THE BUSINESS
TRADE-OFFS IN OUR USE OF
INTELLECTUAL CAPITAL
TRADE-OFFS IN OUR USE OF
HUMAN CAPITAL
The Senwes group workforce increased, which
had a positive impact on human capital. The in-
crease in salary costs had a negative impact on
financial capital. Employees were challenged by
process changes, which caused a short-term
reduction in productivity, due to the time invested
by employees, but resulted in improved decision-
making processes and greater efficiencies through
standardisation.
HUMAN CAPITAL
JOB LEVELS PER
Our employees are the key stakeholders of Senwes. Our workforce has been,
and still is, our primary competitive advantage in the long and successful 110-year
history of the company. We have a hardworking team, which has always ensured
our long-term sustainability and will continue to ensure our success.
executive management
0%
100%
middle management
4%
96%
NON-BEE
BEE OR
INTELLECTUAL CAPITAL
The appointment of the correct person in the correct position, supported by
effective management systems and company culture, contributes to the suc-
cess 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 faced by our customers.
senior management
0%
semi - skilled
49%
KEY INPUTS
Margin management;
A core business-driven graduate programme;
Extensive learnership and apprenticeship programmes;
skilled technical
14%
KEY INPUTS
86%
unskilled employees
92%
8%
Focused and tailor-made leadership and management development programmes;
A bursary scheme; and
Accelerated learner development programme for learners with diplomas.
An industry leader and an excellent company to work for;
A safe and healthy work environment;
ACTIONS TO IMPROVE
OUTCOMES
Market-related employee recognition and remuneration;
A resilient, ethical leadership team; and
Re-evaluation of existing policies and pro-
cedures;
Implementation of an electronic human re-
sources management system;
Implementation of various online reward
systems to determine remuneration fair-
ness in the market;
A workplace where fair labour practices are enforced.
OUTCOMES
2019 2018
Total employees (group, including JV’s) Number 3 344 3 252
Total remuneration costs (group, including JV’s) R’m 828,8 810,9
Man-days lost, due to injuries Days 486 836
Section-24 disabling injuries Number 4 13
Disabling injury frequency rate # 1,5 1,6
Implementation of extensive talent forums
throughout the group; and
Facilitation of five-year EE-plans with iden-
tified barriers.
FUTURE CHALLENGES
REASSURANCE IN RESPECT OF HUMAN CAPITAL
Compliance Committee;
Remuneration Committee;
Job Grading Committee;
Social and Ethics Committee; and
Employment Equity Committee.
22
OUTCOMES
Alignment of internal management practices to
support the future world of work;
Cultural diversity and sensitivity;
Retention of key individuals and scarce skills;
Identification and management of critical posi-
tions; and
Introducing BOTS and online learning techno
logy.
SENWES INTEGRATED REPORT 2019
Total revamp of the online performance
evaluation system;
Employee well-being programme develop-
ment;
Market-integrated business solutions to
clients; and
Focus on the optimisation of existing in-
vestments by means of problem analysis
and internal improvements.
A structured graduate programme that supports the core business:
Graduate programme
2010 - 2019
BEE
54,5%
Senwes Academy #
NON-BEE
45,5%
FUTURE CHALLENGES
2019 2018 2015-2019
28 49 322
# Includes programmes for learners in accelarated leadership, training at business schools,
learnerships, apprenticeships and leadership development.
Talent development indicator
2019 2018 Movement
10 937 9 806 11,5%
7,3 9,1 (19,8%)
Margin % of training invested in black
individuals 37,8 38,2 (0,4%)
Average number of training days per
employee 3,0 4,2 (28,6%)
Captured training costs as a % of
payroll cost 1,4 2,0 (30,0%)
Number of training man-days
Total training costs (R’m)
# Times per one million man-hours worked.
ACTIONS TO IMPROVE
OUTCOMES
Outcome-driven objectives for all person-
nel, aligned with measurable divisional ob-
jectives for effective management;
100%
51%
Investing 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 process-
es 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.
Recruitment and retention of suitable employ-
ees (as a rural employer);
Increasing stakeholder expectations in respect
of technological innovation;
Increasing pressure on data, capacity and
analytical ability;
Competitiveness; and
Timely and effective implementation of re-
search findings.
REASSURANCE IN RESPECT
OF INTELLECTUAL CAPITAL
Financial and IT Steering Committee;
Social and Ethics Committee;
A well-defined talent management framework; Employment Equity Committee;
Succession identifier criteria developed with supporting succession path
documents; and Job Grading Committee; and
Enhanced recruitment and appointment of new employees.
SENWES INTEGRATED REPORT 2019
Remuneration Committee.
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