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Managing for Sustainability
Values and Culture
In 2002, we took several actions to further integrate sustainability
into our core business values, understand employee perceptions of
sustainability and implement our Code of Employee and Business Conduct.
Alcan Values
Increasingly, a company's value is measured externally by looking
at its sustainability "vital signs". In Alcan's case,
these include, among others, our corporate governance practices,
our ability to minimize environmental impacts, our efforts at increasing
recycling both within and outside our facilities, our cooperative
efforts with the communities where we operate and our ability to
provide a safe and rewarding work environment for our employees.
It is also about maximizing the values that make up our corporate
culture -- our values of integrity, accountability, trust and transparency,
and teamwork. It is our corporate culture and values that continue
to guide us on our journey towards sustainability. With the ultimate
goal of being a partner of choice for all stakeholders, in 2002
Alcan continued to pursue business objectives through implementation
excellence, which requires recruiting and retaining the best talent
and performing among the best-in-class in all areas.
In a global employee survey conducted in 2002, a high level of
employee pride was noted, with 73% of respondents indicating they
were proud to work for Alcan and some 83% believing that Alcan has
high quality products and services. Results clarified strengths
and identified areas where action is required, such as in improving
the general perception of Alcan's employee value proposition. As
an initial response, the Company instituted a global employee recognition
program to honour exemplary individual and team accomplishments
and new Human Resource processes for posting staff positions were
deployed throughout the organization.
Employee Perceptions of Sustainability
The commitment of employees to sustainability issues as outlined
by management is well illustrated in the achievements recorded in
the Sustainability Actions section of this report. In addition,
overall acceptance of strategic issues such as an integrated EHS
management system or Maximizing Value is clearly supported by employees
as substantiated in our Global Employee Survey and illustrated in
initiatives such as Behaviour Based Safety in North America or CLEAN
in Europe.
A key finding in the 2002 global employee survey was that 77% of
employees identified sustainability and EHS performance as essential
priorities for the Company. Survey results include responses from
all employee levels representing functional as well as operational
positions. Across the organization, action plans related to the
survey have/are being put in place in 2003 to capitalize on the
strengths and to address apparent gaps or shortcomings outlined
in the survey results.
Employee commitment was also a key factor in the achievement of
numerous plant records and awards related to environment, health
and safety as well as in the certification of facilities to ISO
and OHSAS or equivalent standards in 2002.
Office of the Ombudsman - Worldwide
Code of Employee and Business Conduct
With the release of our Worldwide Code of Employee and Business
Conduct in 2002, an extensive global roll-out was undertaken
to ensure that all employees understand the complexities and importance
of issues such as bribery and corruption, confidentiality, use of
company resources, sexual harassment and workplace security. The
Code was published in ten languages and included on the Company's
internal and public Web sites. By mid-2003 over 200 trainers around
the globe had completed face-to-face training and information sessions.
A distinguishing feature in our Code of Conduct is the creation
of an Office of the Ombudsman, which provides employees with an
additional avenue to report breaches to the Code. The Office serves
as a resource to answer questions, resolve uncertainties and clarify
ambiguities around corporate ethics and conduct. This office is
also responsible for monitoring overall compliance with the Code
and its uniform application across functions and business groups.
The Office of the Ombudsman consists of a senior-level Corporate
Ombudsman and representatives from each Alcan business group. The
Office of the Ombudsman is developing incident management processes,
in addition to reporting to management and the Audit Committee of
Alcan's Board of Directors.
Senior Management Support
Business Group Implementation
Values and Culture
Employee Recognition and Development
Stakeholder Engagement
More 2002 Highlights
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