MYTILINEOS HOLDINGS | 2014 Sustainability Report - page 54-55

MYTILINEOS Holdings Sustainability Report
2014
MYTILINEOS Holdings Sustainability Report
2014
50
51
Senior Management Executives of the Group companies recruited
from the local communities (%)
2011
2012
2013 2014
ALUMINIUM OF GREECE S.A.
1
11.1% 7.7% 7.7%
11.1%
DELPHI-DISTOMON S.A.
2
44.4% 33.0% 33.0%
33.3%
METKA S.A.
3
80.0%
80.0% 80.0%
80.0
%
PROTERGIA S.A.
4
67.0% 70.0% 82.0%
81.8%
1.
The term "Senior Management" refers to the company's Plant Steering Committee
and to its Board of Directors.
2.
The term "Senior Management" refers to the
company's Executives and to its Board of Directors.
3.
The term "Senior Management"
refers to all the persons holding the position of Supervisor or a higher position.
4.
The
term "Senior Management" refers to the Managers of the company's Headquarter
Divisions, the Managers of its Energy Centres and the General Management.
Recruitment of new personnel
increased by 14.5%
2011
2012 2013 2014
364
374
323
370
323
312
286
308
41
62
37
62
177
199
163
160
177
160
143
198
10
15
17
12
289
294
234
215
-
-
9
30
20
44
4
25
15
1
1
2
14
9
8
43
-
-
29
23
-
-
21
31
-
4
12
-
26
20
2
1
-
2
3
-
Total
Breakdown by gender
Men
Women
Breakdown by age group
<30 y.o.
30–50 y.o.
>50 y.o.
Breakdown by geographical region
Sterea
Thessaly
Peloponnese
Macedonia
Other regions
Jordan
Algeria
Syria
Turkey
Iraq
Personnel recruitment
Personnel recruitment by activity sector (%)
47.8%
EPC Projects
sector
4.6%
Corporate
Centre
40.5%
Metallurgy
& Mining Sector
Energy
Sector
7.1%
2011
2012 2013 2014
265
321
276
237
226
271
241
209
39
50
35
28
67
70
103
91
91
130
118
108
107
121
55
38
167
247
190
188
13
7
8
9
2
29
6
4
21
16
1
4
49
-
10
11
-
-
1
12
-
-
1
5
-
3
9
-
9
9
43
4
-
-
7
-
Total
Breakdown by gender
Men
Women
Breakdown by age group
<30 y.o.
30–50 y.o.
>50 y.o.
Breakdown by geographical region
Sterea
Thessaly
Peloponnese
Macedonia
Other regions
Jordan
Algeria
Syria
Turkey
Iraq
Personnel departures
Personnel departures
decreased by 14%
Total personnel turnover rate:
Group and activity sectors*
16.6%
EPC Projects
sector
1.4%
Corporate
Centre
14.3%
Metallurgy
& Mining Sector
Energy
Sector
9%
Group Turnover Rate
13.7%
*These indicators are calculated based on the total number
of personnel (i.e. the number of supervised employees i
s not included).
7.2 Work Conditions
In all regions where MYTILINEOS Group operates, the compensations
and benefit plans offered to its employees are, as a minimum, in
full compliance with the labour legislation and with the collective
bargaining agreements, where applicable. Any compensations over
and above the statutory ones are based on the employees’ individual
performance, which is reviewed and assessed annually. The Group's
objective in adopting this approach is to ensure meritocracy in earning
levels, guarantee competitive earnings in relation to the Greek market
and lay the foundations for long-term cooperation with its people.
Depending on the particular activity sector of each Group subsidiary,
short - and long-term benefit plans for full-time employees are applied.
These benefits vary between subsidiaries and indicatively include the
following: Health and medical care, life insurance, coverage against
disability/incapacitation, retirement provisions, maternity/paternity
leave, medical care plan for employees working in high-risk regions,
additional leave for parents of large families (with more than 3 children),
provision of gift vouchers for Christmas and Easter (with additional
amounts for the parents of large families), personnel transport etc.
These benefits are free from all discrimination and are governed by
the principles of equal treatment and transparency, laying down clearly
defined policies for each category of personnel.
7.3 Management – Employee
relations
As a major corporate citizen, MYTILINEOS Group aims, among others,
to truly realise its social role. The Group seeks to ensure the prosperity
of its employees, as it considers them to be the most important factor of
its growth. Therefore, employees are considered to be "integrated" into
the Group beyond the mere employment-remuneration relationship that
formally connects themwith it, in the sense of the constant improvement
of their capabilities and of the outcome of their work.
This interdependence and the creative coexistence of the economic and
social character of the Group serve as the guide for the formulation
of the general principles governing the Group’s relationship with its
people. These general principles, characterised by features such as
clarity, dynamism, innovation and flexibility, are communicated to all
Group personnel and adherence to them is one of the key objectives of
the Group’s social policy.
The Group’s Management has set the safety and protection of the
interests and rights of its employees as a priority in the framework
of sound corporate management, given that one of the keys success
factors is their full dedication to their duties and their commitment to the
achievement of the corporate objectives. Therefore, employees are able
to communicate with authorised members of the Management about
all matters of concern to them, and are provided with timely answers
and solutions.
A key aspect characteristic of the Group’s consistency towards its
personnel is the setting of specific notice periods for informing
employees prior to the implementation of major changes in company
operations which might affect them significantly. The length of the
notice period varies, depending on the importance of the change as well
as on the specific activity sector. The following examples are indicative:
• In the Metallurgy & Mining Sector, the Plant Steering Committee
of ALUMINIUM OF GREECE holds weekly meetings to discuss
matters concerning Safety, the Environment, Production and
Finance, as well as organisational - operational changes (if any),
with the participation of all company Managers. The results of
these meetings are immediately communicated to all other
employees by the company's Executives. As regards mining
activities, an advance notice of at least six to eight months is given
for particularly important changes, a two-month notice is given for
isolated but important changes and a one-month notice is given
for routine changes.
• In the EPC Projects Sector, a reasonable notice period applies,
depending on the circumstances and in consultation with the
employees' elected representatives, to ensure notification of
employees in the best possible way. The Management of METKA S.A.
meets regularly with the Board of Directors of the Employees' Union
to inform them of any issues that may concern them. In extraordinary
cases, the meeting and the provision of information by the Company
to the Board of the Employees' Union precedes the implementation of
anypositiveornegativechangethataffectsemployees,withprovisions
made for the time necessary to disseminate the information and hold
consultations.
(G4-LA1)
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(G4-LA2)
(G4-LA4)
(G4-LA4)
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