Investors in People: A case study of Implementation South African Breweries (Ltd) 2004

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Investors in PeopleA case study
ofImplementationSouth African Breweries
(Ltd)2004

• Presentation to the Bank SETA, May 2005 by
• Lita Theron
• Training Development Consultant

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Contents of this presentation

• Background to SAB
• Rationale for IIP in SAB.
• Implementation process and key learnings

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Background to SAB

• SAB Miller plc is an international brewery with
  deep roots and a rich heritage in South Africa.
• When SAB plc acquired Miller Brewing Company in
  May 2002, forming SABMiller, it became the second
  largest brewer in the world by volume.
• The company has interests in more than 26
  countries, and operates in more than 110
  breweries, producing over 80 different brands,
  with an annual capacity of 120-million
  hectolitres.
• The company operates breweries in Africa, Europe,
  the USA, Central America and Asia and exports
  beer to more than 40 countries.
• Beer South Africa, employs 5,000 employees with a
  total annual beer volume of 25.3 million
  hectolitres and helps to support thousands of
  retailers and suppliers. It is a major
  contributor to the fiscus (for e.g.. in 2002, SAB
  paid some R2.7 billion in excise duties.)
  Through its exports, SAB is also a substantial
  earner of foreign exchange. 
• SAB holds 59 market share of the liquor market
  and 98 share of the malt beer market in South
  Africa.
•  SAB holds the top 4 positions in the Top 20
  liquor brands (on premise) in South Africa, with
  Castle Lager holding the top position

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PEOPLE is a core value

• SAB works to create the environment for all
  individuals and teams to develop to their full
  potential, for the benefits of themselves and the
  company.
• One of the 3 core themes underpinning SABs
  business vision is, with growth and corporate
  image, its commitment to the development and
  culture of its people.
• SAB averages around 7 days of training per
  employees per year, at close to 5,5 of its
  payroll costs, ranking it among the worlds
  blue-chip companies.
• Its commitment to training has earned it
  international recognition the company is
  represented on the judging panel of the
  International Benchmark Forum, which is part of
  the ASTD.
• In 2001, SABs commitment to its people was
  recognised by the Deloitte Touche / Financial
  Mail annual Best Company to work for survey in
  which it was placed first.

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Why did SAB choose IIP?

• In 1991 SAB did a functional integration of HR
  into line management roles and we have been
  entrenching benchmarked people practices into the
  business even since.
• SAB wanted to maximise our human capital
  development in order to increase competitiveness
  and retention of talent.
• We wanted to ensure a minimum standard of a
  respectable level we had quantitative
  benchmarks from ASTD, but no qualitative
  benchmark.
• It had great appeal as an international benchmark
  of quality around HR practices.

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Best Employer Award
Best Practice HRD
Performance Management
HR Strategy
Communi- cation
External reqs
Leadership
Increased morale, competence, retention, business
results
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Implementation Process used in SAB

1. Pilot site
2. Pre-implementation
3. Implementation
4. Post-implementation

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Piloted at Newlands Breweries
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1. Pre-implementation

• Obtained commitment from senior management.
• Created project infrastructure.
• Ensured project team development.
• Defined implementation approach.
• Aligned existing processes and practices to the
  IIP standard
• Relationship to organisational levels.
• Alignment to existing HR HRD practices (IMP
  People Management, CAP People Development).
• Map processes and outcomes to Evidence
  Requirements.
• Develop communication and assessment plans.

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(No Transcript)
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Implementation - Communication

• Facilitated site orientation sessions with the
  employees.
• Communicated the IIP standard and audit process
• What, where, who, why, when and how
• Poster campaign
• Aligned workplace evidence.
• Developed checklist and conducted a GAP analysis.
• Analysed responses and developed action plans to
  address gaps.
• Prepared assessment plan.
• Arranged countdown to audit.

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Implementation - Assessment

• Scoped representative sample.
• Schedule 1 on 1 interviews for sample group.
• Prepare material for context setting with
  Auditors.
• Develop evidence portfolios.
• Facilitate assessment preparation workshop to
  line management.
• Undertake IIP review
• Presentation to Auditors and site walk-about.
• Evidence Portfolio/Display.
• Sample interviews as per schedule.
• Obtain verbal feedback from Auditors.
• Recommendation to International Recognition Panel
• Written feedback report
• Obtain Recognition as an Investor In People.

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Post-implementation

• Provided feedback to employees and celebrate
  success.
• Insights from assessors were very valuable.
• Developed a continuous improvement plan based on
  audit report.
• Working to keep the culture of continuous
  improvement alive.
• Obtain re-accreditation within 3 years.
• Facilitate on-going communication.

Achieving recognition is only the start of the
process!
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The value-add

• IIP raised our level of HR practice to a minimum
  level.
• Raised the consciousness of HR Practice in the
  business.
• Brought it in line with other measurement
  systems.
• Created a lot of momentum and excitement in the
  business.

What would you like to get out of it?
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Questions