Approach to social management
Goals and performance
As set out in The Umicore Way we strive to be a preferred employer for both current and potential employees and to act and operate in line with the expectations of society. We have defined four social objectives within the context of our Vision 2015 strategy. These objectives are reducing lost-time accidents to zero, further reducing occupational exposure to metals for our colleagues, developing our people development and being recognized as a preferred employer. We also have objectives which relate to our broader social impact and these can be found in our management approach to stakeholder engagement.
While these social objectives constitute a special focus for the period to 2015 we believe it is equally important to continuously monitor, control and report the social performance of our organization in other areas. We do that via the same measurement tools as indicated in our general management approach. These indicators can be found in the Social Statements part of our Annual Report. They are:
- Monitoring of workforce demographics
- Monitoring of human rights, compliance and risk
- Monitoring of employee health aspects beyond metal exposure
- Monitoring of contractor safety
Our approach to social aspects derives in the first instance from our vision, values and organizational principles found in The Umicore Way. An internal Group Social Reporting Guidance Note provides detailed guidance for all entities regarding the approach to measuring and reporting on Social performance. Specific internal policies have been developed to frame specific elements of the company’s social management approach including Safety, Human Rights and Working Conditions and Training & Development. In addition, Umicore signs a Sustainable Development Agreement with international associations and trading unions as a confirmation of Umicore's principles of sustainable development related to social aspects.
Who is responsible?
Accountability for the social performance and impact of Umicore lies with the Executive Committee. In the Executive Committee the CEO has oversight responsibilities for Human Resources aspects at Group level and is supported by the Senior Vice President Human Resources. The Executive Vice Presidents are responsible for the social aspects of his/her segment. At business unit level the head of the business unit is responsible for the overall social performance. The general manager of each site has a similar responsibility at site level. A regional Human Resources organization exists to manage social aspects at regional and country level and to provide structural support to the business units in all aspects of human resources management.