ΜΕΤΚΑ | SUSTAINABILITY REPORT 2015 - page 48-49

46
47
MYTILINEOS HOLDINGS SUSTAINABILITY REPORT
2015
The evaluation of employee performance refers to the system
used to measure the performance of personnel through a pro-
cess aimed at developing their knowledge, skills and abilities. The
performance evaluation process was continued during 2015, cov-
ering all categories of personnel, in order to ensure that all per-
sonnel development programs correspond to the priorities and
needs of employees and to the Group’s future organisation needs,
both in the short and in the long term.
As regards the practices relating to the provision of transition pro-
grams designed to support employees about to retire, the Group
for the time being does not provide placement services or support,
training and advice programs. However, it maintains in effect and
applies specific pension plans. Furthermore, in order to ensure
the smooth succession of retiring employees, succession plans
are developed to identify suitable successors to the positions va-
cated and to help these persons adjust smoothly to their new jobs.
In addition, the “Talent Management System” helps identify em-
ployees with exceptional capabilities who become candidates for
senior management positions. Finally, in the case of dismissals
compensation is payable in accordance with the provisions of Law
2112/20 and Law 3198/55, while in some cases the compensation
actually paid is higher than the statutory one.
G4-LA10
9.6 Human Rights
The Group acknowledges its share of the responsibility to protect
and respect Human Rights in the workplace and beyond, in the
areas of its activities. To this end, the Group is committed to mak-
ing continuous and concerted efforts to establish procedures and
methods aimed at ensuring its commitment to the principles of
the United Nations Global Compact. For 2016, the Group aims to
examine any risks of potential human rights violations in its busi-
ness units and identify opportunities for further improvement.
Child & Forced Labour
G4-HR5 G4-HR6
In line with its commitment to internationally recognised principles
on the protection of Human Rights, MYTILINEOS Group applies the
Principles of the UN Global Compact, which aim to eradicate all fac-
tors that promote child labour, the employment of young people
in hazardous work and all forms of forced or compulsory labour.
To this end, in 2015 the Group applied for another year its stand-
ing practices, such as the full compliance with the relevant laws,
the application of the relevant provisions of the Group’s Profes-
sional Ethics Code and the mobilisation of the Human Resources
Departments of all its subsidiaries with regard to monitoring such
incidents. As a result, in 2015 no incidents of child or forced labour
were reported in all three of the Group’s activity sectors.
The Group also encourages the process of development of the
“Supplier Code of Conduct”’ in its subsidiaries taking into account
the particularities of their relationship with their supply chain. This
process has been already completed in METKA which in 2016 will
proceed to communicate the Code to its all new and key suppliers
requesting their compliance with it.
Through this initiative, the Group applies in practice its standing
policy towards its supply chain, concerning to the control and the
review of its cooperation with any supplier or contractor that oper-
ates, under certain conditions, under illegal practices that encour-
age or conceal facts relating to the employment of people over the
legal age for work, the physical harassment or the use of forced
labour.
Equal Opportunities & Diversity
The Group follows the internationally accepted practices in all the
regions and countries where it operates, ensuring that decisions
on matters such as recruitment, compensations, leaves, promo-
tions, vocational training, retirement and the termination of em-
ployment contracts, are based exclusively on impartial criteria
and are not connected to any form of discrimination.
As most of the Group’s activities are in the heavy industry sector,
the participation of women and young people in the workforce is
constantly being sought, always in accordance with the require-
ments and capacity of its subsidiaries in each activity sector.
*The evaluation percentages do not include newly-hired employees, as they are not evaluated during their
first year of employment.
Percentage of employees who received a
performance review by Group’s activity sector
2014
2015
Employee evaluation by gender*
2013
2014
2015
Percentage of employees who received a performance review
(Total)
85.0% 80.0%
76.2%
Percentage of employees who received a performance review
(Men)
74.5% 80.7%
76.3%
Percentage of employees who received a performance review
(Women)
76.2% 79.9%
75.6%
Employee evaluation by employment position
2013 2014 2015
Percentage of employees who received a performance review
(Executives)
- 89.6%
81.6%
Percentage of employees who received a performance review
(Administrative employees)
- 67.8%
76.3%
Percentage of employees who received a performance review
(Technical & Labour personnel)
- 72.1%
70.7%
Percentage of employees who received a performance review
(Engineers)
- 65.5%
82.3%
G4-LA11
20%
0%
40%
60%
80%
100%
89%
84%
100%
100%
64%
79%
Metallurgy
& Mining
Sector
EPC
Projects
Sector
Energy
Sector
1
4
7
8
9
17
15
20
23
24
25
26
27
29
30
28
21
10
11
22
12
13
5
2
3
18
16
6
14
19
• Overall, the technical training involved 20 programs totalling 620 hours and covered
the needs of 69 employees from all personnel categories.
• With regard to the Health & Safety, 29 training programs were carried out, totalling
595 training hours and attended by 85 employees from all categories of Protergia’s
personnel.
• Additionally, 6 programs with a total of 78 training hours were carried out to
strengthen the skills of 53 employees of all categories (Executives, Administrative
employees and Technical & Labour personnel), in connection with internal proce-
dures and ISO quality systems.
• Training in Personnel Administration and Leadership consisted of 13 external train-
ing programs with a total duration of 760 training hours, attended by 26 executives
and administrative employees of the company.
• Finally, 13 executives and administrative employees received training in financial,
accounting and legal issues by attending 6 external programs totalling 96 training
hours.
Main categories of in-house or external training programs/seminars
G4-LA10
• Leveraging talent & impactful
performance
• Corporate Social Responsibility
• Foreign Languages
• During 2015, MYTILINEOS S.A. carried out a 32 hour in-house training seminar,
placing particular emphasis on strengthening the skills and increasing the effec-
tiveness of employees. A total of 7 company executives participated in this seminar.
• In addition, one CSR executive participated in an external training seminar entitled
“LSROI - SOCIAL VALUE & IMPACT MEASUREMENT”, with a duration of 5.5 hours.
• The ALUMINIUM OF GREECE, focuses on the continuous education and training of
its employees. More specifically, personnel training activities are grouped into Gen-
eral Training, under the responsibility of the Training Department, and On-the-Job
(or In-House) Training, the individual Lines / Departments of the company.
• The company has in place a special “TRAINING REGULATION” covering the entire
range of training procedures, as well as the planning of training seminars at the
In-House or Inter-company level. It also covers the procedure for implementation
of subsidised programs and training in specialised subjects.
• In 2015, the training program of ALUMINIUM OF GREECE (which total of 46,361
training hours), attended by 88% of its workforce, focused on three key areas: (a)
training on occupational issues within the company’s departments, (b) Health &
Safety training and (c) technical training.
METALLURGY & MINING SECTOR
• In-house training in the occupa-
tion of one department
• Safety - Fire Safety
• Technical training
• Management, Personal Skills,
Human Resources, Continuous
Improvement
• IT & Foreign Languages
EPC PROJECTS SECTOR
• Development of Soft Skills
• Health & Safety
• Information Technology
• Quality Assurance &
Control
• Skills development has evolved as one of the priorities of METKA’s corporate train-
ing policy, aiming at strengthening the Management and the project management
skills of the company’s executives and scientific personnel. Participations in these
training activities numbered a total of 105 employees.
• Training in Health, Safety and the Environment is a standing strategic training choice
of the company, in which all personnel categories participate. In 2015, a total of 432
employees received training in Health & Safety issues.
• Aiming at METKA’s employees adjustment to the modern technology requirements
and to the high quality standards applied to the execution of projects, during 2015 a
total of 6 people were trained in IT and 41 people were trained in specialised Quality
Management and Control issues.
ENERGY SECTOR
• Technical Seminars & Technical
Training
• Health & Safety
• Internal procedures and ISO
Quality Systems
• Personnel Administration and
Leadership
• Finance - Accounting
Management & Legal Services
1...,28-29,30-31,32-33,34-35,36-37,38-39,40-41,42-43,44-45,46-47 50-51,52-53,54-55,56-57,58-59,60-61,62-63,64-65,66-67,68-69,...76
Powered by FlippingBook