Full annual report - African Bank - Investoreports

Description Explanation
Occupational health and safety
LA6 Percentage of total workforce represented in
formal joint management worker health and
safety committees that help monitor and
advise on occupational health and safety
programmes
LA7 Rates of injury, occupational diseases, lost
days, and absenteeism, and number of work
related fatalities by region
LA8 Education, training, counselling, prevention,
and risk control programmes in place to
assist workforce members, their families,
or community members regarding
serious diseases
LA9 Health and safety topics covered in formal
agreements with trade unions
Training and education
LA10 Average hours of training per year per
employee by gender, and by employee
category
LA11 Programmes for skills management and
lifelong learning that support the continued
employability of employees and assist them in
managing career endings
LA12 Percentage of employees receiving regular
performance and career development reviews,
by gender
>accountability
Although the group does not have a formal agreement with
SACCAWU, they are still kept informed on health and safety issues
within the Banking unit. The Retail unit has done significant work to
support health and safety compliance. A health and safety system
has been developed and has been implemented at all workplaces
throughout the group.
Workplace injuries and lost time hours are reported on pages 143 and
150 for the Banking unit and Retail unit respectively.
The group’s approach to HIV/AIDS education and support is reported
and accompanied by data of employees tested at the Banking unit,
and details of the awareness programmes at the Retail unit are
available on pages 143 and 149.
Although the group does not have a formal agreement with
SACCAWU, they are still kept informed on health and safety issues
within the Banking unit. As above in LA6.
Detailed coverage of the number of employees trained has been
provided and broken down according to racial group and gender,
number of employees and hours trained on pages 144 and 151.
Skills programmes are in place with BANKSETA to address skills
development needs of employees within the Banking unit.
Furthermore, a contact centre learnership for unemployed people
from previously disadvantaged communities, creating a pool of
skilled candidates that could be employed at the Banking unit as
positions become available. Refer to pages 144 and 151 for more
details on learning and skills development for the group.
At the Banking units, the performance of all employees is reviewed
against preset performance standards and key result areas (KRAs).
These ratings against performance standards or KRAs are used as
guidelines for annual salary reviews and performance bonuses.
Within the Retail unit, all employees, except those in nonmanagement
bargaining units of the Ellerines and Wetherlys brands,
undergo some form of performance review during the year. The
reason for the exclusion is the fact that both groups are unionised
with negotiated salaries. Having said that, the sales employees in the
Ellerines brand are subjected to a monthly sales performance review.
The performance of all other sales employees are reviewed monthly
with quarterly adjustments to their retainers and subsequent
performance targets. A discussion on the group’s talent management
strategy has been outlined including performance management on
pages 143 and 153.
African Bank Investments Limited | Integrated Report for the year ended 30 September 2012 191