46 / 182
SUSTAINABILITY
This report is presented by the Company’s Social, Ethics and Transformation Committee (the Committee), appointed by the Board in respect of
the year ended 30 June 2016.
COMPOSITION AND MEETINGS
The Committee consists of three non-executive directors, two of
whom are independent, one executive director and the Human
Capital Executive. Four Committee meetings were held during the
year. The attendance of the Committee meetings was as follows:
Committee member
Meeting attendance
PM Makwana (Chairman)
4/4*
AG Hall
4/4
T Lesoli
4/4
BJ Letsoalo
4/4
AT Mokgokong
4/4
KB Wakeford
2/2*
*see changes to the Board on page 56
ROLE AND FUNCTION OF THE
COMMITTEE
The role and responsibilities of the Committee are governed by a
formal Charter which is reviewed annually and approved by the
Board. The following duties are assigned to it by the Board during
the year under review:
•
Monitor the Company’s activities regarding relevant legislation and
codes of best practice;
•
Draw matters within its mandate to the attention of the Board;
•
Report to the shareholders at the Annual General Meeting;
•
Ensure Adcock Ingram’s equity ownership and the demographic
profile of its employees is representative in the South African context;
and
•
Establish, implement and monitor the framework for the Company’s
transformation plan.
PHILOSOPHY
We believe that each of our employees brings a unique set of skills,
experience, perspectives and ideas that give Adcock Ingram the
competitive edge.
We value this and reflect it in our Mission and Values:
‘We believe in the empowerment of our people, thus encouraging
entrepreneurship, innovation and accountability’.
PEOPLE
The Group has identified the following human capital issues as
being critical to the success of Adcock Ingram:
•
Attracting and retaining the best skills;
•
Accelerating transformation and encouraging diversity;
•
Implementing succession management;
•
Providing learning and development, and career opportunities; and
•
Providing a safe work environment and employee wellness services.
EMPLOYEE HEADCOUNT
2016
2015
Permanent
2 234
2 141
Contractors / temporary
171
233
Total headcount
2 405
2 374
Composition of permanent employees
Male
1 227
1 032
Female
1 007
1 109
Black
1 927
1 810
White
307
331
AGE PROFILE
Adcock Ingram’s workforce is well balanced by age. Young and
upcoming talent (under 30 years of age) represents 16% of the
workforce while the age group normally associated with greater
career stability (between 30 and 50 years), represents 58%. The
risk of losing intellectual capital and institutional experience is well
managed, with only 26% of employees aged 50 and above.
WORKFORCE TURNOVER
Employee turnover for this year was 8.5% (2015: 9.7%).
LABOUR RELATIONS
In South Africa 49% of permanent employees are members of
a recognised trade union. Adcock Ingram supports freedom of
association and relevant agreements exist between the Company
and various unions. The number of working days lost due to
industrial action in 2016 was nil (2015: 1 633).
PEOPLE DEVELOPMENT
Learning and development
The development and growth of competent people is a key principle
of Adcock Ingram’s Human Capital strategy. Team members are
enriched by ensuring that they have the right skills, knowledge and
competencies to reach their potential. Training programmes are
designed to produce substantial benefits for both the Company
and the employees.
During the year under review, our commitment to develop our
employees, whilst aligning our strategy to the skills development
(SD) element of the B-BBEE scorecard, continued.
OUR PERFORMANCE
(continued)
42 |
Integrated Report 2016