Sustainability Report 2012 - Transnet

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Employees were asked to score the culture behaviour based ontheir perceptions of how well we are living the culture.Overall, the 2011/12 Charter scores indicate that mostemployees have positive perceptions about culture at Transnet.The challenge remains to convert behaviour from ‘Sometimes’ to‘Almost always.’ Scores indicate: participants believe that we do not always comply with safetypolicies and procedures. third of participants believe that this only occurs ‘Sometimes’or ‘Not at all’. takes place ‘Sometimes’. This needs attention. raised by employees focus mainly on perceptions of fairness. empowered to perform in their jobs. Relationships betweensenior managers, supervisors and employees are not alwayspositive. Effective management will be a key focus goingforward. and rewarded for their good work, despite objectively fairmarket comparisons in Transnet’s remuneration policy.When asked to prioritise one area, employees scored as follows: Broad-based black economic empowermentTransnet’s B-BBEE policy is based on the B-BBEE Act, Act No 53of 2003. In terms of the six pillars (management control, EE,skills development, preferential procurement, enterprisedevelopment and socio-economic development) formeasurement of B-BBEE, Transnet’s B-BBEE scoring for2011/12 is Level 5, which is unexpectedly low. This is attributedto the following challenges: of Transnet’s skills and leadership training of black employeesand black employees with disabilities; and proof of specific initiatives that assist and/or accelerate thedevelopment, sustainability and ultimate financial andoperational independence of black-owned beneficiary entities.“The Culture Charter has helped me tounderstand what other colleagues arethinking. It has helped me to work withpeople, talk to them, and know what theirviews are. We need to respect one anotherand have good communication skills.”Mashudu MuthivhiYard officialFreight Rail“Thanks to the Culture Charter we nowhave a collective identity in Transnet. I’vebeen part of the Culture Programme sinceits inception in 2007, and its been ajourney of trying to find ourselves inTransnet and living our culture. Being partof this change process has enriched mylife. It warms my heart to see that theculture behaviours are entrenched in ourCompany and that culture awareness iseverywhere. I realise that change beginswith me. If we want to leave a legacy forthe next generation of Transnetters, we allneed to live the culture behaviours.”Ntombekaya MgayiOrganisational Development ManagerRail Engineering“We recognise the role that B-BBEE playsin the economic transformation of SouthAfrica as it significantly increases thenumber of previously disadvantagedpeople who manage, own and control thecountry’s economy, as well as significantlydecreases income inequalities.”Brian MolefeGroup Chief ExecutiveSustainability performance: Social dividendsTransnet’s B-BBEE management control, employment equity,preferential procurement and socio-economic development allscore well in the B-BBEE scorecard.Sustainability Report 201255
Social dividends (continued)Transnet appoints black-ownedexternal audit firmA major milestone in thetransformation of the accountingand auditing profession wasreached in South Africa on20 February 2012 when thePublic Enterprises Minister,Mr Malusi Gigaba, announced theappointment ofSizweNtsalubaGobodo asTransnet’s external auditors.The appointment marked the firstin South Africa for a locally grownand black-owned firm to handlethe entire audit account of acorporate the size of Transnet.“This reaffirms our commitment toensuring that state-ownedcompany(ies), as entrusted to usby the people of South Africa, areused as agents of change andtransformation of our economy,”said Minister Gigaba.SizweNtsalubaGobodo wasselected out of three biddersbased on technical ability, blackeconomic empowerment and price.“This is an honour, not only forSizweNtsalubaGobodo, but for the wholeof our industry. We are delighted that acompany of Transnet’s size with such anenormous responsibility in this economyhas shown confidence in one of us. We areaware that our performance in theTransnet account will determine the fate oflocal players in future.”Transnet’s B-BBEE ratingB-BBEEscorecardpillarsTotalpointsallocatedTarget(Level 3)Target(Level 2)Target(Level 1)Points R/A/Gachieved statusManagementcontrol 10 8,5 9 10 7,53Employmentequity 15 10 12 15 9,31Skillsdevelopment 25 16 20 25 12,51Preferentialprocurement 30 27 28 30 26,06Enterprisedevelopment 15 8,5 11 15 0Socioeconomicdevelopment 5 5 5 5 5Overallscoring 100 75 85 100 60,41No issues currently pose a threat to B-BBEE.Issues identified which pose threats to B-BBEE. Actions to resolve the issuesare in hand.Issues identified which pose threats to B-BBEE. Solutions to be identified.In order to improve our overall B-BBEE rating to Level 1 by2016/17, the following initiatives have been identified for2012/13 to achieve a Level 3 rating: measure the contributions of Transnet towards thedevelopment of black employees and black employees withdisabilities by way of skills development training andleadership programmes; and programme for assisting and/or accelerating the development,sustainability and ultimate financial and operationalindependence of black-owned QSE and EME beneficiaryentities, through the expansion of their financial and/oroperational capacity.Victor SekeseChief Executive OfficerSizweNtsalubaGobodo56
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Sustainability Report 2012 - Transnet

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