We believe that the best people deserve the best support, as well as a working environment where they will be able to learn, grow and succeed. Growth, be it personal or professional, comes from both formal training and informal mentorship and guidance. In addition, we are constantly looking for new ways to support leadership development.

As part of our annual management review process, we evaluate performance and potential and use the outcome as the basis for crafting individual development plans to sharpen our capabilities and knowledge, to embrace new skills and competencies, as well as to formulate our succession planning.

We offer a wide range of learning experiences for our people, including on-the-job learning, leadership development, training to develop technical skills, as well as training for recognized professional qualifications. Sharing knowledge throughout the organization is vital and we run a number of learning programmes.

Development Programmes - Examples

TITAN mBA

This is a bespoke educational program, developed in collaboration with ALBA, offered to employees of the Greek Region who have advanced degrees and no substantial business training. It aims to develop the leadership skills and business judgment of our talented people by exposing participants to the thinking of TITAN senior leaders who are sponsoring the courses.

This 11-month program consists of 10 modules, covering key aspects and trends of the current management theory and practice. It was officially launched in November 2007 and is currently attended by 11 employees creating a community of learners and a network for collaboration.

Upon successful completion of the program, participants will have the opportunity to continue their studies at ALBA, having obtained as much as 40% of the Professional MBA program.

TAL

This is a bespoke leadership development programme, designed to help our people discover and develop their leadership - beginning with the ability to leading oneself and expanding to leading others and leading the business. The TAL curriculum has been developed in TITAN America and the faculty includes the TA CEO, the 3 business unit presidents and the HR VP. The foundation course (TAL1) has run already twice with 47 participants, including senior executives, directors and managers. 

Pre-Heater

Career Preheater is an intensive in-house classroom-based learning programme, running in Greek cement operations. The need, on one hand, to transmit valuable knowledge and experience to newly-hired staff and, on the other, to integrate new employees into our corporate culture has led to the formulation of an integrated training system entitled Career Preheater.

Its purpose is to develop effectively the technological skills, leadership competencies and behaviors of new professionals. Group experts, as well as external trainers, work together in implementing this new initiative.

This programme consists of 28 training modules, covering all relevant topics, amounting to 432 training hours. The first results are very encouraging and we are currently extending its implementation to other regions.

Development Planning Guide

In the context of our People Development efforts, we have created the Development Planning Guide. This Guide defines the necessary training to respond to each employee’s development needs, based on the Performance Criteria, as identified in the performance appraisal dialogue.

In order to provide complete information, the Guide gives all the necessary details for each seminar: its objective; its target employees to whom it should be addressed; its main subject matters; time and duration; training method used; particular skills to be developed. It also clarifies whether there is a prerequisite course for the seminar’s participant to have attended beforehand.

The Guide includes three broad skills clusters: Personal Skills, People Management Skills, and Professional Knowledge Skills. Those are supported by 39 in-company seminars, adapted to TITAN’s needs, as well as to the particular needs of each employee.

The effectiveness of the Guide depends on the constructive and candid dialogue between the parties involved.