Limpopo Gambling Board Annual Report

1. Introduction

The Human Resources Unit aims to assist and support other Business Units with any matter pertaining to the daily running of the business affecting its employees.

A workforce planning framework and key strategies to attract and recruit a skilled and capable workforce are in place. The success of the Limpopo Gambling Board in delivering its operational and developmental goals depends primarily on efficiency and effectiveness where employees carry out their duties. Managing performance is therefore a key Human Resources Management Tool and quarterly moderations are done.

1.1 Policy Development

• Policy review The Human Resource Policy is in the process of being reviewed.

• Staff development Due to COVID-19, there were insufficient funds and the Entity was therefore unable to provide employees with training to ensure that they are equipped with the necessary skills to enable them to perform their jobs which is used to enhance productivity. • Challenges The Entity was unable to fill all the vacant posts due to the budget cut and funds were only made available towards the end of 2021/22 financial year. 2. Human Resource Oversight Statistic

2.1 Personnel Related Expenditure

2.1.1 Personnel Cost by Programme

Programme

Total Expenditure per Programme (R’000)

Personnel Expenditure (R’000)

Personnel Expenditure% (%)

No. of Employees

Average Personnel Cost per Employee (R’000)

CEO

6 274 5 963 6 122 2 844 4 154

5 844 5 725 5 549 2 307 3 143

93% 96% 91% 81% 76% 95% 63% 90%

6 7 9 4 7

974 818 617 577 449 612

Finance

Law Enforcement

Supply Chain

Human Resources

16 064

15 293

26

Compliance

2 080

1 314

1

Information Technology

1314 5361

TOTAL

43 501

39 175

60

98