{"id":362,"date":"2023-06-27T11:09:41","date_gmt":"2023-06-27T11:09:41","guid":{"rendered":"https:\/\/annualreports.ppecb.com\/2223\/?page_id=362"},"modified":"2023-08-23T12:17:08","modified_gmt":"2023-08-23T12:17:08","slug":"human-capital-report","status":"publish","type":"page","link":"https:\/\/annualreports.ppecb.com\/2223\/part-3-departmental-reports\/human-capital-report\/","title":{"rendered":"Human Capital Report"},"content":{"rendered":"

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>> Part 03<\/a> > Human Capital Report<\/p>\n

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human capital<\/p>\n

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\/\/report<\/p>\n

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>>><\/a><\/p>\n

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the _Perishable Products Export Control Board<\/span><\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”1_2,1_2″ _builder_version=”4.21.0″ _module_preset=”default” width=”100%” max_width=”1280px” module_alignment=”center” custom_padding=”||98px|||” global_colors_info=”{}”][et_pb_column type=”1_2″ _builder_version=”4.20.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_divider color=”#00adef” divider_position=”center” divider_weight=”2px” _builder_version=”4.20.4″ _module_preset=”default” width=”70px” module_alignment=”left” custom_margin=”||11px||false|false” custom_padding=”||0px||false|false” global_colors_info=”{}”][\/et_pb_divider][et_pb_text module_class=”default-subheading dark-subheading main-heading” _builder_version=”4.22.1″ _module_preset=”default” text_font=”|||on|||||” header_3_font=”|600|||||||” header_3_text_color=”#000000″ header_3_font_size=”14px” header_3_line_height=”1.2em” custom_margin=”0px||0px||false|false” custom_padding=”||0px||false|false” locked=”off” global_colors_info=”{}”]<\/p>\n

Introduction<\/h2>\n

[\/et_pb_text][et_pb_text module_class=”section-content” _builder_version=”4.21.0″ _module_preset=”default” text_font=”Open Sans||||||||” text_text_color=”#000000″ header_2_font=”Open Sans|600|||||||” header_2_text_align=”left” header_2_text_color=”#00adef” header_2_font_size=”15px” header_2_line_height=”1.9em” custom_margin=”||14px|||” global_colors_info=”{}”]<\/p>\n

This report highlights the key achievements and challenges of the Human Capital department of the PPECB for the financial year 2022\/2023. The report also provides an overview of the department\u2019s objectives, initiatives, and future plans.<\/p>\n

[\/et_pb_text][et_pb_text module_class=”default-subheading dark-subheading main-heading” _builder_version=”4.21.0″ _module_preset=”default” text_font=”|||on|||||” header_3_font=”|600|||||||” header_3_text_color=”#000000″ header_3_font_size=”14px” header_3_line_height=”1.2em” custom_margin=”||0px||false|false” custom_padding=”||0px||false|false” locked=”off” global_colors_info=”{}”]<\/p>\n

Objectives for 2022\/2023<\/h2>\n

[\/et_pb_text][et_pb_text module_class=”section-content ul-arrow” _builder_version=”4.22.1″ _module_preset=”default” text_font=”Open Sans||||||||” text_text_color=”#000000″ header_2_font=”Open Sans|600|||||||” header_2_text_align=”left” header_2_text_color=”#00adef” header_2_font_size=”15px” header_2_line_height=”1.9em” custom_margin=”||14px|||” global_colors_info=”{}”]The Human Capital department set the following objectives for the year 2022\/2023:<\/p>\n

    \n
  • Develop and implement a wellness strategy;<\/li>\n
  • Enhance employee engagement and retention by introducing engagement platforms and implementing a talent management framework;<\/li>\n
  • Digitalise the PPECB learning and development initiatives;<\/li>\n
  • Align culture and values to the digital transformation strategy of the PPECB;<\/li>\n
  • Enable change in support of strategic projects, in particular, the Enterprise Resource Planning (ERP) system and TITAN 2.0\u00ae<\/span>; and<\/li>\n
  • Ensure transformation through the development of small and emerging farmers and compliance with all transformation-related legislations.<\/li>\n<\/ul>\n

    [\/et_pb_text][\/et_pb_column][et_pb_column type=”1_2″ _builder_version=”4.20.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_divider color=”#00adef” divider_position=”center” divider_weight=”2px” _builder_version=”4.20.4″ _module_preset=”default” width=”70px” module_alignment=”left” custom_margin=”||11px||false|false” custom_padding=”||0px||false|false” global_colors_info=”{}”][\/et_pb_divider][et_pb_text module_class=”default-subheading dark-subheading main-heading” _builder_version=”4.22.1″ _module_preset=”default” text_font=”|||on|||||” header_3_font=”|600|||||||” header_3_text_color=”#000000″ header_3_font_size=”14px” header_3_line_height=”1.2em” custom_margin=”0px||0px||false|false” custom_padding=”||0px||false|false” locked=”off” global_colors_info=”{}”]<\/p>\n

    Achievements in {2022\/2023}<\/h2>\n

    [\/et_pb_text][et_pb_text module_class=”default-subheading” _builder_version=”4.22.1″ _module_preset=”default” text_font=”Open Sans||||||||” text_text_color=”#000000″ header_2_font=”Open Sans|600|||||||” header_2_text_align=”left” header_2_text_color=”#00adef” header_2_font_size=”15px” header_2_line_height=”1.9em” custom_margin=”30px||||false|false” global_colors_info=”{}”]<\/p>\n

    Listening to the Employees\u2019 Voice<\/h2>\n

    [\/et_pb_text][et_pb_text module_class=”section-content ul-arrow” _builder_version=”4.22.1″ _module_preset=”default” text_font=”Open Sans||||||||” text_text_color=”#000000″ header_2_font=”Open Sans|600|||||||” header_2_text_align=”left” header_2_text_color=”#00adef” header_2_font_size=”15px” header_2_line_height=”1.9em” custom_margin=”||14px|||” global_colors_info=”{}”]The Human Capital team made use of the feedback obtained through the different employee engagement platforms, such as connect sessions, Chief Executive Officer (CEO) and Chief Operations Officer (COO) roadshow sessions, pulse surveys, operational meetings and planned regional visits, by following through on employee queries (ie requests, concerns, questions and suggestions). The employee queries which were addressed by the Human Capital team include the following:<\/p>\n

      \n
    • In May 2022, an organisation-wide survey was undertaken to gather new facts (realities) about personal wellness interests, needs and desires of the PPECB employees. Subsequent to a procurement process, a service provider was appointed to provide the revised Employee Wellness Programme aligned, as closely as possible, to the personal wellness interests, needs and desires of the PPECB employees; and<\/li>\n
    • In August 2022, the CEO and COO conducted roadshows across the organisation, and brought employee queries for our attention. The Human Capital department has since held various discussions with line management and employees to dig deeper into queries raised. Action plans were established and implemented accordingly. As a result, an open communication channel with the Human Capital department has been created in order to continually improve the employee experience.<\/li>\n<\/ul>\n

      [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”2_3,1_3″ _builder_version=”4.21.0″ _module_preset=”default” width=”100%” max_width=”1280px” module_alignment=”center” custom_padding=”||98px|||” global_colors_info=”{}”][et_pb_column type=”2_3″ _builder_version=”4.20.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_divider color=”#00adef” divider_position=”center” divider_weight=”2px” _builder_version=”4.20.4″ _module_preset=”default” width=”70px” module_alignment=”left” custom_margin=”||11px||false|false” custom_padding=”||0px||false|false” global_colors_info=”{}”][\/et_pb_divider][et_pb_text module_class=”default-subheading” _builder_version=”4.22.1″ _module_preset=”default” text_font=”Open Sans||||||||” text_text_color=”#000000″ header_2_font=”Open Sans|600|||||||” header_2_text_align=”left” header_2_text_color=”#00adef” header_2_font_size=”15px” header_2_line_height=”1.9em” custom_margin=”0px||-1px||false|false” global_colors_info=”{}”]<\/p>\n

      The following table identifies some of the success stories experienced by the team during this reporting period.<\/h2>\n

      [\/et_pb_text][et_pb_text module_class=”section-content ul-arrow” _builder_version=”4.21.0″ _module_preset=”default” text_font=”Open Sans||||||||” text_text_color=”#000000″ header_2_font=”Open Sans|600|||||||” header_2_text_align=”left” header_2_text_color=”#00adef” header_2_font_size=”15px” header_2_line_height=”1.9em” custom_margin=”||14px|||” global_colors_info=”{}”]\n\n\n\n\t\n\n\t\n\t\n\t
      Description<\/th>Achievements<\/th>\n<\/tr>\n<\/thead>\n
      Raising awareness on
      \nviolence and harassment in
      \nthe workplace<\/td>
      • Increased awareness through connect sessions held with all offices<\/li>
      • Revised policy and procedure<\/li>
      • With increased awareness, many queries were received from employees<\/li>
      • 17 members of the Employment Equity and Skills Forum were trained to better understand how to prevent and eliminate harassment, in line with the new Code of Good Practice on the Prevention and Elimination of Harassment in the Workplace<\/li><\/ul><\/td>\n<\/tr>\n
      The process of appointing
      \n\u2018returning\u2019 seasonal employees
      \n<\/td>
      • Standardised and straightforward process without cutting corners<\/li>
      • Structured and standardised onboarding sessions with seasonal employees were initiated to ensure seasonal employees receive the same information and opportunity to engage and be brought up to speed when the season starts<\/li><\/ul><\/td>\n<\/tr>\n
      Empathy and going the extra
      \nmile in supporting employee
      \nmental health<\/td>
      • Requests for additional group debriefing sessions and one-on-one onsite therapy sessions were eagerly provided<\/li>
      • Many employees have expressed their heartfelt appreciation to the PPECB for going out of its way to support employees in relation to mental health<\/li><\/ul><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n[\/et_pb_text][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”4.20.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_image src=”https:\/\/annualreports.ppecb.com\/2223\/wp-content\/uploads\/2023\/08\/human-capital.jpg” title_text=”human-capital” module_class=”edge-image edge-right” _builder_version=”4.22.1″ _module_preset=”default” global_colors_info=”{}”][\/et_pb_image][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.22.0″ _module_preset=”default” width=”100%” max_width=”1280px” module_alignment=”center” custom_padding=”||98px|||” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.20.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_divider color=”#00adef” divider_position=”center” divider_weight=”2px” _builder_version=”4.20.4″ _module_preset=”default” width=”70px” module_alignment=”left” custom_margin=”||11px||false|false” custom_padding=”||0px||false|false” global_colors_info=”{}”][\/et_pb_divider][et_pb_text module_class=”default-subheading” _builder_version=”4.21.0″ _module_preset=”default” text_font=”Open Sans||||||||” text_text_color=”#000000″ header_2_font=”Open Sans|600|||||||” header_2_text_align=”left” header_2_text_color=”#00adef” header_2_font_size=”15px” header_2_line_height=”1.9em” custom_margin=”||-1px|||” global_colors_info=”{}”]<\/p>\n

        Learning and Development<\/h2>\n

        [\/et_pb_text][et_pb_text module_class=”section-content ul-arrow” _builder_version=”4.21.0″ _module_preset=”default” text_font=”Open Sans||||||||” text_text_color=”#000000″ header_2_font=”Open Sans|600|||||||” header_2_text_align=”left” header_2_text_color=”#00adef” header_2_font_size=”15px” header_2_line_height=”1.9em” custom_margin=”||14px|||” global_colors_info=”{}”]The PPECB continues to contribute to the socio-economic transformation of the agricultural sector by offering work exposure for unemployed graduates. <\/p>\n

        The Agri Export Technologist Programme (AETP) is offered annually to unemployed and disadvantaged agriculture graduates. The 2022 target of 45 was exceeded, with 52 learners graduating with a National Certificate in Agri Export Technology. Upon completion, all learners received further seasonal employment opportunities with the PPECB. <\/p>\n

        Co-funding from the Agricultural Sector Education and Training Authority (AgriSETA), was secured, which enabled us to also provide 11 unemployed graduates with work experience in the Laboratory, Information and Communications Technology (ICT), Human Capital and Finance departments. All students have gained further employment following their graduate placements. <\/p>\n

        The Learning and Development unit\u2019s priority initiatives centred on upskilling and re-skilling employees for the rapidly changing world of work. We achieved our 2022 target of identifying and training ten new skills.<\/p>\n

        In the Fourth Industrial Revolution (4IR) landscape power skills (including collaboration, communication and empathy) are more important than ever. A New World of Work Leadership Re-skilling initiative for the Operational Management Committee (MANCO) team was therefore introduced. Apart from new theory, social learning in the form of facilitated peer coaching groups was provided for MANCO members to upskill them in Leading in Disruptive Times and Leading Hybrid Future Fit Teams. Feedback received was that the intervention provided a platform to upskill, reconnect and realign as a management team post-pandemic. The new Leadership Development Programme (LDP) was also updated with these 4IR leadership competencies. The 2022 intake of 25 learners are currently completing the National Qualification Framework (NQF) Level 4, and 20 employees are currently completing the NQF Level 5. The post-assessment results will be used to identify high-potential future leaders for the PPECB at the end of the 12-month learnership. Our previous LDP graduates (2019-2021) also received the same supplementary skills training to ensure that their leadership skills remain relevant. <\/p>\n

        Managers and employees have reported seeing the impact from the LDP as managers are better able to \u2018assist employees while applying different leadership skills effectively\u2019. In addition the LDP has enabled employees to deal with emotions with emotional intelligence and provided an understanding of different personality and communication styles thus reducing team friction. IThrive and PPECB Supervisory Training also now include 4IR power skills. <\/p>\n

        Cultivating Resilience and Holistic Wellness Management was included in all these re\u0002skilling programmes due to the increased need for well-being training. In line with advances in learning and development, employees benefit more from a combination of in-house courses and off-the-shelf content. Therefore, a library of open e-learning courses has been developed, including topics such as Learning Agility\/Growth Mindset and Adaptability and Resilience. The library is increasing access to skills whenever required and is also enabling more ownership of professional development.<\/p>\n

        In support of the strategic objective of enhancing the PPECB\u2019s customer experience, an in-house Customer Excellence e-learning course was developed to ensure employees are informed of the customer service standards expected, understand applicable policy and procedures, and are equipped with practical skills to professionally deal with challenging situations. Customer service training was also included in the ERP training.<\/p>\n

        In preparing our employees for rapid digitalisation, 36 delegates completed the new Data Literacy Upskilling initiative, and 11 employees were trained in practical Data Quality Management. The return on investment was realised in the identification of eight Data Champs whom the business intelligence (BI) department has co-opted as part of the Data Quality Forum.<\/p>\n

        These new skills were in addition to the standard Personal Development Plan (PDP) requests and Compliance Training delivered. In total, 598 employees received formal training. One hundred e-learning courses are available on our online learning portal, with 4 579 course completions for the period.[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.22.1″ _module_preset=”default” width=”100%” max_width=”1280px” module_alignment=”center” custom_padding=”||||false|false” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.20.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_divider color=”#00adef” divider_position=”center” divider_weight=”2px” _builder_version=”4.20.4″ _module_preset=”default” width=”70px” module_alignment=”left” custom_margin=”||11px||false|false” custom_padding=”||0px||false|false” global_colors_info=”{}”][\/et_pb_divider][et_pb_text module_class=”default-subheading” _builder_version=”4.21.0″ _module_preset=”default” text_font=”Open Sans||||||||” text_text_color=”#000000″ header_2_font=”Open Sans|600|||||||” header_2_text_align=”left” header_2_text_color=”#00adef” header_2_font_size=”15px” header_2_line_height=”1.9em” custom_margin=”||-1px|||” global_colors_info=”{}”]<\/p>\n

        Talent Management: Growth Opportunities
        \n<\/h2>\n

        [\/et_pb_text][et_pb_text module_class=”section-content ul-arrow” _builder_version=”4.21.0″ _module_preset=”default” text_font=”Open Sans||||||||” text_text_color=”#000000″ header_2_font=”Open Sans|600|||||||” header_2_text_align=”left” header_2_text_color=”#00adef” header_2_font_size=”15px” header_2_line_height=”1.9em” custom_margin=”||14px|||” global_colors_info=”{}”]Our talent strategies are focused on skills, not just positions, to create a more adaptable and future-proof organisation. Each business unit\u2019s Talent Management Forum continues to analyse skills gaps or future skill needs and initiate talent development opportunities to address these. High-potential talent is identified when these talent pools are reviewed. The LDP and Supervisory Talent Development Initiatives (Acting Chief Inspector\/Lead Assessor) are building a pool of potential talent for future leadership opportunities. Five custom talent development opportunities for critical competencies were also implemented in 2022. The initiatives have already started showing a return on investment as five high-potential candidates were successfully identified for specialist and supervisory vacancies.[\/et_pb_text][et_pb_text module_class=”default-subheading” _builder_version=”4.21.0″ _module_preset=”default” text_font=”Open Sans||||||||” text_text_color=”#000000″ header_2_font=”Open Sans|600|||||||” header_2_text_align=”left” header_2_text_color=”#00adef” header_2_font_size=”15px” header_2_line_height=”1.9em” custom_margin=”||-1px|||” global_colors_info=”{}”]<\/p>\n

        Employment Equity Actual 2022\/2023
        \n<\/h2>\n

        [\/et_pb_text][et_pb_text module_class=”section-content ul-arrow” _builder_version=”4.22.1″ _module_preset=”default” text_font=”Open Sans||||||||” text_text_color=”#000000″ header_2_font=”Open Sans|600|||||||” header_2_text_align=”left” header_2_text_color=”#00adef” header_2_font_size=”15px” header_2_line_height=”1.9em” custom_margin=”||14px|||” global_colors_info=”{}”]<\/p>\n\n\n\n\n\t\n\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t
        <\/th><\/th>

        Male<\/p><\/th>

        		<\/th><\/th><\/th>

        Female<\/p><\/th>

        		<\/th><\/th>

        Foreign nationals<\/p><\/th>

        		<\/th><\/th>\n<\/tr>\n<\/thead>\n
        Occupational levels<\/td>A<\/td>C<\/td>I<\/td>W<\/td>A<\/td>C<\/td>I<\/td>W<\/td>Male<\/td>Female<\/td>Total<\/td>\n<\/tr>\n
        Top management<\/td>0<\/td>1<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>1<\/td>\n<\/tr>\n
        Senior management<\/td>0<\/td>1<\/td>0<\/td>1<\/td>1<\/td>0<\/td>1<\/td>0<\/td>0<\/td>0<\/td>4<\/td>\n<\/tr>\n
        Professionally qualified and experienced specialists and mid-management<\/td>8<\/td>6<\/td>3<\/td>5<\/td>4<\/td>4<\/td>2<\/td>5<\/td>0<\/td>0<\/td>37<\/td>\n<\/tr>\n
        Skilled technical and academically qualified workers, junior management, supervisors, forepersons, and superintendents<\/td>120<\/td>49<\/td>8<\/td>45<\/td>125<\/td>26<\/td>6<\/td>7<\/td>0<\/td>0<\/td>386<\/td>\n<\/tr>\n
        Semi-skilled and discretionary decision making<\/td>99<\/td>46<\/td>24<\/td>2<\/td>80<\/td>37<\/td>8<\/td>7<\/td>0<\/td>0<\/td>303<\/td>\n<\/tr>\n
        Unskilled and defined decision making<\/td>1<\/td>0<\/td>0<\/td>0<\/td>13<\/td>6<\/td>0<\/td>0<\/td>0<\/td>0<\/td>20<\/td>\n<\/tr>\n
        TOTAL PERMANENT<\/td>228<\/td>103<\/td>35<\/td>53<\/td>223<\/td>73<\/td>17<\/td>19<\/td>0<\/td>0<\/td>751<\/td>\n<\/tr>\n
        Temporary employees<\/td>38<\/td>10<\/td>1<\/td>4<\/td>69<\/td>8<\/td>0<\/td>1<\/td>0<\/td>0<\/td>131<\/td>\n<\/tr>\n
        GRAND TOTAL<\/strong><\/td>226<\/td>113<\/td>36<\/td>57<\/td>292<\/td>81<\/td>17<\/td>20<\/td>0<\/td>0<\/td>882<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n

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        Disability – % PWD of Total Workforce: 0.8%
        \n<\/h2>\n

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        <\/th><\/th>

        Male<\/p><\/th>

        		<\/th><\/th><\/th>

        Female<\/p><\/th>

        		<\/th><\/th>

        Foreign nationals<\/p><\/th>

        		<\/th><\/th>\n<\/tr>\n<\/thead>\n
        Occupational levels<\/td>A<\/td>C<\/td>I<\/td>W<\/td>A<\/td>C<\/td>I<\/td>W<\/td>Male<\/td>Female<\/td>Total<\/td>\n<\/tr>\n
        Top management<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>\n<\/tr>\n
        Senior management<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>\n<\/tr>\n
        Professionally qualified and experienced specialists and mid-management<\/td>0<\/td>1<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>1<\/td>\n<\/tr>\n
        Skilled technical and academically qualified workers, junior management, supervisors, forepersons, and superintendents<\/td>1<\/td>0<\/td>0<\/td>1<\/td>0<\/td>1<\/td>0<\/td>0<\/td>0<\/td>0<\/td>3<\/td>\n<\/tr>\n
        Semi-skilled and discretionary decision making<\/td>1<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>1<\/td>\n<\/tr>\n
        Unskilled and defined decision making<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>\n<\/tr>\n
        TOTAL PERMANENT<\/td>228<\/td>103<\/td>35<\/td>53<\/td>223<\/td>73<\/td>17<\/td>19<\/td>0<\/td>0<\/td>5<\/td>\n<\/tr>\n
        Temporary employees<\/td>0<\/td>0<\/td>0<\/td>0<\/td>2<\/td>0<\/td>0<\/td>0<\/td>0<\/td>0<\/td>2<\/td>\n<\/tr>\n
        GRAND TOTAL<\/strong><\/td>2<\/td>1<\/td>0<\/td>1<\/td>2<\/td>1<\/td>0<\/td>0<\/td>0<\/td>0<\/td>7<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n[\/et_pb_text][et_pb_text module_class=”default-subheading” _builder_version=”4.22.0″ _module_preset=”default” text_font=”Open Sans||||||||” text_text_color=”#000000″ header_2_font=”Open Sans|600|||||||” header_2_text_align=”left” header_2_text_color=”#00adef” header_2_font_size=”15px” header_2_line_height=”1.9em” custom_margin=”||-1px|||” global_colors_info=”{}”]<\/p>\n

        Employment Equity Actual vs Targets vs NEAP March 2023
        \n<\/h2>\n

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        <\/div>\n