Driving gender equity as a business imperative In Eskom March 2005

1. Driving gender equity as a business imperative In Eskom March 2005 Public Enterprises Portfolio Committee

2. Business Practices and Processes

3. Strategies to Achieve Targets • Change organizational culture through leadership awareness (e.g. Vision E leadership development program) • Diversity interventions at all levels to create awareness, educate and change manage environment • Monthly monitoring of progress to ensure timeous intervention for slow progress or dysfunctional behavior (e.g. do appointments at last moment in Dec) • Developmental programs to ensure pipelining • Expert mentors and coaches appointed to fast track learning • Focus Eskom’s talent management program on attraction and retention of talent in designated groups • Employee satisfaction survey being conducted on monthly basis to monitor climate (reported through HRSI)

4. Eskom Leadership Development Approach Leading the Organisation Leading Others Managing Self

5. Eskom Women in Leadership Roadmap Recruitment of women Women Programs Work/Life Strategy Organisational Buy-in Implementation Management Training Evaluation and measurement

6. Eskom Skills Interventions for Women • CEO Ladies Program – MSc program for rural ladies to build a pipeline for technology based leadership positions • Lekgotla Program – Each Division has a process designed to address topical issues • Talent Management – Identification of ladies in various talent categories with tailor-made individual development plans • Job enrichment and rotation • International exposure • Mentorship and coaching • Work/life (e.g. holiday programs for children, flexible work practices, support facilities)

7. Generation Achievements • 4 Black General Managers Production • 6 Black Power Station Managers • Generation Executive Committee comprises 8 Black from total of 16 • 34% of E band managers are Black • 41,1% of MPS Upper employees are Black • 47,3% of MPS employees are Black • 1 Female Generation Manager Production • 1 Female Power Station Manager • GEXCO comprise 3 female members • 13,2% of E band managers are Female • 13,9% of MPS Upper employees are Female • 18,4% of MPS employees are Female

8. Transmission Achievements • 3 Black General Managers • 50% Black Grid Managers • TEXCO comprises 62 % Black Managers • 52,38% of E band managers are Black • 45,5% of MPS Upper employees are Black • 58,36% of CCU+ employees are Black • 1 Female General Manager • 3 Female Grid Managers • TEXCO comprises 5 female members • 23,81% of E band managers are Female • 14,55% of MPS Upper employees are Female • 29.18% of CCU+ employees are Female

9. Distribution Achievements • Female representation: • Major institutions • Distribution Board: 33,3% • Management • Senior Management (E-bands): 20,5% • Senior Middle Management (M/P/S Upper): 13,9% • Middle Management (M/P/S-bands): 22,2% • Senior Line management: 25,0%

10. Distribution Achievements • Female representation: • Major institutions • Distribution Board: 33,3% • Management • Senior Management (E-bands): 20,5% • Senior Middle Management (M/P/S Upper): 13,9% • Middle Management (M/P/S-bands): 22,2% • Senior Line management: 25,0%

11. Gender Development Diversity Policy E E Policy procurement Markets AA Policy Gender Policy Disability • Black suppliers • W.O. B • PWD • Customers • Penetration into new markets Directives Programmes Sexual harassment Flexi-time Policy Mentorship Policy CEO ladies Programme Talent Management Job enrichment & rotation International exposure Coaching Worklife programmes Women networking forum

12. A Work/Life Strategy

13. All Levels – Female Staff

14. Female – CU to F Band

15. Eskom Gender achievements 2005 (professional, specialist and managerial)

16. Eskom Gender Targets 2003 - 2008 (professional, specialist and managerial)

17. Women in Senior Positions at Eskom • Mpho Letlape – MD Human Resources • Zandile Mjoli – SGM Resources & Strategy • Wendy Poulton – GM Resources & Strategy • Priscilla Mabelane – GM Transmissiom • Khumo Radebe – GM Generation • Kay Darbourn – GM Finance • Lindi Mthombeni – GM Corporate • Erica Johnson – GM Transmission • Gando Matyumza – GM Distribution • Caroline Henry – GM Finance

18. Procurement from Women Owned Business YEAR TARGET ACTUAL 2002 R 123 million R 197 million 2003 R 311 million R 517 million 2004 R 483 million R 782 million TOTAL R 917 million R 1.496 million

19. ELECTRICAL CONTRACTING LEGAL CONSULTING MANAGEMENT CONSULTING ENGINEERING AND CIVIL WORKS COAL TRANSPORTATION GRAPHIC DESIGN ELECTRICAL COMPONENTS COAL FOOD PRODUCTS STATIONARY PRODUCTS SAFETY WORKWEAR VEHICLES Business Opportunities for BWO

20. Corporate Social Investment • ESKOM DEVELOPMENT FOUNDATION ( ESDEF) WAS ESTABLISHED 1998 • ESDEF TARGET PROJECTS DRIVEN BY WOMEN AND FOR POVERTY ALLEVIATION • RURAL WOMEN AND PEOPLE WITH DISABILITY ARE GIVEN PREFERENCE IN TERMS OF FUNDING OF THE PROJECTS

21. ESDEF’S Performance • A TOTAL OF 3 300 WOMEN BENEFITED FROM VARIOUS PROJECTS IN THE YEAR 2003 • R 44,1 MILLION WAS SPENT TOWARDS VARIOUS PROJECTS IN 2003 ONLY • R 1,7 MILLION WAS SPEND ON WOMEN’S DEVELOPMENT PROGRAMME ONLY

22. Universities total: 495 women 62% black women 49% Technikons total: 181 women 67% black women 62% Bursaries and Scholarships • Technical Colleges • total: 317 • women 43% • black women 40%

23. It’s not about targets – but they help! • Change happens naturally over centuries, we don’t have time to wait • Demographics (economically active females) is not a good benchmark • Organizations won’t have a sufficient staff turn-over rate to “create space” • Pipeline insufficient to address needs • No quick-fixes or short-term solutions • Get those targets in place and manage then on a monthly basis • Link gender equity to individual performance KPA’s

24. It’s more than a business challenge! • Female upliftment initiatives have a negative impact on gender relationships within the social structure • Family violence has increased substantially since the focus on female empowerment • Back-lash from religious groups (are we going against religious scriptures?) • “No good global role model” which is often used as an excuse – are we on the right track? • Women are often their own worst enemies by “living conflicting roles” to evade conflict

25. Thank You