The purpose of the employment equity act is to achieve equity within the workplace by eliminating unfair discrimination and therefore promoting equal opportunity and fair treatment in employment. Implementing affirmative action measures aims to redress the disadvantages in employment experienced by designated groups, to ensure their equitable representation in the business arena. The task of transformation will be approached, as would a major organisational change. The persons responsible for implementing and monitoring employment equity are Managing Directors P.J. Fourie, G.S. Moncho, A.J. Kotze and E.J.H. Kotze on the Implementation Committee. Dube Construction identified 10 key barriers, which adversely affect people in the designated groups and measures to overcome barriers. These are: Absence of Equitable Representation of HDI’s at Desired Occupational Categories and Levels within the Organisation Lack of Enforced Job Grading Management Mindset Regarding Equity Imperatives (from top to bottom) Lack of Awareness of Business Norms by HDI’s Absence of Objective Selection Criteria Current unwillingness to Take Greater Chances with Selection Decisions on HDI’s Lack of Focus on Disabled Individuals Current Managerial Competency Shortfall of HDI’s Absence of Career Pathing Existence of Historical Discriminatory Practices in the Organisation, in policy and in practice. Dube Construction has designed measures to Further Diversity in the Workplace and has taken steps to Ensure Reasonable Accommodation, Equal Opportunity and Equitable Representation within the Workforce. 1. PHILOSOPHY 1.1. Fundamental to the approach to dealing with individuals is that all such dealings should be free of unfair discrimination. 1.2. Unfair discrimination refers to the use of criteria unrelated to an employee’s capability, suitability, potential or performance in decisions relating to the key career events of hiring, promotion, training, development, pay, benefits, transfers, termination or retrenchment. In particular decisions based on the race, gender, religion or sexual orientation of an employee will be regarded as unfair discrimination. 1.3. Unfair discrimination also means using work or training to exclude people from historically disadvantaged groups from full occupational participation and advancement. In interpreting this philosophy, both the organisation and its employees need to be mindful of customer expectations and the consequent work and training requirements within the construction industry. 1.4. By excluding unfair discrimination decisions and dealings, a practical business and work environment can be created. 2. STRATEGY 2.1. The approach shall be consultative and shall involve directors, managers, employees and unions. 2.2. The task of transformation will be approached, as would a major organisational change. This will be driven by the implementation committee and the process will be: 2.2.1 To create a sense of urgency, and tackle complacency. 2.2.2 To develop an employment equity vision along with strategies for achieving the vision. 2.2.3 To communicate the vision and strategy using appropriate methods. 2.2.4 Ridding the company of any obstacles and aligning systems to support the vision. 2.2.5 Anchoring transformed approaches within the culture via convinced and committed leaders, managers, employees and unions. 3.3. Targets will be set as part of every appropriate manager’s objectives. These targets will be aimed at reaching realistic, yet visionary goals for all levels within a reasonable time frame. 3.4. Any system impacting on an individual’s career within the group will be examined and all traces of unfair discrimination removed. These systems include hiring, promotion, training and development, remuneration, termination and retrenchment. 3.5. Structures and systems for organising work will be examined to ensure that they are not inadvertently resulting in unfair discrimination. Furthermore, all aspects of the training and development system will be considered to ensure that no individuals from disadvantaged groups are being discriminated against. 3.6. The Human Resources Information system will be assessed to ensure that the quality and quantity of information to manage the career paths and performance of our employees is available. This system will also include the provision of manpower statistics. 3.7. Training and development will be carefully assessed to ensure the success of the employment equity plan. 3.8. The implementation committee will audit progress on a regular basis and will report to all interested stakeholders. 4. PROCESS 4.1. The implementation committee will oversee process and operationalise the philosophy and strategy and will ensure that change happens. 4.2. The implementation committee will engage the existing structures and stakeholders of the company to participate in bringing about the transformation envisioned by the employment equity policy. Key barriers which adversely affect people in the designated groups and measures to overcome barriers First Barrier 1. Absence of Equitable Representation of PDI’s at Desired Occupational Categories and Levels within the Organisation Measures to overcome barrier: 1.1. Report on the statistical analysis of the composition of the workforce by job category. 1.2. Report on the statistical analysis of the composition of the workforce by level. 1.3. Agree a format for the publication of these statistics. 1.4. Analyse statistics and indicate where under-representation exists. 1.5. Identify inhibitors to equitable representation (eg. Construction industry does not attract women) 1.6. Propose agreed goals to improve equity representation over five years. 1.7. Goals which will be measured are as follows: 1.7.1 Targets by category and level for all designated employees By When: Over the five year planning period Second Barrier 2. Lack of Enforced Job Grading Measures to overcome barrier: 2.1. Pull out information for each position. 2.2. Group jobs into similar categories and levels. 2.3. Relate these groupings to the current system. 2.4. Develop definitive broad bands to go with these. By when: In years one to four of the planning period Third Barrier 3. Management Mindset Regarding Equity Imperatives (from top to bottom) Measures to overcome barrier: 3.1. A communication strategy is required to highlight things such as: 3.1.1 Employment Equity is everybody’s problem; 3.1.2 Employment Equity is necessary to acquire tenders; 3.1.3 There will not be sufficient white skills to employ; 3.1.4 Cannot be business as usual; 3.1.5 The necessary link between achieving business goals and equity targets; 3.1.6 Emphasising legal obligations and consequences of employment equity; and 3.1.7 Appoint a senior director to be responsible. By when: First 24 months of the planning period Fourth Barrier 4. Lack of Awareness of Business Norms by PDI’s Measures to overcome barrier: 4.1. Identify relevant business norms and expectations through discussion. Business norms will include company values, personal behavior, respect for company assets, dealing with clients, internal policies and procedures, company politics, etc. 4.2. Develop and implement training and induction programs for all management. 4.3. Develop and promote appropriate mentorship programs for deserving employees. By when: By the end of the second year and then continuously Fifth Barrier 5. Absence of Objective Selection Criteria Measures to overcome barrier: 5.1. Determine and publish the inherent job and incumbent requirements for all positions in the business. 5.2. Improve disciplines within the company to ensure the utilisation of ‘non discriminator’s selection tools. By when: Within 24 months of the planning period Sixth Barrier 6. Current Unwillingness to Take Greater Chances with Selection Decisions on PDI’s Measures to overcome barrier: 6.1. Assess all those employees with aspirations against the relevant job analyses. 6.2. Identify those to invest in for development. 6.3. Recruit externally for junior management with a view to growth within the organisation. 6.4. Mentor the development and progress of identified candidates. By when: Ongoing, during the five year planning period Seventh Barrier 7. Lack of Focus on Disabled Individuals Measures to overcome barrier: 7.1. Identify potential incumbents internally and identify if anything can be done to create promotion opportunities for them. By when: End of year three Eighth Barrier 8. Current Managerial Competency Shortfall of PDI’s Measures to overcome barrier: 8.1. As per sixth barrier By when: Ongoing, during the five year planning period Ninth Barrier 9. Absence of Career Pathing Measures to overcome barrier: 9.1. Identify career paths for all categories of employees and set them in place. 9.2. Pay particular attention to senior levels and solutions/opportunities at this level. 9.3. Allocate necessary financial resources to facilitate identified solutions. By when: In year’s two to five of the planning period Tenth Barrier 10. Existence of Historical Discriminatory Practices in the Organisation – in policy and in practice Measures to overcome barrier: 10.1. Barriers existing in policy and in practice will be confirmed through the consultation process. By when: In the first year of the planning period 10.2. Priority areas will be highlighted and receive urgent attention. 10.3. Measures to overcome the barriers in all remaining areas, will be scheduled for address over a manageable period of time. 10.4. These measures will include compliance requirements in bringing requirements of the new employment equity act into the wording of existing policies. By when: In year’s two to five of the planning period Responsible Persons for Implementing and Monitoring Employment Equity · Senior Manager in charge: P.J. Fourie · Implementation Committee: G.S. Moncho, A.J. Kotze and E.J.H. Kotze