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MYTILINEOS HOLDINGS - SUSTAINABILITY REPORT
2016
• Overall, the technical training involved 20 programs totalling 545 hours and covered
the needs of 283 employees from all personnel categories.
• With regard to the Health & Safety, 24 training programs were carried out, totalling
429 training hours and attended by 210 employees from all personnel categories.
• Additionally, 13 programs with a total of 272 training hours were carried out to
strengthen the skills of 28 executives, and administrative employees.
• Additionally, 21 programs with a total of 292 training hours were carried out to
strengthen the skills of 134 employees (Executives, Administrative employees and
Technical & Labour personnel), in connection with internal procedures and ISO
quality systems
• Training in IT & procurement issues consisted of 4 external training programs with
a total duration of 128 training hours, attended by 10 executives and administrative
employees of the company
• 21 executives and administrative employees received training in financial,
accounting and legal issues by attending 7 external programs totalling 198 training
hours.
Main categories of in-house or external training programmes / seminars
G4-LA10
• Skills Development
• During 2016, MYTILINEOS S.A. carried out 3 in-house training seminars with a
cumulative duration of 32 hours, placing particular emphasis on strengthening
the skills and increasing the effectiveness of employees. 7 company executives
participated in this seminar.
• Three of the company’s administrative employees attended 2 external seminars:
one on skill development, with a duration of 8 hours, and the other on financial
matters, with a duration of 6.5 hours.
• ALUMINIUM of GREECE focuses on the continuous education and training of
its employees. More specifically, personnel training activities are grouped into
General 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 programmes and training in specialised subjects.
• In 2016, the training programme of ALUMINIUM OF GREECE (which total of 44,298
training hours), attended by 85% 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
occupation 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
• Training in Health, Safety and the Environment is a standing strategic training
choice of the company, in which all personnel categories participate. In 2016, a total
of 221 employees received training in Health & Safety issues.
• In order to familiarise METKA’s employees with modern technology requirements
and with the strict quality standards applied in the execution of projects, during 2016
a team of Engineers (Mechanical / Electrical Engineers and Automation Engineers)
was trained at the General Electric facilities in Houston, Texas. The purpose of this
training was to adequately prepare this personnel for staffing a Fast-Track Open
Cycle Power Plant, in connection with projects that are currently in progress or
which the Company may bid for in the future.
ENERGY SECTOR
• Technical training
• Health & Safety seminars
• Internal procedures and
management systems of Quality,
Environment, Occupational Health
& Safety (ISO 9001, ISO 14001,
OHSAS 18001)
• Skill development seminars
• Seminars on financial and legal
matters
• IT and procurement seminars
The evaluation of employee performance refers to the system used
to measure the performance of personnel through a process aimed
at developing their knowledge, skills and abilities. The performance
evaluation processwas continued during 2016, covering all categories
of personnel, in order to ensure that all personnel development
programmes 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
programmes designed to support employees about to retire, the
Group for the time being does not provide placement services or
support, training and advice programmes. 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
vacated and to help these persons adjust smoothly to their new
jobs. In addition, the “Talent Management System” helps identify
employees 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
8.2.5 Human rights
The Group ensures labour relations that foster mutual trust,
constructive collaboration and two-way communication and
recognition, while at the same time promoting the fundamental
principles of the International Labour Organisation (ILO) Declaration of
Fundamental Principles and Rights at Work, including: (a) the respect
of the freedom of association and the effective recognition of the right
to collective bargaining; (b) the elimination of all forms of forced or
compulsory labour6; (c) the effective abolition of child labour; and (d)
the elimination of all discrimination in respect of employment and
occupation.
To this end, the Group is committed to making continuous and
concerted efforts to establish procedures and methods aimed at
ensuring its commitment to the principles of theUnitedNations Global
Compact. For 2017, the Group aims to complete the self-assessment
process on Human Rights issues in all of the Group’s activity, sectors
in order to identify areas in need of further improvement.
Additionally, the new revised Code of Business Conduct and the
relevant policy aim to promote respect for human rights within and
beyond the sphere of influence of MYTILINEOS Group.
Labour rights are of major significance for all employees. The
Group’s direct employees are covered by collective agreements,
where applicable, and participate through their representatives
in health and safety committees, presenting to the Management
their proposals regarding continuous improvement. In parallel,
the Group’s principles ensure the freedom of association of
employees. In line with this approach, employees’ unions
operate in the Metallurgy and Mining sector and in the EPC
Projects Sector.
The Human Resources policies ensure equal opportunities for all.
Over 90% of all direct employees participate in annual performance
assessments, while skills development programmes are carried out to
meet operational targets. Employees participate in these programmes
without any exception due to age, gender, position in the hierarchy or
other reasons. The Group follows the internationally accepted practices
inalltheregionsandcountrieswhereitoperates,ensuringthatdecisions
on matters such as recruitment, compensations, leaves, promotions,
vocational training, retirement and the termination of employment
contracts, are based exclusively on impartial criteria combined with
the needs of each activity sector and are not connected to any form of
discrimination.
MYTILINEOS Group Policy on
Safeguarding of Human Rights
human-rights/information
*The evaluation percentages do not include newly-hired employees, as they are not evaluated during their first year of employment.
Employee evaluation, by gender*
Percentage of performance review (Total employees)
Percentage of performance review (Men)
Percentage of performance review (Women)
Employee evaluation*/ by employment position
Percentage of performance review (Executives)
Percentage of performance review (Administrative employees)
Percentage of performance review (Technical & Labour personnel)
G4-LA11
2014
80.0
80.7
79.9
2014
89.6
67.8
72.1
2015
86.5
86.3
87.9
2015
89.4
85.4
79.9
2016
91.1
93.7
80.0
2016
86.1
80.0
96.2
