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

Having a skilled, talented, diverse workforce that is recognised and rewarded appropriately is critical for the IDC to be the leader in industrial development. We therefore have to attract, retain, develop and transform the capabilities of our people to perform at the highest level in the best working environment.

The nature of IDC’s business operations requires that the staff mix is predominantly made up of professionally qualified people who fulfil roles in their respective professional fields, specialist and expertise roles and management and executive roles. The table below indicates that 76% of the staff population are in the executive, management and professional bands.

Current employee mix by band  
Employee sub-group   Headcount  
as at  
31 March 2013  
Headcount %  
as at  
31 March 2013  
as at  
31 March 2012  
Headcount %  
as at  
31 March 2012  
Executive Management   9   1   11   1  
Senior Management   49   6   52   7  
Management   218   27   203   26  
Professional Staff   340   42   314   41  
Administrative Staff   185   23   175   23  
Support Staff   11   1   13   2  
Total   812   100   768   100  

The subsequent attraction and retention of staff in these categories remains an important focus considering the availability of experienced staff in critical and scarce roles. In 2013, 78% of new appointments and 90% of terminations were in the levels consisting of professional, specialist, management and executive roles.

In ensuring that the IDC is able to provide its business services in the regions, where the needs and region specific business opportunities are, we are regionally represented as follows:

One of the key drivers in the attraction of employees is to facilitate diversity in the Corporation through the attraction of appropriate new talent. In the period under review 87% of new employees were from designated groups while 90% of those leaving the IDC were also from designated groups. In terms of gender representivity there was a balance in engagements, however, fewer females left the employ of the IDC. Continued focus on the IDC’s employment equity plan and deliverables will facilitate diversity.

All positions that become available are advertised internally. Where possible internal appointments are effected. However, as the majority of vacancies are professionally qualified individuals, in professions that are not only scarce but critical skills, it is not possible to fill all vacancies internally. Furthermore additional staffing needs supportive of business growth and expansion as and when required, are filled.

A summary of the recruitment vacancies in relation to headcount also broken down by level is provided below:

Levels   2013  
Number of  
% of Current  
Number of  
Executive management   9   1   10   11   0  
Senior management   49   5   9   52   1  
Management   218   32   13   203   38  
Professional staff   340   40   11   314   52  
Administrative staff   185   7   4   175   16  
Support staff   11   0   0   13   0  
Total   812   85   9.5   768   107  

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  
Provision of customised management and leadership development programmes   Quantum Leadership programme implemented at all leadership levels   Provision of needs based management and leadership development  
Implement core operations skills training   19 business analysts exited the operations training programme

143 staff trained in the operations side of the business

85 people trained from other DFIs/institutions  

Continue to provide a steady supply of qualified dealmakers

Continue reach and scope of operations training internally and externally  

Driving IDC’s team-based culture and team capabilities   Implemented team effectiveness initiative with all natural teams   Enhance team based functioning supportive of key business drivers  
Implement and facilitate talent management development platforms   Career development platforms and approach approved by Exco   Enhance career development opportunities to extend beyond traditional training  
Drive employee health and wellness   Key initiatives implemented in line with National Health Calendar   Encouraging staff participation by conducting health awareness and education presentations

Observe the health and wellness initiatives aligned to the National Health Calendar  

Support youth development   23 people participating in various learnerships

16 graduates on a Business Analyst Internship  

Seek opportunities to enhance support in this area – potentially growing numbers to 50+  
Retention and transfer of organisational knowledge (Knowledge Management)  Realigned and approved knowledge management strategy developed and approved

Focused knowledge management outcomes in the core business (Operations) to share and retain knowledge were implemented  

Enhance platforms to:

  • Harvest/extract expert knowledge
  • Share corporate intellectual knowledge
  • Drive lessons learnt regarding successes and mistakes made

The continued investment in targeted learning and development initiatives remains a priority for the IDC, being key to effective performance, staying at the cutting edge of development and growing the talent pipeline.

In developing and supporting our people, a number of platforms are utilised in providing opportunities for growth.
A breakdown of the development activity in the different areas is provided here.

The significant financial investment in our formal learning and development activities reduced by 13.3% from 2012 to 2013. This is mainly attributable to managing, coordinating and aligning the number of initiatives in progress, as well as ensuring that the embedding of initiatives takes place. The spend in relation to total staff costs and actual investment is indicated here.

Internal health and safety management

The IDC is committed to ensuring continuous compliance with applicable national health and safety regulatory and statutory requirements. The Corporation has employed resources into creating a safe working environment for its employees by identifying and minimising workplace risks and conducting regular health and safety awareness campaigns throughout the organisation.

The IDC has continued to focus on identifying and developing policies, systems and procedures as well as on the training of key personnel for emergency preparedness and response teams (Fire Marshals, First aiders and Health and Safety Representatives). 9% of our staff is involved in the formal Health and Safety forums.

Pursuant to the requirements of the Occupational Health and Safety Act (85 of 1993 as amended) and internal incident management procedures, IDC keeps a database of all occupational injuries and diseases, including near misses. No reportable incidents were recorded during the period under review.

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.

R13.1 billion
R16.0 billion
18 922
3 950
© The IDC 2013. All rights not expressly allowed are reserved. P.O. Box 784055, Sandton, 2146, South Africa