SACMA. Sub title. 20 th May 2010

Transcription

1 Managing Diversity Main title SACMA Sub title BONGI NDIMANDE 20 th May 2010

2 Sasol Mining s Where approach..diversity we come from dialogue 2

3 Creating Sasol a Mining s conducive approach..diversity environment through out dialogue Sasol Group of companies by managing diversity 3

4 In 2007 a total of 350 Leaders iwent through a diversity management programme: Sasol Mining Executive Workgroup went through a diversity management programme in Fe 2008 and came out unhappy. What can we do differently and still talk about our differences and similarities. 4

5 Managing diversity is a business imperative Sasol Mining s approach..diversity dialogue 5

6 Strategic objectives Double the business of Sasol Mining by 2020 based on an attractive return for its shareholders, on a foundation of inspired people, operations excellence and new partnerships Deliver on the Promote growth Achieve operations excellence South African - Grow Sasol socio-economic Mining Holdings Embed OE Meet ROIC transformation methodology targets - Support Sasol agenda Mining Charter Employment equity Employment Women equity in Mining Housing and living conditions BEEP Mining community and rural development Operationalise Ixia Coal Relationship management focused on DMR Group s international growth through CTL initiatives Limpopo West and Free State Mafutha CTL Eskom CTL international Investigate Mozambique prospects Increase tons/cm/shift Decrease rand per ton Investigate different technology and mining methods Quality requirements: contamination and fines Optimise EMS utilisation Improve efficiency of capital spend Grow revenue Reduce cost base Reduce capex Achieve functional excellence SHE Moving towards the sustainable achievement of zero harm in the areas of: Occupational safety Occupational hygiene and health Environmental management Build a foundation of inspired people Supply talent now and create sustainable stainable future reserves Attraction and retention Succession planning pa Deliver focused learning and development T3 Mafutha Win with people through employee engagement Reward and recognise excellent performance Maintain i uninterrupted coal supply to current customer base Mine and shaft replacements Reserve utilisation with possible new cost base Coal purchases and reserve acquisition to support 2050 site longevity Values driven leadership Five strategic drivers The right to do business and grow 6 6 Current operations

7 Diversity Management Strategy Framework Philosophy We see diversity as key to our growth and success as we expand i internationally. We are committed to creating an environment in which people can exceed their expectations. Values Driven Leadership To develop an inclusive ogranisational culture that makes us an employer of choice locally and internationally, and one where diverse employees can fully contribute to our success and grow to fulfill their career aspirations. Strategic thrusts & Scope 1. Organisational Organizational culture Ensuring the development of of a culture that is is values driven, inclusive and conducive to to the attraction and retention of of employees from diverse backgrounds and cultures enabling them to to perform to to their optimum capability. 2. Transformation Goals Ensuring that Sasol Mining transforms itself itself in terms in terms of Employment Mining Charter Equity, Scorecard, Mining Charter Employment Scorecard, Equity and and the the Broad Based Black Economic Empowerment (BBBEE) score card in in order to to attain and and retain its its licence license to operate locally locally and and nationally. nationally. 3. Leadership and Talent Management Ensuring that managers and employees are provided with opportunities, skills and attitudes that enable them to to work across cultures and borders to to foster business growth and success. 4. Policies, Practices, Processes and Structures Ensuring that Sasol Mining has the necessary policies, practices, processes and structures that drive and enable diverse groups to to thrive and grow to to the benefit of of the organization. organisation. Key Principles Diversity Management is is an integral part part of of the the integrated talent management strategy Sasol Mining leadership is is fully committed to leading to leading the the implementation of the Transformation agenda Transformation is is not not a a numbers game game but but a strategy a strategy to to achieve business goals Sasol Mining Risks 1. Inability to to secure mining license 2. Inability to to manage fears and expectations related to to implementing change 3. Performance management processes not aligned to to enhance achievement of of transformation 4. Inability to to attract and retain talent 5. Inability to to maintain the achieved targets Interdependencies Integrating Bodies Human Supply Resource Talent Now Leadership and Create Team Sustainable Future Reserves Human Focused Resources Learning and Community Development of HR BPs Sasol Win with Mining People Diversity through Forum Employee Engagement and a High Performance Sasol Leadership Culture Employment Equity Forum Sasol HR Operational Group Diversity Excellence Managers Forum

8 Creating Sasol Mining s a conducive approach..diversity environment to retain dialogue talent and deliver on talent mix across levels and job categories 8

9 To date 128 leaders with their teams have attended diversity dialogue workshops starting with the MD and his executive workgroup MD Change Imperative Barrett Survey Feedback PIW (Personal Insight Workshops) Generative Dialogue PIW After Care Process VDL Awareness Sessions Mirror Workshops 7 Habits Crucial Conversations VDL Toolbox Operational Excellence Walk the Talk Self- Assessments Awareness Skilling Embedding Sustaining Values Driven Leadership Diversity Dialogue Workshops

10 Themes From To Respect, embrace and value diversity Exclusive Fear Privilege Know it all Insensitivity Where are you? Inclusive Opportunity Equality Learn from others Dignity and respect Move to empowered accountability and trust Command and control Unnecessary bureaucracy Mistrust Micro-manage Empowered accountability Unleashed flexibility with accountability Trust Delegate and coach Place care and development at the core of what we do Task Performance Overwork and stress Avoid difficult conversations Indifference Insecurity Task and people Performance and health Balance and stretch Constructive honesty Caring Confidence and self-worth Increase interdependence across all aspects of our business Knowledge is power Win-lose Us vs them Arrogant and complacent Blame Sharing Win-win We Humility and respect Openness and collaboration Create meaning and make a difference Activity Short term focus Profit Shareholders External locus of control Meaning Focus and Legacy Profit and Purpose Stakeholders Internal locus of control

11 Dialogue with the Sasol Mining MD

12 FY 10 Diversity Targets MC = 45.00% EE = 50.10% Middle Management ACI (4 6C) = 37.70% 70% Women (7+) = 17.60% WiM = 10.00% Managing Director 31 st Mar 10 MC = 43.11% EE = 47.73% Mid = 34.41% Women =23.62% WiM = 10.01% 30 th Apr 10 MC = 43.45% EE = 47.79% Mid = 35.14% Women 15.59% WiM = 10.02% 31 st Mar % 36.21% MC EE MD: For Sensitisation Only 30th Apr % 33.33% 33% Manager: B D & S D. Esterhuysen MC = 23.26% EE = 32.00% Mid = 17.95% Women (7+) = 14.00% WiM = 27.50% GM: GM: Operations Mining Services B. Mabaso P. Jordaan MC = 38.66% EE = 42.00% Mid = 37.99% Women (7+) = 6.17% WiM = 7.84% MC = 42.86% EE = 49.08% Mid = 33.33% 33% Women (7+) = 17.58% WiM = 19.61% Manager OE: C. Norden MC = 60.00% EE = % Mid = 44.44% 44% Women (7+) = 27.27% WiM = 25.00% Manager: Finance P Booysen Manager: HR I. Matji Manager: PSM H. Steynberg MC = 65.63% EE = 77.36% MC = 72.41% EE = 81.03% Mid = 29.03% Mid = 46.43% Women (7+) = 62.26% Women (7+) = 48.28% MC = 54.55% EE = 57.69% Mid = 31.82% Women (7+) = 34.62%

13 Where want to be..

14 D bl th b i f S l Mi i b 2020 b d Double the business of Sasol Mining by 2020 based on an attractive return for its shareholders, on a foundation of inspired people, operations excellence and new partnerships

15 Conclusion Need to move from diversity management to diversity dialogue Integrated approach embedded on the organisation ss strategic objectives Top leadership commitment Integrated approach to culture transformation and delivery of a conducive environment for all employees Ensure talent mix in all job categories and levels. Engage your workforce

16 My leadership pledge

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