Cemex 2009 Annual Report Download - page 18

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First, we continuously work to increase our competitive-
ness. We improve our operational excellence and efficien-
cy and follow high ethical standards to achieve long-term
sustainable growth. We also offer innovative products and
services for a sustainable, energy-efficient construction
industry.
Second, we reduce the negative impacts of our opera-
tions. We provide a safe and healthy workplace and work
to minimize our environmental footprint and inconve-
nience to our neighbors. We also encourage our business
partners to take the same approach.
Third, we reach out to our stakeholders, whose support
is crucial for our success. Creating long-term relationships
with these groups increases our competitiveness and
helps us to find new ways to reduce our negative impacts.
ALIGNMENT WITH INVESTOR
INTERESTS

To better align our executives’ interests with those of our
stockholders, we began offering executives a new stock-
ownership program in 2005. The plan’s goal is to move
our company’s long-term incentives from stock options to
programs based on restricted stock, which we believe is
more highly valued by our executives and stockholders.
As of December 31, 2009, our executives held 32,226,001
restricted CPOs, representing 0.3% of our total CPOs
outstanding.

We are committed to the highest standards of corpo-
rate governance. Our company’s board of directors is
composed of qualified directors who provide appropriate
oversight. The requirement of independence of the audit
committee members satisfies applicable law, and one
member of our audit committee meets the requirements
of a “financial expert” as defined by the Sarbanes-Oxley
Act of 2002 (SOX).
We also have designed and deployed 1) a formal internal
process to support the certification by our chief executive
officer and our executive vice president of planning and
finance of the information that we present in CEMEX’s
periodic reports to the U.S. Securities and Exchange Com-
mission; 2) a system to ensure that relevant information
reaches senior management in a timely manner; 3) a sys-
tem for anonymously and confidentially communicating to
the audit committee complaints and concerns regarding
accounting and audit issues; 4) a process for anonymously
and confidentially submitting complaints related to unethi-
cal conduct and misuse of assets; and 5) a task force to
follow legal requirements and best corporate-governance
practices and, when appropriate, propose further improve-
ments. Our code of ethics reflects the requirements of
SOX.
We are in compliance with the applicable sections of SOX,
including section 404.
CX vs. S&P 500 Index
total cumulative return
16
l S&P 500 INDEX l CX