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Beneficiaries of training
2010
Beneficiaries 8 730
Beneficiaries as % of headcount 81%
Female as a % of beneficiaries 49%
Training interventions conducted
392 different programmes were presented to 8 730 beneficiaries. This led
to a total of 38 020 interventions in education and training being
conducted during the financial year.
South African training cost as a percentage of leviable payroll:
2010 2009 2008
Payroll (Rm) 1 028 996 910
Training cost (Rm) 35 45 41
% of Leviable payroll 3.4% 4.5% 4.5%
The decrease in training cost as a percentage of leviable payroll for this
financial year can be attributed to the introduction of the ‘A Million
Thrills. One Destination’ marketing campaign in the previous financial
years. In both 2009 and 2008 we presented brand alignment programmes
at all business units with the aim of enhancing our service delivery across
the group. This strategic intervention resulted in unusually high training
costs in the past two financial reporting periods.
Workplace Skills Plan submission
A Workplace Skills Plan (WSP) for South African units was submitted to
THETA for the next financial year. This comprises the skills development
initiatives identified to contribute to achieving the group’s business
objectives and to individual development needs.
The submission of the Annual Training Report confirming the successful
implementation of the previous year’s WSP, enables us to access the skills
development grants from THETA under the levy grant scheme.
Rm
Skills development levy paid 10.3
Discretionary grants received from THETA –
Mandatory grants received from THETA (5.1)
The group received the maximum recovery of 50% from THETA for
mandatory grants.
JOINT REPORT OF THE CHIEF EXECUTIVE AND CHIEF FINANCIAL OFFICER continued
7. HUMAN CAPITAL
Learning and development
Learning is a key component of the talent management process and is
aligned with other talent management processes such as performance
management, recruitment and selection and succession planning. In many
ways, we view corporate training as a foundational process that underlies
virtually every part of our talent strategy, and as such forms the cornerstone
of Project Siyakha.
Our learning solutions are designed to support the recruitment and
induction processes which in turn dovetail with performance management
and development planning. These provide leadership development for
succession planning and this, in turn, must provide all the performancedriven
learning programmes we expect.
At the core of our learning and development offerings we have functional
and leadership competencies and a career roadmap which is informed
and aligned to our leadership pipeline.
The Sun International learning curriculum
To ensure proper co-ordination of employee training, we follow a rolebased
approach to learning through a curriculum per job, per pipeline
level. The variety of blended learning programmes includes:
Development activities
Action learning
E-books and articles
Generic learning
Instructor-led training courses
Standard Operating Procedures (SOPs) manuals and job aids
Compliance, regulatory and legislative training
Professional programmes
The aim is to support continuous development, from a recruit fresh from
tertiary education through to job-specific training, foundation training
for managers, elective training and the targeted development for high
potential employees.
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