Our Performance and Achievements

Annual group wide data collection processes are used to gather core information on Johnson Matthey people and the key data sets are presented below. Employee data relates to the calendar year 2007 (unless otherwise stated) for the continuing businesses and excludes 658 employees transferred out of the group with the completion of the sale of the Ceramics Division on 28th February 2007.

The following tables set out the average number of people employed by Johnson Matthey and the net change in the average number of people employed during calendar year 2007 by geographical region and by employment contract.

There has been a net annual increase of 565 people in the group (between 31st December 2006 and 31st December 2007) with an increase in all geographical regions. The highest growth year on year has been in the Rest of World (18.2%) and Asia (15.2%). Within those regions we have seen the highest annual growth in employee numbers in China (53.5%), Mexico (17.6%) and South Africa (17.3%).

The quality of its employee relationships is a priority for Johnson Matthey. The company has a low voluntary staff turnover (7.6% in the calendar year 2007) with many employees staying with the company for their whole careers. The table below sets out the employee turnover for the calendar year 2007 by geographical region. The employee turnover figure is calculated by reference to the total number of leavers during the year expressed as a percentage of the average number of people employed during the year. The analysis does not include agency workers not directly employed by Johnson Matthey. Overall group employee turnover is at the same level as 2006.

Trade Union Representation

Johnson Matthey continues to maintain good and constructive relations with all recognised trade unions with the overall level of trade union representation remaining relatively stable at 34% during 2007, down 3% on the figure recorded in 2006. From 12th to 25th September 2007, production was affected at our emission control catalyst plant in South Africa by a 14-day national strike in the components industry, led by NUMSA (National Union of Metalworkers of South Africa). Other than this event, no working time was lost elsewhere within the group due to employee action.

The following table sets out the average number and percentage of Johnson Matthey employees who were covered by collective bargaining arrangements and represented by trade unions by geographical region during the calendar year 2007.

Diversity

The figures below set out the gender breakdown of Johnson Matthey employees by geographical region at 31st December 2007 and the gender breakdown of Johnson Matthey employees recruited into the group by region during the calendar year 2007.

Training and Development

There has continued to be a high level of training activity during 2007 and the following table sets out, on a total and on a per employee basis, the days of training and the spend on training during the calendar year 2007. The training spend does not include the cost of in house training or the cost of the employees’ wages during training.

The number of days of training per employee has remained constant and the overall spend on training is 3.5% higher than that recorded in 2006. This reflects the ongoing investment in skills and training as the business develops and grows in all regions of the world.

The strong and continuing commitment to the training and personal development of all our employees is reflected in the fact that in 2007 around 494 internal promotions were actioned, representing 29% of all the appointments made in the year and equivalent to one internal promotion per 16 employees within the group.

Read more about recruitment, training and development

Attendance

The overall attendance rate in 2007 maintained the good performance reported in 2006. The average number of days lost per employee in the calendar year 2007 due to sickness and unplanned absence was 5.2 days. This represents 2.1% of lost time per employee in the working year.

Back to top