To be the preferred employer for the very best people in our sector by providing an entrepreneurial environment that offers opportunities for our people to develop and thrive.
To attract, retain and grow a talented and diverse workforce, providing equal opportunities for all, while nurturing a sense of pride in being part of Vitec.
Our employees are the best in the sector, our greatest single asset and critical to our success. Their attitude and abilities, experience and market knowledge, talent and commitment create a culture that supports product excellence, creativity and integrity.
We monitor and improve areas that are important to our people, ensuring that we have consistent policies and processes in place to acquire, engage and retain our best talent. Initiatives focus on wellbeing, working environment, sustainability, diversity, employee benefits and training. We have comprehensive benefits packages to support employees and remain competitive globally.
We also aim to provide our employees with an engaging and stimulating entrepreneurial environment where they are encouraged to learn and develop.
93% of Group employees agree doing the right thing and behaving in the right way is of the utmost importance to Vitec
Employee engagement plus
We communicate with our employees on a regular basis using multiple channels, keeping them informed of business performance at a Group and Divisional level.
During 2020 employees received regular updates on the business, performance and measures to deal with the pandemic from the Group Chief Executive Officer. These took the form of all-employee emails, videos and all-hands updates on performance and business issues from Divisional senior management.
More informal communications also take place. All-hands meetings take place at all our sites, allowing employees to hear regularly from management on progress for the business. Breakfast with the Divisional CEO is an informal opportunity for employees in our Imaging Solutions Division to exchange ideas and opinions on business strategies. Welcome meetings take place at the Imaging Solutions’ sites quarterly to introduce new colleagues to the business. In the Production Solutions Division, The View is a quarterly publication sent to all employees updating them on business activities, product launches and employee initiatives. Finally, On Air is a publication about local events and operations for employees in the Bury St Edmunds office.
In response to the 2018 UK Corporate Governance Code, the Board considered how best to handle Code Provision 5 - dealing with the Board’s engagement mechanism with the wider workforce at Vitec. It was agreed that this was best achieved by the Board designating one of the existing Non-Executive Directors to cover this role. Given her wide industry experience, notably at the BBC, and also her role as Chair of the Remuneration Committee, the Board considered that Caroline Thomson was best suited to fulfil this important role.
2020 was the second full year of this arrangement. Due to the pandemic we had to structure employee engagement so that remote sessions were held with no face-to-face meetings or site visits organised. Working with Jon Bolton, the Group Company Secretary and Group HR Director, and the Creative Solutions HR Vice President, a series of meetings were held remotely with employees at several Creative Solutions sites. The sessions covered employee engagement, including how the Company had responded to the pandemic and ensured the safety and wellbeing of employees, working conditions, remuneration and benefits, work-life balance, communications, and development and training.
In December 2020, several video conference sessions were held with over 30 Creative Solutions employees and Caroline Thomson, covering the Creative Solutions sites at Irvine, Cary and Dallas in the US, and Ra’anana, Israel. Caroline had a preliminary meeting with Nicol Verheem, Creative Solutions Divisional CEO, and Efrat Birav, Creative Solutions HR Vice President, to hear about HR initiatives and working practices, particularly to bring the separate business units of Teradek, SmallHD, Wooden Camera and Amimon under one Divisional structure.
Feedback from the sessions was gathered on a no names basis to give comfort to employees that they could give open views on working within Creative Solutions. Key feedback noted that employees felt that they had been well looked after during the pandemic and that the Company had taken the right steps to ensure their safety and wellbeing both on sites and working from home. Communication had been good, regular and clear. Good progress on creating a cohesive Divisional structure was being made across each of the business units with further work remaining to be done. Finally, further work around employees, talent and development, including a better understanding of remuneration decisions, was needed in 2021. This feedback was shared with Divisional management to develop HR initiatives and address any employee concerns going forward. Caroline Thomson reported back to the Board on the key issues coming out of the employee engagement session for Creative Solutions at the December 2020 Board meeting.
We offer the Sharesave Scheme to all our employees in many of the countries in which we operate. It allows employees to save a fixed monthly amount up to £350 with the option to purchase a fixed number of shares in the Company at a discount of up to 20% on the prevailing share price at the time of the offer. We have specifically improved communication of Sharesave to employees to ensure it is well understood and that as many employees as possible participate in the scheme. As a consequence, participation rates have continued to improve and by the end of 2020 over 1,000 Group employees participated in Sharesave.
Vitec understands the importance of a healthy and nurturing working environment for our staff.
Employee turnover 3.6%
While the pandemic has curtailed the opportunity to hold face-to-face meetings and events in 2020 we have looked to ensure that our people are engaged, motivated and looked after.
In 2020 we introduced an all-employee assistance programme in conjunction with ICAS. This service provides free and confidential support to all our employees and their families on a range of matters including counselling for emotional and psychological support, practical guidance and support on legal, financial, family and work matters and online health and wellbeing guidance.
In addition to the wellness programme we offer our employees in many territories several levels of healthcare cover for employees and their families. In the UK this is provided as a non-contributory taxable benefit through AXA Health. UK employees who do not join this healthcare arrangement can join an alternative arrangement provided by Healthshield. In the US, our employees are offered healthcare cover through several providers including Cigna and Kaiser, with employees able to select the level of healthcare cover they want.
89% of Group employees are aware of the company’s wellness service
Learning and developmentplus
We continually review and expand training options for staff, aiming to offer a comprehensive training and development programme.
Learning and development is encouraged in line with personal development plans, annual performance appraisals and organisational need.
The Board reviews leadership and succession plans across each of the Group’s Divisions to ensure a structured approach to growing and developing the Company’s future leaders. Reviews of senior employees include succession planning matrices to understand the organisation’s capacity and capability for achieving its strategic plans. We encourage inter-company recruitment between Divisions, including the Group Head Office.
Diversity and inclusionplus
We strive to employ a diverse workforce and foster an equal opportunities culture.
Gender diversity - 70% men, 30% women (over a five-year period we commit to increasing the numbers of females across the Group)
Our approach to diversity follows a strict policy of sourcing the best person for the role irrespective of race, gender, age, religion, sexual preference or disability, and our Code of Conduct sets out an express prohibition on discrimination of any kind.
We have developed a new D&I strategy with targets and action plans tailored to address our industry and our key area of weakness, which is a lack of female employees in many areas of the Group. Over a five-year period, we aim to increase the number of female employees across the Group to improve the Group’s overall gender diversity from 70% men, 30% women. At a senior leadership level, we expect the ratio of women to be at least 30%.
Flexible working policies are in place across our three Divisions and open to all employees.
Applications for employment by disabled persons are always fully considered, bearing in mind the respective aptitudes and abilities of the applicant concerned. In the event of employees becoming disabled, all reasonable effort is made to ensure that their employment within the Group continues. The training, career development and promotion of disabled persons should be, as far as possible, identical to that of all other employees.
Health and safetyplus
We take our employees’ health and safety and wellbeing extremely seriously; this continues to be our single most important priority.
An important part of our culture is to ensure that all our employees are able to work in a safe and secure environment. We encourage our management and employees to actively take responsibility for this.
We promote a culture of continuous improvement in order to prevent any major incidents, and our goal is to have zero significant lost time accidents. In 2020, there were zero lost time accidents resulting in over three days’ absence.
We have a Health and Safety policy, communicated to all site management and employees, which sets guidelines for the prevention of accidents and work-related ill health and provides guidance for the adequate control of health and safety risks arising from work-related accidents. We expanded the policy in 2020 to reflect the reality of dealing with COVID-19.
Our objective is to eliminate all accidents on site. All accidents and near misses are reported, whether they result in absence from work or not. Any remedial actions are identified and implemented to prevent repeat occurrences. Reporting is prompt and any accident resulting in over three days’ absence is reported to senior management as well as the Group Chief Executive within 24 hours. By the end of 2021, we will also expand our disclosures to cover accidents under three days and all near misses.
All major sites have Health and Safety Committees who hold regular meetings to review safety, ensure that operating practices are safe and address potential safety concerns. Every month the health and safety performance of each Division is reviewed with the Divisional Health and Safety representatives, Group Risk Assurance Manager and Group Company Secretary to review accidents or near misses, corrective measures and to ensure that best practices and lessons learned are shared across the Group. Health and safety performance is regularly reviewed with the Executive Management Board and at every Board meeting.
Our five-year accident record details the number of accidents resulting in over three days’ absence from work across the Group.
Production Solutions’ sites in Cartago, Costa Rica, and Bury St Edmunds, UK, as well as Imaging Solutions’ sites in Bassano and Feltre, Italy, are certificated with ISO 45001 (occupational health and safety). This means that over 700 employees (44%) of the Group are covered by accreditation on health and safety. This management system audit helps in building a framework to manage health and safety impacts and in meeting legal compliance.