We want our people to enjoy the work they do, where working safely is a priority, where diversity is valued and where they are encouraged to take responsibility, grow and develop.

The Group has approximately 4,130 people being employed around the world, many coming from different organisational backgrounds and cultures.

Gender pay gap reporting

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

In the UK, Tyman has two operational Divisions, ERA and SchlegelGiesse, and a small Group head office.  Tyman has published consolidated gender pay gap data, which can be found below.

Title Document
2021 Gender pay gap report Download file
2020 Gender pay gap report Download file
2019 Gender pay gap report Download file
2018 Gender pay gap report Download file

ERA's gender pay gap report may be found on the ERA website at 


Tyman's 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.

All areas of diversity are discussed regularly at Board level and discussed with Divisional management during succession planning sessions and at site presentations.

Making inroads into the gender diversity mix of the general workforce reflects the challenges faced by the Group operating in an engineering manufacturing environment. The recruitment of a female CEO, with an engineering background, will help ensure the gender diversity of the Group remains a topic of focus for the years ahead.

Training, development and retention

Each Division has policies on recruitment processes, talent development and succession plans, supported by adequately funded training as well as long term management incentives and retention initiatives. Each Division seeks to develop every member of its workforce by providing them with the right level of ongoing training, whether this is product knowledge, manufacturing processes development or policy and management training.