As a strategic element of its business operations, CEMEX aims to create a complete employee experience. The human resource management model is designed to provide support to the employees with varying needs, and to ensure at the same time that they have additional opportunities for professional advancement and career development. The guidelines that were produced in the process of certification were used as the starting point in the process of development of the comprehensive approach to employee wellbeing. In the context of this approach, a series of action plans were implemented for each of the four pillars of the Cemex’s wellbeing model, covering mental, physical, and financial health, and employee experience. This approach is enshrined in the formally adopted policy of employee wellbeing. To ensure the sustainability of the measures, the Committee for Employee Wellbeing was established. Through participative workshops, the employees themselves were involved actively in the development of measures that aimed to help them improve their work-life balance.

In addition to the communication campaigns and training programs for the preservation of the physical, mental, and financial health, additional financial and non-financial benefits were introduced, such as subsidized sports activities, and financial assistance for covering the costs of specialist and diagnostic health services. The employees have been particularly appreciative of the DoctApp, the application that allows them to get a physician on video call if they needed urgent medical advice. The impact of these measures was very tangible, as the rates of employee welfare increased by 12% in one year. The same rate of growth was present with the indicators of the culture of support and flexibility. At the level of the company, the sick leave rate was reduced by 2.2 days on average.

Although the industry is dominated by men, and only 18 percent of women work there, the Cemex’s management board consists of 40% of women. This proportion of women significantly exceeds the average percentage of women in management positions in the EU, and represents the EU policy target, introduced through the new Women on Boards Directive. Gender equality was improved at the level of salaries as well, where the initial 3% pay gap is now reduced to a negligible 1%, and the gap in other monetary awards was reduced from the initial 16% to zero. A mentoring program to support women’s careers was put in place and was underpinned by training programs on gender equality. As a consequence, the increasing number of fathers use parental leave.