Performance review

Human resources

Introduction

Our employees are our most valuable assets. The high calibre of our employees is a key differentiator in the increasingly competitive real estate sector.

Aligning our people with our company values and habits is essential to create shareholder value (see our values and habits).

Performance highlights

  • Internal senior appointments reflect the strength of our succession planning
  • Revised and strengthened exco
  • Value of gross assets per employee (R000): R230 783
  • Net rental income per employee (R000): R11 224
  • Sick absenteeism: 1.5%
  • Number of employees at year end: 126
  • Staff turnover: 20.3%

Governance oversight

  • Remuneration and nominations committee and exco

Strategic matters



More details

Attacq Heritage Day

Human Capital


Progress in 2018

  Our 2018 focus     Achieved     More information  
  Developing our employee value proposition to attract, motivate and retain high-calibre individuals     In progress     Activities during the year  
  Reviewing our organisational structure and aligning it to our strategy and future growth. This includes internalising marketing functions at certain malls         See organisational structure  
  Establishing a preferred culture for our employees     Ongoing     Culture  

2019 Looking ahead

  • Implementing the employee value proposition to ensure we attract, motivate and retain high-calibre individuals
  • Establishing a preferred culture for our employees
  • Reviewing processes, policies and systems to ensure compliance and efficiencies.

Activities during the year

In the review period, we appointed a new CEO, CFO and human resources manager who have brought new focus to managing the culture and implementing the employee value proposition. We continued to invest in attracting, developing and retaining key talent while creating career opportunities. Talent management remains a focus area and our key objective is to enable employees for optimal deliver, job satisfaction and personal growth.

Our organisational structure

In the past year, senior leadership appointments have strengthened our strategic focus and operational efficiency (discussed in the chairperson’s review on page 10). In the latter part of the period, most marketing functions were internalised.

    CEO – Melt Hamman                        
    CFO
Raj Nana
    COO
Jackie van Niekerk
    Company
secretary

Tasja Kodde
    Chief investment
officer

Peter de Villiers
    Head of
developments

Giles Pendleton
     
      Finance
Legal
Investor relations
    New business development
Property and asset management
Transformation
Marketing
Business operations
    Compliance
Statutory
    Investments
Funding
    Developments     Human resources
Phuti Rankoe
     
 

Employment equity statistics (%)

Employment equity statistics (%)

Gender breakdown (%)

Gender breakdown (%)

HDI employees in management positions (%)

HDI employees in management positions (%)

 

Building a diverse workforce

Our workforce increased by 10.5% to 126 employees (2017: 114) at 30 June 2018, mainly due to organic growth and internalising the marketing function at Garden Route, MooiRivier and Eikestad malls. We also internalised the centre management team at Mall of Africa. Our expanding workforce created opportunities to further improve our employment equity (EE) levels, mainly through recruitment, internal promotions and transfers to create capacity for appointing historically disadvantaged individuals (HDIs).

Reflecting our commitment to improve EE ratios, 57.1% of new appointments in the past year were from African, Coloured or Indian groups. Appointments outside of prioritised groups were individually approved by the CEO. These appointments were only approved because it was a scarce skill, or a critical role that had to be filled urgently and where no suitable HDI candidates were found.

HDI employees in management positions increased slightly to 61.8% from 59.3% in the previous year. This is based on employees on occupational level 1 to 4 and includes white females.

Total employee turnover for the year rose to 20.3% (2017: 11.7%). Exit interviews follow all resignations and the outcome of these interviews is presented at monthly exco meetings. The most frequent reason for resigning was better career prospects, while two senior employees emigrated to the United Kingdom. An underlying concern for employees was uncertainty around certain leadership positions.

 

Aligning our reward system to strategic objectives

Our remuneration policy, specifically the performance indicators of our long-term incentive (LTI) scheme, supports implementation of our strategy. With the REIT conversion, LTI performance conditions have been realigned to the revised strategy (see remuneration report).

Contribution plans have been created for each employee, linked to KPIs agreed with their line manager. A bottom-up and top-down approach is used to determine individual KPIs, ensuring alignment with our strategic KPIs.

Performance reviews drive a high-performance culture. The mandatory annual 360° performance assessment for each employee includes an evaluation on behavioural, role-related and specific criteria as part of a self-assessment exercise, with line manager and peer reviews. These results are consolidated, and an employee’s rating is used in the annual salary review process. Discretionary bonuses are paid in October based on actual performance for the financial year ended 30 June.

 
Development and growth

The practice of using role profiles to create contribution plans, defining deliverables as well as measurements, has been embedded in our culture over the past year. Employees are starting to experience the benefit of clearly defined performance objectives linked to the company strategy.

Self-development is a standard KPI and employees are responsible for designing their personal development plans. Each employee’s self-development is part of the annual performance evaluation process. The growing number of personal development plans being finalised and implemented in the past year reflects a culture of growth and development.

 
Training     2018 2017 2016 2015
Total training spend (R)     1 043 110 1 106 517 998 280 649 765
Number of training initiatives     110 300 337 234
Training hours*     3 778 2 097 2 890 1 587
Total training spend per employee (R)     8 149 10 743 10 620 8 439
Training initiatives per employee     0.9 2.9 3.6 3.0
Training hours per employee     29.5 20.4 35.3 27.8

* Training hours include after-work hours that employees invest in their studies, but exclude study leave hours where we have not paid for the training.

Formal and informal training follows the 70/20/10 principle: 70.0% is on-the-job training, 20.0% is channelled through mentorship and 10.0% is addressed by customised training. Each business unit has identified its training needs, for which we are developing specific solutions.

While training hours increased by 80.2%, training spend decreased by 5.7% as a number of employees received bursaries and we paid for medium-term specialised training courses. Similarly, as much of the training we invest in is long term, the number of training initiatives decreased by 63.3%.

Our policy is to promote internally where possible, and retrain when required. Although our flat hierarchical structure limits vertical career promotions, deserving individuals are given additional responsibilities to support personal development, with commensurate remuneration. As we expand, we are confident that more opportunities for promotion and career development will emerge organically.

Work environment

We strive to create an inclusive work environment that promotes productivity, efficiency and engagement among individuals and teams. This is mainly achieved by:

  • A monthly CEO update, followed by an informal lunch
  • Regular interaction between managers and employees to ascertain what drives and motivates them
  • Providing role clarity to ensure actions are focused on specific objectives
  • Assessing and implementing flexible working arrangements where possible
  • Investing in targeted development initiatives based on individual development plans
  • Frequent social events, creating a culture of affinity and positive working relationships.
  Current organisational culture   Executive management culture   Target company culture
  Results   Results   Results
  Caring   Learning   Caring
  Order   Caring   Learning

Culture

An external specialist service provider was commissioned to survey our employees and assess how our organisation culture was evolving in 2017. Results were reviewed in the current year. The work session focused on the current organisational culture, the exco team’s culture style as well as the targeted culture that exco believed would drive and support the organisation in achieving its strategic objectives. The current organisational culture was identified as:

  • We have a strong results-driven culture. Employees are driven to achieve great things, and the unifying element is success and capability
  • The company is a caring orientation. Employees tend to help and support one another and high value is placed on loyalty, mutual trust, collaboration and teamwork
  • The group seeks order. Employees respect rules and value process, systems, stability and efficiency.

The next step is to align our existing organisational culture and exco management style with the target culture to fulfil our values and achieve our strategic objectives.

Each culture style represents a unique set of strengths that can enhance the effectiveness of the organisation. The key qualities of our cultural strengths include:

         

Focus
     
Determination
Attacq sets focused and ambitious goals and employees work very hard toward achieving them       The company is outcome-oriented and driven to succeed. Employees tend to persevere in the face of difficulty

Teamwork
     
Discipline

The company encourages collaboration and team effort. Employees tend to work well together

     

Attacq encourages self-control and moderation. Employees rarely let their emotions get the better of them


Succession planning

Jacob Maleka (handyman) proved himself ready for more responsibility and has been appointed senior handyman. He is currently in a structured training programme with the assistant operations manager to transfer specific skills. Post year end, he was promoted to operations assistant – technical. Congratulations Jacob!

Ilanika du Plessis (centre financial administrator) attended multiple courses through the University of Cape Town as well as a management course through the South African Council of Shopping Centres, preparing herself for more responsibility.

Lunga Nkosi (operations assistant) is being trained for more complex tasks in the team, while Delsia Moloi’s role as property administrator/personal assistant is growing to include lease administration.

Shadrack Sedumedi (senior operations manager) started at Attacq in 2014 as a candidate in the Royal Bafokeng programme. He was subsequently permanently appointed as junior building supervisor and has since progressed from junior operations manager to his current position.

Tumi Sebeela was promoted from helpdesk administrator to facilities administrator due to her willingness to assist where needed, demonstrating what collaboration and teamwork is all about.


Creating a talent pipeline

Lindo Twala: I started working at Attacq as a temporary cleaner/caterer and, in November 2015, I was offered a permanent position. Due to my previous experience as a receptionist, I was asked to relieve the full-time receptionist during lunch breaks. Through my willingness to learn, I gained valuable knowledge and skills. On 1 July 2017, I was permanently appointed as Attacq’s receptionist.

I have learned so much through Attacq and am grateful for the opportunity to grow.

Lindo Twala, receptionist

social and relationship resources