Human Resources Division
Eskom has had a transformation agenda since the 1980s, before the Employment Equity Act came into being, and has achieved various transformational goals.
Eskom’s diversity and inclusion philosophy
Eskom has implemented a robust and ambitious employment equity plan (EE plan), supported by a long-term target-setting strategy (Equity 2020) to drive the transformational agenda for the next three financial years until 2012/13. The EE plan seeks to create, through various interventions, a workplace and workforce profile that is diverse and inclusive; and to ensure that diversity becomes the “Eskom way”.
Eskom’s current review of its business strategy will create opportunities to address equitable representation at top and senior management levels.
Human resource operational measurements
The table below reflects Eskom’s performance against internal transformation guidelines, reflecting employee movements and the achievement of targets set for gender and race, as reported to the Department of Labour.
Eskom company employee profile – Top four occupational levels – (Task grades 9 and above) (%)
A – African C – Coloured I – Indian W – White
Eskom company disability profile: – all occupational levels
The Eskom target for disability is 3% of the total workforce. This is above the 2% target set by the government. Currently 1 002RA employees have been identified as people with disabilities. Eskom will continue to strive for a fair representation of people with disabilities.
Eskom group employee profile – Top four occupational levels – (Task grades 9 and above)1 (%)
A – African C – Coloured I – Indian W – White
Eskom group* disability profile: – all occupational levels
* This is the total for Eskom, Rotek, Roshcon and Rotran. Currently 1 012RA Group employees have been identified as people with disabilities.
Unit operators run power station control rooms 24 hours a day.
The highlight of the transformation process has been the implementation of the three-year employment equity plan.
As part of its transformation agenda, Eskom will continue with the affirmative action drive, the promotion of women and the focus on employment equity for people with disabilities, not because it is required of the company by statute, but because it is the right thing to do. It is also a business imperative.
Eskom’s integrated health and wellness programme promotes a safe and healthy working environment that will ensure its employees are healthy, productive, resilient and engaged throughout their time at Eskom.
Eskom’s occupational health and wellness services
Strategic initiatives ensure that employees are aware of their health status, are empowered to make correct health seeking choices to ensure they maintain good health and wellbeing.
Eskom’s employee engagement model builds employee participation and connects employees and executives in conversations around strategy, performance and people. Eskom has also built more productive and sustainable relationships with organised labour through a partnering model to guide these interactions.
About 30 520 man-hours were lost due to industrial action at Eskom in the last year. Eskom maintains direct lines of communication with managers and professionals and consults in the bargaining unit with recognised trade unions. A one-year salary and conditions of service agreement was concluded with trade unions during the last year.
Central to the negotiations was a review of the housing benefits: Eskom needs to optimise the use of the housing benefit by employees and ensure that housing is available in the areas that Eskom operates in, in line with government’s guidelines for sustainable human settlements.
Eskom, as a state-owned enterprise, has been directed by its shareholder to contribute meaningfully to South Africa’s New Growth Path. In addition to the 5 283RA learners in the pipeline, Eskom has further committed to partner with its supplier network to train an additional 5 000 learners (2 500 matriculants in trades training and 2 500 unemployed graduates for experiential internships).
To achieve ongoing efficiencies, Eskom is developing a strategy to contain employee numbers by reallocating staff from the existing business to the new build projects and other new focus areas. Shifting the balance from the existing to the new business is only possible if adequate skills levels can be redeployed in critical areas (such as maintenance and delivery on the new build programme). These efficiencies will oblige Eskom to manage increases in overtime and to monitor ongoing adherence to safety requirements.
Human Resources Sustainability Index (HRSI)
An important role is to measure and monitor critical factors relating to the sustainability of Eskom’s human resources. A Human Resources Sustainability Index (HRSI) measures key aspects of human resources sustainability. The HRSI is also contracted into leadership and operating unit performance compacts.
The main areas of measurement are: employee satisfaction, employee competence, and employee health and wellness. The measurements and criteria are reviewed annually to make sure they stay applicable.
The HRSI score for the past year was 88.3% (2010: 92.1%) against a target of 80%. Although the score is lower than the previous year, it still indicates that Eskom’s human resources performance was well maintained and that the human resources interventions are relevant and meet the needs of employees and the organisation.
Every effort is being made to ensure that Eskom obtains and retains the right people for the right job at the right time, to ensure a reliable electricity supply for generations to come.
Eskom’s human resource development strategy has demonstrated remarkable resilience over the past year in an environment characterised by constraints, such as the impact of the global economic downturn and international demand for scarce skills.
In line with skills development legislation, Eskom has submitted a workplace skills plan and an annual training report for the period 2010/11.
Eskom staff profile
|Company||Actual 2011||Actual 2010||Actual 2009|
|Employees at start of period||36 547||35 196||32 954|
|Added: Recruitment||3 884||2 581||4 261|
|Lost: Resignations||(582)||(541)||(1 312)|
|Total employees at end of period||39 034||36 547||35 196|
|Employee turnover rate (%)||3.6||3.5||6.0|
|Eskom staff age distribution|
|Age at the end of the year|
|18 – 20 years||0.07||0.05||0.04|
|20 – 29||22.62||21.86||21.62|
|30 – 39||30.48||28.75||27.25|
|40 – 49||19.86||22.04||24.59|
|50 – 59||22.94||23.54||23.20|
|Staff complement per division|
|Corporate division1||2 986||2 389||2 461|
|Distribution||18 879||17 384||16 7162|
|Generation||9 853||9 537||10 8331|
|Generation Nuclear||1 687||1 611|
|Generation Primary Energy4||186||164|
|Group Capital||3 076||3 152||n/a|
|Transmission (including Key Sales and Customer Service)||1 922||1 889||1 819|
|Total||39 034||36 547||35 196|
|1.||Corporate division includes Finance, Human Resources, Corporate Services, Office of the Chief Executive and Eskom Development Foundation.|
|2.||2009 Demand-side Management numbers incorporated with Distribution.|
|3.||Enterprises division restructured as Group Capital in 2010.|
|4.||2009 Primary Energy numbers incorporated with Generation.|
Training and development has always been a major focus in Eskom – to the extent that outside organisations make use of Eskom’s training facilities. Eskom has 26 training facilities of which 18 are primarily for artisan training. There are approximately 480 (2010: 530) training practitioners and 24 (2010: 28) technical instructors.
Eskom presented 6 118 courses throughout the year and achieved 297 889 (2010: 150 000) learner days.
These facilities, staff and programmes support the development of new and existing employees, in accordance with individual development plans, to ensure optimal performance in the work environment.Total training investment per year (R millions)