Employment Equity and Employee Development

EMPLOYMENT EQUITY AND EMPLOYEE PROFILE

Employment equity is no longer measured per se on the B-BBEE scorecard. However, it remains an important feature of the Group’s human capital strategy. As such, AfroCentric continues to monitor its employment equity statistics to ensure diversity of its workforce and fairness in its recruitment and selection practices.

It is important that AfroCentric has a diverse company profile, with a specific focus on black employees, especially females. The table below illustrates the composition of the AfroCentric workforce by race and gender.

As per the Department of Labour EEA10 form, the tables below reflect the EE profi les for the business as at 31 May 2016.

Total workforce profile (including employees with disabilities) as at 30 June 2016

    Male       Female Total    
  Occupational Levels A C I W A C I W      
  Top management 1 1 2 5 2 11    
  Senior management 8 1 5 16 3 2 3 11 49    
  Professionally qualified and experienced specialists and mid-management 40 17 32 55 47 37 44 131 403    
  Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents 357 214 95 78 961 649 179 431 2 964    
  Semi-skilled and discretionary decision making 31 2 6 3 61 13 3 21 140    
  Unskilled and defined decision making 5 2 1 5 1 1 15    
  GRAND TOTAL 442 237 140 158 1 079 702 230 594 3 582    

Total workforce (including employees with disabilities)

Total workforce (including employees with disabilities)

Profile of employees for people with disabilities as at 30 June 2016

Male Female Total  
  Occupational Levels A C I W A C I W    
  Top management  
  Senior management  
  Professionally qualified and experienced specialists and mid-management 1 1 1 4 7  
  Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents 7 6 1 1 8 11 3 13 50  
  Semi-skilled and discretionary decision making 3 1 3 1 1 9  
  Unskilled and defined decision making  
  GRAND TOTAL 10 7 2 2 11 11 5 18 66  


PHARMACY DIRECT (PTY) LIMITED

Total workforce profile (including employees with disabilities) as at 30 June 2016

    Male       Female Total    
  Occupational Levels A C I W A C I W      
  Top management 1 2 1 4    
  Senior management 9 1 1 9 2 7 29    
  Professionally qualified and experienced specialists and mid-management 9 1 9 19 4 40 82    
  Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents 20 5 3 49 7 7 91    
  Semi-skilled and discretionary decision making 94 2 1 91 3 3 194    
  Unskilled and defined decision making 1 5 6    
  TOTAL PERMANENT 134 8 1 16 174 16 57 406    
  Temporary employees 4 33 5 42    
  GRAND TOTAL 138 8 1 16 207 16 62 448    

Total workforce (including employees with disabilities)

Total workforce (including employees with disabilities)

Profile of employees for people with disabilities as at 30 June 2016

Male Female Total  
  Occupational Levels A C I W A C I W    
  Top management  
  Senior management  
  Professionally qualified and experienced specialists and mid-management 1 1  
  Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents  
  Semi-skilled and discretionary decision making  
  Unskilled and defined decision making  
  TOTAL PERMANENT   1 1  
  Temporary employees 20 20  
  GRAND TOTAL 20 1 21  


TALENT AND LEADERSHIP DEVELOPMENT

AfroCentric is committed to attracting high-quality employees and growing and nurturing talent from within. Employees are encouraged to learn on a continual basis and to demonstrate a commitment to their personal growth and development. Employees are encouraged to adopt innovative means of study; traditional classroom-based learning is supplemented with on-the-job training, e-learning and self-study.

The Learning and Performance Academy provides internal and external learning programmes. The Academy also offers several accredited courses to employees, allowing them to achieve credits that lead to formal qualifications.

The strategy for the Academy is a proactive partnership with the business to achieve performance objectives by delivering innovative learning experiences. Through the Learning and Performance Academy, organisational capability is enhanced and competitive advantage heightened.

PERFORMANCE MANAGEMENT

AfroCentric uses a Balanced Scorecard (“BSC”) approach to performance management. The BSC provides management with the tools they require to drive future competitive success. It translates an organisation’s strategy into a set of performance measures that, provide the framework for a strategic measurement and management system.

In managing performance at an individual level, the aim is to create a ‘win-win’ environment, with clear expectations and shared understanding of objectives between manager and employee from the outset. Employees participate proactively in all phases of the process and share ownership of the outcomes with the organisation. Individuals understand how their performance and behaviour links to the organisational strategy. Emphasis is placed on self-management in achieving total quality and customer service and employees are encouraged to maximise their contribution in their current role, while having access to opportunities to grow and develop their careers within the AfroCentric Group.

EMPLOYEE WELLNESS PROGRAMME

AfroCentric’s passion for people, organisational performance and healthcare informs all human capital strategies, policies and structures. The Group employee wellness programme (“EWP”) forms an integral part of the components on the employee value proposition, linking health, wellbeing and overall performance.

The EWP is based on four pillars: physical wellbeing, emotional wellbeing, financial wellbeing and organisational wellbeing. It provides independent, confidential, professional counselling and advisory services to permanent and non-permanent employees and their direct household dependants. The programme continues to be valued by employees as evidenced by the high rate achieved during the 2016 employee satisfaction survey. The programme utilisation rate of 39% remains highest compared to the consumer services sector. In 2016, over 1 437 employees completed wellness screenings, which included blood pressure, glucose, cholesterol, body mass index and HIV tests on the wellness days, which are held nationally across head office, distribution centres and stores.

 

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