Key success factors

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Key Success Factors 19 Operational Review” and using the “Mix Master”, which optimizes the concrete mix. The EBITDA margin targets stated above are to be achieved by 2010. In all segments, we shall continue to focus on operational improvements from the quarry right through to the construction site. We aim to generate greater benefits for our customers through product innovation and by expanding the range of services we offer (see also chapter on innovation on pages 24 and 25). The development of new programs to increase productivity and the multiplication of established ones covers the entire value chain, including administration, the IT service centers and central procurement. Targeted training is helping utilize the full potential for further efficiency gains across all sectors and segments. Holcim wishes to be a highly regarded business partner in the eyes of customers, suppliers and the public, particularly at its production sites. All Group companies are committed to this objective. Holcim operates under a single global brand name worldwide. This strengthens cohesion within the multinational Group of companies and raises our profile as a corporation. An employer who both nurtures and demands Holcim aims to be an exemplary employer able to recruit, motivate and retain the best staff. Clear management principles and systematic career development opportunities for staff provide the basis for optimum performance. Holcim demands commitment, but by the same token it also recognizes hard work. In particular, this means operating a system of performance-related pay (see also chapter on human resources on pages 36 to 39). Industry leader in the Dow Jones Sustainability Index Respect and understanding for different cultures are part and parcel of Holcim’s perception of itself as a company. Top priority is given to the principles of sustainable development in economic, social and environmental terms. Holcim is also delighted to have been awarded the Dow Jones Sustainability Index Industry Leader accolade two years running. Safety at work remains an important issue. The successes achieved on this front depend to a large extent on the skill and commitment of senior managers and staff (see also chapter on environmental commitment and social responsibility on pages 32 to 35).
20 Value-Driven Corporate Management Organization and management The Group’s management and system of line responsibility is structured by regions. The Executive Committee is supported by efficient corporate staff units and modern management systems. Corporate governance also means efficient management and control Holcim knows that its credibility and reputation depend on professional and transparent corporate governance. This promotes confidence on the part of investors, business partners, employees and the public at large. The overall system of corporate governance, which includes directing, monitoring and organizing the highest corporate management levels, formulating business policy principles and applying internal and external control mechanisms, forms the basis for responsible management and control of the company with focus on sustainable value creation. Although we believe we have made great progress, this is an area in which efforts never cease. The Code of Conduct defines Group-wide standards of behavior expected of all staff and it underscores our responsibility as entrepreneurs and employers. The text of the current Code of Conduct can be found on our website under www.holcim.com. vidual Executive Committee members assisted by Area Managers and Corporate Functional Managers. In addition, each Executive Committee member has functional responsibility for specific corporate areas such as Cement Manufacturing, Commercial Services or Human Resources. This dual management approach gives Holcim an ideal combination of standardized Group-wide know-how and local value creation. If our Group companies are to strengthen their cost and market leadership in their markets, they need both entrepreneurial room for maneuver and support from the Group in the form of specific know-how and predefined parameters. In our view, success depends on striking a balance between local power and autonomy on the one hand and the right degree of support and intervention from Group headquarters on the other. A coherent program of basic and continuing management training, as well as systematic succession planning to develop candidates with executive potential at both national company and corporate level, are important factors in the drive to strengthen the Group. Dual line and functional management responsibility Holcim is globally active with around 90,000 employees on five continents. We manufacture and distribute our core products cement and aggregates in countless local markets, along with products and services based on these core products in the ready-mix concrete, asphalt and concrete products sectors. The key to the Group’s success lies in the competence of our local management teams. The operating units in over 70 countries fall under the line responsibility of indi- Holcim’s efficient and lean organizational structure enables it to respond rapidly to new challenges. Holcim’s hierarchical structures are flat and its divisions of responsibility clearly defined – both at Group level and in the individual Group companies.
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Key success factors

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