PEOPLE
Attracting talent
Our people are fundamental to achieving our goal of being the number one aggregates and concrete total solutions provider. We treasure their professionalism and dedication at work, therefore we aim to provide a safe and nurturing working environment where they can have the requisite resources, opportunities and guidance to fulfil their passions. All our efforts enable us to make a difference in people related performance.
2017 - 2018
PERFORMANCE HIGHLIGHTS
PERFORMANCE HIGHLIGHTS
Fatality rate:
%
(2004-2018)
Lost–Time-Injury for
Direct Employee:
Direct Employee:
2015
2016
2017
0
2018
No. Of Road Traffic Incident
(Concrete Mixer Truck):
(Concrete Mixer Truck):
REDUCED
%
(from 2016)
Safety Statistic Benchmarking (Hong Kong)
(Per 1,000 worker)
Lost Time Injury Rate (Alliance)
Lost Time Injury Rate (All Industries Hong Kong)
Lost Time Injury Rate (Construction Hong Kong)
Lost Time Injury Rate (Manufacturing Hong Kong)
Safety Statistic Benchmarking (Other Countries)
(Per 1,000 worker)
Lost Time Injury Rate (Alliance)
Lost Time Injury Rate (All Industries UK)
Lost Time Injury Rate (All Industries Australia)
Lost Time Injury Rate (All Industries US)
PEOPLE
STRATEGIES
Safety Goes First
Our people management strategies have strong emphasis on Occupational Safety & Health (OSH) and People Development, which will continue to drive our responsible growth. By fully integrating OSH with different business process and decisions, ensuring employee are competent for their role, preventing risks at their sources through the promotion of Safety by Design and strict sub-contractor control, we were able to foster a safety culture and strive for zero harm. For example in the reporting period, we placed much effort in Safety Leadership Training after we concluded from regular performance reviews that to push beyond our plateaued health and safety performance, we needed the active participation from workplace leaders, leading their teams with visible-felt leadership and effective communication with workers the health and safety messages. To prevent risks at their sources safety facilities and designs such as the unobstructed safety access, tailored maintenance platform, lifting appliances installed at most suitable locations, and fenced off lifting platform...etc. were incorporated in our newly built Tsing Tim Street Concrete Batching Plant. For old plants we re-structured the 5S system and launched the Clean Site is Safe Site Program in order to ensure the housekeeping standard while risks and hazards could be identified and removed more efficiently.
Our people management strategies have strong emphasis on Occupational Safety & Health (OSH) and People Development, which will continue to drive our responsible growth. By fully integrating OSH with different business process and decisions, ensuring employee are competent for their role, preventing risks at their sources through the promotion of Safety by Design and strict sub-contractor control, we were able to foster a safety culture and strive for zero harm. For example in the reporting period, we placed much effort in Safety Leadership Training after we concluded from regular performance reviews that to push beyond our plateaued health and safety performance, we needed the active participation from workplace leaders, leading their teams with visible-felt leadership and effective communication with workers the health and safety messages. To prevent risks at their sources safety facilities and designs such as the unobstructed safety access, tailored maintenance platform, lifting appliances installed at most suitable locations, and fenced off lifting platform...etc. were incorporated in our newly built Tsing Tim Street Concrete Batching Plant. For old plants we re-structured the 5S system and launched the Clean Site is Safe Site Program in order to ensure the housekeeping standard while risks and hazards could be identified and removed more efficiently.
Opportunities for Growth
Besides the safety approaches, we believe in employee engagement and equal development opportunities for all our employees. To help our employee to grow with the company and pursue their career goals, we have designed abundant training & coaching sessions, especially for those new comers and those whom were assigned with new roles and recognition programs for high performers. Our relationship with our people was strengthened by expanding the engagement methods. On top of the traditional channels e.g. staff forum, meetings and surveys, some new initiatives were launched in 2018, such as the “Happy Hour with the CEO”, which enabled close communications with the management. As part of our growth and retention strategies, we have also put some effort in improving staff wellbeing and promoting work-life balance through different kinds of recreation and health protection activities such as the company outing and other sports activities and offered our employees and contract drivers free medical check and seasonal vaccination.
Besides the safety approaches, we believe in employee engagement and equal development opportunities for all our employees. To help our employee to grow with the company and pursue their career goals, we have designed abundant training & coaching sessions, especially for those new comers and those whom were assigned with new roles and recognition programs for high performers. Our relationship with our people was strengthened by expanding the engagement methods. On top of the traditional channels e.g. staff forum, meetings and surveys, some new initiatives were launched in 2018, such as the “Happy Hour with the CEO”, which enabled close communications with the management. As part of our growth and retention strategies, we have also put some effort in improving staff wellbeing and promoting work-life balance through different kinds of recreation and health protection activities such as the company outing and other sports activities and offered our employees and contract drivers free medical check and seasonal vaccination.
Alliance Sustainability Ambitions 2030
By developing “Alliance Sustainability Ambitions 2030”, we have confirmed our strategic focus areas on our people: Health & Safety, Human Resources Development, Young Talent Recruitment, and Employee Consultation & Engagement. We aim to set new targets and implement new action plans for each of the above areas, so as to attract and retain industry elites, enable them to realize their career dreams and most importantly, empower our long term development.
By developing “Alliance Sustainability Ambitions 2030”, we have confirmed our strategic focus areas on our people: Health & Safety, Human Resources Development, Young Talent Recruitment, and Employee Consultation & Engagement. We aim to set new targets and implement new action plans for each of the above areas, so as to attract and retain industry elites, enable them to realize their career dreams and most importantly, empower our long term development.
PRIME
OBJECTIVE - OSH
At Alliance, Occupational Safety and Health (OSH) is not just a duty or moral responsibility of the company, we treat employees as our greatest assets, therefore ensuring their safety and health is our top priority. We don’t believe in any fast track to safety, and we need all employees to cooperate fully to prevent risks at work.
In 2017 to 2018, we made much effort in upgrading basic safety protection measures, i.e. our workplace standards, which included upgrading Personal Protective Equipment (PPE) requirement and standards in all our sites, publishing Alliance Cardinal Rules on posters to ensure awareness of different risks, hazards and relevant safety requirements in the workplace, adding safety platform for elevated works to prevent incidents of falling from height, introducing new lifting system to replace manual lifting works in our testing lab, so that musculoskeletal disorder risks that may affect our workers can be eliminated.
To further strengthen the “Safety Leadership Training” which was first launched in 2015, we launched a new series of trainings in 2017 to 2018. The program aimed to ensure the workplace leaders acquired necessary skills in motivating employees to speak out about their safety concerns, understand the reasons behind the safety rules and practices and eventually modify their safety behavior. A total of 55 workplace leaders received this training.
In addition to the above initiatives, we made many other innovative moves to achieve the safety goals, below are some case studies for the period under review.
In 2017 to 2018, we made much effort in upgrading basic safety protection measures, i.e. our workplace standards, which included upgrading Personal Protective Equipment (PPE) requirement and standards in all our sites, publishing Alliance Cardinal Rules on posters to ensure awareness of different risks, hazards and relevant safety requirements in the workplace, adding safety platform for elevated works to prevent incidents of falling from height, introducing new lifting system to replace manual lifting works in our testing lab, so that musculoskeletal disorder risks that may affect our workers can be eliminated.
To further strengthen the “Safety Leadership Training” which was first launched in 2015, we launched a new series of trainings in 2017 to 2018. The program aimed to ensure the workplace leaders acquired necessary skills in motivating employees to speak out about their safety concerns, understand the reasons behind the safety rules and practices and eventually modify their safety behavior. A total of 55 workplace leaders received this training.
In addition to the above initiatives, we made many other innovative moves to achieve the safety goals, below are some case studies for the period under review.
Safety Conversation
When?
Start from April 2018
Why?
It is a tool for workplace leaders to reinforce the safety rules and practices in a positive manner and as an effective means to collect employees’ feedback on health and safety at work.
What?
As one of the requirements of the Safety Leadership Training, the program encouraged the workplace leaders to carry out safety conversations, they had to conduct at least 5 safety conversations in a month. This was also a performance index to be included in their personal yearly review.
How?
Prior to the dialogue with employees, the workplace leader had to observe the work behavior of the employees and record their safe and unsafe behavior. During the safety conversation, the workplace leader would recognise the good behaviour and discuss with the employees on the reasons and difficulties behind the unsafe behavior.
Clean Site is Safe Site
When?
Start from May 2018
Why?
As the most common cause of incidents at our workplaces are slip and trip hazards, we specially designed the program to maintain a clean and tidy workplace.
What?
Having implemented the 5S system for years, the Clean Site is Safe Site program provides new opportunity for employees to review the workplace housekeeping standards and to re-organize their workplaces.
How?
It involved a 5-months cycle of regular cleaning activities. The main tasks included removal of unnecessary items from the workplace, re-organize the storage practices, define zoning plans and re-assign responsible person for each zone’s housekeeping. There were also 3 cycles of internal audits to identify areas for improvement and to maintain the program’s momentum.
Traffic Safety Program
When?
On going
Why?
A program to protect our drivers and the public while further improving our overall road traffic safety performance.
What?
Focus on all our drivers, the program covered a series of safety enhancement elements.
How?
Safety trainings, regular assessment of driving skills, habit and attitude, safety newsletter & alerts, drivers’ fatigue management, wheel nut indicators and re-torque arrangement, traffic incident investigation and remedial actions were provided. The program achieved encouraging results:
- Continued downward trend of road traffic incidents frequency rates
- Road traffic incidents involving concrete mixer trucks decreased by 42% as compared to last reporting period
- Road traffic incidents involving cement tankers dropped to zero
ENGAGEMENT
HIGHLIGHT
As mentioned in “Alliance Sustainability Ambitions 2030”, younger talent is one of our development focus areas. We consider younger employees the most important stakeholder for our continuous success. To listen more to this group, we held a “Happy Hour with the CEO” event in 2018. While enjoying a special night of sharing, drinks and snacks at a relaxing hotel bar, our younger employees had the chance to get to know each other better, connect with the CEO to share their fresh ideas and experience in the company.OUR AWARDS IN 2018
Proactive
Safety Contractor
AWARD
Social Capital Builder
AWARD 2018
Safety Performance Award
Alliance Construction Materials Ltd
Anderson Concrete Ltd
Pioneer Quarries Ltd
Concrete Services Ltd
Anderson Concrete Ltd
Pioneer Quarries Ltd
Concrete Services Ltd
Family-Friendly Employers
2017/18
Safe Person-in-charge
AWARD
Good MPF Employer
AWARD 2017/2018
OSH Excellence
AWARD
Good Employer Charter
OSH Annual Report
BRONZE AWARD
The 9th Hong Kong Corporate Citizenship Program
Corporate Citizenship Logo
WAY FORWARD
All our people strategies and programs are designed to encourage our people and the company to go further. We take a long-term perspective when formulating improvement strategies. For OSH, we will strive to be innovative in upgrading workplace standards, enhance employee’s OSH competence through training and recognition, as well as eliminating hazardous work via automation and new technologies.
Our people development strategy will focus on the areas listed on “Alliance Sustainability Ambitions 2030”. Our mentorship program and leadership training will continue to help our younger trainee to grow and plan their career development. To attract the best talent, we will review and provide competitive remuneration packages, offer timely development opportunities and improve staff welfare. Whilst we will acquire younger talent through career programs, close cooperation with higher education institutions and other industrial associations. To increase employee engagement, we will further improve the communications and transparency across all levels of management and develop more engagement channels.
With all our targeted people strategies in place, we are determined to build a harmonious, energetic and dedicated team to achieve our sustainability goals.
Our people development strategy will focus on the areas listed on “Alliance Sustainability Ambitions 2030”. Our mentorship program and leadership training will continue to help our younger trainee to grow and plan their career development. To attract the best talent, we will review and provide competitive remuneration packages, offer timely development opportunities and improve staff welfare. Whilst we will acquire younger talent through career programs, close cooperation with higher education institutions and other industrial associations. To increase employee engagement, we will further improve the communications and transparency across all levels of management and develop more engagement channels.
With all our targeted people strategies in place, we are determined to build a harmonious, energetic and dedicated team to achieve our sustainability goals.