• Introduction
    • OVERVIEW
    • INTRODUCTION TO THE STANDARD BANK GROUP
    • OUR REPORTING SUITE
    • A LETTER FROM OUR CEO
    • STAKEHOLDER ENGAGEMENT
    • ASSURANCE STATEMENT
     
     
     
     
     
     
  • SEE impact areas
    • OVERVIEW
    • IMPACT REPORTING
    • 1.
      FINANCIAL INCLUSION
    • 2.
      JOB CREATION AND ENTERPRISE DEVELOPMENT
    • 3.
      INFRASTRUCTURE
    • 4.
      AFRICA TRADE AND INVESTMENT
    • 5.
      EDUCATION AND SKILLS DEVELOPMENT
    • 6.
      EMPLOYEE DEVELOPMENT AND TRAINING
     
     
  • ESG
    • OVERVIEW
    • ABOUT THIS REPORT
    • MANAGING E&S RISKS AND OPPORTUNITIES
    • OUR DIRECT ENVIRONMENTAL PERFORMANCE
    • VALUING OUR PEOPLE
    • INVESTING IN COMMUNITIES
    • PROMOTING SOUND GOVERNANCE AND INTEGRITY
    • ESG METRICS AND POLICIES
     
     
  • Transformation
    • OVERVIEW
    • INTRODUCTION
    • A LETTER FROM SBSA CE: LUNGISA FUZILE
    • STANDARD BANK’S BEE SCORECARD
    • WHERE TO FIND MORE INFORMATION
     
     
     
     
     
Valuing our people continued
GROWING OUR PEOPLE

To deliver our purpose we need the right people, in the right roles, with the required skills and capabilities. We work in a fast-paced, highly competitive industry with ever-changing demands as we build a digital bank. Our people must be equipped with the necessary skills to drive a client focused approach now and into the future.

Our preference is to promote from within. Our internal careers website provides our people with access to information on potential career opportunities in the group. We are investing in our leadership pipeline across our various business lines and geographies, and successfully promoted several of our people into key leadership positions across the group during the year.

Our people are critical to the successful delivery of our strategy. We are committed to supporting our people to reach their full potential and remain effective and motivated. Recruiting, retaining and motivating great people is at the core of driving business value.

How we grow our people:
 
We invest in training and development at all levels, enabling us to build a strong succession pipeline of future leaders.
 
We build skills in the broader economy, supporting the development of potential employees and customers.
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We operate wellness programmes to promote a healthy workforce, lowering absenteeism and building the resilience and productivity of our employees.
We are committed to inclusion and we celebrate diversity.
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Performance assessment and development reviews enable us to monitor our skills set and identify and address gaps.
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Total training spend of Standard Bank Group in 2018
R931 million
total-trainingEmployees that attended management and leadership programmes 5 939(2017: 4 592) 517(2017: 757)% black attendees75%(2017: 68%)% black women attendees46%(2017: 35%) In South Africa there were 4 920 attendees
Training and development                            
    Scope   Measure     2018     2017     2016  
Training spend (SBG)   SBG   Rm     931     925     890  
Internal bursary spend   SBG   Rm     52     23     14  
                             
Learnership                            
Number of employees receiving bursaries for studies   SBG   Number     1 933     934     724  
Number of Africa regions attendees across all GLC courses   SBG   Number     687     1 017     na  
SBSA graduate programmes – % of black attendees   SBSA   %     91     89     81  
SBSA graduate programmes – % of black African attendees   SBSA   %     75     40     na  
SBSA learnership/graduate programmes – total number   SBSA   Employees     1 009     924     1 037  
% of learnership students absorbed into permanent employment   SBSA   %     64     83     72  

Read more in Reporting to Society

 

black attendees
% black attendees on SBSA graduate programmes
2018
91%
Number of
employees
Number of employees receiving bursaries for studies
2018
1 933
% of learnership
% of learnership students absorbed into permanent employment
2018
64%

 

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Employee performance management
Our ‘perform to grow’ philosophy is founded on the principle that more regular and constructive performance coaching conversations help drive personal improvement, growth and business contribution. Our approach to performance management includes:

  • Agreement on clear and measurable performance goals, so our people know what’s expected and can focus their energy and efforts on what matters most;
  • Regular informal and formal performance coaching conversations, throughout the year, to ensure every employee knows what they are doing well and what needs more attention;
  • Line managers serving as performance coaches to guide and support each of their team members on their personal performance and growth journey to help them reach their full potential;
  • Clear rating descriptors which provide our employees with an indication of where they stand in their personal performance and growth journey;
  • A global, online performance management system, which includes the ability to give and receive feedback, and
  • Flexibility for fit-for-purpose application to support specific ways of working.

Voluntary staff turnover and regrettable voluntary staff turnover
Our overall and voluntary employee turnover has shown a year-on-year reduction with voluntary regrettable turnover remaining stable. Our turnover is well below global financial industry benchmarks for overall turnover (14.4%) and voluntary turnover (9.9%) in 2018. (Source: Gartner CEB Global benchmarks: 2017.)

Turnover                        
    Scope     2018     2017     2016  
Voluntary turnover rate (%)   SBG     4.9 tick     5.5     5.6  
Voluntary turnover rates (African) (%)   SBSA     5.0     5.5     5.7  
Voluntary turnover rates (Black Females) (%)   SBSA     4.3     4.5     4.9  
Black female hires as a percentage of total hires (%)   SBSA     52.5     46.1     54.5  
Overall turnover   SBG     8.3     8.8     9.1  
Voluntary regrettable turnover (%)   SBG     2.3     2.3     2.1  
Voluntary turnover at executive level (%)   SBG     4.8     4.3     5.6  

 

Standard Bank runs an annual Are You a Fan Survey. In 2018, 31 409 employees across all our geographies completed the survey, a 62% participation rate. The employee net promoter score (eNPS) improved from +14 to +23, meaning that more employees are willing to recommend Standard Bank as a great place to work. Our eNPS score is well above the SA companies benchmark, and in line with the SA Financial Services eNPS.

The emotional promoter score (‘How I feel about working for SBG’) rose to +58. There has been positive movement on all questions since the 2017 survey.

Employees showed a strong connection
Employees showed a strong connection to the Standard Bank purpose and brand:
  • 96% of respondents are willing to go the extra mile to make Standard Bank successful
  • 94% understand their contribution to the broader Standard Bank purpose
  • 90% are proud to be associated with the Standard Bank Group
While most employees are satisfied
While most employees are satisfied with their opportunities for career growth and skills development, there is some room for improvement:
  • 81% are satisfied with the work they do
  • 81% believe they have opportunities for development
  • 71% have opportunities to grow and advance their careers
Most employees feel supported
Most employees feel supported at work and have good relationships with their colleagues and managers, but the group needs to do more to ensure that employees feel their voices are heard:
  • 96% report that they have good relationships with their colleagues
  • 81% trust their immediate leader to act with integrity
  • 78% have a caring immediate leader
  • 74% feel heard when voicing their views
STANDARD BANK SOUTH AFRICA

In South AfricaIn South Africa, Standard Bank won the LinkedIn Best Employer Brand Award 2018 in the category of 500+ employees. The criteria were engagement, reach, LinkedIn life page completeness score and employer branding posts score. SBG also scored high in the corporate category at the LinkedIn Marketing Awards SA 2018.

STANBIC BANK IBTC NIGERIA

NigeriaStanbic Bank IBTC Nigeria won five of nine awards at the HR People Magazine Awards 2018 in Lagos: Best Training, Learning & Development Strategy, Outstanding Employee Engagement Strategy, Employer of Choice (large corporate), HR Manager of the Year, HR Champion of the Year (to the Group CE for outstanding commitment to growing people).

  • STANDARD BANK SOUTH AFRICA
  • STANBIC BANK IBTC NIGERIA

South AfricaIn South Africa, Standard Bank won the LinkedIn Best Employer Brand Award 2018 in the category of 500+ employees. The criteria were engagement, reach, LinkedIn life page completeness score and employer branding posts score. SBG also scored high in the corporate category at the LinkedIn Marketing Awards SA 2018.

NigeriaStanbic Bank IBTC Nigeria won five of nine awards at the HR People Magazine Awards 2018 in Lagos: Best Training, Learning & Development Strategy, Outstanding Employee Engagement Strategy, Employer of Choice (large corporate), HR Manager of the Year, HR Champion of the Year (to the Group CE for outstanding commitment to growing people).

Working conditions and employee well-being

Working conditions and employee wellbeing
The Standard Bank Group employee relations governance framework provides for constructive employer-employee relationship practices in Standard Bank and all its operations. The framework is founded on our international and national regulations and obligations, our values and code of ethics, and our commitment to maintaining and developing fair employment practices in all our countries of operation. It includes our commitment to:

  • Protection of human rights, fair employment practices and non-discrimination.
  • Freedom to express concerns arising in the workplace through established procedures without fear of retaliation or victimisation.
  • The right to a safe and healthy working environment and the expectation of decent work that is productive and delivers a fair income.
  • Protection against discrimination in employment and occupation, including recognition of the principle of equal remuneration for work of equal value.
  • The right to fair labour practices in the employment of employees and throughout the duration of their employment with the group.
  • Freedom of association, and the freedom not to associate, including the right to collective organisation and representation.
Employee wellbeing

Employee wellbeing
In South Africa, we’ve been using the cost of total sick leave as a percentage of total payroll as our key measure of sick absenteeism since 2015. In 2018, this equated to 1.2% (2017: 1.1%) which is below the current South African financial sector norm of 2.3%. (This norm was increased in February 2017 from 1.7% to 2.3%.)

We started to extend our sick absence management framework to our other countries of operation and a programme to manage short-term incapacity leave was designed and implemented across South Africa.

We encourage our employees to take responsibility for their wellbeing by seeking advice and assistance on health, wellness and/or financial challenges. We provide a wide range of health and wellness services, including individual and team counselling services to assist our employees to manage personal problems, work stress, change, indebtedness, and illness. We train managers in managing absenteeism and appropriately supporting employees who display symptoms of psychosocial or health challenges.

Employees can participate in wellness days, medical assessments for executives and senior managers, and a range of training and upskilling initiatives focusing on building personal resilience and coping skills. In South Africa, we piloted a smoking cessation intervention as well as a series of critical conversations on women and men’s health. Pilot programmes also included the development and implementation of line manager and human capital upskilling to manage mental health issues and sexual harassment in the workplace.

During 2018, we continued to provide financial wellness training and access to financial counselling services for our employees. We have partnered in this with our credit customer assist unit in PBB, which offers support with, amongst others, debt consolidation. Employees continue to have access to financial coaching, focusing on budgeting and improving behaviour related to personal money management.

Health and safety
Standard Bank is committed to providing a healthy and safe working environment for our employees. We do so by complying with all applicable legislation and regulatory and supervisory requirements. Our occupational health and safety (OHS) policy seeks to achieve high standards of environmental care and provide a healthy and safe workplace for employees, contractors, clients, visitors and other relevant persons. Any risks to the health and safety of employees and stakeholders resulting from hazards in the workplace and/or potential exposure to occupational illness, as well as the group’s exposure to the risk of impacting directly on the environment through our business, are managed by the safety, health and environmental risk management team and are supported by executive management accountability structures.

Our operations across Africa comply with national occupational health and safety standards and legal requirements, or the bank’s minimum standards, whichever is more stringent. Effective OHS practices provide protection against the direct costs of health and safety violations and minimise legal, regulatory and reputational risks, while simultaneously ensuring shareholder value by looking after our biggest asset, our people.

We continuously strive to ensure that a healthy and safe workplace is provided for all employees, contractors, customers and visitors across all geographies, in pursuance of all applicable health and safety legal requirements and best practices. As an employer we understand that our duty of care places an obligation on us to integrate occupational health and safety management programmes as part of our policies and management arrangements at the workplace. We empower our people with appropriate knowledge and training that will enable them to effectively execute their health and safety responsibilities. We also provide our service providers and contractors with information on their health and responsibilities and how their activities may impact the bank’s operations. Regular support visits are conducted to ensure alignment across all our operations. The visits contribute towards creating a positive health and safety culture, whilst preventing, minimising and managing health and safety risks, working closely with all the relevant stakeholders.

Freedom of association and collective bargaining
Standard Bank guarantees the right to freedom of association for our employees. This includes:

Employees
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Recognition of collective organisation for employees to form and join unions of their choice, (or the right not to), and to exercise organisational rights (or the right not to) as provided for in terms of the relevant laws.
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Collective bargaining through representatives of choice for the purposes of reaching agreement on terms and conditions of employment, in terms of the relevant laws and country level agreements. The structure and form of collective bargaining is determined by labour market factors within each country of operation. Standard Bank requires agreement between the bank and the recognised union. Collective Bargaining by custom and agreement is restricted to general staff.
South Africa
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In South Africa, 40.2% of our people belong to a trade union. Of our general staff complement of 20 872,56.3% are recognised by the bank for the purposes of collective bargaining.
In African countries
In African countries other than South Africa, 16% of all employees belong to a trade union, and 37% of our general staff complement of 10 847 are recognised by the bank for the purposes of collective bargaining.