40
An additional important issue for
MYTILINEOS Group is the provision to all
employees of opportunities for advancement
through regular reviews. All our subsidiaries
seek to fill vacancies through internal pro-
motions, provided that the candidate em-
ployees possess the knowledge and quali-
fications required. In 2013, 85% of our em-
ployees received annual reviews of their per-
formance and career prospects, with this per-
centage rising to nearly 92% in the case of
full-time employees. In terms of our sub-
sidiaries' activities, in 2013:
METKA S.A. applied a modern Perfor-
mance Review System to record and as-
sesses in an objective manner the per-
formance of its employees against spe-
cific performance criteria. The purpose of
the system is twofold: To guide the ob-
jective evaluation of the performance of
employees on the basis of their contri-
bution to the achievement of the cor-
porate targets, and to help employees
further develop and advance in the cor-
porate environment. An interactive trai-
ning programme was also carried out for
Executives selected as evaluators in the
Performance Reviews, to help them un-
derstand the significance of their role and
to ensure an objective review based on
the use of correct methods for assessing
the contribution made by each em-
ployee. The application of this system du-
ring 2013 led to the promotion of five
(5) employees to positions of responsi-
bility.
Improvements and adjustments were
also made to the Performance Review Sy-
stem of PROTERGIA S.A. The improve-
ments concerned changes to the em-
ployee evaluation and self-evaluation
forms and to the corresponding perfor-
mance guide, with the aim of simplifying
the procedure and maximising objectivity
in recording the results.
As regards the practices relating to the
provision of transition programmes de-
signed to support employees about to retire,
our Group for the time being does not pro-
vide placement services or support, training
and advice programmes. However, it main-
tains in effect and applies specific pension
plans. Furthermore, in order to ensure the
smooth succession of retiring employees, suc-
cession plans are developed to identify suit-
able successors to the positions vacated and
to help these persons adjust smoothly to
their new jobs. In addition, through its Tal-
ent Management System our Group identi-
fies employees with exceptional capabilities
who become candidates for senior man-
agement positions. Finally, in the case of dis-
missals compensation is payable in accor-
dance 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.
Construction & EPC
Projects Sector
Metallurgy &
Mining Sector
88%
5%
7%
BREAKDOWN OF TRAINING HOURS BY ACTIVITY SECTOR (TOTAL 53,717 HOURS)
AVERAGE PERSONNEL TRAINING HOURS
BY EMPLOYMENT POSITION
Average training hours (Executives)
Average training hours (Administrative employees)
Average training hours (Technical & Labour personnel)
2011
31.3
17.7
45.1
2013
31.0
23.5
35.8
2012
26.3
18.2
44.6
AVERAGE PERSONNEL TRAINING HOURS
BY GENDER
Average training hours (Men)
Average training hours (Women)
2011
35.0
8.5
2013
35.0
17.8
2012
37.2
10.5
0
2011
2012
2013
20
40
60
80
100
63.0%
72.4%
74.5%
10.5%
10.0%
8.8%
72.0%
83.2%
85.0%
PERCENTAGE OF EMPLOYEES WHO RECEIVED A PERFORMANCE EVALUATION REVIEW
Total
Men
Women
Energy
Sector
