People

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

The Group has over 4,200 people being employed around the world, many coming from different organisational backgrounds and cultures.

Employees

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. In previous years not one of these entities had a payroll that exceeded 250 employees.  However, Tyman has published consolidated gender pay gap data, which can be found here.

The consolidation work in ERA that continued during 2018 has resulted in a payroll that now exceeds this threshold and as a result ERA has published the gender pay gap data for the 2018 snapshot date.  The full report may be found on the ERA website at www.erahomesecurity.com.

Diversity

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.