{"id":5035,"date":"2024-06-15T19:57:51","date_gmt":"2024-06-15T17:57:51","guid":{"rendered":"https:\/\/famousbrands.co.za\/iar2024\/?page_id=5035"},"modified":"2024-06-20T17:46:46","modified_gmt":"2024-06-20T15:46:46","slug":"human-capital-report","status":"publish","type":"page","link":"https:\/\/famousbrands.co.za\/iar2024\/sustainability\/human-capital-report\/","title":{"rendered":"Human capital report"},"content":{"rendered":"<div class=\"intro\">\r\n\t<p><strong>Investing in our employees<\/strong> and <strong>enhancing the succession process<\/strong> is\u00a0imperative to our ability to <strong>attract and\u00a0retain talent<\/strong>.<\/p>\r\n<\/div>\r\n\r\n<div class=\"row\">\r\n\t<div class=\"col-md-6\">\r\n\t\t<div class=\"boxed\">\r\n\t\t\t<h4>Human capital achievements for\u00a02024<\/h4>\r\n\t\t\t<ul>\r\n\t\t\t\t<li>The net promoter score increased to 22.3 (2023: 21.4), which brings us closer to the target of 24.7.<\/li>\r\n\t\t\t\t<li>Secured SETA funding of R3.5 million. <\/li>\r\n\t\t\t\t<li>Finalised the two-year wage agreement. <\/li>\r\n\t\t\t\t<li>Continued the rollout of the SAGE 300 People system.<\/li>\r\n\t\t\t\t<li>Introduced paperless payslips.<\/li> \r\n\t\t\t\t<li>Enhanced employee value proposition.<\/li> \r\n\t\t\t\t<li>Began implementing a business unit communication platform.<\/li>\r\n\t\t\t<\/ul>\r\n\t\t<\/div> \r\n\t<\/div>\r\n\t<div class=\"col-md-6\">\r\n\t\t<div class=\"boxed\">\r\n\t\t\t<h4>Human capital objectives for\u00a02025<\/h4>\r\n\t\t\t<ul>\r\n\t\t\t\t<li>Achieve a Net Promoter Score of above 23.<\/li> \r\n\t\t\t\t<li>Improve the ready now succession score to\u00a032.50%.<\/li>\r\n\t\t\t\t<li>Secure SETA funding.<\/li>\r\n\t\t\t\t<li>Leverage new HR technology and systems.<\/li>\r\n\t\t\t\t<li>Evolve and entrench the employee value proposition. <\/li>\r\n\t\t\t\t<li>Enhance employee communication and support.<\/li>\r\n\t\t\t\t<li>Bolster succession planning through talent and development programmes.<\/li>\r\n\t\t\t<\/ul>\r\n\t\t<\/div>   \r\n\t<\/div>\r\n\t<div class=\"clearfix\"><\/div>\r\n<\/div>\t\r\n\r\n<h2>Employee value proposition <\/h2>\r\n\r\n<p>Our employee value proposition is directly linked to our ability to attract and retain employees. We are committed to creating an environment where employees have the right tools and support, and receive rewards and recognition for their performance. The key elements of our employee value proposition are as follows:<\/p>\r\n\r\n<div class=\"row\">\r\n\t<div class=\"col-md-5 mh\">\r\n\t\t<img decoding=\"async\" class=\"flyinLeft animate__animated\" src=\"https:\/\/famousbrands.co.za\/iar2024\/images\/p115.png\" alt=\"\">  \r\n\t<\/div>\r\n\t<div class=\"col-md-7 mh\">\r\n\t\t<div class=\"center-v\">\r\n\t\t\t<p>Famous Brands\u2019 employee value proposition is geared towards\u00a0addressing the Group\u2019s main human capital challenges, which include:<\/p> \r\n\t\t\t<ul>\r\n\t\t\t\t<li>Attracting and retaining talent.<\/li>\r\n\t\t\t\t<li>Upskilling employees.<\/li> \r\n\t\t\t\t<li>Efficient succession planning.<\/li> \r\n\t\t\t<\/ul>\r\n\t\t\t<p><em>Read more about our transformation initiatives in\u00a0our\u00a0<a href=\"https:\/\/famousbrands.co.za\/iar2024\/sustainability\/transformation-report\/\" class=\"link\">transformation report<\/a>.<\/em><\/p> \t\r\n\t\t<\/div>  \r\n\t<\/div>\r\n\t<div class=\"clearfix\"><\/div>\r\n<\/div>\r\n\r\n\r\n<h3>Communicating our core\u00a0beliefs<\/h3>\r\n\r\n<p>We aim to become the leading, innovative, branded franchise and food services business in South Africa and\u00a0selected markets. This\u00a0vision is anchored by our core\u00a0beliefs, which shape our organisational culture and\u00a0values\u2011driven leadership.<\/p> \r\n\r\n<p>We are intentional about communicating our vision and\u00a0beliefs across our business units. Our core beliefs are\u00a0ingrained in every aspect of people management. This includes using our core beliefs to drive reward and\u00a0recognition across the organisation.<\/p>\r\n\r\n<p>Our annual employee survey, Voice\u00a0your View, also allows our employees to give feedback on how we uphold these beliefs.<\/p>\r\n \r\n<h4>Nurturing talent through mentorship<\/h4>\r\n\r\n<p>Upskilling and supporting our employees is key to our\u00a0succession planning. We are invested in helping employees to identify personal development opportunities. All employees have a Personal Development Plan, which the employee and manager review annually. <\/p>\r\n\r\n<p>The plan allows employees to assess their short, medium- and long-term career goals. The personalised development plan also allows employees to assess how they can upskill and\u00a0improve\u00a0their performance in their current roles. <\/p>\r\n\r\n<p>In 2024, we launched the second iteration of the Growth\u00a0Network Mentorship Programme to support our\u00a0succession process. The nine-month\u00a0programme allows us to leverage the organisation\u2019s pool of skills\u00a0and\u00a0knowledge.<\/p>\r\n \r\n<p>We select employees who will participate in the programme each year and\u00a0assign them to relevant mentors. Through mentorship, the participants can receive guidance and support from experienced employees in the organisation and build a professional network. The mentors also undergo training to equip them to support their mentees. This year, fifteen employees were selected as mentees and assigned to mentors for the programme duration.<\/p>\r\n\r\n<div class=\"boxed\">\r\n\t<div class=\"key\">\r\n\t\t<p><strong><em>Key talent and succession indicators <\/em><\/strong><\/p>\r\n\t\t<table width=\"100%\">\r\n\t\t\t<tr>\r\n\t\t\t\t<td width=\"15%\" align=\"right\" valign=\"top\"><p class=\"maroon-num count\">101<\/p><\/td>\r\n\t\t\t\t<td valign=\"middle\"><strong>internal promotions<\/strong> (2023: 98)<\/td>\r\n\t\t\t<\/tr>\r\n\t\t\t<tr>\r\n\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num count\">536<\/p><\/td>\r\n\t\t\t\t<td valign=\"middle\"><strong>external appointments<\/strong> (2023: 421) <\/td>\r\n\t\t\t<\/tr>\r\n\t\t\t<tr>\r\n\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num\"><span class=\"count\">90.7<\/span>%<\/p><\/td>\r\n\t\t\t\t<td valign=\"middle\"><strong>retention rate <\/strong>(2023: 97.59%) <\/td>\r\n\t\t\t<\/tr>\r\n\t\t\t<tr>\r\n\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num\"><span class=\"count\">30.3<\/span>%<\/p><\/td>\r\n\t\t\t\t<td valign=\"middle\"><strong>ready now succession score<\/strong> (2023: 29%) <\/td>\r\n\t\t\t<\/tr>\r\n\t\t\t<tr>\r\n\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num \"><span class=\"count\">92<\/span>% <\/p><\/td>\r\n\t\t\t\t<td valign=\"middle\"><strong>of internal promotions were Black<\/strong> (2023: 83%)<\/td>\r\n\t\t\t<\/tr>\r\n\t\t\t<tr>\r\n\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num \"><span class=\"count\">96.6<\/span>% <\/p><\/td>\r\n\t\t\t\t<td valign=\"middle\"><strong>of external appointments were Black<\/strong> (2023: 96%) <\/td>\r\n\t\t\t<\/tr>\r\n\t\t\t<tr>\r\n\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num count\">8.3<\/p><\/td>\r\n\t\t\t\t<td valign=\"middle\"><strong>years average tenure<\/strong> (2023: 8.47 years) <\/td>\r\n\t\t\t<\/tr>\r\n\t\t<\/table>\r\n\t<\/div>\r\n<\/div>\r\n\r\n<h4>Grow and Lead Awards <\/h4>\r\n\r\n<p>The Grow and Lead Awards is a Group-wide annual recognition platform that recognises administration employees\u2019 outstanding achievements. Employees with excellent performance and behaviours that are aligned with the Group\u2019s values are nominated from each business unit or department.<\/p>\r\n\r\n<div class=\"case-study\">\r\n\t<h4>Voice Your View Employee Survey<\/h4>\r\n\t\r\n\t<p>In 2015, we launched The Voice your View Employee Survey. The electronic survey provides our South African administration employees with a platform to give personal feedback on the organisation\u2019s culture, leadership and\u00a0communication.<\/p>\r\n\t\r\n\t<p>In the annual survey, employees must respond to 67 statements and rank each statement on a five-point scale. The\u00a0statements relate to the culture, leadership, happiness and communication at Famous Brands.<\/p> \r\n\t\r\n\t<p>When calculating the report, the scale is converted to a percentage, and each statement\u2019s scores are averaged to\u00a0give\u00a0an\u00a0overall score. Famous Brands\u2019s overall score is 78% (2023:77%), which places the organisation in the top\u00a0company\u00a0category.<\/p> \r\n\t\r\n\t<p>The net promoter score is based on the question: How likely are you to recommend Famous Brands to your friends and\u00a0family as a place to work? It is calculated by taking the percentage of employees who are promoters and subtracting\u00a0the percentage who are detractors. The trajectory of the net promoter score remains positive. <\/p>\r\n\t\r\n\t<p>The high-level results are as follows:<\/p> \r\n\t\r\n\t<ul>\r\n\t\t<li>The overall response rate was 84% (2023: 92%).<\/li>\r\n\t\t<li>The overall score improved slightly to 78% (2023:\u00a077%).<\/li>\r\n\t\t<li>The net promoter score improved to 22.3 (2023:\u00a021.4).<\/li>\r\n\t<\/ul>\r\n<\/div>\r\n\r\n<h3>Focusing on the world of\u00a0work <\/h3>\r\n\r\n<p>Our world of work cascades the Group\u2019s business strategy into divisional and business unit strategies down to personal scorecards, aiming to optimise business outputs and results. It\u00a0also\u00a0includes comprehensive onboarding and induction programmes, flexible working hours, and the option for some employees to apply for four days per month of working from home.<\/p> \r\n<a class=\"anchor\" id=\"Digitising_HR\"><\/a>\r\n<h4>Digitising HR<\/h4>\r\n\r\n<p>In 2024, we continued with the rollout of the SAGE 300\u00a0People, an HR, payroll and self-service solution designed to increase an organisation\u2019s productivity by eliminating repetitive, manual HR tasks and providing HR analytics capabilities. Employees can use the\u00a0platform to apply for leave and complete other HR tasks through a\u00a0web-based service channel or mobile application. We also introduced digital payslips which helps to reduce printing costs and create easy access for\u00a0employees. <\/p>\r\n\r\n\r\n<h3>Career development <\/h3>\r\n\r\n<p>Our career development opportunities include:<\/p>\r\n\r\n<ul>\r\n\t<li>Leadership development and sponsored courses. <\/li>\r\n\t<li>Technical and job-specific training and a comprehensive eLearning offering.<\/li> \r\n\t<li>Financial assistance for approved studies.<\/li> \r\n\t<li>The opportunity to work on innovative projects.<\/li>\r\n<\/ul>\r\n\r\n<p>We have established a strong relationship with FOODBEV SETA and have rolled out SETA-funded learning and development offerings. These offerings cover technical skills for our Supply Chain, including the\u00a0supervisory level. <\/p>\r\n\r\n<div class=\"boxed\">\r\n\t<div class=\"key\">\r\n<h5><em>Key career development indicators<\/em> <\/h5>\r\n\t\t<table width=\"100%\">\r\n\t\t\t<tr>\r\n\t\t\t\t<td width=\"15%\" align=\"right\" valign=\"top\"><p class=\"maroon-num count\">906<\/p><\/td>\r\n\t\t\t\t<td valign=\"middle\"><strong>total employees trained in South\u00a0Africa<\/strong> (2023: 856)<\/td>\r\n\t\t\t<\/tr>\r\n\t\t\t<tr>\r\n\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num\">R<span class=\"count\">7.5<\/span><\/p><\/td>\r\n\t\t\t\t<td valign=\"middle\"><strong>million total training spend in South Africa <\/strong>(2023: R9.1 million) <\/td>\r\n\t\t\t<\/tr>\r\n\t\t\t<tr>\r\n\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num count\">41<\/p><\/td>\r\n\t\t\t\t<td valign=\"middle\"><strong>internships completed<\/strong> (2023: 31)<\/td>\r\n\t\t\t<\/tr>\r\n\t\t\t<tr>\r\n\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num count\">88<\/p><\/td>\r\n\t\t\t\t<td valign=\"middle\"><strong>Ethics Programme delegates <\/strong>(2023: 43) <\/td>\r\n\t\t\t<\/tr>\r\n\t\t\t<tr>\r\n\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num count\">341<\/p><\/td>\r\n\t\t\t\t<td valign=\"middle\"><strong>total employees trained outside South Africa<\/strong> (2023: 570)<\/td>\r\n\t\t\t<\/tr>\r\n\t\t\t<tr>\r\n\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num count\">793<\/p><\/td>\r\n\t\t\t\t<td valign=\"middle\"><strong>African, Coloured and Indian (ACI) employees\u00a0trained<\/strong> (2023: 633) <\/td>\r\n\t\t\t<\/tr>\r\n\t\t\t<tr>\r\n\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num count\">15<\/p><\/td>\r\n\t\t\t\t<td valign=\"middle\"><strong>employees assigned mentors<\/strong> (2023: 36) <\/td>\r\n\t\t\t<\/tr>\r\n\t\t\t<tr>\r\n\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num count\">66<\/p><\/td>\r\n\t\t\t\t<td valign=\"middle\"><strong>People with Disabilities Learnerships<\/strong> (2023: 61) <\/td>\r\n\t\t\t<\/tr>\r\n\t\t<\/table>\r\n\t<\/div>\r\n<\/div>\r\n\r\n<img decoding=\"async\" class=\"w-100\" src=\"https:\/\/famousbrands.co.za\/iar2024\/images\/p117.jpg\" alt=\"\">\r\n\r\n<h4>Leadership development <\/h4>\r\n\r\n<p>Famous Brands has several programmes to develop leaders at all levels of the Group.<\/p> \r\n\r\n<div class=\"ri\">\r\n\t<img decoding=\"async\" src=\"http:\/\/famousbrands.co.za\/iar2024\/images\/p118.png\" alt=\"\">\r\n<\/div>\r\n\r\n<h4>Our eLearning offering \u2013 iPerform<\/h4>\r\n\r\n<p>The iPerform online training and performance management system was launched in 2021. In its third year, we have partnered with different business units to consolidate the content on the platform. In 2024, 2 633 courses were completed, with women completing 1 440 courses and ACI employees completing 2 286 courses. We have now included SMS functionality for the platform.<\/p>\r\n\r\n<p>Employees can download podcasts from the platform, and managers can easily share learning content with their teams. We are currently piloting cyber centres so that our Bargaining Unit employees can access online training easily. Through the\u00a0centres, employers can complete and submit their assignments. <\/p>\r\n\r\n<img decoding=\"async\" src=\"https:\/\/famousbrands.co.za\/iar2024\/images\/p119.jpg\" alt=\"\">\r\n<!--<div class=\"COO\">\r\n\t<div class=\"COO-image\">\r\n\t\t<img decoding=\"async\" src=\"https:\/\/famousbrands.co.za\/iar2024\/images\/p119.png\" alt=\"Jabulani Mahange\">\t\r\n\t<\/div>\r\n\t<div class=\"COO-Name\">\r\n\t\t<p>A word with Jabulani Mahange<\/p>\t\r\n\t<\/div>\r\n\t\r\n\t<div class=\"COO-Title\">\r\n\t\t<p>Group HR Executive<\/p>\r\n\t<\/div>\r\n\t\r\n<\/div>-->\r\n\r\n<div class=\"Questions\">\r\n\t<div class=\"Type-in Q6\">\r\n\t\t<p>How do you compete for talent in a competitive market? <\/p>\t\r\n\t<\/div>\r\n\t\r\n\t<div class=\"A6 answer hidden\">\r\n\t\t<p>We have recruitment and retention strategies in place to attract and retain our top talent. This includes marketing and communications campaigns to promote our employee value proposition to qualified and diverse individuals. In 2024, we launched a referral process where if an employee refers a successful candidate who remains with the organisation for a set period, they receive a financial reward. We are also working with major recruitment platforms to advertise positions and have hired a full-time recruitment specialist to manage and filter leads, platforms and referrals. We believe that developing our internal recruitment capabilities, with an in-depth understanding of our requirements, will help us match skills and culture fit with business needs. <\/p>\r\n\t\t\r\n\t\t<p>We strongly focus on investing in employee development and broadening our succession management programmes to more high-potential employees to reinforce our strategy of growing our own talent. We have made our succession management programmes easier for employees to access. A key component of this is our Growth Network Mentorship programme, which we enhanced in 2024.<\/p>\r\n\r\n\t<\/div>\r\n<\/div>\r\n\r\n\r\n<div class=\"row\">\r\n\t<div class=\"col-md-6\">\r\n\t\t<h3>Employee benefits and well\u2011being <\/h3>\r\n\t\t\r\n\t\t<p>We enable employees to prosper by offering the following: <\/p>\r\n\t\t<ul>\r\n\t\t\t<li>Medical aid, medical insurance and provident fund.<\/li> \r\n\t\t\t<li>On-site clinic at Head Office. <\/li>\r\n\t\t\t<li>Access to an employee wellness provider offering counselling.<\/li> \r\n\t\t\t<li>Death benefit and education death benefit to pay school fees and tertiary education. <\/li>\r\n\t\t\t<li>Group risk cover including disability benefit and death benefit (three times annual salary tax-free).<\/li> \r\n\t\t\t<li>Funeral cover. <\/li>\r\n\t\t\t<li>Dread disease benefit.<\/li>\r\n\t\t\t<li>Special rates across FNB and Nedbank\u2019s banking\u00a0products.<\/li> \r\n\t\t<\/ul>\r\n\t\t \r\n\t<\/div>\r\n\t<div class=\"col-md-6\">\r\n\t\t<div class=\"boxed\">\r\n\t\t\t<div class=\"key\">\r\n\t\t\t\t<p><strong><em>Key employee well-being indicators <\/em><\/strong><\/p>\r\n\t\t\t\t<table width=\"100%\">\r\n\t\t\t\t\t<tr>\r\n\t\t\t\t\t\t<td width=\"15%\" align=\"right\" valign=\"top\"><p class=\"maroon-num count\">71<\/p><\/td>\r\n\t\t\t\t\t\t<td valign=\"middle\"><strong>lost time injuries<\/strong> (2023: 76)<\/td>\r\n\t\t\t\t\t<\/tr>\r\n\t\t\t\t\t<tr>\r\n\t\t\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num count\">0<\/p><\/td>\r\n\t\t\t\t\t\t<td valign=\"middle\"><strong>fatalities<\/strong> (2023: 0) <\/td>\r\n\t\t\t\t\t<\/tr>\r\n\t\t\t\t\t<tr>\r\n\t\t\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num count\">1 264<\/p><\/td>\r\n\t\t\t\t\t\t<td valign=\"middle\"><strong>employees visits to the on-site clinic<\/strong> (2023: 1 465) <\/td>\r\n\t\t\t\t\t<\/tr>\r\n\t\t\t\t\t<tr>\r\n\t\t\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num \"><span class=\"count\">0.75<\/span>%<\/p><\/td>\r\n\t\t\t\t\t\t<td valign=\"middle\"><strong>lost time injury rate <\/strong>(2023: 1.17%)<\/td>\r\n\t\t\t\t\t<\/tr>\r\n\t\t\t\t\t<tr>\r\n\t\t\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num \"><span class=\"count\">7.95<\/span>%<\/p><\/td>\r\n\t\t\t\t\t\t<td valign=\"middle\"><strong>percentage of employees who used the employee wellness provider<\/strong> (2023: 7.3%) <\/td>\r\n\t\t\t\t\t<\/tr>\r\n\t\t\t\t\t<tr>\r\n\t\t\t\t\t\t<td width=\"\" align=\"right\" valign=\"top\"><p class=\"maroon-num \"><span class=\"count\">1.19<\/span>%<\/p><\/td>\r\n\t\t\t\t\t\t<td valign=\"middle\"><strong>absenteeism rate <\/strong>(2023: 1.65%) <\/td>\r\n\t\t\t\t\t<\/tr>\r\n\t\t\t\t<\/table>\r\n\t\t\t<\/div>\r\n\t\t<\/div>  \r\n\t<\/div>\r\n\t<div class=\"clearfix\"><\/div>\r\n<\/div>\r\n\r\n<div class=\"lgrey-bg pad20 bordered\">\r\n\t<h4>Employee wellness at the forefront <\/h4>\r\n\t\r\n\t<p>In September 2024, Famous Brands hosted its first employee wellness day, allowing employees to access on-site healthcare services. The COVID-19 pandemic prompted the need for a wellness day as mental health has become critical. Following the first event\u2019s success, we intend to host an annual wellness day.<\/p>\r\n\t\r\n\t<p>We also engage with Lyra, formally known as the Independent Counselling and Advisory Services (ICAS), to provide employee health and wellness services. The Lyra-facilitated Employee Wellness Programme gives employees access to mental health services and counselling.<\/p> \r\n\t\r\n\t<p>The programme\u2019s overall engagement rate, including uptake of all services provided, was 5.1% (2023: 4.4%). The\u00a0individual usage of the core counselling and advisory services was 7.95%.<\/p>\r\n<\/div>\r\n\r\n<h3>Occupational health and safety <\/h3>\r\n\r\n<p>Famous Brands complies with the Occupational Health and Safety Act (OHSA), which is legally enforceable and\u00a0managed by the Department of Employment and\u00a0Labour. The act, which was first enacted in 1993, intends\u00a0to provide for the health and safety of people at\u00a0work, including those who work with machinery and\u00a0equipment.<\/p>\r\n\r\n<p>The OHSA Amendment Bill, gazetted by the Department of Employment and Labour in January 2023, will enforce stricter health and safety requirements for businesses.<\/p>\r\n\r\n<p>Famous Brands appoints health and\u00a0safety representatives at every facility in terms of section 16(2)\u00a0of the OHSA. The representatives take on statutory\u00a0health and safety responsibilities, which they\u00a0accept in writing.<\/p> \r\n\r\n<p>We appoint an independent third-party to verify that the work environments across our operations are safe, suitable and sanitary. The third-party ensures employees have the correct protective clothing and\u00a0receive safety training. Management reviews feedback on\u00a0suggested improvement areas\u00a0based on the audits. <\/p>\r\n\r\n<p>We provide induction programmes for new employees and contractors, including health and safety education. The training we provide for employees includes firefighting and first aid. Should an incident occur, it\u00a0is\u00a0recorded and then reviewed by the OHS Risk Specialist. The OHSA Committees across all business units meet\u00a0regularly.<\/p>\r\n\r\n<h2>Trade union engagement<\/h2> \r\n\r\n<p>Famous Brands maintains a positive relationship with trade unions. Employees have the right to associate with relevant trade unions. The unions mainly represent members who are employed in our\u00a0Logistics and Manufacturing divisions.<\/p> \r\n\r\n<p>We signed a two-year wage agreement with the following unions which expire at the end of\u00a0February\u00a02025:<\/p>\r\n<ul>\r\n\t<li>Food and Allied Workers Union (FAWU) \u2013 July 2023. <\/li>\r\n\t<li>Security, Cleaning, Manufacturing and Allied Workers Union(SCMWU) \u2013 May 2023. <\/li>\r\n\t<li>National Union of Public Service and Allied Workers (NUPSAW) \u2013 July 2023<\/li>\r\n<\/ul>\r\n","protected":false},"excerpt":{"rendered":"<p>Investing in our employees and enhancing the succession process is\u00a0imperative to our ability to attract and\u00a0retain talent. Human capital achievements for\u00a02024 The net promoter score increased to 22.3 (2023: 21.4), which brings us closer to the target of 24.7. Secured SETA funding of R3.5 million. Finalised the two-year wage agreement. Continued the rollout of the&#8230;  <a href=\"https:\/\/famousbrands.co.za\/iar2024\/sustainability\/human-capital-report\/\" class=\"more-link\" title=\"Read Human capital report\">Read more &raquo;<\/a><\/p>\n","protected":false},"author":4,"featured_media":0,"parent":2885,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"footnotes":"","_links_to":"","_links_to_target":""},"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v22.7 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Human capital report - Famous Brands IAR 2024<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/famousbrands.co.za\/iar2024\/sustainability\/human-capital-report\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Human capital report - Famous Brands IAR 2024\" \/>\n<meta property=\"og:description\" content=\"Investing in our employees and enhancing the succession process is\u00a0imperative to our ability to attract and\u00a0retain talent. Human capital achievements for\u00a02024 The net promoter score increased to 22.3 (2023: 21.4), which brings us closer to the target of 24.7. Secured SETA funding of R3.5 million. Finalised the two-year wage agreement. Continued the rollout of the... 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