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Employee attraction, development and diversity

The commitment and expertise of our people are key ingredients for the success of our business. That is why we work hard to bring out the best in all our employees and enable them to reach their full potential as part of a highly skilled workforce.

Our People Strategy has four pillars: employing the best people; ensuring we have the right leaders; providing an energising environment; and delivering excellent people management.

We invest in our employees through a range of training and development programmes. We spent US$16.4 million in this key area in 2016 (2015: US$24.3 million). The fall was primarily as a result of the ramp-down, sale and closure of two operations, combined with a review of costs during the year. The majority of the training spend was invested at our mining operations, particularly in safety training.

Employee performance is assessed against a defined set of key results areas through regular dialogue and feedback. In 2016, across the company, 100 per cent of employees within the non-unionised workforce were included in a performance management system where objectives are set, development discussed and feedback provided (2015: 100 per cent). Employees in the unionised workforce negotiate as a group and do not take part in these reviews.

Employee turnover, which includes resignations, redundancies, retirement, dismissals and completion of fixed contracts, rose in 2016 to 14.1 per cent (2015: 9.8 per cent). Redundancies increased in 2016 primarily as a result of placing Snap Lake on care and maintenance, the sale of Kimberley Mines, the divestment of Morupule mine, and a business efficiency review.

Turnover of female and male employees in 2016 was 16.1 and 13.4 per cent respectively (2015: 11.4 and 9.2 per cent).

Workforce composition, breakdown by grade 2016*

  2016
Grade 9 UK/GBF2 1
F-Band/Grade 8/GBF3 11
EU-Band/Grade 7/GBF4 80
EL-Band/Grade 6/GBF5 339
DL & DU-Band/Grade 4&5/GBF6 1954
CU-Band/Grade 3/GBF7 2654
CL-Band/Grade 2/GBF8 - GBF10 9868
Total: 14907

* Figures exclude no graders

Labour turnover, 2014-2016 (%)
 

 

2014

2015

2016

Resigned, redundant, retired, contract completed

7.8

9.1

13.5

Dismissed

0.9

0.7

0.6

Labour turnover by region, 2016

Africa

Resigned, redundant, retired, contracts completed

1,266

Dismissed

61

Asia Pacific

Resigned, redundant, retired, contracts completed

18

Dismissed

2

Europe and Middle East

Resigned, redundant, retired, contracts completed

78

Dismissed

8

Americas               

Resigned, redundant, retired, contracts completed

646

Dismissed

18

Diversity

An important part of our People Strategy is ensuring we represent the communities in which we operate, including factors such as citizenship, ethnicity, gender and disability.

This is not only a fundamental expectation of our partnerships. It is also one of the most important ways we can support the long-term development of the countries where we operate. It is particularly relevant in Africa where, in 2016, 82.9 per cent of our workforce is based (2015: 81.3 per cent): 

%

Historically disadvantaged South Africans

Racially disadvantaged Namibians

Botswana local citizens in workforce

Workforce

83.9%

88.7%

96.8%

Managers

53.1%

64.5%

86.6%

Senior managers

25.0%

50.0%

60.7%

(For more information on gender diversity in De Beers Group, see Gender)