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Tiger Brands Limited integrated annual report
2015
Our people
continued
Under this approach, Tiger Brands is building talent
sustainably by concentrating on internal appointments and
promotions while increasing the investment in training and
development to build capability and strengthen the talent
pipeline. Key initiatives include a focused management
trainee and leadership development programme. During the
reporting period, 11 graduates joined Tiger Brands as
trainees.
Regular talent reviews at appropriate levels ensure that
high-potential individuals are identified, development plans
are agreed, and progress against agreed targets is tracked.
In addition, a new short-term incentive scheme was
introduced in 2015, focused on strategic and financial
objectives. This will more effectively align individual
performance with corporate performance.
2015
%
2014
%
2013
%
Overall staff
turnover rate
7,9
9,6 10,2
Retention rate of key
talent
87
86
87
Leadership development
In line with the revised approach to talent management,
and to ensure we have leaders who can drive our strategy,
we reviewed our model for leadership skills. To determine
an accurate baseline and parameters for leadership
development initiatives, the skills of all middle managers
and above are being assessed, and a customised
leadership development programme will be launched
in 2016.
Tiger Brands Academy
This internal facility comprises separate academies for the
disciplines of supply chain, leadership, finance, customer,
human resources and marketing.
A total of 524 employees participated in programmes
during the year (2014: 409), over 4 036 (2014: 3 322)
training days.
Workforce
In 2015, the group employed 10 379 permanent staff
and 4 222 temporary staff in South Africa, excluding
2 363 seasonal and casual workers.
Outside South Africa, the group employs 3 841 permanent
staff and 2 149 temporary staff, bringing the total group
workforce to 20 591 (excluding seasonal and casual
workers) (2014: 16 884).
The total salary bill for the year was R3,6 billion, compared
to R3,3 billion in 2014.
Key indicators
2015
2014 2013
Employee headcount*
20 591
16 884 15 048
Female employees
3 696
3 555 3 386
Learnership participants
264
285
159
Total training spend
(Rm)
10,8
7,7 10,1
*
Includes international operations but excludes seasonal and casual
workers.
Skills development
In 2015, we invested R10,8 million (2014: R7,7 million)
on in-house training in South Africa, led through the Tiger
Brands Academy, as well as learnerships.
We believe training and developing all employees is a
prerequisite to creating a competitive advantage. Our
people have the opportunity to continually develop
themselves through workplace qualifications and shorter,
function-specific programmes. Documented objectives and
targets are submitted to the sector education and training
authority (FoodBev Seta) in our workplace skills plan and
annual training report.
Workplace experience project
Young people receive workplace experience in food
technology, engineering, marketing, production and
operations. These students become a feeder pool for the
graduate programme and other entry level appointments.
Around 344 people have completed the programme
since 2008 and, wherever possible, are employed by
the business.
External programmes
Thusani Trust provides bursaries to qualifying black
employees’ children. In 2015, R3,1 million (2014:
R4,5 million) was spent on bursaries for 158 students
(2014: 186). A total of 371 students have graduated
from tertiary institutions since 2007 with the trust’s support,
and 27 graduated in 2015.
We provided bursaries for nine engineering students.
On graduating, these students are incorporated into our
talent pool.
This programme is currently being funded by “trickle
dividends” in respect of shares in Tiger Brands indirectly
held by the trust. As a result of the success of the bursary
scheme, the trust required additional funding. This will be
facilitated by an increase from 10% to 25% in trickle
dividend in respect of the Tiger Brands shares indirectly
acquired by the trust in terms of the staff empowerment
transaction implemented in 2005. The trust will benefit from
the increased trickle dividend from January 2016.