Annual report 2004 (English) - PDF 3546K - Imperial Tobacco

66
Human
Resources
Values and practices shared
within the Group
From the outset, Altadis has implemented its human resources and labor policies
on a group-wide basis, establishing basic overriding principles and leaving room for
national policies in other areas. The rapid pace of international development in 2003
and 2004 has heightened the importance of this general framework, which serves
to align new entities’ practices with those of the Group.
Restructuring plan:
factoring in the needs of employees
and the local economy
In July 2003, the Group announced a large-scale
reorganization of operations in France and Spain.
In France, the consultation phases with employee
representatives and trade unions concerning the
implementation of the restructuring plan were
completed in summer 2004. In Spain, where laws are
different, talks are continuing in a constructive manner
and the fi rst local agreements were signed in Andalusia
at end-2004.
In keeping with its policy of providing employee support
in periods of restructuring, the Group has adopted a
phased approach to the plan’s implementation, as well
as numerous measures enabling optimum management
of the related social, economic and human impact.
In France, the implementation process is continuing.
Five units have already been closed – the Morlaix cigar
workshop, the Lille distribution center, the Tonneins
threshing and treatment center and the two logistics
facilities in Dijon. The closure of the Lille cigarette plant
is scheduled for August 31, 2005.
Solutions involving internal transfers, outplacements
and early retirement are proposed to each employee
concerned, as appropriate. In addition, the Group is
contributing to the revitalization of the most affected
regions. A number of job-creation projects are being
considered and the resulting agreements should be
signed by summer 2005.
In Spain, an initial agreement was signed at end-2004
with trade unions and the Province of Andalusia
concerning regional restructuring measures.
Discussions are in progress with respect to implementation.
A draft proposal concerning employee support measures
was also submitted to the Ministry of Employment
in May 2005.
Exchange and dialogue:
the foundation of integration
Fast-paced acquisition expansion over the last two years
has changed the Group’s profi le. Acquisitions in Western
Europe of Etinera in Italy, and in Eastern Europe of
Russian cigarette manufacturer Balkan Star, following
Morocco-based Régie des Tabacs du Maroc in 2003,
have reinforced Altadis’ international presence. This
growth has also brought both challenges and opportunities