 |
| During
this first year as a separate
group, our key focus was aligning
the way we manage our people with
a high performance culture. We
made significant progress in our
management of safety and health,
and our people planning and development
processes. |
|
| SAFETY
AND HEALTH MANAGEMENT |
| Safety
and health management are critical
to our future. This is why our
new safety and health performance
goal and vision is Zero4Life –
the elimination of all recordable1
injuries and occupational illnesses
within Rinker. While we made progress
by reducing recordable injuries
20% during the year, there is
still much work to do. |
|
| Tragic
reminders of the need for constant
vigilance occurred when two employees
and a contractor lost their lives
on the job: a Florida Materials
employee during a concrete delivery,
a Readymix China employee during
the loading of a concrete truck,
and a Readymix Australia delivery
contractor on the road. Exhaustive
investigations were conducted
for all incidents. Actions taken
to prevent recurrence included
enhanced driver training, modified
work procedures and improved disciplinary
rules. |
|
| Other
company-wide initiatives were
undertaken last year to help us
achieve Zero4Life. These include:
retooling of the safety and health
management system, the application
of root cause analysis and the
development of a new auditing
process. These initiatives will
enhance our ability to protect
our employees and contractors,
but are no substitute for leadership,
accountability and effective communication
in this most important work. |
|
| PEOPLE
PLANNING AND DEVELOPMENT |
| People
planning and development is very
important in achieving a high
performance culture. We have focused
on standardising our process for
succession planning and high potential
development. Over 80% of our general
management position openings last
year were filled by people from
within the group and over 20%
of our best performers were moved
into positions of greater responsibility.
Progress has been made with diversity
in Rinker, with growing numbers
of females and minorities in managerial
positions. |
|
| Complementing
the thrust on business improvement
has been a major drive in the
area of corporate ethics and conduct.
All managers who work with customers,
suppliers, or who can influence
markets, were required to commit
to a new Code of Ethics and sign
a compliance certificate. Compliance
programs on Anti-Trust and Trade
Practices provisions have been
emphasised in the US and Australia.
All relevant employees engaged
in sales and marketing must complete
training and certification requirements
annually. |
|
| A
record number of employees –
over 3,000 – completed training
during the year. Courses were
implemented in the areas of hiring
and coaching to improve our leadership
team. We conducted Customer FIRST!
classes in Readymix, providing
more focus on satisfying customers.
Our systems training curriculum
was updated as part of ‘go-live’
training for our recent Kiewit
acquisition, and we established
a systems training group in Australia.
New graduates continue to be hired
as management trainees to improve
our bench strength. |
|
| INCENTIVE
PLANS |
| Both
short and long term incentive
plans have been implemented to
help instill the high performance
culture across the group. These
incentives are generally based
on increasing shareholder value.
This ensures that our people understand
that they must deliver a profit
or return on all funds invested
in their business, which exceeds
the cost of those funds. Together
with succession planning and training,
the incentives are integral to
the success of continuous improvement
within the Rinker group. They
are based on Rinker achieving
specific financial goals while
reinforcing a culture that is
ethical and values based, with
the highest safety, health and
environmental standards (see pages
33 to 36 for further information
on the plans). |
|
|
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|
