OneSteel Sustainability Report 2010 (PDF) - Arrium

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OneSteel
Sustainability
Report 2010
Safety & People
1 2 3 4 5 6 7
Business Improvement and
Growth Initiatives
During the 2010 Financial Year,
the OneSteel Human Resources
team has played a key role in
facilitating significant business
change. A focus of the first half of
the financial year was facilitating
the company-wide labour cost
reduction program. This program,
which ran throughout P
erc
the 2009
calendar year, resulted in annualised
cost savings of approximately
$160 million, of which $100 million
is expected to be permanent
irrespective of future operating
levels. The program resulted in a
7
0
+
Age Profiles by Employment Group FY10
Percentage of Employees
30
25
20
15
10
5
0
15–19
20–24
25–29
30–34
35–39
40–44
6
Age profiles continue to demonstrate 0
diversity
4
across various types of employees within onesteel
8
reduction of approximately 2,000
full time equivalents during the 2009
calendar year and was achieved
through reductions
3
in the use of
contractors, casuals and labour hire,
as well as approximately 1,000 direct
employees. These 2 reductions were
partly achieved through voluntary
redundancy programs with severance
payments and out-placement
support provided 1 as per our Human
Resources policy.
The OneSteel Recycling Australian
Diversity
1 2 2
OneSteel is an equal opportunity 0 5 0 5
employer where diversity is valued - - -
1 2 2
and actively sought. The key diversity 9 4 9
indicators used to monitor and record
diversity within OneSteel are those
described within this summary and
include:
• Age profiles by employment group
• Gender breakdown by employment
group
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0
• Gender diversity of talent
business also acquired Metals Trading
management and development
0
and Ace Metals businesses during
program participants 4
2006 2007 2008 2009 2010 8
the year and Human Resources were • Proportion of female recruits and
instrumental in integrating people internal appointments
3
6
from these businesses into OneSteel.
45–49
Age Groups
50–54
Energy (PJ)
2
4
1
2
0
50
40
30
20
10
1
5
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1
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0
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4
3
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2
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1
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The table below right shows
3the 4proportion 4 of females by
5 0 5 7
occupational - - -
category.
0
Females
3represent 4 4 13% of non-executive
+
9 4 9
directors on the OneSteel Board
and 12% of senior executives who
are defined as reporting no more
than two levels below the CEO. The
proportion of female executives has
increased over the past few years and
is expected to continue this upward
trend of increased representation of
women in senior roles.
During 2010 Financial Year, more
than 20% of new recruits have
been female, representing a
higher proportion of than current
female representation in the
workforce. In addition, 23% of
internal appointments during 2010
were women. Similarly, female
representation on development
programs for high potential
employees is higher than the
general female representation in
the workforce. For example, 33% of
participants on the “YoungSteelers”
7
0
+
program have been female.
OneSteel offers a range of
competitive leave arrangements
including paid maternity and
paternity leave for most employees.
OneSteel has a track record of
Percentage of
Female Employees
by Category
18%
49%
13% 12% 12% 12%
Non-executive
directors
Executives
Managers
1%
Professionals
Clerical
Wages
Total
0
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7
8
9
t CO2-e/ t Crude Steel
55–59
60–64
65–69
70+
Age Profiles
Executives
Staff
Employees
Wage
Employees
high return rates from maternity
leave for professional employees.
There are many examples of flexible
arrangements being put in place to
accommodate individual needs, to
facilitate return to work after parental
leave and to assist with ongoing
flexibility to provide work-life balance.
OneSteel’s age profiles continue to
demonstrate diversity across various
types of employees.