Our humble beginnings
We started as a hardware only vendor, knowing that we really like technology but we weren't exactly sure whether hardware was our passion.
We had to go back to the drawing board to find out who we really were, what drives us every day and what we could wake up to with a smile and ambition. We wanted to create fun in what we do, we wanted to go to work each day doing what we love, we wanted to inspire others in what we do.
We found our inspiration lay in performance storage, backup and disaster recovery technologies, and that it was something that we really enjoyed working with. We got our energy from looking at new technology that would revolutionize the way that our customers do business and found that, by doing what we love, we could build a fun, dynamic business that companies like to deal with.
Every member of our team is a valuable asset, we believe in building and empowering individuals, giving them the engine to be creative and apply their knowledge by learning in a stress free environment and inspire others to be better than what they think they are.
We had to go back to the drawing board to find out who we really were, what drives us every day and what we could wake up to with a smile and ambition. We wanted to create fun in what we do, we wanted to go to work each day doing what we love, we wanted to inspire others in what we do.
We found our inspiration lay in performance storage, backup and disaster recovery technologies, and that it was something that we really enjoyed working with. We got our energy from looking at new technology that would revolutionize the way that our customers do business and found that, by doing what we love, we could build a fun, dynamic business that companies like to deal with.
Every member of our team is a valuable asset, we believe in building and empowering individuals, giving them the engine to be creative and apply their knowledge by learning in a stress free environment and inspire others to be better than what they think they are.
CORE VALUES
Chill Help Assume Make Practice Speak
Chill out. Develop a sustainable hustle in all you do. Seek activities that recharge you and allow you to bring your best self to work; we are running a marathon, not a sprint. Keep perspective when the unexpected happens; we can work it out as a team. We'll do some amazing things together, but always remember there’s more to life than Triple H!
Help each other grow. Remember we each have something to offer. Share your experiences to help the people around you gain a better perspective on themselves and the world. Share your knowledge to build your teammates' skills and abilities. Push them to reach their goals. Be open to learning as much as you can from others.
Assume good faith. Remind yourself that we are all pushing to make Triple H awesome, even when we have different approaches to getting there. Don't let communication styles or competing solutions take your eyes off of our shared goals. When we make mistakes, remember to separate impact from intent.
Make it happen. Take pride in crafting the best experience for those we serve. Prefer action over observation. Support your teammates. Broken? Gather teammates to fix it. Opportunity? Collaborate and seize it!
Practice empathy. Truly make the effort to listen and understand. Be curious. Learn the why, not just the what. Show kindness, and value different perspectives, experiences, and ideas as though they were your own.
Speak your mind. Open transparent lines of communication; the voice of few may be the thoughts of many. Make time for self-awareness so you can share authentically. Remember Triple H is a safe space to express your reflections, concerns, and ideas.
BEE RATING
QSE Level 2 | Black Ownership of 58.53% | Black Woman Ownership of 47.58% | Black Designated Group Ownership of 53.72%
People Development
At Triple H we acknowledge that having the right skills and competencies is a competitive advantage in an industry where service excellence is a key differentiator.
We therefore believe in ongoing development of our employees and in creating a platform where learning and skills advancement is prioritised. Furthermore, we also recognise the need for different development strategies to upskill our diverse employee base. Our people development strategies are closely aligned to the Triple H People Strategy whose aim is to support Triple H in meeting its client-centricity vision and purpose. Additionally, our people development objectives advance the group’s commitment to transformation.
We endeavour to ensure an equitable representation of talent across all levels of the organisation in line with our employment equity plans.
Following the 2015 transformation audit we are proud to report that we have spent hundreds of thousands on skills development. A significant amount of our spend was directed to the development of black employees with an intentional focus on management development as well as critical and scarce skills.
The Triple H People Strategy sets out the broad objectives that we pursue in support of the group’s strategic objectives and transformation imperatives. This we do through the talent management, leadership development, learning and development, and skills development functions, as illustrated below.
Talent Management
We are investing our energy in ensuring that we have the right people in the right roles at the right time. Our approach to talent managing our employees enables us to enhance our strategic leadership capabilities and create authentic growth opportunities resulting in engaged talent.
Effective management of critical and scarce talent has become a strategic imperative to be competitive. We have a keen focus on HR strategies that ensure the deliberate attraction of talent as a priority towards the development of leadership pools.
Leadership Development
Leaders are key to the success of Triple H. To this end, it is important that we not only have the right people in leadership roles, but that we constantly develop and grow our leaders in line with the Triple H Way. We leverage both internal and external leadership programmes to expand the competencies of our leaders. Triple H has a defined and focused approach to leadership development that spans across junior to executive leadership levels. In addition to internal programmes, we are participating in a Ripple Effect Initiative to grow talented leaders to assume broader and more senior executive leadership positions.
We also run management development programmes which align with the National Qualifications Framework (NQF) and our leadership pipeline. The skills development function, in partnership with divisional learning and development functions, ensures that relevant and appropriate development programmes are delivered across the group. We constantly review our programmes to ensure that they remain relevant to support our business goals and objectives.
Skills Development Function
The skills development function is responsible for ensuring that quality learning programmes with sound assessment practices are delivered to employees. Every year, Triple H Group submits its Workplace Skills Plan (WSP) and Annual Training Report (ATR) to Insurance Sector Education and Training Authority, which includes all training and development concluded for the year under review, as well as proposed targets and training for the following year.
Triple H have aligned with an accredited college by the Department of Higher Education and Training (DHET). Qualifications within the scope are delivered to both unemployed learners as well as employed staff. Every year, a deliberate effort is made to deliver learnerships to unemployed youth in support of the country’s commitment to skills development. We also strive to absorb those learners that have done well during the learnership programme at the end of the learnership. Additionally, our college provides accreditation to workplace learning programmes that have clear and measurable objectives, and where Outcome-Based Education (OBE) principles are followed.
Furthermore, the skills development function drives work-based experiential learning programmes such as learnerships and internships for the group. These programmes support critical skills development. They bridge the gap between current education and labour needs; provide meaningful real work learning experiences, and support transformation as a strategic imperative for the group.