Social Responsibility
Glaston operates worldwide according to consistent HR principles and processes. Key practices affecting Glaston as an employer, supporting employee performance and development, are Glaston Way, Performance Dialogue, Glass Performance Academy and Glaston’s pay philosophy. Glaston conducts a global personnel survey regularly, which helps the human resources department identify needed development measures and provides feedback on the key practices.
Glaston Way
To develop and unify Glaston’s organization and its working culture, an initiative to discover and define common values for the whole corporation globally was launched in 2010. Several employee workshops were held for gathering employees’ insight on what the Glaston Way should be. All Glaston employees had a chance to give their input and over 300 employees participated in the workshops. The feedback from the workshops was very unanimous and therefore the final decision on the Glaston Way was easy to make for Glaston’s top management. Taking the Glaston Way into use started in the latter part of year 2010 and still continues, e.g. through the Glaston Way award and the Performance Dialog process.
Glaston Way, the driving force for how we operate, is:
Passion for glass
• We are enthusiastic about glass and explore the vast opportunities of the glass business.
• We listen and understand customer needs – Customer 1st. We actively learn and create new solutions to help customers make better business.
• We enjoy and take pride in our work. We believe in the things we do.
Seeing it through
• We take ownership. We do what we promise with a sense of urgency.
• As a reliable partner we take care of our customers.
• We work together in a transparent, open and constructive way.
One Glaston
• We work together to meet common goals for the benefit of the whole company.
• We openly deal between colleagues. When issues arise, we address and solve them constructively.
• Together we celebrate and are proud of our successes.
• We trust and respect our colleagues, also our diversity.
Building the future
• We work for a safe, green and visual environment. Everything we do builds a sustainable and profitable future.
• We work to add value to glass, our products, customers and shareholders.
• We believe in continuous learning. Everybody’s contribution counts.
Performance Dialogue (PD) – for high performance and development
Glaston utilizes a performance appraisal and development discussion practice, called Performance Dialogue. In each dialogue annually, the employee’s personal targets are discussed and work performance assessed. With the aid of the PD practice, the manager and employee can clarify the employee’s job description, provide mutual feedback and ensure needed support, coaching and development for high performance, reaching individual targets and career goals.
Expertise at the core of operations
Glaston’s success is based on expert and motivated personnel. Employees have clear job descriptions and measurable targets. Expertise is developed with the aid of training courses and on the job learning, for example. Glaston’s internal training courses have been gathered together into the worldwide Glass Performance Academy, which ensures that personnel have sufficient expertise with respect to glass business and products, business and supporting processes. Glaston’s talent management process analyzes the entire organization, its key roles and needed competencies, and gives the direction to these development activities. Majority of the activities are arranged regionally.
Pay for performance and future potential
Glaston has developed strongly global reward & recognition practices. Recognition and reward plays an important role in attracting, retaining and motivating employees and it is one of the biggest levers in performance management. Glaston has a Total Compensation approach, which means that all aspects of compensation are considered as a whole. This includes base salary, short term incentives, long term incentives and all other benefits. Other aspects of rewarding, such as learning and career opportunities are also taken into account.
