TRADE-OFFS IN OUR USE OF
INTELLECTUAL CAPITAL
INTELLECTUAL CAPITAL
The appointment of the correct person in the correct position, supported by effective
management systems and company culture, contributes to the success of Senwes’
business model and the achievement of its strategy. Senwes is a customer focused
company which strives to find innovative and integrated solutions faced by customers.
KEY INPUTS
Innovation division focused on innovative products and service delivery;
Internal IT-division with 70 experienced technical staff members;
Unique business applications for specialised trading;
Unique business processes;
Nation in Conversation;
External service level research project;
Product development programme and teams;
Operational and specialist business units with a mandate to explore new
opportunities;
A core business-driven graduate programme;
Use of external specialists when required;
Extensive learnership and apprenticeship programmes;
Focused and tailor-made leadership and management development programmes;
A bursary scheme;
Accelerated learner development programme for learners with diplomas;
Investment in core technology infrastructure used for various IT services; and
Various agreements/working arrangements with government and SETAS to provide
corporate exposure to learners with SETA grants in the service and grain industries.
REASSURANCE IN RESPECT OF INTELLECTUAL CAPITAL
Financial and IT Steering Committee;
Social and Ethics Committee;
Employment Equity Committee;
Job Grading Committee;
Remuneration Committee; and
Investment and Audit Committees undertake post-implementation evaluations
of the sustainability of projects.
Investment in the right skills and systems requires
a lot of capital, which has a positive impact on
human capital, natural capital, financial capital
as well as social and relationship capital over the
longer term. The improvement of certain processes
and technology could result in a decrease in
human capital. Significant capital was invested to
develop and train employees, adversely impacting
financial capital. Medium to long-term benefits will
enhance our decision-making abilities and result in
greater efficiencies.
ACTIONS TO IMPROVE
OUTCOMES
Outcome-driven objectives for all personnel,
aligned with measurable divisional objectives
for effective management;
Employee well-being programme development;
Align capacity utilisation with investment
philosophy of Senwes;
Research in respect of latest technology and
prototypes;
Research in respect of producers’ experience
of Senwes product delivery;
Market integrated business solutions to clients;
Focus on optimisation of existing investments
by means of problem analysis and internal
improvements; and
Investment in training in order to keep up with
the latest technology.
FUTURE
CHALLENGES
Recruitment and retention of suitable employees
(as a rural employer);
Fast-changing technology and significant
related inputs required;
Increasing stakeholder expectations in respect
of technological innovation;
Increasing pressure on data, capacity and
analytical ability;
Competitiveness;
Productivity and effectiveness;
Timely and effective implementation of research
findings; and
System security and protection of information.
24 ROOTED IN AGRICULTURE