Home > Performance, outcomes and future outlook > Human capital


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 1 876 employees at December 2013, of which 92% are black, 13% are women and 1,4% are persons with disabilities.

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, roll-grinding, surface treatment and casting.

We are dependent on these skills in various aspects of our business, including, manufacturing, design, operating, maintenance and project planning.


Employee turnover was higher in 2013 than in the prior year.

Many of the leavers resulted from the organisational rightsizing exercise during the year, which aimed to streamline the business and set up a more effective structure. The rightsizing saw the departure of approximately 160 employees, with the effect on morale being carefully managed.


Hulamin strives to develop skilled and motivated employees through an outcomes-based approach to development. In order to facilitate growth, significant resources are invested in skills development. R14,6 million was spent on skills development during the year, which allowed for 82% of employees to further their skills.

Training and development initiatives draw on the technological, operational and process knowledge that exists within the business, and use this to guide employees into developing innovative solutions for real business challenges.

Learning and skills development programmes are based on a blended approach, which combines class-based programmes with on-the-job training, participation in projects and task teams as well as E-learning.


Hulamin further invests in the talent and leadership of its people. Developing existing talents and skills of employees allows them to develop personally, which, in turn, allows our company to grow. These programmes allow us to attract and retain the right calibre of people.

Our investment in 2013  
R3,1 million invested in pipeline management programmes
R1,1 million invested in bursary schemes
11 employees in learnership programmes
103 employees in company sponsored education programmes

The 3Rs (Roles, Responsibilities and Routines) project was launched in 2013. It is a critical intervention in building leadership and management capability. The project is underway and the main objectives of the project are to:

  • Standardise roles, responsibilities and routines across the organisation
  • Improve and develop employee competence and capability through the development of a structured competency model, the identification of competency gaps and implementing interventions to close these gaps.

It is believed that the 3R strategy will ensure a focused process to assigning roles, responsibilities and routines and will provide a standardised and consistent approach to executing tasks. This will enhance accountability, eliminate duplication and syndicated decision making. This process will also allow for personal and professional growth with focused training interventions to close competency gaps.


Hulamin is committed to addressing the imbalances with regard to race, gender and disability in our workforce.

The drive towards employment equity is supported by various measures. Skills development programmes and various investments in talent are centred on employment equity. There are various employment equity committees that are further supported by the Transformation, Social and Ethics Committee and the Broad-based Black Empowerment Committee.

Increasing female representation at all levels in the organisation, particularly at senior levels, remains a primary focus.

The race profile for the year is detailed in the graphic above. Female representation is 13,2% (2012: 13,9%).


Employment equity targets are developed internally. The targets for achievement in 2013 were set in 2011.

Achievement of targets fell short in most instances, and limited progress has been made since 2012.


Hulamin is committed to the wellbeing of employees and providing a safe working environment. This ensures that the business continues to function effectively and retains and attracts 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.

A new safety strategy was developed in 2013 that focuses on two key pillars, culture and risk. The cultural pillar addresses behavioural change and the risk pillar addresses the safety systems.

Employment equity percentages       
Criterion  Target  Status 2013  Status 2012 
Black representation at senior management  50  42  54 
Black representation at middle management  76  69  69 
Black representation at skilled and supervisory level  91  92  95 
Women at senior management  12  10 
Women at middle management  20 16  16 
Women at skilled and supervisory level  15  13  13 
People with disabilities  1,4  1,3 

There were no fatalities during the year and total injuries were reduced to 152 (2012: 162). Hand injuries constitute approximately 41% of all injuries and therefore this remains a high priority area.

Although total injuries decreased, lost time injuries remain high. Two primary measures are focused on in respect of safety performance: Lost Time Injury Frequency Rate (LTIFR) and the Total Recordable Injury Frequency Rate (TRCFR).

An analysis over the last five years shows that the main root causes of serious injuries relate to latent failures (management systems) and not to active failures (failure to comply). Processes are being developed to address this.


Hulamin believes that the good health of employees is essential for employee motivation, capability and productivity. We therefore offer health benefits for employees and their families. Hulamin is dependent on its workforce for valuable skills and experience, and thus the consequence of poor health affects Hulamin’s performance across all indicators.


A Health Care Centre is manned by employees with the appropriate skills, competencies and qualifications in the field of medicine and occupational health nursing practices to manage these three components.

Primary care is focused on the treatment of employees linked to the exposure to environmental stressors such as noise and chemicals.

There were four noise-induced hearing loss claims in 2013. The Health and Wellness education programmes form a vital component of primary health care. Such programmes are also linked to wellness days which are held biannually, with 851 employees attending in 2013. In 2013, the focus has been on the treatment of employees for occupational health issues linked to the exposure to environmental stressors such as noise and chemicals.

In 2014, Hulamin will adopt a more holistic approach, focusing on the health and wellness of employees, considering factors such as stress and lifestyle in order to develop a comprehensive management system.


Our ambitions and goals for the years ahead:

  • In line with skills development and investment in talent, we aim to:
    • Foster a continuous learning culture
    • Define critical leadership and management competencies, knowledge and attitudes required at various levels to meet future business needs
    • Implement and embed the 3Rs project within the organisation in order to build leadership and management capabilities
    • Create a pipeline of future leadership and management candidates
    • Create a pool of internal candidates ready to fill future positions.
  • In order to enhance employment equity, emphasis will be placed on black and female employees when executing talent management, development and succession planning. We will further ensure that employment equity structures, systems and processes are in place to achieve future internal and external employment equity targets.
  • We aim to foster a culture that rewards high performance.
  • Building symbiotic relationships with labour unions and strengthening internal communication will enhance relationships with employees.
  • The new safety strategy will be implemented by conducting an independent GAP audit. Safety systems will be entrenched through activities such as planned job observations and non-routine risk assessment.

See the online sustainability report for more detail on each of the aspects of human capital.

Note: Limited assurance has been obtained over the following as detailed in the sustainability report:

HIV/Aids spend, employee and contractor lost time injury frequency rate (LTIFR), employee and contractor total recordable frequency rate (TRCFR), number of fatalities, new noise induced hearing loss (NIHL) cases for the year and new dermatitis cases for the year.