2. HUMAN RESOURCE OVERSIGHT STATISTICS

2.1 Personnel Related Expenditure

Personnel Cost by Programme

Programme

Total Expenditure for the Entity (R’000)

Personnel Expenditure (R’000)

Personnel Expenditure as a % of Total Expenditure

(R’000)

No. of Employees

Average Personnel Cost per Employee

(R’000)

Programme 1

115 586

48 773

42%

63

774

Programme 2

73 660

21 341

29%

71

300

Programme 3

35 370

31 155

88%

36

865

Programme 4

80 402

50 594

63%

67

755

Programme 5

34 290

30 086

88%

37

813

TOTAL

339 307

181 949

54%

274

 

 

Personnel Cost by Salary Band

Level

Personnel Expenditure (R’000)

% of Personnel Expenditure to Total Personnel Cost

No. of Employees

Average Personnel Cost per Employee

(R’000)

(R’000)

Top management

10 755

12%

5

4 327

Senior management

21 632

12%

18

6 064

Professional qualified

109 160

60%

136

802

Skilled

13 644

9%

36

379

Semi-skilled

26 750

15%

79

338

Unskilled

0

0%

0

0

TOTAL

181 949

 

274

 

The professionally qualified level is where SAHPRA’s technical skills are located. The technical skills are the core business of SAHPRA, thus the highest number. The senior managers are inclusive of core business senior managers and support units’ business heads.

Performance Rewards

Level

Performance Rewards

Personnel Expenditure

% of Performance Rewards to Total Personnel Cost

(R’000)

(R’000)

Top management

48 772

Senior management

42 061

21 341

0,2%

Professional qualified

1 432 390

31 155

4.6%

Skilled

165 495

50 594

0.33%

Semi-skilled

229 183

30 086

0.76%

TOTAL

1 869 129

181 949

 

The majority of top management were recruited during the 2021/22 financial year, thus did not qualify for performance rewards. The highest percentage was awarded to the core business as a proportion of the headcount.

Training Costs

Programme

Personnel Expenditure

(R’000)

Training Expenditure

(R’000)

Training Expenditure as a % of Personnel Cost

(R’000)

No. of Employees Trained

Average Training Cost per Employee

Programme 1 to 5

181 949

863

0.5%

274

3 153

TOTAL

181 949

863

0.5%

274

3 153

Virtual training proved to be more cost effective, and it enabled more employees to be trained at a particular time. The group trainings, where employees were trained on a particular competency, for example, computer skills were effective in ensuring employees support each other on their learning journey while their understanding of each other’s roles and responsibilities were also enhanced.

The Workplace Skills Plan guided the training interventions to a greater extent, complementing the technical training interventions.

Level

2021/2022 No. of Employees

2021/2022 Approved Posts

2021/2022

No. of Employees

2021/20212

Vacancies

% of Vacancies

Top management

5

0

5

0

0

Senior management

14

1

13

2

1%

Professional qualified

122

8

114

8

3%

Skilled

59

3

61

0

0

Semi-skilled

70

8

78

0

0

Community service

16

0

3

0

0

TOTAL

277

23

274

10

 

The recruitment of technical skills remains a challenge as it is a lengthy and costly process (some positions had to be re-advertised) as the required skill is more expensive than what the organisation can afford.

Employment Changes

Salary Band

Employment at the Beginning of Period

Appointments

Terminations

Employment at End of the Period

Top management

5

0

0

5

Senior management

14

1

2

13

Professional qualified

122

23

22

114

Skilled

59

2

61

Semi-skilled

70

13

5

78

Unskilled

0

0

Community service

16

13

3

TOTAL

277

39

42

274

Staff turnover was more prevalent in the technical skills areas and SAHPRA’s recruitment efforts focuses on this area. In future, the focus will be on ensuring the retention of technical skills as it is both expensive and time consuming to source. High employment changes in the professional levels are an operational risk to SAHPRA’s deliverables, thus the need to ensure that this area is stabilised. Overall, SAHPRA’s headcount increased from the previous financial year considering the exclusion of community service recruits during the 2021/22 financial year.

Reasons for Staff Leaving

Reason

Number

% of Total No. of Staff Leaving

Death

1

2,38%

Resignation

17

40,48%

Dismissal

2

4,76%

Retirement

3

7,14%

Ill health

0

0,00%

Expiry of contract

18

42,86%

Other

1

2,38%

TOTAL

42

 

The exit interviews conducted suggests remuneration and benefits as an attraction to the job market for the technical skills. At least 80% of the terminations were replaced or are currently being recruited. The replacements excluded the community service recruits as SAHPRA did not have a new intake during the 2021/22 financial year.

Labour Relations: Misconduct and Disciplinary Action

Nature of Disciplinary Action

Number

Verbal warning

5

Written warning

4

Final written warning

 

Dismissal

2

Employment Equity Status

The following tables present the employment equity numeric data for both male and female employees.

The employment equity target was not set for the 2021/22 financial year as the organisation will implement the three- year Employment Equity Plan from the 2022/23 financial year. The equity targets will focus on areas where representation of a certain race or gender is minimal across all the employment levels, especially in core business. There were no declared disabilities during the period under review.

Levels

MALE

African

Coloured

Indian

 

White

Current

Target

Current

Target

Current

Target

Current

Target

Top management

1

– 

 –

1

Senior management

3

1

1

– 

Professional qualified

44

2

3

Skilled

3

 –

– 

Semi-skilled

33

3

1

Unskilled

0

Community service

1

TOTAL

85

0

6

0

1

0

5

0

Levels

FEMALE

African

Coloured

Indian

 

White

Current

Target

Current

Target

Current

Target

Current

Target

Top management

2

 –

1

Senior management

6

1

1

Professional qualified

68

8

13

4

Skilled

17

3

2

1

Semi-skilled

37

4

2

5

Unskilled

0

Community service

2

Total

132

0

15

0

18

0

12

0