We continue to address our succession
planning requirements through a series of ongoing
forums in each of our business units. This long-standing
discipline has enabled us to identify and further
develop people who are likely to progress towards
more senior leadership positions.
We are tracking the training provided and, in
2004, 2,5% of the bank’s payroll was invested
in training and developing employees. The percentage
invested in training and developing black employees
was 1,5%.
We maintained four main development programmes
(see table below) in South Africa with the
primary aim of attracting some of South Africa’s
best university graduates.
In 2004, as part of our approach to talent management
within the group, we implemented a revised approach
to the identification of staff with future executive
leadership potential. We did this through the
introduction of a globally benchmarked tool and
engagement process. This process served as input
to exco, who meet regularly to focus on people
and talent issues at meetings specially convened
for this purpose.
| Development programmes |
Number
of graduates in 2004 |
Number of graduates in
2003 |
| Graduate development programme |
|
|
| – Retail Banking |
54 |
43 |
| – Corporate
and Investment Banking |
23 |
25 |
| The Kellogg
Banking Group |
79 |
90 |
| Training accountants
outside public practice (TOPP) |
23 |
13 |
| The
charter learnership programme |
200 |
n/a |
|
