TALENT DEVELOPMENT INDICATORS
INDICATORS 2014/2015 2013/2014 % MOVEMENT
NUMBER OF TRAINING MAN-DAYS 8 198 4 118 99
TOTAL TRAINING COST (R’m) 7.3 4.2 74
% OF TRAINING INVESTMENT SPENT ON HDI’S* 39 45 (6)
AVERAGE TRAINING DAYS PER EMPLOYEE 6.3 3.2 97
CERTIFICATES AND DIPLOMAS AWARDED FOR
REGISTERED LEARNERSHIPS (NUMBER) 19 25 (24)
TRAINING COSTS AS A % OF PAYROLL COSTS 2.4 1.3 1.1
* Historically disadvantaged individuals
GRADUATE PROGRAMME PERFORMANCE MANAGEMENT
The graduate programme is a significant component of our
talent attraction and development programme. It is a means of
introducing academically trained young people, with excellent
educational results, into the workplace and exposing them to
different aspects of the business and aligning the talent objectives
of the business with their individual career interests. Through
this programme we have been able to identify and appoint high
potential individuals who also form part of our succession plans. A balanced score-card based performance management system
is implemented across all levels of the organisation to facilitate
tracking of progress towards the achievement of short, medium
and long-term goals. In addition, the system forms the basis upon
which good performers are rewarded and upon which areas for
development are identified.
EMPLOYEE ENGAGEMENT
The focus of labour relations is to have a proactive approach
to matters and the timely identification of potential risks. The
very low levels of union membership and disciplinary cases are
testament to this approach. The effectiveness of this procedure
and constructive engagement approach is evident in the peaceful
workplace environment we have experienced over a long period of
time. Good relationships are maintained with employees directly
and with the labour unions. Senwes is an active member of the
Bargaining Council for the Grain Industry and plays a leading role
in this council, with representation on its board.
ETHICS
During the year under review, the Senwes ethics programme
launched a number of activities. An official communication
launch, led by the executive team, demonstrated leadership
commitment. This was followed by a multimedia communication
campaign which included electronic and printed media
channels, aimed at informing and creating awareness on certain
aspects of ethics. Employees continued to commit themselves
to the Senwes code of ethics by signing the applicable pledges.
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Senwes INTEGRATED REPORT 2015
TALENT RECOGNITION AND
REMUNERATION
Senwes’ remuneration strategy is to be competitive in the relevant
market and to incentivise employees to achieve high performance
through the payment of performance-based incentives upon the
achievement of business, financial and personal targets. Details of
the remuneration policy and strategy are included in the relevant
section of the corporate governance report.
Furthermore, Senwes recognises employees who demonstrate
exceptional performance in various areas of their work, at
both divisional and group level. Employees are recognised and
nominated by either their peers or by management for their
exceptional service and receive awards on divisional and/or group
level. The awards cover areas of financial performance, customer
service, entrepreneurship, operational efficiency, innovation,
teamwork and sustainability.
REMUNERATION PHILOSOPHY
The purpose of remuneration is to attract, retain, motivate and
reward talented and high performing staff in order to achieve
the Company’s strategic objectives, deliver expected shareholder
returns and to ensure sustainable performance and value creation
for the shareholder over the long term.