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Flattening our structures, empowering employees to make decisions and be responsive, and providing exciting career paths for our people with an attractive employee value proposition are just some of our initiatives to create a culture in which people are inspired to service our clients, principals and customers and create positive change in the economies in which we operate.
In an organisation as large as Imperial, historically comprised of multiple owner-managed businesses, shifting our culture will take time; particularly given the uncertainty created by the Covid-19 pandemic, the fundamental changes being made to our operating model and the critical need to accelerate digitisation and innovation, all of which put additional demands on our people and require vast amounts of energy. However, these shifts are all interconnected and we are clear on how to achieve success, starting with our leadership and transforming our HR capabilities to ensure they are consistent with the 'One Imperial' culture we desire.
With an enabling collaborative culture, 'One Imperial' thinking and a clearly articulated employee value proposition, we aim to strengthen our employer of choice brand in all our markets.
Our focus during the crisis is first and foremost to protect our people and operations from infection. As the pandemic evolves, the continued safety and wellbeing of our employees remains a priority. Stringent safety and strict access control procedures remain in place and rigorous hygiene, cleaning and disinfecting procedures have also been implemented - with dedicated resources in place to support and monitor Covid-19-related risks at each operation.
Employee training has been customised to heighten awareness of risks and preventative measures. While many employees continue to work from home, different shift systems have been introduced to allow for increased social distancing and to ensure continuity when a member of a team tests positive for the virus. Across the group, salaries of c.R160 million were paid to operational staff whose services were not required at the operations during periods of lockdown between March 2020 and June 2020.
Remote and flexible working conditions have become the norm and are likely to remain for the foreseeable future. This requires changes to working models and enhanced digital competencies. In addition, the pandemic has caused uncertainty and employees are concerned about job security and their physical and mental wellbeing. New communications and collaboration channels are in place to reassure employees and maintain their trust and motivation. Our people have appreciated the further support measures provided by way of our employee health and wellness initiatives and online training on Covid-19 to help them transition to new ways of working. We continue to leverage social media and other channels to engage with employees and to urge their continued adherence to health protocols.
25 232 employees*
working in 26 countries
(F2019: 27 463)
(F2019: R192 million)
Training hours delivered (group)
893 682 hours
(F2019: 628 228)
|*||At 30 June 2020, excluding CPG and European shipping.|
of appointments made in the year went to black candidates. At management level this equated to 58%
of internal promotions went to black employees
Our people strategy has been revised to support our operational and strategic transformation and enhance our ability to attract and retain the best talent and skills. Key outcomes will be progress on the 'One Imperial' culture journey, a consistent 'One Imperial' employee experience, the ability to place the right talent in the right places in the right jobs and the development of an organisation development practice. A key aspect of the people strategy is to transform the HR function from a focus on transactional HR services to the delivery of strategic transformational HR services that support business growth. We will measure the success of the people strategy using employee turnover, internal and external employee value proposition measures and employee engagement.
that aligns business
strategy with team and
individual goals and
Driving a diverse and
Enabling the business
Culture journeyEnabling a ‘One
Imperial’ culture with a
shared purpose and
set of values,
with each other and
the communities in
which we operate, and
which embraces the
richness of our diverse
Accessible HR information and systems
Line manager capability
Business leader sponsorship
Standardisation of key HR systems and processes
Feedback received in the 2020 values survey (20% response rate1) indicates that there is a mismatch between the respondents' personal values, their experience of the current organisational values and their desired values for the business. Our culture was described as 'numbers focused, siloed, short term and transactional'. In addition, our entrepreneurial origins and acquisitions have left us with a legacy of non-standardised HR platforms, processes and practices.
To achieve our desired strategic and operational transformation, we must create a shared system of beliefs and values - a 'One Imperial' culture. The culture journey will be established by our leaders, with a clear purpose statement and shared values, and will be cascaded throughout the organisation to shape employee behaviours and understanding. Our systems, structures and processes are also being restructured to support our desired culture change.
|Our new values are designed to revitalise our organisation and inspire and unite our people, creating a sense of meaning and belonging. They are the foundation of our culture journey and we intend to live and be measured by them.|
|We have defined the following leadership behaviours and attributes to drive culture change.
THE IMPERIAL LEADER:
|A group-wide change management programme communicates the shared purpose, values and associated behaviours to inspire employees and elicit their buy-in to our strategic transformation and culture change journey. Our change management processes are being executed methodically and sensitively, with oversight and support provided centrally to leaders tasked with driving these processes within their businesses.|
Core HR systems and processes
|Our revised people strategy focuses on transforming our HR processes to deliver consistent and calibrated approaches to performance and talent management, and the consistent application of equitable compensation and reward practices underpinned by one HR information management system.|
|The redesign of our organisational structure and operating model to enable ‘One Imperial’ will remove duplication of effort, standardise practices to achieve efficiencies, remove hierarchy, enhance employee experience and provide meaningful career paths.|
A genuine employee value proposition requires a consistent approach to the employee experience throughout our different businesses and across the employee lifecycle. We are implementing a minimum set of standards for HR processes to support business performance and business productivity.
Manual HR transactions and data management processes result in a heavy administrative burden for the HR function at the cost of transformational work, and skills and leadership development. They also hinder data management processes and perpetuate inconsistent HR practices across the group.
Retrenchments are viewed as a last resort and take place only after other operating costs have been scrutinised and reduced, and consultations have been held with employees and labour organisations to find alternative solutions. We also upskill people, as far as possible, to redeploy them into other positions. However, when downsizing is undertaken due to difficult operating environments, we follow fair procedures in compliance with legislation, collective bargaining agreements and applicable company policies.
Covid-19 has necessitated further restructuring and business unit consolidation in South Africa to reduce costs and complexity, and to right-size the business for a more challenging economic environment that is likely to recover slowly. Regrettably, we have initiated a Section 189 retrenchment process in the Logistics Africa division. We will also exit underperforming businesses and businesses that are not aligned with our growth strategy, impacting the employees working in these operations.
Learning and development are critical drivers of improvement, innovation and growth. In addition, the skills needed by the healthcare businesses are vastly different to the skills required by the automotive business. We must therefore develop the depth of highly specialised logistics, industry and people skills needed to meet our current and future business needs as well as the current and future needs of our clients, principals and customers. Learning and development are also important tools to embed our desired culture.
Talent management is a development area for the group. Our goal is to establish a consistent approach that effectively identifies internal and external talent, provides our employees with growth opportunities and clear career paths and attracts and develops skilled young talent with diverse backgrounds and industry know-how.
The first step towards achieving our goal is a group-wide assessment of the top three management levels, which will inform our succession planning for critical roles. Supported by the new HR information management system, the new Imperial Talent Management Way will provide us with a clearer view of the skills we have in the organisation and where talent can make the greatest impact in the group, which will also provide our employees with mobility opportunities. In addition, we will be able to better understand the aspirations of our people and work with them throughout the job cycle from recruitment to career management and ultimately exit.
Our lack of standardised recruitment, onboarding, performance management and development processes impedes our ability to identify potential talent within the organisation and puts proper succession at risk, particularly for specialist or technical roles that are filled by an ageing workforce.
In addition, we must adjust our working models to attract younger generations who want to identify with the culture of an organisation, value organisations that provide clear career development and paths and are attracted to technologically advanced and innovative organisations.
The 'One Imperial' culture and our new values are the foundation for establishing a diverse and inclusive workplace that respects differences and unlocks the value to be gleaned from inclusive interactions, and diversity of world view and industry experience. Urgent attention is being given to this priority, with particular focus placed on transforming our talent pipeline.
In South Africa, the incentives for executives and managing directors are linked to transformation progress. These key performance measures remain despite the tougher economic environment, as we expect our leaders to develop new approaches to meet our targets despite environmental factors.
Accelerated talent development, strategic sourcing and targeted attraction and retention initiatives are used to create a black talent pool for our businesses in South Africa, particularly in key specialist and business critical roles, while at the same time ensuring that deep industry and institutional knowledge is not lost. A job-shadowing initiative for potential black successors to leaders who are close to retirement has been implemented in some business areas to transfer skills and institutional knowledge and nurture candidates into these leadership roles.
Equally important, is our commitment to gender diversity and transforming Imperial to accommodate women. Our graduate programme in South Africa serves as a pipeline of female successors. Pleasingly, female talent entering the South African operation is increasing and good progress was made during the year to recruit and promote women.
Changing our work environment to one that is inclusive, empowering and based on trust and mutual respect. An added challenge in South Africa is our ability to meet employment equity targets given a smaller workforce and low employee turnover at top and senior management levels, exacerbated by the need to right-size some operations and the moratorium placed on recruitment during Covid-19.
|Junior management||1 016||257||529||196||19||2 017||77||77|
|Semi-skilled||6 247||116||1 205||195||63||7 826||95||95|
|Unskilled||1 936||10||645||1||33||2 625||98||98|
|Total employees||9 522||765||2 574||596||126||13 583||89|
|Differently abled people||54||12||42||1||10||119||81||45|
Note: the Imperial scorecard covers all South African operations, including employees in South Africa who work for the Market Access business.
|Read more about our people in the ESG report.|