The Group has a policy of equal opportunities and preventing harassment, which applies in relation to recruitment of all new employees and to the management of existing personnel. This gives us access to the widest labour market and enables us to secure the best employees for our needs. We offer all of our staff training relevant to their roles and we believe that this contributes to an increase in employee motivation and job satisfaction. The culture alignment survey results mentioned below support this trend.
Periodically we complete a survey of employees to determine whether our core values are authentic in our organisation. The survey establishes the values individual employees wish to see in our operating culture and to what extent they exist in our current culture.
In 2006, our survey of senior managers showed that five (50%) of the values they wanted to see in our business were actually present. In 2012, our survey of senior managers showed that six (60%) desired values were present in our business. This indicates that there is a healthy level of alignment between the culture we aspire to have and the culture we actually have.
No survey is capable of capturing all the appropriate sentiments, but our executives, who regularly visit all Group companies, agree that observable and valuable improvements in the Group culture have occurred over recent years. The Group will continue to monitor the survey results to enable us to better support our people in bringing these values and strengths to work so that they and we may derive further benefit from them.
The Board of Directors responded to the consultation document that the UK’s Financial Reporting Council issued in respect of ‘Gender Diversity on Boards’.
Our experience is that throughout Halma, women are under-represented at manager and executive levels and we aim to increase the proportion of women in senior roles and on the Board of Directors by refreshing our policies and behaviours from both a ‘top down’ and ‘bottom up’ approach. To that end, we issued a Diversity Policy during the year which is available on our website. We appreciate the task ahead of us in a sector where graduates are more than 80% male, so part of our strategy will involve ensuring that Halma has a culture and working practices that make it more attractive to women.
Our efforts will not only be directed towards gender diversity, but also towards increasing the proportion of individuals with experience in the business and geographic markets in which we see our operations trending.
Our strong preference is to develop policies and actions which support our aims rather than establishing measurable targets. We believe the former evolves into part of the corporate culture more readily than simply setting a target.
Halma believes that the diversity of our staff is a significant contributor to our success:
- Diversity in our organisation attracts talented people to join the group and to develop to their full potential.
- Diversity within our leadership improves decision making processes and effective teamwork.
- Diversity encourages fresh thinking and challenges the status quo and boosts innovation.
Our policy’s objectives are:
- To build a culture that encourages talented people of all backgrounds, beliefs or any form of personal identity to want to work for Halma.
- To use recruitment, training, development, promotion and compensation to increase diversity in our organisation.
- To ensure that our procedures, systems and behaviours are not discriminatory.
Each year our Board of Directors reviews these policies and our implementation to ensure that they create and maintain a diverse and inclusive organisation.
Applications for employment by disabled people are always fully considered, bearing in mind the aptitudes of the applicant concerned. In the event of members of staff becoming disabled, every effort is made to ensure that their employment with the Group continues and that appropriate training is arranged. It is the policy of the Group that the training, career development and promotion of disabled people should, as far as possible, be identical to that of other employees.
The Group places considerable value on the involvement of its employees and has continued to keep them informed on matters affecting them as employees and on the various factors affecting the performance of the Group. This is achieved through formal and informal meetings, the Group intranet and the annual Financial statements. Employee representatives are consulted routinely on a wide range of matters affecting their current and future interests. An employee share plan has been running successfully since 1980. It is open to all UK employees and aligns the interests of all UK employees to those of shareholders.
Health and safety
The Group manages its activities to avoid causing any unnecessary or unacceptable risks to health and safety to our employees in the work place or to the public as a result of our activities. The policy is understood by all Group companies and was reinforced in 2010/11 through improved guidance and reporting following a comprehensive review led by an external expert. As a result, reporting of Health and Safety incidents and corrective action where needed has been given an even higher profile. Given the autonomous structure of the Group, operational responsibility for compliance with relevant local health and safety regulations is delegated to the directors of each Group company. We believe health and safety training is important and it is carried out within companies as appropriate. Adequate internal reporting exists in order that the Group’s Finance Director can monitor each company’s compliance with this policy.
|Major injuries recorded
|Days lost due to work-related injuries
|Total recorded injuries to all employees
The Group collects details of its worldwide reported health and safety incidents, and these are available on our website at www.halma.com. We are also pleased to report that there were no fatalities between 2009 and 2012.
We run a number of people development programmes. The Halma Executive Development Programme (HEDP), which is based on our recognition of the fundamental part our people play in the success of the Group, continued to strengthen in 2011/12. HEDP is an integrated development plan for our senior people – including the next generation of Managing Directors and Divisional Chief Executives. Our objective is to provide these individuals with the tools and training they need to achieve more in their existing role and potentially to advance through the organisation if their achievements merit it.
|Cumulative number of candidates that have completed HEDP
|Cumulative number of candidates that have completed HMDP
|Cumulative number of candidates that have completed HCAT
HEDP is aimed at employees already serving on subsidiary boards but we also encourage applications from senior functional managers who can demonstrate they already have equivalent responsibilities and will benefit from the programme.
There are approximately 240 such eligible employees in total.
The programme has been developed from a proven course structure and is specifically and continuously tailored to suit Halma’s needs, aligning the content to the Group’s four core values of Achievement, Innovation, Empowerment and Customer Satisfaction. It focuses strongly on strategic and leadership capabilities and developing personal attributes – commitment, determination and resilience. There is an emphasis on performance management and team development. It includes skillbased elements such as sales and marketing management, project leadership, corporate governance, finance and innovation, but all are presented in a strategic context.
Fourteen programmes have been successfully completed.
Now that a significant proportion of executives have completed HEDP, a follow up programme, HEDP+, has been introduced to provide updated training and to reinforce the original course contents, and four such courses were held in the year.
Complementing the HEDP is a programme for subsidiary managers and supervisors – the Halma Management Development Programme (HMDP). During the year, three HMDP and two HMDP+ programmes were completed giving a cumulative total of 392 employees who have completed HMDP. Programmes were held in the USA, Europe and Asia.
In 2011, we introduced a new programme, Halma Certificate of Applied Technology, targeted at our technical engineers to equip them with a broader understanding of Halma’s technology, improve their productivity and provide specific skills training in areas such as project management. Two such programmes with 36 participants have been completed with great success.
The Halma Graduate Development Programme (HGDP) was introduced during 2011/12 and the first participants start working with us in Summer 2012. HGDP is targeted at engineering, science and technical graduates with the potential to become future leaders of our companies, or next generation specialists driving our technology.
The programme lasts 18 to 24 months and is based on placements in our various operating companies. Through project work participants quickly assume responsibility and learn in detail how businesses operate. We support participants through residential training modules to help develop communication and teamwork skills alongside a mentoring programme for personal development.