EMPLOYEES

Aspen has sales and distribution businesses in 13 countries. In addition, Aspen has 14 pharmaceutical manufacturing facilities at 10 sites on three continents. Four of the sites are located in South Africa, two in East Africa, one in India and three in Latin America. The Group engages more than 5 000 employees across its local and international operations.

Aspen’s positioning as one of the top 20 generic manufacturers worldwide and the largest pharmaceutical supplier on the African continent, has been achieved through the diligence and competence of its management teams and employees, who have played a pivotal role in developing the Group’s international credibility and stature.

The Group’s human resources philosophy aims to promote:

• Retention of talent;
• Acquisition of talent;
• Growth of talent;
• A culture of excellence;
• Organisational transformation;
• Positioning Aspen as an “employer of choice”;
• A talent pipeline for the future;
• A strong leadership cadre;
• Harmonious labour relations; and
• A culture of accountability.

Employee engagement and retention in the South African business

Managing a robust and efficient talent pipeline remains a strategic imperative for Aspen. Progressive steps have been implemented towards improving Aspen’s ability to retain and nurture talent. The adequacy of the existing skills-pool has been assessed resulting in the identification of the human resources interventions required to support the overall business strategy.

In line with the employee engagement and retention strategy, an enhanced performance management system is currently being embedded across the South African business. This will formalise the existing objective setting and performance monitoring process for employees and offer more structured development plans and career paths which are aligned to the broader operational objectives. In addition, an Executive Coaching Programme has been implemented for senior managers and executives.

All engagement and promotion decisions in South Africa are based on the total capability index which considers the following criteria pertaining to the employee:

• Qualifications;
• Extent of related work experience;
• Demonstrated performance;
• Results of relevant psychometric assessments; and
• Value-based behavioural attributes.

Learnerships in South Africa

The number of learnerships increased from 39 to 139 during the year, thereby increasing the availability of scarce, skilled resources. These learnerships included:

• 8 Basic Pharmacist Assistant learnerships;
• 29 Post-basic Pharmacist Assistant learnerships;
• 23 Fitter apprenticeships;
• 12 Electrical apprenticeships;
• 33 Team Leader Development learnerships;
• 24 Productivity Improvement learnerships; and
• 10 Chartered Institute of Management Accounting learnerships(Certificate in business accounting).

More than 90% of the employees who are benefiting from the learnerships are historically disadvantaged candidates.

During the year, 35 unemployed learners from The Uitenhage and Despatch Development Institute acted as substitutes for the 35 Aspen apprentice artisans who attended the learnership programme course. Candidates from this group, who demonstrated potential, have subsequently been appointed to other permanent roles at the Port Elizabeth facilities. Three intern pharmacists were also hosted during the year.

SKILLS DEVELOPMENT

The strength of Aspen’s human resources lies in the skills, competence and experience of its employees. To develop and leverage this capability, the Human Resource Department drives the training and development needs in South Africa. Formalised training and development protocols are in the process of being implemented at Aspen’s recently acquired international operations.

South African business

Aspen’s training programmes ensure continuous development of all employees to enhance the skills base and to support the growing needs of the business. In this regard, priority is assigned to the development of previously disadvantaged employees who demonstrate the aptitude for fulfilling roles in the higher-level occupational categories. A total of 1 180 employees were trained during the year, of which 68% were black. Significant progress was made in the percentage of black females trained which increased from 28% in 2008 to 34% in 2009. A year-on-year comparison of skills development achievements is set out below:

Leadership development

The Leadership Diamond Programme was initiated with the aim of harnessing and developing existing leadership potential in the organisation through a structured programme. The programme is tailored to match an individual candidate’s aptitude and personal development objectives with the Group’s leadership strategy. The Programme was attended by 24 senior line managers, representing various functions in the business.

Management development

The ongoing Growing Effective Managers Programme is aimed at identifying and grooming the Group’s management talent pipeline. The programme contributes towards a broader understanding of the business and elevates an individual’s level of self-awareness before developing the employee’s leadership, coaching, general management and interpersonal skills. Programme modules are tailored to address the management needs required at each site. During the year 625 employees completed this programme.

Technical training

In February 2009, 86 employees across all manufacturing facilities attended GMP training conducted by expert trainers in this field. Nine key staff were identified as trainers and empowered with the necessary knowledge and skills to disseminate this learning throughout the South African business. The programme will be conducted annually.

Other technical training courses conducted included apprenticeships and chemical operations learnerships at FCC. In total, almost 260 employees at the South African operations participated in technical learnerships and apprenticeships.

Further education

Study finance packages have been granted to 31 employees, 29 of whom are black. Aspen has also awarded bursaries to five black pharmacy students studying at the Nelson Mandela Metropolitan and Rhodes Universities in the Eastern Cape. These bursary students, who were selected through the Foundation for Pharmaceutical Education, will commence their internship with Aspen in 2010.

In order to develop and retain local pharmaceutical and synthetic chemistry skills, Aspen makes an annual contribution to the Pharmacy Department of the University of KwaZulu-Natal. The number of students supported in 2009 increased to eight from six in 2008. This initiative extended financial assistance to research students at a time when government subsidies were decreased. The first two graduates of the programme have been placed in research positions at an emerging drug discovery company in Johannesburg, which undertakes research and development of new and affordable medicines for infectious diseases.

At the FCC Facility in Cape Town, two courses were conducted for unemployed people, one for workplace skills experience and one for post-graduate experience and development. In total, seven unemployed individuals benefited from these initiatives. FCC continues to provide post-graduate workplace skills development for students from various institutions around Cape Town.

International business

Training and development of staff also took place at Aspen’s international operations. As the recently acquired operations are integrated into the Group, formalised training and development plans are being implemented in accordance with Aspen’s human resources philosophy.

Ongoing product sales training took place for the sales representatives at Aspen Australia.

During the year, continuous GMP training programmes were conducted at Beta Healthcare in Kenya. In addition, three technical managers attended the annual Pharmaceutical Society of Kenya Conference.

Annual management development training programmes held at Shelys in Tanzania included:

• Effective interpersonal relationships;
• Team building;
• Team fairness;
• Transactional analysis;
• Seven habits of highly effective people; and
• Management development, focusing on strategy formulation and implementation.

Ongoing GMP training courses were also conducted for all levels of employees at Shelys throughout the year.

At Onco Therapies Ltd in Bangalore, India, extensive technical training was undertaken. Furthermore, in order to attract talent, candidates studying towards a Diploma of Pharmacy at the JSS College of Pharmacy in Mysore, were selected as trainees. Part of their three-month induction programme is conducted at the college. During the induction programme they are given an overview of pharmaceutical manufacturing practice, quality assurance systems and related topics of relevance. In addition, the Strides Technical Education Programme initiative gives eligible employees every opportunity to continue with post-graduate studies. This two-year course is co-ordinated with BITS Pilani, a premier science and technology institute in India.

In addition, the following programmes were run in conjunction with the Indian Institute of Management, Bangalore:

• Young Leaders Development Programme.
• Management Development Programme.
• Advanced Management Programme.
• Executive Development Programme.

In Mexico, it is mandatory for pharmaceutical companies to conduct training for employees. Formal development and training programmes are in place at the manufacturing facility in Toluca. Compulsory induction training sessions are held for all new employees at the plant and refresher courses are conducted for existing personnel on a rotational basis every week. These training sessions focus on health and security, GMP, handling of machinery and tools, quality control and quality assurance. Training for sales personnel includes productspecific technical training and general sales skills training. The finance team attended tax update courses.

In Brazil, ongoing GMP training was conducted for employees.