Human capital management

Received and considered quarterly reports on employee relations, human resources operations, organisational effectiveness, employee wellness and transformation, compensation and benefits, learning and development (SANBS RAD Academy), strategy level risk register and treatment actions, key tactical level risks currently managed by HCM, ongoing Culture DNA (employee engagement) Programme, Labour Court and CCMA cases, salary and wage negotiations. Noted the following:

• RAD Academy - progress to ‘future-proof’ and enable SANBS to serve with heart by enhancing its people, products, and processes in alignment with the iHEALTh strategy, while focusing on transforming learning and innovation through an integrated operational approach
• Learning and Development - significant investments in study assistance programmes to support employee education and professional growth, while engaged interns and learners participate in targeted initiatives that promote inclusivity and diversity, contributing to a talent pipeline for the successful absorption of trained learners into various roles
• Technical training
  • Strong emphasis on maintaining HPCSA accreditation to ensure ongoing training and development for medical roles, facilitating the successful transition of Medical Technicians into certified positions and enhancing workforce capabilities
  • High participation in digital learning initiatives, reflecting a commitment to technical skill development across various platforms
• Organisational development
  • Targeted 360° feedback mechanisms for leadership and successful staff engagement in strategic initiatives for a culture of continuous improvement, supported by recognition programmes that boost morale and encourage positive employee contributions
  • Ethics and Culture Programme and SANBS DNA – appointment of ethics ambassadors; learning cafés on the Code of Ethics and Conflicts of Interest Policies. Stable annual DNA Engagement Score at 1.29 and strong alignment with the value of ‘Excellence’ while highlighting areas of improvement in ‘Diversity’ and ‘Accountability’ indicated in the Values Survey
• Individual performance reviews - focused on aligning key performance areas with organisational values and service quality. FY26 KPAs to be realigned with ‘Serving with Heart’ pillars to boost service and culture metrics
• Human resources operations - a decrease in employee turnover highlighting improved retention strategies and satisfaction, and enhanced recruitment efforts
• Strategic workforce planning - completion of succession plans for 5/8 executive and 18/33 senior management roles, with ten high-potential leaders identified as successors; efforts will focus on mid-management and scarce-skill roles in the next review cycle, aiming to finalise organisation-wide workforce plans by May 2025. Ways to operationalise Dual career pathways continue to be considered
• Employee wellness – increased participation in health programmes, with a focus on proactively managing chronic health conditions and the successful launch of the Better Me Wellness Programme. An emphasis on financial wellness and awareness was prioritised
• Technology and governance – completion of the SAP SuccessFactors Business Requirements Specification has been completed, with a project team in place. ISO 9001 accreditation has been achieved, supporting ongoing process improvements
• Compensation and benefits - the Two-Pot Retirement System has processed some R29m claims to date, quarterly recognition awards are set to expand with zone-led nominations, and the Scarce and Critical Skills Allowance Framework is undergoing final review
• Employee relations – noted increased legal costs with the resolution of a key arbitration. Ongoing proactive measures, including policy reviews and training, have contributed to a reduction of CCMA referrals. Union membership remains steady, and MSA negotiations are in progress