HUMAN CAPITAL

Our People Value Proposition is what creates our sustainable competitive advantage.

We believe that a motivated and engaged workforce creates a sustainable competitive advantage and benefits society as a whole. We are committed to attracting, developing, and retaining the best people, and to creating a winning culture that embraces diversity and celebrates the contribution of every employee. 

Overview

At KAP, we have a strategic and multifaceted approach to attracting, developing, and managing our human capital, including key talent in specialist areas of the business. In the period under review, we employed up to 19 063 permanent and seasonal employees in both South Africa and the African countries we serve. Seasonal workers are employed primarily by the Unitrans Africa division, which provides a wide range of services in the agricultural sector.

Through our regenerative approach, human capital is a key area that we focus on generating both a collective benefit and a positive impact. Throughout the business, the human capital function remains focused on building the skills, knowledge, and experience required to meet our strategic objectives, as well as on providing a safe and sustaining environment for our employees. In order to support the implementation of KAP’s growth strategy, we will continue to build strength and capacity in the area of human capital.

Facts

Human capital strategy

All of our divisions have growth strategies in place, which are aligned to KAP’s overall strategy. To support the implementation of these, we are in the process of developing an integrated human capital strategy that will reflect our values and set out key employee management objectives. 

The group human capital strategy will define and develop a set of comprehensive frameworks and people management practices that will enable both the group and the divisions to attract the best talent, create opportunities for individual growth, support optimal performance, and retain the best people. This will be done by creating a high-performance, learning, and supportive culture that will provide opportunities for all employees to grow and develop, and to be rewarded for exceptional performance and stewardship.

The following pillars of our human capital strategy will ensure that KAP is an employer of choice, with culture, policies, and procedures that set high expectations while also providing a stimulating and inclusive environment for our people:

Employee value proposition (‘EVP’): 
The EVP describes what KAP stands for, what we offer in terms of a total employee experience to employees, and the responsibilities they are expected to fulfil. The EVP of each company is unique to the company but in line with the KAP overarching EVP.

Organisational culture and commitment: 
Organisational behaviours that will support our values and objectives include strong leadership which facilitates employee understanding of strategy and of how value is created, promotes individual and team performance, creates a positive working climate, and empowers employees with the skills and knowledge they need to fulfil their responsibilities and to make good decisions. We have developed a framework to assess our people culture and implement people initiatives that will enable us to create a high-performance culture across the group. This will be supported by the implementation of an outcome-based performance management and reward system that will translate divisional strategic priority areas and success factors into measurable individual employee performance targets.

Succession planning: 
We have developed a common succession planning framework to enable all of our divisions to identify and develop the next generation of leaders, empowering them with critical management and technical skills to assume additional responsibility at the appropriate time.

Leadership development: 
Leadership development is fundamental to our goal of creating management depth and supporting individual growth across all management levels. Our long- term plan is to develop a leadership philosophy and roadmap that will improve and develop the skills, capabilities, and abilities of current and future leaders throughout the organisation. To support the implementation of our strategy, we plan to invest in information systems that will enable us to improve on our decision-making about talent and about how it is organised throughout the group. All of our divisions are in the process of reviewing their human capital information systems in order to improve divisional data and process standards, and to align them with their human capital and financial requirements. We anticipate that this process will be completed during FY22. 

For details of current levels of achievement please view our integrated report

Code of ethics
human capital

Human capital demands the focus in many areas to ensure a total stakeholder benefit is ensured. KAP as a group defined its approach based on local and global best practice and policies. These areas of focus include:

We believe that a motivated and engaged workforce creates a sustainable competitive advantage and benefits society as a whole. We are committed to attracting, developing, and retaining the best people, and to creating a winning culture that embraces diversity and celebrates the contribution of every employee. 

Overview

At KAP, we have a strategic and multifaceted approach to attracting, developing, and managing our human capital, including key talent in specialist areas of the business. In the period under review, we employed up to 19 063 permanent and seasonal employees in both South Africa and the African countries we serve. Seasonal workers are employed primarily by the Unitrans Africa division, which provides a wide range of services in the agricultural sector.

Through our regenerative approach, human capital is a key area that we focus on generating both a collective benefit and a positive impact. Throughout the business, the human capital function remains focused on building the skills, knowledge, and experience required to meet our strategic objectives, as well as on providing a safe and sustaining environment for our employees. In order to support the implementation of KAP’s growth strategy, we will continue to build strength and capacity in the area of human capital.

Facts

Human capital strategy

All of our divisions have growth strategies in place, which are aligned to KAP’s overall strategy. To support the implementation of these, we are in the process of developing an integrated human capital strategy that will reflect our values and set out key employee management objectives. 

The group human capital strategy will define and develop a set of comprehensive frameworks and people management practices that will enable both the group and the divisions to attract the best talent, create opportunities for individual growth, support optimal performance, and retain the best people. This will be done by creating a high-performance, learning, and supportive culture that will provide opportunities for all employees to grow and develop, and to be rewarded for exceptional performance and stewardship.

The following pillars of our human capital strategy will ensure that KAP is an employer of choice, with culture, policies, and procedures that set high expectations while also providing a stimulating and inclusive environment for our people:

Employee value proposition (‘EVP’): 
The EVP describes what KAP stands for, what we offer in terms of a total employee experience to employees, and the responsibilities they are expected to fulfil. The EVP of each company is unique to the company but in line with the KAP overarching EVP.

Organisational culture and commitment: 
Organisational behaviours that will support our values and objectives include strong leadership which facilitates employee understanding of strategy and of how value is created, promotes individual and team performance, creates a positive working climate, and empowers employees with the skills and knowledge they need to fulfil their responsibilities and to make good decisions.

human capital

Human capital demands the focus in many areas to ensure a total stakeholder benefit is ensured. KAP as a group defined its approach based on local and global best practice and policies. These areas of focus include:

We have developed a framework to assess our people culture and implement people initiatives that will enable us to create a high-performance culture across the group. This will be supported by the implementation of an outcome-based performance management and reward system that will translate divisional strategic priority areas and success factors into measurable individual employee performance targets.

Succession planning: 
We have developed a common succession planning framework to enable all of our divisions to identify and develop the next generation of leaders, empowering them with critical management and technical skills to assume additional responsibility at the appropriate time.

Leadership development: 
Leadership development is fundamental to our goal of creating management depth and supporting individual growth across all management levels. Our long- term plan is to develop a leadership philosophy and roadmap that will improve and develop the skills, capabilities, and abilities of current and future leaders throughout the organisation. To support the implementation of our strategy, we plan to invest in information systems that will enable us to improve on our decision-making about talent and about how it is organised throughout the group. All of our divisions are in the process of reviewing their human capital information systems in order to improve divisional data and process standards, and to align them with their human capital and financial requirements. We anticipate that this process will be completed during FY22. 

For details of current levels of achievement please view our integrated report

Code of ethics

We believe that a motivated and engaged workforce creates a sustainable competitive advantage and benefits society as a whole. We are committed to attracting, developing, and retaining the best people, and to creating a winning culture that embraces diversity and celebrates the contribution of every employee. 

Overview

At KAP, we have a strategic and multifaceted approach to attracting, developing, and managing our human capital, including key talent in specialist areas of the business. In the period under review, we employed up to 19 063 permanent and seasonal employees in both South Africa and the African countries we serve. Seasonal workers are employed primarily by the Unitrans Africa division, which provides a wide range of services in the agricultural sector.

Through our regenerative approach, human capital is a key area that we focus on generating both a collective benefit and a positive impact. Throughout the business, the human capital function remains focused on building the skills, knowledge, and experience required to meet our strategic objectives, as well as on providing a safe and sustaining environment for our employees. In order to support the implementation of KAP’s growth strategy, we will continue to build strength and capacity in the area of human capital.

Facts

Human capital strategy

All of our divisions have growth strategies in place, which are aligned to KAP’s overall strategy. To support the implementation of these, we are in the process of developing an integrated human capital strategy that will reflect our values and set out key employee management objectives. 

The group human capital strategy will define and develop a set of comprehensive frameworks and people management practices that will enable both the group and the divisions to attract the best talent, create opportunities for individual growth, support optimal performance, and retain the best people. This will be done by creating a high-performance, learning, and supportive culture that will provide opportunities for all employees to grow and develop, and to be rewarded for exceptional performance and stewardship.

The following pillars of our human capital strategy will ensure that KAP is an employer of choice, with culture, policies, and procedures that set high expectations while also providing a stimulating and inclusive environment for our people:

Employee value proposition (‘EVP’): 
The EVP describes what KAP stands for, what we offer in terms of a total employee experience to employees, and the responsibilities they are expected to fulfil. The EVP of each company is unique to the company but in line with the KAP overarching EVP.

Organisational culture and commitment: 
Organisational behaviours that will support our values and objectives include strong leadership which facilitates employee understanding of strategy and of how value is created, promotes individual and team performance, creates a positive working climate, and empowers employees with the skills and knowledge they need to fulfil their responsibilities and to make good decisions. We have developed a framework to assess our people culture and implement people initiatives that will enable us to create a high-performance culture across the group. This will be supported by the implementation of an outcome-based performance management and reward system that will translate divisional strategic priority areas and success factors into measurable individual employee performance targets.

Succession planning: 
We have developed a common succession planning framework to enable all of our divisions to identify and develop the next generation of leaders, empowering them with critical management and technical skills to assume additional responsibility at the appropriate time.

Leadership development: 
Leadership development is fundamental to our goal of creating management depth and supporting individual growth across all management levels. Our long- term plan is to develop a leadership philosophy and roadmap that will improve and develop the skills, capabilities, and abilities of current and future leaders throughout the organisation. To support the implementation of our strategy, we plan to invest in information systems that will enable us to improve on our decision-making about talent and about how it is organised throughout the group. All of our divisions are in the process of reviewing their human capital information systems in order to improve divisional data and process standards, and to align them with their human capital and financial requirements. We anticipate that this process will be completed during FY22. 

For details of current levels of achievement please view our integrated report

Code of ethics
human capital

Human capital demands the focus in many areas to ensure a total stakeholder benefit is ensured. KAP as a group defined its approach based on local and global best practice and policies. These areas of focus include: