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MYTILINEOS GROUP
SUSTAINABILITY REPORT 2011
104
Departures of newly-hired personnel during 2011
2011
Departures of newly-hired personnel during 2011 – Total
34
As a percentage of total full-time employees
8.5%
Departures of newly-hired personnel during 2011 (Men)
29
As a percentage of total full-time employees
7.2%
Departures of newly-hired personnel during 2011 (Women)
5
As a percentage of total full-time employees
1.2%
Departures of newly-hired personnel during 2011 (<30 y.o.)
13
As a percentage of total full-time employees
3.2%
Departures of newly-hired personnel during 2011 (30-50 y.o.)
18
As a percentage of total full-time employees
4.5%
Departures of newly-hired personnel during 2011 (>50 y.o.)
3
As a percentage of total full-time employees
0.7%
Personnel departures by gender and age group
and by geographical region
2009 2010 2011
Personnel departures - Total
73
165
120
As a percentage of total full-time employees
13.2% 29.5%
29.9%
Personnel departures (Men)
60
141
98
As a percentage of total full-time employees
10.9% 25.2%
24.4%
Personnel departures (Women)
13
24
22
As a percentage of total full-time employees
2.4% 4.3%
5.5%
Personnel departures (<30 y.o.)
20
39
39
As a percentage of total full-time employees
3.6% 7.0%
9.7%
Personnel departures (30-50 y.o.)
27
75
53
As a percentage of total full-time employees
4.9% 13.4%
13.2%
Personnel departures (>50 y.o.)
26
51
28
As a percentage of total full-time employees
4.7% 9.1%
7.0%
Personnel departures from the Attica region
15
25
33
As a percentage of total full-time employees
2.7% 4.5%
8.2%
Personnel departures from the Thessaloniki region
19
44
19
As a percentage of total full-time employees
3.4% 7.9%
4.7%
Personnel departures from the Volos region
16
34
13
As a percentage of total full-time employees
2.9% 6.1%
3.2%
Personnel departures from the Kavala region
20
22
0
As a percentage of total full-time employees
3.6% 3.9%
0.0%
Personnel departures from the Viotia region
3
11
6
As a percentage of total full-time employees
0.5% 2.0%
1.5%
Personnel departures from the Evia region
0
5
32
As a percentage of total full-time employees
0.0% 0.9%
8.0%
Personnel departures from the Korinthos region
0
3
2
As a percentage of total full-time employees
0.0% 0.5%
0.5%
Personnel departures from the Kozani region
0
0
1
As a percentage of total full-time employees
0.0% 0.0%
0.2%
Personnel departures from the Serres region
0
0
1
As a percentage of total full-time employees
0.0% 0.0%
0.2%
Personnel departures from Romania
0
8
4
As a percentage of total full-time employees
0.0% 1.4%
10%
Personnel departures from Syria
0
1
0
As a percentage of total full-time employees
0.0% 0.2%
0.0%
Personnel departures from Turkey
0
12
9
As a percentage of total full-time employees
0.0% 2.1
2.2%
Employees receiving regular
reviews of their performance
and career prospects
2011
Employees who received
a performance review – Total
530
As a percentage of total full-time
employees
77.6%
Employees who received
a performance review (Men)
414
As a percentage of total full-time
employees
60.6%
Employees who received
a performance review (Women)
116
As a percentage of total full-time
employees
17.0%
Employee development
The Company’s policy is to invest constantly
in the development of the capabilities and
skills of its people and, through a process of
regular reviews, to provide each employee with
opportunities for advancement in the management
hierarchy. In 2011, METKA S.A. implemented
a modern performance review system, under
which employees were assessed using specific
performance criteria by their direct and indirect
supervisors. This assessment was followed by
a performance appraisal interviews, in which
employees and their assessors were given the
opportunity to exchange views, to identify areas
for employee improvement and to discuss any
problems which the employees had faced.
A total of 8 promotions took place in 2011. These
were based on the results of the above assessment
and on the vacancies available within the Company.
Additionally, employees with a high performance
have already been included in a corporate
development plan, under which a personal career
path is planned for each one of them, with the aim
of further enhancing their capabilities and skills and
of establishing a pool of potential candidates for
senior management positions in the future.
