Human Capital

Human Capital remain an integral part of Foskor’s business and the agenda hereof is elevated both at strategic and operational levels. A focused plan to enhance Human Capital capacity and capabilities has been profiled and workshopped with the Exco Team. The plan includes the following essential elements:

  1. Foskor values-based organizational culture mobilisation;
  2. Business strategy-based Organisation Design, and effective workflow;
  3. Future skills and talent readiness programme across multi-layers of the organisation;
  4. Core business and technical skills-bench enhancement;
  5. Effective and efficient Human Capital Management systems and processes;
  6. Better skills attraction and retention;
  7. Talent succession readiness; and
  8. Drive constant organizational performance culture.

Progress is being made to have these implemented in support of the business strategy and objectives.
Employee Satisfaction Survey as well as Skills Turnover Analysis were conducted to inform a focused workforce engagement and retention initiatives and measures.
A multi-lateral Workplace Communication Plan is in place and being rolled-out to enable shared understanding across the organization, as well as a state of better-informed employees and stakeholders.

The 2-Year Collective Agreement on Substantive Conditions of Employment entered into with Trade Unions at both Operating Divisions has enabled operations stability and continuity. These agreements have been successfully implemented. In addition to these, the Relationship Building by Objectives (RBO) sessions are being rolled-out to purposefully mobilise sound labour relations climate.

The legislative aspects of Human Capital Management are afforded the due attention, which includes the successful submission and implementation of the Workplace Skills Plan; Employment Equity Plan; as well as securing of Ministerial Determinations where required.
Leadership and Management Development Programmes continue to be implemented in conjunction an/or through with Universities towards strengthening the management and leadership bench through skills empowerment. In addition, Foskor prides itself about its Prestigious Bursary Programme as well as the Graduates in Training Programme where young talent is afforded education and workplace exposure opportunities. All these interventions are firmed-up in our new financial year’s plans for continuity and healthy skills pipeline purposes.

On the Total Reward space, Foskor continue to improve its competitiveness where these includes the recently rolled-out Sort-term and Long-term Incentive programmes in Management. Employees in non-Management categories are beneficiaries of performance-based quarterly incentives. Furthermore, Foskor participated in the remunerations benchmark to responsively assess its competitiveness relative to the market within the mining and chemical sectors in particular.