Human resources

  SKILLS DEVELOPMENT 2010
  2009  
  Total spend (R’000) 37 895   35 675  
  Number of learners* 264   249  
  Number of learnerships 113   72  
  Number of bursars 54   99  
  Number of mentees 32   39  

* Learners: Learnerships, apprenticeships, in-service students, vac work students, FET students and PR Eng mentees.

EMPLOYEES BY ACTIVITY   EMPLOYEES BY REGION
EMPLOYEES BY ACTIVITY   EMPLOYEES BY REGION

A truly effective organisation is one in which both the organisation and the individual can mutually grow and develop. We spend millions on training each year but we have no doubt that the real value is obtained in the success achieved by the individual and the contribution that makes to their growth within the group.

EMPLOYMENT PRACTISES

Our people form the largest part of the WBHO building block and it is through their capabilities that the group has demonstrated remarkable resilience in an ever changing environment.

WBHO is committed to non-discrimination and transformation within the diversity of the democratic makeup of South Africa. All forms of discrimination, including discrimination based on race, gender, religion or age is unacceptable and will be dealt with in terms of the WBHO disciplinary procedures and code. The company furthermore rejects the employment of underage “child” labour and any form of forced labour.

Employment by the company shall remain on a merit and identified potential basis, rather than some other basis which is unrelated to the capacity of a person to do the job required. WBHO has in place, the necessary policies and procedures in support of the principles of employee rights as set out in the Constitution of South Africa.

EMPLOYEE RELATIONS

WBHO acknowledges the right of employees to freedom of association, and actively participates on various national and industry level bargaining forums. The level of unionisation within the WBHO Group is minimal with combined union representation levels of below 25%.

WBHO has recognition agreements in place with both the National Union of Mineworkers and the Building Construction and Allied Workers Union. Negotiations on substantive matters takes place at Industry level with the Employer body – South African Federation of Civil Engineering Contractors (SAFCEC) and representative unions. This Industry agreement covers the majority of our hourly paid employees with the remainder covered by various Bargaining Council/Voluntary Bargaining Forum agreements. WBHO lost 6 days production due to the industry wage strike during July 2009. To ensure proper communication, site based employee representative forums are in place to facilitate information sharing.

ORGANISATIONAL DEVELOPMENT

Organisational development (OD) is a long-term effort led and supported by top management, to improve WBHO’s empowerment, learning, and problem-solving processes, through ongoing, collaborative management for the development of people for positive growth.

A truly effective organisation is one in which both the organisation and the individual can mutually grow and develop. We are fortunate to have a culture of training, support and promotion that allows us to provide all the necessary skills from within the group.

In addition to ensuring compliance with applicable Skills Development legislation, we are fully compliant with CETA having met all the requirements for full grant reimbursement, the training department strives to optimally develop and improve the skills of the workforce. This is done with the assistance of the Employment Equity/Skills Development committees, representative of all stakeholders and responsible for overseeing appropriate development opportunities for all.

WBHO realises the importance of accelerating training and the gaining of experience in line with the group’s succession planning. This acceleration includes a robust mentoring programme, careful selection of appropriate courses and most important of all on the job training.

In order to achieve scorecard targets WBHO is dedicated to improving the effectiveness of the organisation and its members by means of systematically planned interventions. Focus has been placed on supervisor learnerships, management development initiatives and the development of critical skills. Our bursary programme sponsors students such that artisans, supervisors, technicians and graduates become available each year.

EMPLOYMENT EQUITY AND EMPOWERMENT

The table below reflects the demographics of WBHO’s employees as at 30 June 2010*:

      Designated   Non-designated      
                                  White   Foreign      
      Male   Female   male   Nationals      
      A   C   I   A   C   I   W   W   Male   Female   Total  
  Top Management   6   0   5   1   0   1   0   81       94  
  Senior management   5   2   3   0   0   0   3   65       78  
  Professionally qualified and experienced                                              
  specialists and mid-management   70   24   20   18   1   4   20   145       302  
  Skilled technical and academically qualified                                              
  workers, junior management, supervisors,                                              
  foremen, and superintendents   601   77   16   16   4   2   11   246       973  
  Semi-skilled and discretionary decision                                              
  making   2 197   62   12   130   34   21   100   123       2 679  
  Unskilled and defined decision making   3 650   29   1   310   2   0   2   16       4 010  
  Permanent employees   6 530   194   56   475   41   28   136   676       8 136  
  Less: Non-permanent employees   2 408   47   4   335   7   5   28   96       2 930  
  Total   4 122   147   52   140   34   23   108   580       5 206  

* Excludes Australia, Edwin Construction, Matchovich and Hayes and Roadspan Holdings.