Page 93 - Gondwana Value Creation Report 2020

HOW WE GOVERN GONDWANA PEOPLE TLC which does whatever is necessary to keep the company afloat without losing its spirit. Committee overview

What we did in 2020
The people committee (the committee) oversees all functions
COMMITTEE
managed by the People Team at an operational level. These
During the year, we focused on four key items:
include HR, remuneration, Board nominations, employee share
schemes, talent management and succession planning.
○ Covid-19: Government provided national guidance on how to operate during the lockdowns. The
committee assisted management in unpacking this legislative documentation to be appropriate
The People Team ensures compliance, among others, with the
for Gondwana, and to be understandable for all employees. Many changes were needed quickly,
following:
and the committee assisted the Board in applying them without contravening new or existing
laws or regulations affecting employees. The committee engaged with regulator NAMFISA on
employment practices
how to reduce salaries in the right way.
Florentia Amuenje
○ The Affirmative Action (Employment) Act, 29 of 1998 for
which an annual affirmative action report is submitted to the
scheme aims to build inclusive growth where employees share in our success. It helps to
Over the course of the ○ Finalise the employee share scheme for shareholder approval: Gondwana’s employee share ○ The Labour Act, 11 of 2007 in terms of fair recruitment and
Employment Equity Commission to report on our alignment
formalise and preserve the founders’ vision of shared wealth over the long term. It is also a
with the requirements of the Affirmative Action Act
year, Covid-19 changed practical tool to attract, motivate and retain talent. During the year, we refined the proposed ○ Health and occupational safety regulations
scheme and presented it to the Board. The intention remains to present it to the shareholders
for approval at the next AGM.
from news headlines and ○ Develop formalised executive employment contracts: A 2018 audit recommended that executive ○ The Gondwana Code of Conduct, which sets out ethical
conduct
directors have formalised employment contracts. These should align to Gondwana’s articles of
statistics to personal stories association, the NamCode and the Companies Act, and they should facilitate effective succession ○ Gondwana’s recruitment processes, which aim to identify
individuals whose values align to the Gondwana Way (new
planning. In 2020, we continued deliberating on and refining the contracts, drawing on our legal
about family members expertise to ensure compliance with any necessary code or regulation. The committee presented employees undergo induction training during which they are
familiarised with the Code of Conduct)
the contracts to the executive directors for their comment and/or approval.
passing on or struggling ○ Approve the remuneration policy: King IV recommends a formalised and standardised The committee is chaired by Florentia Amuenje, and external
experts Hilma Weber, Gondwana’s former head of HR, and
remuneration policy. The committee refined Gondwana’s remuneration policy and submitted it
financially. Many employees to the Board, which subsequently approved it. Jaco Boltman, a labour law practitioner, attend meetings.
needed to keep working Our eyes are on the future
We are excited that vaccines are being distributed and appear effective, but we realise that they
while grieving. We saw this, are produced in countries that wish to protect their own citizens foremost. New virus variants
might also complicate the search for a universal cure. As such, we expect that Covid-19 will remain
and we prioritised their a reality for at least a few more months. Once we emerge from the other end, the industry will have
changed with many new dynamics to become familiar with.
psychological and physical While we cannot predict all changes, we will adapt as needed and keep our eyes on our employees’
needs. We are proud of their empathy for local communities and look to create channels that help
wellbeing. them meaningfully improve the lives of struggling Namibians.

Going into 2021, our focus areas will be:
2020 was a test of our resilience, for management, for Gondwana ○ Holistic employee wellbeing
and for the tourism industry as a whole. In this time, I was ○ Developing leadership and management to execute the above focus area
reminded of how essential teamwork is. We only function and
thrive thanks to our inter-connected sets of skills, attitudes and ○ Facilitating remote working arrangements, virtual employment, and automated and virtual
commitments to one another. learning
○ Diversity
Gondwana dedicated itself to not leaving any employee
behind. Employees are part of our family, and their hardships The pandemic persists and the industry will be slow to recover. As always, our most important
are the company’s hardships. Their wellbeing, job security and consideration is safeguarding employees and their jobs.
development are non-negotiable. Our leadership takes this to
heart. We are privileged to have a competent and compassionate

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