IMPERIAL SUSTAINABILITY DEVELOPMENT REPORT 2017
ABOUT OUR REPORT
GROUP OVERVIEW
LOGISTICS
MOTUS
PEOPLE
LEGITIMACY
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People

Our core focus is to develop effective leadership and empowered people by ensuring strong succession depth within our divisions and improving how we manage our people by implementing effective human capital policies and practices.
Key data
Number of employees
49 364 70% OF WHOM ARE BASED IN SOUTH AFRICA. (2016: 50 291)
Talent management
23 OF OUR 35 MOST SENIOR EXECUTIVES WERE NEW TO THEIR ROLES, DEMONSTRATING THE STRENGTH OF OUR TALENT MANAGEMENT PROGRAMME AND DELIBERATE SUCCESSION PLANNING.
Diversity
20% OF OUR TOP 35 LEADERS ARE BLACK (AFRICAN, COLOURED AND INDIAN), AND IN IMPERIAL LOGISTICS INTERNATIONAL TWO OUT OF 18 EXECUTIVES ARE WOMEN, MEETING OUR GENDER TARGET.
Training
R340,7 MILLION
SPENT TRAINING OUR EMPLOYEES.
INCLUDING APPRENTICE TRAINING HOURS, EMPLOYEES ON AVERAGE RECEIVED 36 HOURS OF TRAINING.

Our history is that we have grown through the acquisition of independent businesses, fostering an entrepreneurial spirit but also giving these businesses substantial autonomy in managing their human capital practices. Our growth into a complex and multinational organisation requires a more mature and standardised approach to people-related practices, including structured career development for executives and a strong drive to increase black representation at management level.

OUR KEY FOCUS AREAS

The restructuring of our business has provided new opportunities to promote talented individuals into key positions. Our talent management programme aims to enhance leadership capability and ensure that our human capital is strategically aligned to our future requirements. We are also building a foundation of core human capital data which will support the identification of talented individuals and provide accurate insight into where there may be skills gaps in the future, enabling us to deliver relevant and meaningful training interventions.

In July 2016, we undertook the Imperial Group Climate Survey to acquire insight into the work-life experience of our employees in South Africa. The biggest movements compared to our last groupwide survey were a 7% increase in fair employment practices and a 6% decrease in terms of remuneration. Imperial Logistics and Motus have been tasked with understanding the issues that have resulted in negative perceptions and implementing plans to address these.

Our people philosophy must promote equality, grow an inclusive culture and create greater opportunities for all our employees. Our transformation agenda must include cultural readiness initiatives, accelerated talent development, strategic sourcing and targeted attraction and retention initiatives. This will be a key focus for the next three to five years. Based on the demographics of a particular skill set in the South African market, we give preference to black candidates when recruiting externally. During the year, we engaged with external companies that have made substantial progress in transforming their workforces to learn from their experiences, and our leaders attended diversity workshops that enabled honest conversations about transformation at Imperial.

LOOKING FORWARD

Our goal is to have a workforce that is constantly improving and adding greater value to our businesses, as well as empowered employees who are able to advance their career prospects and personal development ambitions. Not only will this help us to build skills internally, but it will enhance our position as a multinational organisation that offers developmental opportunities, contributing to our attractiveness as an employer of choice to our employee of choice.

People

Our core focus is to develop effective leadership and empowered people by ensuring strong succession depth within our divisions and improving how we manage our people by implementing effective human capital policies and practices.
Group overview
Logistics
Motus
People
Legitimacy

People

Our core focus is to develop effective leadership and empowered people by ensuring strong succession depth within our divisions and improving how we manage our people by implementing effective human capital policies and practices.
Key data
Number of employees
49 364
70% OF WHOM ARE BASED IN SOUTH AFRICA (2016: 50 291).
Talent management
23 OF OUR 35 MOST SENIOR EXECUTIVES WERE NEW TO THEIR ROLES, DEMONSTRATING THE STRENGTH OF OUR TALENT MANAGEMENT PROGRAMME AND DELIBERATE SUCCESSION PLANNING.
Diversity
20% OF OUR TOP 35 LEADERS ARE BLACK (AFRICAN, COLOURED AND INDIAN), AND IN IMPERIAL LOGISTICS INTERNATIONAL TWO OUT OF 18 EXECUTIVES ARE WOMEN, MEETING OUR GENDER TARGET.
Training
R340,7 MILLION
SPENT TRAINING OUR EMPLOYEES.
INCLUDING APPRENTICE TRAINING HOURS, EMPLOYEES ON AVERAGE RECEIVED 36 HOURS OF TRAINING.

Our history is that we have grown through the acquisition of independent businesses, fostering an entrepreneurial spirit but also giving these businesses substantial autonomy in managing their human capital practices. Our growth into a complex and multinational organisation requires a more mature and standardised approach to people-related practices, including structured career development for executives and a strong drive to increase black representation at management level.

OUR KEY FOCUS AREAS

The restructuring of our business has provided new opportunities to promote talented individuals into key positions. Our talent management programme aims to enhance leadership capability and ensure that our human capital is strategically aligned to our future requirements. We are also building a foundation of core human capital data which will support the identification of talented individuals and provide accurate insight into where there may be skills gaps in the future, enabling us to deliver relevant and meaningful training interventions.

In July 2016, we undertook the Imperial Group Climate Survey to acquire insight into the work-life experience of our employees in South Africa. The biggest movements compared to our last groupwide survey were a 7% increase in fair employment practices and a 6% decrease in terms of remuneration. Imperial Logistics and Motus have been tasked with understanding the issues that have resulted in negative perceptions and implementing plans to address these.

Our people philosophy must promote equality, grow an inclusive culture and create greater opportunities for all our employees. Our transformation agenda must include cultural readiness initiatives, accelerated talent development, strategic sourcing and targeted attraction and retention initiatives. This will be a key focus for the next three to five years. Based on the demographics of a particular skill set in the South African market, we give preference to black candidates when recruiting externally. During the year, we engaged with external companies that have made substantial progress in transforming their workforces to learn from their experiences, and our leaders attended diversity workshops that enabled honest conversations about transformation at Imperial.

LOOKING FORWARD

Our goal is to have a workforce that is constantly improving and adding greater value to our businesses, as well as empowered employees who are able to advance their career prospects and personal development ambitions. Not only will this help us to build skills internally, but it will enhance our position as a multinational organisation that offers developmental opportunities, contributing to our attractiveness as an employer of choice to our employee of choice.