We create an environment where employees can do their best work, and fulfil their potential
Material focus areas
Key matters raised by stakeholders
- Leadership continuity and managerial depth
- Retention of critical skills
- Talent attraction and development
- Productivity through an agile culture
- Diversity and transformation
Measuring our progress1
|1||All employee metrics exclude Woolworths Financial Services.|
|2||Number of employees includes permanent and temporary employees.|
|3||The total number of terminated employment contracts expressed as a percentage of the average number of permanent employees for the year.|
|4||The number of female employees in managing principal/principal roles for South Africa, and director and managing director roles for Rest of Africa, expressed as a percentage of the total number employees in managing principal (director)/principal (managing director) roles as at 31 December 2016.|
|5||Percentage of senior black executives at managing principal level. (South African operations only).|
|6||Total direct costs of development replaces total reportable spend that was disclosed in prior years.|
|LA||This indicator is covered by the scope of a limited assurance engagement undertaken by EY and PwC. The basis of measurement thereof and the assurance statement can be found here.|
Our priority is strong business performance during a successful operational separation from Barclays PLC. Barclays Africa’s sustained focus on employees, as a differentiating asset, has enabled us to accelerate our progress. Central to this is leadership continuity, critical skills retention, and our ability to attract and engage quality employees, independent of the Barclays PLC platform.
We are significantly investing in employee development and strengthening our employer brand. This includes building the leadership and managerial depth to underpin our future ambitions. As evidenced by many of our Colleague metrics, we continue making strong progress in attracting, developing and retaining the employee capabilities required to achieve our strategy. Our talent attraction and hiring metrics show that Barclays Africa is well resourced with quality employees, particularly in technology and digital, which are key enablers of our strategy. Our retention of leadership talent and critical skills is the highest it has been in the past four years.
Our leaders are focused on building a more agile and productive culture, founded on ethical values, personal accountability and transparency. This will be value accretive for all our stakeholders, including our employees. We are also upgrading our change management capability, so that we are well-positioned to take advantage of opportunities in our markets.
The revised operating model (South Africa Banking, Rest of Africa Banking and WIMI) ensures we have dedicated leadership, and commercial and technical capacity across our portfolios.
Leaders as a source of value
A competent executive team and strong leadership pipeline are key to delivering value for our customers and clients, and sustaining the confidence of our investors and regulators.
The strength of our executive talent pipeline, in which we invest significantly, is reflected in three out of four internal appointments to the Executive Committee over the past two years. We have a seasoned, stable and diverse executive team, of whom one-third is female (unchanged on 2015) and one-third black (2015: 25%).
Our executive leadership retention rate is encouraging. We retained 95% and 100% of our 136 managing principals in South Africa and Rest of Africa Banking respectively.
We invested R30.8m (2015: R22.9m) in our Global Leadership Curriculum, and our leaders who are accountable for people management participated in 6 100 training sessions (2015: 3 900). In addition, we launched a portfolio of bespoke leadership programmes (including Leadership Excellence and Management Excellence) to further strengthen our managerial capabilities – benefiting 1 334 employees. We segment and customise our leadership programmes. For example, in Kenya, 96% of leaders attended our Certified Employees Manager programme, and 150 leaders have been trained as internal coaches. This has significantly shifted the Kenyan performance culture, and employee turnover is now 3% (2015: 5%).
Attracting and retaining quality employees
We experienced the lowest total employee turnover in four years which reduced to 9.86%LA (2015: 12.0%). Importantly, 93.5% of high performers were retained (2015: 91.4%) and voluntary attrition reduced to 7.4% (2015: 8.0%).
Our improving employer brand and the pan-African opportunities we offer underpin our ability to attract top employees. We hired 6 771 people, and our average time to hire improved for the third consecutive year, down by 7.3% for 2016, to 38 days (2015: 41 days). Time to hire for senior managers also improved for the third consecutive year, down a further 23% to 53 days (2015: 69 days). We reduced our agency spend by 39%, as our employer brand and internal talent marketplace enables us to source more talent directly.
We are attracting a diverse workforce to broaden our perspectives and enhance performance as reflected in our hiring data.
We have strengthened our technology, digital, data and financial crime functions. Given the strategic importance of digital capability, we hired 54 professionals who are being developed through our newly launched Digital Academy.
|1||Definition as per South African Broad-Based Black Economic Empowerment Act.|
Building bench strength through distinctive development opportunities
Creating value for our employees through unique development and career experiences is a key component of our employee value proposition. We spent R376m (2015: R320m) on developing the technical, commercial and leadership capabilities of our employees.
Our commitment to developing our employees was recognised by BANKSETA in South Africa, with the top Skills@Work award for large employers. In Mauritius, we were recognised by the World HR Congress with the Global Training and Development Award.
Through our Internals First programme, 66% (4 469) of our 6 771 vacancies were filled by employees from within Barclays Africa, providing them with growth and career progression opportunities. Of these, 48% (2 145) were promoted, reflecting the strength of our internal talent pipeline. In addition, 135 employees benefited through pan-African assignments.
Our approach to learning is employee-led, and our employees benefited from 61 484 learning programmes (2015: 54 764). 1 288 employees received tertiary education bursaries at a cost of R32.9m (2015: 1 198 at R25.5m). Our investment in building our talent pool has reduced expatriates from Barclays PLC to 46 (2015: 65).
We continue to attract and develop high-potential young leaders. 113 graduates from across the continent participated in our Rising Eagles Programme. They join the 1 000 young professionals who have built their careers within the Group since the programme’s inception in 2008.
We offered 2 198 learnerships, 558 of whom were given to unemployed youth who gained work experience. Of these 558, 368 (66%) have been retained within the Group after completing their learnerships.
We are implementing a new change management approach that will build the change capability of some 6 600 leaders. We conducted a pilot in Kenya where 3 537 employees participated in 125 iChange sessions, and peer-to-peer change support through a digital change platform.
Accelerating our diversity
Barclays Africa has a distinct advantage in the wealth of diversity across the continent and in South Africa. Diversity is core to our Values, key to our commercial success and rooted in our deep commitment to Africa.
61% of our employees are women, who accounted for 60% of all promotions in 2016 (2015: 58%). We have continued embedding gender-parity principles into our core employee processes and practices.
At the Gender Mainstreaming Awards, our success in advancing gender diversity was recognised with three podium awards and the overall top award for the ‘Investing in Young Women’ category. Our Women in Leadership employee network played a key role in this achievement.
We have also made good progress with employment equity in South Africa. In summary, black employees make up 68.4% (2015: 67.6%) of the South African workforce, and accounted for 82.5% (2015: 76.3%) of South African promotions.
Of our 2 361 bursary recipients, graduates and learners, 1 967 (83%) are black South Africans of whom 1 318 (58%) are black women.
7.1% of our workforce is disabled, and they are supported by our Reach network. During 2016, the network created awareness of employees with disabilities through the ‘This is Me’ campaign, and we continue to support these employees with their workplace needs, including specialised facilities and technology.
Our Lesbian, Gay, Bisexual and Transgender, intersex (LGBTi) Spectrum Network is active across the continent, and has 750 members (2015: 100). This network championed multiple initiatives including education campaigns, pride celebrations, and the launch of an LGBTi mentoring programme.
|1||Definition as per South African Broad-Based Black Economic Empowerment Act.|
Partnering for success
Our People Potential programme, which was designed together with our labour union partners across the continent, continues to limit the impact of potential employee displacement.
The programme provides high-touch career counselling, re-skilling opportunities and outplacement support. 77% of employees whose jobs were impacted and who participated in the programme, found alternative employment within Barclays Africa. 77 employees embraced the opportunity to multi-skill themselves in advance of potential workforce changes. In recognition of this programme, BANKSETA has partnered with us, providing R13.0m in funding to expand the programme.
We have developed strong partnerships with our unions, as reflected in our new streamlined disciplinary, grievance and capability management processes in South Africa.
54% of our workforce is represented by recognised trade unions.