 The latest unemployment rate percentage in South-Africa, was announced on 14 May 2019. The unemployment rate rose to 27.6 percent in the first quarter of 2019 from 27.1 percent in the previous period. It is the highest jobless rate since Quarter 3 2017.
“Reward and HR professionals, as well as SARA, know they have a key role to play to accelerate inclusive growth, create jobs, develop the skills that South Africa needs now and into the future, as well as improve the living conditions of our citizens, especially the poor,” says Morag Phillips, Executive Member of the South African Reward Association. Why companies need to focus on attracting, retaining and rewarding employees Analysts predict only moderate economic growth for South Africa. Amid political uncertainties and widespread corruption, Phillips says that businesses can’t continue with “business as usual”. There are still high levels of unemployment (27.6%) and high numbers of skilled, educated workers leaving the country, which is why corporations need to focus on how they attract, retain, and reward their workforce effectively. “South Africa is still an attractive destination for international executives and entrepreneurs, and many of our own people are skilled but without work. We have the people we need, but companies need to change the status quo within their organisations. The Reward profession is focused on providing an appropriate framework to attract, retain and engage these people to build their skills, work hard, innovate and contribute to economic growth in a way that creates value for shareholders, employees and the state,” says Phillips. Fair and Responsible Reward frameworks have become the norm among responsible, attractive employers To assist government achieve the 2030 National Development Plan’s target of 6% unemployment, many companies have made fair and responsible reward a part of their company culture and remuneration packages. Companies have realised the role they have to play in not only improving the unemployment rate but improving the lives of their people. Understanding the value of jobs to address poverty and inequality The Reward profession, as well as more general HR initiatives, look at the value of jobs and how they contribute to the economy as well as the skills and competencies that are needed to resource the country’s macro plans such as the NDP. Something that is currently under discussion in the business community is the feasibility of launching a Living Wage Foundation in South Africa, similar to the same in the United Kingdom. The goal of the UK Foundation is the campaigning of organisations with the aim of persuading employers to pay a Living Wage - an independently-calculated recommended minimum wage to cover workers' basic needs. “Responsible employers work with Reward professionals to create sensible ways to address the pay gap and mobilise corporate buying power to provide essential goods and services to employees at better prices,” says Phillips. Find what makes your people tick and work to strike the right balance Even with a limited pool of money, companies with a real desire for change have been able to use their money wisely to create an enviable balance between having an efficient organisation and rewarding as well as motivating their people. “There are many examples of South African employers who are deeply empathetic about the lives of their employees. There is a shift from a narrow view of only salaries to a broader view of ‘total reward’, where the full employee experience is considered, including benefit offerings as well as development initiatives, as examples When companies work alongside Reward professionals to understand what makes their employees tick, they can create great reward programs that benefit their people, their brands, and the economy as a whole,” concludes Phillips. ENDS MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, rosa-mari@thatpoint.co.za, www.atthatpoint.co.za For more information on SARA please visit: Website: www.sara.co.za Twitter: @SA_reward LinkedIn: South African Reward Association Facebook: SARA – South African Reward Association
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 As of 2017, close to a million South Africans were living in foreign countries. For first-time expats, a job offer abroad presents many questions that don’t have easy answers. South African Reward Association (SARA) Executive Committee member, Nicol Mullins, says there are several considerations to carefully weigh when deciding whether to take up an offer abroad or not. “Expats should keep in mind that if they accept a foreign assignment, they will be subject to the host country’s cost of living as well as quality of living, which might be significantly different to what they are used to back home,” says Mullins. A job offer of USD$20,000 per month may seem lucrative, but if the job is based in Luanda, Angola, the entire amount could easily be spent on housing. “The cost and quality of living that you are subjected to may change dramatically. It is important to do a thorough investigation so that you know what your income will be in relation to what you will spend to live in a foreign country,” says Mullins. Tax implications The South African Revenue Service has new rules about the reform of the foreign employment income tax exemption. In the past, South African expats did not have to pay tax if they were abroad for 183 or more days in any 12-month period, which had to include a continuous absence of at least 60 days. Expats earning R1-million or more will no longer get this tax exemption, and income tax is payable on earnings of over R1-million at rates of up to 45%. “Expats who want to avoid paying tax in South Africa need to ‘financially emigrate’, which means liquidating all their assets in the country. You must have no intention of returning to South Africa and you are not allowed to have any vested interests, including something as small as a pet, in South Africa to avoid paying tax to SARS. Keep in mind that you will also be taxed on money that you take out of the country. This money is taxed at between 20% - 50%, which means you could lose half your wealth by liquidating your assets and taking the money abroad,” says Mullins. Analysing your expat package There are different variations of expat packages. The type you will be offered will depend on the geographic location of the company, the role that you will take, as well as the way the company structures these packages for employees. “Employees with highly specialised skills may receive a full expat package where the company covers the cost of everything from flights, hotels, and visas to the cost of your move. Other packages may include an allowance for home travel, housing, and a car, for example. At a minimum, you want to be a position where you can afford the same goods and services that you enjoy back home. Speak to a tax specialist and carefully do your calculations to make sure the move is right for you and your family,” concludes Mullins. ENDS MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, rosa-mari@thatpoint.co.za, www.atthatpoint.co.za For more information on SARA please visit: Website: www.sara.co.za Twitter: @SA_reward LinkedIn: South African Reward Association Facebook: SARA – South African Reward Association  Authored by: Muhammed Goolab, Executive Committee Member of the South African Rewards Association
Despite years of progress and an increased awareness surrounding gender equity in the workplace and society in general, women bare a disproportionate responsibility when it comes to childcare. This, combined with social expectations and gender stereotypes, are seen to place women at a disadvantage in the workplace, says Muhammed Goolab, Executive Committee Member of the South African Rewards Association (SARA). “When childcare responsibilities fall disproportionately on the mother, it impacts her career progression and can depress pay.Time spent outside of the workforce and other time sacrifices that are made to care for children deprive women of experience and impacts pay and promotions,” says Goolab. South Africa’s maternity leave vs the rest of the world South Africa’s maternity leave policies and benefits stack up well against many other countries and generally surpasses what is offered in the U.S. South African mothers are entitled to four months maternity leave and employees who contribute to UIF are also eligible to receive that benefit. Some companies pay as much as 75% to 100% of a new mother’s salary while on maternity leave and if there is a shortfall, this can be claimed from the UIF. In contrast, new mothers in the U.S. receive 12 weeks of unpaid leave and no government assistance with regards to remuneration. The Scandinavian countries lead the way, with up to a year’s maternity leave and 100% pay. Many of these countries also have more progressive policies. In Denmark, for example, fathers can take more than two weeks paternity leave. “In the past, providing better maternity benefits to women was seen as a way of improving gender equity in the workplace. Today, however, there is a move towards greater paternity benefits, which is believed to help better bridge the gap,” says Goolab. Companies generally make their maternity leave policies easily accessible, and while maternity leave is regulated by the Basic Conditions of Employment Act, it is a good idea for employees to educate themselves on additional benefits that their employers offer. “Often companies offer additional benefits beyond those that are outlined in the Basic Conditions of Employment Act, although accessing those benefits may require a work-back period,” says Goolab. What do future-focused maternity leave policies look like? Goolab believes that HR and Reward managers should take a forward-looking approach when designing maternity leave policies. The maternity leave policies of the future will seek to lessen the effect that childcare responsibilities have on mothers. “The most effective, future-focused maternity leave policies will be completely untied to gender and they will even encourage a balance between genders. Some companies are looking at alternate leave structures for new parents, such as cumulative maternity leave benefits, progression in the number of leave days where parents need to take care of more than one child and reduced working hours. The most forward-thinking and attractive employers will also look at offering mothers returning to the workforce more flexible working arrangements that allow parents to better balance their responsibilities,” concludes Goolab. ENDS MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, rosa-mari@thatpoint.co.za, www.atthatpoint.co.za For more information on SARA please visit: Website: www.sara.co.za Twitter: @SA_reward LinkedIn: South African Reward Association Facebook: SARA – South African Reward Association  Authored by: Dr.Mark Bussin, Exco member and Past President, South African Reward Association (SARA), and Chairperson of 21st Century
As we celebrate Human Rights Day in South Africa on 21 March, fairness is on everyone’s lips. How companies distribute their benefits, burdens and rewards also becomes more salient during times of austerity, says Dr. Mark Bussin, executive member and past President of the South African Reward Association (SARA). “While there are many South African companies who admirably reward hard work and engagement, there are unfortunate situations that blur the lines between unfair practices and human rights infringements,” says Bussin. The wage gap between top and bottom workers is too high The remuneration that top executives receive is very disproportionate to what the lowest level of workers earns.. When it comes to just corporate behaviour, worker pay-related issues are at or close to the top of the list of things that employees consider. “A measure of justness is the ratio of what the CEO earns compared to the ‘average worker’. Today, South African CEOs earn far more than they did in previous decades. This destroys morale, demotivates workers, and raises more than a few ethical questions,” says Bussin. While Executives and Rewards professionals don’t always have the solutions, Bussin made a few suggestions. Annual bonuses, for example, could be paid out as an equal percentage to all levels across the business. “Instead of the top-level executives earning a 100% bonus and the lowest level workers earning 10%, consider giving everyone across the board a 25% annual bonus. Work with a Reward Professional to find a sustainable way of rewarding everyone within your company,” says Bussin. Addressing the gender wage gap In South Africa, women earn over 18% less than men, and this gap continues to grow. “The gender wage gap, combined with how women are prejudiced in the workplace, is an infringement on human rights. Companies need to deeply consider unconscious biases throughout their supply chain. Everyone from the recruiter and HR manager to line managers need to be conscious of the fact that women have been earning less for years,” says Bussin. Foreigners are exploited Home Affairs Minister Malusi Gigaba has bemoaned what he called the “super-exploitation” of foreign nationals. Some companies hire foreign labour, particularly labour from neighbouring countries, because they can pay below the minimum wage. “A local employee who gets paid below the minimum wage can easily go to the CCMA, but foreigners either can’t or don’t. The exploitation of foreigners is tied to human rights, and it’s something that needs to change from within companies,” says Bussin. Work hours South Africans are three times more likely to work 60 hours a week than many other countries, making them some of the hardest workers in the world. “South Africans are working much longer hours than their employment contracts specify. This is an infringement of human rights. Rewards professionals should work alongside HR professionals and executives to make sure all people within their business are being treated and compensated fairly,” concludes Bussin. ENDS MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, rosa-mari@thatpoint.co.za, www.atthatpoint.co.za For more information on SARA please visit: Website: www.sara.co.za Twitter: @SA_reward LinkedIn: South African Reward Association Facebook: SARA – South African Reward Association  Authored by: Morag Phillips, Martin Hopkins & Nazlie Samodien, Exco of the South African Reward Association
President Cyril Ramaphosa’s second State of the Nation Address had, at its heart, addressed efforts to reboot South Africa’s economy. Morag Phillips, Executive Member of the South African Reward Association (SARA), says the association’s strategy for 2019 is aligned with many of the government’s key themes and goals for the year. “Reward and HR professionals, as well as SARA, know they have a key role to play to accelerate inclusive growth, create jobs, develop the skills that South Africa needs now and into the future, as well as improve the living conditions of our citizens, especially the poor,” says Phillips. How Reward professionals can help change the status quo within companies Analysts predict only moderate economic growth for South Africa. Amid political uncertainties and widespread corruption, Phillips says that businesses can’t continue with “business as usual”. There are still high levels of unemployment (27.5%) and high numbers of skilled, educated workers leaving the country, which is why corporations need to focus on how they attract, retain, and reward their workforce effectively. “South Africa is still an attractive destination for international executives and entrepreneurs, and many of our own people are skilled but without work. We have the people we need, but companies need to change the status quo within their organisations. The Reward profession is focused on providing an appropriate framework to attract, retain and engage these people to build their skills, work hard, innovate and contribute to economic growth in a way that creates value for shareholders, employees and the state,” says Phillips. Fair and Responsible Reward frameworks have become the norm among responsible, attractive employers To assist government achieve the 2030 National Development Plan’s target of 6% unemployment, many companies have made fair and responsible reward a part of their company culture and remuneration packages. Companies have realised the role they have to play in not only improving the unemployment rate but improving the lives of their people. “Twenty years ago, a Reward professional within a business was a rare find. Today, companies have their own branded Reward programs as well as varying levels of Reward professionals within the business, including senior executives who focus solely on Reward. Businesses know that it’s not just about their own employees because these workers influence households, communities, and essentially the country,” says Phillips. Reward professionals making an impact on poverty and inequality The Reward profession, as well as more general HR initiatives, look at the value of jobs and how they contribute to the economy as well as the skills and competencies that are needed to resource the country’s macro plans such as the NDP. SARA recently assisted the National Student Financial Aid Scheme (NSFAS) in research about remuneration to create a baseline of the value of jobs. “Detailed knowledge of remuneration levels for recent graduates compared to unskilled workers can assist in planning education funding. This information is not only useful to the NSFAS, but also to companies. One of our themes for 2019 is focusing on creating awareness regarding fair pay, poverty and inequality,” says Phillips. Something that is currently under discussion in the business community is the feasibility of launching a Living Wage Foundation in South Africa, similar to the same in the United Kingdom. The goal of the UK Foundation is the campaigning of organisations with the aim of persuading employers to pay a Living Wage - an independently-calculated recommended minimum wage to cover workers' basic needs. “Responsible employers work with Reward professionals to create sensible ways to address the pay gap and mobilise corporate buying power to provide essential goods and services to employees at better prices,” says Phillips. Find what makes your people tick and work to strike the right balance Even with a limited pool of money, companies with a real desire for change have been able to use their money wisely to create an enviable balance between having an efficient organisation and rewarding as well as motivating their people. “There are many examples of South African employers who are deeply empathetic about the lives of their employees. There is a shift from a narrow view of only salaries to a broader view of ‘total reward’, where the full employee experience is considered, including benefit offerings as well as development initiatives, as examples When companies work alongside Reward professionals to understand what makes their employees tick, they can create great reward programs that benefit their people, their brands, and the economy as a whole,” concludes Phillips. ENDS MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, rosa-mari@thatpoint.co.za, www.atthatpoint.co.za For more information on SARA please visit: Website: www.sara.co.za Twitter: @SA_reward LinkedIn: South African Reward Association Facebook: SARA – South African Reward Association  Spokesperson: Deon Smit, Western Cape Chairperson of the South African Reward Association
The mismatch between employees’ experience in the workplace and outside of it can contribute to a higher level of disengagement and unhappiness. A recent Gartner survey indicated that only 29% of employees feel their human resource (HR) department really understands their needs. Deon Smit, Western Cape Chairperson of the South African Reward Association (SARA), agrees and says HR departments are not “tapping into the full customer experience” in the workplace. Employees are used to getting fast, instant responses as consumers or customers, but in the workplace, they are confronted with many policies that are obstacles and manual processes that impact the employee experience. The customer-centric HR department “It comes back to having a customer-centric HR department. Employees are our clients and we have to facilitate the customer experience.” Smit says employees want to work in an environment where they feel wanted, valued and where they can “buy into” the purpose of the company. Employees associate with “why” the company does something rather than with “what” the company does as Simon Sinek famously says. “Three key elements which impact an employee’s experience in the workplace are the culture of the company, the employee value proposition and overall employee engagement levels.” Smit says that in many instances companies do what they think their employees want, instead of taking a step back to listen to what it is that they need. That is why focus groups, engagement surveys and social media analytics help one to understand that employee sentiments are about a wide range of topics, including the economy, politics and their own sense of security in the workplace. “We have this information, but we do not sufficiently make the link to form a comprehensive understanding of the overall picture, which can lead to better decisions being made.” Well-designed reward structures and impact on employee experience Smit says reward structures are more than simply the salary package of an employee and will have a significant impact on the employee experience. Well-designed reward structures:
In the absence of proper information, employees will make their own assumptions and fill in the gaps. If HR leaders control the narrative by offering enough information about how remuneration structures are set up, it will reduce the spread of misinformation and improve the employee experience. What should we be focusing on? HR departments need to focus on using new technologies such as artificial intelligence and machine learning - having bots answer questions for employees around remuneration and benefits that are available in an instant and at any time an employee wants to access the information. This will not only improve the employee experience, but increase the capacity of HR departments. Smit says employees’ experience is impacted by five key factors:
ENDS MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, rosa-mari@thatpoint.co.za, www.atthatpoint.co.za For more information on SARA please visit: Website: www.sara.co.za Twitter: @SA_reward LinkedIn: South African Reward Association Facebook: SARA – South African Reward Association  Authored by: Dr Mark Bussin, Exco Member of the South African Reward Association (SARA)
December 9th is International Anti-Corruption Day, an annual event created by the United Nations in 2003 to raise awareness about corruption and how to fight it. Dr. Mark Bussin, Master Reward Specialist and Executive Committee Member at the South African Reward Association (SARA) and Chair of 21st Century, says reward practitioners are duty-bound to combat corruption along with the rest of society. “In fact,” he states, “their efforts are even more significant because they are responsible for a key area of public concern, that is, the fair and equitable remuneration of employees and executives.” Transparency International defines corruption generally as “the abuse of entrusted power for private gain". At a more fundamental level, something is considered to be corrupted when it is intentionally or unintentionally reduced from a desired state to an undesirable one. According to Dr. Bussin, the only true way to negate this effect is through moral reflection. “Corruption is not always an immediate condition but can be a weakening of principles and boundaries over time,” he says. “Reward practitioners must therefore have the courage to introspect themselves, their work and their organisation’s ethical posture, and decide to take corrective action where necessary.” Personal review It’s easy to become corrupted by small compromises, maybe for fear of losing a client or having one’s career sidelined. Every reward practitioner must regularly and honestly re-evaluate their conduct against their profession’s ethical standards, and recommit themselves to honour those codes if they have slipped. Programme review Likewise, reward programmes may seem ideal during conception. But always be willing to audit them after implementation to make sure they remain fair, equitable and ethical as the enterprise evolves. Organisational review Good governance considers not what is governed but the manner in which it is governed. This suggests that something can be successfully managed, though not in a responsible or ethical way. Does your organisation continue to adhere to good governance principles and practices, especially in terms of rewards, or has it devolved into lip service? Continuous professional development To ensure the best conduct from oneself and one’s organisation, ethics and good governance must be reviewed frequently, lest they be forgotten. So they should be a central component of the rewards practitioner’s commitment to lifelong learning. Whistleblowing Every organisation should have a formal whistleblowing process in place that assures anonymity and protection. Reward practitioners can promote this as part of their reward programmes, equal to wellness or location incentives, to attract desirable job candidates. After all, who wouldn’t want to work for a company that holds itself accountable? An incorruptible culture In some instances, corruption becomes the new norm among those conspiring to reap undeserved benefits, making it seem acceptable - even desirable - to conform. Reward practitioners can help develop a workplace culture where corruption is never tolerable but is readily exposed. On International Anti-Corruption Day, reward practitioners at all levels should take the time to reflect on ways to reduce corruption in their areas of responsibility and organisation. “It is the ideal opportunity to reconnect with our highest values,” concludes Dr. Bussin. ENDS MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, rosa-mari@thatpoint.co.za, www.atthatpoint.co.za For more information on SARA please visit: Website: www.sara.co.za Twitter: @SA_reward LinkedIn: South African Reward Association Facebook: SARA – South African Reward Association  Authored by: Deon Smit & Muhammed Goolab, South African Reward Association
Your employees are your company’s most important asset. They are the ones tasked with serving your customers, implementing strategies and driving your teams forward to achieve their goals. According to 2018 Gallup research, however, 85% of the workforce is disengaged. What is a ‘disengaged employee’? They are mentally ‘checked out’ and sleepwalking through their workday without passion and energy. These workers withdraw themselves mentally and emotionally from their jobs. The economic consequences of lost productivity due to disengaged workers is estimated to be around $7-trillion per year, but many of the costs are difficult to quantify because these costs are often intangible and untracked. Disengaged employees often have higher rates of absenteeism, resulting in more sick days taken, and they are more likely to be actively seeking other employment.This increases the associated costs of recruitments because these employees often need to be replaced at higher rates. Employee engagement is generally measured or defined by a number of factors, including the extent to which an employee feels that his or her contribution is important and is recognized and how inspired the employee feels about the organization and the extent to which the organization can cultivate this inspiration. Whether the employee perceives a workforce within the organization, and the extent to which an employee believes that he or she is paid fairly and equitably for the jobs they do, are also things that can be tracked to measure how engaged an employee is. Turning disengaged employees into engaged employees in 3 steps Engaged employees are natural brand ambassadors and companies who want to turn their disengaged staff into engaged workers need to focus on three things: the organization’s culture, communication and rewards. Employee engagement starts at the top and leaders need to invest in a culture of engagement and growth. Employees will be looking to their line managers for leadership, so these executives need to have the right leadership skills to actively engage the people that report to them and focus on reinforcing a positive work environment. Secondly, companies also need to effectively communicate their objectives while at the same time taking employees along on the journey with them. Employees need to know and understand how their contributions make a difference in achieving the company’s greater vision, so their role and importance in the business needs to be clearly communicated to them.Communication allows the organization to be held accountable in driving engagement and deliver against what they have committed to. Thirdly, the success and contribution of employees must be celebrated and recognized. This recognition must be done in a meaningful and consistent manner. Organizations should focus on the individual by creating clear career paths, growth, and development programs, as well as career advancement planning. Although monetary rewards are not seen as a driver of engagement, employees will become disengaged as soon as payment is perceived to be unfair. Money is a reinforcement for achievements, so use this reward wisely. The importance of an engaged workforce can’t be overstated. Reduce staff turnover, improve productivity, retain more customers and increase your bottom line by connecting with your employees in ways that count. ENDS MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, rosa-mari@thatpoint.co.za, www.atthatpoint.co.za For more information on SARA please visit: Website: www.sara.co.za Twitter: @SA_reward LinkedIn: South African Reward Association Facebook: SARA – South African Reward Association  King IVTM is set to have a major impact on how companies look at remuneration in 2019 and beyond, says Dr Mark Bussin, Exco Member of the South African Reward Association (SARA) and Chair of 21st Century.
“There has been a lot of discussion about King IV’s recommendations about non-binding votes and engaging with stakeholders about remuneration, but I think that the emphasis on single-figure reporting is likely to pose the greatest challenge—and have the longest lasting effects,” he says. “Single-figure reporting is integral to King IV’s move towards a full disclosure view of remuneration, not the traditional one based exclusively on just providing director remuneration in lengthy tables.” To arrive at the single figure recommended by King IV, companies will have to undertake the difficult task of valuing the shares to which executives and directors are entitled, whereas in the past they were able simply to state what the awards were. This move is aimed at making it easier for analysts as well as other stakeholders to gain a consistent view of the company’s true position.However, given the fact that market values and company performance are both highly unpredictable, a fair amount of educated guesswork will be unavoidable. The answer, Dr Bussin, believes, is to decide on a methodology for arriving at the desired value and then use it consistently over time.“In the end, we are looking to understand the direction in which the company is moving more than the absolute values,” he says. “It’s very important also to disclose the assumptions on which the final conclusions are based.” A related trend will be to get better at performance-related pay. Dr Bussin believes that a lot of work needs to be done in this area. In particular, companies need to be better at disentangling luck from skill. To a large degree, company performance is determined by the market: in a rising market, everybody’s revenues go up, in a falling one, they go down. He argues that performance-based remuneration should reflect out-performance of the average rather than simply rewarding better performance. “To be fair, the reward should be based on how much more the company has risen than its peers in a rising market, or on how much less it declined in a falling one,” he explains. “People get unhappy about high executive remuneration when they cannot see a link between what the executive in question did and the company’s performance. Companies will therefore need to get much better at articulating what an individual actually did to earn his or her bonus.” A third key trend for 2019 will be closing the gap between what is paid to men and women for doing the same job, and also between the highest and lowest paid within an organisation. To make progress in these areas, and to avoid simply mindlessly complying with legislation or codes, it will be necessary for companies to explain what lies behind their remuneration strategy, and how they propose to move towards a fairer dispensation. He argues that the gap between highest and lowest wages within the company is perhaps the most worrying because it is currently widening, and the lowest paid employees are particularly vulnerable to the impact of artificial intelligence and robotics as the so-called Fourth Industrial Revolution gathers pace. The only way to counter this, he believes, is to greatly increase the effectiveness of the educational system. Some commentators argue that in fact the Fourth Industrial Revolution will likely create more jobs than it destroys, but only for those with the right level of skill. “All of these trends are ultimately powered by King IV’s welcome insistence that ‘performance measures that support positive outcomes across the triple context in which the organisation operates, and/or all the capitals that the organisation uses or affects’ should be used when crafting remuneration policies,” Dr Bussin concludes. “The days of easy formulas are over: we have to be able to justify why we are paying what we do by showing that we are rewarding individuals who have created value for the company and society more broadly.” ENDS MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, rosa-mari@thatpoint.co.za, www.atthatpoint.co.za For more information on SARA please visit: Website: www.sara.co.za Twitter: @SA_reward LinkedIn: South African Reward Association Facebook: SARA – South African Reward Association At the 3 November 2018 Reward Awards ceremony hosted by the South African Reward Association (SARA), Standard Bank won the Reward Project award while the Nu Clicks Group won the Remuneration Report award. Martin Hopkins received the prestigious President’s Award.
The annual awards – sponsored by Remuneration Consultants and 21st Century – celebrate teams of reward professionals that design reward structures with a mix of innovation, business acumen and technical expertise in the financial and non-financial aspects of pay. The design of an effective reward structure is crucial for organisations that want to attract, retain, motivate, and engage the employees that are best suited to helping the organisation achieve its goals. These remuneration structures have to be designed for and applied in the unique South African context and take into account the numerous economic and social challenges employees have to face. Reward Project Award The award for the 2018 SARA Reward Project of the year recognised the team from Nu Clicks Group that was responsible and actively involved in the development and implementation of a new reward project. The aim of the project was to make employees shareholders of the Nu Clicks Group, not only to attract and retain specialist talent like pharmacists but to ensure that all employees realised the value of their contributions. The Nu Clicks Group was congratulated for not only achieving B-BBEE milestones but also creating wealth for employees. The project touched peoples’ lives in an unimaginable way and received coverage in various media. At the request of Cosatu, the project methodology is being shared with other organisations. The other placed nominees of the 2018 SARA Reward Project of the year award were ACSA in second place, and St Stithians College in third. Remuneration Report Award The winner of the 2018 SARA Remuneration Report of the year award is Standard Bank. Anglo Gold Ashanti received 2nd place and Sasol received 3rd place for their submissions. The Remuneration Report Award recognises organisations for how well they have demonstrated compliance with the King IVTM principles through clear and concise disclosure of the company’s remuneration philosophy and its application. The King IV Report was published on 1 November 2016 and is effective in respect of financial years commencing on or after 1 April 2017, and therefore this year’s submissions were the first evaluated against the King IV principles. A panel of judges evaluated nominations and considered how organisations are demonstrating the broad principles of transparency, fairness and responsible pay decisions. Specific focus was given to how organisations report on the remuneration detail, including fixed and variable pay. President’s Award A special President's Award that honours outstanding achievement in the field of reward was awarded to Martin Hopkins for his significant and notable contributions in shaping and uplifting the reward profession both during and prior to being a SARA Exco member. During his career, Martin has developed and nurtured many young reward professionals. As a consultant, he has developed leading edge remuneration programmes for companies based locally and abroad. Martin has also been the Remuneration Lead in the development of the King III and King IV remuneration governance sections. By continuing to host the Reward Awards, SARA hopes to highlight pay practices that adhere to good governance and industry best practice. The association hopes to inspire reward professionals to always aim for transparency, fairness, and responsibility in determining how employees and executives are rewarded for their effort. ENDS MEDIA CONTACT: Juanita Vorster, 079 523 8374, juanita@thatpoint.co.za, www.atthatpoint.co.za For more information on SARA please visit: Website: www.sara.co.za Twitter: @SA_reward LinkedIn: South African Reward Association Facebook: SARA – South African Reward Association |
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