Guidelines For Management Final

July 2010
H&S Guidelines for Management
Regional President
BU General Manager
Industrial Director
Plant Manager
Related Appendices
For Reference
This document provides examples of good practice to help all line of management
to demonstrate leadership in Health and Safety.
You are not expected to perform all of the actions below, but it is important to
choose a few that will work for you. When you implement some of the suggested
actions you must be consistent in your messages and behaviors, and be
persistent 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, not
quantity, is key.
Health & Safety is a Group value and it is Lafarge’s first priority. You will need to
ensure the right balance of your time between leading in H&S and the rest of your
activities.
The Group is currently developing the Health Roadmap. Once done, then the
specific Health aspects of the role will be added.
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D:\My Documents\Leadership\10-07-08 H&S Guidelines for Management Final.doc
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 could
start 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 you
if 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 personal
behavior is strictly aligned with what you expect of others. Demonstrate your commitment and personal
value.
• H&S is everyone’s responsibility, if H&S is part of your core value and it is your first priority, it will be the first
priority 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 being
watched all the time.
• Manage Health & Safety as you manage cost savings, cash flow management, HR, etc …. Dedicate time
and energy to discussing, questioning and improving H&S. How much time do you spend on H&S? Is it
enough?
Talking about H&S

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. 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 organization
o 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 forget
our 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 during
that month.
• Once a month, you should have a one-on-one dedicated meeting with the Regional Health and Safety
Director.
• Visit plants only to talk about Health and Safety and assess progress. Do not be distracted by other business
issues during these days. Be seen to be focused, eg asking probing questions, avoiding use of Blackberry
and 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
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• Make it a passion to share good practice across the region and from elsewhere in the Group and outside the
Group.
People Development and Organization:

o It is critical that you recruit, appoint and retain managers who are motivated and committed to
contribute to the Group’s 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 from
their position.
o O&HR reviews should be aligned with H&S leadership. H&S performance, based on factual
evidence 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 process
o 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 they
should take.
• Before committing to something on Health and Safety in front of your employees and teams check the
feasibility with your senior team first
• 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.
• Health and Safety is a Group value and you should use any occasion to talk about it outside Lafarge and to
influence the governments and other players in the industry to follow our lead. This could be done by having
meeting 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 and
setting out expectations for the coming year – let this be the first item on their Email on Day 1 of the New
Year.
• Set annual H&S Regional goals with your BUGMs and align them with the Group roadmap and local
risks/issues.
• Keep your BUGMs aligned on H&S: at least once a year, organize a full-day meeting dedicated to H&S
with 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, the
associated 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 in
team meetings but also in one on one discussion with their N-1 as well as in the field. As a reference
point, 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 Organization
o 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 addressing
H&S
o Make sure that the BUGMs are accountable for H&S improvements in their area of responsibilities
o 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 be
improved. Ask for feedback on your performance as model.
CAPEX
• When reviewing a Capex, internal or external, make sure that Health & Safety has been taken into
account. In case of external make sure that H&S is included in the due diligence and that a provision for
upgrading the target to Lafarge standard is included.
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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 clean
plant / site will bring pride to all people working in this environment. Housekeeping is not a one time
cleaning but a process that needs to be implemented in each plant. If there is a poor area, ask the plant
manager to commit to a date to send you photos of the site before and after the clean-up, together with
the 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 on
employees 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 to
endorse and encourage people to do the right thing than simply pointing out what they are
doing wrong.
o If you find something unsafe, do not continue your visit as if nothing happened. Address the
issue 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 and
engaging or having someone from the site engage with this person. If you do not stop, you are
setting the standard in this BU.
o Put emphasis on the Standards and Advisories and Leadership, but also know the local issues
and priorities and ask about progress.
o Conduct visible, symbolic actions such as attending a tool box meeting, address a group in
training for a few minutes, speak to a contractor team, discuss road safety with truck drivers
etc.
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 & plant
managers 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
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If conditions are really below par, consider closing part or all of the plant for a period of
safety turnaround. Alternatively, indicate that you will return in X months and that a
major 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 key
achievements through internal communications channels
Use the Excellence Club membership as a means of motivating management and employees toward
H&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 first obvious unsafe
behavior to understanding why that behavior took place. Push by always asking “Why?” (Use the Five
Whys) 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.
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The behavior which led to an accident most likely has been occurring long before the accident. The
focus after an accident should be on encouraging your management team to seek and identify unsafe
behaviors and act on them in a proactive and constructive manner before it leads to an accident and
injury. Sanctions should be seen as a last resort in changing behaviors. It should be applied only after
pro-active methods such as awareness communication, training and on site follow-up have been
implemented.
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 are
intending them to use the information. Never forward without a personal note of this kind.
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GUIDANCE
FOR A BUGM TO BE A LEADER IN HEALTH & SAFETY
• 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 over
again 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 to
publicly 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 be
prepared.
• Have all posters amended with your signature instead of that of the previous manager’s.
• 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 can
delegate to him while you are keeping full accountability of the H&S.
and energy to discussing, questioning and improving H&S. If H&S is your priority, it will be a priority for the
entire 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 heart

o Work hard to talk with passion about H&S – use personal stories and experiences.
leader.
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 to
influence the governments and other players in the industry to follow our lead. This could be done by having
meeting 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 and
H&S Communications Plan, and approve them prior to submitting the BU quarterly plan template. Ultimately
such 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).
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• Assess the H&S maturity of your BU using the Health & Safety Management System tool (HSMS tool will be
launched 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 the
Group 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 and
IDP. (Appendices 2.1 and 2.2 for IDP examples)
o Check quality (e.g. meaningfulness, effectiveness) of the objectives and objective-setting exercise
and 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 debriefing
with 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&S
should be taken into account for promotions, nominations, bonuses, etc based on factual evidence
and engagement. If you reward someone who is not fully engaged in H&S, you are sending the
wrong 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, which
identifies the training needs of your management team and defines training and development
actions 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 improve
or may be targeted at a particular issue which is relevant to the BU. It could also be held at a plant
that 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 and
Advisories, even if everyone thinks that they already know them. The training should be more than
an awareness/information session and designed to ensure that the action plans continue to be
progressed in accordance with the associated timeframes.
• Once a semester, you can do a full plant audit with an H&S professional. Have all members of your Excom to
do 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 area’s (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 what
needs 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 Steering
Committee that includes some Excom members plus other managers. The H&S BU Steering Committee
advises the BU Excom; however the Excom still takes the H&S decisions for the BU.
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• As the H&S leader, the BUGM should set the H&S monthly review agenda and lead the discussion (see #6
for a suggested Agenda).
• Communicate formally each month to the BU on H&S matters. You can establish a suitable communication
channel that maximizes the opportunity for your message to be received by all employees and full-time
contractors. Examples include: a newsletter to everyone’s home, email updates, a message to be delivered
at key sites/offices or toolbox talks. The message should applaud positive practices and performance and
should not only dwell on the negatives. The message needs to be personalized and written with the audience
in mind, work with your Communications Manager to develop messages and methods which work for your
BU.
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 Lotus
Notes H&S database with all Flashes, local and Group SER and communication to all concerning the
latest information available.
Weekly
Once a week you can have a contact with managers and others within your BU (N -2 and below) through
a visit, meeting, phone call to discuss H&S and get a broad picture of the issues. Make sure that your
employees 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 the
same (See Appendix # 7 for potential questions).
Some of the “essentials”

CAPEX Review
• When reviewing a Capex, internal or external, make sure that Health & Safety has been taken into
account. In case of external make sure that H&S is included in the due diligence and that a provision for
upgrading 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 of
these interactions is essential.
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 to
bring them back on target.
Plant
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 clean
plant / site will bring pride to all people working in this environment. Housekeeping is not a one time
cleaning but a process that needs to be implemented in each plant. If there is a poor area, ask the plant
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manager to commit to a date to send you photos of the site before and after the clean-up, together with
the plan to keep this level of housekeeping sustainable.
Ensure monitoring of housekeeping is performed by the plan team managers and the measurement is
included 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 allow
others to find practical solutions. This is important in providing leadership.
doing wrong.
o Ask the Industrial Director, 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 management
as to the implications and resources required.
o In any circumstances, do not walk by someone doing something unsafe without stopping and
engaging 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 priorities
and ask about progress.
training for a few minutes, speak to a contractor team, etc.
o Review and challenge the Safety training concerning Lafarge employees and Contractors.
Region or the BU (flash, news, key learnings from fatalities, etc) and ask plant managers how
they use this information.
When a particular plant is under pressure for any reason, call the plant manager to remind him that H&S
is the first priority of the Group and that it should not be compromised, whatever other factors may be
present.

- 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 the
performance expected.
- Be closely involved in H&S-related events (for example Annual Safety Day, employee briefings, etc) and
help to ensure there is a good mix of light-hearted and serious messages. Your BU Communications
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 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.
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.
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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 actions
recommended 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 briefed
and 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 established
o BUGM goes on site as soon as possible.
o Assist the Plant Manager to explain to the workforce what happened
o 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 the
debriefing, 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 BU
Office . The experience of such a formal debrief should be something that the site team would not want to
repeat 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 line
management to act upon what is reported.
o If near misses are reported on a voluntary basis, and whatever the near miss is, there should
be no sanction to the persons involved. This should be clearly stated and communicated to all
employees and contractors.
o Become involved from time-to-time in a more significant near miss and have a personal
discussion with the employees involved, together with their managers.
Debriefing
Significant 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 they
clearly have the potential of being a fatality. The root causes can be the same with only the final outcome being
different. Near misses are just as important as fatalities and they should both be used to understand the
underlying 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 employees
concerning 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 time
to explain to recipients of your forwarded email exactly what you expect from them and the way you are
intending them to use the information. Never forward without a personal note of this kind.
HR
o The H&S BU Manager must report to you. He or she should be part of the BU Excom.
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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 assess
your 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 Group’s No 1 Priority.If you identify that certain
members of your management team are not fully committed to managing Health & Safety effectively
then 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 role
as 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 young
engineer 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 Advisories

Standards and Advisories are critical in reducing Lafarge’s fatalities and serious incidents. Nearly every serious
incident involves a work process related to a Standard or an Advisory. You are ultimately responsible for the full
implementation of all Standards and Advisories in your BU.
You should:
- Familiarize yourself with the Standards’ and Advisories’ contents and understand what is required to
achieve 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 to
drive and oversee the implementation process.
The Standards and Advisories are living documents. After the initial implementation, a gap analysis should be
done 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 tools
such as:
- N -1 engagement where you should ask your direct reports how the Standards and Advisories are being
implemented.
- VFL contacts and other site visits where Standards and Advisories can be see first-hand in the field and
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 is
adequate whatever changes in the organization structure, equipment, people, etc.
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GUIDANCE FOR an Industrial Director (VP Manufacturing) TO BE A LEADER IN
HEALTH & SAFETY

• 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 the
peer that you visit could start 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.
• 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 plans
that 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 the
whole organization.
• Quickly after, set your expectations, make them visible, and ensure your personal behavior is strictly aligned
with what you expect of others. Demonstrate your commitment and personal value.
• H&S is everyone’s responsibility, if H&S is part of your core value and that it is your first priority, it will be the
first priority for your plants. The lowest standard you demonstrate will be the highest standard your plants will
adopt.
• 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 being
watched all the time.
and energy to discussing, questioning and improving H&S. How much time do you spend on H&S? Is it
enough?
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 Work hard to talk with passion about H&S – use personal stories and experiences but renew them.
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 the
issues.
• Be highly visible during the H&S month.
• People Development and Organization:
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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 content
review of objectives and IDP.
o Check quality (e.g. meaningfulness, effectiveness) of the objectives and objective-setting exercise
and 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 part
of 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 sustain
HS 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 provide
input 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 are
undertaken.
• Additional specific HS contact (conf. call or meeting) can be arranged with Regional HS / Regional President
for 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 or
Manager. This can be a conference call if 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 into
account.
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
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 interactions
is essential. They should come from the heart if they don’t, they might be perceived as ticking the box.
Have interactions with employees and contractors.
Follow-up on the finding of your VFL (debriefing, improvements, agreements, …)
Plant/Site
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Housekeeping at all Lafarge plants is critical. You must ensure a housekeeping program is in place and
under permanent control at each of your plant / site. Having a clean and tidy plant / site will bring pride
and motivation to all people working in this environment.
Ensure monitoring of housekeeping is performed by the plan team managers and the measurement is
included into its tracking system
When you go to a plant, make sure you have your own PPE available or bring your own PPE kit. 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 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
doing 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 management
as to the implications and resources required.
o In any circumstances, do not walk by someone doing something unsafe without stopping and
engaging 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 priorities
and ask about progress.
training for a few minutes, speak to a contractor team, etc.
o Review and challenge the Safety training concerning Lafarge employees and Contractors.
Region or the BU (flash, news, key learning from fatalities, etc) and ask plant managers how
they 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 and
encouragement to the plant manager’s safety efforts.

- 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 contractor
briefings, etc) and help to ensure there is a good mix of light-hearted and serious messages. Your BU
Communications 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 a
handshake 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
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Confirm that the plant/site has been stopped and the location where the fatality occurred has been made
safe.
When arriving on site:
o Get as much information as you can.
o Meet the plant team managers to understand what has happened
o 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 any
remedial 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 BUGM
informed 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 similar
manner to a fatality.
Ensure that a formal de brief meeting is convened to review LTIs and all serious near misses related to
Standards. 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 be
promoted. You should ensure in liaison with the BU H&S manager that near misses are tracked (the
volume of near misses should be monitored on a monthly basis and treated as a KPI) and any significant
event or near miss is thoroughly investigated :
o A successful near miss reporting process is totally dependent on the responsiveness of line
management to act upon what is reported. A maximum time for managers to respond should be
defined and compliance rates monitored. This provides a clear indication to employees of site
manager commitment to protecting their people.
o If near misses are reported on a voluntary basis, and whatever the near miss is, there should
be no sanction to the persons involved. This should be clearly stated and communicated to all
employees and contractors.
o Become involved from time-to-time in a more significant near miss and have a personal
discussion 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 first obvious unsafe
behavior to understanding why that behavior took place. Push by always asking “Why?” until the root
cause 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.
HR
o 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 manage
safety effectively then it is your duty to provide them with coaching, training and development so that
they can manage the safety of their people. If they have been given your full support and the relevant
training opportunities and they are still unable to demonstrate the right levels of commitment then you
should remove them before someone is injured.
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o In liaison with the BU HR & H&S Manager develop a succession plan for all safety critical roles within
your plants. This should be linked with a proactive H&S Training Plan to ensure that people are ready for
their next position..
o Make H&S jobs genuine career steps for people who are not H&S specialists (eg promoting a young
engineer 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 for
promotions, 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 importance
of H&S in your BU.
o Where is relevant and appropriate, communicate regularly with Union leaders on H&S and ensure their
full 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 before
he/she takes his/her position. Explain your expectations and commitment on H&S.
Management of Standards and Advisories

Standards and Advisories are critical in reducing Lafarge’s fatalities and serious incidents. Nearly every serious
incident involves a work process related to a Standard or an Advisory. You are contributing to the full
implementation of all Standards and Advisories in your plants.
You should:
- Familiarize yourself with the Standards’ and Advisories’ contents and understand what is required to
achieve their full implementation. Ask your H&S Manager to clarify any questions or concerns you or
your plant managers may have.
- Develop a BU Plan for the effective deployment of the Group Health & Safety Roadmap. Uitilise
resources 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 the
deployment 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 enable
your plant managers to fully implement the Standard or Advisory.
- Review the implementation progress versus the plan during your monthly meetings. THe BU H&S
manager should provide you with a suitable tracking tool to assist you to monitor progress and address
deficiencies.
- Communicate and discuss with your Regional President / BU GM on the implementation plan progress
and 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 be
done 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 tools
such as:
- N -1 engagement where you should ask your direct reports how the Standards and Advisories are being
implemented. (see appendix 4)
- VFL contacts and other site visits where Standards and Advisories can be seen first-hand in the field
and 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 is
adequate 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 in
those plants. Ensuring the plants have the proper resources to properly control the activities of the contractors on
their sites is key to successful implementation of the CSM Standard. They also, directly or indirectly, control the
Capital 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
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on ensuring their Health and Safety while working for us. Many large and complicated works are directly
managed 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 routinely
managed with contractors can also be potentially hazardous if control of the contractor performing the work is not
properly applied. The Industrial Directors must ensure that the Health and Safety of all contractors working on our
sites 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 plant
management teams.
• Validate that each site has performed the CSM Gap Analysis and are diligently working on the related
action 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 all
Lafarge Health and Safety requirements, including compliance with the CSM Standard before being
allowed on site.
• Ensure each plant captures all contractor man-hours and related KPIs and reports them to the BU for
consolidation into the Group numbers.
• Ensure all major projects are inspected for Health and Safety compliance every 3 months. The Phase 1
CSM 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 proper
start-up plan and according to the Division OP program.
• Ensure all lessons are properly captured and integrated in future contracted efforts.
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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 your
own 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 and
ensure 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 your
personal behaviour both inside and outside the plant is strictly aligned with what you expect from
others.
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. This
person’s 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.
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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&S
with the new appointees. Ask your N-1 to do the same with new appointees under their own
responsibilities.
In accordance to the BU rules, implement a progressive discipline program; be consistent when
applying it.
In accordance to the BU rules, implement a recognition and award program; be consistent when
applying it.
In liaison with your HR & H&S Manager ensure that there is a succession plan which includes an
associated proactive H&S Training Plan for all employees employed at the site. Ensure that each of
your N-1’s has a clear IDP which includes their H&S training needs and a clear plan as to how these
will be addressed; They in turn should ensure that a similar process is in place for their direct
reports and in liaison with your HR Manager you should confirm that such a process is deployed
consistently and that everyone’s 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 the
relevant PPE readily available and that you routinely wear it, where signage dictates it is
mandatory.
Plant housekeeping is critical; act immediately and relentlessly to ensure that this issue is
well understood and followed.
Conduct visible, symbolic actions: attending a tool box meeting, address a group in
training, 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.
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At least monthly, lead an HS meeting with your team including action plan follow up, review
of 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 Manager sends and receives safety information effectively, transmits ideas and
messages clearly in many different forms, including face-to-face conversations, notice
boards, 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 (good
practices, 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 contractors
that H&S is the first priority
Have regular one-to-one dedicated meeting with your direct reports on H&S topic. Ask
them 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 share
the good practices. from outside the BU. Contact successful plants and BU’s (Excellence
Club members) for advice, guidance and networking.
Keep your Plant management team aligned on H&S by appropriate training and
benchmarking 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, …)
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Depending on the level of maturity of your site and the quality of Union partnership, involve the
Union 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 sense
of urgency as a fatality – see steps above
Any incident or serious near misses should be treated very seriously. Use your judgment
about 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, don’t hesitate to treat them as SER
Make sure every significant near miss is investigated using RCA and the decision process is
consistent to prevent re-occurrence of similar events. You should be personally involved in each
serious incident RCA analysis
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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
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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 the
outcome but the BU’s 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 be
sustainable regardless of senior management changes. It needs to be framed in such a way that everyone can
see 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 way
2. Don't let it happen twice
3. Your PPE is your uniform
4. A clean work area is a safe work area
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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 “z”
o Do a plant audit with a member of the H&S network
o 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
Dev Development Learning Actions Resources/
area Objectives Expected Benefits and Activities Support Timeframe Indicators
Safety Develop - Have a clear view of - Ask for 2 hours - Safety - Be able to find
knowledge of what the Group policy interview with a team within 5 minutes the
safety & standards are and regional safety information and
standards be able to find the manager - Safety available document
appropriate portal on safety
information and - Navigate the safety
support portal to locate where
key documents are
(rules, standards,
Engage - Be able to identify - Go through the safety - Safety - The commitments
people when and signal wrong reports of the plant regional that people took
you visit a behaviors, situations with safety managers team after your VFL visit
plant at risk, potential and learn from past Every time
causes of incidents in incidents - Safety - Safety records (FR,
a plant… manager you visit a near misses..)
- Attend a VFL training plant
- Be able to ask
questions and talk to - Have a VFL observer
people on site about giving feedback to
safety improve your VFL
capability
- Have people
changing their - Shadow an
behaviour after my experienced BU GM
visits (member of the
Champion club) or a
Communicate - Make people feel that - Coaching session on - Ask for an - Feedback from your
with passion you really care about communication executive safety or
and emotion their safety and about coach to communication
on safety with them - HR Zone manager
individual and - Take time to prepare
with a large - Feedback Each time - Survey among
your speech with from your employees
group personal notes you visit a
safety plant
- Ask for feedback manager,
HR or Each time
- Develop coaching communic you have a
skills (listening, ation one to one
asking questions with manager meeting,
empathy..) (or practice
someone coaching
you trust) skills
26of 36
Safety Develop an - Set up an - Spend a day at - Safety -Visit - Every excom
engaged and organization where Dupont plant (with departme Dupont or members have a
commmited everyone is the team or HRD) for nt to set equivalent responsibility on
BU Excom accountable on an outside view of up contact in the first X safety and clear KPI
safety and has a excellence in plant with months (+ timeframe). It is
transversal safety management Dupont written in their job
responsibility on - profile and AA
safety - Have safety as a - HRD as a Organizatio
standard agenda BU project n set up -
excom and have manager within X
each excom member (BU GM months
responsible for it as the
sponsor) -Job
description
updated by
the end of
the year
Develop - Have everyone - Commission a 360° - Regional - 360° - Everyone has a

safety leaders mobilized and feedback assessment Safety team completed development
among my engaged on safety on the safety by … plan on safety
team and demonstrating leadership of the - BST survey with the
leadership team and - Team identified
executive workshop behaviors to
- Make them - Set up a working coaches to by… develop
understand and day dedicated to facilitate the
practice the safety leadership meeting with - Safety records
behaviour that lead to and set up my team - an IDP for in each
safety individual everyone on department
development plans safety on
- for each, including December ..
yourself
- 3 min at
- Make everyone each one to
identify the one meeting
situations where
Be prepared - Be ready for crisis - Meet with an - A peer - In the first - Commission a 360°
for situation: being able experienced BUGM (mentor) week of my feedback to assess
emergency to cope with families, who faced such you trust transition improvement one
relatives and experience who year after
employees in case of brings
fatalities or accident - Establish a coaching experienc - Feedback
regime with a BST e
- Be ready to deal with expert or with an
my emotion and to executive coach in - Ask for an
use it positively order to develop executive
empathy and coach to
- Be ready for hard talk engagement skills as HR zone
and courageous well as courageous or LU
conversation conversations and
feedback - HRD or
- Be ready for someone
discipline measure - Use any minor injury you trust
- React on time without to practice my in your for
panic empathy and feedback
courageous feedback
Understand - Set up an action plan - Spend a day at a - Safety - by XX - Reduction of traffic

and apply in with clear transportation firm departme related incident
your BU the responsibility, from an outside view nt to within one year
levers of tracking methods and of excellence in establish
improvement KPI transport safety contact - Reduction of
for safety in management number of incidence
transportation - Regional damage of vehicle
- Contact other first- president
class BU to share - Number of events of
their safety program speeding
in transportation.
27of 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 “z”
o Do a plant audit with a member of the H&S network
o 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
Dev Development Learning Actions Resources/
area Objectives Expected Benefits and Activities Support Timeframe Indicators
Safety Develop - Have a clear view of - Ask for 2 hours - Safety team - Be able to find within
knowledge of what the Group policy interview with a 5 minutes the
safety & standards are and regional safety - Safety information and
standards be able to find the manager or VP HS portal available document
appropriate on safety
information and - Navigate the safety
support portal to locate where
key documents are
(rules, standards,
communication, best-
practices)
Engage - Be able to identify and - Go through the safety - Safety - The commitments
people when signal wrong reports of the plant regional that people took after
you visit a behaviors, situations with safety managers team your VFL visit
plant at risk, potential and learn from past Every time
causes of incidents in incidents - Safety - Safety records (FR,
manager you visit a near misses.)
a plant… plant
- Attend a VFL training
- Be able to ask
questions and talk to - Have a VFL observer
people on site about giving feedback to
safety improve your VFL
capability
- Have people changing
their behaviour after - Shadow an
my visits experienced industrial
director (member of
the Excellence club) or
a plant manager in
visiting a plant
Communicate - Make people feel that - Coaching session on - Ask for an - Feedback from your
with passion you really care about communication executive safety or
and emotion their safety and about coach to communication
on safety with them - HR Zone manager
individual and - Take time to prepare
with a large - Feedback Each time - Survey among
your speech with from your employees
group personal notes you visit a
safety plant
- Ask for feedback manager,
HR or Each time
- Develop coaching communic you have a
skills (listening, asking ation one to one
questions with manager meeting,
empathy..) (or practice
someone coaching
you trust) skills
28of 36
Develop - Have everyone - Commission a 360° - Regional - 360° - Everyone has a
safety leaders mobilized and feedback assessment Safety team completed development
among my engaged on safety on the safety by … plan on safety
team and demonstrating leadership of the team - BST survey with the
leadership and executive - Team identified
- Set up a working coaches to workshop behaviors to
- Make them day dedicated to facilitate the by… develop
understand and safety leadership meeting with
practice the behaviour and set up my team - Safety records
that lead to safety individual - an IDP for in each
development plans everyone on department
- for each, including safety on
yourself December ..
- Make everyone - 3 min at
identify the each one to
situations where one meeting
they will practice
the new behaviors
+ expected results
- On-going review,
at every “one to
one” meetings, the
progresses
29of 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 from
experience, 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
30of 36
Appendix # 4: Excom Sponsorship for H&S
A number of BU’s have recognised that their reliance on the H&S function to lead the process is not ideal and
have successfully adopted the concept of sponsorship, which has led to improved engagement and senior
management 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 Group’s Standards and Advisories and
where appropriate BU specific H&S initiatives. It is important that each BU Excom member becomes involved
and sponsorship should not be restricted to operational directors.
As an example, the following standards, advisories and initiatives could be sponsored by an Excom member:
1) Work at Height
2) Mobile Equipment
3) Contractor Safety Management
4) Energy Isolation
5) External Road Transport
The choice of the standards to be sponsored depends on the BU’s priorities and maturity, however, 5 standards
or advisories seems to be the minimum that should be sponsored.
The sponsor should:

• Take responsibility for the successful deployment of a standard, advisory or similar initiative.
• Organise a working group, which should include representation from the H&S function and operations.
• With the working group, develop tools and techniques that ensure the successful deployment of the
standard or initiative’s requirements.
The sponsor is responsible and accountable to the BUGM and their fellow Excom members and will update them
periodically.
The working group should:

• Prepare a plan of action and monitor how the BU is progressing.
• Establish a network of site/plant champions within the BU
The champions will be responsible for the effective deployment of the actions required in their areas and for
preparing reports that keep the sponsor group informed of progress.
Where a BU Excom member (e.g. Cement Industrial Director) has an overall manufacturing responsibility for H&S
in the BU, the additional appointment of sponsors should not be seen to be in conflict. The Industrial Director, or
equivalent, will continue to manage the manufacturing H&S function and co-ordinate cross BU initiatives and
activities. The role of a sponsor is designed to share responsibility for the safety related workload and should
fully support eh Industrial Director’s efforts.
The BUGM should monitor the progress and target a number of visits to confirm that the improvement actions
deployed are having the desired impact at site level.
31of 36
Appendix # 5: Agenda for H&S Meeting
- Team work session

- Incident reviews
o Review a specific incident at least once a month
Internal BU incidents can be of any level of severity (near miss to fatality)
and should be presented by the relevant operating manager
External incident reviews can be presented by the BUGM or a functional
manager
o Make sure lessons from serious incidents from within and outside the BU are well
communicated and acted on within the BU
- Standards and advisories implementation
o Tour de table from all sponsors/champions on the implementation progress of
standards and advisories
o Go into the detail of the implementation and challenge
- VFL implementation
o Review VFL tracking data
Individual performance versus objectives (ask for testimonials)
Location frequency balance
Unsafe acts versus KPI performance
Cascading implementation plan (as required)
32of 36
Appendix #6: Monthly H&S Meeting
- KPI review
o Assess the BU performance on LTIFR/TIFR and other BU KPI’s
o Identify and focus on problem areas (Specific locations, contractors, etc)
o Depending on the level of maturity of the BU, understand all incidents that have
occurred during the month (from fatalities to near misses)
- Incident reviews
o Review a specific incident at least once a month
Internal BU incidents can be of any level of severity (near miss to fatality)
and should be presented by the relevant operating manager
External incident reviews can be presented by the BUGM or a functional
manager
o Make sure lessons from serious incidents from within and outside the BU are well
communicated and acted on within the BU
- Standards and advisories implementation
o Tour de table from all sponsors/champions on the implementation progress of
standards and advisories
- VFL implementation
o Review VFL tracking data
Individual performance versus objectives (ask for testimonials)
Location frequency balance
Unsafe acts versus KPI performance
Cascading implementation plan (as required)
33of 36
Appendix # 7: Potential Questions for Engaging your N-1
1) How are you doing on your VFL commitment?

2) Tell me about your last VFL visit? (How did it go? What went well? What did not? How did you feel?
How can I help?)
3) Did you talk about H&S with one of your N-1? (With whom and what did you talk about?)
4) What is the status of a given action plan that came from a past incident?
5) What have we done regarding an incident or good practice that came from outside the BU?
6) Tell me about standard/advisory XYZ implementation (any issues?)
7) How is Mr/Ms ABC doing on H&S? (Why do you say he or she is good or not so good?)
8) What can I do to make YOU a better H&S leader?
9) What can I do to become a better H&S leader?
10) What can this BU do better to improve on H&S on a particular topic?
11) How are we ensuring every one is engaged in H&S?
34of 36
Appendix # 8: Progressive Discipline Process
Purpose:
States and defines the Company’s philosophy regarding Progressive Discipline and provides guidelines for
administering discipline appropriately.
Coverage:
These Guidelines apply to all employees, including full-time salaried and hourly, part-time, seasonal, contract and
temporary.
Guidelines:
• The Progressive Discipline Table provides management with a guideline for determining where to begin
in the Progressive Discipline process. Varying degrees of discipline may be applied depending on the
nature, severity and/or previous incidences of behavior.
• The Table should not be viewed as an all-encompassing list or a fixed set of rules. It is only to be
used as a guideline and does not cover all types of unacceptable behavior that may require discipline.
Other acts of misconduct or inappropriate behavior may be subject to discipline using the action levels
provided on the table.
• Each incident that may lead to discipline has its own unique circumstances as does each employee.
Therefore management must take all elements into consideration when deciding the appropriate step
and the appropriate disciplinary sanction.
• Some Plant/Sites may have terms in their collective agreements that are different than these guidelines.
In these circumstances the Manager should consult with their Human Resources representative for
assistance on the proper approach to follow.
• Any discipline given remains on the employee’s employment file for a minimum period of twenty-four
(24) months unless dictated otherwise by a collective agreement. If an employee has ongoing
disciplinary issues an incident may stay on the record for many years. Again each case must be
evaluated on its own merits.
• Each Step of Progressive Discipline should clearly convey the level of discipline being applied, and
should also include a coaching conversation to help correct the behavior.
• All violations are subject to termination at the first offense depending on several variables (i.e.: situation,
severity of the offence, employee record & length of service and current documentation on file). Contact
Human Resources with any questions or concerns and for all terminations.
Progressive Discipline Documentation
Action Documentation
Step 1 - Verbal Reprimand Step 1 Letter on file
Step 2 - Written Reprimand Step 2 Letter on file
Step 3 - Suspension & Final Written Step 3 Letter on file
Step 4 - Termination - immediately contact Human Resources
*Investigation - to determine level of discipline to be administered
Investigation Process:
• Collisions and Traffic Offences – local internal investigation may be appropriate to determine level of
discipline to be administered.
• Discrimination or Harassment Claims – consult Human Resources.
• Ensure all parties are questioned on the incident including the accused and all witnesses.
• Document all conversations, timelines and facts, including any action taken.
35of 36
Progressive Discipline Table- A Guideline
Potential Progressive
Violations Discipline Action
Accidents Collisions
• All Company Vehicles *Investigation
• Mobile Equipment - on road/off road *Investigation
• Rental Vehicles (paid for by the Company) *Investigation
• Personal Vehicle on Company Time *Investigation
Environmental Incident (At fault) Begin Step 2
Environmental Incident (Failing to Report) Begin Step 2
Medical Aid Incident (Negligence) *Investigation
Medical Aid Accident (Failure to Report) Begin Step 3
Property damage (at fault) Begin Step 2
Property damage (Failure to Report) Begin Step 3
Public Injury (at fault) *Investigation
Moving Bill of Lading and Conditions of Carriage Regulations (Not adhering to) Begin Step 1
Violations Driving Under the Influence of alcohol or drugs on Company time and/or in
Termination*
a Company Vehicle
Driving & using electronic device (phone/blackberry/laptop) w/o hand's free Begin Step 1
Operating Company Vehicle or Mobile Equipment (which requires Termination*
certification or license) without valid license to do so
Traffic Offences while in company vehicle
*Investigation
• Speeding (on road and on site)
• Highway/rules of the road *Investigation
Safety Confined Space Entry Procedures (Failure to comply with) Begin Step 3
Violations Contravention of Safety Policies and Procedures (Company and Site Specific) *Investigation
Fall Protection procedures (Failure to follow) Begin Step 3
LOTOTO procedures (Failure to follow) Termination*
Near Misses (Failure to Report) Begin Step 1
Pre-trip inspections (Failure to Perform) Begin Step 1
Required Personal Protective Equipment - PPE (failure to wear) Begin Step 2
Roll-overs (Driver Error) Termination*
Seat Belt in Company vehicle (failure to wear) Termination*
Tampering with fire or safety equipment Begin Step 3
Employment Absent without authorization Begin Step 1
Violations Assault (Physical i.e. fighting) Termination*
Customer/Public Relations Policy (Violation of) Begin Step 2
Discrimination *Investigation
Dishonesty (ex. Falsifying Records, Lying) Begin Step 2
Harassment *Investigation
Insubordination *Investigation
Possession or under influence of illegal drugs and/or alcohol on the job Termination*
Possession of firearms or other restricted weapons on the job site Termination*
Show up to work at scheduled time (failure) Begin Step 1
Theft - (ex. Time / Tools / Equipment) Termination*
Unsatisfactory job performance Begin Step 1
Uttering Threats/Verbal Assault *Investigation
Vandalism Termination*
Violation of any other Company Policies *Investigation
* NOTE: * “Termination” means that this issue is so serious it may in fact warrant immediate removal from the workplace pending a full
investigation and the application of the principles of due process and
36of 36

Guidelines For Management Final

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July 2010

H&S Guidelines for Management

When you take up your role

Talking about H&S

The H&S management of your Region

People Development and Organization:

Interaction with the BUGMs

Recognition and celebration

Fatality in the Region

LTIs or serious near misses

Debriefing of Fatality, LTI or serious near miss

• Talk from the heart

The management of your BU

• Keep your Excom aligned on H&S.

Some of the “essentials”

Recognition and celebration

Significant Events/Serious Near Misses

Management of Standards and Advisories

When you take up your role

The management of your Plants

Some of the “essentials”

Recognition and celebration

Fatality in the BU /Region

LTIs or serious near misses

The teams must be trained on RCAs.

Management of Standards and Advisories

CSM - Role of the Industrial Directors / VP Manufacturing

2. WHEN YOU TAKE UP THE PLANT MANAGER ROLE

H&S is the FIRST CRITERIA for people development

EFFICIENT H&S management cycle requires FULL ENGAGEMENT

Plant assessment and setting the objectives

Gap analysis and action plan setting

Monitoring, Control & Follow-up: plant visits

Communication and motivation

4. Make your H&S LEADERSHIP VISIBLE and FELT

You are the real HS plant champion.

5. SAFETY EVENTS treatment

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

• Example of A&C Eastern Canada:

IDPs do not have to be complicated to be effective.

Develop - Have everyone - Commission a 360° - Regional - 360° - Everyone has a

Understand - Set up an action plan - Spend a day at a - Safety - by XX - Reduction of traffic

IDPs do not have to be complicated to be effective.

When interviewing an internal candidate:

When interviewing an external candidate:

The sponsor should:

The working group should:

- Team work session

1) How are you doing on your VFL commitment?

Progressive Discipline Documentation

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