People

The Group understands the critical role that environmental, ethical, legal and social dimensions play in its long term sustainability.

Under UK legislation, all organisations with 250 employees or more are required to publish data annually which demonstrates the pay differential between male and female employees.

Employees

Gender pay gap reporting

In the UK, Tyman has two operational divisions, ERA and SchlegelGiesse, and a small Group head office. None of these entities have a payroll that exceeds 250 employees. At present there is no legal requirement for these employing entities to publish pay differential data. However, it is recognised that there are benefits for Tyman and its stakeholders in compiling and publishing this information. In addition, Tyman expects that in future years a legal requirement to report this data may arise.

The latest full statement on gender pay gap reporting can be found here.

Diversity and equal opportunities

All Group employment policies and practices require that an individual's skills, experience and talent are the sole determinants in recruitment and career development rather than age, beliefs, disability, ethnic origin, gender, marital status, religion and sexual orientation.

The Group is committed to supporting employment policies and practices that make provision for equal opportunities and non-discrimination, and that comply with relevant local legislation and accepted employment practice codes.

Within the Group, local diversity and unconscious bias training programmes are conducted. All salaries are linked to job evaluations to promote equality of opportunity.

As a manufacturing organisation there are challenges in attracting females into the industry. Each division is considering how best to encourage greater female representation in leadership positions, at both the executive level and in sales and development roles.

Training, development and retention

Each division has policies on recruitment processes, talent development and succession plans, supported by adequately funded training and long term management incentives and retention initiatives. The divisions seek to develop every member of their workforce by providing them with appropriate training, whether to enhance product knowledge, develop manufacturing processes, understand policies and their application or to develop personal skill sets.