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60 Telkom Annual Report 2009 Black economic empowerment continued We have progressive developed employment equity targets How BBBEE works On February 9, 2007, the Department of Trade and Industry (DTI) released its Broad Based Black Economic Empowerment (BBBEE) Codes of Good Practice (the Codes), a framework to guide government departments in the implementation of BBBEE. The Codes have a generic scorecard (the Scorecard) with seven elements: • Ownership (20 points) • Management control (10 points) • Employment equity (15 points) • Skills development (15 points) The elements in turn have indicators, each of which has its own weightings, measurement principles and compliance targets. Based on its scorecard performance, a business/enterprise is awarded a BEE Status and Recognition Level. The highest BEE Status is Level 1. This is awarded to an enterprise which scores more than 100 points and gives it a BEE recognition level of 135%. Effectively an enterprise purchasing goods and services from a Level 1 supplier can recognise 135% of the procurement on its own scorecard. The lowest BEE Status is Level 8, which is awarded to an enterprise with a score of between 30 and 40 points. This equates to a BEE recognition level of 10%. An enterprise that scores less than 30 is a non-compliant BEE contributor with a BEE recognition level of 0%. contract for our five regions, creating additional jobs in the process as she had to set up satellite offices. Maletsati, who says she is eternally grateful to Telkom for the faith shown in her and her colleagues, tests up to 2,000 employees a year, screening them for ailments such as diabetes, blood pressure, impaired vision and hearing. “Telkom has been my springboard. It has allowed me to pace myself to the point where I am now ready to take on other jobs and, at the same time, intensify my commitment to the community through the company’s support for, amongst others, the Society For the Blind, mentoring newly qualified nurses and helping some children through school. Telkom has taught me that supporting the smaller people pays dividends all round,” says Maletsati. • We have developed aggressive employment equity targets to address the challenges we face in terms of increasing the diversity of our workforce, especially the representation of black women and black disabled people in the middle and senior management levels of the organisation. We have put a Human Capital and Diversity Strategy in place to ensure that our workforce reflects South African demographics in terms of race, gender and disability. We also have various programmes in place, including a dedicated talent management division, • Preferential procurement (20 points) • Enterprise development (15 points) • Socio-economic development (5 points). to attract and retain black employees, especially black women. A total of 87% of new appointments in 2009 were black, bringing overall black representation in the workforce to 62%. The proportion of disabled employees has risen from 0.93% in 2007 to 1.13% in 2009. We continue to drive various initiatives across the organisation to ensure that our policies and guidelines attract and support the recruitment of people with disabilities and to encourage the disclosure of current employees with disabilities. • As part of our commitment towards Enterprise Development, more than 100 black-owned companies are now beneficiaries of a new short-term
payment policy that facilitates the settlement of invoices in less than 15 days. Other initiatives include training provided by senior staff members within procurement to enable suppliers to comply with quality standards and the training provided to suppliers at the Telkom Centre for Learning. Khayelihle Projects, which was assisted to develop and implement PCR, an abridged ISO 9000 of 2000 quality system, is one of many beneficiaries of Telkom’s Enterprise Development. Management has been working hard at identifying various sustainable initiatives in this area to improve on current enterprise development contributions. Many of the identified initiatives have been approved by the Company’s top management and are in the process of being implemented. • We recognise that we have a critical role to play in transforming communities and in ensuring that they are sustainable. Our Telkom Foundation is a key driver in this regard and its activities are detailed on pages 78 to 80. Telkom Annual Report 2009 61 Guma – smart by name and nature Success stories include Guma Smart Card. This black-owned company has grown from small beginnings to become a world-class manufacturer of smart cards that has replaced imports with local production and employment and developed lucrative export markets. Guma recently produced its 100 millionth smart card. “Today Guma is a role model black company with ownership of Gijima AST, Tourvest, etc. employing over 10,000 value-adding employees including those in our overseas offices like Australia, Canada, America, etc. Thanks to Telkom for having put faith in us as a small company with big dreams. This year we achieved 100 million Telkom phonecards manufactured locally and delivered by Guma Smart Card. Through Telkom’s vigorous support and commitment to quality, Guma Smart Card attained ISO 9001 certification over six years ago. Without Telkom’s commitment to BEE, the success we have achieved thus far would not have been possible. Thanks to Telkom management for staying true to the spirit of empowerment,” says Robert Matana Gumede, Chairman: Guma Group and Gijima AST. Group overview Management review Sustainability review Performance review Financial statements Company Financial Information
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We are... one of Africa’s largest
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Telkom shareholding as at March 31,
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Grow profitable revenue through wir
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600 500 400 300 200 100 0 07 08 09
Page 9 and 10: The telecommunications industry Con
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Page 15 and 16: ated management team with experienc
Page 17 and 18: The regulatory environment The regu
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Page 21 and 22: Online impairments, the fixed-line
Page 23 and 24: • Remodelling - reaching for new
Page 25 and 26: in this annual report has been upda
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Page 29 and 30: More than100 years of combined tele
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Page 35 and 36: uild a partnership with communities
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Page 45 and 46: Share dealings In line with JSE Lis
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Page 53 and 54: provider, we practice a risk manage
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Page 57 and 58: addressing a number of significant
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Page 63 and 64: Headcount movement Compensation and
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Page 75 and 76: These will be augmented by another
Page 77 and 78: Some of the key deliverables are:
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Page 87 and 88: Operational review History and deve
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Page 91 and 92: Traffic was adversely affected in b
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Page 97 and 98: MWEB Africa On April 21, 2009, we a
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Page 105 and 106: Results of operations The Telkom Gr
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Fixed-line operating revenue increa
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The following table sets forth info
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Interconnection revenue Year ended
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Telkom Annual Report 2009 117 Fixed
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Fixed-line payments to other networ
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Service fees increased in the year
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Vodacom’s operating revenue from
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our fixed-line business, which were
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Vodacom’s selling, general and ad
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The increase in other operating rev
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commercial paper bills, as well as
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The following table sets forth our
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challeng Consolidated financial sta
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138 Telkom Annual Report 2009
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Notes Telkom Annual Report 2009 1.
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