In 2012 we continued on our journey towards building Africa's most admired bank by all its stakeholders. A key emphasis for the achievement of this vision is the cultural sustainability of the organisation which requires a particular focus on the two specific areas of transformation and culture – both of which are integral to achieving our aspiration of being a great place to work.
The year 2012 also saw us placing a particular focus on creating an inclusive environment where employees have the freedom to contribute to a corporate culture that they desire – a culture where all are encouraged to achieve their goals with shared values and a shared vision for the future. Given our understanding of the importance of transformation and sustainability in cultivating this culture, further emphasis was placed on embedding a values-driven, innovative and clientcentric environment.
Nedbank Group remained committed to achieving the cultural sustainability objectives set out for 2012, despite the challenges in the local and global financial environment.
Our integrated approach to transformation continued, with the ultimate aim of building a truly representative bank. Numerous diversity programmes and education programmes, combined with the close monitoring of our employee/workforce profile, were core contributors to achieving many of the defined Human Resources (HR) targets and objectives.
We continued to monitor our culture and organisational climate using the quantitative and qualitative feedback obtained. This feedback was used to measure, assess and substantiate the cultural sustainability achievements and develop action plans with relevant interventions.
The year 2012 saw increased focus on enhancing leadership capabilities and management effectiveness through the Leading for Deep Green Programme as well as the launch of the Leader/Manager Academy. Additional Academies, in addition to the HR and Risk Academies, were launched in 2012 with the aim of ensuring both functional and technical on-the-job training and heightened employee effectiveness.
In addition we developed the Integrated Talent Framework which provides line managers with an endto- end view of talent management. These and other interventions are aimed at developing Nedbank Group's existing talent, the group sharpened its focus on attracting the best new talent. A key aspect of this focus area was on refining the scarce-skills categories relevant to the operations of the organisation.
We view transformation as a process of change, through which a culture of inclusion can be achieved. We therefore embrace transformation as a moral and a business imperative. Transformation shapes our business principles and is reflected in all our business policies, practices and procedures. We remain committed to leading in transformation both within the group and in support of the country.
The Nedbank Group Transformation Strategy (2012 – 2013) seeks to deliver on various transformation initiatives, with a special focus on senior management, and seeks to create a culture of inclusion as the desired end-state.
This culture of inclusion aims to create an environment in which talented people from various backgrounds and mindsets are able to work together efficiently and perform at their highest potential to achieve organisational goals. In such an environment different voices are respected and heard; diverse view points and perspectives and approaches are valued and all are encouraged to make a meaningful contribution.
During 2011 and 2012 the Department of Labour conducted a Director General Review on Nedbank Group. The results led the Ministry of Labour to conclude that we are one of the most progressive organisations when it comes to recruiting people with disabilities and is one of the SA organisations that has shown significant progress in achieving the goals and objectives of its EE Plan.
We continue to work towards achieving these goals and objectives by December 2013. The implementation of the Transformation Strategy and EE Plan is monitored through various management committees and governance structures.
These EE governance structures continue to function in a coordinated manner to ensure that EE issues are properly escalated for decisionmaking across the group. The Board Transformation, Social and Ethics Committee has the overall responsibility for the direction and management of the group, and actively monitors EE action plans.
A subcommittee of the Group Executive Committee (Group Exco) on transformation and human resources (Transformation and Human Resources Committee) ensures full integration of all transformation processes within the group and advises on strategies for transformation. Each cluster has an EE forum that is made up of employer and employee representatives. Each cluster in turn is represented on the Nedbank Employment Equity Forum, a consultative body constituted in accordance with the EE Act, which measures EE performance and provides input and direction where required. Capacity-building workshops are conducted on a quarterly basis to develop employees who sit on these forums and ad hoc training sessions also take place at the request of various business areas. During 2012, a total of 13 such sessions were conducted and 236 employees were trained.
Of the 507 employees who participated in our business education programmes during 2012, 71% (2011: 68%) were black and 17% (2011: 16%) were black females. Of the 116 (2011: 58) employees who participated in the executive education programmes, 65% (2011: 48%) were black and 17% (2011: 10%) were black females. This ongoing development of employees from previously disadvantaged groups contributes towards our transformation bench strength and talent pipeline. In 2012 more than 1 310 (2011: 1 101) employees benefited from our internal bursaries, with 1 020 or 78% of these employees being black (2011: 79%).
For a more detailed breakdown of training initiatives in 2012 see the 'Developing our Employees' section of this cultural sustainability report on page 53.
Our aim is to have an inclusive culture where all our employees feel welcome, with particular focus placed on developing, and creating opportunities for, women and people with disabilities.
In 2012 we continued our commitment to being a great place to work for employees with disabilities. Interventions and plans in support of this commitment included the Nedbank PWD Communications Plan, which was launched in the first quarter of the year and is closely aligned with the national and international calendar of events for PWD.
The percentage of Nedbank Group employees (total workforce) with disabilities in SA has increased from 2,76% in 2011 to 3,43% at the end of 2012. Significant progress has been seen in this area since 2006 (0,21%).
In the run-up to the International Day of People with Disabilities 2012, we increased our efforts to create awareness of the requirements and value of employees with disabilities as well as the role they play in creating a truly inclusive environment and a great place to work for all.
To bring the communications alive for employees, it was decided that employees with different types of disabilities who had declared their disability status across the country would become ambassadors for the 2012 PWD awareness campaign, which continued the 2011 theme of 'My disability has little to do with my ability'. The campaign itself included:
By using our own employees with disabilities in the campaign, the message was made more credible and helped to address some of the fears that employees may have harboured about declaring their disabilities.
On the International Day of People with Disabilities, all meetings taking place across Nedbank Group started with a 15-minute discussion around disabilities. These discussions were aimed at helping employees to understand the importance of PWDs at Nedbank, and increasing the understanding of the tools we have in place to help support PWDs in the workplace.
Our people transformation strategy places great emphasis on the advancement of women. This strategy aims to continue using current platforms, such as the Nedbank Women's Forum, to ensure that Nedbank is a great place to work for all female employees. We also leverage our sponsorship of the Business Women's Association of SA (BWASA) to strengthen our gender equity position.
While attaining female representation at executive and senior management level remains a challenge, research indicates that this is by no means unique to Nedbank Group and that it is indicative of global trends.
The latest SA Women in Leadership census shows that female representation at top management levels of JSElisted and state-owned companies was only 21,4% in 2011. At 10,5% representation, we are still trailing behind this figure. However, we remain among the top performing companies when it comes to female representation at board level. The census showed that only five of the largest (by market capitalisation) companies on the JSE have 25% or more director positions held by women, and one of them is Nedbank Group.
Against this challenging backdrop, we continue to focus on the advancement of women in the group, and, to this end, a number of celebrations, functions and events were held during the year under review, including:
To identify the barriers that women are facing. Great emphasis has been placed on the feedback received from women who attended the sessions. The recommended action plans have been developed and will be implemented from 2013.
During 2013 particular focus will be on:
During the year under review, various transformation Dialogue sessions were conducted. These transformation dialogues were a series of talks by invited guest speakers with panels addressing important and current transformation topics. These included sessions by:
These transformation dialogue sessions will continue in 2013, with the aim of encouraging employees to hold open and honest debates on broader transformation matters that affect the way we implement our transformation initiatives.
As part of our commitment to promoting and fostering good employee relations, we recognise the right of our employees to representation, freedom of association and collective bargaining. We also consult with our employees and their recognised unions on any restructuring activities that may be required. The minimum notice period for bargaining and nonbargaining units, as specifed in agreements, is three months for any significant operational changes.
Altogether 133 disciplinary incidents and disputes were referred to the Commission for Conciliation, Mediation and Arbitration (CCMA) in 2012. This was slightly higher than the 124 in 2011, but the increase cannot be ascribed to any single factor.
The number of dismissals due to disciplinary incidents also increased to 209 for 2012 (2011: 171), with most related to instances of dishonesty and gross negligence. Our approach to dismissals remains firmly rooted in a fair disciplinary process.
During the year under review formal and informal management training and various focus group discussions were offered on the industrial relations aspect of managing discipline, grievances and performance. A total of 1 044 managers and supervisors attended these sessions.
We embrace the principles of collective bargaining as we believe this helps to create healthy employeremployee relationships. On 31 December 2012 a total of 67,46% permanent Nedbank Group employees comprised the collective bargaining unit, although only 50,7% were actual paying members of the two recognised trade unions. We utilise this process to agree fairly and equitably on the terms and conditions of employment for all bargaining-unit employees.
We also consult with employees and their recognised unions on any restructuring that may be required. During 2012 all such restructuring initiatives were successfully concluded without any forced retrenchments. While there were retrenchments these were voluntary and in most cases with early retirement where the individuals chose this option rather than alternative placements or re-location.
Actions taken to support the right to exercise freedom of association and collective bargaining are entrenched in our human resources policies.
A significant component of our vision of becoming the most admired bank in Africa by all stakeholders is a focus on effective two-way staff engagement. The annual Barrett Survey and NSS have become integral tools in terms of understanding the organisational culture and the overall corporate climate and working environment. By analysing the results of these surveys, we not only ensure that we constantly measure our cultural sustainability progress, but we are also able to implement practical, staff-driven initiatives supporting our cultural sustainability journey.
The results of this survey showed that Nedbank Group is a step closer to being a great place to work by achieving an entropy score of 10%P (2011: 11%). An entropy score of 10% or less is internationally recognised as a minimum requirement for a truly healthy organisational culture.
The number of aligned values illustrates the degree to which employees believe the organisation is on the right track. In 2012 there were five matches. While this was a decline on the six achieved in 2011 it remains within the four-to-six range that indicates that staff have a strong level of confidence in the current direction of the organisation.
Overall, our current culture reflects values that promote a strong focus on meeting client needs and building a positive image. The values chosen by Nedbank employees show that we have people working together and taking ownership of their actions to meet business targets and that there is appreciation shown by the organisation for their efforts. The values also support our commitment to being a green and caring bank, as reflected in our value of making a positive impact on the communities in which we operate. The responses of 2012 survey participants revealed that Nedbank staffmembers would like to see an even greater focus placed on the building and strengthening of connections with one another across the group. It is understood that by deepening these relationships, we build a stronger sense of community and unity in the organisation.
The overall feedback from the 2012 Barrett Survey once again provided us with valuable insights into key cultural sustainability focus areas. These include:
In 2012, we embarked on an exercise to ensure that the NSS remains relevant. As a result of this exercise the NSS questionnaire was reduced and revitalised, which led to the inclusion of two new dimensions namely Engagement and Employment Equity.
This year also saw more Nedbank Group employees participating in the NSS than in the prior year, and the results showed a significant improvement from 74,4% in 2011 to 76,2%P in 2012. This improvement was underpinned by statistically significant improvements in eight of the twelve dimensions, with the highest scoring dimensions being Strategic Direction and Rewards, Recognition and Performance Management.
Three new statements were added to the Ethics dimension of the NSS in order to obtain a deeper view on Ethics in the organisation. Questions were included from the Ethics Indicator (which is a separate review) as these questions were reflected as high risk questions in the previous Ethics Indicator. On this basis the Ethics score declined, however if we were to exclude the three new ethics questions, the 2012 Ethics score increased relative to that in 2011.
As part of the 2012 NSS, the Hewitt Engagement Survey was once again included, and for the first time, the Net Promoter Score (NPS) was included. The Hewitt Engagement Survey seeks to understand the engagement of Nedbank Group employees based on three dimensions of:
The Hewitt Engagement score of 71% for 2012 saw Nedbank Group returning to the high performance range and revealed that employees are highly engaged and actively contribute to the achievement of our organisation's goals. This score places us above the Global Financial Services average.
The Net Promoter Score (NPS) was also included in the 2012 survey for comparability between staff ratings and client perceptions. The NPS allows us to assess employee advocacy levels of the group as a great place to work and bank, thereby having a comparable measure that is benchmarked against client surveys conducted in client-facing clusters. The premise of the NPS is that employees can be divided into three categories:
Scores on this measure pointed to Nedbank Group's having a higher percentage of employees who are promoters of the organisation rather than detractors. This suggests that we enjoy the services of many loyal employees who actively endorse our brand.
The positive shift in the results of both surveys is testimony that actions implemented following feedback from previous surveys are contributing to lasting, positive change in the Nedbank Group culture.
The Leading for Deep Green (LFDG) Programme provides managers with an opportunity to understand even better how they lead and relate to their team members. In 2012, this programme gained further momentum and it has now been extended to the end of 2015. During 2012, a total of 1 312 (2011: 656) employees were exposed to the programme and this number will continue to grow in 2013 in line with our aim of reaching at least 2 150 employees.
Our employees remain our most significant source of a sustainable, competitive advantage. To ensure that our employees perform at their peak, realise their personal goals and contribute towards the achievement of our Deep Green aspirations, we have implemented a number of talent management tools and initiatives.
An integrated talent framework was developed that provides line managers with an end-to-end view of the talent management process. Aligned to this, a series of tools have been developed to guide managers in managing their talent effectively.
The true success of the LFDG programme is the potential it offers managers to understand the true meaning of leadership, recognise how they lead and relate to their team members, and use these insights to build effective personal and team leadership capabilities that will take them, and the organisation forward in the future.
Almost without exception, attendees of the programme express their appreciation for the opportunity it affords them to connect with their peers and colleagues on a deeper and more human level. This personal connectivity allows for greater levels of support and empathy within business units, divisions, clusters and teams. LFDG is also widely acknowledged as an excellent facilitator of greater collaboration and communication across the organisation.
Middle managers who attend the programme praise it for the tools and insights it provides to help them achieve more in their roles, despite the increased performance demands and pressures they face, often without additional resources.
LFDG is also effective in prompting and enabling courageous team conversations, driven by those who attend the programme, and in breaking down blockages that would otherwise have limited success.
The managers who complete the LFDG programme have a clear understanding of what good leadership is and where their leadership styles and habits need adjustment if they are to become great leaders in their own right.
We are continuously looking for innovative ways in which to enhance the talent management process, and one of the enhancements we undertook in 2012 was the introduction of the Nedbank Group Talent Forum. This forum allowed Group executive committee members to identify emerging talent and share their thoughts regarding prospective candidates for group executive roles as well as the overall executive level talent pool within the organisation.
The Nedbank employer brand, through the EVP, has a responsibility to link Nedbank's aspiration of being a great place to work and bank by highlighting the relationship between people strategies and corporate brand strategies. The EVP remains a guiding principle by which we deliver on our promise to employees to offer a great place to work. The EVP project started in 2011 and gained momentum in 2012 with the completion of a conceptual framework that emphasises key integration points for the EVP and group's client value proposition (CVP). Employees' views on the Nedbank Group EVP were obtained at three workshops held in Johannesburg, Durban and Cape Town. The feedback from these conversations will form the basis for the revitalisation of the EVP.
The primary focus for 2012 was to improve existing systems and processes to ensure that the talent acquisition process runs more smoothly and that we have the right partners on board to source the best people for our organisation. Our initiatives this year were focused on the alignment to the scarce-skills list to make sourcing for these skills easier and to build a future pipeline for these skills sets through the graduate and bursary programmes.
In 2012 a total of 164 698 (2011: 173 359) job applications were received, this included 121 358 internal applications and 43 340 external job applications.
2012 saw an increase in attrition, to 8,2%P (2011: 7,6%) which could be attributed to the restabilisation of the job market and economy.
In 2011, Nedbank embarked on a journey to clearly define our scarce skills. In order to do this a Scarce Skills Scoring Tool was designed, which helped us to verify the extent and degree of scarcity of a skill. In 2012, we finalised our scarce-skills list, which now comprises 61 scarce-skills in 15 segments. Each of these skills have different ratings, which helps us to target our talent interventions to bridge the gaps in the supply of these skills both in the short and longer term.
Global surveys point to the fact that industries such as finance, insurance, consulting services, and the professional, scientific and technical field, offer good opportunities for flexible work arrangements. In line with this global trend, we offer qualifying employees the opportunity to manage their work time and methods in ways that maximise their productivity. In the past year, we have observed a significant increase in the number of employees taking advantage of the opportunity to work flexibly. In 2012 we saw a significant increase, from 895 to 3 152 employees formally working flexibly. Most notable is the substantial increase in flexitime workers which increased to 2 894 from 658 in 2011.
To deliver on our aspiration of being a great place to work we recognise the need for a highly integrated performance, reward and recognition framework. The findings of the NSS showed that our efforts in this regard are delivering results, with an improvement in employees' perceptions of performance, reward and recognition from 66% in 2011 to 76,6% in 2012.
We take a 'total reward' approach to incentivising our employees to deliver optimum performance. This could take the form of a cash bonus (short-term incentive or STI) or share-based (long-term incentive or LTI) remuneration. These rewards are supplemented by a range of market-aligned employee benefits that form part of employees' cost-to-company remuneration packages and help them to achieve their financial planning goals.
In addition, a range of banking and lifestyle products is made available (the latter through the Nedbank Mall), giving employees access to a range of very competitively priced goods and services.
We conducted a comprehensive pay differential analysis in 2011 to determine whether there was any racial or gender bias in the determination of pay levels. This process allowed us to set in place the appropriate remedies for any discrepancies observed. These discrepancies have now mostly been resolved. Our lowest pay scales exceed the national minimum wage. More information on this and on our overall approach to remuneration is contained in our Remuneration Report.
Our performance planning process ensures an alignment of the strategic business intent with the development of personal performance objectives. This is achieved through extensive use of a scorecard approach to performance planning, enabling everyone in the organisation to contribute directly to the overall success of the organisation. It also ensures that we achieve an appropriate focus on the key business priorities that have been agreed with stakeholders.
An ongoing process of engagement on performance between employees and their line managers is encouraged. This ensures continuous improvement and enables responsiveness to changing business conditions. The process includes a bi-annual performance review where performance is formally rated by both the employee and the line manager. Altogether, 96% of our employees (2011: 92,1%) participated in the final performance review process in 2012 and confirmed their ratings on the Nedbank self-service HR portal.
In addition to providing formalised input for development and career development purposes, the outcome of the final performance review is a primary input into the annual reward review process.
Recognition is an important element of the way we do things. Our recognition process covers a range of positive feedback mechanisms – from an informal but deliberate 'thank you', to a formal recognition programme that culminates in an international Top Achiever recognition trip hosted by the Chief Executive and other members of the Group Executive Committee.
In 2012 a total of 530 employees were formally recognised as Nedbank Achievers, with the top 159 of these visiting Abu Dhabi and Dubai with their partners as part of the Top Achiever programme.
Importantly, our approach to recognition transcends single or occasional performance events and focuses instead on consistently demonstrated behaviours that align with the organisation's values and make a tangible contribution to the achievement of our objectives.
We understand that, rather than merely doing a job, our employees have unique career aspirations and place a priority on continuous personal development. Providing them with the support they need to reach their full potential is key to our ability to create a great place to work. Empowering employees to perform optimally also enables higher engagement levels and increases the ability of staffmembers to push beyond their boundaries, both for their own benefit and that of the organisation.
Training and development are integral to this philosophy, and thus in 2012, we recorded an average of 44 (2011: 43) hours of training per employee, with an average of 47,2 hours for females.
The training and development programmes and initiatives available to Nedbank Group employees include:
These are outlined in greater detail in the supplementary information online version of this report.
Nine new learnerships were implemented in 2012.
Other programmes (Category B programme)
Internship (Category C programme)
One of the main objectives of development assessments is to facilitate focused personal and professional development and self-insight. This enables the creation of meaningful and focused personal development plans and instils an ethos of continuous improvement, where individuals take responsibility for their own personal development with the support of their line manager. During 2012 the Nedbank Assessment Unit conducted 201 development assessments and 58 assessments for the Leader/Manager Academy.
A total of 23 361 (2011: 21 690) of Nedbank employees have personal development plans in place.
In 2012 we continued to offer our employees a comprehensive Employee Wellbeing Programme (EWP), facilitated through Independent Counselling and Advisory Services (ICAS). The EWP provides assistance and support on a wide range of issues such as emotional and personal difficulties, family and relationship concerns, alcohol or drug abuse, the management of stress and change, financial matters, legal concerns, HIV/Aids, violence, bereavement and loss. Onsite debriefing is also provided for employees that have been exposed to traumatic events such as bank robberies.
The EWP is integral to our overall employee wellness strategy, which aims to create a culture of physical and emotional health that, in turn, fosters personal commitment to healthy lifestyles and the reduction of health risks by employees themselves.
During 2012 the EWP was rolled out to all Nedbank staff in the rest of Africa. Currently the overall engagement rate, which includes uptake of all services provided, amounted to 37,8%, which has increased from 35,9% in 2011. These high utilisation rates indicate that there is a good level of awareness among employees of the services on offer. Services are provided by ICAS.
As part of our efforts of creating a great place to work Employee Wellbeing provided numerous opportunities for employees to grow and enhance their knowledge of health and wellness.
In 2012 Planning for Retirement workshops were included as part of the programme. These are open to employees aged 55 years and older and are aimed at addressing common concerns around retirement and easing any anxiety felt by employees as they approach retirement age. A total of 88 employees attended the workshops, which were launched in the last quarter of 2012.
More than 91% of our female employees return to work after maternity leave. As part of being a great place to work, we provide childcare facilities at three of our headoffice building sites in Gauteng. By addressing the needs of working mothers and fathers, we aim to retain our staff, boost productivity and reduce absenteeism. Together these facilities accommodate 238 children.
The health of Nedbank Group executives is a material consideration in terms of business continuity and stakeholder interests. Our executive health programme is designed to mitigate this risk by assessing and monitoring the health of our executives and promoting good lifestyle and nutrition choices, regular physical activity and effective stress management.
The cornerstone of our executive programme is a comprehensive wellbeing assessment with professionals who are experienced in executive wellness. During the year under review 189 Nedbank executives made use of this facility.
We remain proactively committed to addressing HIV/Aids in a positive, supportive and nondiscriminatory manner. We offer treatment to HIV-positive staffmembers through the Nedgroup Medical Aid Scheme. Employees and their dependants who are registered on the programme qualify for an additional unlimited benefit per registered beneficiary, which provides for blood tests and the chronic medication required to monitor and treat the condition. Anti-retroviral drugs are provided as part of a managedcare programme. Personal details are kept anonymous and not shared with anyone in the group.
To assist with the management of chronic lifestyle diseases we have developed a holistic and inclusive wellness strategy covering lifestyle diseases and HIV/Aids. We are moving away from an exclusive focus on HIV education and testing towards managing lifestyle diseases more holistically. This should go a long way towards normalising and destigmatising HIV. To prevent and manage these diseases effectively, education and health screening are vital. It is believed that testing for the five lifestyle diseases will increase testing take up as it will appeal to a larger audience than single disease testing (eg HIV). All health screening is undertaken in partnership with the Nedgroup Medical Aid Scheme. The collection of tests includes blood pressure, cholesterol, glucose, body mass index and HIV. This more comprehensive education and health screening programme will also help us understand the collective health risks of employees and target future health initiatives accordingly, while providing individuals with information so that they can manage their health.
To date 2 076 employees have undergone comprehensive health testing during wellness days around the country. Of these, 1 337 elected to incorporate HIV testing. Onsite testing and education will be rolled out to more employees during 2013.
At Nedbank Group we place the highest priority on ensuring the health and safety of our employees. To entrench a culture of health and safety, our South African entities comply fully with the Occupational Health and Safety Act, 85 of 1993, including various regulations and the Compensation for Occupational Injuries and Diseases Act, 130 of 1993.
Our group subsidiaries in other countries are required to comply with their local occupational health and safety laws or Nedbank Group's occupational health and safety policies – whichever are more stringent.
All our stakeholders, including staff, contractors, partners and clients, are required to agree to, and comply with, the Nedbank Group occupational health and safety policies and procedures. In 2012 Nedbank Group compliance with the Occupational Health and Safety Act was maintained at Gold level (2012: 97,39%; 2011: 98%).
All Nedbank Group sites have established occupational health and safety committees that meet monthly and branches that meet bi-monthly. The purpose of these meetings is to review health and safety matters and to implement corrective measures. An occupational health and safety 16.2 forum monitors and maintains compliance with relevant legislation, programmes and policies.
In 2012, we had a total of 3 237 (2011: 3 306) occupational health and safety appointees across all areas of our group.
In accordance with the Compensation for Occupational Injuries and Diseases Act 130 of 1993, it is Nedbank Group's policy to record and document all workplace injuries, including minor first-aid incidents, medical incidents and injuries on duty. Appointed accident investigators thoroughly assess and record all injuries on duty sustained by group employees and contractors. The table below reflects incidents and injuries recorded in 2012.
The disability injury frequency rate (DIFR) for 2012 was 2,22% (2011: 2,17%). The DIFR rate is below the industry standard of 3%, demonstrating that our Occupational Health and Safety Programme is performing well.
In 2012 a total of 1,9% man days were lost due to sick leave, a marginal decrease on the 2% lost in 2011.
Comprehensive occupational health and safety training is available on the Nedbank Group intranet site and it is compulsory for all employees to complete this training. We also conduct an extensive occupational health and safety awareness programme throughout the year, which includes a wellbeing day, fire fighting challenge, regular 16.2 forums and recognition events. In 2012, a health and safety awareness DVD was also produced to educate staff about emergency risks and procedures.
The group has emergency procedures in place for all headoffices buildings and retail outlets. Headoffices sites are also equipped with evacuation chairs, medical equipment and a portable public address system to assist with emergencies. All occupational health and safety appointees are fully trained in emergency procedures. Two annual evacuations drills are held in all headoffice sites and one in every retail outlet, and all staff, contractors and visitors are compelled to participate.
Whenever necessary, we consult with trade unions on occupational health and safety matters.
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