42
43
MYTILINEOS HOLDINGS - SUSTAINABILITY REPORT
2016
Newly-hired personnel
by activity sector
Metallurgy &
Mining Sector
EPC Projects
Sector
Energy Sector
Corporate Center
50.1%
10.3%
37.9%
1.6%
Personnel recruitment
2012 2013
2014
2015
2016
Total
374
323
370
377
365
Breakdown by gender
Men
312
286
308
327
297
Women
62
37
62
50
68
Breakdown by age group
<30 y.o
199
163
160
136
157
30 - 50 y.o
160
143
198
209
196
>50 y.o
15
17
12
32
12
Breakdown by geographical region
Sterea
294
234
215
187
250
Thessaly
-
9
30
28
3
Peloponnese
44
4
25
71
47
Macedonia
1
1
2
9
20
Other regions
13
20
43
55
21
Jordan
-
29
23
1
1
Algeria
-
21
31
21
14
Ghana
5
9
Turkey
20
2
1
-
-
Iraq
2
3
-
-
-
Personnel departures
2012 2013
2014
2015
2016
Total
321
276
237
311
265
Breakdown by gender
Men
271
241
209
265
229
Women
50
35
28
46
36
Breakdown by age group
<30 y.o
70
103
91
109
105
30 - 50 y.o
130
118
108
164
131
>50 y.o
121
55
38
38
29
Breakdown by geographical region
Sterea
247
190
188
153
164
Thessaly
7
8
9
54
6
Peloponnese
29
6
4
22
32
Macedonia
16
1
4
7
9
Other regions
3
19
11
7
18
Jordan
-
1
12
32
9
Algeria
-
1
5
27
24
Ghana
-
-
-
2
1
Turkey
9
43
4
6
-
Iraq
-
7
-
1
2
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Total personnel turnover rate
Group and activity sectors
10%
5%
15%
0%
20%
25%
2015
14.0%
17.5%
2014
13.7%
2013
17.2%
2012
20.2%
2016
With regard to employee turnover, MYTILINEOS Group aims to
ensure the long-term sustainability of as many jobs as possible
within the Group, demonstrating its dedication to social corporate
responsibility. In this respect, 2016 saw the creation of
100 new
jobs
, raising to 400 the total number of new jobs created by the
Group in the last 5 years, during which the economic crisis has
been at its deepest.
Out of all departures for 2016, 42% was in the EPC Projects
Sector. Due to the nature of this particular activity, which involves
construction projects with specific implementation time frames,
a substantial number of employees work under fixed-term
contracts, undertaking to perform a specific part of the work,
with their contracts expiring upon delivery of the project.
8.2.2 Work Conditions
InallregionswhereMYTILINEOSGroupoperates,thecompensation
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 objective in adopting this approach is to ensure meritocracy
in earning levels, guarantee competitive earnings as a function
of the conditions in the business environment that affect the
competitiveness of the Group’s companies, and lay the foundations
for the Group’s long-term cooperation with its people.
Additionally, MYTILINEOS Group has in place a number of
short- and long-term benefit plans for full-time employees.
These benefits vary between activity sectors 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), the 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.
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8.2.3 Management – Employee relations
As a major corporate citizen, MYTILINEOS Group aims, among
other things, to truly realise its social role. The Group seeks to
ensure the prosperity of its employees. Therefore, employees
are considered to be “integrated” into the Group, beyond the mere
employment-compensation relationship that formally connects
them with 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 serves 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 key 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 its policy to inform employees in a timely manner
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 and 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.
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• In the EPC Projects Sector, a reasonable notice period applies,
depending on the circumstances and in consultation with the
employees’ elected representatives, to ensure that employees
are notified in the best possible way. The Management of meets
regularly with the Board 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
Bard of the Employees’ Union precedes the implementation of any
positive or negative change that affects employees, with provisions
made for the timenecessary todisseminate the informationandhold
consultations.
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8.2.4 Employee Training & Development
MYTILINEOS Group provides its people with training and enhances
their professional skills. This is essential in order to rise to the
challenges posed by the national and international environment in
which it operates and to achieve its business goals and aspirations.
The Group’s training conditions and requirements vary depending
on the nature of its activities. However, personal growth and
the upgrading of scientific skills and abilities at all levels of the
hierarchy are common goals for all of the Group’s activity sectors.
In 2016, a total of
49,888
man-hours were spent on training for the
Group’s direct personnel and an additional
3,234
man-hours were
spent for external associates. The total training expenditure stood
at
€334,408
.
In addition to occupational safety, which was once again among
the main topics of the overall training programme provided by
the Group, emphasis was placed on leadership andmanagement
skills and on technical training, while the in-house training in
connection with specific needs of the various departments took
up a large portion of the training hours. Additionally, new training
seminars were held and new subject areas were covered,
in order to familiarise technical personnel with the modern
technology requirements and with the strict quality standards
applied in the execution of construction projects.
Average training hours per employee / by gender
Average training hours per employee
Average training hours per employee (Men)
Average training hours per employee (Women)
Average personnel training hours, by employment position
Average training hours (Executives)
Average training hours (Administrative employees)
Average training hours (Technical & Labour personnel)
2014
25
28
10
2014
35
13
30
2015
25.7
27.8
12.3
2015
32.7
17.6
33.6
2016
23.1
31.0
11.9
2016
16.3
13.4
39.1
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