It is hard to emphasise how highly Impahla regards the entire employee team. Impahla’s success is entirely dependent on the e?orts of each function performing in a tightly choreographed set of processes. Through the expansion, the same regard for the sta? has been instilled in the operating environment at both the Elsies River and Epping plants. Impahla takes the sta? management seriously, as small errors, minor sta? dissention and poor plant management, are often the cause of steadily declining businesses
This report has already dealt with a number of key issues relating to how Impahla treats its employees and how it creates the best environment for the most e?cient production. Apart from the aforementioned, this section will report on four key issues: ●Employee engagement ●Skills and career development ●Absenteeism and late arrivals ●Health and safety
Employee engagementUnion representationNon-management employees are members of the dominant relevant trade union in the garment manufacturing industry, the South African Clothing and Textiles Worker Union (SACTWU). Over the year, no strikes or industrial actions occurred, and no days were lost due to union action. The true value of this relates both to Impahla’s productivity and pro?tability. Furthermore, the fact that 367 employees or 93% of the workforce is unionised makes the absence of industrial action a truly representative proxy for employee satisfaction. Impahla’s relationship with SACTWU is a positive one, where the union has been a useful partner in campaigns against HIV and Aids, TB and substance abuse. They implement ongoing HIV/Aids testing including poster campaigns and information sessions at Impahla’s operations.