Company: SABC Pension Fund
Company Description: The SABC Pension Fund and The SABC Medical Scheme are separate legal entities available to staff and pensioners of the South African Broadcasting Corporation (SABC), the national broadcaster. They are each independently governed by a management board, share a CEO and administered by different external administrators. They cater for 3,910 members, with 4,262 dependants thus 8172 beneficiaries.
Nomination Category: Corporate Communications, Investor Relations, & Public Relations Categories
Nomination Sub Category: Communications or PR Campaign of the Year - Brand / Reputation Management
 Nomination Title: Pension Fund
- Which will you submit for this nomination, a video of up to five (5) minutes in length about the nominated campaign or program, OR written answers to the questions for this category? CHOOSE ONE:
Written answers to the questions
- If you are submitting a video of up to five (5) minutes in length, provide the URL of the nominated video here, OR attach it to your entry via the "Add Attachments, Videos, or Links to This Entry" link above, through which you may also upload a copy of your video.
- If you are providing written answers to the questions for this category, you must answer this first question: Specify the date on which this campaign or program was launched:
Programme date: 2015-2024 (continuing)
- If you are providing written answers to the questions for this category, you must answer this second question: Describe the genesis of the nominated campaign or program: the reasons it was initiated, the challenges it was created to address, the problems it was developed to solve, etc. (up to 250 words):
Total 249 words used.
When concerns with regard to the employer surfaced as early as 2014, as CEO I felt it necessary to surface and identify the effect of these on stakeholders with the aim of addressing these concerns appropriately.
As a small team (3) with limited opportunity for face-to-face interaction it seemed that a rigorous, regular and structured survey process, allowing both quantitative and qualitative feedback, was the most effective way of engaging with our pensioners, members, trustees and employer HR representatives.
Thus, for 9 years we have undertaken regular measurement of stakeholder perceptions, information and service needs as a two-way engagement mechanism in itself. Findings are used to develop/refine communication and educational strategy, performance management tools, messaging and support programmes.
Our core stakeholders proactively leverage this mechanism to raise their voices. The research process has proved to be highly effective, with enthusiastic participation yielding high disclosure levels and feedback.
We also use the research process to track and address stakeholder uncertainty and issues with regard to volatile socio-economic variables impacting on the retirement wellbeing of our members and pensioners, with regard to ongoing legislative and regulatory change. This has enabled us to tailor our service, strategy and intervention to meet these stated concerns
This annual measurement process has become a tried and tested engagement mechanism and reputation management tool in and of itself, enabling us to maintain sound stakeholder relationships, thereby sustaining stakeholder confidence and trust, as well as the solid reputation of the SABC Pension Fund, during sustained upheaval (Appx1)
- If you are providing written answers to the questions for this category, you must answer this third question: Describe the development of the campaign or program: the planning process, the goal setting, the creative and media development, the scheduling, etc. (up to 250 words):
Total 250 words used.
Conceptualised and managed by the entrant, the CEO, the stakeholder engagement and reputation management process incorporates rigorous stakeholder perceptions and needs auditing, communication and engagement planning based on findings, implementation/intervention and measurement of the impacts of this intervention annually.
When issues with the employer first arose (in 2015), SABC Pension Fund management prioritized the development of a sustainable stakeholder engagement process to regularly assess and tailor measurable engagement and reputation management strategy. This strategy has been research driven, and inclusive and is needs directed as well as being aimed at ensuring and sustaining Fund credibility and reputation.
Using the services of the same research partner over the nine years of measurement we model, analyse and extrapolate research data to encompass both best practices and situational indicators as well as to ensure comprehensive analysis and reporting across all demographic group variables.
The primary goals of the annual stakeholder engagement and reputation management process have been to:
Assess stakeholder perceptions as to Fund reputation, service, educational, information and communication needs both in the short term as well as for long range, sustainable intervention
- Track broader socio-economic concerns of the stakeholder base in order to develop support where feasible and relevant
- Implement sustainable intervention and engagement strategy based on research findings to address stakeholder understanding, acumen in the retirement and space and confidence in a fluid and controversial environment
- Assess the impacts of this intervention on stakeholder confidence and wellbeing, fund reputation and service ratings annually and modify engagement and messaging strategies accordingly
- If you are providing written answers to the questions for this category, you must answer this fourth question: Outline the activities and concrete results of this campaign or program since the beginning of 2019. Even if your initiative started before 2022, limit your response to activities and results since the beginning of 2022 only (up to 250 words):
Total 239 words used.
In 2024 we:-
- Conducted full stakeholder perceptions, engagement and service research amongst the four stakeholder groupings. (Appendices 2-5)
- Used both quantitative and qualitative research methodology (See model in Executive Summary Appx2)
- Surfaced stakeholder issues and concerns relating to micro and broader socio-economic environments (see specific batteries in research model as well as open-ended comment in these reports)
- Used these findings to align core and sustainable engagement, reputation management and education strategy
- Dealt with these issues in
- our newsletter,
- personalised calendar
- website,
- roadshows
- annual pensioner luncheon/roadshows around the country;
- and ongoing personal communication from the CEO
The success of the reputation management process reflects in the findings of the 2024 results:
|
Variable
|
Trustees
Average
97,19%
|
Members
Average
78,74%
|
Pensioners
Average
94,52%
|
Employer HR Practitioners
Average
93,13%
|
|
Expertise of Fund management and staff
|
100%
|
83,15%
|
96,84%
|
98,33%
|
|
Perceived credibility within retirement industry
|
100%
|
80,60%
|
96,17%
|
93,33%
|
|
Management of Fund and its assets
|
100%
|
78,91%
|
96,37%
|
91,67%
|
|
Financial performance
|
100%
|
78,68%
|
95,91%
|
91,67%
|
|
Member and pensioner benefits
|
100%
|
79,10%
|
93,31%
|
93,33%
|
|
Compliance and ethics
|
95%
|
79,16%
|
95,47%
|
91,67%
|
|
Governance structures
|
97,50%
|
77,53%
|
94,45%
|
93,33%
|
|
Contribution to society
|
85%
|
72,82%
|
87,64%
|
91,67%
|
Comparative analysis over a three-year period across all variables in the research model is available in the attached executive summary (Appx2)
- You have the option to reference here any attachments of supporting materials throughout this nomination and how they provide evidence of the claims you have made in this nomination (up to 250 words):
Total 115 words used.
Work Plan
Appendix 1: Press clippings:
Background information on regulation, mismanagement and retrenchments at the employer
Media reports on current legislations impacting the retirement sector and its members (Regulation 28)
Appendix 2: Executive summary of methodology and findings across all 4 stakeholder groups
Appendix 3 - 6: Fully extrapolated research reports for each stakeholder group (4)
Appendix 7: 2024 Engagement and Reputation Management Strategy
Appendix 8: Personal emails to members and pensioners from the desk of the CEO
Appendix 9: Responses from pensioners and embers to communication
Appendix 10: Personalised Calendar with relevant information for members and pensioners, including pay dates, information about the Fund and its management, Contact details etc
Appendix 11: Newsletter Example
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