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  ANNUAL REPORT 2007  
CORPORATE social investment   cont.  
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Most Reunert companies have systems or policies in place governing activities, products and services that they control or influence, and that could have a significant impact on the environment.
 
HUMAN RESOURCES
The group’s corporate social investment, employment equity, BBBEE and all other social activities have been integrated into the human resources strategies and activities. The Reunert College coordinates the skills development programme in each group company. College employees are responsible for introducing the group’s mentorship programme. This approach helps college students progress from being learners to employees, and provides ongoing growth and development opportunities for existing Reunert staff who participate in the programme.

The group skills development forum meets four times a year and coordinates all the group activities. The targets for skills development, as set out in the national skills development strategy (NSDS), are discussed at this forum. All Reunert companies have contributed substantially to this strategy.

All skills-related legislation and standards are tabled to ensure Reunert companies keep abreast of current skills-development policy and practices.

Succession plans are in place at all Reunert companies and candidates with the potential to replace key staff have been identified. Specifically, a successor for each general manager has been identified and, where appropriate, will receive further training. In addition, each Reunert company, with due regard to its own strategic direction and challenges, has identified additional skills that may become critical in future. Where a sufficient pool of talent is not already available, plans are in place to find or develop such talent. During 2007, a management development programme was conducted in association with the Gordon Institute of Business Management. The programme was designed to evaluate leadership potential, and enable future leaders to engage in case studies pertinent to strategic issues which may be facing the group.

Group companies continue to build on their sound relationships with trade unions, many of which have been in place since 1985. A wage dispute at the bargaining council for the engineering industry resulted in national industrial action, which affected Reunert companies in the CBI-electric group. The introduction of a new shift system at CBI-electric: African Cables, which regrettably coincided with this wage dispute, resulted in further industrial action at that company. The bargaining council has now concluded a three-year agreement and CBI-electric: African Cables has, in consultation with trade unions, resolved potential disputes regarding the shift system. Other than the engineering industry dispute, there were no major industrial relations incidents in the group during the year.

The group’s reward system is based on a total package concept to provide employees with maximum flexibility. Group companies are participating members in at least five medical schemes and employees are encouraged to select their own schemes. Where a company’s administration cannot provide for multiple schemes, employees can still make their own administration arrangements to enable them to join alternative schemes.

A new investment strategy put in place for the Reunert Retirement Fund has proved successful. All employees now have access to a user-friendly, sophisticated planning tool which enables them to make their own investment choices based on their individual retirement needs.
 
ENVIRONMENTAL ISSUES
Most Reunert companies have systems or policies in place governing activities, products and services that they control or influence, and that could have a significant impact on the environment.CBI-electric: African Cables complies with the ISO 14001 environment management system. As part of its risk policy, annual environmental objectives and targets are set and regularly monitored. The company has a system to reduce, recover and recycle waste materials.

The Nashua Electronics factory in Cape Town is the only television manufacturer in South Africa that uses a lead-free soldering process. Lead-free soldering is also used on products manufactured for CBI-electric: low voltage’s circuit boards.

RDL is ISO 9001 accredited and has adopted the SANS 14001: 2005 environmental management system. This system is maintained and regularly improved to ensure optimal effectiveness of RDL’s environmental management strategy. The company is introducing non-lead core solder wire in the manufacturing repair of circuit boards, and all solvents used are CFC free to reduce potential damage to the ozone layer.

RRS has adopted and implemented a radio frequency radiation safety policy to protect employees and the public against the possible hazardous effect of non-ionising radiation emitted by its products. Since South African standards are not yet available, the company is complying with Australian standards for general public exposure to radio frequency electromagnetic fields.
 
 
 
Employee profile as at September 2007
Total number of employees in South Africa
  Male Female Total
Occupational levels African Coloured Indian White  African Coloured Indian White 2007  2006
Top management 8 0 0 43  3 0 0 2 56  64
Senior management 7 2 6 105  1 1 1 12 135  140
Professionally qualified, experienced specialists and middle management 20 18 28 253  10 7 12 83 431  431
Skilled technical and academically qualified workers, junior management, supervisors, foremen and superintendents 358 107 102 650  167 98 66 372 1 920  2 021
Semiskilled and discretionary decision making 723 105 53 172  214 137 39 149 1 592  1 280
Unskilled and defined decision making 352 16 0 1 100 25 1 5 1 503  1 529
Total permanent 1 468 248 189 1 227  1 495 268 119 623 5 637  5 465
Contract workers 147 21 16 31  61 25 8 16 325  371
Temps 124 38 8 19  54 134 8 22 407  252
Trainees 7 1 2 10 0 1 1 28  36
Total non-permanent 278 60 26 56  125 159 17 39 760  659
Total 1 746 308 215 1 283  1 620 427 136 662 6 397  6 124
Total number of employees in foreign countries    
Occupational levels    
Top management 2 0
Senior management 6 10
Professionally qualified, experienced specialists and middle management 17 9
Skilled technical and academically qualified workers, junior management, supervisors, foremen and superintendents 56 32
Semiskilled and discretionary decision making 1 99
Unskilled and defined decision making 44 0
Total permanent 126 150
Contract workers 0 1
Temps 0 1
Total non-permanent 0 2
Total 126 152
Total number of employees in the group (South Africa and those employed in foreign countries) 6 523 6 276
 
     
 
CORPORATE social investment   cont.  
1 2 3 4 5
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