• Introduction
    • OVERVIEW
    • THE STANDARD BANK GROUP
    • OUR REPORTING SUITE
    • OUR SEE JOURNEY
    • ASSURANCE STATEMENT
     
     
     
     
     
  • SEE impact areas
    • OVERVIEW
    • 1.
      FINANCIAL INCLUSION
    • 2.
      JOB CREATION AND ENTERPRISE GROWTH
    • 3.
      INFRASTRUCTURE
    • 4.
      AFRICA TRADE AND INVESTMENT
    • 5.
      Climate change and sustainable finance
    • 6.
      EDUCATION
    • 7.
      HEALTH
     
  • ESG
    • OVERVIEW
    • OUR REPORTING SUITE
    • MESSAGE FROM SIM TSHABALALA
    • ESG GOVERNANCE
    • MATERIAL ISSUES DURING THE REPORTING PERIOD
    • ENGAGING OUR STAKEHOLDERS
    • HOW WE DO BUSINESS
    • MANAGING OUR ENVIRONMENTAL AND SOCIAL RISKS
    • SUSTAINABLE FINANCE
    • OUR PEOPLE
    • CORPORATE SOCIAL INVESTMENT
    • ESG METRICS AND POLICIES
     
     
     
     
     
     
     
     
     
     
     
     
  • Transformation
    • OVERVIEW
    • INTRODUCTION
    • A MESSAGE FROM LUNGISA FUZILE
    • THE ROLE OF A BANK IN GROWING THE ECONOMY
    • STANDARD BANK’S BEE SCORECARD 2019
    • WHERE TO FIND MORE INFORMATION
    • B-BBEE CERTIFICATE
     
     
     
     
     
     
     
  • Downloads
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Skills development

As part of our efforts to enable all our employees to reach their full potential and transform our workforce at all levels, we invest in skills development. Education is one of our seven SEE impact areas, including internal employee development and external efforts to improve access to education and to support skills development opportunities in the broader economy.

SBSA scored 16.69 out of 23 (including 3 bonus points) on the skills development element of the scorecard. This is lower than the score of 17.62 in 2018, and 18.31 we achieved in 2017.

In 2019, we spent approximately 82% of our total skills development budget on the development of black employees across all levels of the organisation. Approximately 15% was spent on senior and executive management levels.

  • Skills development spending on black executives and senior managers was below the FSC targets
  • We exceeded the FSC targets for skills development spending on black middle managers and junior managers
  • We met the target for skills development spend on black non-management staff
  • Our spending on unemployed black people was below the FSC target
  • Spending on learnerships for black employees significantly exceeded the FSC target.
TRAINING AND DEVELOPMENT
               
  2019     2018     2017    
SBSA graduate programmes: % of black attendees   92     91     89  
SBSA graduate programmes: % of black African attendees   77     75     40  
SBSA learnership programmes:   709     1 009     924  
% of learnership students absorbed into permanent employment   47     64     83  
SBSA leadership training: total employees   2 708     4 920     3 543  
SBSA leadership training: % of black attendees   71     75     68  
SBSA leadership training: % of black female attendees   43     46     35  

SBSA leadership training: % of black attendees
2019
71%
2018: 75%
SBSA graduate programmes: % of black attendees
2019
92%
2018: 91%
GRADUATE PROGRAMME

We strive to attract and retain talented individuals to the banking sector.

Our graduate programme provides an entry point into the corporate world for university graduates, supporting skills development and on-the-job training, nurturing future skills within the bank and building a diverse workforce to drive South Africa's growth. It offers a variety of options that cater to students' interests, preference, area of study, and skills, and provides diverse development prospects. Participants are exposed to different departments and opportunities across the bank and work closely with a variety of senior colleagues. They also have opportunities to grow their networks through attendance at industry conferences and events.

Most of our graduates stay with the bank for at least four to five years, and half are still employed at the bank.
76% are rated as high performers.
Our 2019 intake welcomed 155 graduates in South Africa, of whom 92% were black and 61% were female.
SBSA is committed to offering our employees opportunities for growth within the organisation. 58% of our 2012 graduates are now in middle, senior or executive manager roles,while 12% of our 2016 graduates are now in middle management.
Recruitment channels include social media, campus visits and targeted events. SA Graduate Employers Association (SAGEA) awarded SBSA ‘Best Integrated Campaign and Best Digital Campaign’ for our graduate recruitment campaign in 2019.
In 2019, we were awarded SAGEA, ‘Employer of Choice in Commercial and Retail Banking’ for the ninth time in the last ten years.
LEARNERSHIPS FOR UNEMPLOYED YOUNG PEOPLE

To build a bridge for young people entering the world of work to address racial, gender and geographical challenges to educational advancement, and develop the kind of skills needed by SBSA, we introduced learnership programmes for unemployed young people in 2007.

The programmes provide a crucial opportunity to gain work experience. For many participants it’s their first job. Applicants are required to have matric, or to have partial or full tertiary qualifications, depending on the programme they’re applying for. They undergo a rigorous recruitment process to ensure the right fit for the role. Each learner is assigned a coach, mentor and line manager for support during the learnership programme.

young-people-unemployed-01-01 3 7 4 of these learners were 7 29 learners from the 2018 intake completed their programmes during 2019 In 2019, we enrolled 7 09 unemployed young people in learnership and internship programmes. retained by SBSA
YOUTH EMPLOYMENT SCHEME

SBSA participated in the government’s Youth Employment Scheme for the first time in 2019. The initiative was started to address the challenge of youth unemployment.

Businesses create 12 month paid work experiences for youth aged between 18 and 35. Our participation was guided by the following principles:

  • Quality of work experience: We were deliberate about creating opportunities which provided a combination of work experience and training, to empower the youth with the right skills for their career paths.
  • Sustainable employment: We aim to create opportunities which enhance young people’s ability to attain further employment after the 12-month period.

Of our 709 learnerships and internships for unemployed young people, 300 were recruited through the Youth Employment Scheme.

These young people were employed across various areas in the bank, with the intent of nurturing skills which are aligned to our strategic value drivers. Some of them have already been offered permanent roles either in SBSA or externally, testament to the high calibre of youth and the training they received on the programme. We will continue to participate in the Youth Employment Scheme in 2020.

Related articles: Employee development and Talent attraction and retention
Also see section: Our People