Ensuring our employees work in a safe, fair and enjoyable environment is core to our business. The Rexam Way values of continuous improvement, recognition, teamwork and trust were developed from employee feedback many years ago, and still underpin our approach and our expectations of our employees today.
A key strategic priority for Rexam is to build a winning organisation. Across our operations, we aim to make Rexam a great place to work, by recruiting talented people, providing them with opportunities to develop their skills and capabilities, and encouraging them to be active members of local and global teams.
we will make sure our people work in a safe and healthy environment
We target ‘zero accidents’ as we believe that no employee should be placed at risk. While our safety track record is good, compared with our own and other industries, we dedicate significant resource to ensuring we continue to improve in this area.
In 2010, our health and safety performance showed continued improvement with a 52% reduction in lost time accidents compared with 2009. In excess of 65% of our sites did not have a lost time accident in 2010. In addition there were no significant property loss incidents, and no significant uncontrolled or abnormal releases in 2010 (2009: nil).
reduction in lost time accident rate1
We reduced lost time accidents by 52%, and over 65% of our sites did not have a lost time accident in 2010.
- LTAR: Number of lost time accidents x 200,000/total hours worked.
The Rexam Audit System records all incidents relating to health and safety. Metrics such as lost time accident rates and days away restricted time allow us to investigate and share best practice.
We use the number of work days and/or restricted time incidents to track the severity of injuries. We had 10 significant injuries (ones which exceed 30 lost or restricted days) in 2010, consisting of crush, fracture and cut injuries. This was 50% less than in 2009.
Each injury that results in lost time or restricted time triggers a review by the senior operational management of the relevant business unit to review the site’s internal investigation and corrective actions, with the learning from these incidents shared across the Group.
We have continued to roll out behavioural based safety programmes, with 79% of our sites included in 2010. These programmes support technical solutions to environmental health and safety issues that have helped drive the performance in the past and assist in the development of safety cultures in our sites.
Rexam’s auditing platform allows for the sites to be audited to the Rexam standard for both environmental health and safety and fire and property protection.
we will continue to build a winning organisation
At Rexam, we are nurturing a sense of ‘One Rexam’ so as to enable the achievement of all aspects of our Group strategy. It is about the way we work together across the businesses and functions as one team, and our shared Rexam Way values and culture.
In October 2010, we conducted a global employee survey to measure the levels of engagement across the Group, and to identify opportunities for improvement. We were pleased to receive an 87% response rate, with useful feedback from all areas of the business. There were above average scores for the Company’s commitment to providing high quality products and services and safety training. Our overall engagement score suggested that while the majority of our employees are satisfied and committed advocates of Rexam, there is always room for improvement. We have initiated activities such as focus groups and interviews to help us to understand better the results and we are developing plans to address the opportunities within the business units and at Group level.
Business leaders at Rexam are now also being assessed against a set of leadership practices, which are known under the acronym ‘ULEAD’: understand, listen, engage, attract and deliver. These practices are being embedded across the Group with a communications campaign and tools that demonstrate how they should be applied at all levels of the organisation.
A key element of building a winning organisation is to ensure our people have the right development and training opportunities to advance their skills and careers. In December 2010, we brought our various training and development programmes under one banner – the Rexam Business School. It has been developed in conjunction with senior Rexam business leaders so as to ensure the programmes not only build employees’ skills and capabilities, but that also we are building the functional and organisational capability of the business to meet the needs of our markets and customers.
We have also upgraded our human resources information management systems to make our processes more efficient. We rolled out the human capital management SAP module globally which means that most of our people are now on one system. Over the next year we will continue to take advantage of this software to drive efficiency and build organisational capability.
we will ensure our actions/interactions are guided by fairness, respect, integrity and honesty
Rexam employees all know the importance of behaving with integrity and honesty, and we implement regular initiatives to help to explain specific responsibilities in this area.
In 2010, the board and executive leadership team piloted an online legal compliance training programme which demonstrated their commitment to good ethics and compliance. This training was developed to support our Code of Conduct (CoC) which is shared with every employee when they join Rexam and reinforced periodically.
The CoC covers a wide range of areas, including dealing with customers and suppliers, conflict of interests, competition law, adherence to all Group policies (including abiding by the International Labour Organisation’s eight fundamental labour standards) and reporting procedures.
This online training is being rolled out across the Group, and in 2011 all management bands as well as all employees in service centres and in the legal, finance, human resources, sales, marketing and supply chain functions will be expected to complete the course.
Our ‘Raise Your Concern’ programme allows individuals to report anonymously any behaviour or activity they believe is in contravention of the CoC and/or of any of our policies.
Rexam has equal opportunity policies ranging from selection and recruitment to training and development to meet the needs of its operations around the world. Disabled people are given full consideration for employment and subsequent training (including, if needed, retraining for alternative work where employees have become disabled), career development and promotion on the basis of their aptitudes and abilities.
We have a number of communications tools and channels across the Group, as well as at a local and business unit level. These include newsletters, team briefings and intranet updates. Communication with employees is considered a key responsibility for all managers, and employees are encouraged to participate and give their views on any aspect of the Group’s business including the annual and half year financial results and the economic factors affecting the Group’s performance.
In addition, the Rexam European Forum is a joint employee representative and management body created for the exchange of information and dialogue concerning issues which may impact Rexam’s employees within the European Economic Area.
We also have well established employee share schemes to promote share ownership.
we will encourage all teams to be constructive members of our local communities
As part of our commitment to be a valued partner in the communities in which we operate, many of our plants and sites work closely with local charities and groups to make a positive impact. Alongside this, we run country and business unit initiatives that are supported centrally.
We dedicate a large amount of effort in promoting and encouraging recycling initiatives (as detailed above).
Across the Group, Rexam locations work with local schools and charities to provide donations and in kind support, such as funding for a children’s playground in Spain and donating furniture in Russia and the UK. We also offer other types of support, such as providing office facilities for not for profit and charity groups, supporting facilities for blood donation in Shanghai and in selecting local suppliers who provide work for disabled people.
In our South American beverage can business, a locally coordinated programme encourages employees to make donations to charitable organisations. Rexam produces the communication material for the programme and is responsible for gathering and delivering the donations. In North America, employee donations to educational institutions are encouraged through a coordinated matching gift scheme.
Rexam’s total charitable cash donations and community activities (including in kind community and charitable support in the form of time, facilities and products) during 2010 amounted to some £480,000.
Charitable cash donations by the Group amounted to £442,000 as shown in the table.
|Rest of world (excluding UK)||£390,000||£343,000|
The UK business made donations to environmental charities and healthcare organisations as well as in support of charitable sporting events.
Rest of world donations included donations to charities advancing the common good, creating opportunities for a better life for all in various parts of the world by focusing on education, income and health. They also included donations to local communities and charities raising funds to deal with natural disasters.
The Group has not made any EU political donations during the year and does not intend to do so in the future in respect of which shareholder authority is required, or for which disclosure is required under the Companies Act 2006. The Group made contributions for non EU political purposes totalling £40,000 during the year (2009: nil).
Information in this section is drawn from INCPEN, PlasticsEurope, Eurostat, BCME, EAA, CMI and Rexam.