Guidelines for Management Final

8/8/2019 Guidelines for Management Final

1/36

Regional President

BU General Manager

Industrial Director

Plant Manager

July 2010

H&S Guidelines for Management

Related Appendices

For Reference


2/36

2 of 36D:\My Documents\Leadership\10-07-08 H&S Guidelines for Management Final.doc

This document provides examples of good practice to help all line of managementto demonstrate leadership in Health and Safety.You are not expected to perform all of the actions below, but it is important tochoose a few that will work for you. When you implement some of the suggestedactions you must be consistent in your messages and behaviors, and bepersistent in their delivery over time, in order to build your credibility as a leader.Indeed, it is better to choose a few items in which to be consistent and 100%engaged rather than take on too much and not be able to sustain it. Quality, notquantity, is key.Health & Safety is a Group value and it is Lafarges first priority. You will need toensure the right balance of your time between leading in H&S and the rest of youractivities.The Group is currently developing the Health Roadmap. Once done, then thespecific Health aspects of the role will be added.


3/36


Good Practice for a Regional President to be a leader in Health & Safety

When you take up your role

As part of your induction, you should visit plants or sites: Of Excellence Club members. Spend time with your peer RP who has the most BU

Excellence Club members in his Region. This relationship with the peer that you visit couldstart a sponsor/coaching relationship as he/she could help you in your new role.

Of another company that is recognized as being world class for H&S.The HSCC can organize this visit for you.

Read and understand all the Standards, Advisories and Good Practices, have someone explain them to youif you have some doubts, know where to find them on Lafarge Online (LO).

Talk to your predecessor and understand what he was striving for. Talk as well to the Regional H&S Director.Review the action plans that have been developed and the results of the audits.

Quickly after, set your expectations, communicate them, make them visible, and ensure your personalbehavior is strictly aligned with what you expect of others. Demonstrate your commitment and personalvalue.

H&S is everyones responsibility, if H&S is part of your core value and it is your first priority, it will be the firstpriority for your entire Region. The lowest standard you demonstrate will be the highest standard your Region

will adopt. You are being watched all the time. Align your Health & Safety behavior outside of work and at work. If your team knows that you do not follow

outside of work, what you are demonstrating at work, then your credibility will be questioned. You are beingwatched all the time.

Manage Health & Safety as you manage cost savings, cash flow management, HR, etc . Dedicate timeand energy to discussing, questioning and improving H&S. How much time do you spend on H&S? Is itenough?

Talking about H&So Talking about H&S means talking about people, family and children.o You will be most effective if you care about your people and are seen to care about your people.o Work hard to talk with passion about H&S use personal stories and experiences. Refresh them as

often as possible.o Show genuine concern for the people working for you because it will define how you are seen as a

manager.o Ask for feedback and check your impact. See if you are connecting with the organizationo Congratulate the teams for important milestones. Copy in your boss on such emails. Contribute to LO

H&S Portal.

The H&S management of your Region

When you talk about Safety you are mainly focusing on our operational sites however you should not forgetour offices, our customer job sites, garages, terminals, etc .

Once a year, you can do a full plant audit with an H&S professional.

Be highly visible during the H&S month. You should participate to activities for at least 5 working days duringthat month.

Once a month, you should have a one-on-one dedicated meeting with the Regional Health and SafetyDirector.

Visit plants only to talk about Health and Safety and assess progress. Do not be distracted by other businessissues during these days. Be seen to be focused, eg asking probing questions, avoiding use of Blackberryand cell phones etc.

When there is a large Capex in a plant, take the time to visit it and assess the Health and Safety

Attend personally RCAs of LTIs and Serious Near Misses


4/36


Make it a passion to share good practice across the region and from elsewhere in the Group and outside theGroup.

People Development and Organization:o It is critical that you recruit, appoint and retain managers who are motivated and committed to

contribute to the Groups No. 1 priority when it is clear that a manager is not suitably motivated then

action will be needed to ensure that they become properly engaged or they should be removed f romtheir position.

o O&HR reviews should be aligned with H&S leadership. H&S performance, based on factualevidence and engagement, should be taken into account for promotions, nominations, bonuses, etc.

o H&S should be a key criteria of selection in your hiring and promotion processo When a new N-1 or N-2 takes their job, explain what you expect from them, coach them on what to

do on day 1 of their appointment, the message they should communicate and the actions theyshould take.

Before committing to something on Health and Safety in front of your employees and teams check thefeasibility with your senior team first

Coach your people to reduce their tolerance level to risk and worker exposure as a means of continuousimprovement. What may have been acceptable yesterday may not be acceptable today.

Health and Safety is a Group value and you should use any occasion to talk about it outside Lafarge and toinfluence the governments and other players in the industry to follow our lead. This could be done by havingmeeting with governments, NGOs and with influencing Industry Associations.

Interaction with the BUGMs

Write an annual letter for your N-1s (and maybe N-2s) reviewing H&S performance in the prior year andsetting out expectations for the coming year let this be the first item on their Email on Day 1 of the NewYear.

Set annual H&S Regional goals with your BUGMs and align them with the Group roadmap and localrisks/issues.

Keep your BUGMs aligned on H&S: at least once a year, organize a full-day meeting dedicated to H&Swith all your BUGMs to keep everyone focused. Your VP H&S can assist you in organizing the day.

Quarterly read and ask questions to the BUGMs concerning their H&S Improvement Plan, theassociated H&S Training Plan and H&S Communications Plan.

Once a month, you should have a one-on-one dedicated meeting with each of your BUGMs on H&S.Ensure that H&S is their number 1 priority by requesting they spend enough time on H&S not only inteam meetings but also in one on one discussion with their N-1 as well as in the field. As a referencepoint, Dupont plant managers spend at least 20% of their time on H&S.

Help your Direct Reports to prioritize their Health and Safety actions including implementation of Group,BU and local key learnings, Group Good Practices and SERs.

People Development and Organizationo Ensure that each BUGM has H&S objectives (part on leading KPIs like VFL interactions, H&S

raining hours in the BU, .. and part on lagging KPIs like LTIFR, MIs, ) and a clear IDP addressingH&S

o Make sure that the BUGMs are accountable for H&S improvements in their area of responsibilitieso During each performance review of your reports, annual and mid-year, make sure that H&S is part

of the debriefing with clear feedback on the positive actions taken and things that could beimproved. Ask for feedback on your performance as model.

CAPEX

When reviewing a Capex, internal or external, make sure that Health & Safety has been taken intoaccount. In case of external make sure that H&S is included in the due diligence and that a provision forupgrading the target to Lafarge standard is included.


5/36


VFL Make a commitment in front of your BUGMs on your number of interactions (2 interactions monthly

seems OK). Make sure your leadership is visible and felt. Make sure that all your direct reports (N-1) are also doing VFL (both in quantity and in quality). Have interactions with employees, customers and contractors. Do not forget to debrief the VFL (changes needed, improvements, agreements ) to ensure the site

follow up on it. Try to do VFL at night in our plants and on customer job sites with our RMX drivers, RMX pump

operators, cement drivers,

Plant tour Housekeeping at Lafarge sites is a critical basis for Health and Safety. You should pay attention to

untidy, dusty and scruffy plants, sites and yards. Safety starts with good housekeeping. Having a cleanplant / site will bring pride to all people working in this environment. Housekeeping is not a one timecleaning but a process that needs to be implemented in each plant. If there is a poor area, ask the plantmanager to commit to a date to send you photos of the site before and after the clean-up, together withthe plan to keep this level of housekeeping sustainable.

Visit small sites that are out of the way as usually the risk is higher in these sites. Visit a plant for an all-day safety visit after a small LTI or near miss => this can say a lot about your

tolerance level. When you go to a plant, it is always best to have your own PPE including your own safety shoes. When visiting a site, if you observe any unsafe acts use your VFL training to ask questions which allow

others to find practical solutions. This is the way to lead Health and Safety. Do not turn a blind eye.Ensure action is agreed and then follow up later with a phone call or email

When you can, try to visit plants/sites at night. This will bring a lot of attention and will focus onemployees and contractors that might not see Senior Managers often.

Each meeting in a plant can start with a H&S plant visit and VFL.o Take the opportunity to talk about H&S even when nothing is obviously wrong. You can take

this opportunity to have a H&S conversation and praise what is right. It is far more powerful toendorse and encourage people to do the right thing than simply pointing out what they aredoing wrong.

o If you find something unsafe, do not continue your visit as if nothing happened. Address theissue with the team, even if you have to cancel the meetings you originally planned to attend.

o In any circumstance, do not walk by someone doing something unsafe without stopping andengaging or having someone from the site engage with this person. If you do not stop, you aresetting the standard in this BU.

o Put emphasis on the Standards and Advisories and Leadership, but also know the local issuesand priorities and ask about progress.

o Conduct visible, symbolic actions such as attending a tool box meeting, address a group intraining for a few minutes, speak to a contractor team, discuss road safety with truck driversetc.

o Review and challenge the Safety training for Lafarge employees and Contractors.o Review the way the plant is dealing with the H&S information coming from the Group, the

Region or the BU (flash, news, key learnings from fatalities, etc) and ask BU GMs & plantmanagers how they use this information.o Some additional actions you could do:

Check the H&S cascading process Visit the medical clinic, the locker rooms and eating/break areas Focus on contractors Reinforce the reporting importance including medical injuries, first aid and near misses

as opportunities for improvement


6/36


If conditions are really below par, consider closing part or all of the plant for a period ofsafety turnaround. Alternatively, indicate that you will return in X months and that amajor improvement is expected.

Recognition and celebration RP should think of ways to develop such schemes

Be seen to be overjoyed at great health & safety achievements, performance and improvements Be closely involved in H&S-related events (for example Annual Safety Day, employee and contractor

briefings, etc) and help to ensure there is a good mix of light-hearted and serious messages. Recognise individual and team efforts and achievements in H&S through simple, positive re-

enforcements such as a handshake and face-to-face well done or a letter, e-mail, etc. Celebrate keyachievements through internal communications channels

Use the Excellence Club membership as a means of motivating management and employees towardH&S improvements.

Fatality in the Region Read and understand the Reporting and Investigation Standard for the administration process and make

sure that your BUGMs have also read and understood it. Ensure direct contact immediately with your direct report in charge of that site If there is a fatality in a plant/site, this means that the risks are not under control therefore the plant

should be stopped Go to the site if at all possible Prepare yourself before arriving to the site (information gathering, have a framework ready for your

communication to employees and contractors) Ensure that the family and dependants of the victim are being looked after Ensure that our people who have had to deal with the aftermath are being looked after and have support

for their own the emotional shock Attend the funeral, if possible The site should reopen only when you are confident that the risks are under control Make sure that the RCA is well done and that the real causes of the accident is well understood Ensure that the debriefing with the Comex member happens within 6 weeks of the accident

LTIs or serious near misses Be sure that everyone knows that you view safety incidents as your direct responsibility. As your Region is maturing, you should lower your tolerance level for any incident, serious or not. In a

mature Region, any incident or serious near misses should be treated very seriously. LTIs and most serious near misses related to Standards need to be debriefed by you. Agree with your BUGMs on the reporting level and process for LTI, MI and others (linked to the

maturity).

Debriefing of Fatality, LTI or serious near miss The debriefing should happen at most 30 days after the event Ensure that the underlying root causes of all incidents are identified. Go beyond the f irst obvious unsafe

behavior to understanding why that behavior took place. Push by always asking Why? (Use the FiveWhys) until the root causes are known.

Ensure the action plan addresses the actual root causes; focus on quality of actions rather than quantity. Ensure all lessons are well communicated and acted upon to avoid recurrence (from all incidents

within and outside the BU). All incidents are avoidable. Take the necessary steps to ensure they are avoidable. This involves

communication, training and sometimes sanctions.


7/36


The behavior which led to an accident most likely has been occurring long before the accident. Thefocus after an accident should be on encouraging your management team to seek and identify unsafebehaviors and act on them in a proactive and constructive manner before it leads to an accident andinjury. Sanctions should be seen as a last resort in changing behaviors. It should be applied only afterpro-active methods such as awareness communication, training and on site follow-up have beenimplemented.

Communication / email When you receive email concerning H&S which you consider is of interest or use to others, take the time

to explain to recipients of your forwarded email exactly what you expect from them and the way you areintending them to use the information. Never forward without a personal note of this kind.

---------------------------------------


8/36

8of 36D:\My Documents\Leadership\10-07-08 H&S Guidelines for Management Final.doc

GUIDANCEFOR A BUGM TO BE A LEADER IN HEALTH & SAFETY

When you take up your role

As part of your induction, you should visit a plant in a company that is recognized as being world class for

H&S. The HSCC can organize this visit for you. From day one, set your expectations, make them visible, and ensure your personal behaviour is strictly

aligned with what you expect of others.

Develop with your Excom an achievable shared vision for the BU and communicate over, over and overagain on that vision (see Appendix #1 for recommendations and examples of vision).

Sign the Health & Safety Policy and Group Rules with your Excom and, if feasible, go to each plant topublicly sign it as well. Use this session to communicate to all employees about your Vision and Objectives,why they are important, and how you will achieve them together; use an open session with Q&A but beprepared.

Have all posters amended with your signature instead of that of the previous managers. Align your Health & Safety behavior at home and at work. If your team knows that you do not follow at home

what you are demonstrating at work, then your credibility will be questioned.

A H&S Director is reporting to you therefore it is important that you define with him the tasks that you candelegate to him while you are keeping full accountability of the H&S.

Manage Health & Safety as you manage cost savings, cash flow management, HR, etc . Dedicate timeand energy to discussing, questioning and improving H&S. If H&S is your priority, it will be a priority for theentire BU. The lowest standard you demonstrate will be the highest standard your BU will adopt.

Taking up a new position is a unique opportunity to show your team what your values and priorities are.Understanding what is being done in your BU through Health & Safety is essential.

Talk from the hearto Talking about H&S means talking about people, family and children.o You will be most effective if you care about your people and are seen to care about your people.o Work hard to talk with passion about H&S use personal stories and experiences.o

Show genuine concern for the people working for you because it will define how you are seen as aleader.

The management of your BU

Health and Safety is a Group value and you should use any occasion to talk about it outside Lafarge and toinfluence the governments and other players in the industry to follow our lead. This could be done by havingmeeting with governments, NGOs and with influencing Industry Associations.

Annually

Set annual H&S BU goals and align with the Group roadmap.

Be fully involved in the development of the H&S Improvement Plan, the associated H&S Training Plan andH&S Communications Plan, and approve them prior to submitting the BU quarterly plan template. Ultimatelysuch a plan ought to be seen as the BU Plan with direct involvement and approval by you.

Involve your H&S manager in all decision-making process concerning capital expenditures linked to H&S.

Plan to visit all the plants (Areas for Readymix) within your BU once a year to stay close to the issues. Assign BU ExCom member to champion different components of the H&S roadmap (See Appendix #4 for

Best Practice).


9/36


Assess the H&S maturity of your BU using the Health & Safety Management System tool (HSMS tool will belaunched in 2010) and prioritise the actions needed to further improve H&S performance.

Revise the Crisis and Emergency plan to make sure the information is still accurate and valid (refer to theGroup Reporting & Investigation Standard and your BU Emergency plan).

Human Resources:o Ensure that each one of your operational and functional direct reports has H&S objectives and a

clear IDP addressing H&S. You should carry out a thorough H&S content review of objectives andIDP. (Appendices 2.1 and 2.2 for IDP examples)

o Check quality (e.g. meaningfulness, effectiveness) of the objectives and objective-setting exerciseand ensure managers down the hierarchy are progressively coached and trained.

o During each performance review, annual and mid-year, make sure that H&S is part of the debriefingwith clear feedback on the positive actions taken and things that could be improved.

o O&HR Reviews and the associated Succession Plans should be aligned with H&S leadership. H&Sshould be taken into account for promotions, nominations, bonuses, etc based on factual evidenceand engagement. If you reward someone who is not fully engaged in H&S, you are sending thewrong signal of the importance of H&S in your BU. The H&S function should be part of the O&HR.(Please see Appendix 3 for a set of sample H&S questions for use when interviewing.)

o In liaison with your HR & H&S Managers you should prepare a BU H&S Training Plan, whichidentifies the training needs of your management team and defines training and developmentactions that address these needs and enables them to manage H&S more effectively.

o Communicate regularly with Union leaders on H&S and ensure their full alignment on the subject.

Bi-annually

Keep your Excom aligned on H&S.o H&S Strategic Review Meetings twice a year, organize a full-day meeting dedicated to H&S with

your Excom to keep everyone focused. (see Appendix # 5 for a potential Agenda of the meeting).This meeting can be done in a plant if there needs to be a clear reason and purpose for such a visit.The location may be targeted at underperforming units with a view to encouraging them to improveor may be targeted at a particular issue which is relevant to the BU. It could also be held at a plantthat has achieved a major milestone or has shown a marked turnaround.

o

Organize H&S training and refresher training for your Excom on the Group Standards andAdvisories, even if everyone thinks that they already know them. The training should be more thanan awareness/information session and designed to ensure that the action plans continue to beprogressed in accordance with the associated t imeframes.

Once a semester, you can do a full plant audit with an H&S professional. Have all members of your Excom todo the same.

Quarterly

Review of the H&S Improvement Plan, the associated H&S Training Plan and H&S Communications Plan. Undertake a formal review of at least one plant or operational areas (for A&C) H&S performance. This

meeting can be done at the plant or at the area and include the following topics:

- Results (KPI review)- Standards and Advisories detailed implementation, analyzing the action plans and understanding whatneeds to be corrected or improved (including investments and resources).- Leadership component review (Plant Manager N -1 engagement and VFL implementation).

Monthly

The monthly H&S review can be done during your Management Meeting or during a H&S BU SteeringCommittee that includes some Excom members plus other managers. The H&S BU Steering Committeeadvises the BU Excom; however the Excom still takes the H&S decisions for the BU.


10/36


As the H&S leader, the BUGM should set the H&S monthly review agenda and lead the discussion (see #6for a suggested Agenda).

Communicate formally each month to the BU on H&S matters. You can establish a suitable communicationchannel that maximizes the opportunity for your message to be received by all employees and full-timecontractors. Examples include: a newsletter to everyones home, email updates, a message to be deliveredat key sites/offices or toolbox talks. The message should applaud positive practices and performance andshould not only dwell on the negatives. The message needs to be personalized and written with the audiencein mind, work with your Communications Manager to develop messages and methods which work for yourBU. Have one-on-one dedicated meetings with each of your direct reports on H&S including your H&S

Director or Manager. This can be a conference call if time does not permit face-to-face. Ask your H&S and Communications Managers to create Flash news on local accidents which may

affect your BU and invite your Excom to discuss in monthly meetings. Some BUs have created LotusNotes H&S database with all Flashes, local and Group SER and communication to all concerning thelatest information available.

Weekly

Once a week you can have a contact with managers and others within your BU (N -2 and below) througha visit, meeting, phone call to discuss H&S and get a broad picture of the issues. Make sure that youremployees know that this takes place.

Daily

Try to visibly engage one of your N -1 at least twice a day on H&S and make sure your N -1s do thesame (See Appendix # 7 for potential questions).

Some of the essentialsCAPEX Review

When reviewing a Capex, internal or external, make sure that Health & Safety has been taken intoaccount. In case of external make sure that H&S is included in the due diligence and that a provision forupgrading the target to Lafarge standard is included.

Change Management Any change, in the organisation, in processes, in equipment, in raw materials, . in a plant might have

an impact on Health and Safety . Any change needs therefore to be analysed with H&S in mind.

VFL

You are the sponsor and champion of this activity. Make sure your leadership is visible and felt. Make a commitment in front of your Excom colleagues on the number of interactions you will do per

week or month. You should not commit to less than 4 interactions monthly. Remember, the quality ofthese interactions is essential.

Make sure that all your direct reports (N-1) are also doing VFL (both in quantity and in quality). Ensure that a monthly report is tabled and discussed at the Monthly Excom Meeting and/or BU H&S

Steering Committee. Where it is identified that certain managers are not completing the number of VFL

interactions they have committed to then the cause of this should be identified and actions agreed tobring them back on target.

Plant

Housekeeping at Lafarge sites is a critical basis for Health and Safety. You should pay attention tountidy, dusty and scruffy plants, sites and yards. Safety starts with good housekeeping. Having a cleanplant / site will bring pride to all people working in this environment. Housekeeping is not a one timecleaning but a process that needs to be implemented in each plant. If there is a poor area, ask the plant


11/36


manager to commit to a date to send you photos of the site before and after the clean-up, together withthe plan to keep this level of housekeeping sustainable.

Ensure monitoring of housekeeping is performed by the plan team managers and the measurement isincluded into its tracking system

When you go to a plant, it is always best to come with your own PPE including your own safety shoes. Carry spares gloves, glasses or ear buds in you pocket and hand these over to those who need them in

the field. You should ensure you wear the same standard as the workforce as everybody must be equal.

When visiting site, if you observe any unsafe acts use your VFL training to ask questions which allowothers to find practical solutions. This is important in providing leadership.

Each meeting in a plant can start with a H&S plant visit and VFL.o Take the opportunity to talk about H&S even when nothing is obviously wrong. You can take

this opportunity to have a H&S conversation and praise what is right. It is far more powerful toendorse and encourage people to do the right thing than simply pointing out what they aredoing wrong.

o Ask the Industrial Director, site or plant manager how you can further contribute to their H&Sefforts.

o Do not make quick decisions/commitments which the site will not be able to support andaddress. Do a reality check before committing to take action. Inquire with the site managementas to the implications and resources required.


o In any circumstances, do not walk by someone doing something unsafe without stopping andengaging with her or him. If you do not stop, you are setting the standard in your BU.

o Put emphasis on the Standards and Advisories, but also know the local issues and prioritiesand ask about progress.

o Conduct visible, symbolic actions such as attending a tool box meeting, address a group intraining for a few minutes, speak to a contractor team, etc.

o Review and challenge the Safety training concerning Lafarge employees and Contractors.o Review the way the plant is dealing with the H&S information coming from the Group, the

Region or the BU (flash, news, key learnings from fatalities, etc) and ask plant managers howthey use this information.

When a particular plant is under pressure for any reason, call the plant manager to remind him that H&Sis the first priority of the Group and that it should not be compromised, whatever other factors may bepresent.

Recognition and celebration- Use planned activities and achievement milestones to underline progress and successes (eg 1 year LTI-

free, 1000 days, etc)- Consider developing a reward system in cooperation with HR and Unions: define and confirm what

forms of recognition will be in place to support Health & Safety engagement and be clear on theperformance expected.

- Be closely involved in H&S-related events (for example Annual Safety Day, employee briefings, etc) andhelp to ensure there is a good mix of light-hearted and serious messages. Your BU CommunicationsManager can offer advice, create messages and assist with events management.

- Recognise individual and team efforts and achievements in H&S through simple ways such as a

handshake and face-to-face well done or a letter, e-mail, etc. Celebrate key achievements throughinternal communications channels speak to your Communications Manager.

Fatality in the BU Read the Reporting and Investigation Standard to understand the administration process. You should stop what you are doing and arrange to attend the site as soon as possible. Make sure all relevant resources are mobilised appropriately, using the BU crisis management process

which has been prepared and organized including training. Confirm that the plant has been shutdown, it should only be restarted once you have been convinced

that it is safe to do so and the lessons from the incident have been fully understood.


12/36


Your role at this time is to provide leadership and emotional support to the local management team.o Use emotion and empathy.o Stay calm, show that you are caring for people, and be open.o Assist the Plant Manager to communicate how the incident happened and the immediate steps

you are taking to control the situation and make the plant safe As soon as practicable, go and visit the family of the victim with the Plant Manager. Once the investigation has been completed chair a formal de brief meeting.

You will need to fully understand the root causes of the incident and confirm that the remedial actionsrecommended prevent a re occurrence and are deployed swiftly across similar operations in your BU.

You should take the lead during the Group Fatality Review Meeting ensuring that you are fully briefedand prepared to deliver the presentation.

LTIs LTIs should be treated with the same sense of urgency as a fatality. If the circumstances relate to a Group Standard or Advisory then :

o Confirm that the plant has been shut down until the root cause can be establishedo BUGM goes on site as soon as possible.o Assist the Plant Manager to explain to the workforce what happenedo Go and see the injured person wherever she or he is.

All LTIs related to the Standards and Advisories need to be debriefed by you with the plant team. For thedebriefing, the team should include the Industrial Director, Plant Manager, Section Managers and, if possible,the injured party or any other people involved. It is recommended that this is completed at an Area or BUOffice . The experience of such a formal debrief should be something that the site team would not want torepeat and should be conducted in a manner which ensures it is not.

Significant Events/Serious Near Misses Near misses are free warnings of potential risks on site and their reporting should be promoted:

o A successful near miss reporting process is totally dependent on the responsiveness of linemanagement to act upon what is reported.

o If near misses are reported on a voluntary basis, and whatever the near miss is, there shouldbe no sanction to the persons involved. This should be clearly stated and communicated to allemployees and contractors.

o Become involved from time-to-time in a more significant near miss and have a personaldiscussion with the employees involved, together with their managers.

DebriefingSignificant Events and Serious Near Misses should be the subject of a formal debrief by the Industrial Director.The method by which such incidents are reviewed should be handled in a similar manner to a fatality, as theyclearly have the potential of being a fatality. The root causes can be the same with only the final outcome beingdifferent. Near misses are just as important as fatalities and they should both be used to understand theunderlying root causes and implementing the lessons learned to avoid recurrence.

Communication / email Communicate monthly and formally to the BU on H&S issues and performance, both positive and

negative. Your BU Communication Manager can support this process, understanding the target

audience, developing messages, advising on methods and producing materials. As well as communicating with employees, we encourage communication with the families of employeesconcerning Health and Safety in the home.

When you receive email concerning H&S which you consider is of interest or use to others, take the timeto explain to recipients of your forwarded email exactly what you expect from them and the way you areintending them to use the information. Never forward without a personal note of this kind.

HRo The H&S BU Manager must report to you. He or she should be part of the BU Excom.


13/36


o For your H&S BU Manager performance review, also ask the H&S Regional Director for his feedback.o For you and your BU to be successful in H&S, you need your key leaders (Industrial Directors, Site

Managers, etc.) to be fully committed and personally involved in the H&S efforts. You need to assessyour people on a regular basis to ensure they are truly engaged and meeting expectations.

o You need a leadership team that is fully committed to the Groups No 1 Priority.If you identify that certainmembers of your management team are not fully committed to managing Health & Safety effectivelythen it is critical that you attempt, through their IDP, to improve their levels of commitment. If they are

unable to improve then you should ensure in liaison with HR that they removed from their leadership roleas they are a danger to themselves and to others around them.

o Make H&S jobs genuine career steps for people who are not H&S specialists (eg promoting a youngengineer into such a position and, if successful, promoting him/her visibly some years later).

o Implement a progressive discipline program. Be consistent in applying it. (see Appendix #8).o Coach your people to reduce their tolerance level to risk and worker exposure as a means of continuous

improvement. What may have been acceptable yesterday may not be acceptable today.

Management of Standards and AdvisoriesStandards and Advisories are critical in reducing Lafarges fatalities and serious incidents. Nearly every seriousincident involves a work process related to a Standard or an Advisory. You are ultimately responsible for the fullimplementation of all Standards and Advisories in your BU.You should:

- Familiarize yourself with the Standards and Advisories contents and understand what is required toachieve their full implementation.

o Use the H&S community in helping you to understand the document.- Ensure that your BU Excom team are familiar with the content of the Standards & Advisories arranging

for suitable training sessions as required.- The strategy for successful implementation will need to be delegated to the Industrial Director. You will

need to allocate suitable and sufficient levels of resource (human & financial) to achieve this.- Review the implementation progress versus the plan during your monthly BU ExCom meetings. The BU

H&S Manager should prepare a suitable report that enables you to track progress.- Report to your Regional President on the implementation plan on a quarterly basis through the BU H&S

improvement action plan template.The Standards and Advisories should initially be implemented as a project: a project team should be appointed todrive and oversee the implementation process.The Standards and Advisories are living documents. After the initial implementation, a gap analysis should bedone yearly or when significant changes happened in a site. To close the gap action plans should be done.

You can verify the progress of the implementation process through a number of leadership and engagement toolssuch as:

- N -1 engagement where you should ask your direct reports how the Standards and Advisories are beingimplemented.

- VFL contacts and other site visits where Standards and Advisories can be see first-hand in the field andthere is an opportunity to challenge and discuss implementation with those directly affected.

Ensure that, once implemented, there is a living process to guarantee that the Standard remains in force and is

adequate whatever changes in the organization structure, equipment, people, etc.


14/36


GUIDANCE FOR an Industrial Director (VP Manufacturing) TO BE A LEADER INHEALTH & SAFETY

When you take up your role If you are a new ID, contact the Regional HS director / VP HS to organize a H&S training As part of your induction, you should visit plants or sites:

Of an Excellence Club members. Spend time with your peer. This relationship with thepeer that you visit could start a sponsor/coaching relationship as he/she could help you inyour new role.

Of another company that is recognized as being world class for H&S. Talk to your predecessor and understand what he was striving for. Talk as well to the RP (gypsum) / BU GM

(A&C and cement) and the Regional H&S Director or VP HS Manager (Gypsum). Review the action plansthat have been developed and the results of audits.

Communicate shared vision for the BU / the region (Gypsum) over, over and over again on that vision to thewhole organization.

Quickly after, set your expectations, make them visible, and ensure your personal behavior is strictly alignedwith what you expect of others. Demonstrate your commitment and personal value.

H&S is everyones responsibility, if H&S is part of your core value and that it is your first priority, it will be thefirst priority for your plants. The lowest standard you demonstrate will be the highest standard your plants willadopt.

Align your Health & Safety behavior outside of work and at work. If your team knows that you do not followoutside of work what you are demonstrating at work, then your credibility will be questioned. You are beingwatched all the time.

Manage Health & Safety as you manage cost savings, cash flow management, HR, etc . Dedicate timeand energy to discussing, questioning and improving H&S. How much time do you spend on H&S? Is itenough?

Taking up a new position is a unique opportunity to show your team what your values and priorities are.

Understanding what is being done in your plants through Health & Safety is essential.

Talk from the heart however be authentic and do not pretend (It should reflect the culture of the country)o Talking about H&S means talking about people, family and children.o You will be most effective if you care about your people and are seen to care about your people.o Work hard to talk with passion about H&S use personal stories and experiences but renew them.o Show genuine concern for the people working for you because it will define how you are seen as a

manager.o Ask for feedback and check your impact. See if you are connecting with the organization

The management of your Plants

Annually Assess the H&S maturity of your plants using the Health & Safety Management System tool (a Maturity Tool

will be launched in 2010) and prioritise the actions needed to further improve H&S performance.

Involve your BU H&S managers in all decision-making processes concerning capital expenditures.

Attend and lead an H&S plant or area meeting in each area or plant at least once a year to stay close to theissues.

Be highly visible during the H&S month. People Development and Organization:


15/36


o Ensure that each one of your direct reports has H&S objectives and a clear IDP addressing H&S(see Appendices 2.1 and 2.2 for example IDPs). You should carry out a thorough H&S contentreview of objectives and IDP.

o Check quality (e.g. meaningfulness, effectiveness) of the objectives and objective-setting exerciseand ensure managers down the hierarchy are progressively coached and trained.

o During each performance review of your reports, annual and mid-year, make sure that H&S is partof the debriefing with clear feedback on the positive actions taken and things that could be

improved. Ask for feedback on your role as model for H&S.o With the Regional / VP HS support, organize a full-day meeting dedicated to H&S with your plant managers

to keep everyone focused. The agenda should be determined for supporting HS performance and to sustainHS roadmap deployment. (see Appendix #5 for sample agenda)

At least twice a year, participate in a plant audit as audit team member. Make sure you review and provideinput to all audit findings and recommendations issued for the plants under your responsibility

Quarterly, as part of the QBR, make sure the HS issues are treated and the main HS objectives areundertaken.

Additional specific HS contact (conf. call or meeting) can be arranged with Regional HS / Regional Presidentfor HS underperforming BU/sites.

Monthly As the H&S leader, the ID / VP Manufacturing should lead H&S monthly review and discussion with his/her

team direct reports. This monthly review can be done as part of your monthly team management meeting.(see Appendix 6 for a suggested Agenda).

Have one-on-one dedicated meetings with each of your direct reports on H&S including your H&S Director orManager. This can be a conference call i f time/location does not permit face-to-face.

Weekly Once a week you can have a contact with managers and others within your plants through a visit,

meeting, phone call to discuss H&S and get a broad picture of the issues.

Health and Safety is a group value and you should use any occasion to talk about it outside of Lafarge and to

influence the governments and other players in the industry to follow our lead.

Some of the essentials

CAPEX Review

When reviewing a Capex proposed by a plant, make sure that Health & Safety has been taken intoaccount.

Change Management

Any change, in the organisation, in processes, in equipment, in raw materials, . in a plant might havean impact on Health and Safety . Any change needs therefore to be analysed with H&S in mind.

VFL

Make sure your leadership is visible and felt. Make a commitment in front of your N-1 on the number of interactions you will do per week or month.

You should not commit to less than 4 interactions monthly. Remember, the quality of these interactionsis essential. They should come from the heart if they dont, they might be perceived as ticking the box.

Make sure that all your direct reports (N-1) are also doing VFL (both in quantity and in quality). Have interactions with employees and contractors. Follow-up on the finding of your VFL (debriefing, improvements, agreements, )

Plant/Site


16/36


Housekeeping at all Lafarge plants is critical. You must ensure a housekeeping program is in place andunder permanent control at each of your plant / site. Having a clean and tidy plant / site will bring prideand motivation to all people working in this environment.

Ensure monitoring of housekeeping is performed by the plan team managers and the measurement isincluded into its tracking system

When you go to a plant, make sure you have your own PPE available or bring your own PPE kit. Youshould ensure you wear the same standard as the workforce as everybody must be equal.

When visiting site, if you observe any unsafe acts use the VFL approach to address the situation,involving the local management.

At every site / plant visit, follow-up on previous matters discussed and agreed with the site. When you can, try to visit plants/sites at night. This will bring a lot of attention and will focus on

employees and contractors that might not see Senior Managers often When possible, meet the union President to talk to him / her about H&S if appropriate Each meeting in a plant can start with a H&S plant visit and VFL.

o Take the opportunity to talk about H&S even when nothing is obviously wrong. You can takethis opportunity to have a H&S conversation and praise what is right. It is far more powerful toendorse and encourage people to do the right thing than simply pointing out what they aredoing wrong.

o Ask the site or plant manager how you can further contribute to their H&S efforts.o Do not make quick decisions/commitments which the site will not be able to support and

address. Do a reality check before committing to take action. Inquire with the site managementas to the implications and resources required.


o In any circumstances, do not walk by someone doing something unsafe without stopping andengaging with her or him. If you do not stop, you are setting the standard in your BU.

o Put emphasis on the Standards and Advisories, but also know the local issues and prioritiesand ask about progress.

o Conduct visible, symbolic actions such as attending a tool box meeting, address a group intraining for a few minutes, speak to a contractor team, etc.

o Review and challenge the Safety training concerning Lafarge employees and Contractors.o Review the way the plant is dealing with the H&S information coming from the Group, the

Region or the BU (flash, news, key learning from fatalities, etc) and ask plant managers howthey use this information.

o Some additional actions you could do: Check the H&S communication cascading process Visit the medical clinic and the locker rooms Focus on contractors Reinforce the reporting importance including the near misses

When a particular plant is under pressure for any reason, visit the plant and provide visible support andencouragement to the plant managers safety efforts.

Recognition and celebration- Use planned activities and achievement milestones to underline progress and successes (e.g. 1 year

LTI-free, 1000 days, etc)

- Be closely involved in H&S-related events (for example Annual Safety Day, employee and contractorbriefings, etc) and help to ensure there is a good mix of light-hearted and serious messages. Your BUCommunications Manager can offer advice, create messages and assist with events management.

- Recognise individual and team efforts and achievements in H&S through simple ways such as ahandshake and face-to-face well done or a letter, e-mail, etc.

Fatality in the BU /Region Read and understand the Reporting and Investigation Standard for the administration process. You are expected to stop everything you are doing and immediately and go to the site. Ensure direct contact immediately with your direct report in charge of that site, and the H&S Director


17/36


Confirm that the plant/site has been stopped and the location where the fatality occurred has been madesafe.

When arriving on site:o Get as much information as you can.o Meet the plant team managers to understand what has happenedo Demonstrate emotion and empathy.o Stay calm, show that you are caring for people, and be open.

Take a lead in the investigation process ensuring that a robust root cause analysis is completed and anyremedial actions that are recommended are deployed swiftly across your BU.

Actively support the Plant Manager during the de brief meeting with the BUGM, keeping the BUGMinformed as the investigation progresses.

LTIs or serious near misses As your plants / sites are maturing, you should lower your tolerance level for any incident which has the

potential to cause harm. In a mature BU, any incident or serious near miss should be treated in a similarmanner to a fatality.

Ensure that a formal de brief meeting is convened to review LTIs and all serious near misses related toStandards. This should be chaired by the BUGM or when unavailable, yourself.

Near misses are free warnings of potential risks on site and their reporting and correction should bepromoted. You should ensure in liaison with the BU H&S manager that near misses are t racked (thevolume of near misses should be monitored on a monthly basis and treated as a KPI) and any significantevent or near miss is thoroughly investigated :

o A successful near miss reporting process is totally dependent on the responsiveness of linemanagement to act upon what is reported. A maximum time for managers to respond should bedefined and compliance rates monitored. This provides a clear indication to employees of sitemanager commitment to protecting their people.

o If near misses are reported on a voluntary basis, and whatever the near miss is, there shouldbe no sanction to the persons involved. This should be clearly stated and communicated to allemployees and contractors.

o Become involved from time-to-time in a more significant near miss and have a personaldiscussion with the employees and contractors involved, together with their managers.

The teams must be trained on RCAs.

Key elements:- Ensure that the underlying root causes of all incidents are identified. Go beyond the f irst obvious unsafe

behavior to understanding why that behavior took place. Push by always asking Why? until the rootcause is known.

- Ensure the action plan addresses the actual root causes.- Ensure all lessons are well communicated to avoid recurrence (from all incidents within and outside

the BU).- All incidents are avoidable. Take the necessary steps to ensure they are avoidable. This involves

communication, training and sometimes sanctions.

HRo Appoint the right people for the job, they should be committed and competent to manage the risks under

their control. If they are failing to demonstrate the right levels of commitment or competence to managesafety effectively then it is your duty to provide them with coaching, training and development so thatthey can manage the safety of their people. If they have been given your full support and the relevanttraining opportunities and they are still unable to demonstrate the right levels of commitment then youshould remove them before someone is injured.


18/36


o In liaison with the BU HR & H&S Manager develop a succession plan for all safety critical roles withinyour plants. This should be linked with a proactive H&S Training Plan to ensure that people are ready fortheir next position..

o Make H&S jobs genuine career steps for people who are not H&S specialists (eg promoting a youngengineer into such a position and, if successful, promoting him/her visibly some years later).

o O&HR reviews should be aligned with H&S leadership. H&S should be taken into account forpromotions, nominations, bonuses, etc based on factual evidence and engagement. If you reward or

promote someone who is not fully engaged in H&S, you are sending the wrong signal of the importanceof H&S in your BU.

o Where is relevant and appropriate, communicate regularly with Union leaders on H&S and ensure theirfull alignment on the subject.

o When one of your new N-2 takes his/her job, spend two hours with him/her on Health and Safety beforehe/she takes his/her position. Explain your expectations and commitment on H&S.

Management of Standards and AdvisoriesStandards and Advisories are critical in reducing Lafarges fatalities and serious incidents. Nearly every seriousincident involves a work process related to a Standard or an Advisory. You are contributing to the fullimplementation of all Standards and Advisories in your plants.You should:

- Familiarize yourself with the Standards and Advisories contents and understand what is required toachieve their full implementation. Ask your H&S Manager to clarify any questions or concerns you oryour plant managers may have.

- Develop a BU Plan for the effective deployment of the Group Health & Safety Roadmap. Uitiliseresources efficiently and avoid duplication of effort across the sites in your BU

- Confirm that your plant managers fully understand what the Standards & Advisories require and that thedeployment plan that they have in place for their plant is aligned to the BU Plan.

- Ensure that there are adequate levels of suitably competent resource (human and financial) to enableyour plant managers to fully implement the Standard or Advisory.

- Review the implementation progress versus the plan during your monthly meetings. THe BU H&Smanager should provide you with a suitable tracking tool to assist you to monitor progress and addressdeficiencies.

- Communicate and discuss with your Regional President / BU GM on the implementation plan progressand concern on a quarterly basis through the BU H&S improvement action plan template.

The Standards and Advisories are living documents. After the initial implementation, a gap analysis should bedone yearly or when significant changes happened in a site. To close the gap, action plans should be done.

You can verify the progress of the implementation process through a number of leadership and engagement toolssuch as:

- N -1 engagement where you should ask your direct reports how the Standards and Advisories are beingimplemented. (see appendix 4)

- VFL contacts and other site visits where Standards and Advisories can be seen first-hand in the fieldand there is an opportunity to challenge and discuss implementation with those directly affected.

Ensure that, once implemented, there is a living process to guarantee that the Standard remains in force and isadequate whatever changes in the organization structure, equipment, people, etc.

CSM - Role of the Industrial Directors / VP Manufacturing

The Industrial Directors are responsible for the many plants around the world and the contractors working inthose plants. Ensuring the plants have the proper resources to properly control the activities of the contractors ontheir sites is key to successful implementation of the CSM Standard. They also, directly or indirectly, control theCapital Investments in their areas, both sustaining and developmental and also maintenance requirements,routine and non-routine. These tasks are very contractor intensive and the CSM Standard is specifically focused


19/36


on ensuring their Health and Safety while working for us. Many large and complicated works are directlymanaged by the plants in the BUs (Turnarounds, Grinding Mill maintenance, Refractory repair and replacement,etc.) and must now also meet the minimum requirements described in the CSM Standard. Smaller jobs routinelymanaged with contractors can also be potentially hazardous if control of the contractor performing the work is notproperly applied. The Industrial Directors must ensure that the Health and Safety of all contractors working on oursites is understood as a priority for the plant management teams.

Making CSM a priority in the goals and objectives of their plant management teams. Ensure all plants assign a Lafarge Contractor Coordinator for each contractor before the contractors are

allowed on site.

Ensure the 8 CSM Standard elements are well understood and properly applied by the plantmanagement teams.

Validate that each site has performed the CSM Gap Analysis and are diligently working on the relatedaction items.

Ensure all Capital Requests include a documented review of all applicable Standards and Advisories,including CSM, against the scope of the work.

Ensure all plants have a program to ensure contractors are properly evaluated and trained to meet allLafarge Health and Safety requirements, including compliance with the CSM Standard before beingallowed on site.

Ensure each plant captures all contractor man-hours and related KPIs and reports them to the BU forconsolidation into the Group numbers.

Ensure all major projects are inspected for Health and Safety compliance every 3 months. The Phase 1CSM Inspection protocol should be adopted for larger contracts managed by the plants.

Ensuring the handover of any major project to the plant is properly managed and detailed in a properstart-up plan and according to the Division OP program.

Ensure all lessons are properly captured and integrated in future contracted efforts.


20/36


H&S Guideline for Plant Managers

1. PRINCIPLES

As the Plant Manager, you are setting the tone and setting the level of performance you really want

to achieve. This will be clearly demonstrated by setting the example on a daily basis.

You are the main agent in changing & leading the H&S culture. Show real concern and care about people you work with. Talking about H&S means talking about people, family and children. Demonstrate your personal passion and commitment when dealing with H&S; use and adapt your

personal stories and experiences. Always check your impact: ask for honest feedback and transparency.

2. WHEN YOU TAKE UP THE PLANT MANAGER ROLE

Show to your team: HEALTH & SAFETY is your VALUE and your FIRST PRIORITY

Sign the H&S Policy and Group Rules with your plant team; have all posters amended with yourown signature.

Talk to your predecessor and understand the plant specific characteristics: Review the previous audit findings and the completion of recommendations issued Review the site Risks assessment and their prioritisation and control relevance and

updating of the Safety Standard Operating Procedures H&S capabilities: H&S team, plant team, people, site HS Safety Committee, organization

structure related H&S competencies Standards & Advisories: sponsorship vs. engagement, implementation status, main drivers

and roadblocks H&S management (including contractors): main issues to overcome. Union involvement: communication, support, union stakeholders matrix (allies, enemies)

Incentives, progressive discipline system, rewards, & recognition. H&S open points (including black points): the issues that predecessor was striving for.

Clearly communicate your H&S ambition and goals for the plant. Reference the BU H&S Vision andensure that everyone understands what is required of them. (see Appendix 1 for sample BU vision)

Establish what you expect from the plant staff, make these expectations visible and ensure yourpersonal behaviour both inside and outside the plant is strictly aligned with what you expect fromothers.

3. SAFETY MANAGEMENT

H&S is the FIRST CRITERIA for people development

The H&S Manager reports to you; he or she should be part of plant management team. Thispersons role is to support, coach and challenge the plant on H&S

Make H&S jobs genuine career steps for people who are not H&S specialist. Plant Team Assessment reviews should be aligned with H&S leadership; H&S engagement and

factual evidences must be taken into account for promotions Ensure all plant functions including HR, Purchasing, Logistics, Finance, Sales & Marketing are also

personally involved in the plant H&S effort. Make sure they are trained accordingly.


21/36


Have a good general knowledge of local H&S regulations. Ensure compliance with regulations.Develop a constructive working relationship with the local H&S authorities.

When changes (N-1) take place be personally involved by spending two hours talking about H&Swith the new appointees. Ask your N-1 to do the same with new appointees under their ownresponsibilities.

In accordance to the BU rules, implement a progressive discipline program; be consistent whenapplying it.

In accordance to the BU rules, implement a recognition and award program; be consistent whenapplying it.

In liaison with your HR & H&S Manager ensure that there is a succession plan which includes anassociated proactive H&S Training Plan for all employees employed at the site. Ensure that each ofyour N-1s has a clear IDP which includes their H&S training needs and a clear plan as to how thesewill be addressed; They in turn should ensure that a similar process is in place for their directreports and in liaison with your HR Manager you should confirm that such a process is deployedconsistently and that everyones H&S training needs are accounted for..

EFFICIENT H&S management cycle requires FULL ENGAGEMENT

Plant assessment and setting the objectives Assess the H&S maturity of the plant referring to the site risk assessment and determine

the top actions to further engage your plant staff. Set annual H&S clear plant objectives (with your plant management team) and align with

BU/Group roadmap. Cascade the H&S objectives through plant staff; check the quality (meaningfulness,

effectiveness) of these objectives. Assign plant members to lead different components of H&S roadmap and the relevant

selected local priorities.

Gap analysis and action plan setting Familiarize yourself with Standards and Advisories; ask for your N-1, N-2, N-3 to do the

same. Lead the overall action plan of H&S improvement; each action should have an owner,

responsible and due date. Avoid giving too many actions to the H&S manager. Allocate proper resources (financial & human) to ensure full implementation of HS action

plan, including Standards and Advisories. Review personally the action plan implementation progress versus plan and adapt the

resources according to the needs. Do your personal self assessment and follow-up on it regularly. Conduct a monthly update with your plant management team on the H&S site action plan

and the roadmap, focusing on local priorities, standards and advisories implementation.

Monitoring, Control & Follow-up: plant visits Be leader in health & safety plant inspections, audits and VFL Lead by example: wear the same PPE as the workforce as everybody must be equal.

Where additional PPE is required (e.g.; noise and dust zones) make sure that you have therelevant PPE readily available and that you routinely wear it, where signage dictates it ismandatory.

Plant housekeeping is critical; act immediately and relentlessly to ensure that this issue iswell understood and followed.

Conduct visible, symbolic actions: attending a tool box meeting, address a group intraining, speak to a contractor team

Review and challenge the effectiveness of implemented actions on the field. Focus on contractors as well as plant staff (including their involvement in audits). Bring with

you (if possible) Union leaders.


22/36


At least monthly, lead an HS meeting with your team including action plan follow up, reviewof one SER or one Good Practice and HS issues related to forecasted changes (technical,organisational, legal issues). (see Appendix #6 for sample agenda)

Reinforce the reporting importance including Medical injuries, First-Aids and near misses.Monitor accuracy of figures and sign off the reporting to the BU/Division.

Start all meetings with safety Never walk by someone doing something unsafe without stopping and engaging with her or

him. Conduct a night and week-end plant visit system for you and your N-1. Always follow up and confirm close out on any actions you have agreed.

Communication and motivation Plant Managersends and receives safety information effectively, transmits ideas and

messages clearly in many different forms, including face-to-face conversations, noticeboards, magazines, group discussions, public speeches, written communication, etc.Encourages lateral, top-down and bottom-up communications.

Communicate formally on H&S performance: YTD vs. Objectives, next month priorities,status of AP implementation

Ensure that the plant is including as part of its action plan, the H&S information (goodpractices, key learnings, H&S alerts, etc.) coming from the Group and BU

When the plant is under pressure for any reason remind to all managers and contractorsthat H&S is the first priority

Have regular one-to-one dedicated meeting with your direct reports on H&S topic. Askthem to do the same with their subordinates.

Influence contractors on safety behaviours (show Lafarge commitment) Take the opportunity to talk about H&S even when nothing is obviously wrong. Recognize individual/team efforts/achievements through simple ways: a handshake and

face-to-face well done or a letter, e-mail, etc. Celebrate key achievements through internal communications channels speak to your

Communications Manager. When forwarding H&S e-mail explain what you expect; do not forward it without any

comment. Be highly visible in the field on a regular basis. Be recognised as real HS leader, using any

situation as formal initiatives such as the HS Month. Consistently with BU rules, develop a discipline & reward system in cooperation with HR

and Unions. Apply it with "0" tolerance. Ensure the site Good practices are recorded and promoted regularly internally to the plant

and communicated to the BU/Division on regular basis. Be Open, Communicate and sharethe good practices. from outside the BU. Contact successful plants and BUs (ExcellenceClub members) for advice, guidance and networking.

Keep your Plant management team aligned on H&S by appropriate training andbenchmarking with others plants.

Challenge yourself and your team to constantly reduce your tolerance level to risk External Stakeholders: regularly communicate with local shareholders (union, government,

local community).

4. Make your H&S LEADERSHIP VISIBLE and FELT

You are the real HS plant champion. Make a commitment in front of your plant management team on the number of VFL interactions you

will do per month and make sure that all your direct reports (N-1) are also committed doing VFL(both in quantity and in quality).

Focus VFL interactions on high risk jobs Follow-up on the finding of the VFL (debriefing, improvements, agreements, )


23/36


Depending on the level of maturity of your site and the quality of Union partnership, involve theUnion leaders in VFL and balance the interaction with Lafarge people and contractors.

Do not make quick decisions/commitments which the site will not be able to support and address. Ensure plant management does not send conflicting messages between H&S vs production to

supervisors, employees and contractors.

5. SAFETY EVENTS treatment

The teams must be trained on RCAs (or equivalent Accident Investigation method) Fatality

Have a crisis management process defined and an emergency plan prepared in advance. Ensure the communication with legal authorities and manage mass media. You are expected to stop everything you are doing and immediately go to the site When arriving on site have prepared a framework : info gathering, meeting teams and

victim family Demonstrate emotion and empathy, show that you are caring for people, stay calm and

open address the family welfare and social responsibility issue. Ensure the investigation team reaches the root cause of the incident and the corrective

actions are preventing re-occurrence. Follow the process thoroughly.LTI or serious near miss

Each incident relating to a Standard and Advisory should be treated with the same senseof urgency as a fatality see steps above

Any incident or serious near misses should be treated very seriously. Use your judgmentabout the severity.

Near misses Promote the reporting and make sure the corrective Action plans are implemented Become involved from time-to-time in a more significant near miss discussion; have a

personal talk with the employees and contractors involved, together with their managers.For the most critical Near Misses, dont hesitate to treat them as SER

Make sure every significant near miss is investigated using RCA and the decision process isconsistent to prevent re-occurrence of similar events. You should be personally involved in eachserious incident RCA analysis


24/36


Appendices

Index

Appendix 1 Regional BU / H&S Vision

Appendix 2.1 IDP for a BUGM

Appendix 2.2 IDP for an Industrial Director

Appendix 3 Questions for Recruitment Interviews

Appendix 4 Excom Sponsorship for H&S

Appendix 5 Agenda for H&S Meeting

Appendix 6 Monthly H&S Meeting

Appendix 7 Potential Questions for Engaging your N-1

Appendix 8 Progressive Discipline Process


25/36


Appendix # 1: Regional / BU H&S Vision

The vision needs to be shared and developed by the BU Excom, the BUGM may have a strong impact on theoutcome but the BUs vision should ultimately be suited to the culture and mindset of the BU. The tenure of a

BUGM can be relatively short therefore the H&S Vision should be designed for the longer term and besustainable regardless of senior management changes. It needs to be framed in such a way that everyone cansee its merit and willingly sign up to it and when challenged understand it and support it.The BU Vision needs to fit with the Group Vision or the Divisional Vision

Example of A&C Eastern Canada:1. Don't look the other way2. Don't let it happen twice3. Your PPE is your uniform4. A clean work area is a safe work area


26/36


Appendix #2.1: IDP for a BUGM

IDPs do not have to be complicated to be effective.

The objective of the IDP is to get people trained and change the ways they are looking at things.

IDPs can be training session, internal or external, but can be as well coaching by someone, internal or external.

Example of IDPs:o Have a one day session with x from Lafarge w Division to explore what they have done on zo Do a plant audit with a member of the H&S networko To improve your H&S visibility:

Go to a plant x time a year only for H&S

.o Visit the z BU of that is a member of the Excellence Club

Devarea

DevelopmentObjectives Expected Benefits

Learning Actionsand Activities

Resources/Sup por t T im efr am e I ndi ca tor s

Safety Developknowledge ofsafetystandards

- Have a clear view ofwhat the Group policy& standards are andbe able to find theappropriateinformation andsupport

- Ask for 2 hoursinterview with aregional safetymanager

- Navigate the safetyportal to locate wherekey documents arerules standards

- Safetyteam

- Safetyportal

- Be able to findwithin 5 minutes theinformation andavailable documenton safety

Engagepeople whenyou visit aplant

- Be able to identifyand signal wrongbehaviors, situationsat risk, potentialcauses of incidents ina plant

- Be able to ask

questions and talk topeople on site aboutsafety

- Have peoplechanging theirbehaviour after myvisits

- Go through the safetyreports of the plantwith safety managersand learn from pastincidents

- Attend a VFL training

-

Have a VFL observergiving feedback toimprove your VFLcapability

- Shadow anexperienced BU GM(member of the

- Safetyregionalteam

- Safetymanager

Every timeyou visit aplant

- The commitmentsthat people tookafter your VFL visit

- Safety records (FR,near misses..)

Communicatewith passionand emotionon safety withindividual andwith a largegroup

- Make people feel thatyou really care abouttheir safety and aboutthem

- Coaching session oncommunication

-

- Take time to prepareyour speech withpersonal notes

- Ask for feedback

- Develop coachingskills (listening,asking questions withempathy..)

- Ask for anexecutivecoach toHR Zone

- Feedbackfrom yoursafetymanager,

HR orcommunicationmanager(orsomeoneyou trust)

Each timeyou visit aplant

Each timeyou have aone to onemeeting,practicecoachingskills

- Feedback from yoursafety orcommunicationmanager

- Survey amongemployees


27/36


Safety Develop anengaged andcommmitedBU Excom

- Set up anorganization whereeveryone isaccountable onsafety and has atransversalresponsibility onsafety

- Spend a day atDupont plant (withthe team or HRD) foran outside view ofexcellence in plantsafety management

- Have safety as astandard agenda BU

excom and haveeach excom memberresponsible for it

- Safetydepartment to setup contactwithDupont

- HRD as aproject

manager(BU GMas thesponsor)

-VisitDupont orequivalentin the first Xmonths

-Organization set up

within Xmonths

-Jobdescriptionupdated bythe end ofthe year

- Every excommembers have aresponsibility onsafety and clear KPI(+ timeframe). It iswritten in their jobprofile and AA

-

Developsafety leadersamong myteam

- Have everyonemobilized andengaged on safetyand demonstratingleadership

- Make themunderstand andpractice the

behaviour that lead tosafety

-

- Commission a 360feedback assessmenton the safetyleadership of theteam

- Set up a workingday dedicated tosafety leadership

and set upindividualdevelopment plansfor each, includingyourself

- Make everyoneidentify the

- RegionalSafety team

- BST surveyandexecutivecoaches tofacilitate themeeting with

my team

- 360completedby

- Teamworkshopby

- an IDP foreveryone onsafety onDecember ..

- 3 min ateach one toone meeting

- Everyone has adevelopmentplan on safetywith theidentifiedbehaviors todevelop

- Safety records

in eachdepartment

Be preparedforemergency

- Be ready for crisissituation: being ableto cope with families,relatives andemployees in case offatalities or accident

- Be ready to deal withmy emotion and touse it positively

- Be ready for hard talkand courageousconversation

- Be ready fordiscipline measure

- React on time withoutpanic

- Meet with anexperienced BUGMwho faced suchexperience

- Establish a coachingregime with a BSTexpert or with anexecutive coach inorder to developempathy andengagement skills aswell as courageousconversations andfeedback

- Use any minor injuryto practice myempathy andcourageous feedback

- A peer(mentor)you trustwhobringsexperience

- Ask for anexecutivecoach toHR zoneor LU

- HRD orsomeoneyou trustin your forfeedback

- In the firstweek of mytransition

- Commission a 360feedback to assessimprovement oneyear after

- Feedback

Understandand apply inyour BU thelevers ofimprovementfor safety in

transportation

- Set up an action planwith clearresponsibility,tracking methods andKPI

- Spend a day at atransportation firmfrom an outside viewof excellence intransport safetymanagement

- Contact other first-class BU to sharetheir safety programin transportation.

- Safetydepartment toestablishcontact

- Regionalpresident

- by XX - Reduction of trafficrelated incidentwithin one year

- Reduction ofnumber of incidencedamage of vehicle

- Number of events ofspeeding


28/36


Appendix # 2.2: IDP for an Industrial Director

IDPs do not have to be complicated to be effective.The objective of the IDP is to get people trained and change the ways they are looking at things.

IDPs can be training session, internal or external, but can be as well coaching by someone, internal or external.

Example of IDPs:o Have a one day session with x from Lafarge w Division to explore what they have done on zo Do a plant audit with a member of the H&S networko To improve your H&S visibility:

Go to a plant x time a year only for H&S .

o Visit the z BU of that is a member of the Excellence Club

Devarea

DevelopmentObjectives Expected Benefits

Learning Actionsand Activities

Resources/Sup por t Ti me fr am e I ndi ca to rs

Safety Developknowledge ofsafetystandards

- Have a clear view ofwhat the Group policy& standards are andbe able to find theappropriateinformation andsupport

- Ask for 2 hoursinterview with aregional safetymanager or VP HS

- Navigate the safetyportal to locate wherekey documents are(rules, standards,communication, best-practices)

- Safety team

- Safetyportal

- Be able to find within5 minutes theinformation andavailable documenton safety

Engagepeople whenyou visit aplant

- Be able to identify andsignal wrongbehaviors, situationsat risk, potentialcauses of incidents ina plant

- Be able to askquestions and talk topeople on site about

safety

- Have people changingtheir behaviour aftermy visits

- Go through the safetyreports of the plantwith safety managersand learn from pastincidents

- Attend a VFL training

- Have a VFL observergiving feedback toimprove your VFLcapability

- Shadow anexperienced industrialdirector (member ofthe Excellence club) ora plant manager invisiting a plant

- Safetyregionalteam

- Safetymanager

Every timeyou visit aplant

- The commitmentsthat people took afteryour VFL visit

- Safety records (FR,near misses.)

Communicatewith passionand emotionon safety withindividual andwith a largegroup

- Make people feel thatyou really care abouttheir safety and aboutthem

- Coaching session oncommunication

-

- Take time to prepareyour speech withpersonal notes

- Ask for feedback

- Develop coachingskills (listening, askingquestions withempathy..)

- Ask for anexecutivecoach toHR Zone

- Feedbackfrom yoursafetymanager,

HR orcommunicationmanager(orsomeoneyou trust)

Each timeyou visit aplant

Each timeyou have aone to onemeeting,practicecoachingskills

- Feedback from yoursafety orcommunicationmanager

- Survey amongemployees


29/36


Developsafety leadersamong myteam

- Have everyonemobilized andengaged on safetyand demonstratingleadership

- Make themunderstand andpractice the behaviour

that lead to safety

-

- Commission a 360feedback assessmenton the safetyleadership of the team

- Set up a workingday dedicated tosafety leadershipand set up

individualdevelopment plansfor each, includingyourself

- Make everyoneidentify thesituations wherethey will practicethe new behaviors+ expected results

- On-going review,at every one toone meetings, theprogresses

- RegionalSafety team

- BST surveyand executivecoaches tofacilitate themeeting withmy team

- 360completedby

- Teamworkshopby

- an IDP foreveryone onsafety onDecember ..

- 3 min ateach one toone meeting

- Everyone has adevelopmentplan on safetywith theidentifiedbehaviors todevelop

- Safety records

in eachdepartment


30/36


Appendix # 3: Questions for Recruitment Interviews

When interviewing an internal candidate: What is your track record in terms of personal commitments on safety? (VFL, objectives achievements, ...)

What was the LTI result in your former BU / Plant? What will you do the first day you will show up in the BU / Plant? What feedback did you get from your peers/boss about your safety leadership? What are the successes and the failures you have experimented? What were the key learnings for you? What do you know about Lafarge safety roadmap and standards? How did you previously contribute to the implementation of H&S system in your previous job? What do you want to know more about safety? Does your IDP cover Health & Safety? If yes, what are your areas of development and what have you done?

If no, explain why there is nothing. Do you feel you are fully committed to HS? Explain your answer. If the answer is yes, what are the root

reasons which trigger your commitment to HS? (e.g. event in your life, personal culture, lessons taken fromexperience, compliance, etc.).

When interviewing an external candidate: What does Health & Safety mean to you? What is the first thing that comes to your mind when hear the word HS? What is your personal contribution towards HS? How do you engage your team in HS? What were the initiatives done by your previous employers to improve HS? In some countries health & safety is sometimes a big challenge, what can be done to change the mindset

and breaking the "habit" that safety is not viewed as important. In your previous company, who was ultimately accountable for safety? What is your track record in safety in your previous jobs? Explain your answer. What is the safety performance of your previous company (number of LTI, FR, SR). This question can be a

good test on how much the candidate was interested in the safety performance of his/her previous company. To join this interview meeting, you entered our site (plant, HO, etc.). Can you comment on what you have

observed about safety in our premises


31/36


Appendix # 4: Excom Sponsorship for H&S

A number of BUs have recognised that their reliance on the H&S function to lead the process is not ideal andhave successfully adopted the concept of sponsorship, which has led to improved engagement and seniormanagement ownership. This good practice, coming from the UK Cement and A&C where it has been

successfully implemented since several years, is describing briefly this concept.

A sponsor should be nominated to manage the deployment of each of the Groups Standards and Advisories andwhere appropriate BU specific H&S initiatives. It is important that each BU Excom member becomes involvedand sponsorship should not be restricted to ope