Brand-South Africa - Annual report 2015 - 2016

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and south africa Annual Report 2015/2016 Leadership development The year under review brought with it changes to the executive leadership of the entity, with the appointment of the new CEO, CMO and Director: Corporate Services. These changes have had a positive ripple effect on the organisation in terms of stability. The new executive team has conducted extensive talent reviews in the latter part of the year to ensure that its dynamic team remains strong. Seven positions within the Marketing and Communications Department were identified as critical workforce positions (CWPs) which drive a disproportionate share of the business outcomes by engaging in work activities that directly impact on the organisation’s value chain. Typically, CWPs represent a small minority on the payroll and possess highly developed skills and in-depth tacit knowledge. The identification of these CWPs will inform the developing strategies that will drive the attraction and retention of such critical skills through competency profiling and training interventions. High-performance and engaging culture Leadership drives culture, which in turn drives performance and employee engagement, a key measure of organisational health. We believe that an environment where employees are engaged and supported is one where our employees can grow and support business success. We measure employee engagement through interactive employee opinion surveys and discussion forums. The latter is informal and is conducted through quarterly team talk sessions with the CEO. Engagement: In Brand South Africa, the great majority (78%) of employees are fully engaged in terms of Personal Attributes and Personal Effort, partly through positive self-perception. However, their reported levels of Job and Organisation Engagement are somewhat lower. Many staff members feel better connected to their own work than to Brand South Africa as a whole; further, 22% are undecided about engagement. Climate: Morale, respect, teamwork, supervision and trust are positive and rated somewhat higher than rewards, equal opportunity, communication and the workplace. Culture: Knowledge of standards, readiness to change, recognition, chance to learn and participation are rated highest. People assets, safety, leadership and consistency are rated somewhat lower. Higher Culture Ratings: Ready to Change, Know Standards, Recognition Fully engaged Undecided Disengaged 78% 22% 0% culture – New Leadership and Structure • Engagement in own work 78% Climate – Improved morale Organisational Health • Relationship with Colleagues • High teamwork rating Higher Climate Ratings: Respect, Teamwork and Supervision The 2015/16 staff engagement survey results highlighted key areas to be prioritised to support Brand South Africa as the authority on the Nation Brand and reputation management. As illustrated in the figure below, more than two-thirds (78%) of the organisation is fully engaged. Lower Culture Ratings: Valuing People, Leadership, Consistency • Relationship with Own Manager • High rating of supervisors in survey Lower Climate Ratings: Rewards, Equal Opportunity and Communication 46
The findings of the survey present management with the opportunity to further extend, develop, embed and sustain the desired culture and climate with the organisation. The immediate focus will be to re-engage the 22% (12 people) undecided staff members, and retain valued competencies and experience. It is however clear that our employees believe the new leadership is bringing a breath of fresh ideas and that senior leaders are personally committed to developing the talent most critical to the success of Brand South Africa, and that each individual has the opportunity for personal development and growth. Furthermore, our employees strongly believe in the goals and objectives of Brand South Africa. Several areas have been identified for improvement. For instance, the survey recommended a review of roles and reporting relationships in the structure, identifying any remaining confusions and overlaps, balancing workloads, confirming job titles and reviewing the need for any further administrative support in deserving departments. Plans are already in place to address these. Employee Wellness Programme and Occupational Health and Safety At Brand South Africa, our long-term success depends on ensuring the safety of our workers, visitors to our operations, and the public. We believe that a safe and healthy workplace is a fundamental right of every person and also a business imperative. Our Health and Safety Policy requires that we take responsibility for maintaining a productive workplace in every part of our organisation by minimising the risk of accidents, injury and exposure to health hazards for all of our stakeholders. The CEO is ultimately responsible for the safety of employees. Our Employee Wellness Support Programme offers a 24- hour telephonic counselling service, as well as face-to-face professional counselling. Users can access psychologists, social workers, dieticians, biokineticists, and financial and legal advisers. Brand South Africa has re-entered into a contract with ICAS SA to provide a formal environment and mechanism to assist employees in managing and resolving personal, health and work-related problems that have a direct impact on their work performance, and to reach their full potential. During the reporting period, Brand South Africa conducted a successful Wellness Day and provided a free service of total check-up on all lifestyle diseases, including HIV screening tests. A Health and Safety Committee was established to execute the following: • Identify and control health and safety risks • Minimise potential risks to prevent accidents • Create a safe working environment for employees and customers • Ensure that the policies and plans are afoot to deal with Occupational Health management. Teambuilding is another critical element to staff retention, and several informal teambuilding initiatives, linked to days of significance such as Women’s Day, Mandela Day and Heritage Day, were undertaken with great success. Our attrition has dropped significantly, leading to a huge cost reduction as we don’t have to continually on-board new employees. This is reflected in the performance statistics as, for the first time in the history of Brand South Africa, we have achieved 84% of our targets. Employment equity Employment equity is a critical component of our business strategy and is integral to both employee relations and talent management initiatives. The current workforce is diverse – ranging in age, race and gender. During the reporting period, 94% of our employees were black (African, Indian and coloured), of which 70% are women, and 1% are disabled. Plans are afoot to increase the latter by filling a management position with a person with a disability. Total economically active population vs. Brand South Africa workforce between ages 20–59 79% 80% Black National 9% Coloured Brand South Africa 6% 3% 3% Indian 9% 6% White Front: Kelly Davids Back Row: Rabia Metedad and Lwandile Masango 47
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K-13197 [www.kashan.co.za]
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Brand-South Africa - Annual report 2015 - 2016

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