24
THE BUSINESS
HUMAN CAPITAL
O
ur employees are the key stakeholders of Senwes. Our workforce has been,
and still is, our primary competitive advantage in the long and successful
109-year history of the company. We have a hardworking team which has
always ensured our long-term sustainability and which will continue to ensure our
success.
Job levels per race
BEE
NON-BEE
Executive
management
Senior
management
0%
0%
100%
KEY INPUTS
100%
Middle
management Junior
management
5% 14%
95%
86%
Skilled
employees
Unskilled
employees
7%
49% 51%
93%
Age distribution over various levels of the company
An industry leader and an excellent company to work for;
< 35 years
A company with opportunities;
Executive
management
A safe and healthy work environment;
36-49 years
Senior
management
Market related employee recognition and remuneration;
A resilient, ethical leadership team;
50% 50%
42% 58%
An inclusive environment that embraces workforce diversity;
> 50 years
Middle
management
11%
46%
43%
Junior
management
34% 26%
40%
Skilled
employees
39%
24%
37%
Unskilled
employees
43%
An environment where employees are empowered and ownership is
allocated;
A workplace where fair labour practices are enforced.
ACTIONS TO IMPROVE OUTCOMES
OUTCOMES
2018 2017
Re-evaluation of existing policies and procedures;
Implementation of an electronic human resources management system;
Total employees (group, including JV’s) Number 3 252 3 157 Total remuneration costs R’m 451,6 373,6 Total training costs R’m 10,1 9,6 Section 24 disabling injuries Number 21 11 Market research in respect of comprehensive online remuneration
benchmarking;
Disabling injuries Number 81 60 Online job descriptions.
Man-days lost due to injuries Days 750 598 Disabling injury frequency rate # 1,8 1,6
# Times per 1 million man-hours worked.
OVERVIEW | THE BUSINESS | STRATEGIC AND OPERATING CONTEXT | CORPORATE GOVERNANCE | FINANCIAL REVIEW
Implementation of an electronic job grading system;
Monitoring of personnel wellness and health;
18%
39%