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SUCCESSION MANAGEMENT
Adcock Ingram is using a systematic integrated approach to maintain
leadership continuity within the business by ensuring the growth and
development of potential successors. ‘It is not about people... it is about
having the right talent, in the right place, at the right time’.
Succession management provides a framework to align leadership
with the strategic needs of the business. It also provides ongoing job
analysis and opportunity for key talent to adjust roles based on changing
business conditions and strategic initiatives.
To date the following succession benefits have been realised:
• Promotion of key talent into strategic roles;
• Improvement of transformation profile with the progression of black
successors;
• Implementation of leadership development programmes for key
talent and potential successors;
• Implementation of executive coaching for potential successors; and
• Building a diverse talent pool which mirrors the customers and
communities in which we operate.
EMPLOYEE WELLNESS
To be able to provide excellent service and achieve business goals,
the emotional and psychological well-being of employees needs
to be a prime goal. According to the Director of the Department
of Public Health and Environment (WHO), ‘the wealth of business
depends on the health of workers’. The Employee Assistance
Programme is well suited to provide health counselling as well as
resources/tools required to achieve an optimal state of well-being
for employees. It is in this context that ICAS has been engaged to
provide employee wellness programme services to Adcock Ingram
as a partner in behavioural risk management.
HIV/AIDS PROGRAMME
Employees and their dependents, who are HIV positive, can enrol
in the chronic disease management programme that is offered
to employees through a service provider, Universal Care. This is
open to all employees whether or not they are medical scheme
members. Currently there are 23 participants on this voluntary
support programme.
HEALTH AND SAFETY
Facilities
The annual risk control standards grading audits were conducted
by Marsh (Pty) Ltd at all Adcock Ingram sites, excluding Ghana.
In conducting these audits, the various sites were assessed in
terms of preparedness and their performance with regard to risk
control organisation, fire defence, security, emergency planning,
occupational health and safety and motor fleet. The lowest and
highest ratings were 97% and 99% respectively. Shortcomings were
minor and were addressed.
The environmental risk control audit conducted by Marsh (Pty)
Ltd assesses Adcock Ingram’s sites in regard to their performance
in environmental leadership, environmental management
implementation, operational management, monitoring and review
and specific operations. This audit was conducted during the
financial year at the manufacturing site in Bangalore, India, the
Research and Development site at Aeroton and the distribution
outlet in Cape Town. The lowest and highest ratings were 95% and
99% respectively.
Employees
There was a marked reduction in the number of lost time injuries,
showing an improvement over the previous year.
Following are the statistics for the number of lost time injuries
(injuries on duty leading to at least one lost day) for the year:
Aeroton Wadeville Clayville Midrand Durban Total
2016
7
0
3
2
0
12
2015
19
2
9
2
1
33
LTIFR 2016 0.80
0
0.56 0.26
0 0.20
LTIFR 2015 2.18 0.55
1.95 0.32 0.85 0.73
LTIFR = lost time injury frequency rate
No fatalities (injuries on duty resulting in death) occurred during the
current or prior year. There were 81 medical cases (injury on duty
leading to medical treatment without losing a day’s work) in the
current year compared to 68 medical cases in the prior year.
ENVIRONMENT
As a responsible citizen and a healthcare company, the protection
of the environment is a key consideration for Adcock Ingram which
is committed to the sustainable management and conservation of
the environment. Throughout its operations the Company focuses
on providing a quality service that creates a safe and healthy
workplace for employees while minimising the potential impact on
the environment.
Key areas of focus are:
• water management;
• electricity consumption;
• carbon emissions; and
• stakeholder education and awareness.
Increased factory throughput automatically results in higher usage
of water and electricity. Despite this, good progress has been made
with the replacement of fluorescent lights with low energy lights in
the manufacturing facilities; the installation of day/night sensors; the
charging of forklifts outside peak demand times and the shutdown
of chillers and cooling towers during weekends.
Progress was also made with the conservation of water, with the
repair of leaks, ongoing recycling of water and increasing borehole
utilisation. Careful production planning, with longer runs and
therefore less need for ‘Cleaning in Place’, has also made a significant
contribution to more efficient water usage.
OUR PERFORMANCE
(continued)
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Integrated Report 2016