Human capital

We have adopted a number of initiatives aimed at driving a high performance culture, where staff are recognised and rewarded commensurately with their contributions.

Talent acquisition and retention

The Group adheres to a defined process for talent acquisition, so that all vacant roles can be filled within a short space of time followed by an effective recruitment process. This process includes a targeted search of relevant job portals, selection of candidates involving line managers and colleagues, after assessments where applicable.

Performance assessments are conducted with new staff after six weeks in the role in order to ensure that any issues that may arise are addressed. The formal performance management procedure aims at achieving our required standards. Performance is monitored on a biannual basis and measured against established and agreed key performance criteria. These measures are used to determine bonuses and increases payable.

Employee benefits

The Group offers several employee benefits, including group life insurance (inclusive of a life policy, severe illness, disability and a funeral cover) and medical aid through Discovery Health and a provident fund through Destiny Retirement Fund. As we have adopted a Total Cost to Company remuneration system, the costs of medical aid and provident fund are included in staff packages. The cost of the group life benefit is borne by the company.

Staff wellness

We host an annual Vitality wellness day at head office enabling staff to undergo various medical assessments. During the year staff were afforded the opportunity to check blood pressure, eye sight, to donate blood to the South African National Blood Service, to obtain flu injections and to undergo HIV testing and counselling, as applicable. Staff also have access to qualified counselling on issues such as depression, stress, burnout and addiction.

Staff regularly volunteer their support for various community and charity initiatives throughout the year, including hosting and assisting at youth events, Cyclethon and the JP Morgan Corporate Challenge Race.

Talent acquisition and

Employment equity

The principles supporting and promoting equal opportunity as well as fair and consistent treatment to all staff, are embodied in the Group's employment equity and transformation policy.

Learning, development and talent acquisition are aimed at promoting and encouraging employment equity.

The Employment Equity Committee, which reports to the Social, Ethics and Transformation Committee, is representative of gender, race, employment level and geography within the Group. The committee meets quarterly to discuss specific items, such as employment equity targets, barriers to employment, learning and development and any work place issues.

The Employment Equity Plans submitted to the Department of Labour in 2012 have expired and are being reviewed, with the intention of resubmitting revised targets in early 2018 in respect of the period 2018 to 2023.

Headcount

Levels AM CM IM WM AF CF IF WF Total
2017		   Total
2016		 Total
2015
Unskilled and defined decision-makers 0 0 0 0 12 0 0 0 12   39 52
Semi-skilled and discretionary decision-makers 85 14 7 10 113 22 4 32 287   274 240
Skilled technical and academically qualified workers, junior management, supervisors 82 35 23 130 33 12 10 67 392   355 351
Professionally qualified and experienced specialists and mid-management 0 1 3 41 2 0 2 8 57   66 92
Senior management 0 0 1 23 1 0 1 6 32   24 33
Top management 3 0 0 13 0 0 0 0 16   18 27
Total permanent 170 50 34 217 161 34 17 113 796   776 1 305
Split as follows:                          
Total permanent staff 166 48 34 215 145 34 17 112 771   743 795
Non-permanent staff 4 2 0 2 16 0 0 1 25   33 510

AM = African male, CM = Coloured male, IM = Indian male, WM = White male,
AF = African female, CF = Coloured female, IF = Indian female, WF = White female.

The increase in headcount is attributable to demand for skilled technical capabilities in the technical division. All recruitment efforts in the year under review have been around satisfying attrition.

Growth at the levels of skilled technical, junior management and senior management levels is due to attracting high calibre talent and the upskilling of staff from lower levels resulting in establishing more senior roles.