engaged employees in order to create a sustainable organisation that meets its strategic goals and
objectives.
A variety of employee training and development strategies were deployed, representing an investment
across the group of approximately R81 million over the year under review.
Another important area of talent management is the area of performance management as this is one of
the key processes that assist the organisation in achieving its annual objectives linked to the strategic
goals of the business. It requires all employees to take full responsibility not only of their annual
performance objectives but also their current and future development needs linked to their careers. In
order to facilitate this process Illovo has its own custom-made performance management system
available across all its operations. Results from the financial year ending March 2015 indicated that
80.2% of management employees underwent a formalised annual performance review. In terms of
retaining and deploying employees, our approach to career development and talent management
continues to lead to structured individual development plans which contribute to both the succession and
retention of key personnel.
Succession planning continues to be a strategic driver of focus in our development and retention of key
managerial and critical skills within the organisation. This process is an essential enabler for our
business to deliver on its current business targets as well as its longer term sustainability and growth.
This is one of the central processes underpinned by the group’s talent management function which lends
structure to this process ensuring robust talent pipelines and plans are in place throughout the business.
A variety of employee training and development strategies were deployed, representing an investment
across the group of approximately R81 million over the year under review. This represented 3.8% of the
group payroll and involved 42 303 permanent and non-permanent employees, as well as contractors’
employees.
Training spend as a % of payroll
%
Malawi
Mozambique
South Africa
Swaziland
Tanzania
Zambia
2014/15
4.0
2.1
6.3
3.6
1.6
2.9
2013/14
4.3
2.1
3.9
4.0
2.2
3.2
