2011 Annual Report - Italcementi Group

2011 Annual Report
Presentation 4
General information 15
Annual Report Consolidated Annual Report Directors’ report 28
Extraordinary session Italcementi S.p.A. Annual Report Consolidated financial statements 63
leadership and performance management. This helped the Group keep turnover of key
personnel to a physiological minimum, confirming the strong sense of belonging in the
organization, even during this difficult period.
An important improvement was made in the personnel information systems with the
introduction of the SAP system in the Egyptian subsidiary.
In 2011, thanks in part to funding for training provided under current laws, the Group
provided a total of 364,040 hours of training involving 18,524 people on at least one
course for a total of 32,563 participants.
Activities were developed consistently with the re-organization of the Training Management
System, which covers four areas: Human Capital Development, Compliance and Risk
Mitigation, Efficiency, Sustainable Development and Innovation. Also, for the 80 th
anniversary of the “Studi & Ricerche” publication by Scuola Master F.lli Pesenti, a meeting
was organized at Milan Polytechnic on synergies between the corporate sector and
universities. In cooperation with the Cav. Del Lavoro Carlo Pesenti foundation, work
continued with schools and universities, with the assignment of scholarships, internships,
degree theses and visits for students to Group offices, laboratories and plants.
Initiatives continued in 2011 to improve the corporate governance system, using a
methodology that defines the organizational structure, responsibilities and powers and
describes company processes, in order to identify suitable measures to prevent
commission of offences and mitigate operating and compliance risks.
Integration continued of the Management Systems (Quality, Environment, Safety) from a
process viewpoint, and integration also began of the requirements for the Information
Technology Infrastructure Library (ITIL) standard to provide IT solutions in line with the top
international standards, in part to mitigate IT offences as per Legislative Decree 231/01.
Implementation of the company processes was conducted in a more systematic fashion for
all Group subsidiaries, which are equipped with their own improvement Action Plan in line
with local business needs and corporate governance rules. In areas where the program
has achieved the highest level of implementation, the spread of the corporate process
culture is facilitating management of improvement, control and mitigation of activities at
risk, and also generating a high level of employee engagement.
To date, the availability of consolidated operating corporate governance tools together with
the assessment reports from the various bodies and functions performing control activities
is enabling the Group to direct the development and review of corporate processes to the
areas at greatest risk.
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