Cultivating transcendent relationships
These last two years have been very different. We faced unprecedented uncertainty, which has affected us at every level but it has also made us grow as people and as a company. This uncertainty will continue for some time but it no longer takes us by surprise because the resilience we have acquired has made us more adaptable to whatever comes our way.
In this chapter we describe the progress we have made in keeping the focus on our people, who are the essence of who we are.
The specific commitments regarding employees, with indicators and metrics, can be reviewed in our Sustainability Agenda 2030 in chapter 3.
The specific commitments regarding employees, with indicators and metrics, can be reviewed in our Sustainability Agenda 2030 in chapter 3.
1. Employees
1.305 Total employees
New hires
We have an internal mobility policy which means we only look for external talent when we are unable to fill vacancies with our own employees
Employee turnover
Molymet has talent mapping, individual development plans, internships, foreign postings and succession plans in place. Our leaders in each area of the company actively participate in people development. All these factors contribute to our low employee turnover. Employee turnover 1.4% in 2021.
Employee benefits
Molymet is a place where managers´ office doors are open and teams chat over lunch in the canteen. The pandemic changed that. So as part of the Employee Assistance Program, led by the Quality of Life area, a series of talks were given during 2021 to give our people tools as they juggled their work, their children and their personal needs and also, to create a sense of togetherness despite the social distance we have been living with.
In response to these realities, we implemented a new category of corporate flexible benefits to meet the changing needs of our people. Some of the new benefits: Employees can now take three days off a year for personal matters; reduced working hours on Fridays; and our Home Office Policy allows for working remotely one day a week.
The cycle of workshops dealt with the following:
Who are you since 2020?
Assertive Communication with teenagers
How to handle debt in a healthy way?
Dealing with transitions. Strategies for adapting to change
Healthy nutrition
Return: New routines and goodbyes
Genuine collaboration
Gratitude
Discovering what we are good at
The End of the Beginning “The contribution of Positive Psychology to Wellbeing”
Benefits and percentage of employees covered:
2. Our Employee Brand
Molymet Attitude
Apart from being a great place to work and building the teams we already have, we also want our employees to be part of creating value with innovative ideas. This led to a new focus on positioning our Employee Brand through storytelling called “My Molymet Story” and “Molymet Attitude”. Through this project, we want to make ourselves better known in the marketplace and showcase who we are and what it is like to work at Molymet.
“Our objective is to position ourselves as an attractive company for talent and also to share our employee brand with everyone inside the company. After all, the best people to be ambassadors for our employee brand are our own people who already experience it every day.”
Valentina Visentini Talent Attraction and Employer Branding Consultant
Several employees have given us their testimonials, giving us the opportunity to communicate their Molymet experience as inspiration for these stories.
Claudia Zúñiga
David Magnere
Javier Guevara
Code of Conduct
This year we launched our Code of Conduct that we worked on collaboratively with the consultancy, ProHumana. To make the contents known by all our employees we launched a campaign called “Fair Play”. This explained the required conduct rules that we need to follow in order to keep creating value through products developed by people who think about the well being of the planet and society.
At Molymet we promote equal opportunities and meritocracy. We want to ensure the personal and professional development of each employee, and this is reflected in each of our people management policies and procedures. We do not accept any kind of discrimination or harassment, whether cultural, racial, ideological, religious, sexual orientation or disability.
This code, in addition to a set of rules defining employee actions presents a guide to help us build relationships with the highest ethical standards and promote best practice in everything we do at Molymet and its subsidiaries.
“Accountability and integrity have always been fundamental to Molymet and its subsidiaries, and we know that everything we have achieved has been thanks to the valuable contribution of the people who make up this organisation.”
John Graell, CEO , Molymet.
More information about our Code of Conduct in Chapter 1: Governance.
Molymex Great Place to Work 2021
For the 2nd consecutive year, Molymex was recognized as one of the best places to work by Great Place To Work (GPTW) Mexico, the institution that highlights business relations and commitment to their employees.
GPTW certifies companies as a “best place to work” through a survey of all employees that accurately measures behaviour and work environment by assessing 5 dimensions: credibility, respect, fairness, pride and camaraderie.
“Without a doubt these results are a reflection of the actions and behavior of our leaders in this organization. They also represent the efforts made by the company to provide training and guidance for people. We must not forget that it is the employees themselves who evaluate and deliver these results.”
Roberto Sánchez, HR & Business Affairs Director, Molymex.
3. Labor Relations
Molymet maintains strong, ongoing dialogue with unions and each subsidiary has a local Employee Relations Committee.
As at 31 December 2021, Molymet has 2 collective bargaining agreements in process and 5 closed negotiations. Collective bargaining is how we seek to improve conditions for our employees. Processes in each subsidiary are carried out in accordance with country legislation and local circumstances. Negotiations can be conducted directly between the organisation and employees, or through mediation led by a third party, always based on transparent and respectful dialogue.
Employee Relations Committee
A few years ago, we began to significantly strengthen labor relations with employees beyond collective bargaining.
Since 2020, the Employee Relations Committee has been in place to define the strategy and process for collective bargaining. It is led by the Corporate Vice-Presidency of HR and Communication and meets every two months. Its objectives are to strengthen commitment of our teams to Molymet’s culture and purpose to build long-term benefits.
This year we participated in the measurement of the Labor Relations Index (IRL). This Sustainability indicator will allow us to integrate, devise and enhance action plans that underpin Molymet’s Employee Relations Strategy.
Our 2030 Sustainability Agenda commitment is to Exceed the Labor Relations Index industry average by 10 points.
Unions and Collective Bargaining
*At Molymet Belgium & Molymet Germany we are governed by European Union laws which protect union membership data therefore we do not have exact information for these subsidiaries.
As at 31 December 2021, Molymet had 2 collective bargaining agreements in process and 5 closed negotiations.
4. Diversity, Equity and Inclusion (DEI)
In line with our Employee Relations Strategy and Purpose, we foster a diverse and inclusive culture. Within this context we are designing a Diversity, Equity and Inclusion Strategy for Molymet and its subsidiaries working in consultation with our leaders and teams to support each other on this journey. In 2021 several training sessions were held including “Hire with Diversity, Equity and Inclusion” by the Human Capital Institute and Diversity, Equity & Inclusion for Human Resources.
Number of Women and Men per subsidiary
Other DEI indicators
Gender Equity
Our DEI focus is on gender equity. We want more women in leadership roles, more female hires across the group and we want to close salary gaps. Beyond the workplace we have introduced policies like supporting parenting co-responsibility and balancing work and family life. These issues are especially relevant in traditionally male dominated industries like ours and we are addressing them step-by-step. In 2021, 5 women were appointed in leadership roles.
Our 2030 Sustainability Agenda Commitments to women:
Reach a female staff complement of 20%
Increase the number of women in leadership positions to 30%
Staffing by Gender and Position
Promotion of women to leadership roles
Promotion of women to leadership roles is one of the commitments we have made in our 2030 Sustainability Agenda. Please see Chapter 3 for more information.
Pay Equity
Our Compensation Policy introduced in 2020 has been an essential tool to identify and mitigate Gender bias. We want to ensure pay equity based on position levels and the corresponding levels of competitiveness in the market.
Our compensation practices are based on HAY Methodology which links position level, band and performance, regardless of gender to prevent possible unjustified salary gaps between men and women.
We have gradually phased in different monetary and non-monetary initiatives towards a quality, safe and inclusive work environment.
Base salary average: ratio women to men
* Molymet Belgium: In Belgium, proof of gender neutrality has to be submitted to the Labor Council every two years.
*Molymet Germany: A comparison is not possible as job tasks and training are too different to other subsidiaries.
**Molymex: It is not possible to deliver the information, since this amount corresponds to the salary of an executive.
Parental Co-responsibility
We promote co-parenting because studies and practice show that it is the most effective way to boost the role of women in business.
The challenge is the equal sharing of family responsibilities particularly caring for children. Our policies and benefits encourage men and women to develop new perspectives on traditional roles to aid self-fulfillment in all areas of their lives.
One of the practical things we did this year was the opening of a breastfeeding room in the Corporate building. We have also extended parental leave to all subsidiaries in accordance with the legal regulations of each country. Interestingly, the biggest obstacle has been to get men to take this leave. They are entitled to it by law but often do not take it because it is not usual in many cultures.
Right to Parental Leave
The working mother is entitled to 12 weeks maternity leave after the birth of her child.
As a result of the pandemic and during the period of the constitutional state of disaster was in place, this postnatal benefit to the mother was extended by 30 days on leave license authorized by a doctor. This could be extended twice (90 days maximum) and changed to the respective health insurance. This extra benefit ended at the end of the state of disaster on 30/09/2021.
In the case of the working father, he has the choice of taking paternity leave from the 7th week or at the end of the period. This leave only applies if both the mother and the father are employed at the company.
The working mother is entitled to 6 weeks maternity leave before the birth of her child and 6 weeks after the birth.
At the request of the mother and with previous written authorization by a doctor at the health insurance institution, she may transfer 4 of the 6 weeks prenatal leave to after the birth.
In the case of the father, following the birth of a child, Federal Labor Law allows for permission of paternity leave for 5 working days with full pay on certification by a medical doctor. The same applies in the case of adoption of a baby.
The working mother is entitled to 15 to weeks maternity leave (up to 19 weeks for multiple births) which is divided into prenatal and postnatal leave. The first is obligatory prenatal leave that must be taken before the birth. In the case of the father, paternity leave is 15 days. Employees can also apply for other types of leave in addition to the maternity and paternity leave.
The working mother is entitled to 6 weeks prenatal maternity leave and 8 weeks postnatal. Parental leave may be taken for up to 36 months (for each baby) and this is possible for both the father and the mother. The leave is divided into 3 shorter periods up until the child is 8 years old. In the majority of cases in Germany, the mother takes 12 months’ leave and the father takes 3 months.
5. Training and Sustainable Leadership Development
At Molymet we believe that if people are to find purpose in their work, they must be given every possibility to grow within the company and to fulfill themselves professionally.
In 2021 we designed a new Talent Management Strategy aligned with company purpose and global trends to prepare our people for the future and ensure succession readiness.
Corporate Training Policy
Artificial intelligence, robotics and machine learning are changing how we work and what we need to know. Our corporate training policy is designed to develop employees and senior executives in a range of competencies and skills to better equip them for a global setting where want to strengthen our market leadership.
Going forward we will act on the findings of a survey conducted by COE Centre of Expertise to design a training program for young professionals in our Corporate office.
During 2021, the average number of training hours per employee was 34.6.
Our 2030 Sustainability Agenda commitment is to increase training hours by 15%
Total Training Hours by Gender and Position
Training Programs carried out 2021
Performance Appraisal and Feedback process
Performance appraisal is an essential element of communication between leaders and their teams giving them space to work together on aspects that need improvement and to celebrate great work and innovation. This year, 23 executives participated in a program to learn how to coach their teams, presented by the renowned international Coach, Damián Goldvarg. A key theme was the methodology and practice of feedback with a view to team performance and development.
In 2021, a total of 974 Employees received their performance evaluations (75% of our total staff). For the second consecutive year, the performance management process was administered through the SAP Success Factors platform, which has allowed us to standardize both the methodology and the activities carried out in the process. One of the advantages of using this system is that it now provides applicable information for making cross-cutting decisions on talent management, like internal mobility, succession, development.
Training programs carried out
Percentage of people evaluated by position
Universidad Empresarial Molymex
The Molymex Business University is an internal educational institution within Molymex that is currently training the fourth generation of Molybdenum Transformation Professionals.
With innovation as its basis, the University continuously strengthens and develops employee competencies, knowledge and skills, deepening the production processes through an online platform that allows trainers from all over the world.
While the university programs are presently limited to Employees. Molymex’s vision for the future is to include external workers to foster joint collaboration with all the industry players around them.
6. Occupational Health and Safety Management (OHS)
Our Corporate OHS policy complies with the highest standards and as operators have the highest risk for accidents it considers: Leadership, Legality, Prevention, Training, Operational Safety, Continuous Improvement, Participation and Consultation.
All our subsidiaries have Joint Health and Safety Committees made up of employees elected by direct vote. They carry out scheduled inspections in different areas to assess working conditions, monitor and propose improvements or corrections.
In our American and European subsidiaries, the OHS Management System is based on a model that incorporates safety, health, hygiene and ergonomics. We are governed by the international standard ISO 45001, which is monitored and evaluated by the Integrated Management System..
Transversal principles
Our Corporate Occupational Health and Safety Policy reaffirmed our commitment to meeting the highest standards of heath and safety.
We have declared 7 transversal principles:
We are regulated by the international ISO 45001 standard which is monitored and evaluated by the Integrated Management System
Safety Conscious Program: MolymetNos
In 2021, MolymetNos began a campaign to take safety awareness to a higher level. The Safety Conscious Program was created and led by Ricardo Araya, Operations Manager, and Juan Fuentealba, Safety and Occupational Health Superintendent.
“Our main objective is to make safety awareness the starting point for all work undertaken. We want our Employees to value their lives over anything else.” Juan Fuentealba, Superintendent Occupational Health and Safety.
Apart from employee safety, where each person is accountable for self-care and compliance with safety standards, the obvious benefits from this program are reduction of lost days and unscheduled interruptions of plant processes. These translate into sustainable results and operational excellence. The customized program gives predictive indicators and visualizations that mean we can now broaden our safety awareness to external contractor staff.
Injury, disease and illness at work
Daily, in line with our Corporate Occupational Health and Safety Policy, we boast an organizational culture based on selfcare, individual responsibility. We believe in the capacity of each employee to protect themselves physically and psychologically. All our employees are conscious of working sustainably and arriving at work and going home healthy and safely. This is reflected in how we have implemented and met the highest industry safety standards.
Injuries, deaths, accidents Contractors
*Calculated per 1.000.000 hours worked.
Injuries, deaths, accidents Employees
*Calculated per 1.000.000 hours worked.
In 2021 there were no contractors at Molymet Germany.
Joint Committees : Hygiene and Safety
All our subsidiaries have Joint Health and Safety Committees made up of employees elected by direct vote. They carry out scheduled inspections in different areas to assess working conditions, monitor and propose improvements or corrections.
In our American and European subsidiaries, the OHS Management System is based on a model that incorporates safety, health, hygiene and ergonomics. We are governed by the international standard ISO 45001, which is monitored and evaluated by the Integrated Management System.
Health and Safety Training
Our Health and Safety Program is focused on providing ongoing training to employees so that they can recognize and assess the risks associated with the activity they carry out and are able to take preventive action.
In total, we dedicated 7,409.5 hours of training on health and safety issues to our corporate and subsidiary employees, distributed over 613 activities.
In 2021 awareness and competencies for implementing the COVID-19 Occupational Health and Safety Protocol for corporate staff working from home were provided through e-learning training on OHS Management. At our Chilean subsidiaries, a training plan was developed in the areas of health and safety, cross-cutting competencies, training of Joint Committees, Emergency Response Group Training Plan, MINSAL Protocol, Work at Height Certification, standards for General Life, First Aid, Identification of Hazardous Substances, among many other training initiatives.
At Molymex, training highlights included: spill and fire brigade, first aid and evacuation, breast and cervical cancer, radiological protection and safety course. There was also an ongoing focus on Healthy Living where employees were provided with different tools for stress management, nutritional guidance and ergonomic recommendations.
At our European subsidiaries we focused on COVID-19 related training, the use of personal protective equipment and fire prevention, behaviour in the event of an accident, first aid training and for safe, efficient working.
Preventative Sanitary Measures
As they were declared essential business activities, Molymet and its subsidiaries were able to continue operating throughout the pandemic with the exception of Molymex were operations were halted for one months due to a government decision.
To a large extent, work has been carried out on site and we adapted office space and operational areas to comply with social distancing requirements and employee safety. In 2020 our Employee Assistance Program provided free, voluntary support and advice for psychological, legal and financial concerns employees had.
In 2021, we continued with preventive measures in all our subsidiaries to avoid the spread of COVID-19, including internal and external dissemination of protocols designed according to the scenario of each subsidiary, formation of internal committees to analyze, review and implement preventive measures, access filters, sanitary stations, increased cleaning and sanitization routines, lunch shifts and, in general, compliance with all labor regulations and legislation relating to preventive measures. It should be noted that an important milestone in this area was the implementation of teleworking to avoid the accumulation of people in common spaces, implementing a hybrid mode, which has borne fruit with no cases of occupationally-caused COVID-19. As additional benefits, a COVID-19 bonus was given to all workers in the operational area, we implemented a home PCR examination program, we improved the complementary health insurance coverage plan contracted for this disease and we contracted a new COVID-19 insurance policy in the event of death and medical expenses.
Molymet awarded COVID-19 Seal
The Chilean Safety Association (ACHS) awarded us the COVID-19 Seal in recognition of a series of measures we developed and implemented to prevent infection, promote self-care and safety among our employees, since the pandemic began. This Seal is awarded in accordance with requirements established by the Ministry of Health and the Superintendency of Social Security (SUSESO). Our certification process began in March 2021 and we were found to be 100 compliant with all performance indicators and the control measures recommended by the ACHS.
This certification is testimony to the enormous work and effort that has been put into managing the health of all our employees in all our subsidiaries.
