GROUP SUSTAINABILITY REPORT

2019

Gathering
Momentum

Menu

Underground Mining + Oil & Gas + Power & Water

Approach to
human resources management

PERMANENT HEADCOUNT
9 650

 

TRAINING AND
DEVELOPMENT SPEND

R105

 

BLACK REPRESENTATION
(SOUTH AFRICA)

33%

 

BLACK REPRESENTATION
(SOUTH AFRICA)

20%

FY2018: 10 649

 

MILLION

FY2018: R130 million

 

AT TOP MANAGEMENT

FY2018: 18%

 

AT SENIOR MANAGEMENT

FY2018: 18%

WE PROVIDE OUR EMPLOYEES WITH CAREER ADVANCEMENT OPPORTUNITIES THROUGH JOB EXPERIENCE ON HIGH-PROFILE PROJECTS AND TRAINING AND MENTORSHIP TO MEET ENGINEERED EXCELLENCE, WHICH IS EXPECTED AT EVERY LEVEL AND IN EVERY ROLE. THIS, TOGETHER WITH OUR VALUES, BEST PEOPLE PRACTICES AND DIVERSITY POLICY ARE IMPORTANT ASPECTS OF OUR VALUE PROPOSITION TO EMPLOYEES, SUPPORTING OUR ABILITY TO ATTRACT AND RETAIN HIGH-CALIBRE AND HIGH-PERFORMING EMPLOYEES WHO SUPPORT OUR CULTURE OF TEAMWORK AND SAFETY.

Each business independently manages its human resource requirements to effectively deliver on its projects while ensuring compliance to local labour legislation. The corporate office oversees certain key human resources priorities, particularly those that impact our sustainability, growth and reputation. These priorities are measured and reported to the remuneration & human resources committee and the Board.

Leadership succession
SUCCESSION PLANNING

The remuneration & human resources committee performs an annual assessment of leadership succession across the Group. Each platform CEO presents their top talent and successors for their platform’s executive team to the committee and the Board for consideration. Successors are categorised in terms of their readiness (ready now, within one year, three years or more than five years). In South Africa, succession plans are aligned to employment equity objectives.

Emergency successors are identified to act in a role in the absence of identified successors for a period of approximately four months while a suitable successor is recruited. At present, all executive management roles have emergency successors as a minimum. We ensure that successors are appropriately developed and we regularly engage with them to ensure they are retained within the Group.

Best people practices
PEOPLE FRAMEWORKS, POLICIES AND SYSTEMS

We embrace international standards of social justice and decent work, and all three business platforms are ISO 9001 accredited. The accreditation requires that our policies, standards and procedures are continuously updated to ensure they are relevant and support a fair working environment. Our Group human resources policy governs our obligations and standards of behaviour, and promotes the equitable treatment of all employees. Our human capital policies and procedures protect against any discrimination, intimidation and human rights abuse.

Where possible, human resources management systems are implemented to support efficiency, data management and an improved employee and recruitment experience.

DIVERSITY AND INCLUSION

Our diversity policy introduced last year, codifies our belief that a diverse workforce improves business performance and supports our social licence to operate as a multinational, multicultural organisation. It guides businesses in their responses to the specific diversity priorities of the many different countries in which we operate. Various initiatives sensitise employees to the importance of diversity and inclusion and address imbalances where they occur.

PERFORMANCE MANAGEMENT

Performance contracts with clear performance targets are agreed annually and cascaded from the Group chief executive to middle managers in all business platforms. Performance is measured against five dimensions – financial, leadership, relationship, operational and risk performance. This provides direction and clarity on expectations and ensures that there is alignment with the Group’s strategic objectives. Formal performance management is compulsory for these levels of management and includes a mid-year review and final evaluation at year-end. However, our line managers are expected to provide continuous informal performance feedback and coaching throughout the year so that the formal process acts as a summary of regular performance conversations.

Where formal performance contracts are not in place, team-based targets clarify performance requirements.

TRAINING AND DEVELOPMENT

Individual development plans are formulated as part of the performance management process. Our employees are encouraged to take accountability for their career advancement by identifying where they may have skills gaps or where they may need to develop new skills or build on their strengths to maximise performance. Line managers provide guidance and ensure there is a budget to meet agreed development plans.

Our training programmes cover professional, leadership, managerial and technical development at all levels of the Group.

New employees receive induction training to ensure that they understand the Group’s Values, culture, history and expectations. New employees also undergo “code of conduct” training confirming that they will act in both an ethical and lawful manner in every aspect of carrying out the Group’s business activities.

TALENT MANAGEMENT

We identify high-potential individuals within the Group and ensure that they are engaged and developed. We also support undergraduate and post graduate bursaries and offer scholarships and internships across all our operations, providing participants with work experience and on-the-job training. Apprenticeships and learnerships offer young unemployed individuals in South Africa the opportunity to learn a technical trade, supporting their long-term employability.

EMPLOYEE RELATIONS

An engaged workforce and the entrenchment of Engineered Excellence as the philosophy that guides all our decisions and actions depends largely on the calibre and commitment of our leadership. Our leaders are expected to build a culture that encourages high performance and transparent communication.

Our annual employee engagement survey helps us understand employee sentiment and identifies opportunities to improve the employee experience.

We uphold the right to freedom of association and the right to collective bargaining across the Group. The South African workforce is 68% unionised. Beyond South Africa, privacy laws prevent access to information relating to labour union membership.

We expect all businesses to review local industrial frameworks and develop and implement an industrial relations strategy prior to starting any project in the Group.