annual report 2004 - Severočeské doly a.s.

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32 —— 33 Employee education structure (%) primary school 13.0% apprenticeship 59.3% secondary school 22.6% university 5.1% Employee process structure (%) 0 10 20 30 40 50 Overburden 33.0% Coal extraction and dressing 46.5% Administration 20.5% Developments in productivity and monthly wages 105,000 100,000 95,000 90,000 85,000 80,000 75,000 70,000 65,000 60,000 55,000 50,000 45,000 40,000 35,000 8,500 8,000 7,500 7,000 6,500 6,000 5,500 5,000 4,500 4,000 3,500 0 10 20 30 40 50 60 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 Labour productivity from value added Average monthly wage Developments in workforce size and coal extraction 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 Average number of employees Gross amount of coal extracted (kt) 21,000 19,000 17,000 15,000 13,000 11,000 the company implemented the next stage of a plan to reduce the number of white-collar workers, as laid down in the project ‘Optimization of the Organizational Structure’. Wages and Labour Productivity The average monthly wage at the company in 2004 was CZK 20,892 per employee (year-on-year growth of 6.6%). The rise in average earnings was achieved by increasing the tariff-based wages of employees by 5.5% and raising the supplementary wage. The company fulfilled all its obligations under the col- 9,000 7,000 24,000 23,500 23,000 22,500 22,000 21,500 21,000 20,500
lective agreement. Labour productivity measured by value added remained more or less at the same level year on year. Social Policy The company’s social programme fully respected the provisions of the collective agreement and other legal regulations. In the field of social policy, the company spent resources primarily on works catering, pension funds, protective equipment, cleaning and washing products, and protective drinks. In 2004, there was a change in the system used to make the employer’s contribution to pension funds. The employer’s contribution had been taken up by 80% of employees by the end of the year. Resources from the social fund were used mainly for recreational, cultural, and sports activities, and for the promotion of employees’ health. Overall, CZK 16.7 million was drawn from the social fund. Education Programme The employee training programme focused on increasing, complementing, and maintaining the qualifications of employees. Employees participated in compulsory training sessions and courses, the individual management groups continued their training programmes, and language courses were held again for employees. In the scope of the company’s support of improved qualifications and retraining, selected employees were given the opportunity of acquiring a certificate of apprenticeship; 19 employees studied at secondary school or university with assistance from their employer. CZK 4.6 million was spent on education and training. Social Responsibility Business Principles In its business activities, Severočeské doly is not only governed by the principle of maximizing economic value for its shareholders, but also respects and makes a significant contribution to the creation of social and environmental values. An important element of corporate culture is fairness in business; the company’s finances are transparent. In its communications, the company respects the principle of the openness of information, not only in relation to employees and shareholders, but also in relation to business partners and the public. In relation to customers, a large emphasis is placed on the quality and reliability of supplies and on accommodating other customer requirements. The company is aware that employees are a valuable source of success, and therefore it pays considerable attention to its human resources policy and communication with trade unions, especially during collective bargaining. In this respect, the company also strives to protect the health and safety of its employees and the inhabitants in all municipalities affected by mining activities. With this in mind, the company consistently respects safety rules and invests in environmentally-friendly modern technology and production processes. Respect for the environment has become an integral part of all company activities. In terms of its economic and social power, Severočeské doly is also a stabilizing element in the region, and helps to find solutions to a number of problems faced by local municipalities. Environmental Responsibility A significant element in the company’s business plans is measures to eliminate negative environmental effects and to improve the environment. In the scope of its efforts to minimize the effects of mining on the surrounding area, Severočeské doly spends considerable amounts of money on land reclamation and environmental investments. To this end, it creates cleanup and reclamation reserves and reserves for the settlements of anticipated mining damage. Therefore, in the long term the company is laying conceptual, technological, and financial foundations for the landscape to be returned to a condition corresponding to the region’s requirements once mining activities are discontinued. Regional and Public Relations The company’s means and opportunities to promote the development of public life in its place of business (and in several cases further afield) were used on a broad scale. In 2004, the company cooperated with
Page 1 and 2: SEVEROČESKÉ DOLY a.s. — annual
Page 3 and 4: Severočeské doly a.s. is the larg
Page 5 and 6: RAM The operating part of a heavy t
Page 7 and 8: CONCERTINA The protective concertin
Page 9 and 10: Most Important Events of 2004 Janua
Page 12 and 13: 10 —— 11 Interview with the Cha
Page 14 and 15: 12 —— 13 Directors and Officers
Page 16 and 17: 14 —— 15 Jaroslav Volšický (*
Page 18 and 19: 16 —— 17 Executive Management T
Page 20 and 21: 18 —— 19 Company Profile Severo
Page 22 and 23: 20 —— 21 Report of the Board of
Page 24 and 25: 22 —— 23 Sales and Marketing Sa
Page 26 and 27: 24 —— 25 Product structure (%)
Page 28 and 29: 26 —— 27 Developments in coal e
Page 30 and 31: 28 —— 29 Developments in invest
Page 32 and 33: 30 —— 31 How Investments are Fi
Page 36 and 37: 34 —— 35 municipalities and oth
Page 38 and 39: 36 —— 37 tion plants based on t
Page 40 and 41: 38 —— 39 on the innovation of t
Page 42 and 43: 40 —— 41 Financial Performance
Page 44 and 45: 42 —— 43 sumption of materials
Page 46 and 47: 44 —— 45 Shares and Shareholder
Page 48 and 49: 46 —— 47 Right to a Dividend 1.
Page 50 and 51: 48 —— 49 Strategy and Outlook f
Page 52 and 53: 50 —— 51 Outlook for 2005 Terri
Page 54 and 55: 52 —— 53 Report of Independent
Page 56 and 57: 54 —— 55 Consolidated Statement
Page 58 and 59: 56 —— 57 Notes to Consolidated
Page 60 and 61: 58 —— 59 Held-to-maturity inves
Page 62 and 63: 60 —— 61 Segments The Group has
Page 64 and 65: 62 —— 63 6. Investments in Asso
Page 66 and 67: 64 —— 65 Deferred Taxes, Net At
Page 68 and 69: 66 —— 67 The effect on retained
Page 70 and 71: 68 —— 69 Cash and In-kind Incom
Page 72 and 73: 70 —— 71 Organizational Chart G
Page 74 and 75: 72 —— 73 Shareholder Financial
Page 76 and 77: 74 —— 75 Persons Responsible fo
Page 78: Consulting and production: © B.I.G

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