1. The publication for Rotek and Roshcon employees
Siyaphambili – moving forward
Lesedi
Dec2012/Jan2013
CEO Strategic Briefing Session •
Our Strategy •
Focus on Finance •
Living ourValues – Putting Zero Harm first •
Drivers Safety Awards and Competition •
Awards and year-end functions •
Highlights

2. Dec 2012 / Jan 2013
Lesedi
2
Dec 2012 / Jan 2013
Lesedi
3
“
“
The New
Year is
here...
Investing in our future
CEO Strategic Briefing Session
I
n order to assist with developing skills in
Rotek and Roshcon, as well in our country
as a whole, the CEO is in the process of
launching the Rotek and Roshcon young
graduates programme.
TheMentorship,GraduatesandProfessionals
Development Steercom (MGPDS) is a steering
committee responsible for oversight of the
mentoring and development of young talent
which will take the organisation into the future.
This committee is chaired by CEO Johnny
Dladla and exists to support and implement
talent in line with our strategic objectives for
future opportunities in the company. Johnny
believes that living a life of continual growth
requires a person to keep examining and re-
examining their standards and beliefs, and
elevating them to new levels.
Mancom members have nominated individuals
with a University or Technikon qualification
to be part of a year programme
where they will be mentored
to reach specific goals as
agreed to in an Individual
Development Plan (IDP).
Each delegate will have
to complete certain
projects to equip them
for future challenges. It
will be a continuous
process with new people
being exposed to the
programme every year
gearing Rotek and Roshcon
to nurture and grow our
in-house talent.
For more information
contact Thandi Msweli on
MsweliT@eskom.co.za.
L
et us all focus on making 2013 a
great year for Rotek and Roshcon
with a special focus on the four
critical strategic performance
areas as set out below. Now that the
holiday season is behind us and we have
all settled back into the swing of work
life (and traffic) again, it is time to put
our shoulders to the wheel for the last
months of the financial year.
Safety
Safety is more than just keeping yourself
or your colleagues out of harm’s way.
Inappropriate exposure to our products
and assets may cause harm to our
contractors, members of the public, or
the surrounding environment and should
be discouraged at all times. We need
to promote health and safety so that it
becomes a way of life for all Rotek and
Roshcon employees. Safety is personal,
both at work and at home. We need to
strive for Zero Harm at all times and in
all our spheres of operation. It is for this
reason that we will roll-out Zero Harm
this year.
Keeping the lights on
When we say that we need to assist
Eskom by “keeping the lights on”, we
refer to securing our country’s electricity
supply. Our part in this is to ensure
that we support Eskom to the best
of our ability to live up to our vision
to become, for Eskom, a world-class
energy industry support service
company. How we conduct ourselves at
work impacts on Eskom’s ability to keep
the lights on.Therefore we will focus on
business improvement and sustainability
to be the best that we can be for
our customer.
Customer centricity
We need to meet the expectations
of our customers and ensure that we
act professionally by delivering quality
service cost effectively on time and to
the expected quality. Going the extra
mile for our customer should be part of
the normal way we conduct our business.
We should hone our skills and capabilities
to deliver the best possible service at
all times, as what we do has a broader
impact on the country.
Transformation
Transformation is a broad concept that
includes various initiatives. The first of
these is to create the right organi-
sational culture in the context of
our environment through the correct
leadership. We will focus primarily on
internal transformation and
skills development including
employment equity, people with
O
n Monday, 3 December, middle managers from all
departments within Rotek and Roshcon gathered at
Training Centre B in Rosherville to hear the strategic
direction CEO Johnny Dladla envisages for the future of the
company. The CEO used this opportunity to introduce his management
team, and gave each of the divisional heads the chance to provide an
overview of their divisions. During his presentation he demonstrated
how Rotek and Roshcon is aligned to Eskom, he recapped the journey
that has brought us to where we are today, he explained how the new
strategy was reviewed and how it has shaped the organisation into
what we have today, and he shared a snapshot of the current Rotek and
Roshcon performance dashboard.
From his briefing, it was clear that the four strategic focus areas for the
current financial year are:
• Safety
• Keeping the lights on
• Transformation
• Customer service
Staff was afforded the opportunity to pose questions to the executive
team,and to provide feedback. It was an informative session and brought
the restructure of the organisation and the implications thereof to
life. After all, as Morris Chang, CEO of TSMC said, “Without strategy,
execution is aimless. Without execution, strategy is useless.”
T
he New Year is ultimately upon us
and as a team we have found new
energy to tackle 2013 head on. This
renewed vigour is now channeled
into starting new projects and concluding this
financial year in the best way possible.
This second edition of Lesedi covers a broad
array of issues. As we are about to launch the
Zero Harm campaign, we asked our product
groupings what they are doing to promote
safety. We also report on the Drivers Safety
andAwards competition. Other articles include:
• Reflections on the festivities of the past year,
including functions and awards ceremonies
• A focus on safety and the launching of the
Zero Harm campaign
• Highlight our Finance Division so that
you know who to contact to get all your
paperwork sorted out before the new
financial year begins
• Looking at what is topical in Eskom right
now to keep you up-to-date with the
broader picture of corporate life of which
we form part.
Weneedto makethis publicationasinteractive
as possible and we still require inputs,
commentaries and contribution to make it
really talk to us as employees of Rotek and
Roshcon.Rise up to the challenge and contact
Rene Travers on TraverR@eskom.co.za or
Marelie Human onVenterMA@eskom.co.za.
Thank you very much and enjoy!
Joe Mazibuko
Welcome back!
>>>
Drive
Organisa,onal
Transforma,on
Drive
Customer
Centricity
Focus
on
Safety
Keep
the
lights
on
disabilities, and meeting race and
gender quotas.
The Supplier Development
and Localisation strategy is another
key focus area. We will proactively
identify and support key local suppliers
of essential products and services
for Rotek and Roshcon and this will
ultimately make a contribution to the
betterment of the socio-economy of
South Africa.
We will realign our corporate
social investment (CSI) in-
itiatives to align with the Eskom CSI
mandate, which states that we should
contribute to the improvement of the
quality of life in communities where
Eskom operates. This dovetails with
the Eskom organisational purpose,
which is: “To provide sustainable
electricity solutions to grow the
economy and improve the quality of
life of people in South Africa and in
the region”.
Lastly, we will engage in a journey
with all key stakeholders to
enhance relationships in order for us
to secure genuine commitment by all
parties, while recognising the changing
world of governance and leadership
towards values-based leadership.
Johnny Dladla
Message from
CEO Johnny
Dladla

3. Dec 2012 / Jan 2013
Lesedi
4
Dec 2012 / Jan 2013
Lesedi
5
>>>
Our strategy
The Rotek and Roshcon core strategy is to
shift performance and grow sustainability. This
strategy will be implemented through five
strategic objectives:
1. Improve safety performance by embedding
a safe operational mindset through
leadership commitment and visibility.
2. Grow the organisation in line with Eskom
requirements in order to keep the lights on.
3. Ensure financial sustainability.
4. Become a high performance organisation
through improvements in critical
processes and systems and ensuring an
enabling culture.
5. Set up for success through company
transformation, customer orientation and
integrated delivery.
Strategic briefing Q&A
QIs there any timeframe
towards products and support
teams with regards to delivery
and to starting to view Rotek
and Roshcon as a one?
Please explain the new name
and PFMA approval?
ALegally, the names Rotek, Roshcon and
Rotran are still correct. Rotran is a
sub-division of the Roshcon legal entity, so
referring to Roshcon also includes Rotran.
The legal name for the company may only
be changed after PFMA approval; however,
the brand name can change before then
– hence our new interim brand of Rotek
and Roshcon.
The Public Financial Management Act
(PFMA) requires that approval for the
integration of two subsidiary companies
be sought. We have applied for Roshcon
SOC Limited (Roshcon) and Rotek
Industries SOC Limited (Rotek) to operate
as a single company and upon completion
of the transaction, the disposal of the
remaining company.
QWhat is the single most
critical thing to achieve?
ARotek and Roshcon will drive four key
focus areas, namely
• Safety
• Keeping the lights on
• Transformation
• Customer service
QHow will we differentiate
from Eskom?
AIn our operations, we remain, for
Eskom, an energy industry support
service company. We should differentiate
ourselves based on the depth of the
skills and capabilities that we have,
i.e. delivering quality service, more
cost effectively.
Differentiating does not always have
to be visible through the things you can
see, feel or touch. For example, we can
look at the types of uniform the managers
in Turbo Gen Services used to wear.
Middle managers traditionally wore white
shirts, junior managers blue shirts and
supervisors in the Works black shirts. If
a middle manager now wears a blue
shirt, does that make him less of a middle
manager? No, because he is differentiated
as middle manager through his actions
and behaviour.
In the same way this is how we
differentiate ourselves as support service
to Eskom – by our behaviour, the pride we
take in our work, the image we project,
and our professionalism. If we deliver what
we promise on time and within budget, we
lead from within, irrespective of the colour
of our shirts or the shape of our company
logo. If we perform to what is expected of
us, it doesn’t matter what our name is, as
only our performance can define who we
are. We are special because of what we
do, not because of what we are called or
what we look like.
QWhen visiting power stations,
we are seen as contractors.
Will this situation improve in
the future?
AThe same applies to this question as
for the question above. Rotek and
Roshcon are service providers to Eskom
which assists Eskom with non-core
operations. We are an integral part of the
Eskom family and our behaviour in this
regard differentiates us from other service
providers. Being seen as part of Eskom or
as a contractor is neither good or bad, it
all depends on how you conduct yourself
while performing your duties, i.e. delivering
quality service more cost effectively.
QHow will Boiler Maintenance
operate apart from the
product group manager? I
understand we are building
boiler maintenance services
capabilities. How far are we
with this process?
AAnewdivisioncalledBoilerMaintenance
Services will be established to service
Eskom, as the other Product Groupings
are doing at the moment. The Boiler
Maintenance Services strategy and plan
has been developed and approved by
Mancom. Further, the appointment of
the Boiler Maintenance Services product
group manager has been finalised and will
be communicated soon.
QAre there any plans to align
Logistics Services and Coal
Logistics in Bulk Material
Services?
AThere are currently no plans to align the
two areas. The reason Coal Logistics
moved out of the old Rotran was to create
a complete, closed supply chain that could
be managed within Coal Logistics. The
idea was to take the supply chain from
mining stockpile, to quality checks, to
loading and weighing, to transport, to
off-loading, to stockpile management, to
feeding into bunkers, to handling the ash.
It is a complete supply chain and fits better
with the Bulk Material Handling (old WEB)
department of Bulk Material Services for
growth and optimisation purposes, than
with the current Logistics Services Product
Grouping. Logistics Services looks at
multiple product type, distribution based
logistics from multiple loading points to
multiple delivery points. This creates its
own supply chain different from Coal
Logistics, which is Bulk Management. The
key element is not to get the transport
similarities to confuse the split. It is split
per the different supply chains to improve
efficiency and throughput.
QHow can I get hold of the
business plans of each Product
Grouping?
AEach of the Product Groupings has
developed their own business plans and
will share these with their employees. The
relevant managers can be contacted for
more details.
QIs Construction Services’ core
business to meet customer
needs or the size of the project?
AUnfortunately, it is impossible to
distinguish between these two in
the absolute. As a subsidiary of Eskom,
Rotek and Roshcon need to ensure
that we meet our client’s needs and
support them in their goal to “keep the
lights on”.
QHow will the organisation
stabilize, especially in filling
the bottom operational skills
that move up? How are we
assuring that employees have
settled into the new structure
after the SIP process?
ARotek and Roshcon is finalising a
strategic resource plan detailing all the
key positions that we require to sustain the
organisational operational requirements.
This is geared towards stabilising the
organisation and making sure we have the
right skills in the right place at the right
time. The organisation has been advertising
extensively since July 2012 to fill various
positions. Continuous engagement and
open communication with line mangers is
needed to ensure that any posting within
an organisation is successful.
QHow do we retain engineering
skills within the organisation?
ACore and critical skills required to sustain
the company have been identified, and
specific recruitment maintenance and
retention strategies have been developed
so that we retain these capabilities in-house.
Various methods are being considered,
including continuous benchmarking with
other organisations.
QIn the effort to meet our
growing engineering skills and
needs, are we able to allow staff
from non-technical positions to
finance their further studies in
engineering?
AEach of our employees should have
an Individual Development Plan (IDP)
aligned to their growth path within the
company. The bursary policy applies
to all staff and is aligned to your IDP. If
you wish to study in a direction outside
of your current position, this should be
reflected in your IDP and be agreed to
by management.
QWhat is the progress to date
on the Personnel Committee
and the re-grading of positions?
AAfter the SIP process was closed out,
a Personnel Committee (Perscom) was
established to re-look the inconsistencies in
grading and salaries not only for employees
affected by SIP, but for the organisation
as a whole. The work of the Perscom is
continuous and their recommendations
will go through the normal governance
structures.
QWhat are the criteria to
identify potential candidates
for interviews and leadership
progammes?
AEskom initiated processes to expose
staff to leadership development that
started with executive management and
which will be cascaded to the lowest
level of management in due course.
Recommendation by leadership will apply.
As for the interviewing process, an open
process of advertisement applies.
QWhat is being done to
retain better skills and
to invest in the young
generation?
AThe organisation has embarked
on a youth development
programme geared towards
building and growing the skills
that the organisation will require
in future. As such, a CEO Youth
Programme was initiated. The
Terms of Reference was established and
details will be communicated in due course.
QHow are we going to integrate
current contractor skills
with our business in terms of
future retentions, and how
will the retention strategy be
implemented into our structure?
AThe Labour Broker Displacement
Strategy and plan is being finalised and
will be announced in due course.
QHow can employees in the
workshop be inspired and
proud of what they do and to
believe in the company?
AOpen communication with line
managers, honest and objective
communication.
QHow do we ensure that we
comply with BEE and have
the relevant skill? What does
transformation mean?
ATransformation refers to four issues,
namely skills development, equity,
procurement, and supplier development
and localisation. Rotek and Roshcon has
various governance processes in place that
speak to all these issues whether from
procurement, recruitment or training focus.
QCan we improve our buying
power in the market? How
would we do this?
AMethods of procurement are being
reviewed, with the ultimate aim of
replacing all tactical procurement with
strategic sourcing contracts. In essence,
this consolidates volumes for the group,
increasing the purchasing power of our
companies. The organisation, however,
attempts to balance the pure pecuniary
effect of cost savings with its duty to uplift
and assist various communities and black
empowerment entities.
Rotek Industries
SOC Limited
Trade / Brand Names Company /
Legal Names
Roshcon
SOC Limited
Interim Brand Name
(until PFMA approval)
Dec 2012 / Jan 2013
Lesedi
4

4. Dec 2012 / Jan 2013
Lesedi
6
Dec 2012 / Jan 2013
Lesedi
7
Finance Business Partners
Focus on Finance
O
ne of the big changes after the
completion of the Back2Basics
project was a newly centralised
Finance Division. These are the
people that keep the Rotek and Roshcon lights
on and make sure that we can account for all
our money – whether we spend it or make
it. Lead by Bernard Nxumalo, this function
can broadly be divided into five functions that
directly report to the Chief Financial Officer.
1. Shared Services
This includes Finance Shared Services
(accounts payable [AP],accounts receivable [AR],
payroll, insurance, travel management & claim
verification), Human Capital Shared Services
(training, human capital administration and
recruitment), Security, Central Stores and Fleet.
2. Commercial and
Supply Chain
This include governance and compliance that
includes coordination of tender committees,
operational / project procurement through
business partners in the product groupings,
and a Centre of Excellence, which contains
both tactical and strategic sourcing, contracts
and supplier relations.
3. Financial &
Management Reporting
This area is responsible for consolidating the
reporting function for both management and
financial roles.
4. Control Assurance
The objective here is to provide a professional
advisory, assurance and monitoring function
to assist Rotek and Roshcon in achieving its
strategic objectives.
5. Finance Business
Partners
These are the managers and teams who
are found in the various Product Groupings
that ensure financial sustainability of those
specific areas.
Who’s who in your team? Contact your Manager
Bernard Nxumalo NxumalBZ@eskom.co.za
Chief Financial Officer 011 629 4479
Gerhard Potgieter PotgieG@eskom.co.za
Shared Services Manager 011 621 3000
Vivagan Naidoo NaidooV@eskom.co.za
Financial & Management Reporting 011 629 4381
Anira Rampursat RampurAD@eskom.co.za
Management Accountant 083 783 5622
Ronel Venter VenterR1@eskom.co.za
Advisor Control Assurance 082 655 5033
John Lachenicht LachenJ@eskom.co.za
Procurement Manager 011 6213000
Tom du Toit Burger BurgerTA@eskom.co.za
Business Partner:Transformer and Switchger Services 011 629 4261
Gordon Reddy ReddyGL@eskom.co.za
Business Partner:Turbo Gen Services 011 629 4157
Alistair Mclean McLeanAA@eskom.co.za
Business Partner: Construction Services 011 629 8000
Mariana Basson BassonMi@eskom.co.za
Business Partner: Bulk Material Services 011 621 3000
Anoren Naidoo NaidooAn@eskom.co.za
Business Partner: Logistics Services 011 621 1466
Arnold Schmidt SchmidAT@eskom.co.za
Finance Shared Services Manager 083 635 5882
George Sequeira SequeiGe@eskom.co.za
Fleet Manager 011 626 2843
Percy Nkuna NkunaP@eskom.co.za
PAS Manager 083 792 3154
Godfrey Rambuda RambudGN@eskom.co.za
Security Manager 082 880 0690
Grobbie Grobler GroblerMJ@eskom.co.za
Stores Senior Supervisor 082 880 0689
Lebo Aphane AphaneHK@eskom.co.za
HC-Shared Services Manager 072 460 5246
Siphiwe Mokwena MokwenSJ@eskom.co.za
Recruitment Manager 011 856 0000
Vic Hall HallVF@eskom.co.za
Training Manager 082 889 1849
Daleen Burger BurgerMJ@eskom.co.za
HC Admin Manager 011 621 3110
Jean Viljoen ViljoeJe@eskom.co.za
AP Manager 071 670 8522
Kate Kinnear KinneaK@eskom.co.za
AR Manager 072 141 6762
Neel Rooplall RooplalN@eskom.co.za
Payroll Manager 083 778 9176
Eugene King KingES@eskom.co.za
Senior Advisor Insurance 083 644 9311
Busi Phaleng PhalenBE@eskom.co.za
OfficerTravel Management 011 621 3090
Magdeline (Maggy) Rampedi RampedMe@eskom.co.za
Procurement Manager COE 011 621 3000
Angeline (Jenny) Makamu MakamuA@eskom.co.za
Commercial Governance and Compliance Specialist 011 621 3000
Hannes Britz BritzJH@eskom.co.za
Procurement Manager Project/Operational 011 621 3000
Chief Financial Officer
Bernard Nxumalo
Magdeline Rampedi
JeanViljoen Kate Kinnear Neel Rooplall Eugene King Busisiwe Phaleng
George SequeiraArnold Schmidt Percy Nkuna Godfrey Rambuda Grobbie Grobler Lebo Aphane
Angeline Makamu Hannes Britz
Control Assurance
Commercial and Supply Chain
Gerhard Potgieter Vivagan Naidoo RonelVenter John Lachenicht
Anira Rampursat
Tom duToit Burger Gordon Reddy Alistair Mclean Mariana Basson Anoren Naidoo
Vic Hall Daleen Burger Siphiwe Mokwena
Dec 2012 / Jan 2013
Lesedi
6

5. Dec 2012 / Jan 2013
Lesedi
8
Dec 2012 / Jan 2013
Lesedi
9
Drivers Safety
Awards and
Competition
T
heRotekandRoshconannualDriversSafetyAwards
and Competition was held on 12 December 2012.
Training Centre B in Rosherville was abuzz with
activity as Rotek and
Roshcon staff gathered for the
prize giving ceremony and,
after presentations and
DVDs showing the
importance of road
safety, it was time
to announce the
winners. A road
safety quiz was
held and those
who answered
correctly won a
surprise prize.
• Every day, 3 000 people die inroad accidents worldwide.• The first known death involvinga motor vehicle was in 1869.• The worldwide cumulativeroad death toll has reached 30million people.• More than 1.1 million peopledie in road accidents everyyear.
• More than 50 million peopleare injured in road accidentsevery year.
• More than 85% of all road-
traffic deaths occur indeveloping countries e.g.Africa,Asia, Latin America, and theMiddle East.• Pedestrians and riders ofmotorcycles and bicyclesaccount for approximately 80%of all road-crash fatalities.• Road traffic accidents are the11th leading cause of deathworldwide – similar to malaria.• Road accidents are the leadingcause of death for thoseaged 10 – 24.
Road safety statistics
Welcome to Khoro Living our Values – Putting Zero Harm first
Project Management is King
K
horo means“a place where we meet
and collaborate”. It is an information
management solution platform
that gives you the opportunity to
work in a more collaborative way and is built
on SharePoint 2010. It uses familiar Microsoft
technology and is very easy to use.
“SharePoint” is one of the new buzzwords
in Eskom after it came to life in August/
September 2012. The vision for Khoro is to
provide every selected user with a powerful
set of productivity and communication tools,
all seamlessly integrated with the intranet. This
collaboration platform will become the virtual
working environment for all licensed users. Not
having been exposed to it yet, it is difficult to
understand what it can offer you as Rotek and
Roshcon employee. This computer platform has
a huge amount of features. Unlike SAP, it will be
rolled-out in small bits to selected user groups
until everyone can use it to its full potential, so
watch this space to learn more.
Document management
One of the key features of SharePoint is that
it acts as a central storage of information and
documentation for Eskom, which can audit
history on all documents, have a document
versioning feature, and includes a powerful
search engine. Large documents are not stored
on your computer hard drive, but in a “data
farm” based at Megawatt Park.
Meeting workspace
Khoro can be used as a brand new meeting
workspace for teams with the correct
document templates available. Through this you
can coordinate projects, calendars, meetings
and schedules; centrally manage Khoro tasks in
Outlook; discuss ideas and review documents
or proposals in real time online and work on
the same document at the same time online.
Collaboration
SharePoint quickly connects people to
information and also connects you to the
people behind the information.
SharePoint sites are dynamic and
interactiveplaceswheremembers
of the site can contribute their
own ideas and keep in touch
with other people. It can be fully
customised by
you and include discussion
boards,Wikis and Blogs.
In a nutshell, SharePoint can be described
as a mix of Microsoft Outlook, Hyperwave,
Q-Pulse, Facebook and the company Intranet
all in one. The SharePoint team are currently
building meeting workspaces for formal
meetings such as Mancom, organising a
Document Management workspace, creating a
Rotek and Roshcon Intranet Home Page and
many more of which we will keep you updated
in future.
It is expected that the first SharePoint sites
will be rolled out in March 2013.There already
are a few nominated site owners, or people
that will drive the implementation of SharePoint
in the business,but if you want to find out more,
you can contract the SharePoint team.
Z
ero Harm is the primary value and a
top safety, health and environmental
priority at Rotek and Roshcon, as
well as Eskom. Zero Harm is not
only a value,but it must become a way of life for
all employees and contractors. Safety remains
a top priority!
Eskom CE Brian Dames is passionate about
getting Zero Harm right. At an Eskom SHEQ
Leadership Forum he remarked: “In recent
years, many contractors and Eskom employees
have lost their lives on the job, and many more
were hurt or fell ill. Whether due to loss of
life or injury,too many workers suffer needlessly.
No operating condition or urgency of service
justifies exposing anyone to negative risks arising
out of Eskom’s business, or causing them injury
or damage to the environment.Today and every
day,we must renew our commitment to ensure
that nobody loses their life or their health on
the job or outside of our workplace. Each and
every one of us holds this responsibility.”
Following in the Eskom footsteps, the Zero
Harm initiative will be rolled-out in Rotek and
Roshcon in 2013. Various launches are planned
for the first quarter of the year where a cross-
section of managers and employees will gain
insight and understanding of the Zero Harm
imperative. It is planned that all employees
across the business are exposed the Zero
Harm value.
Whether you work in an office, on site, at
a power station, in a factory, or drive around
in a vehicle all day, you can apply Zero Harm
to your personal situation. Remember, attitude
affects behaviour. If you have a positive attitude,
odds are you will exhibit safe behaviour. A
negative attitude toward safety will only cause
conflict, stress and, ultimately, an accident.
Zero Harm is up to all of us. Let’s make
it happen!
T
he first Project Management Office
(PMO) roadshow for Rotek and
Roshcon kicked off on Monday, 26
November 2012 at the Mannah
Conference venue in Kempton Park, where
the Eskom PMO presented the project
management vision for Eskom. The main theme
of this roadshow was that at Eskom, Project
Management is King.
Project Management has become “the
new way of working” in the business world.
As Eskom has embarked on a programme to
significantly improve their organisational project
management capabilities, as well as the skills of
their project management personnel, Rotek
and Roshcon are following suit. Expertise in
the delivery of projects can no longer rely on
individual practitioner competencies, but now
require integration of organisational resources
that support their people and secure measurable
and predictable consistency in the outcomes.
In addition to project management, the
PMO also has support offerings available
to the project community including:
• Safety
• Eskom Academy of Learning
• Group Commercial and Supplier
Development & Localisation
• Quality
The PMO exists for the benefit of
our entire business and is gathering
vast sources of project management
knowledge, practices and general
information. Anyone interested to
know more about Project Management
and what the PMO is about can contact
Cory Botha on bothacy@eskom.co.za or visit
the PMO at Heritage Park,Unit 22.
MargoWelge RR Stream Lead WelgeMa@eskom.co.za
Patrick Letsatsi Project Manager LetsatMP@eskom.co.za
Stanley Mpofu IM Owner MpofuS@eskom.co.za
Joe Mazibuko Project Sponsor MazibuMJ@eskom.co.za
Cory Botha (middle back) with the Eskom PMO team
>>>

6. Dec 2012 / Jan 2013
Lesedi
10
BulkMaterialServices
Dec 2012 / Jan 2013
Lesedi
11
The SHEQ team: Susan Pretorius, Paul Faloona and Sandhya Narainsingh
A
s you read this edition of our
newsletter, most of you will be
back from leave. I trust that you
have rested well enough to tackle
the challenges of 2013. Soon we will prepare
for the financial year end, and I urge all of
you to keep your focus on the work at hand.
Let’s make sure we end the financial year on
a good note.
As I mentioned in the previous edition,
Bulk Material Services had our fair share of
challenges, but I am pleased to announce that
we are slowly overcoming these challenges.
Our “One Culture” concept is starting to gel
and we are moving in the right direction to
fulfil our high performance culture. I am also
pleased to announce that we have so far
managed to keep the lights on for Eskom in
spite of the rainy season. We did experience
serious power interruptions at our Water
Schemes due to lightning and we had to resort
to manual operations,but managed a constant
supply of water to Eskom. Our Coal Stock
Yards have been performing very well with no
load losses experienced as result of wet coal
so far. This is by itself a good performance, so
well done to all teams involved!
Late last year, we celebrated some long
service awards. Congratulations to those
employees who have been loyal to Eskom and
in particular Rotek and Roshcon. My sincere
appreciation goes to Ephraim Modiba, who
has served Eskom for the past 40 years, who
will be going on pension towards the end of
this year. “UnweleOlude Baba”,we appreciate
your commitment and effort!
Going forward, I still want to emphasise
our focus on safety, which is a way of life and
which will remain our number one priority.
Let us continue to work safely and improve
our performance. My motto is that“it is better
for us to send you home in one piece, than to
send you home in a coffin”. We will continue
to create a favourable working environment
by making sure that we, and those around us,
are safe.
Transformation remains a challenge
for Bulk Material Services in all aspects. I
have therefore committed myself to
continue driving all initiatives that lead to
social transformation of our country, be it
procurement or equity issues. I urge all my
colleagues to do the same and continue to
measure this important aspect of our country.
Last, but not least, we say goodbye to
one of our Senior Managers John Mathopa,
who joined Construction Services late last
year. We appreciate your efforts and wish
you well in your new endeavours. We also
appointed managers in December 2012, who
have been acting in positions for quite some
time. Congratulations to you all and may
you continue to add value to Bulk Material
Services and Eskom in general.
I look forward to a good 2013 and
good workmanship from all at Bulk Material
Services. We will continue to work hand-in-
hand with Eskom to ensure that the first unit
in Medupi comes online towards the end of
this year. In this regard, we plan to deploy
additional crew at Medupi mid-2013 as one of
our milestone recourse deployment initiatives.
This is in addition to the team which is already
on site.
To my BMS colleagues remember the
following:
• Customer focus;
• Create a conducive working environment;
• Non tolerance of poor performers; and
• Governance compliance.
I thank you!
Muzi Hlope,
BMS Product Group Manager
“
“
>>>
Q: Zero Harm is defined in Eskom as …
A: Putting safety first in everything
we do - Drive Safe
Winner: Shepherd Garikai
Prize: Advanced DriverTraining
valued at approximately R8 200
Q: The carrying of non-Eskom
passengers is prohibited in Eskom
vehicles without the prior authorisation
of the driver’s Manager/Supervisor. True
or False?
A: True
Winner: Henrick Masango
Prize: Microwave oven
valued at approximately R2 500
Q: Fatigue management – what is the
problem?
A: A good night’s rest should be a
priority in your everyday life.
Winner: Mandla JohannesTshabalala
Prize: Pick ‘n Pay voucher valued at
approximately R2 500
Q: What is an example of driver errors
on the road?
A: Driving under the influence of
alcohol or any other drugs!
Winner: Appolo Mdingi
Prize: AMC Cookware valued at
approximately R4979
>>>
Thank you to all who participated in the competition and special congratulations to all
the winners! And remember:
Positive road safety
ATTITUDE
Good road safety
BEHAVIOUR Life
Lesego Moalusi, Johnny Dladla and Shepherd Garikai
Lesego Moalusi, Johnny Dladla and Mandla Johannes Tshabalala Lesego Moalusi, Johnny Dladla and Appolo Mdingi
Group photo of winners:
Mandla Johannes
Tshabalala, Appolo
Mdingi, Henrick
Masango and
Shepherd
Garikai.
Lesego Moalusi, Johnny Dladla and Henrick Masango
A historic achievement for
Coal Logistics
B
ulk Material Services’ Coal Logistics
department witnessed an historic
safety achievement in coal haulage
activities when Eskom Primary Energy
Division (PED) coal transporters, managed
by BMS, celebrated more than 100 fatality-
free days.
Many could not believe this achievement
given the history of fatal accidents, involving
members of the public, which
clouded coal haulage activities but
Coal Logistics, currently under the
leadership of Khomotso Kekana, in
conjunction with Eskom PED, has
been hard at work to reduce fatalities
involving coal trucks contracted
to Eskom. Systems employed to
promote safety among transporters

7. Dec 2012 / Jan 2013
Lesedi
12
“
“
Ephraim Modiba started working at Arnot
Power Station in 1972. He worked at various
power stations before finally being transferred
to KWS in 1973. He has reached a remarkable
milestone of 40 years in the service of Eskom
and was duly presented with a service certificate.
Mphumzeni Nkosi started worki ng for
Eskom RRT under the Water Services site (now
known as the KWS) on 13 July 1982. He was
presented with a 30 year long service certificate.
Leonard Mazibuko was appointed as a
semi-skilled employee by Eskom MRG in August
1982. He has remained loyal to the organisation
for 30 years.
December Nkosi joined Rotek Engineering
in 2002 as a semi-skilled employee and has
undergone the necessary training within the
organisation to qualify as a mechanical artisan.
He has now reached 10 years of loyal service
to Eskom.
BMS recognises loyalty
Living
our value
of Zero
Harm
O
n 10 December 2012, Bulk Material Service senior management visited the Komati
Water Scheme (KWS) to issue long service certificates to employees who have
dedicated their time by offering their services to the organisation for lengthy periods.
O
n 24 July 2012, Chris de Wet
lived up to the Zero Harm
value and acted on a near
miss incident. While the
BMS team was working on an electrical
installation which was on permit, the circuit
was mysteriously energised. He removed
the team from the work area and went to
investigate the cause, which he discovered
was that the circuit breaker had been
racked in. The incident is under investigation
by Eskom.
Julian Nair, Hendrina Power Station
Manager expressed his gratitude: “Please
accept our sincere appreciation for your
calm and quick reaction on the day of the
near miss incident. Your commitment and
involvement towards safety is exceptional.
We recognise that due to your swift
reaction, lives have been saved. We eagerly
look forward to our continued partnership
so that we can continue to accelerate
towards ZERO HARM… EVERYONE...
EVERYWHERE… EVERYDAY!”
include a 24/7 call centre, as well as 24/7 route
monitoring.
Kiren Maharaj, Divisional Executive of
Eskom PED, thanked the PED team, Coal
Logistics and transporters for this achievement.
Credit should also be given to the truck drivers
and everyone involved in this industry for the
praiseworthy commitment to changing their
safety culture.
Former Mpumalanga Provincial Road Safety
Council Deputy Chairperson and Coal Logistics
(acting) SHEQ Manager, Thabo Motshekga,
summed up the event as follows: “I believe that
although there is still a lot of
work to be done, this historic
100 days deserves to be
celebrated by all road users
and not only those involved
in the coal industry. This 100
days is not only a figure, but
it also tells us that none of
our family members, relatives,
colleagues or friends lost a life
in an incident involving a coal
truck for over 100 days.”
Well done to all concerned!
>>>
Chris deWet
I
hope that, like me, you had a wonderful
and peaceful break and have returned to
work full of energy for 2013. This year will
not be an easy one, as there are still many
difficult obstacles we need to work through,
but we are not starting from scratch as there
are also many successes we achieved in the
past year.
I would like to share with you some of the
main tasks I would like us to accomplish this
year to ensure that we all work together to
reach these goals:
• Safety - Although we have made
significant strides in safety, this is an
area where there is always room for
improvement. Let’s get through this year
with zero injuries.
• Staff - We still face the immense
challenge of reducing the number of FTC
appointments in the business by appointing
people into permanent roles. This will help
us build proper career development plans
for our people, as well as assuring the
sustainability of our company.
• Portfolio management - As the
portfolios in the business have now
been defined, and the final portfolio
manager appointed, I am looking to see
the operating models in each be realised
under. This will result I improved client
relationship management and career
clarity for employees.
• Profitability - We still have a hard task
to meet this financial year’s profitability
target given the losses on our onerous
projects. I believe, however, that the team
is capable of meeting these targets and I
look forward to reporting on these results
in May.
• Integration -We have come a long way
with the integration of the old“CI” and“EI”
and I hope that through the course of this
year we will truly merge to form one unit
and that the old associations will fall away
as the passion and loyalty for the new CS
will be so much stronger.
• Quality - I believe that quality is an area
that has often been overlooked given
the focus on safety and productivity. We
need to develop this as a proper area
of competency within the division and
become recognised as a unit that always
delivers a top quality product.
• Supplier development - I believe
that the most sustainable way that we
can build South Africa is through helping
small businesses grow to sustainability.
Through our operations we must embrace
enterprise development is a real way,
and be part of building South Africa’s
economic future.
These are some of the top priorities that I will
be looking to see realised this year. These are
all achievable goals, although there is much to
be done to ensure that we deliver on these.
I wish you all the best for the year ahead
– both in your work and private lives. Let us
make 2013 a year to remember!
Nuala Jackson,
CS Product Group Manager
Celebrating
cowboy style
>>>
O
n 6 December, Construction
Services “cowboys” gathered
in the west to celebrate
the past year. CEO Johnny
Dladla said in his opening remarks that
Construction Services came a long way in
cleaning up their image and exiting historical
problematic contracts. “When you lose,
make sure you don’t lose the lesson. Take
every project on in such a manner that
says we need another project.” He also
urged the team to continue their good
safety record.
It is better to be a has
been than a never was.““
BulkMaterialServicesConstructionServices
Dec 2012 / Jan 2013
Lesedi
13

8. BulkMaterialServicesConstructionServices
Dec 2012 / Jan 2013
Lesedi
15
Dec 2012 / Jan 2013
Lesedi
14
Y
ear-end award functions seek to
recognise employees for their
achievements during the year.
This is exactly what Construction
Services did – but with a twist! Employees
could nominate any colleagues who they
believed should be awarded the top achiever
award in any of the award categories, based
on the values of the company. The response
was overwhelming and the results presented
on 6 December showed those people that,
by their conduct, were helping to build the
company we aspire to have.
Customer Satisfaction
This is awarded to the employee who has
gone out of their way to ensure that our client,
whether internal or external, is given service
that exceeds expectations.
Winner: Riaan van Zanten
In December 2010, Eskom approached
Construction Services to do the impossible.
The shareholder compact requirement
to reduce power demand across Eskom
operations was now our responsibility and we
needed to complete the project by financial
year end in March 2011. Riaan and his team
changes 30 000 luminaries over two months,
with no injuries and within budget.
“It was a great honour to receive
this award – and really unexpected!
I would like to thank my fellow
colleagues for the nomination, but
at the same time also thank the
members of my team. I would not
have been able to do this without
their support and hard work.
A recipient of such an award is only
as good as the people that work for/
with him. It is those people who
nominated me, whose contribution
made the achievement of our
goals and this award possible.” -
Riaan van Zanten
Runner up: David Mkandla–Medupi
David worked across a range of projects from
Komati, Ankerlig, Omega, Kusile and Medupi
as Quality Assurance Officer. He is described
by his peers as astute, conscientious and hard
working. His contribution through work on
data packs and hand over documentation was
indispensable and ensured that we could hand
over the project to Eskom.
Innovation
This is awarded to an employee who has
come up with novel ideas to help drive the
company forward.
Winner: Pat Rapasha
Pat is the Regional SHEQ Manager at Marang
substation and is described by both his
colleagues and our client as a person that
drives communication and takes corrective
and preventative actions. This year, Pat came
up with the “Teach the Boss” initiative, which
not only brought teams together,but also gave
management a better understanding of what
staff at site needs to contend with every day.
“For me it`s a true honour,
because the motivation came from
my fellow colleagues. I would like
to appreciate all of them for seeing
me as the best candidate for the
category that I was chosen in. The
award for me as a person motivates
me to do my best in my work. I
am also thankful to Construction
Services management for this
brilliant idea. This simply says all
the good things we are doing as
employees are noticed. I am highly
motivated to do greater things
next year!” - Pat Rapasha
Runner up: Jason Francis
As Quality Assurance Officer at Koeberg,
Jason investigates the root of issues and comes
up with new ways of tackling problems. He is
not shy to be involved from root cause level
and always comes up with innovate ideas to
solve issues.
Integrity
This is awarded to an employee who has
best ensured that there is integrity and ethical
behaviour in how we conduct our business.
Winner: Thane Ambrose
Thane joined Roshcon in 2007 as SHEQ
officer at the Erasmus substation and always
needed minimal supervision. During his
day-to-day work
he is described as
“showing integrity
and maturity” and
as “making the
decisions required”
irrespective if these
are tough or not.
Bob Marley, said: “The
greatness of a man
is not in how much
wealth he acquires,but
in his integrity and his
ability to affect those
around positively.”
“
“
The Construction Services management team
>>>
“
“Never approach a bull
from the front, a horse
from behind or a fool
from any direction.
Oddly, this was not the barman…
A bus transported cowboys from
Rosherville to theWildWest
Bruno Harris accepted the award
on behalf of Thane Ambrose.
Walking the walk… Recognising Construction
Services employees who best live the values of the company
>>>
This company has been through a lot in
recent years. It experienced major losses and
downsizing, there was a loss in leadership and
the threat of closure. Construction Services
was talked down to and about. We lost
colleagues through work-related safety incidents
and operated in worsening safety conditions.
Overall,it was not a positive space to be in.
The number one reason why people give up
so fast is because they tend to look at how far
they still have to go, instead of how far they have
come. In light of this, let’s reflect on how far we
have come:
• We have become a profitable entity, even
though we still have some onerous projects
• We are rebuilding a positive brand in Eskom
and in Rotek and Roshcon
• We are delivering on what we say
• We are fighting hard, in conjunction with the
centre of excellence, to correct the human
resource decisions of the past
• We merged two separate entities in a real way
to form one unit
• With regards to safety we can now say that we
are market leaders having achieved a LTIR 0.06
• We are a team filled with passion
and commitment!
Darwin once said: “It is not the strongest of
species that survives, nor the most intelligent,
but the most adaptable to change.” We have
changed and yet we still remain unique.
When I first took this role I was told“you
have a bunch of cowboys there”. I think this
was meant in a bad way. Yet, since I arrived I have
faced incidents of snake attacks and scorpion stings;
of cattle theft –and note that it is never the scrawny
beast that was taken, but always the prize bull; of
bullets flying – through bandits and in one unique
case because the farm land we were working on
was opened for hunting season! I’m still not sure
how much the permit for a contractor is and I must
admit I’m curious where we rank against buffaloes
and kudus… We even faced one issue of being
called to assist in the capture of an escaped – and
very angry – rhino!
I realised it was true – we are a bunch a
cowboys. But we are cowboys because we have
to be cowboys.We work in a tough environment
with constant and unexpected risks and we survive,
in fact we do more than that – we thrive!
I hope that my favourite quotes will help to
inspire you in the year ahead:
“I choose to live by choice not chance
To be motivated not manipulated
To be useful not used
To make changes not excuses
To excel, not compete
I choose self esteem, not self pity
I choose to listen to my inner voice,
not the random opinion of others”
To all you cowboys in Construction Services –
thank you for your hard work and dedication!
The last word was that of Product Group Manager,
Nuala Jackson, who summed up the year as follows:

9. Dec 2012 / Jan 2013
Lesedi
16
January 2013
Lesedi
16
Runner up: Alistair Mclean
Alistair is the conscience of the company.
As Financial Manager, he is driven to merge
the Construction Services financials and to
uncover any skeletons there might be. He has
endured many difficult conversations and late
nights to ensure that we pass our audits and
have clean books – all the time bearing his
trademark smile and in the manner of being a
leader to his team.
Sinobunto
This is awarded to an employee who has best
demonstrated caring for those around them –
be it team or community, big or small.
Winner: Fourie Street team
It is not often that a team that disrupts
traffic by building a road is welcomed by the
community. This team not only cared for the
community they operated in,but cared for the
public and road users by minimising delays and
prioritising safety. When the water ran out in
Ermelo, this team supplied water to the K-9
unit and kept their involvement tangible. They
have received compliments from consultants
and clients alike.
The trophy and certificate
were taken to site where the
team spontaneously applauded
in surprise on receiving the
good news. All team members
insisted on receiving a copy of the
certificate and that a photo be
taken. Working with and assisting
the community and all involved
in the areas where we work is
always to promote the Roshcon
name, which we all are proud to be
associated with.
Runner up: Thabiso Kopa
Thabiso was involved in
driving team performance
at the Lewensaar project
and was instrumental in
building the team. As
assistant supervisor, he
was involved in plan-
ning and communicating
expectations. He takes
safety very personally
and really cares for
people.
Excellence
This is awarded to the employee who has
done their best in every job assigned to
them – regardless of how big or how small.
Googling “excellence” yields many results,
but the following was, for me, the quote that
best encompassed what I believe our winners
exhibited: “Excellence is the result of caring
more than others think is wise; risking more
than others think is safe; dreaming more than
others think is practical; and expecting more
than others think is possible.”
Winner: Ellie Freyer
Ellie received more nominations than any
other individual. She was commended by
managers,staff and her client. She is described
as having the “style of management that
gets results through mutual respect instead
of tyranny”. She looks for opportunities to
uplift local communities in all her projects
and is the go-to person when the client has
an impossible task. “Almost complying” or
“close enough” is not in her vocabulary. She
mentors and guides those junior to her while
caring for them and getting to know them
as individuals.
“I was delighted to have
received the Excellence Award,
especially having been nominated
by my colleagues. This award
is the culmination of the efforts
and dedication of the small team
of Roshcon employees in
the Western Cape, of which
I am proud to be a part of.” -
Ellie Freyer
Runner up: Lewensaar – team award
Sometimes you are lucky and you get an
easy project, but this was certainly not the
case with the Lewensaar project, which was
in the middle of nowhere with an impossible
schedule – a schedule you dare not miss as
it is a presidential priority that must be met.
This team did it safely (50,000 LTI-free hours),
within budget and with the desired quality!
“Thanks on behalf of everyone
in the team. Jerry took the award
back down to site for the guys to
see and yes, we all do feel proud to
be recognised.” - Lewensaar team
Leadership
This is awarded to the employee who
has demonstrated the type of leadership
we aspire to have in this company –
from guiding those who work for them,
to mentorship and taking the hard calls
when needed.
Winner: Henry Rust
Henry has taken on the impossible task
of transforming the safety culture of an
organisation. We come from a past of very
poor safety with numerous LTIs and even
fatalities and work in an industry that is
fraught with danger,yet Henry made it work!
We beat our LTI scores by a significant
margin this year. He guides and leads with a
firm hand and a soft heart, shows empathy
for his people and takes personal pride in
building a culture where the team takes
responsibility.
“To be part of a group of
super individuals in Construction
Services’ management team was
a huge honour. Furthermore,
receiving the award that was
handed to me was overwhelming.
The fact that the SHEQ team
acknowledged myhardbargaining,
fairness and loyalty that have
kept my focus on the SHEQ
team and that the team always
responds positive to challenges
is something to be proud of.
Together the SHEQ team defines
the success of my award as I
am surrounded with wonderful
individuals, who always give me
110% when the going got rough. I
am still pinching myself. The cold
chill in my spine must be the very
moment I think back on receiving
such huge tribute from my SHEQ
team and management team
that was 100% supportive this
year. 2012 was extraordinary!” –
Henry Rust
Runner up: Mike Whelan
A leader is only such if he has followers. We
have all heard the tales of Medupi, but Mike
ran the site with truthfulness and honour and
provided opportunity for participation of his
team. He gives guidelines and encourages
his team to take responsibility, but offers
opportunities for people to deliver.
Zero Harm
This is awarded to the employee has
best contributed to the company’s goal
of ensuring every employee, and anyone
impacted upon by our works, returns
home safely every night. We work in an
exceptionally high-risk environment. The
DG of the Department of Labour stated in
August 2012 that one construction worker
dies every week on a construction site in
South Africa. Awards in this category go to
those who have gone above and beyond
to ensure that our employees are safe.
Winner: Medupi site team
(Mike Whelan)
The Medupi site is made up of several
packages, and despite the range of
operations and the tough working
conditions, these packages have returned
exceptional results. The Maropang
housing project reported 247 days
without an LTI; Maropang maintenance
contract achieved an incredible 667 days
with no LTI; the P37 Package 1’127 days
with no LTI and the HV yard project
743 days with no LTI. These incredible
results have led to us awarding the
Medupi site team with tonight’s
safety award.
“I still feel proud thinking
about that evening and the
award. At first I was just so
impressed when I received
the invitation to attend the
function. I have been working for
Roshcon since 2006 and started
supervising since 2007 and I have
never felt like actually “being part
of the group”. When I heard my
name called out to receive the
award I was overwhelmed and
full of joy – although I still cannot
believe that all my hard work
and dedication has actually been
recognised. I want to thank my
colleagues who nominated me
and I promise to continue with my
hard work. I still have a lot to offer
the business. I appreciate the fact
that even though I am on site
and not a permanent employee, I
still got noticed and for that I am
thankful.” – Mike Whelan
Runner up: Cheslyn Johnson
Cheslyn not only assisted in getting 723
LTI-free days at the 400kV yard, but always
delivers work on time, to the quality
expected by his company, as well as the
client. He is described as a “team player”
and “motivator of people” with passion and
commitment to his job.
>>>
Bester du Buisson accepted the award on behalf of the
Fourie street team
BulkMaterialServicesConstructionServices
Dec 2012 / Jan 2013
Lesedi
17

10. Dec 2012 / Jan 2013
Lesedi
18
Teach the Boss – Cape Coastal
Rules of the road regenerated
O
ur people are our assets. The ‘Teach
the Boss Day’ gives us the opportunity
to appreciate the value of each person,
contributing to the daily success of
Construction Services while spending the day as
equal individuals, sharing skills and knowledge
with one another.
The Cape Coastal team took on the
Teach the Boss initiative, but added its own
twist. Each team had to build one letter
taken from Zero Harm in a wooden frame,
with the necessary reinforcing and fixing
steel for each letter. Then they had to mix
and pour concrete into each wooden frame.
Firstly however, they needed to complete the
necessary SHEQ documentation for each task.
With various penalties, a ‘sin bin’, red cards, treasure
maps and fear factor activities,the key to winning was
working safely and as a team.
Prizes were awarded for the first three teams
that finished their letter with the best quality of
workmanship. A prize was also awarded to the
team with the most spirit throughout the day.
The day was enjoyed by all and the managers
flying back to Johannesburg now have a better
understanding of what happens on site.
T
he Construction Services Mpuma-
langa Roads project has taken the
initiative to calm road users and
make them more aware of why
‘stop and go’ activities are in place. Signage
has been made, with messages explaining, for
example, that the road is under construction,
to be patient and to respect other road users,
and to keep to speed limit. These signs speak
for themselves and have captured road users’
attention. Traffic management where these signs
are placed has improved dramatically.
A
t the beginning of each year, I hear
people say that the previous year
was tough and way too long. In fact,
because 2012 was a leap year,it was
one day longer than this year, but we are right
when we state that it was a tough year.
In 2012 we saw the restructuring of the
business,the implementation of SAP,as well as the
implementation of Shared Services. We also had
a 3-week industry strike. All these changes are
significant and have impacted all employees. The
positive side of it is that the various business units
have been fully integrated, that the SAP system is
functional, and that our Product Grouping is co-
operating well with Shared Services to achieve
the objectives of the Group.
This year,however,promises to be exciting and
packed with challenges and events. These include
the implementation of a full logistics and haulage
system that will enable us to service our clients,
specifically Eskom, much better. The level of co-
operation between the various stakeholders
are significant, and for the first time after trying
to get it going for over eight years, there is a
successful process that will work. This system
will impact the information management and the
planning within the business that will optimise the
execution, specifically within the Operations &
Brokerage section.
On the multi-axle side, we now have a
number of television stars, but the planned
investment into a new modular Lowbed fleet
is a critical achievement that must be met to
ensure fleet integrity and capacity to service our
clients. The Waste section has been growing at
an astonishing pace, which sets the platform for
further expansions and growth. New fleet and
equipment is also in the process that will greatly
enhance the operations in this area.
On the Human Capital management side,the
staffing strategy is in motion and we aim to have
it completed before the end of the financial year
in March. This will also positively contribute to the
growth of our company. Financially speaking, the
financial year has been successful to date,but it is
not over until the last invoice is generated and the
last cost is paid. I am very positive of the outlook
for the year.
The Fleet Control and Technical Support
sections have also risen to the occasion and fleet
integrity keeps improving. The Fleet Control
section is central in our driver safety programme
with the implementation of technology that
will enhance the safety and efficiency of our
operations. On 23 November 2012,Logistics
Services achieved a 0 LTIR! This is the
first time in our history that it has been achieved
and it is critical that we maintain this status. I urge
you all to be aware, diligent and constantly strive
to be safe,and take responsibility for yourself,your
family,your colleagues and the public!
I wish all employees a wonderful 2013.
Together we can make it great!
Gerhard Marais
Logistics Services Product
Group Manager
“
“
Working towards Zero
L
ogistics Services has come a long way
with Safety, Health and Environment
(SHE), and on 23 November 2012
reached 365 days without loss!
In 2006 when the company took a decision
to be ISO certified, a massive challenge lay
ahead of everyone as safety was not embedded
in all processes. The safety statistics revealed
the LTIR at 0.52 in March 2007. The safety
culture had to change.
Management was committed and
resources were put in place to ensure
that the company’s objectives of
obtaining ISO certification and reducing
incidents is realised. The SHEQ team
worked hard to implement effective safe
work instructions with
new procedures, risk
assessments, awareness
sessions and training to
ensure this new system of
work is understood and
at the end of 2008, ISO
certification was achieved.
Continuous improvement
initiatives were put in
place to remind everyone
that safety is not a target but a way of life. The
LTIR gradually decreased.
Today, safety is still the driving force
in Logistics Services, so much so that on
23 November 2012,Logistics Services achieved
365 days without loss. Management arrived at
06:00am on that Friday morning to convey the
message to all employees as they arrived at
>>>
1,1
0,89
0,52
0,13
0
0
0,3
0,6
0,9
1,2
1,5
Mar-­‐09
Mar-­‐10
Mar-­‐11
Mar-­‐12
End
Nov
LTIR
LTIR
for
recent
years
LTIR
BulkMaterialServicesLogisticsServices
Dec 2012 / Jan 2013
Lesedi
19

11. BulkMaterialServicesLogisticsServices
Dec 2012 / Jan 2013
Lesedi
21
Dec 2012 / Jan 2013
Lesedi
20
>>>
work and to encourage everyone to continue
to work safely.
Reaching these figures has been a long
journey, and we realise that employees and
management have to work much harder to
maintain an injury free environment. In order
to achieve this, management has proactively
introduced a Driver Safety Programme. This
includes psychometric tests, a ‘drivecam’
programme involving cameras installed in our
trucks, and driver simulation exercises.
Let’s keep 2013 a safe year!
I
n the spirit of the Olympic Games held in 2012, Logistics
Services decided to ‘go for gold’ in recognition of their loyal
employees. So, on 5 December 2012, 180 staff members
arrived at Gold Reef City for a combined Long Service
Awards and year-end function. Logistics Services achieved
0 LTI on 23 November 2012, so the team indeed had
a lot to celebrate! Product Group Manager, Gerhard
Marais, gave an overview of 2012 in the Rotek and
Roshcon Group, specifically in Logistics Services.
Achievements like full utilisation of fleet and
full integration of various business units were
mentioned as highlights while the recent strike
and loss of revenue featured as lowlights. Then
it was time for everyone to get onto the
dance floor to celebrate the achievement
of years of service to the organisation. In
handing out their certificates, Gerhard
acknowledged the loyalty and hard work
of these employees for the business
throughout the years. Congratulations!
Lastly, Gerhard thanked the Logistics
Team for all their hard work and
wished everybody a safe and enjoyable
break over December 2012. He also
extended a big ‘thank you’ to the year-
end committee (and loyal chauffeur
Llewellyn Hoffman) who made this
function possible. Let us all go for a
successful 2013!
40 years of service
Barbara Henderson
30 years of service
Mike De Bruyn,Dennis Child,George Makhubele
and David Ralepobe
20 years of service
Gerhard Marais andVivianVenter
15 years of service
Petrus Nkosi, Simon Mokhonanzi, Llewellyn
Hoffmann, Alex Dingindlela, Thomas Maluleke,
Paul Potgieter, Jerome Mbewana, Sameul
Tsotetsi, Joseph Mofokeng, Karen Petersen,
Sanet Strydom, Moses Malatji, Phillip
Manthose, Ivan Meintjies, Dingane Mabuza,
Julius Burmeister, Daniel Oliphant and
Jacobus Kobile.
10 years of service
Sue-Marie Malan
Going for Gold!
Long Service Award winners receiving their certificates. The year-end committee (from left to right): Rozelle Reed, Fatima
Salie, Renzke Gouws, Catherine Vilakazi and Shamila Percuis.
Product Group Manager, Gerhard Marais, thanks
employees for their dedication during 2012.
Yard Master Halala
Mothamana made
sure proceedings ran
smoothly.
Ready for the Logistics year end function at Gold Reef
City: Innocent Phiri, Clement Qashani, Hendrik
Dladla and Raymond Dube.
Project scheduling upgrade
of freight ware
• The ability to fully track and trace all
equipment and trucks
• Paperless processing
• Increased efficiently and optimisation of loads
for Eskom
• Accurate and timely data management and
dashboards, leading to cost reductions and
effective management of our fleet
• Availability of data and information at a press
of a button to suppliers and Eskom
• Improved integration of systems and
user friendliness
T
o become the leader in the Logistics
value chain for Eskom, in July 2012,
Logistics Services embarked on
a major overhaul of its operating
systems and processes to implement a state-of-
the-art control centre.
Although a daunting task, the dedication
and collaboration from departments such as
IM, Commercial and Eskom have all played
their part in getting to the project well on its
way. Currently, all Capex, architecture and
commercial processes have been followed and
approved and the design phase of the project
is well underway. The changes envisaged will
drastically improve the current interaction and
processes between Eskom, its suppliers and
Logistics Services.
By enforcing Six Sigma project management
rules,it is envisaged that the project will take 3 - 6
months to implement,beginning 1 January 2013.
Included in the overhaul will be:
• Electronic billing (POD and GRN creation),
reducing our billing period from 3 months to
1 week
• Improvedmanagementofoursubcontractors
• Improved scheduling and planning capability,
both for Eskom and Logistics Services
New national contract
negotiations with Eskom
O
n 31 March 2013, Logistics
Services’ five-year NEC contract
with Eskom will come to an end,
terminating all 0-80 ton haulage
services. To ensure the sustainability and
continuous drive for optimisation of the division,
Logistics Services began the new negotiation
process inAugust 2012. A mandate was received
from the board to negotiate and conclude with
Eskom for the period 1 April 2013 to 31 March
2018 and for a total contract value of R1, 9
billion. With both teams working together for an
improved and sustainable service, it was agreed
that Logistics Services will be the preferred 3PL
Hauler for Eskom. This will ensure expansion
into new environments and the full utilisation of
fleet for all 0-32 ton movements.
It was agreed to assist and expand our
capability by moving the Lowbeds within the 80
ton and above bracket to a retainer contract.
Additional services such as loading and off-
loading at pre-agreed sites and the supply of
casual labour will also be on the table. It is
envisaged that the new contract will not only
build a lasting relationship with Eskom, but
will also take Logistics Services from strength
to strength through interactive collaboration
and open book principles. This will increase
our capacity to be one of the leading haulage
providers in South Africa.
Keep on
trucking!
O
n 9 November 2012, the Road
FreightAssociation held their annual
dinner dance fundraiser event. As
part of the road freight industry,
representatives of Logistics Services donned their
tuxedos and attended this French themed affair to
show support for their extended trucking family.
This was also a good opportunity to engage with
our main stakeholder,Eskom,in an informal setting.
The RFA supports road freight service providers
by trying to maintain the road infrastructure,road
safety, freight security and many other issues that
relate to road freight transport.
Dressed for the
occasion at the RFA
gala dinner is Key
Accounts Manager
Sam Letlape.
Dec 2012 / Jan 2013
Lesedi
20

12. BulkMaterialServicesTransformer&SwitchgearServices
Dec 2012 / Jan 2013
Lesedi
23
Dec 2012 / Jan 2013
Lesedi
22
“
“
I
hope you are well rested and back safely after
the festive season. It is my wish that you and
your families and loved ones experience an
abundance of blessings for the year ahead of us.
Our focus now lies on the end of the financial
year. Transformer and Switchgear Services is
looking forward to an exciting financial year-end.
Our teams are working flat out towards reaching
our workshop utilisation targets in order that
our customer might meet its year-end targets.
Although some may see this as important for
bonuses, this last bit of effort is directed at our
customer – to deliver on safety and to move
forward in our quest for customer centricity.
So, keep your chin up and look forward. Do
your best to keep your eyes on our goals that we
can reach them safely,together.
Isabel Fick
Transformer and Switchgear
Services Product Group
Manager
Safety starts with YOU!
Beyond the call of duty
H
ow do you prevent falling
when working on a 4-metre
high 1 000 MVA transformer?
Transformer and Switchgear
Services developed an innovative safety device.
To prevent the risk of falling from a large
transformer,TSS developed a fall arrestor pole.
This is a safety initiative that makes our work
safer and supports our cardinal rule of securing
oneself at heights. The fall arrestor pole was built
in-house and more of these are currently being
manufactured by the Boilershop. A mounting
flange is welded to the lid of the transformer
wherethefallarrestorpoleisbolted.Theperson
working on top of the transformer is then
hooked to the pole with a retractable lanyard
and safety harness. This allows freedom of
movement while working
on the transformer, but
restricts any sudden
movement – similar
to a vehicle’s seat
belt. Since the flange
is welded on the
transformer lid, it can
be used on site during
maintenance and repairs.
The fall arrestor pole is
now standard practice in
TSS. We pride ourselves
with the creation of this
very unusual safety initiative, which enables
Rotek and Roshcon to live up to our value of
Zero Harm.
W
ith their camping
chairs, sunglasses and
hats, Transformer and
Switchgear Services
staff cruised into a holiday mood at their
year-end and awards function, which took
place on the local soccer field in Rosherville
on 23 November 2012. Product Group
Manager Isabel Fick welcomed everyone and
announced the various award winners while
traditional kwaito music and some golden
oldies filled the air. The crowd enthusiastically
split into small groups to braai
their meat while some of our
sport champions got into a
competitive spirit and played
a soccer match. This was the
chance to informally get to
know colleagues and recognise
achievements.
Wessel Benecke, the
mastermind behind the fall
arrestor pole.
22
TSS Awards
Extra Mile Award
Jan Pentz has extensively performed Rotek
duties beyond his scope as Senior Store
Manager. This includes his involvement in the
SAP implementation and his participation
in SAP testing. Implementing a new system
requires extensive training and Jan conducted
informal SAP training for TSS and Turbo Gen
Services. Jan has been working in the capacity
of Plant Maintenance Planner for production
support simultaneously.
Worker of the Year
Finki Nkabiti has dedicated her time and
knowledge to the SAP project. Not only is
she a SAP super user who helped Rotek and
Roshcon with SAP related issues, but she
also studied part-time and volunteered her
support to the team so that the backlog could
be cleared.
Safety Personality of
the Year
Nalini Ramnarian joined TSS in January
2012 and has, in this short time,
managed to build a good
relationship with the
production team in the
workshop regarding
SHE-related issues. Her
contribution to the SHE
disciplines in TSS has
exceeded expectations.
Manager Spcial
Achievement Award
Gerhard Gouws has shown enormous
initiative in addressing problem areas within
finance and operations with the latter falling
outside his scope of responsibility. His
involvement in all areas of the business has
been exceptional and his dealings with senior
commercial and finance executives within
Eskom were well received and appreciated.
Since the implementation of the SAP
system, Gerhard has been and remains the
main driver of the financial model of SAP
for Rotek and his limitless participation in
the development of processes was greatly
acknowledged by the SAP team. Much of this
additional workload was handled after hours
and over weekends without any demand for
compensation.
Safety Rep of the Year
Robert Luvhimbi of the Bushing
department always keeps his department
informed regarding safety issues. The safety
book is always filled in and inspected on time,
and Robert will not just report unsafe issues
but will also attend to it as far as he can. He
is dedicated to safety, not only in his own area
but in any area where unsafe incidents or acts
are evident.
Supervisor of the Year
Helder Matias had to attend to a
breakdown in Merensky recently. Despite
the scorching temperature, Helder and his
team dismantled a breaker in one shift instead
of two days. Helder showed exceptional
leadership.
Customer Star Team Award
Michael Mtembu and his team, namely
Sam Nemutanzhela, Takalani Netshimbupfe,
Edwin Sekwaila Ignasuis Mofokeng, Nhlanhla
Sithole, Tumi Madisha, Janine Fletcher,
Saziso Buthelezi and Gerald van Ede, were
recognised for their effort in the repairing of
the Exxaro unit. Hard times were endured,
especially when all the joints had to be redone,
but they have created a much better product
with minimum risk of future problems.
>>>

13. BulkMaterialServicesTransformer&SwitchgearServices
Dec 2012 / Jan 2013
Lesedi
25
Dec 2012 / Jan 2013
Lesedi
24
Customer Star Individual
Award (2 recipients)
Sindiso Mathe dealt with many
difficult clients and managed to rebuild the
relationship with them. He also made a study
of the Kendal oil sampling contract to ensure
that we comply with client requirements.
Goodwill Khoza has performed out-
standingly for Rotek’s TSS on the HYDRA
project where he played a major leadership
role. His presence and knowledge on site
has benefitted any work taking place.
HOD of the Year
Peet Welgemoed has shown great
leadership during the year and has proved
his absolute commitment to develop both
the Engineering Investigation and Test
departments. Peet exceeded expectations
under strenuous circumstances to align staff
and teams. He also managed the harmonics
installation as an additional project, which was
successfully completed.
Support Function of
the Year
Tinka Lategan has excelled in her duties,
always doing more than required. She is
dedicated and passionate about her job and
will go the extra mile to support the business.
Safety Department of
the Year
200T Department has shown great
commitment to the SHE discipline and
reported approximately 44% of the total
amount of near misses in 2012. The team has
won the Near Miss Trophy for the 5th time
for their commitment to prevent incidents.
GM Special Achievement
Award (2 recipients)
TSS received the Eskom contract to relocate
reactors, isolators and switchgear in the
765 kV high voltage yard at Hydra distribution
station. A potentially disastrous incident
occurred when one of the reactors was
transported when the multi-axle transport’s
suspension began to collapse. Gideon
Swanepoel immediately took action
to save the day. He and his team stacked
sleepers under the carriage of the vehicle to
prevent it from tipping and arranged a large
crane to lift the reactor. This quick thinking
savedTSS R50 million in damages!
Derrick Prinsloo also
receives a GM Special
Achievement Award for
the dedication and effort
he has shown in taking a
leading role in the SIP and
SAP projects over the last
18 months.
Special Awards
Amos Lewis played a vital role during
the SAP implementation and did the actual
design, on-going training and problem-solving
while seconded to the project. In addition,
he leads the planning section and manages
change in spite of resource constraints.
Gert van Niekerk has been acting as
Project Manager for the period that Derrick
Prinsloo was seconded to the SAP project. He
faced innumerable customer confrontations
during this time but still keeps the business
going forward.
Erika Maraisisalwayswillingtoassistwithany
business issues and has played a vital supporting
role in the SAP project by completing the
brown-paper exercise on which the SAP design
is based. Erika also led the effort of getting our
structures in place for SIP.
Quality Team of the Year
Francois Labuschagne and his team,
namely Dean Strydom, Hennie Strydom and
Sengiphiwe Ntshangase, were recently sent to
Matimba to do a major overhaul of Unit 3’s
Gen Breaker. During this period, they had to
interrupt their work to do emergency repairs
to Unit 2’s Gen Breaker and then continued
with their original work. This was successfully
completed in spite of the long hours, difficult
circumstances and customer pressure. The
team impressed the customer to the extent
that a letter of thanks was sent.
Winding ourselves up
W
ithin TSS’ capacity
lies the very rare skill
of manufacturing our
own windings and
re-assembling transformers after repair.
A transformer is an electric machine
consisting of windings with a magnetic core.
It uses voltage by electromagnetic induction
between the windings to create either a
higher voltage (step up) or a lower voltage
(step down) similar to how you would turn
the volume on a boombox up or down.
A transformer is much more than
merely a huge steel body that builds up
enough energy to keep the lights on for
communities. The windings are the heart
and soul of a transformer and the oil is the
blood that runs through its copper veins
and through all the protection devices that
warns us of possible failure. Windings can
be made of copper or aluminium wire and,
although copper is much more expensive,
it is a good conductor of electricity, has a
higher melting point, as well as greater
mechanical strength. All the windings are
covered with thermally upgraded paper for
insulation, thereby increasing power and
transformer lifetime.
Windings (a primary and a secondary)
are large coils of copper situated in the
tank of a transformer. When the primary
winding is energised by an alternating
current source, current flows through the
windings and creates an electromagnetic
flux. This flux crosses through the
secondary windings and creates voltage. A
kettle’s heating element works similarly to
a winding in a power transformer. If this
heat element were broken, it would create
a short circuit resulting in very high current.
The current squeezes the winding, causing
it to jump up and trip the power. Think of
a winding as a spring - if you press it down
with your hand and suddenly remove your
hand, it will spring back and “jump” as the
pressure is released. If there is a short
circuit in a transformer, the winding jumps
and creates forces to the core clamps,
which could damage the structure. When
a transformer is repaired or refurbished in
our workshops, the windings are “pressed
down” to prevent the coils bouncing back.
So the next time you see bails of
copper wire in the TSS workshop,
you’ll know that our technicians are
creating another winding miracle. Now
that’s something to wind ourselves
up about!
Winding shop upgrade
I
n February 2013, the winding workshop
gets an upgrade, which will turn the
workshop into an efficient production
facility that will supply high quality
windings in the shortest possible time. A
new winding delivery route to the 600T
workshop will reduce delays and disruptions
when tests are carried out, and will open
up an optional route for other material
movements. The upgraded workshop will
increase the winding manufacture output as
the space will be better utilised and material
flow optimised. The new layout will also
allow for much safer systems and eliminate
possible damage to windings. Upon
completion of the Winding shop upgrade
we will focus on phase 3 and 4 of the
project, which involves the upgrade of the
medium transformer workshop (200T) and
the large transformer workshop (600T).
Did you know that
TSS is the biggest winding
refurbishment establishment
in Africa?
>>>
Dec 2012 / Jan 2013
Lesedi
24

14. Dec 2012 / Jan 2013
Lesedi
26
“
“
A
New Year brings new challenges,
although we are already in 2013! Let
us look back at the past few months
to see how far we have come.
• Our new structure and new name have
been adopted by all Turbo Gen Services
staff and I am pleased to say that we have all
settled in well. We are giving our full support
to Shared Services and the various Centres
of Excellence, and in return expect 99.9%
support from them.
• During November and December 2012
we successfully completed outages without
major impacts on Eskom. It was very tough,
and particularly so during the holiday season
with many colleagues on leave, but we have
achieved the required results.
• The Memorandum of Agreement signed
with Alstom in March 2012 is progressing
well. You may have noticed the signage in
the training centre where Alstom will be
presenting courses.
Now let us look at the present. I am grateful
that you have returned to work safely, and
I am similarly grateful to those who stayed
at work to keep the home fires burning. It is
with great sadness, however, to report the loss
of our colleague, Gavin Willard, who was lost
to us in a tragic incident during his leave. Our
condolences go to his family.
Our challenges for 2013 will be enormous.
We are currently experiencing the biggest peak
in outages we have ever been exposed to. With
this in mind I request your full support to meet
the expectations of our client.
Looking at the year ahead, it is my absolute
goal to get SAP 100% embedded and used to
its full potential during the course of 2013. So
this, colleagues, is what I want all of you to aim
at. Let us get SAP embedded and working to
its full potential,and meanwhile keep our eye on
the ball to ensure that we support Eskom in the
way we do best, by helping them keep to the
lights on.
I trust we will all encounter a fruitful and
successful 2013!
James Cunning
Product Group Manager
Zero Harm in Turbo Gen Services:
We are ready!
S
afety, health, environment and
quality issues have always been a
fundamental concept in Turbo Gen
Services’ organisational processes, and
numerous strategies and initiatives have been
implemented to ensure SHEQ forms the
pivot ofTurbo Gen Services culture. With the
launch of Zero Harm we are proud to say
that we have cultivated, fertilised and planted
good seeds that have paved the way for this
initiative within Turbo Gen Services with the
following initiatives:
1. Zero fatalities
No fatality inTGS in the past six years.
2. Zero injuries
Our LTIFR of 0.41 needs work, but with
teamwork we can achieve the impossible. We
will concentrate on:
• Near miss reporting – Each site/
department has appointed a near miss
response team to assist with any unsafe act/
condition that will predispose employees
to health, safety and environmental risks.
They are visible for all to see.
• SMAT reporting – This is a visible
way of practising safety to eradicate
poor behaviour and to ensure a safe
working environment.
• Safety boards – Each site/department
has safety boards which have the latest
toolbox talks, life-saving rules, safety topic
of the month, green and yellow cards,
material safety data sheets, HIRAs and
photographs of the first aider, SHE rep and
NRT members.
• Position papers – Position papers,
previously called “directives” are sent
out to the organisation to guide them
towards compliance.
• Individual SHEQ recognition –
Employees are awarded for excellent SHE
suggestions – an initiative that leads to the
award of “SHE personality for the month”.
• Group SHEQ recognition –
Employees are awarded for achieving
365 LTI-free days.
• Incident investigation – Results are
presented to the management team. The
team discusses the outcome and assists
with preventative and corrective actions.
• Customer satisfaction – Meeting all
customer expectations. At TGS, customer
service is everyone’s job.
3. Zero environmental
incidents
All environmental incidents are reported and
managed effectively with the emphasis on
prevention rather than cure.
4. Zero tolerance
Life-saving rules are non-negotiable rules!
Turbo Gen Services has made safety personal.
We are ready and will strive to achieve and
maintain every facet of the Zero Harm value!
Generating generator
graduates
W
hat do you get when
you combine over 100
years’ worth of generator
experience into a learning
initiative? The answer is three graduates,
two course presenters and one very
proud company.
In 2008, following capacity problems in
Eskom,several task teams known as Emergency
RecoveryTeams (ERTs) were set up to address
a number of issues identified during the crisis.
One of these was a team tasked to prepare
training material on Eskom’s critical generators
and present it to Eskom’s Generator System
Engineers. Included on the team of five
members was Dave Tarrant from Rotek Turbo
Gen Services.
Over three years the team produced
a 330-page Generator Plant Intermediate
Training Manual and a 58-page Generator Plant
Basic Training Manual, which was adapted into
a 6-day course for Eskom System Engineers –
more than 1 000 MS PowerPoint slides! This
tough course was presented by members of
the ERT as well as other Subject Matter Experts
such as Anton Guse from Rotek. Students
who completed the course and passed all the
daily tests were then invited to write a 3-hour
closed-book exam.
On 10 December 2012, Eskom hosted
a graduation ceremony in Sunninghill for all
the students who had successfully completed
the course and passed the exam. It was
attended by a number of senior personnel
in Eskom, including Thava Govender, Group
Executive of Eskom Generation, and Matshela
Koko, Divisional Executive of Eskom Group
Technology,as well as James Cumming,Product
Group Manager ofTurbo Gen Services. Three
members of Turbo Gen Services’ generator
engineering team successfully completed the
training and were present at the function.
Suvitha Gosai from Specialised Engineering
Services (2008 course),Vusi Kganye and Joshua
Lengwati from Works Engineering (2011
course) all received certificates from Willy
Majola, SGM of Engineering, Eskom Group
Technology. The Rotek students acquitted
themselves admirably during the training.
Suvitha came second in her year and was
also selected to present a vote of thanks at the
ceremony on behalf of all the students. Joshua
came out top of the class in 2011, and was
awarded a special certificate by Matshela Koko
in recognition.
The initiative itself is a first in Eskom, and
will be used as a model for similar initiatives in
other disciplines.
Turbo Gen Services’ graduates Suvitha Gosai, Joshua Lengwati and Vusi Kganye.
Dignitaries present at the graduation ceremony included Dhiraj Bhimma, Matshela Koko, Joshua Lengwati, James Cumming,
Thava Govender, Vusi Kganye, Dave Tarrant and Suvitha Gosai.
Hendrina
celebrates
3 000 LTI-
free days
A
ll the toolbox talks, SMAT
and other initiatives paid off
in November 2012 when
Hendrina employees, who have
put much effort into safety, celebrated 3
000 LTI-free days at Amazons Restaurant in
Middelburg. Now they aim
for the next milestone of
3 500 LTI-free days.
Congratulations
and good luck!
BulkMaterialServicesTurboGenServices
Dec 2012 / Jan 2013
Lesedi
27

15. Dec 2012 / Jan 2013
Lesedi
28
Focus on…
Turbo Gen Services:
Turbine Specialised Services
A
fter Eskom introduced a Site Vibration
Analysis Section in the 1970s, every
power station followed suit over
the years and developed a vibration
monitoring section. In 1997 most of the power
station vibration sections merged and formed
the centralised Machine Monitoring Services
(MMS) department.
A centreline monitoring section was developed
at Rosherville and, since 2006, MMS has mainly
concentrated on Eskom power stations. MMS was
divided in two sections, namely:
• MMS, which reports to Steam Maintenance,
convers the condition monitoring (vibration,
temperatures, oil conditions and infrared
scanning, etc.) on various power stations,and is
based at the power stations, and;
• Turbine Specialised Services (TSS), which
concentrates primarily on the turbo generators
in Eskom and is based at Rosherville.
Online monitoring or remote analysis is
performed from Turbo Gen Services’ online
control room in Rosherville on a daily basis. TSS
utilises the station acquisition system and, where
no online vibration systems are installed, TSS
provides its own portable multi-channel vibration
equipment to capture the vibration data during
transient events.
TSS carries out online analysis on most of Eskom’s
power stations. The online vibration systems is
monitored for any changes and the client is notified
of any deviation in the trends (i.e. step changes,
spikes) by means of e-mail, SMS, telephone call
etc. Remote vibration investigations are performed
on machines on the clients’ request and/when the
vibration behaviour of the machine changes.
Remote transient capturing is done during the
run-up or run-down before and after outages where
mechanical changes on the machine were done.
TSS also does remote balancing from Rosherville as
and when required on machines with balancing-
related problems.
The current TSS team consists of 12 people, namely Neo Moorosi, Linda Nyembe, Sharon Singo, Vuyani Mangxaba, Jacqueline Thompson,
Cherol Mngoma, Leon Steyn and Aleen Maluleke.
Transformer and Switchgear Services Product Group Manager Isabel Fick received
information on AIDS as she arrived at work onWorld Aids Day.
Adriaan Beeslaar,
Senior Vibration Specialist
Christo Burger, Senior Engineer
Andre Oosthuizen,
Senior Vibration Specialist
Celeste Densham,
Administration Support
World Aids Day:
Getting to Zero
The ladies behind the
face of management
1
December is World Aids Day
and aims to create global
awareness of HIV/AIDS. The
2012 global AIDS theme
was “Getting to Zero”;
which stands for: Zero new
infections, Zero discrimination
and Zero AIDS-related deaths.
On 30 November, Rotek and
Roshcon employees were
handed information on HIV/AIDS
as they arrived at work. Educate
yourself about HIV/AIDS and put
your knowledge into action. This
way, you will know how you can look
after your health and the health of
your family.
Our People up close!
Rotek and Roshcon
I
n your quest to speak to one of the Product
Group/Service Manager, you would have
encountered friendly, but firm ladies, who
sometimes block your way. These are the
women who keep the wheels of our business
turning while supporting our leaders in their
quest of achieving excellence. So next time
you try and get that urgent appointment,
spare a thought for them and what they have
to go through every day.
Magda Herwill
For whom do you work?
Our Chief Executive Officer, Johnny A. Dladla
Describe a typical
work day.
Alarm clock rings, second alarm clock rings
as a back-up, watch morning news… Get
to work, plan, organise and follow-up, more
planning and most importantly, ending the day
at home with “I love you” and a hug. Without
love and laughter in our lives, we’re nothing.
What is the most difficult part of
your job?
It is really difficult to get a printer to work
when a document needs to be printed
straight away.
What makes your job fun?
My colleagues, they have a good sense of
humour.
What is the
worst excuse
that you ever
heard from
somebody not
meeting a deadline?
The worse excuse I heard
was“I was off sick. My question
to the person was “Don’t you
know how to delegate?”
What is the most innovative
excuse for asking for space in your
boss’s diary?
“May I have five minutes of your boss’s time in
order to follow through on his request?”
What is the most effective way
in which people can show their
appreciation for what you do?
Dark liqueur chocolates and colourful scarves.
>>>
BulkMaterialServicesOurPeople
Dec 2012 / Jan 2013
Lesedi
29

16. BulkMaterialServicesOurPeople
Dec 2012 / Jan 2013
Lesedi
31
Dec 2012 / Jan 2013
Lesedi
30
Princess Monageng
For whom do you work?
Human Capital Management, Mapula
Modipa and Ben Masuku.
Describe a typical work day.
My day starts when I have to discuss the
diary and appointments with the bosses
i.e. who to expect and the reason for the
meeting. There are e-mails that I have to
respond to urgently while my telephone
and cell phone rings constantly. I also have
to attend most meetings, take minutes and
deal with unions.
What is the most difficult part of
your job?
Setting up a meeting with senior managers.
To bring them together into one meeting
with all of them hardly ever available and
busy, that is difficult.
What makes your job fun?
Being equipped with the correct tools
makes my job fun, as I can access e-mails
even if I am in another meeting and respond
by SMS even if I am sitting in another venue.
What is the worst excuse that
you ever heard from somebody
not meeting a deadline?
That they were off sick, especially if they
have to deliver and meet a deadline.
What is the most innovative
excuse for asking for space in
your boss’s diary?
“I will not be long, just a second.”
What is the most effective way
in which people can show their
appreciation for what you do?
Chocolates!
Natasha Meyers
For whom do you work?
Transformer and Switchgear Services
Product Group Manager, Isabel Fick.
Describe a typical work day.
I arrive in the office at 07h00, make coffee
for my boss and have a morning chat if there
are urgent matters to attend to. In between
answering phone calls and checking e-mails,
I keep a to-do list which I update at the
end of every day. I also keep my boss’s
calendar and make sure she is always aware
and prepared for meetings. I take minutes
in important meetings, which is a bit boring
and I hardly ever understand the technical
terms, but I don’t miss a thing with my
shorthand! I discuss my notes with the
relevant managers and finalise the minutes
before the end of the day. I usually dedicate
around 45 minutes an afternoon just to do
my filing. After a long day at work, I arrive
home and enjoy quality time with my family.
What is the most difficult part of
your job?
There is no area of my job that is too
difficult for me; however, my day is full of
challenges.
What makes your job fun?
Working with positive people that influence
my life in a positive manner and where
I can add value and make a difference. If
you know me, I am generally a fun and
spontaneous person.
What is the worst excuse that
you ever heard from somebody
not meeting a deadline?
There are hardly ever times where deadlines
are not met, but if there are, they are honest
in their excuses.
What is the most innovative
excuse for asking for space in
your boss’s diary?
Not getting an excuse at all and just walking
pass me, into my boss’s office.
What is the most effective way
in which people can show their
appreciation for what you do?
Send me to a Day Spa or give me flowers
and chocolates and end with a week off!
Anandi Delport
For whom do you work?
Construction Services Product Group
Manager, Nuala Jackson.
Describe a typical work day.
Unfortunately that is not possible – in our
office we never experience the same day,
but that is what makes it all worth it in
the end!
What is the most difficult part of
your job?
Coming from an IT background to
Construction was a bit challenging, but I
opened myself to the new adventure and
I am blessed with a boss who I can learn
from every day. Then, I guess being in
Construction you have sites and people all
over so sometimes communication can be
a bit “difficult”.
What makes your job fun?
It is challenging, never the same and I get to
meet new people on a daily basis.
What is the worst excuse that
you ever heard from somebody
not meeting a deadline?
“I never received your e-mail” even after I
received the “read report”.
What is the most innovative
excuse for asking for space in
your boss’s diary?
People can be so creative. Bribing you with
coffee or sending you something you have
Bonie Mabaso
For whom do you work?
Bulk Material Services Product Group
Manager, Muzi Hlophe.
Describe a typical work day.
It starts with a briefing session with my
Manager - if he is in the office, I check the
diary to refresh myself about what the day
holds and check e-mails to see if there are
urgent things that I need to attend to. I also
go through my in-tray to check anything
that may need to be dealt with from the
previous day. In between all of this, I arrange
meetings, answer phone calls and follow-up
outstanding feedback. My manager then
gives me information which I type up and
format and, if he goes to a meeting, I will
discuss the requirements with him and start
working on any presentations he might
need. If he chairs the meeting, I join him to
take minutes and arrange refreshments. In
my role, I challenge myself every day and I
believe that excellence is key.
What is the most difficult part of
your job?
Relying on other people to meet their
deadlines so that I can meet mine.
What makes your job fun?
Working with highly talented managers and
learning different aspects of business and
business management.
What is the worst excuse that
you ever heard from somebody
not meeting a deadline?
“I forgot.”
What is the most innovative
excuse for asking for space in
your boss’s diary?
“We don’t have time, if we don’t see him
now, we will lose the business.”
What is the most effective way
in which people can show their
appreciation for what you do?
A simple “thank you, you are doing a good
job” will do for me.
Corne Coetzer
For whom do you work?
Turbo Gen Services Product Group
Manager, James Cumming (Am I allowed to
say he is the best boss ever?)
Describe a typical work day.
A typical day at Turbo Gen Services? Ha!
What is that? With this group being a
production group, there is no typical day.
You can hardly ever plan your day as it
always changes. So I take it day by day and
handle whatever gets thrown at me.
What is the most difficult part of
your job?
To sometimes say no to people. I am a
people pleaser, so that is hard for me.
What makes your job fun?
I absolutely love my job, so I love all aspects
of my job (OK, except the filing….)
What is the worst excuse that
you ever heard from somebody
not meeting a deadline?
“I forgot.”
What is the most innovative
excuse for asking for space in
your boss’s diary?
I don’t really get those as James’ diary is
soooo full, so people just get straight to the
point.
What is the most effective way
in which people can show their
appreciation for what you do?
All of the above, as well as a nice meal or an
outing to the theatre.
Renzke Gouws
For whom do you work?
Logistics Services Product Group Manager,
Gerhard Marais.
Describe a typical work day.
Every day is different; Logistics can be very
unpredictable. Some days will be filled with
continuous meetings and some days we
might have strikes, breakdowns and even
worse, a hi-jacking of one of our trucks. This
requires a lot of following up. My manager
is very hands-on and I’m constantly on my
e-mails or phone following up and getting
the required information. SAP also keeps
me very busy.
What is the most difficult part of your job?
I don’t consider my job difficult; I do,
however, have a few challenges like juggling
all sorts of meetings, having to divide my
manager into a million pieces.Then there are
travel bookings on Zenzele, which require
constant follow-up.
What makes your job fun?
The variety Logistics presents and the
different personalities I deal with on a daily
basis. I also enjoy learning from my manager
and learning the Logistics business.
What is the worst excuse that
you ever heard from somebody
not meeting a deadline?
Getting no excuse at all – it’s the worst!
What is the most innovative
excuse for asking for space in
your boss’s diary?
“I only need 2 minutes, I’ll be very quick” and
then they take 30 minutes – Really?
What is the most effective way
in which people can show their
appreciation for what you do?
I love chocolates…. Failing that, a week in
Mauritius will also do, thank you!
>>>
>>>
The ladies behind the face of management