Massmart's diversity and inclusion strategy aims to create a workforce that reflects South African demographics and remove barriers to inclusion. The strategy focuses on workforce diversity, inclusion, and developing and retaining talented people from diverse backgrounds. It establishes diversity councils and training, monitors representation and inclusion metrics, and positions Massmart as an employer of choice. The goals are to attract and retain top talent, reflect diversity at all levels including management, and create sustainable competitive advantage through diversity and inclusion.
Corporate Excellence Through Corporate Governance Nirc IcsiPavan Kumar Vijay
This presentation deals with Corporate Governance framework and principles of Corporate Governance. It further enumerates how Corporate Governance leads to corporate excellence.
This presentation deals with Corporate Governance framework and principles of Corporate Governance. It further enumerates how Corporate Governance leads to corporate excellence.
Leading People in Brazil presents insights and challenges to large corporations and senior leaders, based on ELOS Essential Leadership Skills For Organizational Strategy methodology developed by Dr. Daniel Augusto Motta, CEO of BMI
Corporate Excellence Through Corporate Governance Nirc IcsiPavan Kumar Vijay
This presentation deals with Corporate Governance framework and principles of Corporate Governance. It further enumerates how Corporate Governance leads to corporate excellence.
This presentation deals with Corporate Governance framework and principles of Corporate Governance. It further enumerates how Corporate Governance leads to corporate excellence.
Leading People in Brazil presents insights and challenges to large corporations and senior leaders, based on ELOS Essential Leadership Skills For Organizational Strategy methodology developed by Dr. Daniel Augusto Motta, CEO of BMI
Gardiner Consulting helps companies in challenging situations, including new product/services launches, organizational realignments, market transitions and corporate cultural evolution.
- Corporate Communication
- Marketing Communication
- Executive Coaching
- Leadership & Team Development
The Next Generation of Talent Management Strategy: Pay for TalentHuman Capital Media
Pay for performance is an accepted model for many organizations, but is it effective or shortsighted? Does it drive the right behavior and focus on the key people you must retain? How do you tie in potential, risk of losing someone, etc., into the overall reward process?
In this session, Jan Brockway, director of product management for talent management at ADP and a long-term HR practitioner, and Robert Mattson, director of talent management marketing at ADP, will discuss the advanced concepts of pay for talent, which might include pay for potential and how and where performance, succession/talent assessment and compensation information can be used across HR processes. Attendees will learn:
• Pay for talent: What is it really, how can it impact an organization and what are the keys to making it successful?
• The links between performance, succession, talent assessment and compensation.
• Keys to successful implementation: Gotchas, change management and success.
Presentation about Corporate Social Investment, Community Relations, Investment and Development in South Africa as well as Africa - presented and developed 2011.
Gardiner Consulting helps companies in challenging situations, including new product/services launches, organizational realignments, market transitions and corporate cultural evolution.
- Corporate Communication
- Marketing Communication
- Executive Coaching
- Leadership & Team Development
The Next Generation of Talent Management Strategy: Pay for TalentHuman Capital Media
Pay for performance is an accepted model for many organizations, but is it effective or shortsighted? Does it drive the right behavior and focus on the key people you must retain? How do you tie in potential, risk of losing someone, etc., into the overall reward process?
In this session, Jan Brockway, director of product management for talent management at ADP and a long-term HR practitioner, and Robert Mattson, director of talent management marketing at ADP, will discuss the advanced concepts of pay for talent, which might include pay for potential and how and where performance, succession/talent assessment and compensation information can be used across HR processes. Attendees will learn:
• Pay for talent: What is it really, how can it impact an organization and what are the keys to making it successful?
• The links between performance, succession, talent assessment and compensation.
• Keys to successful implementation: Gotchas, change management and success.
Presentation about Corporate Social Investment, Community Relations, Investment and Development in South Africa as well as Africa - presented and developed 2011.
From Delta Model to BSC - Strategic Management and the Complete Cycle of the ...MSc Nivaldo Tadeu Marcusso
The Strategic Management using tools and methodologies that will face downturns, crises and business opportunities.
From Arnold Hax to Kaplan & Norton: The perfect combination of formulation and execution of the Corporate Strategy.
Diversity, Inclusion and Innovation in Financial ServicesNICSA
Research suggests positive correlations between diversity and bottom line results including revenue, productivity, and employee engagement. A successful diversity and inclusion (D&I) strategy provides a structured approach that leads to an enhanced work environment.
This 2 day conference on Innovation in HR will be happening in Singapore 23-24 January 2013. Invitro Innovation is a sponsor of the event and will be delivering an Experiential Ideation session as well as selling our Innovation Provocation Cards at the event. See you there!
Psikologi sdm - Human Resources in a Globally Competitive BusinessRizkiani Soraya
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Ii a - cooney issues and policies in entrepreneurship skills developmentOECD CFE
The upgrading of workforce skills is key to the competitiveness of SMEs. In today’s business environment there is a premium on innovation that enables firms to develop new products and services, new production processes and new business models. This requires both in-house innovation and the ability to absorb knowledge from other firms and organisations, both of which call for a skilled labour force. Skills are also a critical but understated resource for entrepreneurship seen in the sense of business creation. Similarly to workforce skills, entrepreneurship skills will boost the competitiveness of local businesses thanks to the improved strategic and management competences of the entrepreneur.
A Critical Analysis of Mainstream Assessment Models in a Cross-Cultural ContextEY
This white paper compares the major cross-cultural models and their usability in a business context. There are several models to choose from, but our research and work with clients in the field indicates that the Universal Consensus Business Model of Intercultural Analysis (BMIA™) has among the strongest applicability for enhancing global business performance.
The CEO of sefa, Mr Thakhani Makhuvha invites you to a breakfast session presentation.
The aim of this session is to formally introduce sefa to the KZN (Durban) Stakeholders; and to open lines of communication. Wealth of information will be shared on how business owners can raise their business profile and business support.
Come and be financially empowered on how to access funding.
Headline: Nelson Mandela Youth Centre Careers Expo: Invitation to exhibit
'Dream Catchers' is a career guidance programme of the Nelson Mandela Youth Centre (Chatsworth
Youth Centre). This non-profit programme aims to empower youth through education by creating
awareness around careers, funding/bursary opportunities and by providing guidance and mentoring
through our well-structured programme. The Dream Catchers Initiative collaborating with the
Lenny Naidu Development Institute (LNDI) would like to extend an invitation to you to exhibit on
behalf of your institute/organisation at the above event scheduled to take place on 7 February 2015
at the Nelson Mandela Youth Centre, Chatsworth from 8:30 to 15:00. Read more
SACCI is the largest and most active advocate for business in South Africa. It represents some 20 000 SMEs through its fifty chambers nationally, eighty of the largest South African corporates and twenty five national associations. The views of our diverse membership find expression in our mandate that ultimately influences policy and works to promote a trade and investment climate that favours growth and development, hence contributing to job creation a better life for all.
SACCI invites event organisers to tender for the logistics for its Annual Convention 2015 which will take place in mid-September.
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SA mining and manufacturing production growth disappoints forecasts; mining production contracts as PGM and gold slumps
(Currencies)
Rand finds some reprieve after intraday touch of R11.57, majors post similar trend as dollar rally slows on day
(Equities)
Top 40 closes 2.41% lower with selling across the board on general risk aversion, Wall Street closes off the day’s lows, Asia negative on Chinese data
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Invitation to an Investment Conference to be held in Luanda, Angola on 17 and 18 December 2014, at 08h30 to 18h30 in the Hotel of Conventions Talatona, Luanda, Angola. This conference organised by the government of Angola in collaboration with the United Nations. It will convene a group of experts and representatives of the Ministries of Economy ,Finance ,Agriculture, Transport ,Energy ,Mines ,Information and information Technology, Tourism of all countries in the region Great Lakes. The Great Lakes region includes Angola, Burundi Central African Republic, Congo, Democratic Republic of Congo, Kenya, Uganda ,Rwanda ,Sudan ,South Sudan, Tanzania and Zambia. The objective of this Conference is
• To get a thorough understanding of investment opportunities
• To provide a platform for commercial integration between the actors of the private sector and governments at the regional level
• To contribute to the process of identification of factors leading to inclusive growth and sustainable development and a favourable business climate in the region.
For more details and to confirm attendance please contact nelson.gomes@minec.gv.ao or capacitarheventos@gmail.com
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gains in the local session
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Bridging programme
to address lack of skilled artisans
The bridging programme’s objective is to rebuild the foundation in engineering mathematics,engineering science, technical drawing and trade theory.
The KZN Infrastructure Funding Fair is a one day event that provides a platform for KZN Provincial Departments and Municipalities to pitch their approved un-funded or under-funded infrastructure projects to an audience consisting of various government and private funding institutions. The aim of this Fair is to encourage investment into provincial and municipal projects with the intention of ‘mobilising funds for the KZN Provincial Growth and Development’. Increased funding and infrastructure development in the province can have a direct impact on addressing social issues and encouraging investment into the province.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
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2. Massmart Structure
Massmart
Holdings
Mass Mass Mass Masscash Masscash
build warehouse discounters Wholesale Retail
Warehouse Browns &
Game Weirs
Express Makro Cambridge
Dion Wired Shield Food
Trade
Depot Jumbo
3. Strategy
Workforce
Attraction &
Diversity &
Acquisition
Inclusion
Business Performance People
Vision Risk &
strategy Talent and
Culture Compliance Management
and Management business
Values
objectives results
Retention & Learning &
Alignment Engagement Development
Total Rewards
Processes
Integrated Talent Management Strategy
4. We Value Diversity by:
• Accepting, respecting, celebrating and valuing individual differences;
• Capitalizing on the diverse backgrounds and experiences of our
staff, customers, suppliers and stakeholders.
5. We Value Inclusion by:
• Identifying, addressing and removing
barriers in our environment;
• Facilitating opportunities that result in
effective and meaningful participation;
• Drawing ideas and creating solutions that are multidimensional and
universal.
6. Legislative Framework
• Black Economic Empowerment Act 53 of 2003;
• Employment Equity Act 55 of 1998;
• Skills Development Act 97 of 1998;
• South African Constitution.
7. Key Diversity and Inclusion Questions
• How can we use the way we think, the way we do business and the
way we are, to create competitive advantage in the market place?
• How can we attract top talent that reflects the rainbow nation to
position Massmart for current and future success?
• How can we drive innovation and growth by leveraging the rainbow
nation?
• How can we create an environment that is supportive of
collaboration and that promotes superior performance for all our
people?
8. The Business Case: Diversity alone is not enough
• Economic marginalization leads to social and political instability;
• Businesses that are successful in leveraging the diversity of their
people and supplier base are better able to adapt to changes in the
external environment;
• Inclusive companies score higher on
customer satisfaction, productivity
index, profitability and generally
have lower stuff turnover.
9. SA Specific Business Case
• The changing demographics of SA are transforming the culture and
the buying habits of our nation;
• Business involvement in these
communities, from supplier-diversity
(BEE/local sourcing) to CSI initiatives to
recruitment and retention of diverse
employees sends a strong signal of
support to potential customers within
these communities.
10. Creating a sustainable competitive advantage
Culture
Enhancing “how we do things around here”
and improving the way people think. Behave
and perform in organisations
Inclusion
Making the fullest and best use of
the diverse
Complexity
talents, skills, perspectives and
experiences
Diversity
Increasing the richness
of different talents,
skills, perspectives and
experiences
Organisational maturity
Source:
Price Waterhouse Cooper Open University
11. What Diversity is NOT
NOT just a good idea;
NOT only about non-commercial CSI;
NOT just a moral imperative.
12. Bottom-Line Business Benefits
• Attraction and retention of top quality
talent: Employer of Choice;
• Improved morale among employees;
• Talent optimization: Improved productivity due to better leveraging of
skills and competencies within the organization;
• Stronger relationships with strategic stakeholders;
• Increased ability to compete in the market place.
13. True Value of Diversity and Inclusion
• An Employer of Choice;
• A Business Partner of Choice;
• A good Corporate Citizen;
• A Global Business.
14. Virtual Cycle of Diversity & Inclusion
Market Leader &
Diverse & Inclusive
Business Partner
Work Culture
of Choice
Employer of
Choice
15. In a Nutshell
Market Focus
Leadership and
People Focus
Culture
Transformation
Recruitment
and Retention
Diversity
and Inclusion
16. Massmart’s D & I Strategic Framework
Corporate To create a culture that fosters innovation, productivity and
Mission respect for all people
Strategic Workforce Diversity Marketplace
Workforce Inclusion
Pillars (Community)
Change
Commitment Communication Measurement Accountability
Drivers
17. Scope of Diversity & Inclusion
The way we The way we do
think things
The way we are
18. Diversity & Inclusion Goals
Create
processes,
Attract, policies,
develop and plans and practices
retain talented that promote
Identify people from Massmart as an
and all population Employer of Choice
address groups
barriers including
within designated
Have a Massmart groups
workforce
broadly
reflective of the
demographics in
South Africa
19. Diversity & Inclusion Framework
Accountability
loop
Executive
Measurement sponsorship
Diversity &
Inclusion
Policy
Framework
Coherent
Review &
strategy
Development
Alignment of
D&I with
Socialization
Talent
Management
20. Our Guiding Principles
• Demonstrated leadership commitment;
• Effective communication;
• Continuous education, awareness and skills development;
• Shared accountability and responsibility for D & I;
• Effective measurement of D & I efforts.
21. Diversity & Inclusion Scorecard
Goals Activities Performance Indicators Desired Outcomes
Undertake regular culture survey; Participation rate; Survey results demonstrate
Have a workforce Review recruitment, Learning & Diversity & Inclusion index on that over time Massmart has a
broadly reflective of Development and retention practices recruitment & promotions and diverse workforce and
to ensure the identification removal of Survey results. Representation of diversity in
the demographics barriers to employment and top management levels &
in SA Create mentorship & job shadowing succession plans.
opportunities.
Ensure that senior leaders are Diversity & Inclusion discussion
Diversity councils and circles and
consistently visible and vocal in throughout the organisation,
Diversity & Inclusion training.
Identify and communicating their commitment to
twice per annum;
diversity as a performance standard and a
address Diversity & Integration of D & I as an
business priority;
Create awareness of Massmart’s Diversity integral measure of
Inclusion barriers: performance management and
& Inclusion strategy;
Workforce Use the information from the employee Visible demonstration and
Inclusion surveys to identify barriers to inclusion in observance of D & I.
our environment and
Development customised plans to address
identified barriers.
Recruit the best & most diverse talent Progress on representation of A workforce that reflects the
Attract, develop and available & to develop & retain that designated groups on the rainbow nation;
retain talented talent at all levels of Massmart; Massmart workforce especially in Lower staff turnover and
Implement the Employment Equity Act; top management; Sustained investment on the
people from diverse
Implement the Skills Development Act; Equitable representation on all L & development of designated
backgrounds: groups.
Establish Diversity & Inclusion Council D programmes on the Massmart
Workforce Further roll out of Black Scarce Skills Corporate University and
Diversity Share Trust (BEE shares). Improved retention rate.
Social Entrepreneurship Targeted Corporate Social Sustainable competitive
Create processes, Employee value proposition; Investment advantage through Diversity &
and practices that Actively promote our employer brand Bursary Scheme; Inclusion in our workforce and
Position Massmart in and Massmart GDP and supplier-base.
Promotion of all tenants of Broad- Procurement spend on Small
a positive light in the Medium Enterprise, black owned
Based Black Economic Empowerment.
Marketplace companies & women owned
companies.
22. Conclusion
• Strategic imperative;
• Commercial value and leverage of D & I;
• Multi-dimensional and not a numbers game;
• Internal and external focus;
• D & I is the key to business success.