HOW SENWES CREATES VALUE USING THE SIX CAPITALS – continued
TRADE-OFFS IN OUR USE OF HUMAN CAPITAL
The Senwes group workforce increased , which had a positive impact on human capital . The increase in salary 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 .
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 112-year history of the group . We have a hardworking team , who has always ensured our long-term sustainability and will continue to ensure our future success .
JOB LEVELS PER BEE
executive management 0 % 100 %
middle management 7 % 93 %
OR
NON-BEE
senior management 3 % 97 %
skilled technical employees
23 % 77 %
KEY INPUTS
� An industry leader and an employer of choice ;
� A company offering growth opportunities ;
� A safe and healthy work environment ;
� Market related employee recognition and remuneration ;
� A resilient and 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 ; and
� Positive relationships with trade unions .
OUTCOMES 2021 2020
Total employees Number 5 098 3 427 Total employee cost R ' m 942 602 Average cost per employee R ’ 000 184,8 175,7 Employee turnover % 21,0 19,9
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 . semi-skilled employees
66 % 34 %
ACTIONS TO IMPROVE OUTCOMES
� Ongoing 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 employee wellness and health ;
� Implementation of extensive talent forums throughout the group ; and
� Facilitation of five-year employment equity ( EE ) plans with identified barriers .
FUTURE CHALLENGES unskilled employees 97 % 3 %
� 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 robotic processes and online learning technology ; and
� Teams and teamwork , as the future of the work environment .
28 SENWES INTEGRATED REPORT 2021 RESILIENCE