Objective 3 - Dialogue & open communication
| All sites must develop and implement a local plan for constructive internal dialogue and open communication. Taking into account the local culture and labour practices, this plan should strive to: value the feedback from employees; enhance participation in the regular Group-wide people surveys and ensure adequate follow-up actions; appraise employees regularly; ensure constructive dialogue with employees and their representatives. |
The implementation of objective 3 was already well on track in 2006 and 2007 showed steady growth (figure 3). Many platforms for dialogue are in place, ranging from formal works council meetings to general meetings with all employees (so called “town hall meetings”). In China, given new labour contract legislation, communication channels have been put in place to involve employees in setting or revising company policies which have an impact on their interests, such as compensation and benefits, working schedules, working environment, discipline etc.
The high participation rate (83%) in the people survey, and the improved scores with respect to the expectations for management’s reaction to the survey illustrate the improved internal dialogue.
The business unit Precious Metals Refining launched a specific action to improve internal dialogue: all managers and supervisors were enrolled in a 360° degree feedback exercise at the sites in Hoboken (Belgium) and Hanau (Germany). Based on the input they received from their own colleagues, a feedback session was organised with a consultant and a personal action plan was drafted. The significant increase in the people survey scores for this business unit can be linked to this initiative.
The Automotive Catalyst plant in South Africa was the only Umicore plant to face a strike in 2007. This social conflict was part of a countrywide strike to demand wage increases in the chemical sector. In total 601 days were reported as active strike days, not including the days lost by employees who did not want to participate in the strike actions but who were unable to come to work. In total, production at this plant was halted for a period of three weeks.
In France, a Social Dialogue Charter was signed with all unions. This charter reinforces the existing good dialogue and commits all parties to further improvements. Unions for example will inform the management prior to any union communication.
The Belgian site of Hoboken organised a communication event to explain the company’s stakeholder involvement to its employees. During these sessions input and feedback was covered on such stakeholders as shareholders, customers, the society as a whole and the employees themselves. The half day event was organised twice and in total more than 1,000 employees took part.
On 28 September 2007 Umicore signed an agreement with two key international trade unions on the Group-wide implementation of its policies on human rights, equal opportunities, labour conditions, ethical conduct and environmental protection. The agreement with the International Metalworkers’ Federation and the International Federation of Chemical, Energy, Mine and General Workers’ Unions will allow both trade unions to participate constructively in the pursuit of these objectives. A joint monitoring committee composed of both parties will see to the implementation of the “Sustainable Development Agreement”.
Umicore on the way to sustainability