HUMAN CAPITAL
Our employees are a key stakeholder of Senwes. Our workforce has been, and still
is, our primary competitive advantage in the long and successful 111-year history of
the company. We have a hardworking team, who has always ensured our long-term
sustainability and will continue to ensure our success.
TRADE-OFFS IN OUR USE OF
HUMAN CAPITAL
The Senwes Group workforce increased, which had a
positive impact on human capital. The increase in sala ry
costs had a negative impact on financial capital. Process
changes caused a short-term reduction in productivity,
due to time invested by employees, but resulted in
improved decision-making processes and greater efficiencies
through standardisation.
KEY INPUTS
An industry leader and an employer of choice;
A company with opportunities;
A safe and healthy work environment;
Market related employee recognition and remuneration;
A resilient, ethical leadership team;
An inclusive environment that embraces workforce diversity;
An environment where employees are empowered and ownership is allocated;
A workplace where fair labour practices are enforced.
JOB LEVELS PER
executive management
0% 100%
middle management
11% 89%
semi-skilled
employees
61% 39%
BEE
OR
NON-BEE
senior management
2% 98%
skilled technical
employees
25% 75%
unskilled employees
96% 4%
OUTCOMES 2020 2019
Total employees * Number 4 825 3 344
Total remuneration costs * R‘m 1 021 829
Average cost per employee * R‘000 211,6 247,9
Employee turnover * % 19,9 18,8
*All figures are shown for the group including JVs.
REASSURANCE IN RESPECT OF HUMAN CAPITAL
Compliance Committee;
Remuneration Committee;
Job Grading Committee;
Social and Ethics Committee;
Group Ethics Committee;
Group and Individual Employment Equity Committee;
Group Membership Committee to ensure optimal cost options and investment of
pension funds;
Monthly Old Mutual meetings with external role players to ensure mutual understanding
and to resolve issues;
Monthly Payroll and HR meetings to align understanding; and
HR operations meetings with all senior executives, throughout the group.
ACTIONS TO IMPROVE
OUTCOMES
Re-evaluation of existing policies and procedures;
Implementation of an electronic human resources
management system;
Implementation of various online reward systems to
determine remuneration fairness in the market;
Monitoring of personnel well-being and health;
Implementation of extensive talent forums throughout
the group; and
Facilitation of five-year employment equity plan
with identified barriers.
FUTURE
CHALLENGES
Alignment of internal management practices to
support the future world of work;
Cultural diversity and sensitivity;
Creating an employee value proposition that sets
the group apart from its competitors;
Retention of key individuals and scarce skills;
Identification and management of critical positions;
Introducing BOTS and online learning technology;
and
Teams and teamwork, as the future of the work
environment.
22 ROOTED IN AGRICULTURE