The Group continues to create a working environment that allows its employees the opportunity to further develop their abilities and to benefit from being part of a progressive and dynamic organisation through its various skills programmes.


As the Group’s employees play a vital and exciting role in achieving its Vision 2020 Vision, AEEI ensures that it nurtures, understands and values its employees with the same care and coherence that it fosters for its other stakeholders. Throughout the Group, AEEI encourages the pride that its teams feel in working for this business and is proud and grateful for the passion they put into serving the Group’s stakeholders. This pride is reflected in the manner in which our employees play an ambassadorial role for our Group.

The Group reached its objective during the year under review by building internal capacity through the adoption of relevant recruitment, upliftment, development, job involvement, training and promotion programmes for employees, with and beyond the Group’s employment equity and workplace skills plan. Management and labour representatives continue to pay close attention in meeting the challenges of accelerated employee growth and development, as set out in the Department of Labour’s National Skills Development strategy.

Our employees continue to benefit through our extensive skills development, wellness and employment equity programmes and the Group has fully complied with the Employment Equity Act. A total of 327 employees were trained during the year (2015: 277).

Refer to the value-added statement for further information on delivering value to our stakeholders.


The Group acknowledges external trends that could affect employees and practices and the Human Resources department plays a vital role in the business philosophy of the Group.

Managers in the Group conducted formal reviews of their direct reports as set out in their respective key performance areas during the year. The key performance areas are aligned with the Group’s objectives and formal targets are set for the ensuing period. This review process forms part of the training report and skills development plan. The performance rating of the employee will determine the salary increase during the annual salary review process. However, specifics differ in each business unit, but as a minimum each employee’s incentive provides for performance, employment equity and financial results.


The development and succession planning of employees in the Group remains a key priority. In order to secure and retain future talent, continual investment in skills retention allows for focused development of identified employees. The Group encourages individuals wishing to study further and has an active policy in place.


Bursaries are awarded to children of employees as well as to other candidates based on their matric or tertiary results, also taking into account their economic situation. During the period under review, 10 learnerships (2015: 6), 90 bursaries (2015: 89) and 372 employees (2015: 277) undertook training. A total of R2 372 218 (2015: R1 209 073) was spent on training during the period under review.


The Group continues to offer workplace exposure to interns and graduate interns and during the year 21 interns were recruited. Some of these interns have become permanent employees. The Group is currently working on a formal charter for the placement of interns.


The notice period time frame depends on the issue at hand, most of which are covered by the Labour Relations Act, 1995 (No. 66 of 1995). Depending on the specific issue the notice period can range from 24 hours to 30 days.


The Group adheres to all labour legislation in South Africa, including the Constitution of the Republic of South Africa, Labour Relations Act, 1995 (No. 66 of 1995), Employment Equity Act, Occupational Health and Safety Act, 1993 (No. 85 of 1993), Skills Development Act, 1998 (No. 97 of 1998), Skills Development Levies Act, 1999 (No. 9 of 1999) and Basic Conditions of Employment Act. The Group subscribes to freedom of association and collective bargaining and has employee-elected forums consisting of both organised (unionised) and non-organised (non-unionised) members, which are involved in deliberations and an ongoing drive to ensure equity in all aspects of the workplace.

The Group rule is that:

  • employees are educated on human rights;
  • no child labour is permitted;
  • no forced and compulsory labour is permitted; and
  • zero tolerance towards fraud, corruption and related activities.

We expect our suppliers, partners and customers to uphold our standards and make a positive contribution towards the reduction and enforcement of human rights.

The AEEI Group confirms that there were no human rights violations for the period under review.


The Group has formal policies and procedures in place in line with the Labour Relations Act.

Subsidiary companies in the AEEI Group has an open relationship with the unions with whom it is involved and engage with the following unions: Food and Allied Workers Union, the Trawler and Line Fishermen’s Union and the National Certificated Fishing and Allied Workers Union.


The Group continues to work on improving its recruitment process to accommodate people with disabilities.


The headcount in the Group, as at the end of August 2016, reflects 680 (2015: 618) permanent employees. During the year, temporary employment was created for more than 3 250 people through the Cape Town International Jazz Festival and “The Royal Escape Experience” as well as 64 seasonal employment opportunities was created in our Food and Fishing division.

AEEI has played an active role in the advancement of previously disadvantaged persons, a fact that is reflected in the Group’s workforce. The majority of its employees are from historically disadvantaged communities.


The Group rigorously applies health and safety regulations in its quest for an accident-free working environment. The Group has actively created greater awareness of risk exposure in these areas and controls have been increased to proactively reduce its stakeholders’ vulnerability to environmental, health and safety hazards.

Strategies are in place to manage and minimise the potential impact of HIV/Aids and the consequential loss of skills and productivity. AEEI has an appropriate and comprehensive HIV/Aids strategy throughout its subsidiaries.

This strategy includes, where possible and appropriate, the provision of antiretroviral treatment. The Group further emphasises the need for education and the inclusion of working representatives in terms of its HIV/Aids policy.


Employees are extremely important stakeholders in the success of the Group. In order to foster the growth and well-being of the employees of the Group, the following has been put in place:

  • Provident fund
  • Group risk insurance (linked to the provident fund)
  • Employment equity
  • Skills development
  • Disciplinary code
  • Employee retention
  • Funeral cover

For more information, refer to the remuneration report as well as the section on material issues – human capital above.