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Skills development

Recognition (gri 2.10)

Standard Bank won the BANKSETA Skills@work Award in the large employer category for our unique approach to learnerships and our contribution to nation building through our investment in education.


(gri LA11) The Leadership and Learning unit is responsible for the governance and strategic direction of all learning and development activities at Standard Bank Group (SBG), and for ensuring that interventions are practical, relevant and appropriate to business needs across geographies. In 2012, SBG’s training spend amounted to R609 million (2011: R484 million), 2,4% (2011: 2,2%) of total staff costs.

SBG Training spend
SBG training spend (gri LA10)
    2012 2011 2010
Standard Bank South Africa Rm 423 358 450
Standard Bank Africa Rm 121 82 141
Standard Bank international Rm 21 23 N/A1
Liberty Rm 44 21 21
Total SBG training spend Rm 609 484 612
Training spend as a % of SBG staff costs % 2,4 2,2 2,8
1 Not available.
Note: The total training spend includes the costs allocated to Global Leadership Centre.

We have prioritised the following capabilities for skills development across the group: sales and relationship management, local market knowledge, leadership skills, ability to drive scale, risk and regulatory expertise and change management.

The table below shows skills priorities per business area and how these are managed.

Personal & Business Banking South Africa
Skills priorities Interventions Challenges Looking ahead
Sales and sales management capabilities.
Local market knowledge.
Leadership development.
Business and financial acumen.
Learning solutions to facilitate the new core banking information system implementation and a training solution to improve the work readiness of call centre agents. Delivering accessible training to sales agents in the Inclusive Banking unit and high attrition rates of these sales agents. We will investigate a mobile learning solution to reduce dependency on classroom-based learning. We will also focus on building business-specific capabilities to support customer relationship management, as well as sales and acquisition-related learning.
Standard Bank Africa
Skills priorities Interventions Challenges Looking ahead
Sales, relationship and branch management.
Customer service.
Sector knowledge such as in oil and gas, mining etc.
Branch Manager Development Programme. Line manager involvement. Scorecards have been introduced to hold line managers accountable for development initiatives. We are putting in place an accelerated growth plan for Standard Bank Africa and we hope to reach approximately 900 people in this business in 2013, with a particular focus on relationship management roles.
Corporate & Investment Banking
Skills priorities Interventions Challenges Looking ahead
Sales and service capability.
Relationship management and communication.
Compliance.
A leadership programme delivered in New York and the Management Essentials Programme launched in London, together with operations, information technology and performance management communication programmes. The use of e-learning to deploy compliance-related training has shown some success. Data and reporting. Moving towards more integrated system architecture. We will focus on our client engagement model and roll out a leadership programme in Asia. We will also roll out the Management Essentials Programme in Asia and the Americas.
Group Enabling Functions
Skills priorities Interventions Challenges Looking ahead
Service delivery.
Risk and regulatory capability.
Local market expertise.
Change capability.
Three business partner programmes covering human resources, operations and information technology have been introduced. Our learning interventions for this business area have shifted to a more global perspective to enable consistent learning across the geographies in which we operate. Core capabilities require specialised skills. The current integration of our learning, talent and resourcing strategies will improve our ability to attract and retain specialist skills. We will develop interventions aimed at strategic partnering across the enabling functions.

Looking ahead

We will continue to deliver leadership development initiatives and relevant learning that will build business-specific capabilities, with a particular focus on sales capability, relationship management expertise and customer service. We will also ensure that we clearly match the appropriate learning methodology to the required learning outcome, to effectively meet business needs.

Skills development in South Africa

The Department of Trade and Industry’s Codes of Good Practice for Broad-based Black Economic Empowerment and the Skills Development Act require organisations to promote skills development to ensure an adequate supply of skilled people within the broader South African economy. This section deals with our South African operations only.

In 2012, Standard Bank’s skills development spend in South Africa amounted to R423 million, of which R299 million was spent on black employees and R196 million on women employees, in line with our employment equity objectives. Out of a total 24 862 employees trained, 70% and 64% were black employees and women employees respectively. The average number of training days per employee was three days.

Liberty’s training spend was R44 million (2011: R21 million), with 83% (2011: 76%) of this amount spent on black employees and 58% (2011: 58%) on women employees. Some 4 472 permanent salaried employees from Liberty received an average of 25 hours training during 2012.

pg 42 Adopt a school (Lebowakgomo)2
Derek Kobe Senior Secondary School, one of our adopted schools under the Dinaledi Schools Programme.
Skills development scorecard
  Targets
%
2012
verified
%
Available
points
score
2012
verified
score
2011
verified
score
2010
verified
score
Skills development spend on black employees1  3,00  2,88 6 5,76 5,56 5,93
Skills development spend on black disabled employees1  0,30  0,005 3 0,05 0,46 0,11
Black employees participating in learning programmes2  5,00 5,37 6 6,00 6,00 6,00
Total score     15 11,81 12,02 12,04
1 The skills spend is calculated as a % of payroll.
2 Employees on learnership programmes are calculated as a % of total employees.
Note: all indicators include adjusted recognition for gender.
Skills development statistics (gri LA10)
    2012 2011 2010
Skills development spend        
Total training spend Rm 423 358 450
Training spend as a % of SBSA staff costs %  3,0 3,2 4,1
Training spend on black employees Rm 299 242 250
Training spend on black women employees Rm 196 154 148
Employees trained      
Number of employees trained 24 862 30 546 32 756
Number of black employees trained  17 288 N/A1 N/A1
Number of women employees trained   15 802 N/A1 N/A1
Average number of days training        
Average number of training days per employee days 3 4 3
1 Not available.

Building local skill

Standard Bank and Liberty invest in skills development programmes (learnerships) for unemployed matriculants and university graduates as part of our contribution to alleviating youth unemployment in South Africa.

BANKSETA programmes

The Letsema and Kuyasa learnerships are run under the auspices of the Banking Sector Education and Training Authority (BANKSETA). Through these programmes, employers such as Standard Bank host learners and provide coaching, mentoring and training. In 2012, Standard Bank hosted 100 learners on these learnerships of which 95 were still on the programme at the end of the year. From the 2011 intake of learners, we employed 17 of the 39 learners and graduates that completion the programme.

The Letsema learnership provides black school leavers with an entry-level theoretical understanding of financial services, who on successful completion of the programme receive a National Certificate in Financial Service Advice. The learnership’s target for people with disabilities is 4%.

Letsema learnership (matriculants) (gri LA10)
  2012 2011 2010
Number of learners at beginning of the year 80 N/A1 N/A1
Black      
- Women 49 222 62
- Men 27 172 37
White      
- Women 1 0 0
- Men 0 0 1
Learners still on the programme at end of the year 77 392 100
Total black learners 76 392 99
Total women learners 50 222 62
Total disabled learners 5 62 11
Learners employed by Standard Bank Current3 12 32
1 Not available.
2 Restated.
3 Current learners are still participating in the programme.
 Note: for Standard Bank South Africa only.
   xx
The Kuyasa Post Graduate Programme provides unemployed graduates who hold a relevant degree with the opportunity to gain practical skills. On successful completion, graduates are awarded a Certificate in Business Management or a Certificate in Credit and Risk. The learnership’s target for people with disabilities is 4%.
Kuyasa learnership (graduates) (gri LA10)
  2012 2011 2010
Number of learners at beginning of the year 20 N/A1 N/A1
Black      
- Women 13 102 24
- Men 5 10 18
White      
- Women 0 0 0
- Men 0 0 0
Learners still on the programme at end of the year 18 202 42
Total black learners 18 202 42
Total women learners 13 102 24
Total disabled learners 0 0 0
Learners employed by Standard Bank Current3 5 11
1 Not available.
2 Restated.
3 Current learners are still participating in the programme.
 Note: for Standard Bank South Africa only.
   xx
Standard Bank Learnerships

We offer learnerships for various positions in the bank, providing learners with on-the-job training, coaching, classroom sessions and e-learning. On successful completion, participants obtain a recognised banking qualification. Since inception in 2008, 1 470 learners have participated in a Standard Bank Learnership. In 2012, we introduced a number of new learnerships in the following areas: sales, business banking, financial planning, private banking, credit management and operational risk management.

Of the 317 learners who started a learnership in 2011, 275 successfully completed their respective programmes in 2012 and 221 were offered employment at Standard Bank. Retention was a challenge for the 2011 learnerships and in response we have increased our engagement with learners and implemented a performance management process to assist their progress. In 2012, we offered learnership opportunities to 523 candidates and at the end of year, 517 learners were still active participants on the programme. Of the 517 learners, 98% were black and 58% were women.

Standard Bank Learnerships (gri LA10)
  2012 2011 2010
Number of learners at beginning of the year 523 317 N/A1
Black      
- Women 295 1752 279
- Men 213 1152 270
White      
- Women 5 22 8
- Men 4 3 7
Learners still on the programme at end of the year 517 2952 564
Total black learners 508 2902 549
Total women learners 300 1772 287
Total disabled learners 0 0 2
Learners employed by Standard Bank Current3 208 180
1 Not available.
2 Restated.
3 Current learners are still participating in the programme.
 Note: for Standard Bank South Africa only.
   xx
Support to universities, colleges, sector training authorities and schools (gri LA10)

From our corporate social investment budget, we provided R43 million to tertiary institutions, training authorities and schools in 2012, impacting around 120 000 beneficiaries.

    2012 2011 2010
Financial support Rm 42 33 38
Number of beneficiaries  approx 120 000 120 000 13 340
 Note: for Standard Bank South Africa only.
   xx
Liberty’s learnership programme

(gri LA10) A total of 120 learners commenced Liberty’s learnership programme in 2012. Of the 114 who graduated, 96% were black, 68% were female and 16% were disabled. Learners receive an NQF Level 4 qualification subsidised by Liberty as well as eight months work experience through in-service training. Since the programme’s inception in 2004, 63% of participants have accepted permanent positions with Liberty.

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