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THE BUSINESS
INTELLECTUAL CAPITAL
T
he appointment of the correct person in the correct position, supported by ef-
fective 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
for the challenges of our customers.
OUTCOMES
A structured graduate programme that supports the core business;
A well-defined talent management framework;
Scientifically designed development and succession plans for executives and
critical roles;
Capability and competency management via online job description development;
KEY INPUTS
Total skills development costs of R10,1 million;
Combined executive management experience of 99 years;
Innovation division focused on innovative products and service delivery;
Internal IT-division with 63 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 op-
portunities;
A newly revamped core business-driven graduate programme;
Use of external specialists when required;
Succession identifier criteria developed with supporting succession path documents;
Senwes Academy offers learning and development opportunities for employees;
Upgraded storage solution for enhanced technical performance and increased
capacity;
Website update for the Senwes group of companies;
Eburo - Farming management analysis and benchmarking;
Group career portal;
New integrated human resources system;
Online job evaluation system;
AgriRewards loyalty scheme;
OneAgri application;
Internally developed systems;
Nation in Conversation received a prestigious award from Agricultural Writers of
South Africa for its contribution to agriculture in South Africa.
Graduate programme 2010 - 2018
Extensive learnership and apprenticeship programmes;
Focused and tailor-made leadership and management development programmes;
A newly revamped bursary scheme;
Number of BEE-graduates
41%
A newly developed accelerated learner development programme for learners
with diplomas; Talent development indicator
Various agreements/working arrangements with government and SETA’s to
provide corporate exposure to learners with SETA grants in the service and
grain industries were extended.
OVERVIEW | THE BUSINESS | STRATEGIC AND OPERATING CONTEXT | CORPORATE GOVERNANCE | FINANCIAL REVIEW
BEE
NON-BEE
Number of Non-BEE-graduates
11 16
Number of training man-days
59%
2017/2018
2016/2017 Movement
5 586 3 102 80,1%
Total training costs (R’m) 10,1 9,6 5,2%
% of training invested in black individuals 38,4 44,1 (12,9%)
Average number of training days per employee 3,7 3,3 12,1%
Captured training costs as a % of payroll cost 2,6 2,4 8,3%