Our Capitals
Our relationship capital: Engagement with stakeholders to build meaningful relationships
Our Capitals
Our relationship capital: Engagement with stakeholders to build meaningful relationships
Workforce
Progress with improvement initiatives
On track
Progress could be delayed
Improvement initiatives delayed
No specific improvements identified
SANBS employees
Stakeholder needs, interests & expectations
- Appropriate reward and recognition
- Conducive and safe working environment/interesting work
- Job security
- Growth and development
- Transformation
- Diversity and inclusion
- Diversification of work/interesting work
- Integration
- Remote and/or Working from Home (WFH) capability
- Regard for overall personal wellness
- Workplace free of any harassment
- Ongoing communication about key business matters that impact them
SANBS response
- Talent management – promotions from within are prioritised
- Succession planning
- People transformation programme
- Effective performance management system
- SANBS employee engagement through annual DNA measure
- 360°feedback for cohorts of management
- Remuneration policy updates
- Heightened disclosure in Integrated Report
- Remote working policy
- Virtual training and Learning Cafe
- SANBS Academy supporting all learning and development
- Ethics and culture programme implementation
- Purposeful wellness programmes including monitoring of chronic health conditions
- Pipeline workforce planning
- Improved/accelerated talent acquisition and onboarding
- “Family” meetings (CEO engagements)
Engagement channel
- In-person
- Virtual
Frequency of engagement
- Monthly
- Quarterly
Improvement initiative progress
- On track
Status of current engagements
- SANBS has transitioned from siloed, compliance-driven processes to a cohesive, purpose-led Human Capital model through the Solo2Symphony journey, strengthening alignment, transparency and shared ownership across the company
- HCM Forums are regularly held to address operational and strategic projects, gather employee feedback and enhance collaboration with management to support team needs and organisational impact
- Strategy socialisation sessions were conducted by the executive team at eight locations across SANBS
- Family Meetings, including one hosted by the CEO, updated employees on organisational developments and performance. Consolidated feedback from these sessions was shared with all staff through a set of FAQs to improve clarity and transparency
- An HCM Visibility and Wellness Day was launched in Q4 to raise awareness and strengthen employee well-being
- People Days were hosted across zones to enhance the employee experience and promote overall health
- Healthcare consultants from Alexander Forbes visited selected zones to assist employees with medical aid and GAP cover queries
- The Employee Recognition Programme continues to grow, with twelve winners across zones receiving recognition vouchers
Metrics used to measure quality of relationships
- DNA culture score
- Employee surveys
- 360° feedback
- THREAD value alignment
Strategic pillar(s) impacted
Strategic risk(s) impacted:
Unions
Stakeholder needs, interests & expectations
- Fair and equitable working conditions
- Employee safety and security
- Annual wage negotiations
- Transparency
- Consultation
- Increase frequency of engagement
- Fair and equitable remuneration
SANBS response
- Dedicated and intentional time for labour partners
- Bargaining forum meetings
- Long-term agreements
- Communication improvement through structured engagements
- DNA formula
- Remuneration policy
- Disclosure of remuneration in Integrated Report
Engagement channel
- In-person
- Virtual
Frequency of engagement
- Monthly
- Quarterly
Improvement initiative progress
- On track
Status of current engagements
- Healthy relationship between business and the unions
- Positive outcome of salary negotiations with agreement reached for implementation effective 01 April 2025
- Joint recognition agreement and National Bargaining Forum Constitution have been finalised and agreed upon
- Ongoing engagements with the unions on the Minimum Services Agreement
- Consultations on the roles classified as "Essential" have commenced
- ER policies and procedures have been completed
Metrics used to measure quality of relationships
- No strikes
- Number of grievances and disciplinaries
- Time taken for wage negotiations
Strategic pillar(s) impacted
Strategic risk(s) impacted: