Reliance and Impact on Key Capitals
Governance and Leadership
Statutory approvals and reports
Group financial statements
Company financial statements
Human capital is considered a core asset at Hulamin. The skills of our people are the foundation for our success. Hulamin appreciates the importance of its people and the key role that they play in achieving objectives through strategy implementation. Our people are equipped with the knowledge, skills and motivation that give Hulamin a leading advantage.
Our workforce consisted of 1 972 employees at December 2015 (2014: 1 920 employees). We are reliant on the skills, education and experience of our employees, particularly those who have unique skills that are required by our business. These are core and specialist skills which include amongst others, metallurgical engineering, rolling, rollgrinding, surface treatment and casting. We are dependent on these skills in various aspects of our business, including, manufacturing, design, operating, maintenance and project planning.
|LOOKING BACK ON OUR 2015 GOALS|
|FOCUS FOR 2016|
We believe in the development of all the employees regardless of race and gender with more emphasis on the people from designated groups. Employment equity as a key intervention required to address the past in providing equal opportunity to previously disadvantaged citizens of South Africa.
Employment equity is an integral component of Hulamin’s business strategy and is focused on the following aspects:
- Elimination of unfair discrimination within the workplace
- Implementation of affirmative action measures to achieve equitable representation of designated groups across all occupational levels within the organisation.
A formal Employment Equity plan, with targets, was set for a five year horizon (1 January 2014 to 31 December 2018). The objectives of the plan include:
- Achieving the set targets for black and female representation
- Uplifting the skill levels and the profile of blacks and females in the organisation
- Developing a highly-skilled talent pool that enables blacks and females to be suitably equipped for promotion into specialist roles and top management positions
- Optimising and enhancing the retention of blacks and females by ensuring a corporate culture that values transformation where all employees regardless of their background see Hulamin as an “employer of choice”
- Providing clear career path planning for employees
- Providing opportunities for all employees to utilise and develop their specific talents in ways that are most appropriate for the business
During 2015 we extended our commitment to employment equity in the following areas:
EMPLOYMENT EQUITY TARGETS
|Black representation at senior management||58||47||45||42|
|Black representation at middle management||85||76||75||69|
|Black representation at skilled and supervisory level||91||93||93||92|
|Women at senior management||12||14||10||7|
|Women at middle management||20||20||20||16|
|Women at skilled and supervisory level||15||13||13||13|
|People with disabilities||1,5||0,9||0,9||0,9|
|employees are key to our performanceand success|
Key capital reliances
|Persons with disabilities||
ENGAGING OUR EMPLOYEES
Employees are key to all aspects of Hulamin’s performance and future success. Hulamin’s employee representation strategy is based on open communication and consultation with its employees and their representatives.
Formal communication with employees and their representatives takes place regularly and at various levels, including the departmental action forums, where employees meet with line management, and the Employee Relations Committee, where employee representatives meet with senior management. In addition, employees regularly engage with management through weekly Visible Felt Leadership structures.
64% of Hulamin employees are covered by collective bargaining agreements.
No time was lost due to work stoppages, strike action, stay-aways or any industrial action in the company during 2015.
We strive to develop skilled and motivate employees through an outcomes based approach to development that endorses personal growth, individual responsibility and a culture of lifelong learning. We believes that it is important to continue to develop organisational capabilities for future sustainability, and to contribute to reducing the skills shortage, thus boosting growth within the South African manufacturing context.
A Training Committee has been established which functions in accordance with the requirements of the Skills Development Act and the MERSETA. This Committee is guided by terms of reference which clearly define the roles and responsibilities of the committee and the representation in respect of the employees, the employer and organised labour.
TALENT MANAGEMENT AND DEVELOPMENT
The talent management strategy and career development programme has been refined to ensure that Hulamin has the appropriate plans and interventions in place that enable the organisation to have the right skills in place as cost-effectively as possible to meet future needs:
- Integrated Manufacturing Approach Visual Management
- Skills/Programmes/Learnerships – portability of skills
- Talent management
- Building leadership and management capability
- Shift Leader Development
- Shopfloor Competency Training
- The engineers-in-training programme
- Apprenticeship training programme
This is an area of the talent management strategy that is currently receiving deliberate and targeted attention. The process to develop the executive succession plan and the succession plans for other key and senior positions is progressing well.
The process to identify the talent pool and determine the bench strength based on potential and performance has been completed. This included psychometric assessments and in-depth reviews of the candidates’ performance. Based on the outcome of the assessments, the candidates have been categorised into three categories in line with their readiness to occupy the required positions, i.e. immediately ready, within the next three years and within the next five years.
The next phase will be to identify the talent gaps and implement individual development plans for candidates which will include developmental interventions. The succession plan is also closely aligned to the transformation strategy and other talent management processes, some of which include targeted recruitment and selection, competency development and maintenance, career development and targeted learning and development interventions.
Candidates’ progress will be reviewed and monitored using existing structures such the Strategic Manpower Committee.
Annual feedback will be to the REMCO, and the Transformation, Social and Ethics Committee.
OUR INVESTMENT IN TALENT
|Investment in employee training and development as percentage of leviable amount||3%|
|Total Skills Development Spend||R23 665 800|
|Proportion of the above focused on black employees||92%|
|Percentage of employees trained||83%|
|Average learning hours per employee||17|
|Investment in pipeline management programmes||R3 244 384|
|Employees currently in learnership programmes||99|
|Investment in bursary scheme||R1 553 538|
|Employees in company sponsored education programmes||221|
DEVELOPING TALENT FROM SCHOOL LEVEL
Hulamin has upped its game again and is not only offering bursaries to local Matriculants, but will now also be looking to identify pupils in their first year of high school who “have a flair for science, maths and accounting”.
To this end, Hulamin intends to extend its bursary programme to assist deserving high school pupils, starting with Grade 9s.
Hulamin has been steadily expanding the reach of its career programme over the past four years. This year, the event attracted at least 220 local pupils from Grades 8 to 12 interested in engineering and chartered accounting careers. Since 2008, it has been the company’s stated aim to exclusively target local pupils in Pietermaritzburg and surrounds. Once graduated, bursary recipients can then develop their career through the company’s structured engineer-in-training programme.
Winnie Nevhutalu is a Hulamin employee who completed the bursary programme. She qualified as a metallurgist and spoke to pupils at the Hulamin 2015 career expo about her job. Hulamin identified her as a candidate for its bursary programme and “it changed my life”, she said.
Hulamin offers bursaries to 10 students a year, in the disciplines of Metallurgical Engineering, Electrical Engineering, Mechanical Engineering, Industrial Engineering and Chartered Accounting.
MANAGEMENT DEVELOPMENT PROGRAMME
In 2014 Hulamin introduced a Management Development Programme (MDP) through the University of Stellenbosch Business School. Fourteen employees successfully completed the programme and two Hulamin employees were awarded third and fourth place in the final assessment, of the 2014 MDP group.
The second group of 15 management and specialist employees commenced the MDP in February 2015. They have successfully completed the programme.
This is an extensive programme that enhances leadership capability and broadens business and commercial understanding. The programme comprises an extensive management development curriculum combined with action learning projects, which are case studies from the delegates’ organisations.
The programme has received positive feedback from the Hulamin participants and it is anticipated that the organisation will make use of some of the project findings and recommendations
Hulamin appreciates the importance of its people and the key role that they play
Hulamin is committed to the wellbeing of employees and providing a safe working environment that ensures that the business continues to function effectively and to retain and attract skilled people in future.
Hulamin has embedded a culture of safety in the organisation to ensure that its plants are operated safely and employees are protected from injury or from harm due to incidents or exposure. To achieve this, employees and the teams in which they work are guided and supported in taking responsibility for their own safety. Hulamin seeks to continuously improve its safety performance by measuring and monitoring both leading and lagging indicators which are aligned to industry best practice.
Hulamin is audited for verification and compliance in line with the OHSAS 18001 management standard. In 2014 a successful recertification audit was conducted and the current certificate is valid until 2017.
Focused projects are being implemented by the High Risk Safety Committee (HRSC) to reduce the exposure risk of employees. These projects address aspects such as:
- Machine guarding
- Lock out, tag out
- Pedestrian-vehicle interface
- Overhead crane safety
- Working at heights
- Explosion risks
- Confined spaces
- Contractor safety
- Engaged employees
During 2015 Hulamin continued to drive safety standards and improvements on unsafe conditions. Human behaviour is currently the biggest contributor to injuries. This was the primary factor for establishing a project team to improve the employee engagements and safety behaviour. There were noLA fatalities in 2015
We believe that the good health of employees is essential to motivation, capability and productivity. To this end, we offer benefits for employees and their families and friends. The enhancement of employee health also contributes to reduced absenteeism and promotes good working relationships. Hulamin has adopted a “shared responsibility” approach to the wellbeing of its employees. In this regard, the company equips employees with the appropriate education and healthcare facilities in order for employees to best manage their own health.
In order to facilitate good health, Hulamin invests significant resources in wellness programmes. In addition to the fully-equipped Hulamin clinic with occupational health professionals – including a medical doctor – the annual employee Wellness Days assist employees to manage their wellness.
The wellness event theme for 2015 was “creating an alcohol-free workplace” which was well received by employees in attendance. This service which was facilitated by SANCA (South African National Council on Alcoholism) was not only aimed at educating Hulamin employees but employees were given adequate literature to take to their family and friends who may seek alcohol abuse assistance.
At least 750 of the people who attended the wellness event over the three days in Hulamin Edendale and Camps Drift plants and two days in Olifantsfontein plant now know their HIV status.