B-BBEE
We are proud to confirm that we have maintained our status as a Level 1 B-BBEE contributor
The Group understands the importance of implementing the Broad-Based Black Economic Empowerment (“B-BBEE”) guiding principles set out by the South African Government across all levels within the Group. The Group views the B-BBEE principles as an opportunity to contribute to building an empowered nation.
For us, transformation goes beyond compliance with legislation and regulations. Our goal is to create a truly transformed organisation where we empower our people to fulfil their purpose. Our commitment is to ensure that our organisation’s culture aligns with this goal. We understand that the broader transformation of society cannot take place, unless large institutions like ours play a major role.
This is a proud testament of the fact that the effort that the Group has put into transformation is paying off.
Corporate Social Responsibility
At Calgro M3 we are shaping a responsible business in an ethical way every day. It’s how we make profits, not just how we spend them that counts. We generate direct and indirect economic value for local communities from our operations as we develop entire communities, not just properties. We believe that in supporting education, a meaningful difference can be made to change the well-being of South Africans!
Calgro M3’s investment in social initiatives is aligned to its philosophy of community development. We invest in social development initiatives that help uplift and empower. We favour the support of projects in our residential developments, identifying opportunities where we can make a tangible difference, supporting the growth and development of individuals, nurturing vulnerable or needy groups, or strengthening the community.
The Group is involved in the development of various schools, crèches, clinics, parks and community centres within its developments. In all instances, Calgro M3’s investment in chosen initiatives is voluntary, not mandated. Town planning regulations for Integrated Developments stipulate that land must be reserved for public use and that developers may not raise any structures on or develop that land.
Although our Socio-Economic Development (“SED”) spend complements our BEE scorecard, our focus is to
create socioeconomic sustainability within the developments that we create, thus going above and beyond the
recommended target of 1% of net profit after tax (“NPAT”).
Calgro M3 adheres to the sustainability principles of:
Our core CSR objectives are:
- Partner with specialist service providers, including non-profit organisations, to ensure appropriate skills are applied to execute initiatives
- Maintaining excellent relationships with employees, customers, suppliers, investors, funders and communities
- Community involvement
- Monitor outcomes and manage investments to drive delivery of envisaged benefits
- Wellness of employees
- Education and upliftment of communities
Training & Skills Development
Community economic development programmes.
The skills development programmes on-site are an important focus point in terms of the socio-economic contribution that Calgro M3 makes.
Our policy is to employ at least 50% of the workforce required on a development, which includes local SMMEs, skilled and unskilled labour, from the local communities in which we operate. On-site community-chaired labour desks are set up at all integrated projects to assist in the appointment of the local workforce. They also provide an innovative means to ensure continual hands-on stakeholder engagement, community involvement and buy-in, and to monitor and enforce compliance. These labour desks also manage on-the-job training, coaching and mentoring to further empower individuals and support the development of our growing list of sub-contractors.
The comprehensive skills training programme focuses on Recognition of Prior Learning (“RPL”) identification and accredited vocational skills training. This empowers the trainees who have completed these courses to be part of a preferential procurement list from which the sub-contractors can source local labour.
The artisan skills training also develops a productive workforce by delivering practical on-the-job training that will effectively upskill and uplift the local labour from the identified developments. Calgro M3 is committed to the ongoing training and development of employees to ensure the broadening of its skills base.
The skills development programmes on our sites are an important focus point in terms of the socio-economic development that Calgro M3 makes:
The three tiers
- Specific artisan training for local labour (vocational skills) short skills, learnership and apprenticeship
Implementing training for specific skills for local labourers employed through project labour desks. All the training providers are CETA accredited trainers and training involves theory and practical, on-the-job training. The comprehensive skills training programme focuses on:- RPL identification and accredited vocational skills training. This empowers the trainees who have completed these courses to be part of a preferential procurement list from which the sub-contractors can source local labour.
- After successful completion of the training courses, participants are given an accredited certificate. Attempts are also made to transfer these contract workers from contract to contract on the same site, eventually employing them on other projects for the Company.
- Calgro M3 is a host project for CETA-accredited training projects too, to the benefit of the local unemployed community.
- Skills development of local sub-contractors
The need to develop business skills of the sub-contractors involved on projects has also been identified. Sub-contractors are given the opportunity to attend Business Education and Life Skills Development training. The SMME training also contributes towards the overall enterprise development aspects in terms of BEE compliance. The Group’s formalised enterprise development programmes mentor small black-owned enterprises, helping them improve their performance across various spheres of business. This includes securing credit lines and discounts from suppliers, labour and employment relations, legal requirements as well as improving their technical skills across finance, human resources and construction. This was a result of up-scaling the programme to accommodate the development of more enterprises. - In-service training
Various students from different industry-related degree or diploma courses, especially those requiring practical experience as part of their curriculum, are accommodated during the implementation of projects. We have found that these student trainees leave us after the six months with a much better understanding of the industry in which they will eventually be placed.
The benefits of these comprehensive skills training and development programmes result in:- An increase in job creation.
- Sustainable SMMEs and the improvement of SMMEs accreditation (i.e. Construction Industry Development Board (“CIDB”) levels or other institutional rating scales).
- The socio-economic status of the development’s adjacent communities will be increasing through sustainable enterprise development initiatives.
- Sub-contractor development is beneficial to the economic growth within the Integrated Residential Developments.
- After working for Calgro M3, the sub-contractors can do work for third parties with these newly acquired skills.
Health, Safety and Environment
The Calgro M3 Group is committed to reducing the adverse health, safety and environmental impacts of the organisation and has implemented an integrated Health, Safety and Environmental (“HSE”) Management System to ensure decisions that are made, consider economic development, environmental quality and the social impact for all stakeholders. The purpose of the HSE Management System is to provide a management framework for Calgro M3 to adequately manage health, safety and environmental aspects, risks and opportunities and to ensure continual improvement in managing these aspects and risks.
The aim is to protect the environment and respond to changing environmental conditions in balance with socio-economic needs and to prevent work-related injury and ill health to workers and to provide safe and healthy workplaces.
The intended outcomes of the HSE Management System are as follows:
- To enhance the organisation’s HSE performance;
- To conform with compliance obligations;
- To achieve the organisation’s HSE objectives;
- To add a competitive advantage; and
- To confirm a continuous improvement, drive to ensure a safe working environment and involvement by all
within the organisation.
Providing a safe workplace
Ensuring health and safety of all stakeholders on site is the basic principle underlying Calgro M3’s HSE Policy. Our HSE Management System approach is risk-based and focuses on the integration of safe working/operating practices into every aspect or process performed.
Furthermore, contractor and supplier assessments and performance evaluations were developed to promote accountability and performance improvements.
HSE objectives
On an annual basis within the HSE Management Review Meeting annual HSE objectives are discussed and approved by senior levels of the Executive team with the respective HSE team members. In the FY 2024 these objectives include:
- Striving for zero harm;
- Proper waste management; and
- Working to ensure activities comply with HSE requirements.
The above objectives are reported and monitored at each Social and Ethics Committee meeting with the Group demonstrating high levels of compliance across the defined objectives.
Safety performance
Safety performance was measured by lagging indicators. Such lagging indicators include injury frequency rates and lost workdays. These measures are necessary to track the number of injuries but does not indicate the effectiveness of control measures put in place in preventing injuries. Calgro M3 has now adopted the tracking and analysis of leading indicators such as training, compliance audits and checking the effectiveness of controls. This will provide an indication of what corrective measures are needed and where to prevent incidents and injuries.
If an incident occurs, an investigation is conducted to understand why the incident occurred and identify what controls could be strengthened or improved to prevent similar incidents. The learnings from these incidents are then shared via the weekly toolbox talks training mechanism, which aims at sharing and limiting multiple incidents of a similar nature occurring.
Unfortunately, a few medical treatment cases occurred on-site with some of them resulting in lost time injuries. The Group is actively working at improving its lost time injury frequency rate (“LTIFR”) and recordable case rate (“RCR”) which includes any injury that requires more than a first aid treatment to within international standard levels.
Monitoring and reporting on safety performance is essential to ensure the safety of everyone working for Calgro M3, including employees, contractors and suppliers and their respective employees. This addresses risks that are inherent to the industry.
Occupational health
It is a legal requirement to ensure that employees working on Calgro M3 sites are medically fit. Calgro M3’s medical surveillance programme ensures that the baseline health of employees are recorded, and the state of health is monitored throughout the duration of the employment. Interventions are made to assist individuals that need to sustain and improve their health. The medical surveillance detects risk factors related to occupational exposures and lifestyle conditions and incorporates screening for lifestyle diseases like hypertension. The interaction between workplace and social risk factors calls for an integrated approach to health promotion, prevention and management.
Managing HIV and AIDS
Calgro M3 is concerned with the health and well being of all employees and has an HIV/AIDS Policy, which has been adopted by all parties involved on Calgro M3 projects.
The HIV/AIDS pandemic remains an epidemic of serious magnitude. Presenting companies like ourselves with unique and complex problems which must be managed appropriately and effectively. HIV/AIDS targets the economically active sector of the population and thus impacts our workplace. As such we need to, and have, developed proactive strategies and policies to address the problems which will be experienced as a result of the pandemic.
We are committed to addressing HIV and AIDS in a positive, supportive and non-discriminatory manner, with the informed support and cooperation of all employees, and in accordance with accepted best business practices and relevant Codes of Good Practice. Our policy regards HIV/AIDS in the same light as other life-threatening diseases and ensures non discrimination against HIV positive employees.
