Headline earnings climb nearly 20% in the six months to December thanks to new business generation across three divisions. JSE-listed transport logistics... read on
Super Group's unaudited interim results for the six months ended 31 December 2012 have now been released. The Board of Super Group, one of the... read on
Super Group's Trevor Fisher Jnr was voted Players' Player of the Year and also named the Golf Writers' Player of the Year at the annual... read on
FleetAfrica, foremost provider of Fleet Management Solutions, has again received recognition at the annual PMR.africa awards breakfast held on 5 November 2012 at the Hyatt Hotel, Rosebank... read on
Foremost provider of fleet management solutions, FleetAfrica is celebrating 25 years in the fleet management industry... read on
Super Group invites you to download this presentation to investors covering an overview of our Fleet Solutions operations in Australia. Presentation on SG Fleet... read on
Trevor Fisher Jnr claimed back-to-back victories on the Sunshine Tour when he won the Vodacom Origins of Golf tournament at Sishen Golf Club on Friday. Fisher... read on
Super Group shareholders are referred to the announcement released on SENS on Monday 20 August 2012, relating to the proposed implementation of a broad-based... read on
The strategic vision for Super Group is to provide end-to-end supply chain solutions, fleet management and dealership services to a diversified customer base in southern Africa and Australia and to become a leading transport logistics and mobility group.
Super Group is a broad-based supply chain management business listed on the Johannesburg Securities Exchange. Super Group’s supply chain division provides a platform for the group’s core expertise and offerings. This expertise is applied into vertically integrated divisions covering vehicle dealerships and fleet management. Founded in 1986, Super Group has an international footprint and offers customers a comprehensive range of products and services.
Super Group is essentially a supply chain mobility company revolving around the optimisation of supply chain processes and vehicle fleets with a strong IT focus and technology underpin. Our business encompasses the planning and management of all activities across the supply chain from the sourcing, procurement, transport, warehousing and distribution of goods and services. This is made possible through coordination and collaboration with our valued channel partners; be they suppliers, intermediaries, third-party service providers or customers. In essence, Super Group integrates supply and demand management within and across companies.
Super Group is a global logistics group with its head office in Johannesburg, South Africa and operations in Australia, New Zealand and the United Kingdom. The company has a strong footprint in Africa with operations in Mozambique, Zimbabwe, Botswana, Namibia, Malawi, Democratic Republic of Congo and Nigeria.
Super Group is a firm believer in the maxim that a company is only as good as its people. The Super Group employee is loyal, committed and enthusiastic, focusing on developing client relationships, and is supported by a corporate culture that is performance driven but grounded in a strong foundation of ethical and moral values. We will continue to invest in developing our people to ensure they have the appropriate skills to perform their job to the best of their abilities whilst adding value to our clients’ operations.
The Supply Chain division combines operational excellence with powerful technology and ongoing innovation to create dynamic supply chain solutions that deliver enhanced profitability and efficiency to its clients.
The division has a strong operational footprint across the entire supply chain and focuses on providing clients with true end-to-end solutions.
Supply chain management spans all movement and storage of raw materials, work-in-progress inventory and finished goods from point-of-origin to point-of-consumption.
We work with our clients to create flexible and adaptable supply chain solutions that can respond quickly to the changing demands of the marketplace. We provide customised solutions that are scaleable to any industry and any supply chain environment with the key focus of delivering profits and enhancing competitive advantage.
The Supply Chain division's core focus is on the automotive and fast moving consumer goods (FMCG) industries, it is strong in the distribution of mining equipment and tyres, while its freight and staple foods business handles a number of large agricultural and industrial contracts.
Super Group - Supply Chain offers more than just transportation, warehousing, distribution and logistics, in that as a supply chain partner it adds value, reduces costs, understands customers' business and meets individual supply chain requirements.
The Fleet Solutions division has operations in South Africa, Australia, New Zealand and the United Kingdom. The division provides flexible vehicle leasing and rental solutions, focusing on the containment of costs and operating risks associated with fleet ownership.
As a Super Group Trading (Pty) Ltd. Employee I undertake in favour of Super Group Limited and / or its subsidiaries and / or associated companies (hereinafter collectively referred to as the "group"), that:
By virtue of my association with the group, I will become possessed of and will have access to the trade secrets and confidential information.
Super Group operates in a centralised shared services HR model. Super Group Human Resources provides the following human resources services to Super Group:
Most divisions and business units have their own dedicated HR representative which reports operationally to the respective divisional or business unit head and functionally to the Group HR Executive.
Super Group Human Resources administers the following payrolls:
All enquiries, queries and incidents must be logged by using the Human Resources Self Service Portal or by contacting the Call Centre on: 011 123 4000.
All enquiries, queries and incidents must be forwarded to Nicole McKnight at email@example.com.
All enquiries, queries and incidents must be forwarded to firstname.lastname@example.org.
All queries and incidents must be forwarded to email@example.com.
The Group and all its companies will comply with all applicable employment and labour legislation in its employment practices as a minimum standard. In recruiting candidates for placement, each business unit/department will consider on merit those candidates who are suitably qualified in terms of required qualifications, experience, prior learning and who demonstrate the potential to acquire the necessary competencies, within a reasonable period, to perform the job.
The recruitment and selection policy aims to:
It is to be noted that there will be instances where a business unit/department will consider external applications in parallel to the internal recruitment process. Determination will be based on the nature of the appointment, deemed availability of candidates and time constraints. This is however to be exception based and not adopted as the standard policy in this regard.
The requisite people capacity will be established taking strategic and operational issues into account, including business and project life cycles. Employees will be recruited, transferred or out-placed as a result of these factors. Employees may be moved dynamically and continuously in response to the Group's rapidly changing needs, thus allowing them the exposure to other areas of the Group's business.
The Super Group Disciplinary Code and Code of Conduct are binding on each Super Group employee, notwithstanding the nature of such an employee’s appointment with the Group. The Super Group Disciplinary Code forms part and parcel of each employee’s contract of employment and each employee has an obligation to familiarise themselves with this code and by remaining employed by the Group, such employee tacitly agree to its binding nature and that the employee is subordinate thereto. Any conduct that is not in conformity with the Super Group Disciplinary Code and Code of Conduct, is regarded as constituting misconduct and management has the vested authority to discipline such employees who are not conforming thereto.
The contents of the Super Group Disciplinary Code therefore form part of the conditions of employment of all employees. Offences stipulated in the Code do not purport to be exhaustive of all the offences for which management may take disciplinary action. Disciplinary action may therefore be taken for any unacceptable conduct or breach of contract that has an adverse influence on the employment relationship.
Dismissible breaches of the disciplinary code, include the employee’s alleged involvement in one of the following transgressions:
Intimidation / Assault:
Using hate expression:
Under the influence of an intoxicating substance:
Disclosure of information:
Violation of safety regulations:
Violation of company policies:
Absenteeism / timekeeping:
Abscondment/desertion is defined as the unauthorised absenteeism of an employee where the employee has no intention to return to work or in circumstances where management can make a proper inference of such intention not to return, based on the employee’s total failure to establish any contact with management and/or the employee is not contactable during the period of unauthorised absence. Therefore, in order to be classified as an abscondment case, all of the following elements must be present in relation to the employee’s absence:
This portion of the chapter sets out the procedures to be followed by management in order to administer and manage actual cases of absconding employees.
If a Super Group employee is absent for more than three (3) consecutive working days without permission/leave and without informing his / her manager / supervisor of his / her whereabouts the employee’s manager / supervisor must follow the following procedure:
The Relevant HR representative would then forward a telegram to the absconding employee as per annexure, requesting the employee's immediate return to work as well as requesting that immediate contact be established with the relevant supervisor and warning the employee about the consequences that would follow, should no reaction be forthcoming. It will remain every employee’s responsibility to ensure that any changes in his physical address be reported to his direct manager and HR representative in order to ensure that updated information is available to the Group.
If the employee returns to work as instructed in the telegram and/or establishes contact with his/her relevant manager as instructed in the telegram, the employee’s manager must obtain reasons for the employee’s absenteeism and request proof thereof. If the employee cannot produce a valid substantiated reason for his / her absenteeism and justifiable reasons for not communicating with his/her manager, then his / her manager must take formal disciplinary action as per Super Group’s Disciplinary Procedure and Code.
Should the employee fail to return to work as instructed in the telegram, then the employee’s manager must report this failure to the relevant HR representative in the prescribed format as per annexure. The employee’s services shall then be terminated on the basis of abscondment effective on the day of the first unauthorised absence and the employee shall not receive any remuneration for the duration of the unauthorised absence. The relevant HR representative shall then forward to the employee another telegram stating that his /her service has been terminated on the basis of abscondment as per annexure. HR will also initiate all the necessary administrative actions to remove the employee from the payroll etc.
Should the employee return to work after the date and time as instructed by the telegram, he / she should under no circumstances be allowed to return to his place of work or to continue with his/her work. Instead the arrival of the employee should be reported to the relevant HR representative immediately. The employee’s only recourse in this regard would be to submit an appeal to the relevant HR representative, who would forward it to the relevant appealing authority. Such an appeal must be submitted in the form as per annexure.
In this appeal, the employee shall be compelled to show good cause for his unauthorised absence, reasons why he/she was unable to communicate with his manager during the course of his absence as well as submit all substantiating proof in relation thereto. The decision of the appealing authority shall be final.
It is in the interests of both employer and employee to consider and resolve issues arising between them in a manner considered to be reasonable and productive. It is in light of this that the grievance procedure is established to resolve any issues which an employee or group of employees may wish to air. It is compulsory for employees to first exhaust the internal grievance procedure before approaching any external entity in relation to any form of dissatisfaction or taking any radical decisions in such regard and failure to do so, may result in disciplinary action taken against such an employee. The grievance procedure is therefore to be respected by both employees and management.
The primary objective of the grievance procedure is to allow an employee or a group of employees to bring to management’s attention any dissatisfaction or feeling of injustice regarding their immediate work situation.
A grievance is any dissatisfaction or feeling of injustice on the part of an employee or group of employees associated with their conditions of employment, work, supervision, place of work or related. It is every employee’s right and duty to bring to the attention of their manager any work-related matter that has caused, or is causing them dissatisfaction or distress. Employees are encouraged to report such matters of dissatisfaction on the appropriate template as per annexure.
Any form of sexual harassment in the workplace will not be tolerated by the Group, including clients and suppliers. Sexual harassment may include any of the following:
The Group accepts that sexual harassment is a form of unfair discrimination against the complainant on the basis of sex and/or gender and is a barrier against equality in the workplace. On this basis, the Group will not tolerate any sexual harassment and employees are encouraged to report any incidents of alleged sexual harassment to its relevant CEO of the business unit directly, free from any fear of victimisation in such regard. It will be a disciplinary offence to victimise or retaliate against an employee who in good faith lodges a complaint of sexual harassment.
Employees should report instances of sexual harassment as soon as reasonably possible to the relevant CEO of the business unit or at the Group’s anonymous 'Be Heard' crime line, whether in writing or verbally. It is important that the complainant in reporting such cases to the relevant CEO, must also clearly state what outcome is desired by the complainant in having the matter resolved. On receipt of such a complaint, the relevant CEO shall either personally investigate the matter further or designate a particular senior employee to further investigate and act upon the complaint, including having the matter dealt with in terms of the formal or informal procedures. Although it will largely be the specific employee’s choice of invoking either the formal or informal procedure, the Group shall reserve the right to invoke the formal process in order to protect its own and its other employees’ future interests. If so chosen by the employee, investigations into alleged sexual harassment will be dealt with on a confidential basis.
Once reported, the CEO or designated employee shall commence investigating the matter in full, including consulting with all relevant parties and explaining both the formal and informal procedures to the complainant who may elect the process preferred by the complainant. If need be, any other assistance and/or counselling should be provided to the complainant.
Depending on the nature of the alleged sexual harassment reported, it might be appropriate to invoke the informal process, especially if the behaviour complained off, do not constitute very severe action. Depending on the preference of the complainant, the informal process can take the form of any of the following options:
The complaint should be dealt with the necessary sensitivity it deserves and if so desired by the complainant, be kept confidential. The relevant CEO of the business unit must be kept abreast of developments made in such investigations and ensure that the matter has been dealt with satisfactorily.
The formal procedure must be invoked in cases of more severe forms of sexual harassment, especially where a risk exist towards other employees in the workplace, notwithstanding the requests of the complainant in the matter. The formal process is therefore not necessarily preceded by the informal process.
In terms of the formal process, the following basic steps will be undertaken in having the matter brought to finality:
If found guilty of having committed sexual harassment in the workplace, a sanction of dismissal would be appropriate, unless it has been found by the chairperson that it related to minor instances of sexual harassment.
The CEO of the relevant business unit must be kept informed regarding progress and the outcome in so far as all alleged sexual harassment cases is concerned.
In instances where an employee is not achieving expected standards of performance and such conduct cannot be described as being a matter of misconduct, management could start a process of counselling with such an employee. The aim of the counselling process is to assist the employee to identify and ultimately bridge potential barriers to performance. The objective and continued assessment of all employees’ performance standards is therefore the starting point towards categorising such short-comings as being poor work performance. As it does not relate to another form of misconduct, it is directed solely on the ability of the employee to perform in accordance with expected standards. Hence, if an employee managed to perform in accordance with the expected standard in the past without any specific changes having been made to the job contents, then any subsequent underperformance at some later stage might rather be indicative of misconduct as it might not be indicative of a short fall in the inherent abilities of the employee to perform to standard.
Normally, if an employee has been appointed to a specific position for an extended period of time and no changes have been made to the job content, it will be in rare instances that the poor work performance process should be invoked as any shortfalls in performance would have been revealed during the probationary period. All new appointees should be appointed on a minimum of 3 months’ probation and no permanent appointment should be confirmed, if such employee does not meet the performance requirements. Should it be revealed that an employee renders poor performance during the probationary period, then such an employee should be given notice thereof and the intent to terminate the relationship at the conclusion of the probationary period, as per annexure. It is Group policy to rather extent the probationary period to allow further time to improve on the expected standard of performance than to appoint permanently and then invoke a poor performance process. Should there be no improvement in performance, notwithstanding the necessary guidance, then the probationary employee should be given notice of termination as per annexure. Furthermore, should it be found that an employee has claimed in his application for employment to be in possession of a specific qualification or skill set, being crucial to execute the duties attached to the position, which is proven otherwise during this probation process, then disciplinary action should be invoked against such employee.
The main focus areas of the poor performance process is to identify the specific areas of underperformance and for this purpose the actual assessment results must be shared with the employee and compared with the expected standards as per the contracted performance conditions and KPI’s. The relevant manager must therefore draft a planned bridging plan and explain this in full to the employee and where possible, agree on interventions and means of overcoming any performance barriers. If any training interventions can aid towards bridging the shortcomings in the performance standards, then reasonable assistance should be provided in that regard. Depending on the nature of the specific job, such a bridging program should run for a reasonable period of time and all meetings and discussions should be fully documented. The employee should also be given an opportunity to respond and make submissions during the process. The employee should also be informed that should the actual performance standards not improve to the expected level, then it will result in the termination of employment.
During this process, there should be regular performance review discussions with the employee in order to confirm whether any improvements were in fact noticed.
Should no improvements be made, then the employee should be given notice of termination of employment in relation to the employee’s poor performance and given a final opportunity to make representations in relation to such decision. Depending on representations in such regard, the employee’s services would then be terminated on notice.
Incapacity: Ill-Health or Injury relates to the inability of the employee to meet the performance standards required by the job due to reasons relating to the employee’s health status. It may also be of a temporary or permanent nature.
A dismissal for ill-health or injury, is justified on account of the inability to perform the tasks which the employee is required to perform.
In instances where the employee has been injured on duty, the employer has a greater obligation to try and accommodate such an employee. The medical condition of the employee must be thoroughly investigated, with a view to attempting to find other suitable employment if available.
The following key points must be kept in mind when the ill-health procedure is utilised:
The incapacity ill-health / injury procedure should obviously not be invoked every time an employee takes sick leave. The following factors serve as a guide to Managers/Supervisors in deciding whether to invoke the procedure:
If the employee is not capable:
Establishing a fair reason for the possible dismissal may require expert evidence to ascertain the level of incapacity e.g. eyesight or hearing deterioration or mental instability. The cause of the incapacity may also be relevant as in the case of alcohol and drug abuse, counselling and rehabilitation might be appropriate steps for the employer to consider first. Mitigating circumstances such as the effect of termination on pension benefits, must be given careful attention.
To ensure procedural fairness the employer should in all cases of incapacity, unless special circumstances exist, conduct an enquiry where the employee is granted similar rights as in a disciplinary enquiry. The right to appeal against a finding should also be allowed to such an employee. Throughout this investigative process, the employee should be afforded the opportunity to state a case and make representations on all alternatives considered by management.
If the Manager/Supervisor is of the view that an employee is not performing in accordance with the requirements of the job that the employee has been employed to do as a result of poor health or injury the manager / supervisor must report such alleged incapacity misconduct in the prescribed format as per annexure to HR. The report on alleged incapacity (Ill-health / injury) must contain the following, namely:
In instances where the employee’s incapacity due to ill-health stems from an injury that occurred whilst on duty and during the normal course of performing his/her contractual duties, every effort should be made to either adapt the employee’s working conditions in such a way as to accommodate the employee towards being capable of performance or to seek an appropriate alternative position, where applicable.
In the event that a final decision regarding termination has been reached, the necessary provident and pension fund withdrawal applications, with the necessary and prescribed medical reports, shall be submitted for reasons relating to ill-health. As employees might be belonging to different funds, such as the Super Group Pension and Provident Funds, or the NBCRFI Provident Fund or the MIBCO Provident Fund, management must ensure that the correct withdrawal forms are duly completed.
In the event that any employee being detained by the Police, such absence from duty shall be deemed as being unauthorised absence from work and shall be taken as being unpaid. All such cases must be reported to the relevant HR representative with full details regarding the duration of such detention and reasons relating thereto. A determination should be ascertained regarding the expected duration of such detention. In instances of prolonged detention, written notification should be issued to the employee as per annexure inviting representations from the employee before termination of service as per annexure is issued in such regard. In cases of short detention, the employee should be charged for the unauthorised absence in terms of the disciplinary process. Upon the employee’s arrival at work after having been released from detention, such an employee should not be allowed to resume his/her previous duties, if a notice of termination has already been issued to such an employee. The former employee may submit an appeal to the appealing authority in the prescribed format as per annexure.
Similarly, any imprisonment sentence issued against any employee shall be deemed as being unauthorised absence and shall be unpaid. All imprisonment cases shall be reported to the HR representative for further guidance on the proper process to invoke in such regard. Depending on the duration of the imprisonment sentence, a written notification should be issued to the employee, requesting representations from the employee as to the termination of the employee’s employment with the Group, as per annexure. After having considered the representations and in the event that it is clear that the employee would not be able to perform his contractual duties for an extended period of time, a notice of termination could be issued to the employee as per annexure. Should the former employee return to his former place of work after having been released from prison and after the notice of termination has been issued to such an employee, the employee must not be allowed to resume his/her former duties. Such former employee may submit an appeal in terms of the prescribed format per annexure.
Exceptional cases shall be reported to Super Group HR for further guidance and assistance.
The Group recognises the need to effect changes to its operational processes, introduce new technology and change its structural components in the interest of maintaining a competitive edge in the market and/or to remain cost effective. These changes will always remain a managerial prerogative and in instances where such changes might impact on Group employees, the prescribed consultation procedures will be invoked.
If at any stage it is contemplated that such changes might result in the dismissal of any employees or where the reluctance of employees to adapt to the changes in potential roles might necessitate the dismissal of certain employees, the consultation process shall be followed. The purpose of the consultation process should not be equated with negotiations, but its purpose would be seek advice and try to reach consensus with the relevant role players on specified topics associated with the changes.
The moment that it is contemplated that certain dismissals might result from the intended changes, notice will be issued to all employees within the specific sub or sub-sub-structures of the relevant strategic business unit, as per annexure, addressing all of the prescribed topics listed in section 189(3) of the LRA. In order to populate this notice with the relevant listed information, notice must be taken of any prescriptions and regulations specified in collective agreements, where such impacted employees resort under the jurisdictional scope of a bargaining council, such as MIBCO and NBCRFI, or any sectoral determination, such as the Sectoral Determination for the Wholesale and Retail Industry and the Sectoral Determination for the Private Security Industry, wherever applicable.
Should any of the potentially impacted employees be members of any registered trade union, then the very same notice should be issued to the relevant trade unions concerned, with a similar invitation for representations on the listed topics. As no final decisions could be reached on the listed issues at this stage, management must accept and consider any representations received in relation to any of the listed topics. Such representation might be made orally or in writing by any of the impacted employees or their trade union representatives. In this regard, management must endeavour to also schedule communication sessions with the impacted employees in order to explain the changes, its impact and any of the other listed issues. Depending on the circumstances of any given changes, formal consultation sessions may be advisable between management, elected representatives amongst the employees and/or trade union officials in an attempt to reach consensus on the listed topics.
Management must involve a HR Representative during the course of any retrenchment procedures for guidance on the proper process to follow in such regard.
Any representations received by the impacted employees or their representatives, must be considered by management and an attempt must be made to reach consensus thereon. Should consensus be reached on all or a number of the listed topics, this must be duly noted and minuted. After representations have been received, or after the expiry of managements’ deadlines, another notice must be issued to all impacted employees in the form of annexure. In this notice, management must communicate and record alternatives accepted or rejected and substantiate its reasons therefore. Depending on the circumstances of each case, this might necessitate further consultations in this regard and should further alternatives be presented, another notice in the same form as annexure, may be issued to impacted employees.
Management must also ensure that the relevant trade union representatives are also informed of such developments and communications issued. Should at any given stage, since the original notice was issued to employees and even after final termination letters were issued, events occur that change the outlook or impact on employees concerned, then management must communicate such updated changes and the relative impact thereof to all relevant role players.
Should the status quo prevail, then management may issue notice of termination to selected and impacted employees, informing them about their dismissals, in the form of annexure. Specific note should however be taken of the timeframes associated with and stipulated in the Guidelines and also if any facilitator was appointed, before such notice could be issued. Note should also be taken of any special periods of notice stipulated in any individual contract of employment or collective agreement. During the notice period of termination for identified employees, a final notice with a breakdown of benefits payable, in the form of annexure, must be calculated and issued to each impacted employee concerned. Should any viable alternatives be agreed upon during the employees’ notice periods and prior to their termination date, an updated notice should be issued revoking the notice of termination and confirming the alternative agreed upon, as no benefits will become payable under such circumstances as per annexure. There is no recourse for any appeal in this termination process, as the consultation process already caters for such representations.
In terms of the provisions of the LRA, various forms of industrial action is catered for which are strictly regulated in terms thereof. In general, the following categories of industrial action, finds application:
In all instances of industrial action, the Group shall apply the principle of ‘no work no pay’, irrespective of the form that the industrial will take.
A strike is described as ‘the partial or complete concerted refusal to work, or the retardation or obstruction of work, by persons who are or have been employed by the same employer or by different employers, for the purpose of remedying a grievance or resolving a dispute in respect of any matter of mutual interest between the employer and its employees.
In all instances of a protected strike, the relevant trade union/s or employee representatives must have declared a dispute at an accredited bargaining council, such as the NBCFRI or MIBCO (and in the absence of such councils, then at the CCMA). Subsequent to declaring such a dispute, the relevant council or CCMA must have scheduled the matter for conciliation and only after the matter could not be resolved at conciliation and a certificate of non-resolution has been issued confirming such, can the relevant trade union/s or employee representatives give notice to the employer of any intended strike action. An exception to this prescribed rule, is that after the expiry of 30 days since a dispute has been declared at a council or the CCMA, the relevant trade union/s or employee representatives, can immediately at the expiry of the 30 day period, request that a certificate of non-resolution be issued in that regard.
If the issue in dispute (as declared at the relevant council or CCMA) only relates to dissatisfaction in relation to a single employer, such as Super Group or one of its SBUs, then the relevant trade union or employee representative have to give notice to Super Group or the relevant SBU of the employees intention to embark on strike action. The prescribed notice period is 48 hours prior to the intended strike action.
If the issue in dispute relates to an industry-wide subject matter, such as annual increases, then the relevant subject matter would have had to be tabled in the relevant bargaining council, or if there is no bargaining council for the relevant industry, at the CCMA and a dispute should have been declared in this regard and a certificate of non-resolution issued. In such instances, the relevant union or employee representatives must give the prescribed 48 hours’ notice to the bargaining council or employers’ organization, such as the RFA. The strike would be protected as due process was indeed followed by the employees before embarking on such action. Employees may therefore not be dismissed simply because they are embarking on such action, as they would receive the ‘protection’ of the LRA. However, if there are incidents of misconduct committed during the any protected strike, management must note down in detail the circumstances of the incidents and those involved therein, as disciplinary action could be instituted against such employees.
In exceptional circumstances, the Group may approach the Labour Court for an interdict if violence occur or lock the workers out of the workplace and then look at employing alternative replacement labour for the duration of the strike. As the Group do not negotiate terms and conditions of employment on plant level, protected strikes should as a rule only occur during the course of industry wide negotiations in the NBCRFI or MIBCO.
The most common form of unprotected strike action is in the form of a wild cat strike. It is Group Policy that no form of unprotected strike action shall be tolerated and notwithstanding the form it takes, disciplinary action shall be taken in such regard. Unprotected strike action has a negative and destructive impact on the operations of Super Group and shall be a dismissable offence. There should be no reason why employees would not be capable of exploring internal or external remedies before engaging in any form of industrial action.
Notwithstanding the very broad policy statement by Super Group regarding unprotected strike action, the Group shall as far as circumstances permit follow due process before terminating the contracts of employment of those employees engaged in such action. This might include, issuing of ultimatums, informing relevant trade unions of such action, establishing the reasons for the unprotected action, informing employees of the fact that it is unprotected and the consequences of dismissal and involving security and the police where necessary. In circumstances where employees heeded the ultimatums issued, the Group shall reserve the right to invoke the normal disciplinary procedures in order to discipline employees who engaged in any unprotected strike action.
Employees are encouraged to make use of the relevant grievance and other communication forum systems in order to air any dissatisfaction being experienced in the workplace.
Once notice was issued to NEDLAC regarding any proposed protest action, management must put into place contingency plans in order to mitigate the impact thereof on operations. The same principles shall apply in relation to protected strike action. Although employees may not be disciplined for partaking in such action, acts of misconduct committed during the course of such protest, shall be the subject of further disciplinary action ito the disciplinary procedures. Also, in the event of a non-procedural compliant protest action, disciplinary action shall be taken against such employees who partake therein, in so far as their unauthorised absence is concerned.
The Group shall only utilise the mechanisms associated with a lock-out under circumstances where it will serve its operational contingencies.
The Group recognises that certain trade unions with sufficient support in membership of its employees, may qualify for specific organisational rights. The Group furthermore supports the majoritarian approach adopted by the LRA in this regard.
The Group acknowledge the trade unions with more than 30% membership of employees within the workplace, may qualify for the following organisational rights:
The Group also acknowledge that trade unions who are admitted as bargaining agents in the relevant bargaining councils, such as the NBCRFI and MIBCO, within whose registered scope the Group’s employees may resort, shall also qualify for the first 2 abovementioned rights, notwithstanding its representativeness status of members in the workplace.
Super Group also supports the LRA’s principle of preventing a proliferation of workplaces with the Group. As the Group’s various strategic business units do not perform totally independent operations, it cannot be taken as constituting a ‘workplace’ for purposes of organisational rights. Also, the Group cannot accept that its operations along geographical lines and workplace premises are independent in its operations and shall thus also not be taken as having workplaces along such lines. The Group, in its totality shall be regarded as the workplace for purposes of determining how representative a specific trade union is for purposes of qualifying for organisational rights.
Any damage to or loss of any personal effects should be reported. The Group accepts no liability for any damage or loss of any personal effects brought onto Group premises.
The Group realises the need for stringent security, and will therefore take all reasonable steps to ensure the safety of all employees while at work.
It remains the employee’s responsibility to get to the agreed place of work. The employer will not be responsible for transporting of employees to and from the place of work, or compensating employees for travelling expenses incurred in this regard.
Copyright for any product, form, service, trademark, written material, software, etc., developed by the employee whilst in the employ of the Group, vests entirely in the Group or any of its affiliates, and the employee acknowledges that they do not have any right or title to such copyright.
The employee agrees and undertakes to disclose to the Group all inventions, innovations, improvements, modifications and/or development of training programmes, courses and systems which they may make during the course of their employment with the Group.
Such inventions, innovations, improvements, modifications and or developments shall be deemed to have been made for and on behalf of the Group.
Conflicts of interest can arise where employees are offered gifts, hospitality or other 'business favours' which might, or could be perceived to, influence their judgement in relation to business transactions such as placing of orders or award tenders and contracts.
Any personal interests, which may infringe, or might reasonably be deemed by others to infringe, on an employee’s impartiality in any matter relevant to his or her duties, must be declared in writing to their superior.
A personal interest is deemed to be when any benefit, monetary or otherwise, which may be perceived to accrue to an employee, their immediate family or an outside concern in which the employee may be involved as a result of their position within Super Group.
It is appreciated that cordial relationships might develop between Procurement Personnel and Vendors and any arrangements which might, in the long term, prevent the effective operation of fair competition, must be avoided.
An employee may not accept gifts, hospitality or other ‘business favours’ from suppliers of goods or services. However, acceptance of the following will not be considered contrary to such a policy:
In addition, no personal favours or other preferential treatment should be accepted by any employee, when they are offered, because of the employee’s position within the company.
Samples of new products or existing products with changed specifications are often required for testing, observation or evaluation to improve the Company’s knowledge of a product or service being offered. Such items are often supplied at no cost to the Company, which is not abnormal, however their disposal should be strictly in terms of Company policy with regards to disposal of assets.
Where there is any doubt in mind of any employee as to the applicability of the above policy with regards to an individual’s personal circumstances, then the onus is upon the employee to obtain guidance, direction and a mandate from the Group Chief Executive Officer.
The following tests should be applied when making decisions:
Where the hospitality or entertainment offered by a supplier appears to be significant, for example a trip overseas to a sporting function where the suppliers pay for airfare and accommodation, and if the benefit to the Group is significant from a business, educational or relationship basis the offer may be accepted at the discretion of the individual’s Divisional Managing Director and the Group Chief Executive Officer.
Super Group Human Resources administers the following payrolls:
All enquiries, queries and incidents must be logged by using the Human Resources Self Service Portal or by contacting the Call Centre on: 011 123 4000 .
All enquiries, queries and incidents must be forwarded to
All enquiries, queries and incidents must be forwarded to
All queries and incidents must be forwarded to
This policy is applicable to all Basic Conditions of Employment (BCEA) employees of Super Group Limited and its subsidiaries.
All full time employees are required to work at least 45 hours per week. Workloads may require that these hours be adjusted from time to time to meet operational requirements. Any changes to an employee’s working hours can only be amended with proper notice, and must be approved in writing.
This policy is applicable to all Basic Conditions of Employment (BCEA) employees of Super Group Limited and its subsidiaries.
From time to time, employees may be asked to work beyond the normal hours stipulated in this policy and / or their letters of appointment, for the fulfilment of the Group’s business obligations. All employees compensation, if applicable in accordance with the threshold set in the Basic Conditions of Employment Act, will be in accordance with relevant legislation.
Super Group endeavours to create a work environment where employees are provided with opportunities for career development and advancement. To facilitate this objective, the Group supports internal movements and transfers between the various Super Group SBUs, provided that such transfers are beneficial to both the employee and the company.
Embracing internal movement is beneficial to the group, in terms if leveraging ‘talent’ across the greater organisation, further promotes improved staff retention levels.
An internal movement or transfer will in certain instances be a promotion. In most cases however, the moves are generally lateral in nature, as the employee moves into a new working environment, which aims to provide on the job development and added business exposure.
Super Group encourages career development discussions between employees and their managers, a process formalised through the development of a Personal Development Plan (PDP). Discussing the employee’s career aspirations will prevent any surprises when the employee notifies their manager of their intention to apply for a new internal opportunity.
All recruiting line managers need to make their respective HR Representative / Manager aware of all internal vacancies.
As a general rule, all internal vacancies need to be advertised via the Job Opportunities link on Super Group Intranet, the Group’s intranet, for at least 5 days, bar instances where confidential searches are required. Where it is anticipated that the search will take some time, it is recommended that the vacancy be advertised for a longer period.
Super Group Human Resources will take responsibility for loading all internal positions onto the Job Opportunities site on the Intranet.
For specific key management and/or senior positions, the company reserves the right to engage in discussions with any internal candidates deemed suitable. This applies to positions where successors have been identified, as part of the Group’s succession plan. In these instances however, the recruiting manager is to first have the discussion with the employee’s immediate manager and where required, his / her Divisional Managing Director.
External sourcing of candidates may be conducted in parallel to an internal
sourcing process. It is important to note however that the primary
criteria for any appointment within the Group should be based on applicability
of skills and job experience.
In so far as any internal candidates be considered for an internal vacancy, such employee must have at least twelve (12) months service in their current position with the Group. Any exception to these minimum requirements requires approval from the employee’s Business Unit CEO.
The employee must be in good standing with the Group. Any recent or pending unresolved grievances, disciplinary action or related incidents will exclude the employee from applying for any internal positions, until their grievance / issue has been resolved.
Managers are not to openly solicit people within the business, however can make potentially suitable candidates aware of the job opportunity. The standard conditions, as outlined in this document will apply.
Should the employee not meet the role requirements, the recruiting manager must notify the employee of their unsuitability, in writing.
If an employee meets the role requirements, the recruiting line manager is to contact the employee for an interview, post which the employee will be deemed an ‘applicant’ and will then be subject to the Group’s selection process.
As a rule, employees are required to notify their current manager BEFORE attending an internal interview. However, where the first interview is considered to be a fact finding exercise to better understand the requirements of the position, then the employee may wait and notify their current manager once they have established that they have met the basic criteria and that they wish to pursue the opportunity further. This avoids putting the employee’s current position at risk or in an uncomfortable situation for no reason.
An internal offer of employment may only be extended once both CEO’s have agreed on the transfer and the terms and conditions of the transfer.
With the primary aim of internal movement being to promote career development and professional growth, the remuneration package needs to remain unchanged in the new position until the next formal salary review process.
During the period wherein which the employee remains on the same salary package, their performance and response to the challenges of the new role are to be closely monitored. Where justified and in line with the employee’s performance, the necessary salary adjustment can be motivated at the next annual salary increase period.
An exception to the above applies when the new position is a promotion to a higher grade and/or band, a role that comes with significant increased responsibilities. Remuneration will then be adjusted in accordance to the responsibilities of the new position.
Managers need to work through their respective HR Representatives / Managers w.r.t grading the position, in these instances. This will allow for the position to be benchmarked externally, with the applicable remuneration accommodated.
Employees that are transferring to another SBU / Division must have a performance review with their manager to ascertain their performance for the period worked BEFORE moving to their new position. This closes the performance management loop. New KPIs will then be generated for the new role, with an aggregation applied at review stage.
All other monies due to the employee, including commission, should be settled to the employee before or upon transfer, in accordance with the exiting SBU / Division’s published commission scheme.
Negotiation of the release dated needs to be agreed between the two line managers prior to the employee being offered the new role.
The notice period is to be a minimum of one calendar month. Exceptional circumstances may require a longer notice period, such as an extended absence which limits the handover period (i.e. summer holiday in December / January) or the employee has a rare skill set which may place the business at risk should they leave their current position prematurely.
The notice period should be fair in terms of giving the current manager appropriate time to arrange any handovers and to start the process of finding a suitable replacement or restructuring the team to handle the change.
Upon mutual consensus, the current manager and the recruiting manager
may agree on an earlier date, as determined by the needs of the business,
considering both SBUs needs and demands.
Generally, any recruitment or related costs required to replace an employee that has moved internally will be borne by the SBU where the vacancy now exists. However, where the employee is due to transfer without having worked in his / her current role for twelve (12) months, the recruiting (receiving) manager will be responsible for paying the recruitment costs for finding a suitable replacement for the current and now affected line manager.
The job specification is used as the main source document when compiling job advertisements. The advertisement must be compiled in consultation with the Head of a Business Unit, and the contents must avoid direct or indirect discrimination or misinterpretation. An advertisement for a post must clearly set out—
Employees are entitled to paid leave during officially gazetted public holidays, as follows:
Employees will also be entitled to any other officially published public holiday.
It is Group policy not to grant personal loans.
Authorisation of an advance is at management’s discretion, and will only be granted if the following conditions are met:
Application for advances must be requested formally and in writing (Available from your HR Representative).
The advance must be compelling and well motivated.
This application for an advance must be signed by the line manager and approved by the respective SBU head.
An advance will be deducted from an employee’s salary in full in the same month as the advance was granted.
Exceptions to the same month recovery principle must be approved by the SBU head.
The employee must complete an acknowledgement of debt form (Available from your HR Representative).
At Super Group we are committed to the highest ethical standards in business. We are committed to implementing the Company’s core principles and values when dealing with colleagues, customers, clients, government authorities, creditors, suppliers and the community as whole. These principles and values include that we:
Super Group is dedicated to delivering outstanding performance to all stakeholders, including employees, investors, customers and suppliers. We aspire to be the leader in our field while operating openly, with honesty, integrity and responsibility and maintaining a strong sense of corporate social responsibility. In maintaining our corporate social responsibility, Super Group conducts business ethically and according to our values, encourages community initiatives, considers the environment and ensures a safe and professional workplace.
We expect high ethical standards of ourselves and our colleagues in order to maintain community and stakeholder trust in us. This code has been developed to make these values and expected behaviours clear. It applies to all employees, contractors, volunteers, suppliers, agents and anyone who represents Super Group.
As an employee of Super Group you are expected to abide by and live the Company’s Code of Conduct & Ethics at all times. You have the responsibility to:
Super Group strives to deal fairly with our customers, suppliers, competitors and employees. Employees are prohibited from taking unfair advantage of anyone through unfair dealing or unethical behaviour.
The values and responsibilities outlined in section 1 and 2 above should be used as the basis for determining the appropriate course of action when an employee is faced with making any business.
When making business decisions, employees must consider that the decision should:
As part of our commitment to fair trading, employees will:
Super Group is committed to building a profitable and sustainable business for the benefit of all its stakeholders and the communities in which it operates. To this end, Super Group conducts its business in accordance with the all applicable environmental laws and regulations and engages in activities beneficial to the local community.
Environmental performance at Super Group is driven by a pragmatic, risk-based approach combined with a group-wide drive for efficient use of resources. All employees must have regard for the environment and local community when carrying out their duties. Employees must:
Super Group supports a number of events and community projects in partnership with its clients and business partners. Employees are encouraged to engage in activities beneficial to their local communities or which aid one of the many charities that Super Group supports.
As an employee of Super Group, you are responsible for your own actions and for ensuring you are working in a manner consistent with this Code. You are also responsible for reporting events or omissions by others which breach the Code or any other Super Group policy or procedure. Any breaches can be reported (anonymously if desired) to your manager, who will escalate to a Senior Manager, or directly to Senior Management.
You should be aware that Super Group may take disciplinary action for breaches of the Code. This action may include counselling, official notification of unsatisfactory performance or dismissal.
Super Group asks all suppliers and potential suppliers to observe the following principles when doing business with Super Group:
A commitment to Health and Safety sits at the very heart of our business. As such, we require all of our suppliers to:
We also require that suppliers do not engage in business practices that will restrict or limit competition. In particular:
By complying with the requirements outlined in this document, suppliers will be able to advance their business objectives and interests in a fair and ethical manner. All of our suppliers are required to comply with this Statement; accordingly, doing so will not disadvantage them in any way in their dealings with Super Group. It is also important that suppliers are aware of the consequences of not complying with Super Group's ethical requirements when doing business with us. Any corrupt or unethical conduct could lead to:
Membership is compulsory for all permanent employees of participating employers, who are below the age of 65 years and who are not required to belong to other funds eg. industry funds (motor industry or Road Freight industry). Membership commences immediately on entry into service. It is a condition of employment that you are a member of the Funds while you are employed by Super Group. This means that you may not withdraw your benefits from the Funds while you are working for Super Group.Membership categories
Pensionable Salary is an important amount as it defines the contributions to the Funds. In 2006, members of the Funds were given the option to elect the percentage of their total "Cost-to-Company" that they wished to be pensionable. These members may elect annual upward amendments should they wish. New members are required to make an initial election on joining the Funds (between 50% and 90%) and will also be able to make annual upward amendments should they wish. The reason for not permitting downward changes in Pensionable Salary is to ensure benefits are not eroded for the sake of higher short-term pay. The Trustees wish to ensure that members make meaningful contributions in order to accumulate sufficient monies for retirement. The Trustees' recommendation is a Pensionable Salary of 90% of your Cost-to-Company Package.
In 2012, existing members of the Funds were given the option to elect a Risk Salary of up to 100% of their total Cost-to-Company Package. The Risk Salary is used to calculate the death and disability benefits of a member in the event of a claim. Therefore the higher the Risk Salary elected, the higher the death and disability benefits will be. If you wish to discuss the options, please contact your payroll officer who will be able to advise the effect on your take home pay, life and disability cover etc. Members will be able to make annual upward amendments should they wish. New members automatically have a risk salary equal to 100% of their Cost-to-Company Package.
You may retire on the last day of the month in which you attain age 65 years. This is known as your "Retirement Date".
You may retire early from age 55 years.
Provided the Company permits, you may continue in service for a further period not to exceed five years.
Category A: Members who are not Category B or C Members or Directors.
Category B: Members who are remunerated on a "Cost-to-Company" basis.
Category C: Members in respect of whom the employer pays 100% of the cost of providing the benefits.
A Director as defined in the Companies Act, 1973.
Category A and Category B Members
7.5% of your monthly Pensionable Salary into your account in the Pension Fund.
Directors and Category C Members
In terms of the Income Tax Act, these contributions are allowed as a deduction for income tax purposes.
The current cost of providing the death, disability and funeral benefits as well as the management fees in respect of both the Super Group Pension Fund and the Super Group Provident Fund.
7.5% of your monthly Pensionable Salary into your account in the Super Group Provident Fund.
15.0% of your monthly Pensionable Salary into your account in the Super Group Provident Fund.
The contribution towards the death and funeral cover represents a taxable fringe benefit.
Members are permitted to make contributions on their annual bonus on a voluntary basis. Members should contact their payroll officer for further information.
Your retirement benefit will be equal to your account at retirement. You can:
a) take the total value of your account in the Provident Fund to purchase an annuity from an insurer selected by you and approved by the Board of Trustees. Such annuity will be a compulsory non-commutable annuity payable for and based on your lifetime.
b) with the permission of the Board of Trustees, take the entire value of your account in the Provident Fund as a cash lump sum.
Your retirement benefit will be equal to your account at retirement. You can:
a) take the total value of your account in the Pension Fund to purchase an annuity from an insurer selected by you and approved by the Board of Trustees. Such annuity will be a compulsory non-commutable annuity payable for and based on your lifetime.
b) take a cash lump sum of up to one third of the value of your account in the Pension Fund and purchase an annuity as in (a) above with the balance of your account.
Effective 1 October 2007 the combined lump sums (i.e. from the Provident and (if taken) the Pension Fund) are taxable in accordance with the following table:
NB: The lifetime accumulation principle applies to taxation of benefits. That is, any amounts taken in cash from previous pension or provident funds will be taken into account when assessing the tax payable.
What happens when you don’t claim your benefit?
It is best, where people are leaving the Funds, for benefits to be processed by the Administrator as close as possible to the date that they are actually leaving. Paying benefits to members is part of a process which the Administrator has to complete every month. We have described the relevant processes involved, to give you an idea of what must happen before your benefit can be paid or transferred:
There will be a delay in your claim being paid or transferred to the Fund of your choice, if:
If you die while you are a member of the Fund(s), your dependant(s) and/or beneficiary(ies) or, if none, your estate, will receive the following:
The Employer also operates a Funeral Plan to assist you or your family with funeral costs, should a family member die. The Plan pays a lump sum according to the following table:
Note: Children over age 21 remain covered to age 25, provided they are still in full-time education. There is no age limit if dependency is due to mental or physical disablement.
If you become temporarily or permanently unable to carry out the duties for which you are employed (or those of a similar occupation for which you are reasonably suited by means of education, training and experience) you may be entitled to a disability income, after a 3 month waiting period, of 75% of your Risk Salary, subject to an overall maximum benefit of R140 000 per month.
If you are disabled as a result of functional impairment, you may be awarded an additional 25% of your Risk Salary. This is known as the Disability Income Top-up Benefit.
The three month waiting period starts from the date of disability (the date you were last active at work) and ends after three months. The benefit increases annually by the CPI (subject to a maximum of 10%), and continues until the earlier of recovery, death or age 65 years. Your monthly disability income benefit will be taxed in the same way as your salary.
Your membership of the Funds including death benefits will continue. Your 7.5% contribution (if applicable) is deducted from the disability payment. The Employer’s contribution will continue to be paid into the Funds on your behalf.
In the event of a disability claim, medical evidence will be required, at the member’s expense.
Any withdrawal benefit (after the deduction of the R22 500 tax-free portion) that you take in cash will be taxed at the following rates:
A preservation fund is a holding vehicle to save or preserve your retirement savings between jobs.Why transfer to a preservation fund?
You can defer the tax payable on the withdrawal benefit to retirement.
What are the disadvantages of transferring to a preservation fund?
A retirement annuity is an investment that you make specifically to fund your retirement, and the way it works is regulated by South African legislation. There are two significant features of a retirement annuity in South Africa:
What are the disadvantages of transferring to a retirement annuity fund?
What are the disadvantages of transferring to to your new employer's fund?
The Trustees do not recommend that you take your money in cash. You will not be able to accumulate a retirement benefit which gives you 70% to 75% of your salary as a pension, if you access your retirement benefit between jobs. If you resign, are dismissed or take a voluntary retrenchment package after 1 March 2011 and take your withdrawal benefit in cash, your benefit will be taxed.
Any withdrawal benefit (after the deduction of the R22 500 tax-free portion) that you take in cash will be taxed at the following rates:
The R22 500 will however be reduced by any previous tax-free amounts enjoyed on/after 1 March 2009. Any amount you take in cash will reduce your tax free lump sum on retirement
Overview of current investment strategy
The Funds' Trustees currently make all decisions relating to the investments of the Funds' assets. The Trustees meet regularly to review the appropriateness of the investment strategy. Any decisions relating to the investment strategy and the appointment of investment managers are only made after careful deliberation. The Trustees also consult investment experts as part of the decision-making process.
The Trustees aim to achieve superior investment performance over the long term by appointing expert investment managers and investment consultants with good track records to manage the Funds' investments. The Trustees have invested the monies to achieve a suitable spread between the various possible asset classes such as domestic and foreign equities, domestic and foreign fixed interest stock, property and cash.
The Trustees have chosen to invest in the following portfolios according to the following splits:
This mix of portfolios is termed the Growth Risk Profile and is the default profile for all members who do not wish to exercise any level of investment choice.
Individual investment choice
The Trustees do, however, appreciate that not all members are comfortable to adopt a long term view on investments. Some members may not wish to be exposed to volatile equity and currency markets, and may wish to place their monies in a more secure but potentially lower yielding investment.
The Trustees have therefore resolved that, members will be able to elect either a Minimal Risk Profile or a Moderate Risk Profile.
The Trustees have resolved that members will be permitted to switch either into or out of the three Risk profiles available at any time of the year provided that at least 3 months must elapse between switches.
Members may only use the official form to action a switch and if no confirmatory e-mail is received from the Funds' administrators, Liberty Life, within 15 days from the date of submission, the onus is on the member to follow up via Super Group’s Human Resources department. The switch form is available via the payroll department.
A member must complete a form for both the Pension and Provident Funds, since these are separate legal entities and an instruction to switch investments on one Fund cannot be construed to mean that this also applies to the other Fund. The Member recognises and accepts that his or her ultimate benefit from the Funds will be directly impacted by any investment choice made. By completing this form the Member indemnifies the Trustees and consultants of the Funds in respect of any loss that results from that choice.
The member further acknowledges that he/she is bound by his/her investment choice and is not permitted to make further switches, except to the extent permitted as outlined above.
A member contemplating a switch is encouraged to first seek financial advice, either through his/her own financial advisor, or the Funds' consultant
Medical aid cover with the Group is compulsory, except instances where an employee belongs to a spouse / partner's fund or the employee is in the bargaining unit of the NBCRFLI and MIBCO. In these instances, Group membership is not required.
The Group’s approved medical aid schemes are:
*Take note that the Dealerships Division only has Discovery Health as the appointed medical aid scheme for both in- and outside bargaining unit employees.
Medical aid cover is related to the rules of the relevant scheme, as they may be amended from time to time.
Genesis Healthcare Consultants (Pty) Ltd. is a licensed financial services provider that specialises in the healthcare arena, focusing primarily on the healthcare needs of corporate clients has been appointed as the Group's broker.
If you have any enquiries about your medical aid in terms of:
or if you would like to:
Please follow the link to the:Genesis Healthcare Mobile Application
The Group supports and is prepared to allocate funds to the training of our people. In so doing, the Group is entitled to expect a return on its investment. To mitigate against the risk of employees attending training and then resigning shortly after attending such training, this policy has been developed. The policy therefore aims to discourage people from undertaking training at a time when they are planning to leave the Company.
An employee’s training needs and the method / medium of training should always be determined in relation to:
The competencies derived from attending the ‘right’ training should be realised through improved performance and productivity and as such, all planned learning interventions should be integrated into the expectations agreed during the performance management process and recorded in the employee’s Personal Development Plan.
Training is imperative to the career growth and enhanced sustainability of any organisation that aims to be at the leading edge within an industry. Super Group acknowledges the necessity to train and advance its people to perform at their maximum capability. Training is vital to ensuring that all our employees are appropriately skilled to perform at their peak, thereby realising their potential.
The employee is to forward a written request for financial training assistance, along with details of the course content, costs and potential benefits to be realised, to their respective line manager for consideration and approval in terms of the HR Approvals Framework.
The Group will provide assistance in paying the academic fees, including any registration fees. After each successful year the employee must re-apply for a further financial training assistance to fund the next year of study, and so on.
The Group will fund the programme, provided it is role specific and there is a clear business need.
Rand-value of training
R2, 000 to R4, 999
R5, 000 to R9, 999
In the event that the employee is found ‘not yet competent’ at the end of the programme, the employee will have the opportunity to be re-assessed. If however, the employee remains ‘not yet competent’, post re-assessment, the Group will recover its full funding for the specific programme, from the employee, over equal to the work back period as stated above. The employee will also be liable for the re-assessment fees.
Approval for financial support or leave to attend these courses is not automatic – such an application must be justified by the employee, in terms of the benefit to be derived by the Group from the employee’s enhanced skills and abilities. It must also be included in the employee’s Personal Development Plan.
This policy is applicable to all Basic Conditions of Employment (BCEA) employees of Super Group Limited and its subsidiaries.
The Group’s policy requires that employees fully utilise their leave entitlement, with the belief that doing so enables them to be more productive and effective.
All leave must be applied for on the standard Leave Application Form (available from your HR Representative), unless the specific business unit makes use of the Employee Self Service (ESS) system whereby leave applications are submitted electronically, and authorised by the respective manager(s). Leave applications must be submitted within a reasonable time, prior to the commencement of the leave period.
In this policy, "annual leave cycle" means the period from January to December (calendar year). The leave cycle for employees who join the company after January in any given year and leave credits will be pro-rated from date of engagement to the month of December of the year of engagement.
Leave entitlement for employees with up to five years’ service = 1.25 days per completed month , or 15 days per annum.
Leave entitlement for employees with more than five years unbroken service = 1.67 days per completed month , or 20 days per annum.
Annual leave is to be taken in accordance with the BCEA, i.e. if no agreement is reached between the Group and the employee; such leave is to be taken at a time determined by the Group and within 6 months preceding the relevant leave cycle.
Leave is calculated in terms of working days and therefore excludes Saturdays, Sundays and approved public holidays.
The Group does not encourage that leave be taken within the first six (6) months of employment. At the discretion of management however, an employee who has completed less than six months service may be granted leave subject to the proviso that the number of days granted does not exceed the pro-rata number of days available.
Annual leave may be staggered.
Leave may not be taken without written prior authorisation by management.
Employees may not work for any other employer during any period of annual leave.
Leave will not be paid out under any circumstances, bar upon termination of employment.
Leave requests of more than 20 consecutive working days will only be granted subject to the approval of the respective SBU CEO. The Group however does not encourage annual leave periods that exceed 20 consecutive working days.
Annual leave for a particular leave cycle must be taken not later than six months after the end of the respective annual leave cycle .
Upon completion of the 18 month period as stated above employees may not start 1 July of that respective year with a leave balance of more than 75% of his or her leave entitlement (11.25 days for employees with a 15 day leave entitlement and 15 days for employees with a 20 day leave entitlement). Any leave days in excess of the 75% of leave entitlement on 1 July of each calendar year shall be forfeited.
Only upon termination of service will employees be paid for leave days owing to them, as calculated by the Group, and in line with the guidelines supplied by the relevant legislation. In instances where an employee resigned without complying with the prescribed termination notice periods, the balance of any penalties payable as a result of such non-compliance, shall be deductible from the employee’s leave balance wherever applicable and necessary. The difference after such deduction shall then be payable to such employee.
The business does not close down over the festive season. For this reason employees will be required to apply for leave taken during this period.
An employee wishing to observe any religious holidays, other than those officially gazetted as public holidays, will be required to submit a leave form. Such leave application will be dealt with at the discretion of the respective line management and is to be taken as annual leave.
During every sick leave cycle (36 months), an employee is entitled to an amount of paid sick leave equal to the number of days the employee would normally work during a period of six weeks (being 30 working days in respect of a 5 working day week and 36 in respect of a 6 working day week).
A sick leave cycle comes into effect on the employee’s commencement of employment and/or the completion of the employee’s prior sick leave cycle.
After three years, a new cycle is effected, and any leave entitlement not utilised in the previous three-year cycle falls away and is not carried forward.
During the first six months of employment, an employee is entitled to one day’s paid sick leave for every 26 days worked.
Sick leave is not paid out on resignation.
For any period of sick leave of more than two (2) days or on more than two (2) occasions during any eight-week period and, including sick leave taken on a Monday or Friday, or any day before or after a public holiday, an employee will be required to produce a supporting medical certificate signed by a registered medical practitioner, or any other person certified to diagnose and treat patients and who is registered with a statutory council established by law. It is to be noted that where medical certificates (Doctor’s notes) cannot be provided, such leave will be converted to unpaid leave . The same applies in instances instances where the employee’s line manager insists on a sick leave certificate. The onus will be on an employee to produce such medical evidence and it remains the prerogative of the Group to question the validity of any medical certificate so produced.
Should an employee utilise/apply for sick leave in excess of his/her entitlement, it will be regarded as unpaid leave. The employee can however apply for annual leave in these instances, as an alternative to processing the said sick leave as unpaid leave. Please reference page 54 for further information on the Group’s policy on unpaid leave.
Sick leave records will be monitored and the Group reserves the right to request that an employee consult a doctor of its choice and at its expense, for a further opinion when a consistent pattern of illness develops.
Absenteeism due to illness
Medical certificates: medical practitioners
Medical certificates submitted by employees must appear on the medical practitioner’s letterhead, clearly displaying the following information:
The Group may, in its discretion, investigate the veracity of an employee’s absence from work or the medical certificate furnished by the employee in question for such absence. To this end, any medical certificates that appear to be fraudulent or improperly obtained will effect an investigation and if substantiated, will lead to disciplinary action being taken against such employee.
No medical certificates from traditional healers, whether registered or not, are acceptable as proof of medical absence. This provision shall also apply to other categories of employees resorting under the jurisdictional scope of any Bargaining Council and Sectoral Determination, unless specifically provided otherwise in any such applicable collective agreement or determination.
The purpose of family responsibility leave is to allow an employee a period of paid absence from work, of up to three days per annum, for certain special circumstances. An employee’s unused entitlement lapses at the end of the leave cycle (January to December) in which it accrues.
This is applicable to employees who have been in employ of the Group for more than four (4) months and who works for at least 4 days in a week for the Group.
A maximum of 3 days in any 12 month period is allowed. The period referred to will be calculated from January to December.
An employee is entitled to apply for Family Responsibility leave:
The Group will monitor this leave and is entitled to request reasonable proof of the event or relationship.
Should an employee legally adopt a child who is less than 2 years old, the employee may take adoption leave from the date on which the child is received for a period not exceeding 4 (four) months, provided that the employee’s spouse / life partner does not qualify for a similar benefit.
When an employee legally adopts a child who is 2 years and older, the employee may take adoption leave from the date on which the child is received for a period not exceeding one month, provided that the employee’s spouse / life partner does not qualify for a similar benefit.
The Group strongly supports the learning and development of all its employees. To this end, the following study leave benefits are afforded to all employees’ of the Group:
Please refer to the Group’s People Development policy for further information
on the process, conditions, eligibility criteria and financial assistance.
Only in exceptional circumstances and at the discretion of the Business Unit CEO and/or Business Unit CFO, will unpaid leave be approved, and only in the event of annual leave having been exhausted. The standard forms are to be submitted and authorised as applies to normal leave applications.
In all cases of unpaid leave taken, the employee will be required to maintain employee contributions to the medical aid and pension funds.
As stipulated in the sick leave policy, should an employee utilise / apply for sick leave in excess of his / her entitlement, it will be regarded as unpaid leave. The employee can however apply for annual leave in these instances, as an alternative to processing the said sick leave as unpaid leave.
The principle of "No Work No Pay" shall prevail.
Super Group has an anti-crime policy that addresses crime in general, including fraud and corruption. Our internal forensic unit is very active and makes use of both reactive and proactive approaches in dealing with criminal or other unacceptable activity.
Since 2003, Super Group has made use of an external service provider to facilitate and handle the reporting of dishonesty, fraud and other inappropriate behaviour in the workplace.
Whistle-blowers may call in with anonymous tip-offs 24-hours a day, 365 days a year.
Information received by the service provider is relayed to the Super Group Risk Management team for internal investigation.
The hotline supports the Group’s approach of zero tolerance of unethical behaviour. It provides staff, customers and suppliers with the opportunity to help the group identify and eradicate all forms of crime.
Please take note that "Be Heard" is a crime reporting line. General
workplace complaints and grievances must be dealt with through the Group’s
This policy applies equally to all employees of the Group, which includes all BCEA, bargaining council and sectoral determination employees/categories, unless other specific provision had been made in a relevant collective agreement or determination, for such particular employee/category.
It is of prime importance that the Group maintains acceptable standards of occupational health, to ensure a safe and hygienic environment for all our employees. Furthermore, it is Group policy to take all reasonable steps to fully comply with all environmental, health and safety legislation and regulations.
It is however the joint responsibility of both employees and management to ensure a safe working environment. All employees must observe the safety, health and environmental protection standards laid down in the workplace, bearing in mind that each person has a responsibility for their own welfare, that of their fellow workers and the public in general.
Should safety, health or environment protection conditions be lacking in any way, these should be brought to the attention of management immediately.
Life threatening diseases include, but are not limited to, AIDS, cancer, chronic obstructive airways disease, heart disease and tuberculosis. The following points are to be noted in relation to same:
AIDS (Acquired Immune Deficiency Syndrome) is an infectious disease transmitted through intimate sexual contact or through the exchange of blood products.
The term ‘AIDS virus-related conditions’ refers to the following four medically diagnosed conditions:
Employees diagnosed as being HIV positive will be afforded the same rights and privileges as they would have in the case of any other illness.
Employees with AIDS, at any stage of the illness, or employees who test positive for the AIDS antibody will not be singled out for special treatment, unless specific medical requirements require this. Such conditions will be related to the employee’s ability to perform the inherent requirements of the job.
Decisions regarding an employee's ability to work should be made taking into consideration relevant medical considerations as provided by a registered medical practitioner.
Employees with AIDS, who become ill with any other infection, will be subject to the same medical constraints as other employees with a similar illness; however an AIDS sufferer has an obligation under the law to protect others from infection with the virus.
Discrimination that relates to HIV/AIDS status will result in disciplinary action.
Any employee diagnosed with an AIDS condition is entitled, as is any other employee, to confidentiality of their medical condition and medical records.
There is no known risk of AIDS transmission between an affected employee and other employees through either casual or close contact that occurs during normal work activities. Breathing the same air, using the same lavatories, touching a common piece of paper, or using the same telephone, does not transmit an AIDS virus-related condition.
Transmission of the virus through oral secretions or tears is not a recognised risk, according to medical authorities. Additionally, the virus is very fragile and has been found to be transmitted only through intimate exchange of bodily fluids.
The AIDS virus attacks the immune system, causing a breakdown in a person’s normal protection against infection. This leaves the body vulnerable to life-threatening illnesses. In addition, the virus by itself can affect the nervous system.
Individuals of all sexual persuasions are at risk of contracting an AIDS virus-related condition.
According to medical experts, the AIDS virus is transmitted in the following ways:
Recent medical evidence suggests that an AIDS virus-related condition can have an incubation period of several weeks, months or years before symptoms appear. Medical findings indicate that a person who has a positive antibody test will not necessarily develop an AIDS virus-related condition. The presence of the AIDS antibody is a sign of infection, not immunity, unfortunately.
As is true for any person with a life-threatening illness, a person diagnosed with an AIDS virus-related condition deserves and requires compassion and understanding.
While that person is attempting to cope with his or her own vulnerability and fears, the support and understanding of friends and colleagues can be particularly valuable.
Some people have fears about contracting AIDS, based on misinformation or lack of knowledge about how AIDS is spread. Education providing accurate medical information can best alleviate fears of contracting an AIDS condition.
Infected employees should be treated empathically and in exactly the same way as other employees unless specific medical requirements require this related to the employees ability to perform the inherent requirements of the job.
If a situation arises where an employee is found to be HIV positive, and where his/her performance is affected, it is management’s responsibility to ensure that they are not simply discharged.
Management have a duty to ensure that productivity and morale are not disrupted, and should take one of the following alternatives into consideration, when it becomes clear that the employee is no longer able to carry out his/her present function:
Should there be negative reactions from colleagues of infected employees, each situation is to be assessed and dealt with appropriately on a case-by-case basis. It may also be necessary to arrange for an informed professional to educate the employees. It is however essential that colleagues concerns are treated with acute sensitivity.
If an infected employee is being victimized or harassed at work, or their work life is made intolerable or impossible, the Group has a duty to support the employee in order that he/she may work without disruption or harassment from fellow workers.
The Group does not require applicants for employment to be tested for life threatening diseases or HIV. The criterion to use is ‘suitability to fulfil the job requirements’. However, the health sections of the ‘Medical Aid Application Form’ and the ‘Employment Application Form’ must be completed honestly.
Testing will only be undertaken on a voluntary basis.
Where required, professional counselling services are to be made available.
The National Aids Information Service number is 0800 012 322.
Every employee has a common law right to privacy. This means that an employee does not have a legal duty to inform their employer of their HIV status, nor may a healthcare worker reveal their HIV status to their employer, without their consent.
Information about an employee’s medical condition is private and must be treated in a confidential manner.
When an employee elects to disclose his/her test results to the Group, and where counselling has not taken place, this should be arranged. Medical aid assistance is also to be clarified. Counselling for the employee’s family is a further consideration.
Every First Aid Box must contain disposable gloves for use by the First Aid Representative when dealing with cuts and abrasions, so that they cannot be infected. Employees providing assistance should wash their hands thoroughly with disinfectant, soap and water afterwards. Gloves are to be destroyed.
Aids will be treated like any other life threatening disease and employees may continue to work for as long as their condition allows, provided that they meet required performance standards and are not a threat to their own safety or that of others.
HIV positive employees should be encouraged to use their private medical practitioner or Provincial Hospital services which are multi-disciplinary in approach and include full counselling services.
At present, the Retirement Fund treats Aids in the same way as any other life threatening illness. Ill-health retirement because of Aids will be handled in the same way as any other case of ill-health retirement.
Education remains key in preventing the spread of the HIV / AIDS virus. Professional services are available in most locations and include talks, videos, discussion groups, etc. Management are advised to make use of these facilities, to ensure that all employees are well informed about AIDS and HIV.
People with HIV or AIDS may not be discriminated against in the workplace. People with HIV or AIDS are protected by the Constitution and the Labour Relations Act from arbitrary and unfair discrimination based on their HIV status. The following Acts refer.
South Africa’s constitution gives all employees the right to "fair labour practices". Furthermore, the equality clause states that everyone is entitled to equality and freedom from unfair discrimination.
The LRA regulates the relationship between employers and employees. It protects employees against arbitrary dismissals.
The LRA protects employees from being dismissed simply because they are HIV-positive.
The EEA prohibits unfair discriminatory practices against employees who are HIV positive, purely based on such status.
The EEA furthermore prohibits discriminatory distribution of employee benefits, training or work related opportunities as a result of such employees HIV positive status.
An important Code of Good Practice: Key Aspects of HIV / AIDS and Employment has been published and contains important provisions regarding management of HIV Aids in the workplace that should be adhered to unless valid reason not to do so.
The Act sets out the minimum standards to which every employee is entitled, unless otherwise provided for in a Collective Agreement or Sectoral Determination or Contract of Employment. It therefore stipulates the minimum employee sick leave entitlement.
This Act requires employers, as far as it is reasonably practicable, to create a safe working environment. In an HIV/AIDS context, this can be interpreted to mean that employers must ensure that universal precautions are used when responding to an occupational accident. Furthermore, employers should ensure that proper equipment needed to protect employees against possible infection and appropriate training in the use of universal precautions is provided.
This Act provides compensation for employees who are injured in the ‘course and scope’ of their employment. Therefore, if there is a possibility that an employee has been exposed to HIV during an occupational accident, then:-
Employees living with HIV / AIDS will be productive for a longer period if they receive the medical, social and psychological support they need. An employee may not be dismissed simply because they are HIV-positive.
An employee who develops AIDS should be treated in the same way as any other employee with a life-threatening illness. The performance of an employee suffering from Aids will be evaluated in the same manner as the employee who is HIV-negative.
Managers should monitor all employees’ absenteeism and sick-leave records and those employees whose attendance record is unacceptable should be evaluated by a formal counselling session.
During such a counselling session, the Manager should encourage the employee to discuss his/her absenteeism openly without any fear of victimisation. The employee should also be informed that such a counselling session will be dealt with confidentially.
Employees who inform their respective manager that their absenteeism relates to their HIV-status may require support in the following areas:
Should the employee’s condition deteriorate to a stage where the employee no longer has the capacity to perform the key aspects of such position, then the Incapacity (ill-health) procedure should be invoked.
The Group maintains an ‘open door’ policy. Employees living with or affected by HIV infection or AIDS, and those who have any related concerns are encouraged to discuss this with their respective management.
In keeping with its responsibility of providing a healthy, productive and hazard-free environment, and in accordance with the Tobacco Products Control Act of 2001, the Group will regulate smoking in the workplace accordingly. Furthermore, the policy seeks to ensure minimum disruptions to the Group’s operations, due to frequent absence from workstations for the purposes of smoking.
Smoking is prohibited in any indoor or enclosed area in which employees perform their duties. This includes any corridor, lobby, stairway, toilets, warehouse, canteen, office, meeting room, change room and any other common area frequented by employees during the course of their employment.
Notices and signs will be provided to indicate areas in which employees and visitors can smoke.
Legal penalties could apply to any contravention of the provisions of this policy. Further to such penalties, the Group will institute disciplinary proceedings for non-compliance with this policy.
Substance abuse is detrimental to the Group and employees who suffer its effect. Substance abuse / dependency may have one or more of the following effects: low performance, low morale, absenteeism, impaired judgement, deteriorating interpersonal behaviour, poor health and accidents or injuries.
The Group believes that substance abuse has either a physiological and/or psychological impact on the employee.
The remedy is often beyond the control of the individual substance abuser / dependent and assistance should be made available to the impacted employee to enable him / her to overcome the problem.
If an employee unreasonably refuses assistance for substance abuse / dependency this could be taken into consideration in determining any action to be taken by the company.
The Group believes it is important that employees who suffer from substance abuse / dependency take responsibility for their addiction, by responding to the support and assistance offered by the Group. Such an admission will not jeopardise the employee’s job security.
The Group will not in any manner promote the use of alcohol by its employees.
The Group will not permit its employees to consume alcohol in the course and scope of their employment unless in an appropriate manner at an authorised work function.
At a place of work, no employee shall be under the influence of or have possession of, or partake of, or offer any other person, intoxicating liquor other than in an appropriate manner at an authorised work function.
In the case where an employee takes medication, The Group shall only allow such person to perform his / her duties at the workplace if the side effects of such medication do not constitute a threat to the safety of the employee concerned, or other employees at such a place of work.
Non-prescription drugs or narcotics, such as dagga, cocaine or any other dangerous substance may not be brought onto Group premises.
The Group shall not permit any employee, who is, or who appears to be under the influence of an intoxicating substance, to enter or remain at a workplace.
Should an employee be under the influence of alcohol or other substances, that employee will be removed from the premises and will not be allowed re-entry until they are in a state of sobriety.
Where an employee contravenes the Group policy in relation to the above, an enquiry will be facilitated at the earliest opportunity. Disciplinary action may lead to dismissal, depending on the severity of the said offence.
Managers should endeavour to identify the emergence of alcohol / drug abuse / dependency in an employee, by monitoring factors such as: change in work performance, absenteeism (especially after week-ends), accidents at work and behavioural changes towards other employees.
The prevention of substance abuse at the work is line management responsibility. The rule applied by the Group to prevent substance abuse at work includes the following:
Any employee not adhering to this policy will be disciplined in accordance with the stipulations of the code of conduct. It is furthermore the line manager’s responsibility to bring this policy to the attention of all employees.
The injured employee must report his / her injury to the line manager before close of business on the same day as the incident occurs.
The line manager must ensure that the injured employee receives professional medical attention as soon as possible.
The line manager must complete the 'employer's' report of the said accident, further ensuring that the report is accurately completed. A copy of the applicable form can be obtained from the Health and Safety Representative. The line manager must ensure that the report includes the following detail:
Salary enquiries must be directed to the Human Resources Manager.
Injuries caused due to negligence must be noted in the employer's report.
In the event that the line manager fails to report the accident to the Compensation Commissioner, the Group will be found guilty of the said offence, in terms of the Compensation for Occupational Injuries and Diseases Act (Act 130 of 1993). The Group will furthermore be held liable for the full amount of compensation payable, in relation to the accident.
The Group's report, detailing the injury, must be faxed within five (5) days after the injury was reported, in order to adhere to the time frames prescribed by the Compensation Commissioner.
When an employee has sustained serious injuries, e.g. the loss of an arm or leg, or died as a result of the injury, then such injury must be reported immediately to the IoD (Injury on Duty) Officer or the Health and Safety Manager and/or the respective HR Manager.
All medical reports, including the first medical report, must accompany the Group’s report.
The progress and final medical reports must be submitted to the applicable individual, as per above.
The line manager must complete the resumption report, the day the employee resumes duty.
All medical accounts must be forwarded to the applicable person.
Line managers violating the aforementioned administrative arrangements will be subjected to disciplinary action and could also be held responsible for any claims, which the Compensation Commissioner refuses to pay.
The purpose of an EAP is to assist employees with personal and work related problems, difficulties and concerns, which they may experience from time to time. These problems, difficulties and concerns can and do affect the work performance of employees.
EAP allows workers to correct problem behaviour without the immediate threat of job loss. An employee usually remains on the job while in the program and the employer monitors the worker’s progress over time.
EAP will endeavour to get issues resolved quickly and effectively within a confidential arrangement between an EAP consultant and the employee. EAP offers employees the opportunity to obtain professional assistance through counselling. Many problems, difficulties and concerns can be resolved before they impact upon the employee’s work performance.
EAP will attempt to implement early intervention strategies for the Group
by actively encouraging self-referral by employees. Furthermore,
EAP is a resource used to decrease the cost associated with, amongst others,
absenteeism, stress claims and conflict at work. EAP acts as a pressure
valve for issues, thus preventing major problems from arising.
An EAP is based on an over-riding concern for the individual; however there are additional financial implications to the Group. These problems manifest themselves in such factors as:
EAP offers assistance with a broad range of problems, difficulties and concerns, including but not limited to: substance abuse, e.g. alcoholism and drugs; HIV / AIDS; trauma counselling and sexual harassment.
Counselling will be conducted in terms of the Group’s Employee Assistance Programme. Any employee who agrees to undergo counselling and treatment will be allowed time off for this purpose.
At the conclusion of the period of counselling and treatment, as determined by the counsellor, the counsellor is to generate a report on the counselling and treatment to the HR department. If the counsellor’s report confirms that the employee has co-operated with the process to the level where job performance and / or work relationships are no longer impacted, then it will be regarded that the employee has recovered.
If this is not the case and the counsellor is satisfied that the employee will not benefit from the opportunity of a further period of counselling and treatment, then the employee will be dealt with on the following basis:
Any employee may voluntarily elect to undergo a counselling and treatment program.
Access to the EAP can be initiated through the following channels:
It is important to note that the Group has not selected a central preferred EAP provider or vendor. As such, where EAP assistance is required, the Divisional policy is to be supported. It is entirely at the discretion of the DCEO to determine whether the business will pay for the counselling and if so, to what extent and under what conditions.
All travel and entertainment should be consistent with the needs of the business and should be used as appropriately as possible to accomplish business objectives in a cost-effective manner and in keeping with standard business principles of transparency, authority and prudence.
To provide all employees who are compelled to entertain and travel on Company business and who may incur expense in doing so with clear, consistent, standardised and equitable operating guidelines, policies and procedures.
This policy applies to all employees of Super Group and its subsidiaries who are engaged in authorised Company travel or who expend Company funds for business purposes.
It is realised that certain locations and facilities may need to follow different rules and procedures due to special circumstances, such as foreign governmental laws for overseas locations. In such cases, request for an exception to be brought to the Group Financial Director and the Procurement Steering Committee for approval.
Rules governing reimbursable expenses other than travel and entertainment (such as associate moving expenses, expatriate expenses, etc.) are covered by other policies and instructions are excluded from this policy.
It is the Company policy to:
The approver has prime responsibility for ensuring compliance with this policy and must verify that expenses and expense claims meet the following criteria:
'ProcureCom' have endorsed the appointment of Travellinck (Online booking Tool) and Claudia's Travel (International bookings), as the sole service provider of an 'in-house' travel solution for the Group.
Strategic vendor relationships have been formed with airlines, hotels and car rental companies that offer Super Group travellers' substantial discounts.
All Forex orders must now be placed with Tuanette Oelofse in Group ProcurementContact details for Tuanette as follow:
To facilitate easier and faster service, employees must submit to Claudia's Travel a traveller profile form, which indicates special meal requirements, seat preferences, credit card numbers, and loyalty programme numbers. Delivery addresses, phone numbers, accommodation preferences, medical considerations etc. This is a once off process and can be updated periodically.
Departments / divisions planning travel for groups travelling to the same destination for a common purpose, must utilise Claudia's Travel to make all the necessary arrangements, which should be made as far in advance as possible to take advantage of the most favourable rates for all services.
Group air travel and accommodation arrangements made through Claudia's Travel and Travellinck may be billed directly to the department / division requesting such arrangement.
All Super Group associates are required to include a copy of the Travel Services / Claudia's Travel itinerary with each expense report submitted for reimbursement. Expense reports submitted without this itinerary will not be reimbursed. When unusual or emergency circumstances prevent you from making your arrangements through Travel Services, a written explanation must be included with your expense report explaining the situation.
'ProcureCom' has chosen to use the American Express Corporate Card to help manage the group's travel expenditure. The Corporate Card is the primary payment vehicle for all travel expenses incurred by Company travellers. This card program provides travellers with a wide variety of travel benefits and allows the Company to capture travel data that is vital for management reporting and vendor negotiations.
The business travel account card is a travel management tool. 'ProcureCom' nominates its preferred travel agent, and American Express issues Super Group with a Business Travel Card for each Business unit, which is kept with Group Procurement. Procurement has authorized Travellinck and Claudia's Travel to make use of our Lodge Cards.
American Express sends us one consolidated statement, as well as individual statements for each business unit, at the end of each month detailing all bookings made and the Company has only to make a single payment to American Express to cover the entire month's travel expenses. All matching of statements and payments are done by Group Procurement.
The American Express Corporate Card, lodged at Group Procurement, will be used for all business travel expenses including:
Certain operations like Cross Border and Mauritius may be exempt of this requirement from time to time.
The benefits of this programme include:
All benefit that is gained from the Membership Rewards Programmes will accrue to the company.
Domestic travel is defined as all travel that takes place within the borders of the Republic of South Africa.
All domestic air travel is to be at Economy Class level.
Airfares should always be the lowest discounted fare for the route being travelled and travellers must make their reservations as soon as travel plans are finalised, to maximise advance purchase discounts, preferably at least 7 (seven) days in advance.
Greater savings can be achieved by allowing maximum flexibility in travel planning.
Travel Services may, within reason:
If lower fares are refused by an associate, approval is required from the associate's supervisor before tickets are issued for a significantly more expensive flight.
Generally discount fares are non-refundable but are changeable for a fee ranging from R 250 to R 500 on up, based upon the rules of the carrier selected.
Claudia's Travel / Travel booker on Travellinck will always base the selection of an airline on getting the lowest fair available and never solely on participation in an airline's frequent flyer program.
The Company expects you to carefully consider, in light of your travel plans, the cost of a refundable and changeable ticket as opposed to the cost of a lower priced yet non-refundable ticket.
The approved Travel Agent will be responsible for selecting the 'Lowest Cost Route' for each traveller for each trip.
An upgrade at the expense of the Company is not permitted;
However, in special instances where circumstances necessitate Business Class travel, approval must be obtained from the Divisional Managing Director in advance.
In the unlikely event that economy class seats are not available on a specific flight, and for good business reasons you need to be on that flight, then good judgement needs to be exercised in buying a business class ticket (even one-way) as your actions will have to be motivated and justified to and authorised by the Divisional MD.
The Company may decline to reimburse you if a poorly thought out decision is made.
The Company has negotiated preferential deals with Kulula, SAA and Nationwide and a strategic deal with British Airways/Comair. Provided they have the cheapest discounted rate on the route selected, at a specific point in time they will then be utilised.
It is expected that each employee use the best means possible of travelling to and from the airport, taking into consideration cost, time and transportation availability.
The application of this principle will determine whether or not the Company will reimburse expenses incurred in getting to the airport.
See also 'Car Rental Guidelines'.
International travel is defined as all travel that takes place outside the borders of the Republic of South Africa and must be authorised in writing by the Group Managing Director.
All International travel will be at Economy Class level, unless specifically authorised in writing and in advance by a Divisional Managing Director or Group Director, solely at their discretion. First class travel is prohibited for all destinations.
ALL OTHER HEADINGS UNDER LOCAL AIR TRAVEL ARE EQUALLY APPLICABLE TO INTERNATIONAL BUSINESS TRAVEL.
All hotel reservations are to be made through the Company approved Travel Agent for International Travel and for Domestic by the travel booker trained on Travellinck, however exceptions may be allowed in the case of operations in Africa who may be able to get better deals 'on the ground'.
It is the Company policy, that where possible, all employees who have to travel should attempt to structure their business that they return the same day.
Expenses incurred on trips planned for personal reasons will not be reimbursed, even though some business activities may be conducted while at the destination. Only specific expenses incurred while furthering the business of Super Group will be reimbursed.
Many hotels have frequent guest programs that reward travellers with free accommodation in exchange for a specified number of paid room nights at the hotel. The Company will not reimburse travellers for the value of free accommodations used for business travel.
Europcar is the Company preferred car rental and First Car the secondary company and Group B or equivalent is the preferred class; however the travel agent will always make the reservation with the car rental agency offering the lowest cost method for the location the staff member is visiting, and no matter whether or not such agency is located in the airport terminal.
All reservations for car hire / rental are to be made through the Company approved Travel Agency and travel booker of each division.
Travellers may rent a car to their destination when (provided that they are not receiving a travel allowance):
Travellers may rent a car at their destination when:
N.B! Traffic fines incurred whilst using a hired or personal vehicle, on company business, are not reimbursable, neither are admin / handling fees associated with such an expense.
Employees who do not participate on the Company's Allowance Scheme, may use their personal cars for business purposes, if:
When using a personal car for Super Group business, an employee's personal car insurance is the primary insurance carrier and it is the responsibility of the owner of the vehicle to ensure that they have adequate insurance coverage for their protection and for that of any passengers. Frequent use of personal vehicles for business travel is discouraged.
The Company will not be responsible for:
Individuals who utilise their private vehicles for authorised company business will be reimbursed for business usage of their personal cars at an Automobile Association determined allowance rate calculated at R 1, 60 per km travelled. A revised rate may be issued from time to time.
Toll road fees and parking fees will be reimbursed in addition to the above allowance, but must be claimed through the normal local expense claim procedure.
Travel from an employee's residence to a normal place of business is not reimbursable.
Employees claiming reimbursement of this travel allowance are to do so on the 'Mileage Claim Form' and will only be reimbursed the amount claimed through a payroll payment; as such reimbursement is taxable and reportable to the Revenue Authorities.
Employees will not be reimbursed for the following, even if these cost are incurred during business travel:
N.B! Under no circumstances will such reimbursement be made either by cheque or through Petty Cash.
Overseas travellers will utilise the Per Diem allowance for meals.
These are defined as the meal expenses of travellers who are on business trips.
Travellers will be reimbursed for personal meal expenses:
Travellers will not be reimbursed for personal meal expenses:
These are defined as the meal expenses of travellers who are on business trips of other parties i.e. clients, potential clients or other business partners.
Travellers will be reimbursed for business meal expenses:
Employees will be reimbursed for business-related meal taken with other employees only in the following circumstances;
Meal costs for social occasions such as birthdays, secretary's day, etc. must have Divisional MD, SBU MD or FD approval.
The use of alcohol for business entertainment purposes is allowed but must be kept to an absolute minimum and only if necessary.
Employees must be aware that the use of alcohol for business purposes may place significant exposure on the Company in the event of an 'incident' e.g. A fatal accident.
Entertainment expenses include outing to clubs, theatres, or sporting events (rugby, cricket etc.) when a business discussion takes place before, during or immediately after the event.
Employees will be reimbursed for entertainment expenses:
All requests for reimbursement must be processed on a local expense report.
Designated individuals qualify for the use of a Company paid for cellular telephone in accordance with the cellular phone policy and procedures document.
If you are not such an individual then you may be reimbursed for business phone calls:
Business travellers will be reimbursed for personal calls allowing them to stay in reasonable contact with their families, as long as:
When travelling on overseas flights, travellers will not be reimbursed for the use of aircraft airphones, unless in an emergency or extenuating circumstances.
Travellers may be reimbursed for the following miscellaneous expenses incurred while on Company business:
Travellers will not be reimbursed for the following miscellaneous expenses:
These and other expenses may not be claimed for unless specifically approved.
N.B! The Company will not reimburse individuals who utilise their personal credit cards to pay for Company expenses that may have been purchased by utilising alternative methods e.g. Company Cheque, Company Order, in order that the individual may accrue the benefit of Loyalty Programs e.g. Voyager Miles.
The Company maintains a business travel insurance policy that provides worldwide coverage for accidental death or disability while an employee is travelling on official Company business, provided the American Express Corporate Credit Card is utilised to book the trip. Official travel is defined as travel on official Company business from one's home or normal place of employment to another destination but does not include commuting to and from work.
Coverage begins when the employee leaves his or her residence at the start of a business trip, and ends when the employee returns to his or her place of residence.
It is the travellers' responsibility to determine what insurance cover their respective divisions may have in place and are to also note that sometimes the cover changes annually.
The Company maintains no insurance for loss of or damage to personal property during official travel. Travellers should:
The Company does not automatically insure all Company owned equipment and individuals travelling with Company equipment should enquire of the insurance requirements before travelling.
It is the traveller's responsibility to ensure that they have adequate health coverage when travelling, over and above that which is offered on the American Express Corporate Card.
What is covered?
What is not covered?
These lists are not exhaustive and if you wish to confirm any aspect of the insurance cover or require additional information before travelling, contact:
American Express Client Care Centre
Tel : 0860 003 768
Timing for Expense Report Completion
All travellers must file an expense report within 14 (fourteen) calendar days of trip completion, unless they are on extended work assignments out of town and then must file weekly.
Associates are expected to minimise their usage of cash for reimbursable expenses. Cash advances for travel and entertainment purposes will vary by location as well as by whether or not an associate has a Corporate Amex card.
The use of company cheques as deposits for rooms, travel, or seminars is discouraged. Associates must use Amex Travel Services to maximise cash flows.
All requests for foreign currency must be approved, in writing, by the Divisional M.D. on the 'Requisition for Foreign Currency' forms - No exceptions. Once authorised this is to be submitted to the Tuanette Oelofse (Group Procurement), who will arrange delivery.
At least three (3) days advance notice is required in order to timeously arrange such delivery.
A copy of this document will then be forwarded to Group Procurement. Once the traveller arrives back from their trip they have fourteen (14) calendar days to submit an expense claim and to submit a copy to Group Procurement, including any excess Travellers Cheques and cash that was not utilised.
If these procedures are not followed the Company will deduct the entire Rand equivalent advanced, from the associates' salary and this may prejudice the issue of future Foreign Currency.
All overseas travel must be substantially supported by vouchers, where required.
The following documentation must be utilised:
The "one-up" principle will apply i.e. the person next senior and directly above you must authorise all the abovementioned documentation, before it is forwarded to management.
The following information must be noted for reimbursements:
Expense claims not adhering to the above requirements or which are incorrectly completed, will merely be returned to the approver for action and may result in the delay of reimbursement.
'ProcureCom' have endorsed the appointment of Claudia's Travel for International bookings and Travellinck (online booking tool) for domestic Travel, as the sole service provider of travel agency services to the Company.
Strategic vendor relationships have been formed with airlines, hotels and car rental companies that offer Super Group travellers' substantial discount.
Any individual or group who wish to make a travel booking will only be able to do so in conjunction with the approved travel agent.
'ProcureCom' has chosen to use the American Express Corporate Card to help manage the group's travel expenditure. The Corporate Card will be the primary payment vehicle for all travel expenses incurred by the group's travellers.
A Corporate Card for each division required will be lodged (Group Procurement - Cindy Cowie).
All domestic air travel will be at Economy class level.
Although a preferential arrangement has been entered into with Kulula, Nationwide and British Airways, the airfare selected by the travel agent will be lowest discounted fare for the route being travelled and travellers must make their reservations as soon as travel plans are finalised, in order to maximise advance purchase discounts, preferably at least seven (7) days in advance.
All International travel will be at Economy Class level, unless specifically authorised in writing and in advance by a Divisional Managing Director or Group Director, solely at their discretion. First class travel is prohibited for all destinations.
A per diem allowance of US$ 50 per day will be allowed for all sundry expenses or travellers may choose to file actual expenses incurred, but must have receipts for all amounts.
All hotel reservations are to be made through the Company approved Travel Agent (Claudia's Travel for International Travel and Travellinck for Domestic Travel) and never directly with the hotel.
Europcar is the preferred car rental company and First Car our secondary company; however employees are to always check with the company approved travel agency / travel booker that they are getting the lowest cost method for the location they are visiting.
Only a Europcar and First Car Group B (or equivalent) may be hired.
Employees who do not participate in any Car Allowance scheme, may use their personal cars for business purposes, as long as:
The re-imbursement rate is R 1,60 per km travelled and may be revised from time to time.
These are defined as the meal expenses of travellers who are on business
Designated individuals qualify for the use of a Company paid for cellular telephone, in accordance with the cellular phone policy and procedures.
If you do not qualify then you may be reimbursed for business phone calls as long as:
These and other expenses may not be claimed for unless specifically approved.
N.B! The Company will not reimburse individuals who utilise their personal credit cards to pay for Company expenses that may have been purchased by utilising alternative methods e.g. Company Cheque, Company Order, in order that the individual may accrue the benefit of Loyalty Programs e.g. Voyager Miles.
The Group has taken out insurance which covers the following:
All travellers must file an expense claim report within fourteen (14) calendar days of trip completion.
The person next senior and directly above you must authorise such claim before it is submitted for reimbursement.
All supporting documentation must accompany such claim and if expense claims are incorrectly completed, they will be returned.
N.B! - THIS IS MERELY A SUMMARY OF THE ORIGNAL DOCUMENT, WHICH MUST BE REFERRED TO AT ALL TIMES.
The company has a legal responsibility to safeguard its employees as far as reasonable practicable against any injury or risk to health and safety within its operation.
The company is further required to comply with all legislation and to
ensure that all employees, contractors and mandatories comply with all
the relevant legislation.
8(1) Every Employer (Super Group) shall provide and maintain, where reasonable practicable, a working environment that is safe and without risk to the health and safety of its employees.
Every employee shall at work:
Super Group recognises the importance of implementing a broad based black economic empowerment (BBBEE) programme that addresses the inequalities of the past through a dedicated and ongoing process. To this end, the company will continue to make the appropriate investments to support this important transformation agenda.
Broad-based empowerment is accepted as the only meaningful way to broaden South Africa's economic base by accelerating growth, job creation and poverty eradication. It is achieved through transformation in the areas of ownership, management control, employment equity, skills development, preferential procurement, enterprise development, and socio-economic development.
South African companies have their BBBEE compliance measured annually and expressed in terms of one of eight recognition levels, with a Level Eight contributor being the least compliant. Super Group is currently rated as a Level 3 BBBEE contributor which entitles its customers to claim 110% of their expenditure as BEE procurement spend.
The Trustees of the SG Tsogo Empowerment Trust are excited to welcome all qualifying employees ("Participants") as shareholders in Super Group's South African operations. The SG Tsogo Empowerment Trust holds an effective 10.04% of the shares in Super Group Holdings on behalf of the qualifying employees.
This means that Participants are now recognised as part owners of the South African businesses, are entitled to vote, receive dividends and share in the growth of the Group over the ten year transaction period.
Ownership is a critical element in the South African Broad-Based Black Economic Empowerment Act (B-BBEE) and related Codes. Achieving black ownership in the South African operations could have been achieved through a number of diff-erent structures, but Super Group preferred to implement a scheme that empowers its qualifying employees over a ten year period.
The SG Tsogo Empowerment Trust owns 50.1% of the shares in SG Tsogo (RF) Proprietary Limited, which owns all the B-Class ordinary shares of Super Group Holdings, representing 20.04% of Super Group Holdings' equity. Super Group Holdings is the holding company of the Supply Chain, Dealerships, Fleet Africa, and head office divisions in South Africa.
The SG Tsogo Empowerment Trust therefore effectively owns 10.04% of the South African operations.
Participation in the scheme is limited to employees defined as Black people in the B-BBEE Act. This definition is a generic term that includes Black, Coloured, Indian and Chinese people. Participants of the SG Tsogo Empowerment scheme must be permanent, full-time employees that meet this definition, and must be South African Citizens. Participants will only enjoy the benefits of being part of the scheme for as long as they remain employed in the South African operations.
The level of participation is determined by the number of years that each Participant has been employed with the Group. The salary, qualification or seniority of a Participant has no e-ffect on the scheme. Points are allocated according to the number of years' service as shown in this table:
Through the SG Tsogo Empowerment Trust, Participants will enjoy the benefits of having shareholder rights from day one. This means Participants have voting rights through the Trust, will receive dividends each year (depending on Super Group's performance) and, at the end of ten years, will receive Super Group shares (if sufficient value has been created).
The SG Tsogo Empowerment Trust is governed by a Board of Trustees. The Participants have the right to appoint two trustees, and Super Group has the right to appoint one. The fourth trustee is an independent trustee.
For further details on who the trustees are, refer to Super Group's intranet site.
When companies make a profit and want to pay some of that profit to its owners, they pay dividends. Dividends are effectively the return or reward for being a shareholder.
Now that the Participants are part owners of the South African operations, they will share in any dividends paid by Super Group Holdings in relation to the shares effectively owned by the SG Tsogo Empowerment Trust. In March every year the directors of Super Group Holdings will determine the value of dividends (if any) to be paid to the Participants via the SG Tsogo Empowerment Trust. The amount will be based on the financial performance of the South African operations.
The SG Tsogo Empowerment Trust will distribute the dividends to the Participants based on everyone's years of service as per the above table. For example, if the board decides that a dividend of R 250 will be paid per Participant point (after deducting any taxes), then a person with two years of service will get R 500, and a person with 15 years of service will get R 1 500.
We often hear about the benefits of investing in companies on the JSE. Shareholders can be handsomely rewarded for any growth in the value of companies that they invest in over the long term.
In most cases, shareholders buy shares with their own cash, and sell the shares at a later stage for a higher amount, making a profit. With the SG Tsogo empowerment scheme, Participants do not have to pay cash to participate in the Scheme. There is also no requirement for a bank to fund the scheme.
The Super Group directors have, however, set a targeted growth rate of 7.5% per year for the transaction period of ten years. This means the Participants will share in the value created over and above this target. In addition, the directors have given a 5% discount on day one to "kick start" the benefit to Participants.
So, what does this mean over the ten years? Well, 7.5% growth per year for ten years works out to 106.1% growth by 30 September 2022. After taking o-ff the 5% discount, the target is to grow the value of the South African operations by more than 95.8% by 2022. Any growth above this amount will be shared with the Participants. The amount that each Participant gets will also depend on each individual's completed years of service at that point.
Participants, together, now own an effective 10.04% of Super Group's South African operations. Benefits that accrue to the Participants over the ten year period will be directly linked to the financial performance of the operations. Any impact which you can have on the financial performance of the division in which you work, will translate into shareholder benefits. As a Participant, you can positively affect the performance of the scheme and personally benefit over the ten years.
Isn't that what empowerment is all about?
Here are the answers to some questions you may have about the scheme.
A: Super Group, like many other companies, supports the government's efforts to rectify the wrongs of the past, and decided to share a portion of the Group's shareholding to a selected group of individuals. We believe by sharing the benefits when the Group performs with previously disadvantaged individuals will allow us to create a more content workforce and thereby becoming an even greater competitor in the markets in which we operate.
To implement this process, a Broad Based Black Economic Empowerment (B-BBEE) scheme was structured and this scheme is called the SG Tsogo Empowerment Trust.
A: The word 'tsogo' is a shortened version of a Setswana word meaning 'resurrection', 'new life' or 'rebirth'. The SG Tsogo Empowerment Trust is therefore Super Group's way of embracing the future with rejuvenated vigour.
A: Super Group considered various options to achieve the necessary shareholding in the South African operations, including selling a large shareholding to individual entrepreneurs or existing empowerment entities. The board preferred to structure the ownership as a broad based employee scheme, as it empowers a larger group of individuals who can have a positive impact on Super Group.
A: To become "black empowered", which will enable us to be more competitive in the market and to qualify to be considered for certain types of business and government contracts. The Group has decided to become black empowered by empowering internally i.e. empowering its staff, rather than bringing in an external partner.
A: To become part of the SG Tsogo Empowerment Trust you must:
A: In line with our government's efforts to improve equality in the workplace, Black Economic Empowerment is an essential part of Super Group's transformation strategy. The Broad-Based Black Economic Empowerment Act and related Codes provide for the inclusion of Black, Coloured, Indian and Chinese citizens only.
A: Super Group's Shareholders voted in favour of the scheme on 1 October 2012. The scheme became effective on that date.
A: The scheme serves to empower all the South African operations of the Group. This includes Supply Chain South Africa (Supply Chain, Sherwood, Micor, Haulcon and SG Convenience), FleetAfrica, Dealerships, Transport Brokers and Head Office.
The empowerment scheme works like this:
A: The scheme will be effective for a period of ten years. At the end of the ten year period, each Participant's ownership in the scheme will be exchanged for shares in Super Group Limited at which time they can be sold or kept.
A: Your participation in the scheme will entitle you to the following:
A: Yes, when you resign from the company and you are working your notice period.
A: There are three founding Trustees: Phillip Vallet (Chairman of Super Group), Jack Phalane (Attorney at Fluxmans) and Nigel Redford (Group Company Secretary).
Once the scheme has been rolled out, the Participants will have to elect two Trustees, and the Super Group Board will appoint one Trustee. An independent Trustee will be appointed by the newly elected Trustees. Trustees are elected for a five year period.
A: It is a distribution of a portion of the profits of a company to its Shareholders.
A: The benefit will be received through annual dividends paid into your bank account. In addition, you will receive Super Group shares at the end of the ten years. The amounts will depend on how profitable the Group is. The more successful the Group is, the more money/shares Participants get.
A: You will receive dividends yearly provided that the Group makes an adequate profit. At the end of ten years, you will receive Super Group shares based on the growth and profitability of the Group over the preceding ten years.
A: There will simply not be profits from which to declare dividends, and as a result of the Group's performance, the value of the shares may decrease instead of increase.
A: It is envisaged that it will be paid out in March each year.
A: No, there will be no effect on your salary and/or bonuses.
A: No, the Trust is separate from your pension fund.
A: After one year of service with the Group, a qualifying employee will become a Participant of the scheme.
A: No, you cannot lose any dividends paid out to you in preceding years.
A: No, you do not have to pay back any dividends already received in preceding years.
A: No. Shareholding in this scheme is limited.
A: No. Shareholding in terms of this scheme is for employees only.
A: It will be paid into your bank account after deduction of Dividends Tax, which is levied at a rate of 15%.
A: The longer your service with the Group, the greater your share will be. Each Participant will be allocated points based on their years of service as follows:
As can be seen from the table, a person with ten years' service will get double the amount when compared to a person with two years' service.
A: Yes. If you had five years of service on 1 October 2012, you will have 15 years at the end of the scheme period.
A: On 1 October 2012, the South African operations were valued at a total of R 2.776 billion.The SG Tsogo Empowerment Trust effectively owns 10.04% of this amount, which is equivalent to R 278 760 000.
A: The rules of the scheme define the value as the Headline Earnings (profit) of the South African operations multiplied by the Price Earnings (PE) ratio of Super Group Limited's shares on the JSE. The valuation described above is based on Headline Earnings of R 324.7 million for the year ended 30 June 2012, multiplied by Super Group's PE of 8.55 on 28 September 2012.
The valuation that will be used during and at the end of the ten years will be based on the same principle. Therefore, the higher the Headline Earnings and PE ratio, the higher the valuation.
A: After applying an initial 5% discount to "kick-off" the scheme, the Super Group Limited board has targeted the South African operations to achieve a growth of at least 7.5% per year for the ten years. Applying this to the valuation of R 278 760 000 referred to in the question about the value of shareholding above, the targeted value in 2022 is R 545.8 million.
A: The longer your service with the Group, the greater your share will be. Below is a table showing the expected dividend in 2013.
A: Yes. Assuming the Headline Earnings grow by 10% per year for the ten years, and the PE ratio at the end of August 2022 is nine, the valuation would be calculated as follows:
A: You will forfeit all further entitlement to shares and dividends.
A: Your estate or beneficiaries will receive the value in Super Group shares within a year, which can be sold at that point.
A: According to labour legislation, disabled individuals continue to be classified as employees until they reach retirement age or return to work. You will therefore retain your status as a Participant of the scheme, and will continue to enjoy the benefits of the scheme.
A: You forfeit all entitlement to shares and future dividends.
A: You will receive the value in Super Group shares within a year, which can be sold at that point.
A: You will receive the value in Super Group shares within a year, which can be sold at that point.
A: You will receive the value in Super Group shares within a year, which can be sold at that point.
A: You must remain employed to receive annual dividends and you must be employed at the end of the ten year period to be allocated any Super Group shares.
A: Each qualifying Participant will receive a Deed of Adherence document which will be their proof of participation in the scheme. In addition, your name will be entered into a Register of Participants.
A: The Deed of Adherence is a document that confirms you as a Participant in the scheme.
A: The Deed of Adherence is a document you need to sign in order to:
A: The scheme is for ten years.
A: No funding is required.
A: At the end of ten years, the Trust will distribute the shares in SG Tsogo (RF) Proprietary Limited to the Participants who will exchange these shares for Super Group shares. Participants can then decide to keep or sell their Super Group shares.
A: You do not need to apply to participate. There will be a communication that will be sent out to qualifying employees about the offer. If you have not received an offer by 31 January 2013, then you should contact the SG Tsogo Empowerment Trust.
A: You don't have to participate but then you won't share in any of the benefits of the scheme.
A: Seniority or salary level has no relevance for the purposes of this scheme.
A: There are a number of ways to get more information regarding the SG Tsogo Empowerment Trust. All enquiries will be treated confidentially.
Executives, managers and employees must familiarize themselves with the Group HR Approvals framework in terms of new engagements, promotions, increases, bonuses, advances, training and development and settlement agreements.
Super Group has comprehensive Human Resources Policies covering all aspects of employment within the company. Please note that Super Group’s business stretches over several industries, namely:
Terms and Conditions of employment therefore vary according to which industry an employee is working.
Please consult your local HR Representative and/or the Group Intranet for more information regarding the terms and conditions applicable to you.
Super Group is committed to minimizing the impact of our business on the environment. Our goal is to achieve a sustainable business model whilst being good stewards of the environment and the communities where we live and operate. Our environmental sustainability program is central to Super Group's strategic goal of reducing our effect on climate change, and offering our customers innovative, sustainable solutions.
We believe that environmental regulations, laws and codes of practice are the minimum standard that we should achieve and will actively work towards exceeding these benchmarks. In order to improve our environmental performance further, we have implemented enterprise carbon accounting software, which allows us to measure, monitor and track our carbon footprint in real time. Background Super Group recognises that global warming and associated climate change is a reality that requires a global response, at both government and corporate level.
According to the Intergovernmental Panel on Climate Change (IPCC) global warming must be limited to a 2℃ temperature increase to prevent dangerous climatic change. In order to achieve this, there must be a 50% reduction in greenhouse gas emissions by 2050. Possible impacts of climate change are already being observed such as rising sea levels, glaciers receding, and increased incidents of severe weather events. Africa, particularly Southern Africa, has been identified as one of the most vulnerable area's to climate change.
Our response In 2011 we measured our carbon footprint for the first time, and using historical data calculated the emissions for Super Group's 2009/2010 and 2010/2011 financial years. This provided us with a baseline from which we could measure our energy & fuel consumption and against which targets.
Please visit the "Internal Vacancies" page on the intranet.
In the event of notification to terminate the employment contract, one week’s notice will be given by either the employee or the Group, if the employee has been employed for six months or less; two weeks’ notice if the employee has been employed for more than six months, but less than twelve months; and four weeks’ notice if employed for more than one year.
When an employee leaves the Group, there are usually tasks to be completed and information to be handed over to a colleague or a successor. Leave of absence is, therefore, not normally granted during the period of notice.
Notwithstanding these notice conditions, the letter of appointment could override some of these provisions.
The Group retains the right to terminate the employee's contract without notice, for reasons recognised by law as sufficient grounds for summary dismissal.
Payment in lieu of notice may be effected at the Group's discretion.
Should an employee, for whatsoever reason, contravene the provisions regarding these prescribed periods of notice as required by this policy, then the Group shall withhold salary or leave pay in lieu of such shortfall to the employee's notice.
RetirementThe normal retirement age for all Super Group employees is set at age 65. Employees will thus retire in the month in which such employee reaches the age of 65 and no further notice shall be required in such regard.
In exceptional circumstances, with the written approval by the Divisional CEO and if so permitted by the Rules of the relevant Pension and/or Provident Fund concerned, an employee may be retained on special contract beyond the age of 65 and on such conditions as approved by the Divisional CEO.
No employee shall have the right to retain employment, on whatsoever terms and conditions, beyond the age of 65.
Uniform and protective clothing issued must be used and worn while working.
The employee is responsible for laundering and meeting the Company's standard dress code.
These items remain the property of the Company and the employee will be required to sign receipt of such items.
If the employee leaves the employ of the Company within 12 months of the date of issue of the uniform and/or protective clothing, the employee will be required to pay back to the Company the cost of such clothing, apportioned to the period worked.
The uniforms and all issued items must be returned to the Company on termination of the contract by either party or when uniforms are replaced.
Super Group Dealerships has a cost plus 2% special offer in place for all staff within Super Group, and while this does not pertain to vehicles on factory back order, it is available on all available models within the brands we represent.
As an employee of Super Group Ltd you qualify for special products and benefits designed to add value to your life. The Absa Workplace Banking offer is aimed at providing you as an employee of Super Group Ltd with convenience and value-added financial solutions.
As an employee of Super Group Ltd you qualify for special Motor and Household insurance discount through Alexander Forbes
Group e-mail and internet facilities are provided for business purposes only. The main purpose for using these facilities is to make communication more efficient and effective.
These facilities are Group property. Employees have the responsibility for maintaining and enhancing the Group's public image and using on-line access responsibly and productively.
To this end, Group e-mail and internet access shall not be used for transmitting, retrieving or storing any communications of a discriminatory or harassing nature, including obscene material.
Messages with derogatory or inflammatory remarks about a person's race, age, disability, religion, national origin, physical attributes or sexual preference, shall not be transmitted using Group e-mail.This includes abusive, profane or offensive language.
The Group's e-mail and internet facilities are not to be used for illegal purposes.
Solicitation of non-Group business or any use for personal gain is also prohibited.
Each employee is responsible for the content of all text, audio, and video images that they place or send over the Group's e-mail and internet system.
All messages communicated on the Group's e-mail and internet system must contain the employee's name.
Usage patterns of electronic communication will be routinely monitored. All messages created, sent, or retrieved over the system are the property of the Group and therefore the Group reserves the right to access and monitor all messages and files on the system.
Employees should not assume that electronic communications are totally private.
Refer to the Group's Information Technology policies for further information in this regard.
Super Group is listed on the Johannesburg Securities Exchange in the Transport sector.
We're passionate about creating shareholder value by running the business in a prudent, responsible, customer-focused and commercially aware manner.
Group Financial Director: Colin Brown
Group Company Secretary: Nigel Redford
Telephone: +27 (11) 523 4000
Website: Investor Relations
We offer you a one stop virtual vehicle showroom. Search through all our new used cars along with specials on selected models, online service bookings and parts supply.
Our aim is to make your visit to our site as convenient as possible with the help of vehicle specifications, financial calculator and road reviews.
The Dealerships business consists of 23 franchised motor dealerships (20 passenger vehicle and three commercial vehicle dealerships), based in Gauteng and the North West Provinces. Approximately two-thirds of sales are passenger vehicles, with the remainder comprising light, medium and heavy commercial vehicles.
Our success is based on building long term relationships with clients, staff and suppliers which is supported by the number of industry awards that we have received. An example of our superior customer service is our centralised help desk that manages and coordinates all electronic and telephonic vehicle requests to ensure that every customer query is attended to.
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CHRYSLER JEEP DODGE EAST RAND
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BASIL GREEN EDENVALE - Ford
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CASSEYS AUTO BENONI - Ford
69 Ampthill Avenue
CASSEYS AUTO SPRINGS - Ford
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LEONS RUSTENBURG - Ford
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