Porvair facilities are encouraged to engage with and support their local communities. Each does so according to its means.

Our people

Porvair provides employment in a wide range of disciplines associated with the design and manufacture of specialist filtration, laboratory and environmental technologies. The Group involves employees through both formal and informal systems of communication and consultation. Managers have a responsibility to communicate effectively and to promote a better understanding by employees of the activities and performance of the Group.

 

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Employee engagement

The Board seeks to maintain good channels of communication with all its staff. The Board considers it important that the views and concerns of staff are heard; that the objectives of each business are understood; and that standards of behaviour are shared by all. Clear two-way communication is important. The Board has put in systems that allow staff survey results, comments arising, and staff suggestions to be heard at Board level. While almost all issues raised are resolved at a local level, Board members make sure they understand the views and concerns of all staff members.

Diversity

It is the Group’s policy to recruit, train, promote and treat all personnel on grounds solely based on individual ability and performance. These principles are applied regardless of gender, sexual orientation, religion, age, nationality or ethnic origin. The staff employed in each plant are generally representative of the ethnic diversity and backgrounds of the local population surrounding the plant.

Applications for employment by disabled persons are always considered in full, bearing in mind the respective aptitudes and abilities 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 the appropriate training is arranged. It is the policy of the Group that the training, career development and promotion opportunities for a disabled person should, as far as possible, be identical to that of all other employees.

Health and safety

The Group recognises its responsibilities for the health and safety of its employees and to the communities in which the Group operates. By prioritising health and safety, and reducing accidents and injuries, staff benefit from safer working environments and the Group benefits from settled and more secure employees.

Training and development

We recognize that our competitive advantage can only be maintained by developing our own talent internally as well as recruiting the best skills from outside.​

Training and development programmes are important both for our employees to fulfill their potential and to help our businesses achieve its their goals. Much of our training uses the experience found within our operations

Customers and suppliers

Relationships with customers

The Group’s products are generally bespoke for specific customers and often have a very long product lifecycle. This naturally requires the Group to build close relationships with its customers. A high percentage of the Group’s annual revenue comes from repeat business from existing customers. Most new product introductions are developed with existing customers and when new customers are gained, it is often after a long development period over which a close relationship has developed and a long term relationship is expected. Particularly in aerospace and energy, the Group builds relationships with the immediate customer for the product and also with the ultimate end user or manufacturer, who is often the party that certifies the product. For example, the airframe manufacturer will be an important stakeholder but the customer will usually be a sub-assembly manufacturer.

Relationships with suppliers

The Group has an extensive network of suppliers and subcontractors, many of whom are critical to the manufacture of specific parts. The Group has a stable supplier base. It seeks to increase its supplier base by extending the number of suppliers only where there are perceived to be risks of under capacity or resilience in its existing supply chain. Suppliers are generally only removed from the approved list for persistent quality or delivery failures. Wherever possible, the Group seeks local suppliers to fulfil its requirements. The Group carefully selects its suppliers. As part of building a long term relationship with its critical suppliers, the Group works closely with them to ensure that the quality and delivery standards required by the Group are achieved.

Community

The management of each operation is aware of its role within its local communities. They seek to recruit locally and retain a skilled local workforce and are encouraged to build relationships with local community organisations.