Our material social priorities are to:
- Adhere to the systems, principles and practices of Engineered Excellence in commercial, project and ethics management, including for joint-venture partners and local contractors
- Aspire to Zero Harm, prioritising the health and wellness of employees and their families
- Accelerate our digital strategy and improve cybersecurity and information security standards
- Provide meaningful career opportunities and accelerate leadership development in line with our diversity and inclusion objectives
- Maintain constructive relationships with labour and employee representatives
- Develop local suppliers and partnerships that contribute to the socioeconomic development of our host communities
Nowhere is our focus on Engineered Excellence clearer than in our approach to safety. We recognise that safety is a managed outcome and have set a goal of Zero Harm.
HSE System and Standards
All Group businesses are certified under ISO 45001. Key Group standards provide guidance on managing material HSE risks and provide a consistent and sustainable approach to HSE management. Employees are made aware of their rights to stop working and withdraw from unsafe environments.
Safety performance metrics
Safety performance, which includes joint-venture partners and subcontractors, is measured using lag and lead indicators.
LTIFR, TRCR, total injury frequency rate and all incidents frequency rates
Leadership engagements, high potential incidents and hazards, compliance with critical safety standards, hazards observations, work stoppages and audit findings
High-performing and engaged employees are foundation of the Murray & Roberts Group. Ethical leadership, our commitment to Zero Harm, and diversity, inclusion and localisation priorities enable us to attract, retain and engage high-calibre employees who embrace the Group’s values. The Group’s full time employee voluntary turnover for FY21 was 11% (FY20: 9%).
Our Group-wide HR policy and shared delivery model set out our obligations and standards of behaviour in managing our employees. The HR policy outlines the following high-level principles, which must be applied and upheld by every business in the Group:
- Embrace international standards of social justice, decent work and human rights, and promote an equitable and inclusive working environment.
- Align policies and procedures to the legislation and basic conditions of employment of the countries in which we operate.
- Establish strategic workforce plans to support the Group’s New Strategic Future plan.
- Employ a recruitment approach that is fair, objective and supports equal opportunity within a diverse source of employment candidates.
- Offer and pay employees fairly, competitively and appropriately in line with market-related remuneration.
- Identify top talent and develop succession plans for all levels with particular attention paid to scarce skills and critical roles.
- Establish clear accountabilities for all employees through formal documented performance management processes (middle management and upwards) and team-based targets (balance of the workforce). In FY21, 89% of D-band and above employees received annual performance evaluations.
- Provide appropriate training and development opportunities to enable employees to perform their roles effectively and advance their individual potential.
- Proactively, meaningfully and openly communicate with employees, seek their views and feedback, and deal with grievances and respond to disciplinary issues fairly and justly, where issues may be reported without fear of retaliation or reprisal.
- Maintain accurate employee records while ensuring confidentiality, including on individual health status.
DIVERSITY AND INCLUSION
A diverse workforce contributes to an improved business performance and supports our social licence to operate. We want to provide workplaces where everyone feels valued and included, where strengths and differences are embraced and respected, and opportunities exist for all to collaborate, contribute and achieve their full potential.
Guided by our Group diversity policy, all our businesses have diversity policies appropriate to their regions of operation. The policy holds us to being aware and responsive to the specific diversity priorities of the many different countries and cultures in which we operate. Our diversity and inclusion interventions create awareness of unconscious biases as a fundamental means of changing behaviour.
LEARNING AND DEVELOPMENT
Learning and development increase job satisfaction and retention, but also contribute to our ability to achieve efficiencies and increase our capacity to adopt new technologies and methods. Training initiatives are monitored to ensure we gain an appropriate return on our investment. Most of our training spend supports the development of technical skills, especially to support enhanced safety and advances in digital technology. Digital adoption is being driven among all employees. Line managers are also expected to provide continuous coaching and feedback to the individuals and teams they manage.
In South Africa, bespoke virtual reality tools have placed us at the forefront of fast-tracking machine-specific operator training, machine inspection and fault finding at a conceptual and intuitive level, which previously could only be done by working on actual machines. The tools are flexible, meaning they can be updated to address lessons learnt on projects. This concept is proving highly beneficial to safety in production environments.
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