During 2012, a total of 126 employees left METKA S.A. Of these departures,
the largest part (58%) were due to the transfer of personnel to another
Group subsidiary, 14% to the termination of employment contracts, 13% to
voluntary departures, 10% to expiry of fixed-term employment or work
contracts, and 5% to retirement. As regards recruitment, significant in-
creases in terms of the share of newly-hired employees regarded women
(+9.5%) and workers over 50 years old (10%).
The volatility in the business environment necessitates adjustments in the
company’s strategy and adoption of flexible arrangements in the utilisa-
tion of its human resources, so that high performance levels can be main-
tained. As part of the efforts to use in the best possible way the potential
of its existing human capital, the company gave priority to using personnel
freed from their duties following the completion of its projects in Turkey,
over sourcing new personnel from its external environment (labour mar-
ket). In addition, in all its activity sectors and where this is practicable, the
company keeps flexible working hours, in order to help employees deal
with personal needs and reduce absences from work.
38
During 2012, a total of 140 em-
ployees left ALUMINIUM S.A. Of
these departures, the largest part
(65%) were due to retirement
and the remaining 35% due to
termination of employment con-
tracts and voluntary departures.
The company also hired 199 em-
ployees to cover its staffing
needs. Of this total number of
new employees, almost 80%
were up to 30 years old and 15%
were women.
With regard to the mobility of per-
sonnel, the Group’s actual personnel
turnover during 2012 (after taking in-
to account that 30% of departures, as
shown in the corresponding table
below, involved employee transfers
within the Group) grew by 3 per cent
units to 14.2%. Actual employee de-
partures stood at a total of 221,
down 15% from 2011. Of these de-
partures, around 37% were due to re-
tirement; 27% were due to termina-
tion of employment contracts, expiry
of fixed-term contracts and dismissals;
and around 6% to voluntary depar-
tures of Group employees. In specific
cases of voluntary departures, exit in-
terviews were held to discuss the
reasons for the departure, always
with a view to improving the respec-
tive Group company. In order to fill the
vacancies created as a result of the de-
partures, a common priority for our
subsidiaries is to put to the best pos-
sible use the capabilities of their ex-
isting personnel, through internal job
rotation or promotions, provided that
the candidate employees are consid-
ered to possess the skills and knowl-
edge that meet the needs of the re-
spective vacancies in their organisation.
At the next step, our Group compa-
nies hired a total of 374 new em-
ployees, giving priority to women
and young people – two categories
whose share of newly-hired employ-
ees compared to 2011 grew by 47.5%
and 12.5%, respectively, thus helping
strengthen the employability of these
social groups, which are particularly
vulnerable to unemployment.
