Interfront 2023 Annual Report

67 HUMAN CAPITAL MANAGEMENT PART Achievements • Increasing Interfront’s employment equity representation. • Long service awards: 37 employees qualified for these awards, which give recognition at five-yearly intervals. The table below indicates the number of individuals in each category. While Interfront has only been in business for 14 years, the Basic Conditions of Employment Act, No. 75 of 1997, recognises the previous years of service of transferring employees. 5 YEARS 10 YEARS 15 YEARS 20 YEARS 17 15 2 3 • Code of Ethics and Conduct Training: a new online and self-learning programme has been designed, and new employees are assessed after completing the programme to ensure that they have familiarised themselves with the content. • Personal Development Plans: the Human Capital Department and line managers have reintroduced the development and creation of these plans for all employees to assist them with career planning. Challenges • The fact that Interfront’s employees are dispersed to three different provinces, as a consequence of the company’s expansion. This necessitates continuous and concerted efforts to engage employees in a way that fosters their involvement and sense of belonging. • Aligning expectations, salaries and benefits between the three business components, namely “old” Interfront employees and the eFiling and e@syFile teams. • Change management with regard to processes and procedures, especially relating to compliance obligations to which the new teams were not previously accustomed, specifically the procurement of goods and services by a state-owned entity that has to comply with Treasury Regulations and directives on procurement. • “Buy in” to Interfront’s organisational culture, which is embodied in and maintained by its people. This requires continuous engagement to gauge people’s views on how Interfront is performing. • The retention of employees and recruiting to keep Interfront optimally resourced to deliver on its mandate and achieve its strategic goals.