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We have built on FY22's strategy of driving employee centricity through inclusive leadership. Our people are core to our business and we continue to put our employees at the centre of what we do through leader-led engagement initiatives. Our foundation is solid and our people planning framework remains our core focus, ensuring that we build a future-fit organisation with the right people with the right skills.
Retaining talent has become increasingly difficult as employee and employer expectations change and impact this. Our strategy has been informed by the trends identified by research from the Gartner International HC report:
1. Person-first experience: 82% of employees believe it to be essential for their organisation to see them as a person, not just an employee.
2. Shared-purpose: 53% of employees would like their organisations to take action on issues they care about.
3. Flexibility: 52% of employees believe flexible work policies will affect the decision to remain at their organisations.
Focusing on building a future-ready organisation, we have had to acknowledge the evolution of the Human Capital (HC) role worldwide and we see remarkable opportunities to partner on a more strategic level with business. We fully understood that we would have to build new capabilities in our team, shift how we think of our role and building the correct capability required to lead the new employee expectations. This had to be carefully designed to allow leadership capacity.
As we embarked on FY23, we were enthusiastic to align ourselves with the changing expectations of our employees. We needed to understand this in order to navigate the path ahead and to ensure a seamless engagement with our people and leaders. We needed to build a strong connection with our leaders and to understand the objective and challenges of each business unit.
We have:
To view our latest employment equity statistics in our Annual Report click the link below.