| Recognising the basic principles | explore our strategy at the Ugie Plant |
| |
|
| Our approach to sustainability is one that includes the basic principles: transparency, integration, opportunity, integrity, recognition, good governance and continuous improvement. |
Steinhoff recognises the importance of
balancing its long-term business sustainability
requirements against the short-term focus
necessary to survive in the modern, global
business world. Accordingly, we have
developed, and continuously refine,
strategies and policies that contribute to the
sustainable development of our group, to
ensure that both the financial and the non-
financial aspects of our businesses are
appropriately evaluated and responsibly
managed. |
| |
|
The main pillars of Steinhoff’s approach towards ensuring sustainability are our strategic focus on our people, investment in the communities in which we operate, environmental issues and resources, health and safety and identifying and managing risk. The group’s R1,5 billion greenfields investment in the North East Cape, detailed on page 82, typifies our strategy on sustainability
in practice. |
|
|
| |
|
| Our people: Who we are and
where we are going |
|
| The contribution made by our people is vital
to our continued success. |
|
| |
|
| Human capital development has been
incorporated into all the group’s operations
to achieve our vision of being a world-class
manufacturer, supplier and retailer of
household goods and motor vehicles and a designer and provider of effective, customercentric
logistics solutions and services. |
|
| |
|
| The skills and dedication of our employees
have contributed to our successes to date
and provide a solid foundation for future
growth. As a responsible employer, we are
committed to ensuring that our employees
worldwide work in an environment that
actively fosters development and growth,
recognises and appropriately rewards
individual performance and assists employees
to reach their full potential. |
|
| |
|
| HUMAN RIGHTS |
|
| Non-discrimination, employment equity and
freedom of association are entrenched
throughout our policies. |
|
| |
|
| The group does not tolerate any form of
discrimination based on religious or other
beliefs, nationality, gender or race.
Harassment of any form of fellow employees
is viewed seriously and, should this occur,
appropriate disciplinary action would be
taken. |
|
| |
|
| HUMAN CAPITAL |
|
| As at 30 June 2007, the group had
approximately 45 000 employees worldwide.
This level of employment has a
significant impact on the societies and
economies of some developing countries in
which we operate and assists in building a strong customer and supplier base going
forward. |
|
| |
|
| The group is committed to complying with
all employment-related legislation in the
countries in which it operates. |
|
| |
|
| 30 June |
2007 |
2006 |
2005 |
2004 |
| Southern Africa |
28 300 |
32 000 |
24 500 |
13 100 |
| Central and Eastern Europe¹ |
6 800 |
7 000 |
7 200 |
8 000 |
| Western Europe² |
5 900 |
6 500 |
5 500 |
1 200 |
| Pacific Rim and India |
4 000 |
4 500 |
4 300 |
4 300 |
| |
45 000 |
50 000 |
41 500 |
26 600 |
|
|
| ¹ Central and Eastern Europe includes Hungary,
Poland and Ukraine. |
|
| ² Western Europe includes Belgium, Germany, the
Netherlands, France and the United Kingdom. |
|
| |
|
| At year-end, of the total number of
employees worldwide, approximately 70%
were men and 30% women. In southern
Africa, some 91% were from a previously
disadvantaged background. |
|
| |
|
| ATTRACTION AND RETENTION OF STAFF |
|
| Global competition for skilled employees in
our diversified industries remains intense. In
South Africa, there is for example a specific
shortage of drivers in the transport industry and skilled service technicians in the motor
retail service industry. To address this, driver
recruitment and training is ongoing. On the
motor service and spare parts side, all
dealerships operating under Unitrans Motors
are aware of the need to maintain their
hard-won reputations for service excellence
by attracting, training and retaining technical
support staff. The additional challenge in
South Africa is to attract women for
supervisory and management positions. |
|
| |
|
| Steinhoff’s Employer of Choice programme
is proving an invaluable tool in attracting
skilled and qualified personnel and retaining
the key employees required to ensure our
ongoing success. |
|
| |
|
| This programme focuses on: |
|
| • |
Current employees. Regular employee
satisfaction surveys provide clear guidelines
for areas of focus. The current main focus
areas are communications, performance,
diversity and talent management. Very
low attribution rates and referrals of
external potential by our employees are
evidence of the success of the
programme. |
| • |
Future employees. Steinhoff is being
actively branded among academic and
tertiary institutions in order to attract high
calibre candidates for future employment
within the group. Vacation work is offered to students and bursaries in relevant fields
of study have been established. |
|
|
| |
|
| As a responsible employer,
we are committed to
ensuring that our employees
worldwide work in an
environment that actively
fosters development and
growth, recognises and
appropriately rewards
individual performance and
assists employees to reach
their full potential. |
|
| |
|
| |
|
