Employment & Labour Practices

Policies and commitments

Metlen is committed to the development, management and retention of human resources, through the implementation of practices that promote an inclusive working environment, with equal opportunities and respect for Human Rights, in accordance with the main pillars of MYTILINEOS' Corporate Social Responsibility Policy and the Human Rights Policy that defines the basic principles regarding respect for human rights and sets the framework for employment management. 

Furthermore, METLEN fully embraces and incorporates the internationally accepted Principles of the UN Global Compact, within which Labour Conditions are highlighted as a special area of commitment, namely the support of freedom of association and the recognition of the right to collective bargaining, the complete avoidance of all forms of forced or child labour, as well as the elimination of discrimination in relation to employment and occupation.

At the same time, the revision of the Policy and the recruitment process within 2023, ensures meritocracy and equal treatment in the selection of personnel based on the candidates' abilities and suitability to the requirements of the positions, as well as the best possible utilization of employees regarding their prospects for development and professional career within the Company.

In 2023, the full implementation of the Policy for Combating Violence and Harassment at Work began, which was developed and approved in 2022. Part of the Policy is the Internal Reporting Procedure for incidents of violence and harassment, in such a way as to provide safe and easily accessible communication channels for the reception of reports, to facilitate the immediate, timely and impartial handling of such incidents and at the same time to ensure respect for human dignity, confidentiality and protection of personal data of affected and reported persons.

As of 2022, METLEN has adopted the new Employee Training and Development Policy, which defines the criteria based on which the management and assessment of employees' training needs is carried out, as well as the planning and conduct of training programs by the Talent Selection & Development Department of the Human Resources Strategy and Work Experience Division.

Also, within 2023, METLEN proceeded with the update of its Remote Work Policy, in order to define the teleworking framework for the Company, enabling employees to apply on a voluntary basis for teleworking at agreed and approved intervals by the Company

Effects and Main Risks

Effects

Actual positive impacts

The preservation of existing jobs and the orientation towards the creation of new ones is a strategic Company choice in order to achieve its growth in all sectors directly or indirectly related to its activities. As an employer, Metlen contributes to one of the most widely accepted social goals, namely the improvement of living standards through full and secure employment and decent work. The working practices applied by the Company comply as a minimum with all applicable legislation and respect the fundamental principles as defined in the International Labour Organization's (ILO) Declaration on Fundamental Principles and Rights at Work. In addition, the development, management and retention of human resources, through the application of inclusive practices, characterised by equal opportunities and respect for Human Rights, in accordance with the main pillars of Metlen’ Human Rights Policy, has direct positive impacts such as: the high rate of retention of full-time employees, the absence of labour rights violations, the Company's proven growth and competitiveness, its contribution to curbing unemployment locally and nationally, the strengthening of the economy of its local communities and the enhancement of employability in the country's industrial sector.

Potential negative impacts

Changes in the Company's human capital, with consequences on employee productivity and satisfaction, loss of knowledge and expertise, increased inequality in the workplace, and direct implications concerning costs, from the perspective of increased costs of replacing qualified personnel, are identified as factors that may cause short and medium-term negative impacts on the Company's potential limited contribution to the creation of long-term employment opportunities, employee development and retention, and the creation of a non-discriminatory working environment.

Main Risks

Increasing labour market competitiveness and worker mobility can lead to the loss of valuable knowledge and experience gained by workers through employment, as well as the loss of the financial investment and time required to train them. The Company may also incur increased costs due to the mobility and need to replace qualified personnel.

Management/Coping Tactics

  • Development of programmes to create a uniform corporate culture based on shared values and behaviours amongst employees.
  • Development of programmes to create a uniform corporate culture based on shared values and behaviours amongst employees.
  • Provision of incentives, both in terms of pay and benefits and in terms of development and growth, aimed at increasing employee engagement and retention.
  • Timely and continuous provision of information to employees regarding changes in structures and processes.
  • Provision of incentives, both in terms of pay and benefits and in terms of development and growth, aimed at increasing employee engagement and retention.
  • Promotion of the Code of Business Conduct to all staff ensuring its comprehension.
  • Recognition of the importance of continuous improvement, healthy and safe employment for all staff and partners with a focus on mental health.
  • Focus on localism, giving priority to recruiting employees from local communities and bolstering local employment both domestically and internationally based on its activity. 
  • Ensuring the flow of information and timely communication.
  • Protection of employees' personal data.
  • Ensuring the elimination of any arbitrary or discriminatory practice.

Results

  • 26% increase in direct employment.
  • 7.25 years average residence time of direct employment employees and concerns 4.046 employees.
  • 21% increase in total employment.
  • 25.6% share of women in direct employment.
  • 1,316 total new hires with 27% of them being women, while almost 33% of them are young workers under 30 years old.
  • 82 quality traineeships and vocational training places.
  • 86.8% the retention rate of full-time employees.
  • 93.5% of direct workers are employed under an open-ended employment contract, while low part-time employment rates were maintained in 2023 at 1.6%.
  • 3 out of 10 workers (28.3%) are covered by company collective agreements.
  • 100% return of employees to work after the end of parental leave, while the corresponding percentage of stay in work 12 months after the end of parental leave also reached 100%.
  • 585 new jobs were created covering needs in all Business Sectors of the Company.
  • 502 jobs were filled by internal candidates.
  • 7% the rate of voluntary departures related to staff mobility (2022: 8.8%), while the non-voluntary redundancy rate increased by 2.0% (2023: 3.7%) compared to the performance of 2022 (1.7%).

Educational Units 2023

We value feedback

The training is designed within the broader context of enhancing skills for the mid-year review of the Performance Appraisal System. This system is a structured approach to performance management that emphasizes continuous communication and feedback between team members and supervisors. The training aims to promote a culture where continuous dialogue is the norm, both in formal settings, such as scheduled performance evaluations, and in informal circumstances, such as daily interactions.

By fostering continuous dialogue, the training encourages participants to engage in open, honest, and constructive discussions about performance, goals, and personal development. It also seeks to highlight the importance of these discussions, helping individuals understand that regular feedback is vital for personal and professional growth.

Finally, it focuses on building confidence among participants, empowering them to provide and receive feedback effectively. By developing these skills, the training aims to create an environment where feedback is viewed as a valuable tool for learning and improvement rather than as criticism.

The percentage of employees who attended this program in 2023 was 88%.

 

We create a culture of diversity and inclusion

The objective of this training was multifaceted, aiming to enhance participants' understanding and awareness of biases and related beliefs. By focusing on recognizing and avoiding these issues, the training sought to equip individuals with the necessary tools to examine and challenge their own perspectives. This approach encouraged participants to identify their subconscious biases, particularly in DEIB (Diversity, Equity, Inclusion, and Belonging).

Participants not only acknowledged the existence of these biases but also explored how they might affect their interactions and decision-making processes. The training emphasized the importance of collaboration and commitment, highlighting how these principles can create an environment where open communication is the norm.

The training also included a comprehensive assessment component, evaluating participants on their ability to internalize and apply the concepts learned. This assessment was based on their demonstrated understanding of the covered topics, their engagement in discussions and activities, and their ability to exhibit behaviors aligned with the goals of diversity and inclusion.

The number of employees invited to attend this program in 2023 was 18, with the goal of increasing the percentage of our direct employees participating in the coming years.