Human resource department

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The company operating worldwide, is obligatory focus on international aspects. Since internal corporate language is English, company require fluency in foreign specialists at least in the language. They also appreciate the international experience within the labor practices and exchange programs. In addition, candidates must demonstrate a willingness to understand other cultures and a desire to work abroad.

In terms of given characteristics, HR department is choosing most suitable candidate.

Performance appraisals

Assessment and Feedback “Development and performance through feedback”. The success of Heidelberg Cement depends on its employees’ competence, performance and achievements. Managers therefore regularly assess their employees’ job performance and provide feedback accordingly. HR conduct formal job performance appraisals at least annually and document the results. They ensure that employees understand the performance criteria on which their appraisals and feedback are based. In addition, they regularly and promptly provide employees with open and fair job performance feedback.

HR department acknowledge good work and they value individual successes, and discuss mistakes and deviations from objectives immediately and use the opportunity to learn from the experience. Also, HR assist employees in correcting unsatisfactory results, which means providing reassurance and support.

Majority of Heidelberg Cement workers are executing their activities in construction or plant areas. Inspection and violation of occupational health and safety on Heidelberg Cement is one of the important events. They take its social responsibility seriously as it’s convinced that a corporate culture based on employee-orientation and partnership will lead to the long-term success of Heidelberg Cement. Therefore, company commitment to occupational Health & Safety (H&S) is an integral part of all business activities.

During 2009, the consultants "BusinessLink Training" has successfully implemented the evaluation program for the 5 major business units. The task was not easy, because among the estimated staff were not only engineers and experts, but also the workers. Experienced coach "BusinessLink Training" special programs targeted at different groups of staff have been developed. Evaluation of potential employees was conducted on the following core competencies: "information management", "management of change", "effective communication", "teamwork", "personal effectiveness".

The program contained not only testing, but also to acquaint employees with many useful management tools. Team games, close to the solution of real-world workloads, help employees to work in practice, knowledge and demonstrated the benefits of teamwork. Individual consultations with each of the participants have been conducted on the results of activities. They were the talk face to face coach and the employee. The conversation contained comments on the results of testing, joint discussion of strengths and weaknesses, as well as to further develop the recommendations. There are many positive and interesting reviews of the program we have received from our staff. (self experience)

Assessment center helped us to form effective teams for the implementation of internal projects to develop individual plans for the development of key employees and to restructure the company's divisions.

Compensation and Motivation

The system and amount of remuneration of the Managing Board are determined by the Supervisory Board following a recommendation by the Personnel Committee of Heidelberg Cement. They are based on the size and international activity of the Group, its economic and financial situation, its prospects. The remuneration is calculated in such a way that it is competitive on the market for highly qualified senior managers and provides an incentive for successful work in a business culture with a clear focus on performance and results. Remuneration elements since 1 January 2014 comprises: 1. a fixed annual salary, 2. a variable annual bonus, 3. a variable long-term bonus with long-term incentive, 4. fringe benefits, as well as 5. pension promises.

Allowances and Benefits: wages, variable remuneration, Pension, appropriation of profit, Long-term motivation, Additional bonuses, Annual change in total compensation, Discounts to employees for services and products of the company, Bonus involvement of employees, Rollovers Award, Subsidies for food and dining services, Subsidized health insurance, The loan and loan reimbursement, Overpayment

Flexible working conditions: Half-holiday, Flexible working hours, Part-time employment, Paid holiday, Rush job, compensatory holiday, Remote work, Reducing the time to travel to work, Possibility to take the children to work (if no way), Room for baby or children near the workplace"

Achieving an Optimal Work-Life Balance

Company says that “Employees are much more than an economic input. They are individuals – each with their own ideas, preferences, dreams, and ambitions. We're convinced that our employees can only realize their full professional potential when they are satisfied with their private life’s is well. For this reason, we strive to provide our employees with the time and space needed to pursue personal goals outside of the workplace”

- 30 days of paid vacation

- special benefits for parents to ensure an optimal balance between work and family.

- Career and family are compatible!

Camping, climbing, canoeing, and barbecuing – these are just some of the activities underway while mom and dad are at work. At the Delta Kids summer camp, an initiative of the Rhein-Neckar Regional Association that is aimed at promoting compatibility between career and family, children receive all-day supervision during the summer holidays. Since 2005, sports clubs, families, and companies such as Heidelberg Cement have been working together to provide supervised activities for school-aged children during holiday breaks.

Training decision

Every employee coming into a company passes a certain career path. And if he cannot build it, furthermore, he will break off its relationship with the employer. At the same time the company is interested in minimizing the number of random people and most efficient use of human resources.

Formation