Corporate responsibility report 2005 - Tata Steel

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How do we care for our people? 1 Figure 3 Employees by region 4 5 67 8 At end December 2005 5 1 Figure 4 Employees by division At end December 2005 4 3 1 UK 24,000 2 The Netherlands 11,400 3 Germany 4,900 4 France 1,600 5 Belgium 1,700 6 Canada 800 7 USA 600 8 Other countries 2,300 Total 47,300 3 1 Strip Products 22,500 2 Long Products 11,800 3 Distribution & Building Systems 5,700 4 Aluminium 5,700 5 Central functions and others 1,600 Total 47,300 2 2 As mentioned later in the business ethics section, common rules are set through Group Policy Documents (GPDs) and Group Standards. GPDs address major corporate matters, risk areas and processes; while Group Standards set out what is expected from business units in implementing The Corus Way. Staffing We employed some 47,300 people at the end of 2005. While recruitment of people with relevant skills and expertise remains a challenge, we are proud to have been included in the top 100 best graduate employers in the UK. This is in the face of stiff competition from global companies in all business sectors, including banks and consulting companies. In the Netherlands, graduates consider Corus to be the best manufacturing employer, and the 15th best employer overall (see case study on opposite page). Training and development We are continuing to invest in the training and development of our employees. Most training is delivered locally, supporting business unit strategies. Examples of local training initiatives include: • Training of operating staff to support business restructuring. • Leadership training for shift controllers, to encourage a continuous improvement culture. • Training and education of apprentices to replace future retirees. At Group level, the commercial function delivered account management training to sales managers and customer-facing staff across the Company. Furthermore, the introduction of a financial shared service centre in the UK led to over 100 staff receiving specialised IT skills training. The focus on continuous improvement based on lean thinking has been supported by awareness workshops for all management teams. To ensure a consistently high standard of delivery across our business units, we are also training continuous improvement coaches: around 150 coaches completed a six-week programme in 2005, with 100 more being trained in 2006. As described earlier, to improve our health and safety performance, the Executive Committee sponsored a two-day Safety and Health Excellence Programme for 400 Group Senior Managers. The programme focused on root-cause thinking, leadership behaviours and contractor management. Employee relations and communication Our consultation processes continue to follow our well established practices. We meet regularly with our European Works Council, and we have consultative structures and processes at country and business unit levels. In the UK, an information and consultation agreement with national unions provides a framework for consultation on strategic issues, and for regular updates on business performance. 18 Corus Corporate Responsibility Report 2005
How do we care for our people? Female Male Figure 5 Gender breakdown At end December 2005 Male 43,000 Female 4,300 Estimated based on data from over 95% of our operations NL D BR B UK F Figure 6 Executive Committee international breakdown At end December 2005 Belgian (B) 1 Brazilian (BR) 1 British (UK) 4 Dutch (NL) 1 French (F) 1 German (D) 1 Total 9 In addition to day-to-day business communication, we make efforts to increase formal, two-way communication. To obtain employees’ views on a range of issues, we regularly run focus groups. We work with around 300 employees from all levels and functions, and aim to cover all businesses. Extending the good practices with employee surveys in some of our business units, we have established Group-wide guidelines, with each business unit expected to run regular employee surveys. In 2005, surveys were conducted in nine business units and at head office, which, together with our 2004 surveys, covers the majority of our workforce. Recognition Our annual Chief Executive’s Awards were established to recognise outstanding contribution to delivering The Corus Way. There are three categories: health and safety; best supplier to best customer; and world class processes. The calibre of entries during 2005 was extremely high and competition was tough. The winner of the health and safety award in 2005 was Corus Distribution & Building Systems UK, Strip Processing Centre at Steelpark, Wednesfield (see case study on page 15). Judges were particularly impressed at the enthusiasm and breadth of creativity of its employees. The best supplier to best customer award was won by Corus Packaging Plus for its collaboration with Heinz. The world-class processes award went to Corus Rail at Hayange, France. Case study Becoming an employer of choice at target universities Attracting suitably qualified graduates is a key priority for us. We have been working to raise awareness of the benefits of a career with Corus at our target universities and there is evidence that this campaign is bearing fruit. In 2005, Corus was ranked in The Times Top 100 preferred employers for UK graduates. There is still some way to go before we reach our target of being a top 20 preferred employer at selected universities, but this is an important first step. In the Netherlands, graduates consider Corus to be the best manufacturing employer and the 15th best employer overall. Corus Corporate Responsibility Report 2005 19
Page 1 and 2: 2005 Corporate responsibility repor
Page 3 and 4: Our performance in summary What hav
Page 5 and 6: How do we manage corporate responsi
Page 7 and 8: What does sustainable development m
Page 9 and 10: Sustainable solutions Sustainabilit
Page 11 and 12: Sustainable solutions Clutch pedal
Page 13 and 14: Sustainable solutions Consumer prod
Page 15 and 16: People Health and safety Policy sta
Page 17 and 18: How do we care for our people? Case
Page 19: How do we care for our people? Peop
Page 23 and 24: Environment Policy statement We are
Page 25 and 26: How do we protect the environment?
Page 33 and 34: Communities We recognise that our o
Page 35 and 36: How do we support our communities?
Page 37 and 38: Business ethics A framework for bus
Page 39 and 40: How do we safeguard our business? T
Page 41 and 42: Status Comments Forward action Achi
Page 43 and 44: Validation statement Enviros has co
Page 45: www.corusgroup.com Care has been ta

Corporate responsibility report 2005 - Tata Steel

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