Categories

Group Governance

Group Governance

All Blueprints consist of supporting documentation to facilitate the processes. These documents are standard across the Group to eliminate the risk of not aligning with legislation or governing policies. All of these documents are reviewed on at least an annual basis and where required, reviewed and approved by a legal representative.

Supporting documentation are divided into the following categories:

Group Policies

Group Policies govern the actions of all Divisions. Complying with the requirements of these policies are mandatory for all Divisions as it eliminates the risk and impacts certain situations could potentially have on Group level. Divisions are not allowed to deviate from these policies or have separate policies on the same subject. In cases where Divisions require deviation from these policies, written consent must be obtained on Group Level by following the Blueprint Deviation Process (Please refer to the Blueprint User Guide for more information).

Sample Policies

Sample Policies aim to serve as a guide for Divisions. These policies will prescribe the minimum requirements that Divisions should adhere to align with legislation and/ or governing bodies. Divisions should use the content in these policies, add additional content if required and brand according to the Division’s Corporate Identity.

Work Instructions

Work Instructions serve as additional instructions within Blueprints. These instructions typically provide finer detail and relate to specific actions to be taken in the System. In addition to this, work instructions will ensure that the user populates information in the correct format and order, thus making processes more efficient and ensuring data integrity for reporting.

Templates

Templates aim to serve as a guide for Divisions. These templates will prescribe the minimum requirements and document structures that Divisions should adhere to. This will ensure that there are standard content and formats across the Group. Divisions should use the content in these templates, add additional content if required and brand according to the Division’s Corporate Identity.

Forms

Forms aim to provide the user with any applicable forms that need to be completed within a process. This will typically be forms that relate to third parties outside of the Group and System (i.e. UIF Declaration). Divisions will not be able to edit these forms as they are standard forms that need to comply with the applicable governing body requirements.

Guides

Guides aim to provide the user with general guidelines within a specific process. Guides are typically aligned with Best Practice, and it is therefore advised that Divisions adhere to the content. Divisions are allowed to use the Guides as a base and add additional content if required. An example of this is the Internal Audit Guide – Human Resources.

Checklists

Checklists aim to provide the user with a list of all items to be completed/ gathered within a process and eliminating the risk of potentially not executing critical steps. Checklists will provide the user with the minimum requirements to adhere to, but Divisions are allowed to make any additions to the list. It is advised that completed checklists be uploaded in the system as supporting documentation.

The following Matrices will illustrate any applicable Supporting Documentation that is referred to within the Blueprints. The Matrices are sorted by Category and duplication of documentation might occur in Blueprints (i.e., Training Registers).

HR Governance

Group Governance

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Group Approvals Framework – New Companies & Payrolls

x

      

PSIber Support Helpdesk

     

x

 

Training Register

   

x

   

PSIber Support Helpdesk

  

x

    

HR Due Diligence Checklist

      

x

Due Diligence Report

   

x

   

Business Closure

     

x

 

Audit Guide – Human Resources

     

x

 

Audit Guide – Transformation Effectiveness

     

x

 

Audit Guide – Industrial Relations

     

x

 

Audit Guide – Payroll

     

x

 

Position Management Register

   

x

   

Job Description

   

x

   

EEA2 Form

    

x

  

EEA4 Form

    

x

  

EEA9 Occupational Levels

    

x

  

PSIber Organisational Management

     

x

 

 Recruitment 

Vacancies

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Job Requisition

   

x

   

Advertisement Layout

   

x

   

Retrenchment Register

   

x

   

Recruitment Approvals Framework

 

x

     

Recruitment Policy

 

x

     

P-Net Advertisements

  

x

    

Position Management Register

   

x

   

 

Recruitment
Applications

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

P-Net Applications

  

x

    

Quick Application Form

   

x

   

Recruitment Policy

 

x

     

Interviews

Selection

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Interview Panel Matrix

 

x

     

Interview Guide

     

x

 

Interview Questionnaire

   

x

   

Rejection Notice

   

x

   

Recruitment Policy

 

x

     
Selection
Screenings

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Group Past Employment History

  

x

    

Employment Reference Checks

   

x

   

Personal Identification Verification

  

x

    

Driver’s license verification

  

x

    

Criminal Record Checks

  

x

    

Academic Qualifications

  

x

    

Medical Evaluations Framework

 

x

     

Service Level Agreement – Employment Agencies

 

x

     

Service Level Agreement – Sub-Contractors

 

x

     

Service Level Agreement – Labour Brokers

 

x

     

Letter of Appointment

   

x

   

Package Structuring (Dummy Payslip)

  

x

    

Employee Take-on Pack

   

x

   

Recruitment Policy

 

x

     

Recruitment Checklist

      

x

Interview Panel Matrix

       
Onboarding
Employee Take-on

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Capture Non-Financial Details

  

x

    

Reporting Identifiers

  

x

    

Transfer From Applicants Database

  

x

    

Employment Details

  

x

    

Organisational Details

  

x

    

Employee Pay Information

  

x

    

Employee Loans, Garnishees & Savings

  

x

    

Entry Type Naming Convention List

x

      

Employee Take-on Pack

   

x

   

Recruitment Policy

 

x

     

Letter of Appointment

   

x

   
Onboarding
Inductions

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Health & Safety Policy

 

x

     

Health & Safety Induction

   

x

   

Corporate Induction

   

x

   

Department Induction

   

x

   

Human Resource Induction

   

x

   

Induction Feedback Survey

   

x

   

Training Register

   

x

   

Recruitment Policy

 

x

     
Employee Relations
Disciplinary Management

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Disciplinary Policy & Code

 

 

x

   

Notice to Attend Hearing

   

x

   

Written Warning

   

x

   

Final Written Warning

   

x

   

Suspension Notice

   

x

   

Demotion Notice

   

x

   

Dismissal Notice

   

x

   
Employee Relations
Grievances

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Grievance Form

   

x

   

Disciplinary Policy & Code

 

x

 

x

   
Employee Relations
Retrenchments

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Notification of Intention to Retrench

   

x

   

Group Retrenchment Policy

x

      

Notification of Termination

   

x

   

LRA 7.70 – Retrenchments

    

x

  

LRA 7.20 – Request Facilitator

    

x

  

Employee Relations
Incapacity – Ill Hearing

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Notice to Attend Incapacity Hearing

   

x

   

Notice to Attend Incapacity Consultation

   

x

   

No Fault Termination Notice

   

x

   
Employee Relations
Incapacity – Poor Work Performance

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Notice to attend first PWP Session

   

x

   

Notice to attend Second PWP Evaluation Session

   

x

   

Minutes of Meeting

   

x

   
Employee Relations
Strikes

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Ultimatums

   

x

   

Notification of Intention to Strike

   

x

   
Employee Relations
Dispute Resolutions

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

LRA 7.13 – Request for Arbitration

   

x

   

LRA 7.16 – Subpoena

   

x

   

LRA 7.18 – Application to Certify Council Award

   

x

   
Learning & Development
Operational Training

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Training Policy

 

x

     

Training Register

   

x

   
Learning Development
Skills Matrix

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Training Policy

 

x

     

Skills Matrix

   

x

   

Learning & Development
Development Plans

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Training Policy

 

x

     

Personal Development Plans

   

x

   
Training & Development
Succession Plans

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Training Policy

 

x

     

Succession Plans

   

x

   
Training & Development
Leadership Development

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Training Policy

 

x

     

Training Plan

   

x

   
Learning & Development
Legislative Compliance

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Training Policy

 

x

     

Training Schedule

   

x

   

Learning & Development
Work Skills Plans

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Training Policy

 

x

     

WSPATR

   

x

   
Learning & Development
Training Plans

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Training Policy

 

x

     

Training Plan

   

x

   
Performance Management
Performance Management

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Performance Management Policy

 

x

     

Key Performance Areas

   

x

   
 BBBEE
BBBEE

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Procurement Policy

 

x

     

ETD Policy

 

x

     

Employment Equity Policy

 

x

     

Enterprise and Supplier Development Policy

 

x

     

Socio-Economic Development Policy

 

x

     

BBBEE Document Checklist

      

x

Transformation Strategy

   

x

   
Employment Equity
Awareness

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Employment Equity Policy

 

x

     

Training Register

   

x

   
Employment Equity
Consultation

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Employment Equity Policy

 

x

     

EEA2 Report

    

x

  

EEA4 Report

    

x

  

Standard Agenda

   

x

   
Employment Equity
Analysis

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Recruitment Policy

 

x

     

Employment Equity Policy

 

x

     

Succession Plans

   

x

   

EEA12 Form

    

x

  
Employment Equity
Plan

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Recruitment Policy

 

x

     

Employment Equity Policy

 

x

     

Succession Plans

   

x

   

EEA13 Form

    

x

  
Employment Equity
Monitoring & Evaluation

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Employment Equity Policy

 

x

     

Standard Agenda

   

x

   
Employment Equity
Reports

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Employment Equity Policy

 

x

     

EEA2 Report

    

x

  

EEA4 Report

    

x

  
Employee Exits
Exits

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Payroll Policy

 

x

     

Employee Exit Checklist

      

x

Employee Movement Form

   

x

   

Confirmation of Termination Form

   

x

   
Employee Exits
Transfers

Item

Group Policy

Sample Policy

Work Instructions

Template

Form

Guide

Checklist

Payroll Policy

 

x

     

Employee Movement Form

   

x

   

Transfer Checklist

      

x

Within Divisions, various Approvals Frameworks are in place. Approval Frameworks govern the authorization process that needs to be followed to complete a specific task and eliminate the risk of tasks being completed without necessary the awareness being created. The user may not proceed with the task at hand unless all approvals are obtained as identified in the Framework.

Divisional Level

 Where the Blueprints refer to a Framework that needs to be followed for approval within the Division, the Blueprint will have a sample framework to guide the Division to meet the minimum requirements. Where the system facilitates a task, a workflow will be set up that will drive the process. This is typically accompanied by specific system notifications and reminders.

An example of this is Loading of a new employee – Banking Details.

Group Level

Where the Blueprints refer to a Framework that needs to be followed for approval on a Group level, the Blueprint will have the applicable Framework Attached. If a Group-Level Framework is in place, Divisions are not allowed to have another Framework in place on the same subject. Group Level Frameworks will typically not be facilitated by the system.

An example of this is Retrenchments 50+ Employees.

 

Managing and setting up of new or existing companies/ payrolls in the system is a critical element within the Group. It is important to understand that all settings & parameters in the system need to be 100% aligned with all of the requirements demanded by the Blueprints. Any deviations from this will result in the specific company/ payroll to not meet the Group prescribed standards.

To eliminate the risk as highlighted above, the responsibility of Managing/ setting up of companies/ payrolls will strictly reside with the PSIber Implementations Department. The Department has been carefully trained on how to align the system with the requirements demanded by the Blueprints. In addition to this, Divisional users will have restricted access to these critical elements within the system. This will be governed by the Group System User Rights Framework.

New Payrolls

Once a Division has identified the need for a new company/ payroll in the system, approval needs to be obtained on Group level as per the Group Approvals Framework – New Companies & Payrolls. As soon as approval has been received, a ticket with the PSIber Support Helpdesk needs to be logged and escalated to the implementations department. It is also important to note that the user needs to include the type of payroll desired when logging the ticket.

Types of Payrolls

The following Payroll Types are the only types allowed on the system:

  • Applicants Payroll
  • Normal Earnings Payroll (Monthly, Fortnightly, Weekly)
  • Disability Payroll

Other Payroll types such as “Casual Labour” are not allowed.

 

Acquisitions & Mergers

In the event of an acquisition or merger of an organization, it is imperative that Divisions adhere to the requirements as set out in the HR Due Diligence Checklist.  This will eliminate any potential risk of the Division not thoroughly analyzing and understanding the new organization’s business environment & processes.

The following elements are main discussion points within the checklist:

  • Organisational Structure
  • Personnel Evaluation
  • Management Infrastructure
  • Cultural Issues
  • Remuneration
  • Employee Benefits
  • Labour Legislation and Employee Relations
  • Education, Training, and Development
  • Recruitment, Selection, and Assessment
  • HR Budget
  • HR Reports
  • Employment Equity
  • Any other relevant aspects/risk areas
  • Statutory levies and contributions

Once all of the requirements have been adhered to in the checklist, the HR Department should generate a Template – Due Diligence Report.  The finalized report should be communicated to all stakeholders applicable to the acquisition/ merger.

Within the Group it is required to have standard and regular auditing processes in place, as to ensure the Division’s stability and sustainability in accordance with good governance. Auditing standards consist of a systematic and independent examination of internal processes, and as a result, stakeholders can effectively evaluate and improve the effectiveness of risk management, control, and the governance process over the subject matter. Within the group, there are two different types of audits:

Group Audits

Group Audits are based on the standards as set out in the Blueprints and how well Divisions comply with these standards. Group Audits and Audit Criteria are governed by the Group Internal Audit Committee and should be executed on an annual basis as a minimum requirement.

Divisional Audits

Divisions are required to execute internal and independent audits on an annual basis as a minimum requirement. The audit categories are as follows:

  • Human Resources Audit
  • Transformation Effectiveness Audit
  • Industrial Relations Audit
  • Payroll Audit

It is important to note that audits may be executed either per category or a combination thereof and all finding should be reported to Group Level.

The Following Standard Audit Guides are in place:

  • Audit Guide – Human Resources
  • Audit Guide – Transformation Effectiveness
  • Audit Guide – Industrial Relations
  • Audit – Payroll

The following tables illustrate the minimum retention periods for documentation as required per applicable legislation that Divisions need to adhere to. It is important to note that Divisions are allowed to retain documentation for longer periods as prescribed, but never for shorter periods.

Companies Act No. 71 of 2008

 1

Documentation

Retention Period

1.1

The general rule for company records: Any documents, accounts, books, writing, records or other information that a company is required to keep in terms of the Act and other public regulation

Seven years

1.2

Incorporation documents and minute books/resolutions – To be kept by the secretarial department

Indefinite

1.3

Copies of annual financial statements required by the Act – May be stored in electronic format

Indefinite

1.4

Copies of accounting records as required by the Act

7      years

 

2

Agreements

Retention Period

2.1

Agreements relating to takeovers, mergers, and acquisitions

Indefinite

2.2

Contracts, operational agreements, leases, licensing agreements, rentals and hire purchase agreements – Originals to be kept in a fireproof safe

Five years (after any queries have been settled)

2.3

Indemnities, letters of suretyship and guarantees – Originals to be kept in a fireproof safe

Three years (from date of cancellation)

2.4

Credit Agreements

Three years (from date of cancellation)

Compensation for Occupational Injuries and Diseases Act, No. 130 of 1993

3

Documentation

Retention Period

3.1

Register, record or reproduction of the earnings, time worked, payment for peace work and overtime and other prescribed particulars of all the employees

Four years

Occupational Health and Safety Act, No. 85 of 1993

3

Documentation

Retention Period

 

Reference: Section 20(2)

 

3.2

A health and safety committee (if required) shall keep a record of each recommendation made to an employer in terms of issues affecting the health of employees and any report made to an inspector in terms of the recommendation.

Three years

3.3

Records of incidents reported at work (Annexure 1 of the General Administration Regulations, 2003)

Three years

 

Reference : Asbestos Regulations, 2001, Regulation 16(1)

 

3.4

Records of assessments and air monitoring, and the asbestos inventory

Min of 40 years

3.5

Medical surveillance records

Min of 40 years

 

Reference: Hazardous Biological Agents Regulations, 2001, Regulation 9(1) and (2)

 

3.6

Records of risk assessments and air monitoring results

40 years

3.7

Medical surveillance records

40 years

 

Reference: Hazardous Chemical Substance Regulations, 1995, Regulation 9

 

3.8

Records of assessments and air monitoring

30 years

3.9

Medical surveillance records

30 years

 

Reference: Lead regulations, 2001, Regulation 10

 

3.10

Records of assessments and air monitoring

40 years

3.11

Medical surveillance records

40 years

 

Reference: Noise-induced Hearing Loss Regulations 2003, Regulation 11

 

3.12

All records of assessments and noise monitoring

40 years

3.13

All medical surveillance records, including the baseline audiogram of every employee

40 years

 

Environmental Issues

 

3.14

Closure certificates (where depots/installations are closed) – Originals to be kept in a fireproof safe

Indefinite

3.15

Major Hazardous Installation certificates and records of procedures followed, including notifications to neighbouring properties.

Indefinite

3.16

Regulatory clearance certificates (post any environmental incidents and clean-ups)

Indefinite

3.17

Atmospheric Emissions : Surveillance Reports

Indefinite

3.18

Environmental Impact Assessments

Indefinite

 

4

Documentation

Retention Period

4

Insurance Records

 

4.1

Claim reports and accident reports (after the date of settlement)

Three years

4.2

Policies (after the date of lapse)

Three years

5

Pension or Provident Fund Records

 

5.1

Contribution Records

Five years

6

Property Records

 

6.1

Leases (after the date of expiry of the lease and all queries have been settled)

Three years

6.2

Title Deeds – Originals to be kept in a fireproof safe

Indefinite (until sold)

Basic Conditions of Employment Act, No. 75 of 1997

7

Documentation

Retention Period

7.1

Written particulars of the employee must be kept after termination of employment.

Three years

7.2

Employee’s name and occupation

Three years

7.3

Time worked by each employee

Three years

7.4

Remuneration paid to each employee

Three years

7.5

Date of birth of any employee under 18 years of age

Three years

 Employment Equity Act, No. 55 of 1998

7

Documentation

Retention Period

7.6

An employer must establish and maintain records in respect of its workforce, its employment equity plan and other records relevant to compliance with the Act for the prescribed period.

See below

7.7

A designated employer who employs 150 or more people must retain the employment equity plan

Three years after expiry of plan

7.8

A designated employer who employs fewer than 150 people must retain the employment equity plan.

Two years after expiry of plan

7.9

A designated employer must submit a report to the Director-General as indicated in Section 21.  This report should be retained after submission to the Director-General :

 

 

–        by a large employer

Three years

 

–        by a small employer

Two years

Labour Relations Act, No. 66 of 1995

7

Documentation

Retention Period

7.10

Records to be kept by the employer in original or reproduced from :

Three years

 

–        Collective agreements

 

 

–        Arbitration award

 

7.11

The employer must keep prescribed details of any strike, lock-out or protest action involving its employees

Indefinite

7.12

Employers should keep records for each employee specifying the nature of any disciplinary transgressions, the actions taken by the employer and the reasons for the actions.

Indefinite

Unemployment Insurance Act, No. 63 of 2002

7

Documentation

Retention Period

7.13

Employers must maintain personal records of each of their current employees in terms of :

Refer to 8.6 under Income Tax Act

 

–        names;

 

 

–        identification numbers;

 

 

–        monthly remuneration; and

 

 

–        address where the employee is employed

 

Tax Administration Act, No. 28 of 2011

8

Documentation

Retention Period

8.1

Taxpayers that have submitted a return

Five years from the date of submission

8.2

Taxpayers who were meant to submit a return, but haven’t for that period

Indefinite until the return is submitted –  then the 5-year rule applies

8.3

Taxpayers who were not required to submit a return, but had capital gains/losses or engaged in any other activity that is subject to tax or would be subject to tax but for the application of a threshold or exemption.

Five years from the end of the relevant tax period

 

8

Documentation

Retention Period

8.4

A person who has been notified or is aware that the records are subject to an audit or investigation.

In addition to the 5-year rule, records must be retained until the audit is concluded or the assessment or decision becomes final

8.5

A person who has lodged an objection or appeal against an assessment or decision under the Tax Administration Act.

In addition to the 5-year rule, records must be retained until the audit is concluded or the assessment or decision becomes final

 

Income Tax Act

 

 

In addition to the records required in Chapter 4, part A of the Tax Administration Act, every employer must keep the records as indicated below :

 

8.6

In respect of each employee the employer shall keep a record showing :

Five years from the date of submission

 

–        amount of remuneration paid or due by him to the employee;

 

 

–        the amount of employees tax deducted or withheld from the remuneration paid or due;

 

 

–        the income tax reference number of that employee;

 

 

–        any further prescribed information;

 

 

–        Employer Reconciliation return (EMP501)

 

Value Added Tax Act, No. 89 of 1991

8

Documentation

Retention Period

 

In addition to Chapter 4, Part A of the Tax Administration Act, every vendor must keep the records as indicated below :

 

8.7

Where a vendor’s basis of accounting is changed the vendor shall prepare lists of debtors and creditors showing the amounts owing by the debtors and owing to the creditors at the end of the tax period immediately preceding the changeover period.

Five years from the date of submission of the return

8.8

Records of importation of goods and documents :

Five years from the date of submission of the return

 

–        bill of entry; or

 

 

–        other documents prescribed by the Custom and Excise Act;

 

 

–        proof that the VAT charge has been paid to SARS.

 

8.9

Vendors are obliged to keep the following records :

Five years from the date of submission of the return

 

–        record of all goods and services

 

 

–        the rate of tax applicable to the supply and the suppliers or their agents

 

 

–        invoices

 

 

–        tax invoices

 

 

–        credit notes

 

 

–        debit notes

 

 

–        bank statements

 

 

–        deposit slips

 

 

–        stock lists

 

 

–        paid cheques

 

8.10

Documentary proof is substantiating the zero-rating of supplies.

Five years from the date of submission of the return

8.11

Where a tax invoice or credit or debit note has been issued in relation to a supply by an agent or to an agent or a bill of entry as described in the Customs and Excise Act, the agent shall maintain sufficient records to enable the name, address and VAT registration number of the principal to be ascertained.

Five years from the date of submission of the return

 

Segregation of Duties

Within each Blueprint, it is important to note that a clear line of responsibilities is defined between the HR & Payroll Departments. In cases where the Divisional structure does not allow for this assignment of responsibilities, the Group will accept alternative structures provided that clear segregation of duties are in place. It is also important to adapt any auditing processes according to this structure.

Code of Ethics

The Group Code of Ethics provides employees with the summary information on what constitutes unlawful or unethical business practices and what to do if you know or suspect someone has violated a company policy or law. The code will also tell the employee how to report a breach of the Group’s policies or a violation of the law on a confidential basis to either the company secretary or the group human resources director.

It is mandatory for all employees to sign the Group Code of Ethics upon employment and again on annual base intervals. Records of these should be stored in employee personal files by the HR

Department.

Group Ethics Report Line

Employees are expected to promptly report breaches of the Code of Ethics or corporate compliance policies to either their human resources department or the country-specific KPMG Ethics report desk. These communications shall remain confidential and shall be disclosed to others only as necessary to investigate the activity, take appropriate action or as otherwise required by law.

South Africa KPMG Ethics-general service desk and report line: 0800 004 963.

As a Group standard, it is required from Divisors to have comprehensive Position Management Processes in place. Position Management is a delicate balance between Organisational Design, Job Titles, Job Descriptions and assigning Job Grading and Levels to these positions. Having a standard structure in place will not only aid in managing dynamic workforces more effectively, but the information also feeds into various other areas like the Recruitment, Succession Planning and more. Successful Position Management will ensure that all positions within the company are carefully evaluated, budgeted for and seen as a representation of a real business need.

Position management will be discussed under the following headings and Divisions should ensure that the information and processes comply with the requirements as set out in Template – Position Management Register:

Organisational Design

The first element in Position Management would be for Divisions to have an Organisational Design (structure) in place that is fully aligned with the Division’s Strategy. The Strategy will typically include the Division’s Objectives, Vision, Mission, and Values. As these elements tend to change over the course of time, Divisions need to ensure that their Organisational Design is constantly aligned with the Strategy. As a minimum standard, Divisions are required to review their Organisational Design on an annual basis and evaluate the impact of the interventions on the organisation.

Job Titles

All Divisions are required to have a standard set of Job Titles throughout the organisation and manage this via the Template – Position Management Register. As a result of great diversity across the Divisions, Job Titles will not be governed on Group Level. It is important to remember that when Job Titles are established, the Divisions should ensure that the element of data quality and integrity plays a vital role. Data quality and integrity has a severe impact on Divisional and Group Reporting and also various other projects and systems that rely on this information. An Example of this is: “Bus Driver” vs. “BUS DRIVER” vs. “Bus-Driver.”

Job Descriptions

It is a mandatory requirement for all Divisions to have Job Descriptions for all Job Titles defined in place. It is accepted practice that Jobs of lower grading and level, will have more task-specific items discussed in the Job Description as opposed to more Senior Levels that will discuss broader categories.  The Template – Job Description can be used as a general structural guide.

Occupational Levels

Occupational Levels are governed by the Department of Labour and is identified as a mandatory requirement. All Job titles should be linked to an applicable Occupational Level. This information is required when completing and submitting annual Employment Equity Returns (EEA2 & EEA4). The below table (EEA9 – Occupational Levels), published by the Department of Labour, is the standard guide to be used and indicates the occupational levels within organisations as developed through the use of different job evaluation or grading systems.

OCCUPATIONAL

Paterson Classic

Paterson Modern

ReMeasure

Hay Units

Hay Decision Tree (© points)

Peromnes

Task © (levels)

JEasy ©

DESCRIPTION

 

LEVELS

(levels)

(bands)

©(points)

©(points)

©(points)

(levels)

 

Top Management/

F+1 – F+5

G Band[1]

300-349

3581-7160

 

1++

 

 

Controls the functional integration of the business. Determines the overall strategy and objectives of the business. Directs the company into the future. The nature of the work and focus is long-term. Sign-off on policy or strategy

 

Executives

F1 – F5

F Lower-F Upper

250-299

1801-3580

225-275

1 to 1+

23-26

6a-6e

 

Senior Management

E1-E5

E Lower-E Upper

200-249

735-1800

175-224

02-Apr

18-22

5a-5e

Knowledge of entire business area/BU/company or group. Provide inputs for/formulation of the overall Organisational strategy. Translates the overall strategy into business plans for BU/Functional Unit, thereby operationalising organisational strategy. Implements and manages business plan, goals and objectives and ensures the achievement of overall key Organisational/BU/Functional outputs. Manages the development of innovation and change

 
 

Professionally Qualified & experienced specialists/mid-management

D1-D5

D Lower-D Upper

150-199

371-734

125-174

04-Jul

14-18

4a-4e

Professional knowledge of sub-discipline or discipline. Provide input in the formulation of Organisational/Functional Unit business plans. Formulate and implement departmental/team plans that will support the BU business plans. Optimisation of resources (finances, people, material, information, and technology) to achieve given objectives in most productive and cost-effective way.

 
 

Skilled Technical & Academically Qualified/ Junior Management/

C1-C5

C Lower-C Upper

100-149

192-370

75-124

07-Nov

13-Sep

3a-3e

Applies broad knowledge of products, techniques, and processes. Evaluates procedures and applies previous experience. A good solution can usually be found. Determines own priorities. What has to be done is stipulated, but may require initiative in terms of how it should be done

 

Supervisors/

 

Foremen/

 

Superintendents

 

Semi-Skilled & discretionary decision-making

B1-B5

B Lower-B Upper

50-99

85-191

25-74

15-Nov

08-Apr

2a-2e

Accountable for the direct product, process or service quality. Incremental improvement of existing processes and procedures according to clear guidelines. Choosing of correct action on the basis of set standards, training procedures, and past experience

 
 

Unskilled & defined decision-making

A1-A3

A

20-49

54-84

0-24

19-16

03-Jan

1a-1c

Steps to accomplish work or processes are clearly defined and understood. Tasks are sometimes repetitive and uncomplicated, and the work cycle is short

 
 
Job Gradings

As a Group Standard, it is mandatory for all Job Titles to be linked to a Job Level. The Measurement Standard used is governed and published by Towers Watson and is called the Global Grading System (GGS) https://www.towerswatson.com/assets/jls/Job_levelling_solutions_GGS_and_CareerMap.pdf

The Global Grading System (GGS) GGS is a job levelling tool for determining internal job levels based on an analysis of universally applicable factors that recognise differences in job size. GGS accommodate organisations of all sizes and uses an organisation’s size, complexity, and geographic breadth to assess the number of levels in its grading framework. It then evaluates jobs as part of a two-step process of banding and grading. Banding places jobs in the framework based on how they contribute to your organisation, reflecting a dual career path; the grading step assesses jobs against standard factors.

Where employees belong to a Bargaining Council, the Job Grading Process will deviate from the standard Global Grading system and follow the grading standards as prescribed by the applicable Bargaining Council.

System Facilitation

Once the Template – Position Management Register has fully been completed, the Division my then use this as the governing guide to set up the Organisational Management Module within the system.

Accuracy in setting up these structures are critical as the system facilitates various processes across the board by referring to these structures.

Please refer to the PSIber Organisational Management User Guide for further instructions.

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