CASE STUDY

Peter Blond

Over the years, clothing manufacturer Peter Blond has developed into a respected supplier of high quality ladies outer garments for the Woolworths and Truworths retail chains.

Investing in human capital

People growth and development

Levels Females
African Coloured Indian White
Current Target Current Target Current Target Current Target
Top management 1 3 0 0 0 0 1 1
Senior management 11 12 0 0 1 1 2 3
Professionally qualified 41 53 10 13 10 10 18 15
Skilled 106 110 10 17 20 17 28 28
Semi-skilled 97 93 22 20 7 9 25 24
Unskilled 3 4 0 0 0 0 0 0
Total 259 275 42 50 38 37 74 71

As indicated in the attraction and retention of talent section, the professional, specialist and management roles are where the majority of our staffing population exists. It is in these areas that we still lag behind in terms of achievement against our employment equity targets for 2013. Additional focus is required, particularly in terms of closing the gap on the African and coloured male and female populations.

The other area where greater emphasis still needs to be placed is on the employment of people with disabilities. Currently people with disabilities represent 1% of the overall staff population.

There were no incidents of discrimination reported for the period under review.

In a continued focus to enhance IDC’s representivity, a number of initiatives have been implemented to address areas of concern and these are highlighted below:
Areas of concern Action plan Status of implementation
Improve representation in areas where under-representation was identified

Improve representation of African and coloured males and females at senior and professionally-qualified levels

Improve number of people with disabilities
  • Engage line managers to have specific development plans for the affected groups
  • Conduct targeted recruitment to attract candidates from these groups (use recruitment agencies specialising in the respective labour market)
  • Conduct reasonable accommodation audit in head office and the regions
  • Align talent management outcomes to support employment equity
  • Recruitment of staff is aligned to unit plans
  • An audit of the IDC building to determine the reasonable accommodation for disabled individuals was done and findings are being addressed
  • Engaged disability associations (Disabled People of South Africa), to support us in the recruitment of people with disabilities
  • A diversity management programme to highlight the appreciation of inclusivity and people with disabilities, as well as disclosure by staff with disabilities has been developed for implementation

Specific strategies to continuously drive change and transformation are highlighted below:
Strategy Objectives Progress made Future objectives
Facilitate change and transformation in our business Diversity Management awareness (driving inclusivity and cultural awareness) Customised diversity management programme developed and piloted
Diversity awareness calendar compiled
Roll out diversity programme to all staff
Observe and recognise different cultural events
Driving our approved employment equity plan Marginal improvements against plan Continue to drive employment equity plan with particular focus on gap areas and people with disabilities
Facilitate change and transformation in our business Embed change management capability in the business to assist the business to remain agile – ability of leaders and managers to remain responsive to environmental changes Change management framework developed and approved for implementation Embed change management framework
Continuous upskilling of managers and leaders in change capability

Recognising and rewarding our people

Our reward and recognition policy is an essential enabler that compliments and supports our employee value proposition. Our objective is to ensure that we can:
  • Provide strong impetus for employee attraction, motivation and retention;
  • Establishing a strong relationship between pay and performance;
  • Reinforcing performance targets at organisational, team and individual levels;
  • Embrace reasonable differentiation in remuneration for purposes of rewarding high levels of individual performance, attracting and retaining scarce skills and promoting diversity; and
  • Position the IDC as an employer of choice.

Our remuneration philosophy states that employees will be remunerated fairly, equitably and consistently, based on individual performance, market remuneration trends, the relative value of each position within the IDC as well as taking into account societal inequality.

A tailored recognition programme (e-Wards) was implemented in the third quarter of the 2012/13 financial year, aimed at appreciating and recognising staff who have gone the extra mile. The initiative is new and the take-up has not been as extensive as anticipated with only 20 awards being implemented. The broader and more successful annual star awards programme, recognising both teams and individuals was successfully implemented.

The staff salary costs as a percentage of total expenditure for IDC is detailed below:
Total expenditure
for the entity
(R million)
Staff costs
(R million)
Staff
costs as a % of
total expenditure
Number of
Employees
Average salary cost
per employee
(R’000)
3 625 801 22.1 812 986.5

Progress on the specific objectives to support the attraction and retention of talent as well as future plans is detailed below:
Objectives Progress made Future objectives
Appropriate reward and recognition mechanisms in place Recognition scheme (e-Wards) implemented
Remuneration benchmarking conducted to ensure we are in line with market trends
Enhance application and utilisation of e-Wards
Review and enhance reward, performance and benefit strategies in support of a differentiated employee value proposition

Coega Dairy Holdings

The IDC has identified increased competition in the dairy value chain and import substitution in the cheese industry as key sector development goals. We also singled out the need for increased farmer (and specifically B-BBEE) participation in dairy value-adding initiatives.

Windtown Lagoon Resort 

The newly built Windtown Lagoon Resort and Spa reflects the IDC’s focus to funding community-based projects that have potential to create employment opportunities in far-flung regions.


APPROVALS
R13.1 billion
DISBURSEMENTS
R16.0 billion
JOBS FACILITATED
18 922
JOBS SAVED
3 950
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