Programs addressed to the employees

One of the key initiatives realized in 2014 was the Employee Mobility Program. The international mobility policy was approved under this program and the instruments and products connected with the mobility management procedures were developed. Currently, the implementation of the policy in the Group companies is being implemented, as well as the unification of the procedures and practices on a global scale.

Over 50 employees of the KGHM Group participated in the international mobility program in 2014.

In order to continue developing successfully, KGHM pursues a policy of developing employees’ talents.  There are appropriate programs created to ensure the availability of human resources required for realization of business challenges by the Company. The process deals with identification of the future leaders and support of their development as key members for the organization. In the year 2014, the process of identification and evaluation of employees with a high development potential was carried out. 

The Mobility Policy determines the Group’s binding principles concerning the transfer of employees delegated from one entity of the Group to another entity of the Group, located in another country. The purpose of the Policy is the following: 

  • establishing uniform principles of international transfers in relation to the process of delegating employees abroad, their remuneration (including benefits resulting from delegation) and settlement of tax issues
  • ensuring that the adopted principles meet the KGHM Group’s business needs and are compliant with the best market practices in this scope
  • determining the division of duties at all stages of the process of delegating the employee abroad, among the companies of the KGHM Polska Miedź Group engaged in the process
  • risk management (including legal, tax, immigration, etc.) in the process of delegating employees abroad, from both parties engaged in this process

The next area of the company’s responsibility for development of its employees is training. The purpose of the training policy of KGHM is to maintain and develop its human capital, while managing the intellectual capital of the Company with focus on its mission and strategy as well as long term development plans, in particular:  

  • Increasing the qualifications and improving the educational structure of the Company’s employees, through continuation of the earlier launched cofinancing of post-graduate studies,  
  • Participation of the employees in periodical H&S training and exams entitling an employee to perform his or her given role, where specialized activities are performed in underground mines and other positions in the company,  
  • Development of employees, competencies through training and other activities supporting their development, with special focus on managerial and interpersonal skills as well as change and project management.

The Company’s employees are entitled to increase their qualifications in the context of forecasted organizational and technological changes by participating in training sessions, courses, conferences and pre- and post-graduate studies. KGHM ensures a high level of training by adjusting and creating training programs linked with business purposes. Training needs are reviewed once a year, and are the basis for creating a training plan and calculating the funds needed for its realization. Both skills development as well as expenditures incurred under a given budget are regularly monitored. The Company has developed a uniform Competence Model. It determines the scope of behaviour anticipated from employees and managerial staff. The model was based on the company’s values and contains five general corporate skills:  

  • communication 
  • building of relations and cooperation 
  • engagement and initiative 
  • reliability and safety  
  • results orientation 

The model also defines four required managerial skills – leadership, management, team building, and decision making.

The year 2014 is also a year of continued development of the Project Management project. Training sessions provided knowledge about the methodology adopted in the Company as well as the scheduling of projects, as well as use of dedicated project management software. Over 600 employees of the Company participated in the training sessions.

Other training projects, scheduled for 2015, in KGHM are, for instance, the Trainer Academy, estabilished with the aim of better availability and compatability of training provided to meet the specific requirements of the Company. Another pilot project is also planned involving mentoring in the mines.

The development activities undertaken are of an open nature, and provide for the systematic identification of  training needs arising due to the tasks performed and the identification of development needs of both the employees and the Company. The availability of  these activities is not limited by criteria such as age or gender.