Cemex 2013 Annual Report Download - page 22

Providing multifaceted
employment opportunities
At CEMEX, our employees are the foundation of our
company’s success. Accordingly, we look to provide them
with the most attractive opportunities for their personal
and professional development.
We take a multifaceted approach to our people’s devel-
opment. From our global leadership and management
programs to our scholarships and online training courses,
we strive to foster our employees’ growth at each stage
of their career. We also encourage our employees to take
assignments that enhance their personal and professional
growth, facilitate the exchange of best practices, and
strengthen our shared corporate culture.
Through a wide range of initiatives, we provide our peo-
ple with the opportunity to collaborate with others, share
experiences, and implement their ideas. In our culture, we
value the individual and collective pursuit of continuous im-
provement, the ability to explore alternatives, the capacity
to make a case for change, and the talent to work together
in teams to put a project into action. Regardless of their
responsibilities, our people share a common organizational
dynamic built on results-driven collaboration and innovation.
We are convinced that constructive conversations be-
tween our employees and managers are a productive way
to enhance their opportunities for career development.
Accordingly, our Career Building initiative fosters a mind-
set across our organization in which the appropriate bal-
ance of career conversations—aligned with the business
cycle and supported by the requisite tools—is the most
efficient way to guide our people’s efforts and maximize
our performance.
To ensure we empower our people with the skills and
tools required to succeed, we provide continuous train-
ing and development opportunities, so they can work
smartly, safely, and effectively. We strive to develop our
employees’ skills using a variety of learning initiatives and
on-the-job training in a wide array of subjects. In 2013,
approximately 31,000 employees spent an average of
20.75 hours in instructor-led programs on topics such
as leadership, health and safety, and commercial capa-
bilities development. For example, as part of our val-
ue-before-volume initiative, we have begun to provide
onsite training to more than 700 people as a first stage
to ensure the correct deployment of our pricing strategy
across our organization.
To complement our onsite training efforts, we leverage
our online learning management system—CEMEX Learn-
ing—to enable our employees to design their individual
development plans. These plans guide and equip each of
our people to deliver their best in the achievement of
their goals. Approximately 18,000 hours of online training
were accomplished during the year.
Through a wide range of
initiatives, we provide our
employees with the oppor-
tunity to collaborate with
others, share experiences,
and implement their ideas.
delivering opportunities for our
employees
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