Annual report 2011 - Trelleborg

workplaces globally. Trelleborg’s Safety@
Work program supports the organizational
change required to create a culture of
safety and strengthens the Group’s endeavor
to attract, develop and retain good
employees in all of its units. Accordingly,
the Safety@Work program has been introduced
globally at all active production
units. The progress of the Safety@Work
program is monitored with indicators
comprising part of the company’s CR
reporting structure.
In 2011, all active production units
underwent Safety@Work training, conducted
self-assessments and developed
a plan for preventive and corrective measures.
More than 60 trained internal examiners
performed reviews at 39 of the
units. The combined result of these activities
was the development of an improvement
program that aims to reduce the
risks at these units.
The follow up of selected indicators
aims to reduce the number of injuries
and the number of days lost due to
absenteeism arising from these injuries,
and improve the results generated by the
Safety@Work reviews.
Trelleborg’s facilities continue to
demonstrate a declining trend in cases of
occupational injuries/illnesses (excluding
insourced staff). In 2011, 384 (416)
cases resulting in more than one day’s
absence were reported (= Lost Work
Cases, LWC). This corresponds to a decline
of 8 percent compared with 2010.
The number of LWCs per 100 employees
per year decreased to 2.31 (2.75),
while the number of working days lost per
injury per year rose to 26 (22). In 2011,
the average number of points in the
Safety@Work risk model (the points
received by a facility based on the
assessment of all input elements in the
model) increased to 848 in reviews and
self-assessments, compared with 812 in
the year-earlier period, corresponding to a
rise of 4.4 percent.
Trelleborg’s target is that all facilities
should have a well-functioning safety
committee. In 2011, such committees
with representation from plant management
were in place at 88 (95) percent of
facilities.
Health initiative
In South Africa, Trelleborg participates in
a Sweden funded HIV/AIDS program that
aims to increase employee awareness,
educate about the risks and inform about
HIV tests, healthcare and supportive
measures. Since 2008, Trelleborg has
run the Health for Life (H4L) program in
the US, which offers employees health
checks-ups and individual coaching
focused on health risks. More than 50
percent of the 2,300 employees in the US
participated in the H4L program in 2011.
Absenteeism in Sweden
Total absenteeism due to injury or illness
for 2011 at the Group’s production units
in Sweden was 4.2 percent of normal
working hours.
Talent management
• Employees who took part in an employee
performance review in 2010-2011: 3,400
(2,800)
• Average number of training hours per
employee at the production units: 15 (13)
• Number of internal job advertisements for
managerial posts: 274
The goal of the Group’s Talent Management
program is to secure a strong talent
base for the internal recruitment of managers.
The annual Talent Management
process is a Group-wide process aimed
at identifying, developing and utilizing
Trelleborg’s management potential.
The process contains performance
reviews and Development Centers, as well
as training and development activities.
It is designed to match the company’s
future recruitment requirements with individual
career plans in an effective manner.
Employee performance
review process
Employee performance reviews are
planned to support employees’ motivation,
performance and development. Both
manager and employee adhere to an
established structure when preparing for
the review. In 2010-11, an internal portal
was used by approximately 3,400 (2,800)
employees for this purpose, which is an
important step toward creating a uniform
process for the entire Group.
At the review, the parties discuss
targets for the past year and the future,
career development, mobility and development
needs. If the employee has
managerial potential, a career development
plan will be prepared.
The aim for 2010-11 was to include
all salaried employees at levels 1-5 in the
process.
A total of 80 percent of salaried
employees at these levels took part in
performance reviews during 2010-2011.
At level 6, the fi gure was 75 percent. For
the 2011-12 period, levels 1-7 are included
in the process, and the estimate
is more than 4,000 completed performance
reviews.
Talent review process
The main purpose of the Talent Review
Process is to make use of employee
performance reviews to identify employees
with potential for advancement and thus
ensure meeting the company’s leadership
recruitment needs.
Unit and HR managers meet regularly
to discuss potential candidates in their
business areas and units. Where neces-
CORPORATE RESPONSIBILITY
sary, Development Centers are used to
verify potential and establish development
needs. The selected employees
receive a personal development plan,
which is used to help them follow a
career path.
The talent base and plan for leadership
recruitment are then presented to
Trelleborg’s Board.
An important part of the process is
to increase the number of internal transitions
between the company’s business
areas. Trelleborg wants to increase the
Group’s opportunities for releasing employee
potential and make use of internal
talent in the best way possible. This is
also the reason why all vacancies are
advertised on the Group intranet.
Training and development
Trelleborg’s fundamental principle for
human resource development is to provide
suitable training for raising employee
profi ciency. At the same time, the Group
is strengthening its employees’ social
and fi nancial opportunities.
In 2011, the average number of training
hours per employee at all units was
15 (13, last year’s fi gures related only to
production plants).
The following training activities were held
at Group level during 2011:
Eight rounds of the global procurement
program (128 participants, of whom
44 women and 84 men)
Trelleborg’s trainee program (15 participants,
of whom fi ve women and ten
men)
Two rounds of Trelleborg’s International
Management Program (47 participants,
of whom three women and 44
men)
Mentor Program (15 participants, of
whom 15 men)
Induction seminars (26 participants,
of whom six women and 20 men)
Training in the company’s Code of Conduct
continued for all new employees.
Internal auditors have commenced
training in order to conduct internal Code
of Conduct audits.
Salary and rewards
A key factor for ensuring the Group’s longterm
success is a reward system that
accounts for employee performance.
The framework for this is outlined in the
global and Group-wide Compensation and
Benefi ts Policy.
The basis of the policy is that the
compensation structure is founded on a
systematic evaluation system for work
content and performance. Management
remuneration is described on pages
40-41.
GRI: 4.8, (EC7), LA7, LA8, LA10, (LA12), HR3, (SO2), SO3, SO4 Annual Report 2011 Trelleborg AB 57