

94

204

866

Latin America

310

67

91

468

Europe

777

128

219

1,124

North America

626

50

86

762

Africa Middle East

52

10

32

94

Service and trading companies

43

20

161

224

Total Group

2,377

368

793

3,538