arrow Corporate social investment
arrow Skills development: learnerships and training
arrow Labour relations
arrow Employment equity
arrow Economic empowerment
arrow Employee well-being
arrow HIV/Aids
arrow Safety, health and environment (SHE)
  arrow Policy
  arrow Achievements
  arrow Disappointments
  arrow Safety and occupational health performance
  arrow Causes of injuries and occupational health incidents
  arrow Other incidents of significance
  arrow Environmental performance
  arrow Land remediation
  arrow Responsible Care*
  arrow Looking to the future


Employment equity

(excluded here are employees at manufacturing and business activities outside of South Africa)

% = percentage of employees from designated group per category.

Figures in all the graphics refer to employee numbers.

2008   2007
Top management - 28%   Top management - 22%
Senior management - 18%   Senior management - 12%
Middle management and professionals - 40%   Middle management and professionals - 39%
Skilled and semi-skilled - 86%   Skilled and semi-skilled - 89%
Unskilled - 97%   Unskilled - 99%

In addition to targeted recruitment practices, in-service training, and career and succession planning, AECI’s businesses have consultative processes in place for dealing with employment equity issues. With input from steering committees, formal development programmes are in place for the advancement of employees from designated groups.

Overall in the Group, some progress has been made in the top and senior management categories, with representation of designated groups increasing by 6 per cent in both categories. Representation in other categories is generally unchanged and efforts to improve representation at all levels continue to be made.

Since its first employment equity report in 2002, the mining solutions businesses’ designated group representation has improved by 15 per cent. Challenges have been experienced with regard to making significant demographic changes due to ever-increasing skills requirements as well as skills shortages experienced by the country.

Particular attention will be given to continually improving employment equity, particularly in the middle to senior management categories.

The skills shortage is especially acute in the mining engineering discipline. To secure an independent source of suitable engineers, AEL has initiated a bursary programme for second year students, where the students work at AEL customers’ mines but are on AEL’s payroll.

Chemserve’s development programmes have been introduced to facilitate the achievement of employment equity goals. Recruitment and promotion practices remain the main focus in addressing demographic imbalances and under-representation of designated employee groups. In 2008, the majority of recruits and promotions were from designated groups.

AECI’s property business has recognised the shortage of skilled persons, from designated groups, with specific knowledge in land development. Consequently, Heartland Properties instituted a planned and constructive programme aimed at enabling previously disadvantaged individuals and organisations to gain full and equal access to opportunities appropriate to their competence and potential. Suitable candidates have been identified for in-service training and future employment has been extended to include a much wider pool of potential participants.

In compliance with the Employment Equity Act, the AECI Group continues to use the two-tier consultation structure and process, where one representative from each business-specific committee attends and participates in the centralised, Group committee. As in the past, AECI’s consolidated Employment Equity report was submitted to the Department of Labour.