Blue Label Telecoms Integrated Annual Report 2019

64 Blue Label integrated annual report 2019 Human capital Blue Label is a growing organisation and our people are at the heart of this strategy. We have begun a journey to achieve our purpose of eliminating inequality by enabling all South Africans to interact and transact on an equal footing. All human capital activities have been aligned to enable leaders, their teams and our people to rally behind this purpose and deliver our strategy collectively. The landscape within which we are operating has been challenging for our leadership and our employees. A competitive talent market, and the economic, political and regulatory environments have further contributed to us evolving our human capital strategy and practices. The past year has been one of revisiting our strategy and reshaping it together with our practices to create a future-fit organisation where our leaders are empowered to engage the hearts, minds and hands of our people to deliver our bold purpose and its supporting RITE strategy. Our new #happinessisblu employee value proposition captures the unique culture and experience of working within Blue Label. At Blue Label we pride ourselves for managing to maintain a strong culture of family, friendship and entrepreneurship despite our rapid growth. THRIVING WITHIN THE BLUE LABEL FAMILY #happinessisblu We aspire to become more customer and consumer centric and this has required us to revisit our operating model, workplace practices and organisational capabilities. RESHAPING AND EVOLVING OUR ORGANISATION #happinessiscubed At Blue Label we are committed to building an inclusive and diverse Blue Label family. TALENT MANAGEMENT & SUCCESSION PLANNING #happinessiscareerexperiences There has been a significant improvement in equity representation across the Blue Label group in F19. CREATING A DIVERSE AND INCLUSIVE BLT #happinessissisonke Labour turnover (LTO) for the Group was 17.3% for the year. This has predominantly been influenced by our focus on creating a high performance culture that will deliver sustainable double digit growth. Non-regrettable losses equalled 33% of our total LTO. The low number of regrettable losses is testament to the unique work experience, empowerment and career opportunities that Blue Label is able to offer our employees. We will maintain these strengths and build on them to ensure that our organisation continues to retain criti al skill and talent, and is able to attract and compete effectively for talent within the market place. Furthermore, in response to societal and economic pressures impacting our employees, we are evolving our total reward offering to ensure that they continue to thrive within an ever-changing South African and global economic context. While a lot of work has been done in FY19, there is still a lot to do to anchor our strategy and position ourselves as an employer of choice. Our new #happinessisblu employee value proposition captures the unique culture and experience of working within Blue Label. At Blue Label we pride ourselves for managing to maintain a strong culture of family, friendship and entrepreneurship despite our rapid growth. THRIVING WITHIN THE BLUE LABEL FAMILY #happinessisblu We aspire to become more customer and consumer centric and this has required us to revisit our operating model, workplace practices and organisational capabilities. RESHAPING AND EVOLVING OUR ORGANISATION #happinessiscubed Within an increasingly competitive market we have identified key capabilities which we must maintain, improve and invest in. In doing so we are improving our ability to expand our reach and grow our customer base, service our customers and innovate. BUILDING NEW CAPABILITIES #happin ssisinn vation #happinessisentrepr neurship #happinessiscollaboratio &connection In the last year we have embarked on reshaping our organisation through: u u restructuring businesses and teams to create a customer and consumer centric organisation; u u creating new teams and business enterprises to improve our ability to serve our customers and consumers; u u accelerating the integration of acquisitions into the Blue Label family to maintain customer service, expand market penetration and enable faster return on investments; Within an increasingly competitive market we have identified key capabilities which we must maintain, improve and invest in. In doing so we are improving our ability to expand our reach and grow our customer base, service our customers and innovate. BUILDING NEW CAPABILITIES #happinessisinnovation #happinessisentrepreneurship #happinessiscollaboration&connection Through our group succession planning and workforce planning initiatives, internal promotions have further progressed race and gender diversity 67% 50% 22% 66% Promotions were awarded to black employees Promotions awarded to African employees Promotions awarded to females Promotions awarded to EAP candidates at Senior Management level #myremuneration #myhappiness #happinessisblu TOTAL REWARD @ BLT Employee benefits Quality of work Wellbeing BLT culture & leadership Enabling environment Career experiences Fixed Annual Remuneration (FAR) Short-term incentives (STIP) Long-term incentives (LTIP) EAP representation has improved across the group 37% 40% 29% 30% 35% 17%