Onboarding Course

A big warm welcome to Tulys. We're delighted to have you on board, and we hope you're settling in nicely.

When you've finished taking this short course, you will:

Have fun!

WELCOME ONBOARD!

Domanda hotspot senza nome

HRM VISION

“You’ll need to spend more time with the

business people in your organization. Engage

them differently and seek to understand their

challenges and approaches, not HR’s ones.”

LE FASI DEL PROCESSO DI SELEZIONE

Tulys is a market leader in manufacturing processes and systems automation. With a strong foundation in research and development, we have evolved rapidly but responsibly, exploring new business areas as we go, and establishing ourselves in key markets.

Use your mouse to explore the map below: find more about our locations around the world, and what each one specialises in.


THE FAMILY

Nella foto da sinistra: Maria Ludovica Maramotti, Ignazio Maramotti, Luigi Maramotti.

La Famiglia Imprenditoriale

Marina Rinaldi. Bisnonna del fondatore Achille Maramotti. Proprietaria di una stimata sartoria a Reggio Emilia.

Giulia Fontanesi. Madre del fondatore Achille Maramotti. Preparata per il taglio e cucito nelle scuole di Torino e Milano, insegnante di queste pratiche in Svizzera e Fondatrice della Scuola Maramotti, affermata scuola di taglio e cucito a Reggio Emilia.Donna emancipata, rimase vedova con quattro figli nel 1939, nonostante tutto riuscì a iscrivere Achille Maramotti all’Università.

Achille Maramotti. Fondatore del Gruppo Max Mara. Laureato in Giurisprudenza e imprenditore d’eccellenza. Durante gli studi sviluppa due tipi di esperienze lavorative, una di tipo commerciale (seguire le vendite per la zona di Roma della Cremeria Emiliana di Cavriago, di cui era amministratore delegato lo zio Giuseppe Fontanesi) e una di tipo industriale (impiego in un piccolo laboratorio di confezione in serie in Svizzera dove approda con il proposito di imparare il francese).La prima esperienza gli fornisce le basi di una formazione commerciale; la seconda invece gli serve per accorgersi che l’attività artigianale poteva essere trasformata in attività industriale, riducendo i tempi di lavoro e riproducendo i modelli in serie.

Maria Ludovica Maramotti. Presidente di Manifatture del Nord S.r.l.

Luigi Maramotti. Presidente di Max Mara S.r.l.

Ignazio Maramotti. Presidente di Max Mara Fashion Group S.r.l.

I BRAND DEL GRUPPO

Our culture defines who we are

If our core values form the basis for who we are, then it's our culture that glues everything together. This short video explains a bit more about what our culture means to us, and why it's so central to what we do. 

COATS!

QUESTIONS TIME

Interview

Off the back of a stellar AW16 show, Ian Griffiths, Creative Director at Max Mara, speaks to Buro 24/7 Malaysia on inspirations and what we can expect next season

Not many designers understand a woman's needs quite like Ian Griffiths at Max Mara does. His clothes are beautifully constructed, well designed, luxurious and unapolegetically wearable—versatile, forever pieces nobody will ever tire of. Editor-in-chief, Cai Mei Khoo, catches up with the maestro after a glorious show (we want all the coats) to find out what made him tick for AW16.

 

I understand that you were inspired by constructivism and modernism this season. Where did this whole idea come about?

Well, everyone's talking about the new machine age—the digital age—and that got me thinking: "How do we go forward in the machine age? Let's look back at the last one." So I studied the period in the 1920s and I discovered these outstanding movements like constructivism and modernism. What I really discovered is that in those movements, women were so important and could attend design schools at the Bauhaus in Germany. It was the women who developed all those theories about creating energy through the way you put colours together. So I thought, let's do this collection that's all about energy, women's energy. And women getting on and succeeding, women being empowered.

 

It's interesting that you thought ahead, but you referenced the past for a new collection.

I think cultural awareness is so important and you can never do anything new without knowing what's been done before. I think you always have to inform yourself about what has been done, to give yourself the chance to know where you are. To know what's been done and move forward.

 

And what do you think are some key strengths for Max Mara? I love that you keep bringing back camel coats, and I love the huge drapes this season, the blocks of colour.

We are constantly reinventing the trademarks of the house. The important thing that runs through all our collections is the fact that it's completely wearable. You can wear those clothes and they give you confidence. You're a woman, you know how it feels. Sometimes you don't know what to wear, or you feel judged in your clothes. With Max Mara, you're going to look strong and powerful. You can get on with your life and you can succeed in a man's world.

 

What are some of your favourite looks for this season?

They're all my favourite looks. If it's not my favourite, it's not on this show. My absolute favourites are the things we're doing for next season.

 

What do you think about this whole direct to consumer approach fashion is leaning towards? Do you think it's something Max Mara will adopt?

I think that everyone is aware what's happening in fashion. Everyone looks at shows, and the public's aware of it. But I don't think that people necessarily want those things there and then. It's a natural cycle between the time of showing and then the anticipation which is then created by the press, because we have editorials coming out, covers. And it's the magazines that show people how they're going to wear those clothes in their real lives. It takes six months for people to process that, so I think people are ready to buy those clothes in about six months time. Also from a point of view from production, to maintain the quality we do, we have to have six months to benefit in a way that's going to guarantee quality. I think that in fashion, they're always brands that are trying to find new ways of doing things. I think that's good, but I think for ours, there's the model that we have now and it works.

 

Off the back of a stellar AW16 show, Ian Griffiths, Creative Director at Max Mara, speaks to Buro 24/7 Malaysia on inspirations and what we can expect next season

Not many designers understand a woman's needs quite like Ian Griffiths at Max Mara does. His clothes are beautifully constructed, well designed, luxurious and unapolegetically wearable—versatile, forever pieces nobody will ever tire of. Editor-in-chief, Cai Mei Khoo, catches up with the maestro after a glorious show (we want all the coats) to find out what made him tick for AW16.

 

I understand that you were inspired by constructivism and modernism this season. Where did this whole idea come about?

Well, everyone's talking about the new machine age—the digital age—and that got me thinking: "How do we go forward in the machine age? Let's look back at the last one." So I studied the period in the 1920s and I discovered these outstanding movements like constructivism and modernism. What I really discovered is that in those movements, women were so important and could attend design schools at the Bauhaus in Germany. It was the women who developed all those theories about creating energy through the way you put colours together. So I thought, let's do this collection that's all about energy, women's energy. And women getting on and succeeding, women being empowered.

 

It's interesting that you thought ahead, but you referenced the past for a new collection.

I think cultural awareness is so important and you can never do anything new without knowing what's been done before. I think you always have to inform yourself about what has been done, to give yourself the chance to know where you are. To know what's been done and move forward.

 

And what do you think are some key strengths for Max Mara? I love that you keep bringing back camel coats, and I love the huge drapes this season, the blocks of colour.

We are constantly reinventing the trademarks of the house. The important thing that runs through all our collections is the fact that it's completely wearable. You can wear those clothes and they give you confidence. You're a woman, you know how it feels. Sometimes you don't know what to wear, or you feel judged in your clothes. With Max Mara, you're going to look strong and powerful. You can get on with your life and you can succeed in a man's world.

 

What are some of your favourite looks for this season?

They're all my favourite looks. If it's not my favourite, it's not on this show. My absolute favourites are the things we're doing for next season.

 

What do you think about this whole direct to consumer approach fashion is leaning towards? Do you think it's something Max Mara will adopt?

I think that everyone is aware what's happening in fashion. Everyone looks at shows, and the public's aware of it. But I don't think that people necessarily want those things there and then. It's a natural cycle between the time of showing and then the anticipation which is then created by the press, because we have editorials coming out, covers. And it's the magazines that show people how they're going to wear those clothes in their real lives. It takes six months for people to process that, so I think people are ready to buy those clothes in about six months time. Also from a point of view from production, to maintain the quality we do, we have to have six months to benefit in a way that's going to guarantee quality. I think that in fashion, they're always brands that are trying to find new ways of doing things. I think that's good, but I think for ours, there's the model that we have now and it works.

 

Test!

Ian Griffiths èe disegna una moda che sappia 

IL TUO APPORTO

  • Trust
  • Prestige
  • Tempo
  • Temper
  • Teamwork

Contenuto senza nome

Che caratteristica ha Furio?

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Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the industry's standard dummy text ever since the 1500s, when an unknown printer took a galley of type and scrambled it to make a type specimen book.

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People - Our core strength

Who is who?

David Senior (Founder)

When David and Narsi teamed up, they decided they would have, not an open-door policy, but a NO-DOOR policy. David says that communication's a two-way street. "Got any concerns? Stop by! Ideas for improving any aspect of the business? Stop by! Just want to shoot the breeze? You guessed it: STOP BY!" 

Narsi Jamshidi (Co-Founder)

Narsi, founder and CEO of KKD Trust, shares David's love of openness and transparency—so the merger was a perfect fit! Narsi's also got a big thing for corporate social responsibility: "You might say CSR's my middle name. For Tulys, CSR's not just an option—it's the way to do business."

Geoff Good (Chief Financial Officer)

Geoff's the one who follows the money for Tulys. He confesses to running a tight ship, but as he like to say: "It's not about the money, money—it's all about the people." That's why everyone loves him!

Martina Eynon (Head of Human Resources)

Martina's actual job title is "Head People Person": Her specialty? "I just love putting myself in other people's shoes. It's something I'd recommend to anyone." You might say that, when it comes to empathy others, she walks the talk!

John Grey (Chief Technology Officer)

John is behind the technology that's behind Tulys's ground-breaking process-automation software. He may look like he has recently quit a boy band, but as he says himself, appearances can be deceptive: "Warm and fuzzy outside—nerdy as they come inside." Oh, and did we mention? He's also passionate about leveraging technology to make people's lives easier. 

Kanika Sharma (Chief of Design)

Kanika owns the design of the entire product suite. She manages no fewer than 12 design teams. Count them—12! And still she finds time to roll up her sleeves and get stuck into UXD prototyping-slash-brainstorming sessions with her teams in the sprawling design space. "It's like Brecht said: I love production, because you never know what's going to come out in the end." Well we know: whizz-bang next-gen products!

Know our clients

Our client list (actually, a tiny sampling)

These are just a few of our clients. The full list reads like the Who's Who of Process Automation. And still, we're growing—because what counts for us is not just getting the client, but growing the relationship with them. That's our secret sauce, and the reason our clients stick with us. 

Employee stories

Ron Shade

Trainer, software engineer

Ron is a super-talented software professional who never goes less than the extra mile to get the job done—whether on his own projects or for something one of his mentees is working on. We quickly spotted Ron's keen eye for leveraging technology for social good, we recently asked him to head up a school-to-work transition project in a school we've adopted as part of our Adopt-a-School Program—so in addition to his mentoring at Tulys, he also helps younger mentees get on the right track, whatever that turns out to be. He's been doing so well that we've suggested he work remotely two days a week. That way, he can strike a balance between his on-site work and the transition project. 

It takes a village—and we're committed to doing our part to help the village, and all the children in it, thrive. That's the Tulys way—and we offer our people every opportunity to help us follow it.

Fiona Reed

Poet, architect and technology geek

Fiona brings a rare combination of intellectual prowess and a real feel for the business. She's one of those rare gems who knows how to wave a magic wand to press a faulty bit of hardware back into service. Tulys knew it was onto something when it recruited her directly from University College Cork in Ireland—before the ink on her first master's degree was dry. First? That's right. "Tulys has sponsored my second master's—this time in artificial intelligence. I suggested developing a new machine-learning algorithm to predict customer segments and preferences—and they said yes! Exciting times ahead, with the first release just around the corner!"

We strongly believe in capitalizing on academic research—especially when our people come to us with cutting-edge ideas.

Crescentia Kalpi 

Writer, dreamer, runner, designer, activist

Kalpi has been with Tulys for the last 10 years, and has grown exponentially: having started out as a technical writer, she's now our resident Best Practices Evangelist and Product Design Guru. Thanks to our cross-functional employee-transfer program, Kalpi has had—and taken—a number of opportunities to upskill herself, delving along the way into a wide range of portfolios, making remarkable contributions in CRM, and helping incubate whole new product lines. And as if all that weren't enough, Kalpi also runs Tulys's Women in Technology Program, which is all about empowering women through the reach of technology, both inside and outside Tulys. A keen marathoner, she recently finished the Honolulu Marathon with a PB of 3:20. "I'm all about pushing back boundaries—whether that's my PB, or barriers to women's having the place we deserve at the table."

We take pride in promoting our employees' strengths, on both the personal and professional fronts.

Social Initiatives

We undertook several social initiatives and sponsored employees who were interested in either initiating, or taking part in, them. We are keen to nurture talent—both among our people and more broadly. These initiatives have helped bring about real change in a number of areas: 

- vocational education for schools

- programming skills for women

- basic education for underprivileged children in each of the markets we have a presence in

- apprenticeships designed to help those who've been struggling to finish their studies get back on track


The article above, from Rush magazine, is about Tulys's contributions to vocational education.

Ask a bigwig!

Curious about our how we do business, and the standards and best practices we apply? Interested in new projects and initiatives? Want to know what happens during annual meetings? Don't be shy! Every manager, starting with David and Narsi, has a NO-DOOR policy, so shoot!

Must Know Resources

Policies

Vacation time and vacation pay  

Vacation will accumulate on the basis of 1.25 days per month to a maximum of fifteen (15) days per calendar year, and will be paid on the basis of six percent (6%) of wages earned in the previous twelve- (12-) month period during which vacation time is earned.  After completion of seven (7) years of service, employees shall be entitled to twenty (20) days per calendar year and will be paid on the basis of eight (8%) percent. After completion of fourteen (14) years of service, employees shall be entitled to twenty-five (25) days per calendar year and will be paid on the basis of ten (10%) percent. These figures will be pro-rated for part-time staff.  This type of leave should be taken in ½ day increments.As vacation is designed to give employees a chance to rest and rejuvenate, therefore taking vacation is encouraged by the employer.  For this reason, employees may only carry five (5) days from one year to the next.  These days should be used during the first 90 days of the new year.

Sick leave 

Employees will be entitled to twelve (12) days of sick leave per calendar year accumulated on the basis of 1 day per month. A maximum of twelve (12) days of sick leave may be carried forward to the next calendar year so that an employee shall have no more than twenty (24) sick days in any one calendar year. Any additional sick leave accumulated will be forfeit.  Moreover, regardless of the amount of sick leave accumulated, sick leave will not be paid out upon resignation, retirement, or termination of employment for any reason. Furthermore, since Sick Leave has no cash value, employees may not use more than they have accumulated, without the express written permission of the Executive Director.  Employees working less than full time will have their rate of accumulation adjusted accordingly.Sick leave can be used for personal illness, personal medical appointments, and visits to specialists.The Employer reserves the right to request information with respect to limitations, restrictions, prognosis in such manner as it deems necessary in the circumstances with respect to any request for paid or unpaid sick leave.  The employer also reserves the right to request a doctor’s note for absences of three (3) days or longer.

Compassionate leave

Tulys will grant up to three (3) working days per event on the occasion of a death in the staff member’s immediate family.  Immediate family is defined as: parent(s), step parent(s), foster parent(s), sibling(s), grandparent(s), spouse (including common law a/o same-sex partner), step child(ren) or ward of the staff member, father-in-law or mother-in-law (including parents of a same-sex partner).  Additional compassionate leave may be granted at the discretion of the Head of Human Resources for reasons not covered elsewhere in Tulys's Human Resources Policy. You are invited to discuss such issues with your manager or the Head of Human Resources, and to follow up if needed with a written submission.

Procedures

How to log hours every week

We use Jira got time-tracking. This short video will tell you all you need to know to get going.

How to apply for leave

This brief explainer will tell you how to apply for leave—and how to log any unplanned absences once you're back in the office. 

How to claim travel expenses

This practical how-to will tell you everything you need to know to claim back all allowable expenses—and offers a few tip on what's allowable and what's not.

How to file a complaint

If someone or something annoys you, let us know! Rest assured, we will address it, even as we undertake to respect your privacy as appropriate. 

How to request training?

Our Learning and Development teams are highly adaptable and accommodating. Here's the procedure to request them for a specific training.

Where is...

Where to find what—and whom

As a new employee, you want to be able to find your way round, so you can find the places you need to go and the people you need to see. 

We're here to help. And that's why we've built this interactive map. 

Using it is a breeze. Just hover your mouse over the location you want to get to, and the map will point you in the right direction.

5 Handy Resources

Job Primer

Envision

Ready for the ride?

As much as we love autonomy, we also believe in setting some standards for our new employees to adhere to. This roadmap plots out a few milestones we'd like you to reach on your way to becoming a tried-and-true Tulyan.

How would you prioritise?

Prioritize the following goals in your first year at Tulys. [THIS LOOKS AS THOUGH IT'S NOT FINISHED]

You will be asked to complete a number of tasks on your way to meeting your goals for the year.

  • Meet your buddy
  • Understand the team products, projects and clients
  • Make a team presentation
  • Represent Tulys at a conference

Enhance

Your team's key accounts

Your team specialises in strategizing around the Agile marketing solutions for clients in the food-manufacturing sector. Here are few of our major clients:

Just Co, Sunnyvale, California, USA

We have been helping Just co streamline their print and digital-marketing operations. We've used e-mail campaigns and analytics to support the initiative. 

PoC: Josh Smith and Rina Ray 

Baller, Mexico City, Mexico

Baller is an important client. We market their customer-relationship management software package, with great results. But we've also leveraged Angular JS to build the UI for the package and have set up several microsites to boot!

PoC: Geoff Good

What would you do?

Engage

Meet your buddy

Rebecca is your new buddy. She's here to help you get to know the ropes. If you're looking for help or advice, she can either help you directly or point you in the right direction.  With Rebecca as your buddy, you'll be able to get cracking in no time.

Rebecca's been with us for more than five years, and now heads up the digital-marketing group within your business unit. Her contact details are in your inbox!

Meet your Team


Lisa Hood, Sales Analyst

Bob Masie, Market Research Lead 

Nina Turner, Digital Marketing Champ

Jon Stead, Client Negotiation Lead 

Strategic Relationships

Building bridges and making connections are a quintessential part of Tulyan life. Here are a few questions that can help you strike up that first conversation with your teammates by the water cooler.

  • Which other teams and key stakeholders will we be working with? 
  • What other managers will we be working with from other teams?
  • What is the current strategy for my business area?
  • How does my area help implement the strategy?
  • In what ways will we be working with other teams when it comes to multi-team initiatives?
  • How have we been leveraging business opportunities? 
  • What are the top five things that the team needs to focus on? Where's the low-hanging fruit, and where are the toughest challenges? What about risks and issues? 
  • Any surprises I should be looking out for?

Do you know your team?

Execute

Meetings

Here are a few golden do's and don'ts for meetings, lifted shamelessly from Harvard Business Review:

a) State views and ask genuine questions. This enables the team to shift from monologues and arguments to a conversation in which members can understand everyone’s point of view and be curious about the differences in their views.

b) Share all relevant information. This enables the team to develop a comprehensive, common set of information with which to solve problems and make decisions.Use specific examples and agree on what important words mean. This ensures that all team members are using the same words to mean the same thing.

c) Explain reasoning and intent. This enables members to understand how others reached their conclusions and see where team members’ reasoning differs.

d) Focus on interests, not positions. By moving from arguing about solutions to identifying needs that must be met in order to solve a problem, you reduce unproductive conflict and increase your ability to develop solutions that the full team is committed to.

e) Test assumptions and inferences. This ensures that the team is making decisions with valid information rather than with members’ private stories about what other team members believe and what their motives are. Jointly design next steps. This ensures that everyone is committed to moving forward together as a team. Discuss "undiscussable" issues. This ensures that the team addresses important issues that are hindering its results and that can be resolved only in a team meeting.

Approvals

 

 

Approval Level

Signature(s) Required

Up to $2,000

Manager only

$2,000 to $50,000

Manager and Accountant (any level)

Up to $200,000

Sr Manager and Finance Mgr/Sr Mgr

Up to $500,000

Senior Director and Finance Manager

Up to $1 million

Vice-President and Finance Vice-President

 


 

Business travel 

Step 1

Immediate supervisor reviews all request for travel at least one week advance.


Step 2

Unit Manager checks the travel request against the project workload, and decides on approval.


Step 3

Chief Financial Officer checks travel costs against available travel budget for the current quarter.

Who should approve?

  • $2,000 to $50,000
    Manager and Accountant (any level)
  • Up to $500,000
    Senior Director and Finance Manager
  • Up to $2,000
    Manager