Material Pillars - Responsibility for developing our people - Skills development and career progression

Sanlam Sustainability Report 2011

Skills development and career progression

During the year various leadership and management programmes have been introduced at both a Group and business level. Key Group-level initiatives include:

The Graduate Leadership Programme – A specifically designed initiative aimed at developing the leadership capability of high-potential young graduates within the organisation through self-awareness, exposure and practice.
The Senior Management Development Programme – Aimed specifically at equipping senior managers with the necessary knowledge and change management skills to function effectively within a corporate environment, the programme focuses on translating learning into improvement in the workplace for both the individual and the organisation. This is a customised program offered in partnership with University of Stellenbosch Business School (USB).
The Business Management Development Programme – Designed to equip managers with the competence to implement strategic objectives, the programme provides a broader understanding of the different fields of management and leadership, and seeks to ensure that managers do not perform their own management functions in isolation. This initiative is also run in partnership with USB.
Participation in International Business School Programmes- On an annual basis, candidates are nominated to attend senior executive programmes at leading International Business Schools.

These programmes are supported by numerous development initiatives at a business level aimed at promoting the development of all staff members, as well as accelerating the growth and career progression of potential future leaders. Examples of these initiatives at a business level include:

The Leading Edge Programme – hosted within the SI Cluster, this is designed to equip potential future senior leaders with necessary skills and experience
The Living Passionate Ownership – this is aimed at all SI staff members to instil a culture in which to realise the company's vision.
A learnership aimed specifically at persons with disabilities – this has been successfully implemented within Sanlam Personal Finance; upon completion of the 2010/2011 programme, the business was able to appoint 70% of the learners

Investing in our people

Sanlam requires that all its business clusters be accredited as "Investors in People" – an international standard that guides employee performance and development processes. Currently all clusters, with the exception of Sanlam Investment are accredited. Both SPF and Group Office have achieved bronze accreditation. Accreditation requires that all employees have an Individual Development Plan (IDP). Some of the training and skills development programmes offered by or facilitated by Sanlam during 2011, and the recipients of that training, are summarised below.

SPF uses IDPs to manage individual learning and development in a customised manner. In a people-intense business, it is important to demonstrate that resources are available to help individuals understand which career path is right for them. In 2011, 97% 3 of SPF employees have IDPs in place . This excludes Glacier, Sanlam Health and Sanlam Sky.

Training programmes offered by Sanlam

Development Programme	Target Audience	Brief Description	Number of Participants	No of Black Participants
Team Leader Programme	Junior & Middle Management	Developing current and future leadership and team members' competence through the facilitation and development of leadership best practices, knowledge and skills. Equipping learners with the appropriate tools to transfer competence back to the organisation, resulting in improved and enhanced sustained performance delivery. Duration: 6 days Business: Corporate Office Expenditure: R 16 720	4	3
Life & Corporate Coaching Programme	Senior Management	Providing guiding principles and tools for the development of the whole person, recognising that the individual is comprised of physical, intellectual, emotional, and spiritual dimensions. Deepening understanding, motivation, and responsibility with regard to making personal, corporate and social choices. Creating and/or increasing the capacity to think about, and reflect on, different values and the practical implications of expressing them in relation to ourselves, the workplace, the community, and the world at large. Duration: 1 day Business: Corporate Office Expenditure R 19 700	1	1

Team Leader Programme	Middle Management	Developing prospective team leaders' competence through the facilitation and development of leadership best practices, knowledge and skills. Equipping team leaders with skills to transfer competence back to the organisation, resulting in improved performance delivery Duration: 7 days Business: IT ISS (Information Technology Infrastructure Shared Services) Expenditure: R 4 260	2	1
Assertiveness Leadership Programme	All	Increasing self-confidence, professionalism, the ability to deal effectively with people problems and to express oneself clearly and honestly without violating rights of others. Enabling individuals to express and receive positive feedback, without feeling embarrassed. This resulted in increased effectiveness at handling conflict and criticism. Duration: 7 days Business: Information Technology Infrastructure Shared Services (IT ISS) Expenditure: R 16 992	2	0

Management Development	Middle Management	Upskilling of current managers. The programme provided a framework for best-practice in management activities. Duration: 1 day Business: Sanlam Sky Expenditure: R 217 725	9	7
Assertive Leadership	Junior, Middle Management	Assisting in turning assertive behaviour into a habit, encouraging proactivity; focusing on results and optimal co-operation with others. Duration: 4 days Business: Sanlam Investment (SI) Expenditure: R 84 825	16	5
Building Relationships & Collaboration Skills	Junior, Middle and Senior Management	Understanding the theories that underpin effective conversation, developing skills to listen and structure for difficult conversation. Duration: 2 days Business: SI Expenditure: R 224 782	74	30
Investment Professional Development Programme	Internal as well as external candidates	Enhancing individual performance and fast track career development of young graduates through a holistic approach to effective self-management practice, technical skills training as well as professional and career development. Duration: 10 months Business: SI Expenditure: R 303 662	6	4
Leading Edge	Middle, Senior Management	Future senior leaders are equipped with leading edge skills and experience. The objective was to strengthen the skills of future leaders. Duration: 1-2 days every two months for approximately 12 months Business: SI Expenditure: R 812 382	15	5
Mentorship Maintenance Programme	Junior, Middle and Senior Management	Ensuring that employees have opportunities to develop and enjoy challenging roles. Duration: 5 days Business: SI Expenditure: R 13 000	25	13
Team Leader Programme (Module 1 of 6)	Managers	Topics included business and operational planning, change management, motivation, performance management, delegation, decision-making, managing diversity and team building. The focus was on people management, with interpersonal skills such as handling mistakes and conflict, giving feedback, handling different personalities and achieving expected results. Duration: 56 days Business: SI Expenditure: R 15 537	28	6
Team Leader Programme (Module 2 of 6)	Managers	As above Duration: 78 days Business: Expenditure: R 17 333	26	6
Senior Management Development Programme	Middle / Senior Management	Aimed specifically at equipping senior managers with the necessary knowledge and change management skills to function effectively within a corporate environment, the programme focuses on translating learning into improvement in the workplace for both the individual and the organisation. Duration: 12 months Business: Sanlam Corporate Office, Sanlam Sky, SI, SPF, Santam Expenditure: R 1 099 880	48	26
Business Management Programme	Junior Management	Aimed specifically at equipping senior managers with the necessary knowledge and change management skills to function effectively within a corporate environment, the programme focuses on translating learning into improvement in the workplace for both the individual and the organisation. Duration: 12 months Business: Sanlam Corporate Office, Sanlam Sky, SI, SPF, Santam Expenditure: R 1 099 880	22	12
Graduate Leadership Programme	High potential young graduates	An internal developmental initiative aimed at developing the leadership capability of high-potential young graduates within the organisation through self-awareness, exposure and practice. Duration: 10 months Business: Sanlam Office, Sanlam Sky, SI, SPF, Santam Expenditure: R 2 035 581	17	11

Recipients of training

	Male			Female			TOTAL
Occupational level	Black	White	Male total	Black	White	Female total
Top Management	1	3	4	1	1	2	6
Senior Management	46	211	257	24	28	72	329
Middle Management	268	484	752	181	425	606	1358
Junior Management	1231	1202	2433	1345	1575	2920	5353
Semi-Skilled	661	37	698	1549	311	1860	2558
Unskilled	5		5	17		17	22
TOTAL	2212	1937	4149	3117	2360	5477	9626

During 2011, R58.2 million (R58.5 million in 2010) was spent on training and skills development within the group. Of this, 50% was spent on black employees (down from 53% in 2010). This includes a combination of development programmes and technical and desktop training. This figure amounts to 1.5% of the liveable amount, compared to 1.77% in 2010. R3.6 million was spent on management and coaching in the organisation. Of this total 43% was spent on management and coaching for black staff members.

Total spend on training and development in 2011

	Black Male	Black Female	White Male	White Female	Non South African	TOTAL
	R 13,497,828	R 15,589,620	R 16,447,365	R 12,269,453	R 361,726	R 58,165,992
Spend as %	23.21%	26.80%	28.28%	21.09%	0.62%	100.00%

Our performance against the BBBEE scorecard, in terms of skills development, has improved year-on-year since 2009, as shown below. The 2011 data is not yet verified but will be published on our website once our verification process is complete

Performance against the BBBEE Scorecard – Skills development (for the year to 31 Dec 2011, versus 2010 and 2009)

				2011 Unverified			2010 Verified			2009 Verified
ELEMENT	SUBCATEGORY	WEIGHTING	TARGET	ACHIEVED	SCORE	TOTAL	ACHIEVED	SCORE	TOTAL	ACHIEVED	SCORE	TOTAL
SKILLS DEVELOP MENT (15)	Skills development for Black employees as a % of leviable amount using the ARG	6	3%	1.92%	3.84	9.97		3.35	9.49	2.60%	5.23	9.46
	Skills development for Black employees with disabilities as a % of leviable amount using the ARG	3	0.3%	0.01%	0.13		0.01%	0.14		0.00%	0.00
	Number of Black employees paticipating in service training programmes as a % of total employees using the ARG	6	5%	6.76%	6.00		5.33%	6.00		3.50%	4.23

Bursaries, internships and learnerships

A combined total of 3038 bursaries to the value of R4.6 million were awarded to staff members. Four students completed their internships within Sanlam. The cost of the internships was R63 685. A total of 85 learnerships, which included both employed and unemployed learners, were completed. The total investment for this initiative was R1.2 million.

This represents one of the KPIs of our Sustainability Management Framework. The basis of measurement thereof is the percentage of permanent employees in SPF (excluding Sanlam Sky, Glacier and Sanlam Health) with individual development plans in place at 31 December 2011. The percentage is based on information obtained at 5 July 2011. The timing of completion of IDPs is aligned with the performance management process of the group, and also to ensure compliance with the workplace skills plan prescribed by legislation. The cut-off date for completion of the IDPs is 31 March every year. SPF HR follows up on outstanding IDPs from April to June. As a result, the percentage reflected in the beginning of July each year is the most accurate reflection of the percentage of employees with IDPs in place related to that specific financial year and loaded onto SAP. The percentage disclosed here is a percentage as at 5 July 2011 and reflects the percentage of employees with IDPs as at that date which are loaded on SAP related to the 2011 financial year....(back to text)

1. Sustainability Governance

2. Responsibility for Developing our people

3. Responsible products and services

4. Responsibility towards a prosperous society