Reliance and impact on key capitals > Human capital

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 1 920 employees at December 2014 (2013: 1 876 employees), of which 93% are black, 13% are women and 0,9% 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 among 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.

2014 areas of focus 

How we fared 

Invest in our talent  R21,8 million spent in skills development (2013: R14,6 million)
Emphasise the employment of black and female employees  Increased black and female representation across all areas of the business 
Foster a culture that rewards performance  A detailed plan in respect of the 3Rs project was developed to ensure the process was well managed and this was completed by the targeted date of 31 December 2014. The final phase of the project entails developing the competency model is currently in progress 
Build symbiotic relations with labour unions and strengthen internal communication relationships with employees  Strengthening of relationships with labour unions and employees continue to remain important to Hulamin
Implement and roll out the new safety strategy  The new safety strategy has been rolled out yielding significant safety improvements 

 

2015 and beyond focus areas 

Strive to meet our employment equity targets 
Complete the final implementation phase of the 3Rs project throughout our organisation 
Continue strengthening existing ties with our employees and out labour unions 
Complete the internal safety projects to review the current internal standards, determine the gap in line with international best practice, develop a project plan, and execute against this plan 
Continue the holistic approach to health in terms of primary, occupational and employee wellbeing. Routine health risks audit will be conducted in each of the manufacturing departments. 

 

Employment Equity

Hulamin is committed to addressing the imbalances with regard to race, gender and disability in our workforce. Employment equity is an integral component of Hulamin’s business strategy and is focused on the following aspects:

  • the elimination of unfair discrimination within the workplace, and
  • the implementation of affirmative action measures to achieve equitable representation of designated groups across all occupational levels within the organisation.

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 Economic Empowerment Committee.

During 2014 we have extended our commitment to employment equity in the following areas:

Female representation 
  • We have recruited five females at a D band and 10 females at a C band level during 2014. In addition we have recently appointed our second African female area manager
  • The 2014 in-service trainee intake comprises 17 trainees, 7 of whom are women
  • Since the inception of the apprentice training programme, 19 females have qualified as artisans and have been placed into permanent positions
  • 3 females who previously occupied shop floor positions have been appointed into team leader positions 
African representation 
  • During the past 2014 Hulamin has recruited 8 Africans at D band in key areas of the business such as finance, metallurgical engineering and maintenance. 
Persons with disabilities 
  • Efforts remain focused on improving the training and development of employees with disabilities in order to improve their skills sets as well their employment prospects 
Black representation 
  • Black representation at a D band level and above has increased from 61% in 2013 to 64% in 2014 

 

Employment Equity Targets

Criterion  Target 
Status 
2014 
Status 
2013 
Black representation at senior management  58  45  42 
Black representation at middle management  85  75  69 
Black representation at skilled and supervisory level  91  93  92 
Women at senior management  12  10 
Women at middle management  20  20  16 
Women at skilled and supervisory level  15  13  13 
People with disabilities  1,5  0,9  1,3 

Employee Participation

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.

 

Skills Development

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.

A Training Committee has been established which functions in accordance with 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.

KEY CAPITAL RELIANCES

  • Management and leadership skills and experience
  • Key engineering, metallurgical and manufacturing experience and key competancies and capabilities
  • Skills, education and experience of existing employees and new joiners to the group

Building Leadership and Management Capability

The 3Rs (Roles, Responsibilities and Routines) project is a critical intervention in developing leadership in the organisation. The project is underway and the main objectives of the project are to:

  • Standardised 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.

The process to develop roles, responsibilities and routines for all staff positions within the organisation is underway. A detailed project plan was developed to ensure the process was well managed and was completed by the targeted date of 31 December 2014. A coaching model and methodology has been developed to ensure that the 3Rs process is entrenched and supported within the organisation.

The final phase of the project entails developing the competency model for general management and specialist functions, determining the competency gaps and implementing the appropriate training and development interventions to address skills gaps, such management and leadership development programmes and shift leader development programmes.


Investment in our Talent

The talent management strategy 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.

Some of our investment programmes currently underway include:

  • Management development programme
  • Shift leader development programme
  • Developing technical competence
  • Shopfloor competence training
  • IMA visual management
  • Learnerships for people with disabilities
  • The engineers-in-training programme
  • Apprenticeship training programme

Our investment  2014 
Total skills development spend  R21,8 million 
Investment in pipeline management programmes  R3,6 million 
Investment in bursary scheme  R1,8 million 
Number of employees in company sponsored education programmes  103 
Number of employees currently in learnership programmes  35 

Safety

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.

In 2013, a strategy was developed that focuses on two key pillars: culture and risk. The cultural pillar addresses behavioural change and the risk pillar addresses the safety systems. Based on the results of an independent GAP audit, the safety strategy was revised in 2014. A combination of this key strategy and the commitment to safety across the organisation has had a positive effect on our safety results:



The Total Recordable Case Frequency Rate (TRCFR) and the Lost Time Injury Frequency Rate (LTIFR) is the number of recordable injuries divided by the number of hours worked, multiplied by 200 000.

 

 

Health

Hulamin believes 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.

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. Several health care programmes are in place include occupational health risk assessment and control measures.

In 2014, 1 081 employees went through Voluntary Counselling and Testing (VCT). Hulamin also provide antiretroviral (ARV) support to employees that are HIV positive. A total of R423 797 was spent on HIV/Aids management in 2014. There were no new noise-induced hearing loss cases reported in 2014.

The focus in 2015 will be to continue the holistic approach to health in terms of primary, occupational and employee wellbeing. Routine health risks audit will be conducted in each of the manufacturing department. The aim is to identify, evaluate and reduce the risks that are hazardous to the health of employees.


Committed to safety

The safety of our employees, stakeholders and members of the public is of the utmost importance to Hulamin. As such, a revised safety strategy was developed during the fourth quarter of 2013. The new strategy was implemented across all levels and all companies within the organisation in 2014.

The newly implemented strategy has shown remarkable progress with significant drops in the LTIFR and TRCFRs and 2014 having shown record improvements in the group’s safety (during 2014 there were two lost time injuries incurred throughout the year).

All levels of staff are committed to the group’s ongoing focus on safety. As part of the safety strategy, a safety focused risk programme is currently being rolled out with Hulamin having committed in R52 million on improved shopfloor safety systems (R16 million has been spent during 2014 and a further R36 million will be spent over the next two years).