The document provides information on measuring management control and skills development according to the revised Black Economic Empowerment (B-BBEE) Codes of Good Practice in South Africa. It discusses the indicators used to measure management control, including board participation and representation of black people at different employment levels. Formulas are provided for calculating scores in each measurement category. The skills development section outlines the criteria for measuring training expenditures on black people and employees, including learnerships, apprenticeships and internships. Qualification requirements and eligible expenses are also described.
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The document provides an overview of Abdul Monem Limited (AML), one of the leading conglomerates in Bangladesh. It discusses that AML was established in 1956 and has since diversified into various sectors including infrastructure development, fast moving consumer goods, pharmaceuticals, and business process outsourcing. It also outlines AML's expansion over the years through various projects in construction, bottling Coca-Cola, dairy products, food and snacks, and more. The internship report aims to study AML's internal control and compliance practices.
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Más de 4.200 casos confirmados de dengue en el Valle del Cauca y la aparición de seis posibles casos de muerte por esta enfermedad en el departamento, reafirma lo anunciado por la Secretaría de Salud del departamento sobre la aparición de una epidemia de esta enfermedad en la región.
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The document provides an overview of the amended B-BBEE codes of good practice issued by the South African government in October 2013. Some key changes included in the amended codes are an increase in the thresholds for Exempt Micro Enterprises and Qualifying Small Enterprises, revisions to the scorecard elements and weightings, priority status given to ownership, skills development and enterprise/supplier development, and more detailed criteria for empowering supplier recognition. The presentation emphasizes that compliance with the amended B-BBEE codes is important for businesses to remain competitive and maintain opportunities to secure government contracts.
The document provides an overview of Abdul Monem Limited (AML), one of the leading conglomerates in Bangladesh. It discusses that AML was established in 1956 and has since diversified into various sectors including infrastructure development, fast moving consumer goods, pharmaceuticals, and business process outsourcing. It also outlines AML's expansion over the years through various projects in construction, bottling Coca-Cola, dairy products, food and snacks, and more. The internship report aims to study AML's internal control and compliance practices.
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This document provides guidelines for personal hygiene and appropriate attire for gentlemen and ladies in a professional setting. For both, it emphasizes keeping hair, nails, breath and body odor clean and trimmed. For gentlemen, it specifies appropriate hair length and facial hair. For ladies, it provides details on acceptable jewelry, makeup, nail polish, hair styles, socks and shoes. The overall goal is to maintain good hygiene habits to avoid illness and have a professional appearance.
Más de 4.200 casos confirmados de dengue en el Valle del Cauca y la aparición de seis posibles casos de muerte por esta enfermedad en el departamento, reafirma lo anunciado por la Secretaría de Salud del departamento sobre la aparición de una epidemia de esta enfermedad en la región.
The document discusses employment equity strategies for black economic empowerment in South Africa. It provides statistics on representation of black people in different management levels and occupational categories. It also outlines targets for black representation in management and staff according to the country's Employment Equity Act. Scoring criteria and bonus points for meeting economic demographic targets are also presented.
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- Priority elements are Ownership, Skills Development, and Enterprise/Supplier Development.
- Thresholds for Exempted Micro Enterprises and Qualifying Small Enterprises were increased.
- Recognition levels were adjusted to provide higher incentives for higher BBBEE achievement.
- Ownership and Management Control measurement criteria and targets were updated.
- Skills Development now focuses on all black people and training spend targets.
- Enterprise/Supplier Development combines procurement and development in one element.
The document discusses the performance management system (PMS) at Millat Equipment Limited (MEL). It notes that MEL currently has a formal PMS that assesses 134 executive employees using forced distribution and observation methods. However, the PMS does not apply to senior technical workers or assess employee behaviors. The document recommends expanding the PMS to technical workers and behaviors. HR professionals note challenges in determining evaluation criteria and the importance of the right appraisal method. PMS focuses on past performance and human judgment. The organization annually reviews employee performance but the major failure is bias and lack of direction from top management.
The document discusses performance management systems (PMS). It defines key concepts like performance, performance appraisal, and the goals of a PMS. A PMS establishes objectives, monitors and evaluates performance, and facilitates employee development and recognition. It aims to align individual goals with organizational goals and develop employees' abilities to meet or exceed expectations. The document outlines the various components of a PMS and why measuring performance is important for improvement, management, and growth.
Pakistan International Airlines has struggled to implement an effective performance management system, changing it three times in the last decade. The Forced Distribution Rating System (FDRS) failed due to several factors. FDRS requires comparing employees against each other, but PIA lacks job analysis and competitive culture. Additionally, political influence, subjective appraisals, inflated ratings, and inadequate pay grade comparisons undermined the system. Recommendations include revising metrics, separating complaint tracking, specialized training, and reducing political involvement to implement a revised bell curve system successfully.
Management by objectives performance appraisalkianramirez765
This document provides information about management by objectives (MBO) performance appraisals. It begins by defining MBO appraisals as a method that evaluates how well an employee's goals align with organizational goals. It then discusses that MBO appraisals are typically used to evaluate high-level employees like managers. The document also explains that in an MBO appraisal, goals are established through collaboration between the employee and their supervisor. Finally, it notes that MBO appraisals differ from other methods in that goals are tied to organizational success and have interim checkpoints to measure progress toward annual objectives.
Management by objectives performance appraisalnanamoore807
In this file, you can ref useful information about management by objectives performance appraisal such as management by objectives performance appraisal methods
Dr. Jhansi Rani M R - Module V Multinational Performance ManagementMRJhansiRani
Performance management refers to the ongoing process of setting goals, self-assessment, manager assessment, peer-assessment, coaching, development planning, and evaluation. It provides a convenient starting point for linking a multinational's internationalization strategies, goals for individual international operations in terms of global profitability contributions, and individual performance management of parent country nationals, third country nationals, or host country nationals. Individual performance management involves job analysis, goals and standards setting, and performance appraisal comprising a formal process of goal setting, appraisal, and feedback to evaluate and continuously improve performance at the individual, subsidiary, and corporate levels against clearly defined targets. Data from performance appraisals are often used to determine pay, promotion, and
Coal India has implemented a new balanced scorecard-based performance management system to increase fairness, transparency and a culture of meritocracy. The system links performance ratings to compensation, training, career progression and rewards. Key elements include setting targets, mid-year and final reviews between employees and supervisors, evaluating performance on key metrics and personal attributes, and determining an overall rating. Performance is assessed across financial, customer, internal processes and learning/growth perspectives. The system aims to cascade organizational goals down while recognizing accomplishments and identifying development areas to improve performance.
The document summarizes the performance management system used by Bharat Heavy Electricals Limited (BHEL), a large Indian public sector manufacturing company. The key points are:
1. BHEL uses an electronic performance management system called e-MAP that establishes annual performance plans with key result areas, routine responsibilities, and development goals for executives and middle managers.
2. The e-MAP cycle includes performance planning, mid-year reviews, final reviews, and normalization to align individual scores based on company, unit, and department performance.
3. Normalization means high and low performers in different departments may receive different ratings even with the same final score, to account for variation in department performance against targets.
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This document proposes a Performance Management System for the Indian Air Force. It suggests components like performance counseling, objective setting, assessment, and development. A 3-part appraisal form is proposed, including self-evaluation, competency assessment, and training feedback. Key aspects include regular counseling, quantifiable performance indicators, multi-level review, and linking appraisals to rewards, promotions and training to improve performance management in the organization.
Koray kırdinli hr performance managegement e mba projectKoray Kırdinli
1. The document summarizes Kuveyt Turk's performance management system. It includes three key parts: planning period, continuous monitoring and feedback, and development review.
2. In the planning period, performance plans are generated where supervisors and employees set objectives and competencies. They also create development plans.
3. During the performance execution period, supervisors monitor employees' performance through various tools and provide regular feedback and support.
4. At the end of the year, supervisors give final performance scores by comparing actual performance to objectives, using a scale from 1-5 to define performance levels.
The document discusses the performance management system at Hindalco Industries called Poornata. The objectives of Poornata are to automate and standardize HR processes, introduce best-in-class HR processes, and give employees and managers access to data to help plan employee development. Poornata covers various modules like recruitment, compensation, performance management, and talent management. It is implemented across Hindalco's domestic and international units. The performance management process in Poornata involves annual goal setting, mid-year reviews, and annual performance reviews by both employees and managers. Managers then provide ratings and feedback which is reviewed by HR. The document also provides examples of goals and KRAs set in Poornata for
Vskills certification for Payroll Professional assesses the candidate as per the company’s need for developing and managing payroll system for organizations. The certification tests the candidates on various areas in determining rates of pay, compensation management, job analysis, reward management, international compensation strategy, competency and knowledge-based pay, The Gratuity and Bonus Act.
In this file, you can ref useful information about performance appraisal for accountants such as performance appraisal for accountants methods, performance appraisal for accountants tips
This document discusses human resource management practices at Cisco Systems. It covers the recruitment process, performance management, training and development, compensation and benefits, and employee separation. The recruitment process involves job analysis, descriptions, sourcing candidates, screening, selection, and onboarding. Performance is monitored through observation, assessment, and ranking. Rewards and compensation are linked to job analysis and factors like skills, experience, and position. Causes for employment termination include poor performance, policy violations, and illegal actions. The organization aims to retain talent through measures like a supportive work environment, training, and feedback. Legal and regulatory frameworks guide the HR processes.
In this file, you can ref useful information about performance appraisal assignment such as performance appraisal assignment methods, performance appraisal assignment tips, performance appraisal assignment forms, performance appraisal assignment phrases … If you need more assistant for performance appraisal assignment, please leave your comment at the end of file.
This document discusses audit quality control and measures taken to maintain audit quality. It analyzes the Audit Quality Review (AQR) approach and main concerns identified from 2012-2014, which include auditor independence, audit quality, financial services audits, and fair value measurements. It also discusses quality control at the firm level through leadership, ethics, human resources and acceptance of engagements. At the individual audit level, quality is maintained through directing, supervising, reviewing and monitoring engagements. Finally, it outlines changes from the 2014 European Directive, such as expanded audit reports, audit rotation requirements, restrictions on non-audit services, and increased oversight of public interest entity audits.
The document discusses employment equity strategies for black economic empowerment in South Africa. It provides statistics on representation of black people in different management levels and occupational categories. It also outlines targets for black representation in management and staff according to the country's Employment Equity Act. Scoring criteria and bonus points for meeting economic demographic targets are also presented.
Broad based black economic empowermentTiaan Herbst
The document summarizes changes to Broad-Based Black Economic Empowerment (BBBEE) codes introduced in South Africa in 2015. Key changes include:
- Priority elements are Ownership, Skills Development, and Enterprise/Supplier Development.
- Thresholds for Exempted Micro Enterprises and Qualifying Small Enterprises were increased.
- Recognition levels were adjusted to provide higher incentives for higher BBBEE achievement.
- Ownership and Management Control measurement criteria and targets were updated.
- Skills Development now focuses on all black people and training spend targets.
- Enterprise/Supplier Development combines procurement and development in one element.
The document discusses the performance management system (PMS) at Millat Equipment Limited (MEL). It notes that MEL currently has a formal PMS that assesses 134 executive employees using forced distribution and observation methods. However, the PMS does not apply to senior technical workers or assess employee behaviors. The document recommends expanding the PMS to technical workers and behaviors. HR professionals note challenges in determining evaluation criteria and the importance of the right appraisal method. PMS focuses on past performance and human judgment. The organization annually reviews employee performance but the major failure is bias and lack of direction from top management.
The document discusses performance management systems (PMS). It defines key concepts like performance, performance appraisal, and the goals of a PMS. A PMS establishes objectives, monitors and evaluates performance, and facilitates employee development and recognition. It aims to align individual goals with organizational goals and develop employees' abilities to meet or exceed expectations. The document outlines the various components of a PMS and why measuring performance is important for improvement, management, and growth.
Pakistan International Airlines has struggled to implement an effective performance management system, changing it three times in the last decade. The Forced Distribution Rating System (FDRS) failed due to several factors. FDRS requires comparing employees against each other, but PIA lacks job analysis and competitive culture. Additionally, political influence, subjective appraisals, inflated ratings, and inadequate pay grade comparisons undermined the system. Recommendations include revising metrics, separating complaint tracking, specialized training, and reducing political involvement to implement a revised bell curve system successfully.
Management by objectives performance appraisalkianramirez765
This document provides information about management by objectives (MBO) performance appraisals. It begins by defining MBO appraisals as a method that evaluates how well an employee's goals align with organizational goals. It then discusses that MBO appraisals are typically used to evaluate high-level employees like managers. The document also explains that in an MBO appraisal, goals are established through collaboration between the employee and their supervisor. Finally, it notes that MBO appraisals differ from other methods in that goals are tied to organizational success and have interim checkpoints to measure progress toward annual objectives.
Management by objectives performance appraisalnanamoore807
In this file, you can ref useful information about management by objectives performance appraisal such as management by objectives performance appraisal methods
Dr. Jhansi Rani M R - Module V Multinational Performance ManagementMRJhansiRani
Performance management refers to the ongoing process of setting goals, self-assessment, manager assessment, peer-assessment, coaching, development planning, and evaluation. It provides a convenient starting point for linking a multinational's internationalization strategies, goals for individual international operations in terms of global profitability contributions, and individual performance management of parent country nationals, third country nationals, or host country nationals. Individual performance management involves job analysis, goals and standards setting, and performance appraisal comprising a formal process of goal setting, appraisal, and feedback to evaluate and continuously improve performance at the individual, subsidiary, and corporate levels against clearly defined targets. Data from performance appraisals are often used to determine pay, promotion, and
Coal India has implemented a new balanced scorecard-based performance management system to increase fairness, transparency and a culture of meritocracy. The system links performance ratings to compensation, training, career progression and rewards. Key elements include setting targets, mid-year and final reviews between employees and supervisors, evaluating performance on key metrics and personal attributes, and determining an overall rating. Performance is assessed across financial, customer, internal processes and learning/growth perspectives. The system aims to cascade organizational goals down while recognizing accomplishments and identifying development areas to improve performance.
The document summarizes the performance management system used by Bharat Heavy Electricals Limited (BHEL), a large Indian public sector manufacturing company. The key points are:
1. BHEL uses an electronic performance management system called e-MAP that establishes annual performance plans with key result areas, routine responsibilities, and development goals for executives and middle managers.
2. The e-MAP cycle includes performance planning, mid-year reviews, final reviews, and normalization to align individual scores based on company, unit, and department performance.
3. Normalization means high and low performers in different departments may receive different ratings even with the same final score, to account for variation in department performance against targets.
Strategic Human Resource Management AIB MBA (2016)Dimithri Wellage
The document discusses a human resource issue facing Coca Cola Beverages Sri Lanka related to high rates of health hazards and injuries among manufacturing line workers. It provides background on Coca Cola's HR practices, analyzes the problem of increasing injuries, discusses the impacts, and provides recommendations to address the issue such as improved training, safety instructions, use of personal protective equipment, and work permits.
The document discusses career and talent management at Unilever Bangladesh. It defines talent management as a process for identifying, developing, and retaining skilled employees. It outlines key aspects of an effective talent management system, including performance management, leadership development, and workforce planning. The document also discusses various tools for evaluating employee performance, such as management by objectives, graphic rating scales, and 360-degree appraisals. Finally, it describes the eight steps in Unilever's talent management process, from workforce planning to onboarding new employees.
This document proposes a Performance Management System for the Indian Air Force. It suggests components like performance counseling, objective setting, assessment, and development. A 3-part appraisal form is proposed, including self-evaluation, competency assessment, and training feedback. Key aspects include regular counseling, quantifiable performance indicators, multi-level review, and linking appraisals to rewards, promotions and training to improve performance management in the organization.
Koray kırdinli hr performance managegement e mba projectKoray Kırdinli
1. The document summarizes Kuveyt Turk's performance management system. It includes three key parts: planning period, continuous monitoring and feedback, and development review.
2. In the planning period, performance plans are generated where supervisors and employees set objectives and competencies. They also create development plans.
3. During the performance execution period, supervisors monitor employees' performance through various tools and provide regular feedback and support.
4. At the end of the year, supervisors give final performance scores by comparing actual performance to objectives, using a scale from 1-5 to define performance levels.
The document discusses the performance management system at Hindalco Industries called Poornata. The objectives of Poornata are to automate and standardize HR processes, introduce best-in-class HR processes, and give employees and managers access to data to help plan employee development. Poornata covers various modules like recruitment, compensation, performance management, and talent management. It is implemented across Hindalco's domestic and international units. The performance management process in Poornata involves annual goal setting, mid-year reviews, and annual performance reviews by both employees and managers. Managers then provide ratings and feedback which is reviewed by HR. The document also provides examples of goals and KRAs set in Poornata for
Vskills certification for Payroll Professional assesses the candidate as per the company’s need for developing and managing payroll system for organizations. The certification tests the candidates on various areas in determining rates of pay, compensation management, job analysis, reward management, international compensation strategy, competency and knowledge-based pay, The Gratuity and Bonus Act.
In this file, you can ref useful information about performance appraisal for accountants such as performance appraisal for accountants methods, performance appraisal for accountants tips
This document discusses human resource management practices at Cisco Systems. It covers the recruitment process, performance management, training and development, compensation and benefits, and employee separation. The recruitment process involves job analysis, descriptions, sourcing candidates, screening, selection, and onboarding. Performance is monitored through observation, assessment, and ranking. Rewards and compensation are linked to job analysis and factors like skills, experience, and position. Causes for employment termination include poor performance, policy violations, and illegal actions. The organization aims to retain talent through measures like a supportive work environment, training, and feedback. Legal and regulatory frameworks guide the HR processes.
In this file, you can ref useful information about performance appraisal assignment such as performance appraisal assignment methods, performance appraisal assignment tips, performance appraisal assignment forms, performance appraisal assignment phrases … If you need more assistant for performance appraisal assignment, please leave your comment at the end of file.
This document discusses audit quality control and measures taken to maintain audit quality. It analyzes the Audit Quality Review (AQR) approach and main concerns identified from 2012-2014, which include auditor independence, audit quality, financial services audits, and fair value measurements. It also discusses quality control at the firm level through leadership, ethics, human resources and acceptance of engagements. At the individual audit level, quality is maintained through directing, supervising, reviewing and monitoring engagements. Finally, it outlines changes from the 2014 European Directive, such as expanded audit reports, audit rotation requirements, restrictions on non-audit services, and increased oversight of public interest entity audits.
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2. INTRODUCTION
Revised B-BEE Codes of Good Practice were gazetted in October 2013.
The revised Codes also measure : Management Control and Skills Development.
Management Control element encourages the employment of “black people” in
management positions which are core to the company.
Skills Development measures the extent to which employers develop competencies
of “black people” internally and externally.
The Management Control element seeks to address:
representation of black people at executive board level with the intention of changing the face of
executive directorships of companies; and
involvement of black people in the daily operations and strategic decision-making at management
level.
In the old Codes - Management control and the employment equity separate
elements. They have been fused into one. Management Control carried 10 points
and employment equity carried 15 points. Under the revised Codes Management
Control carries 15 points.
2
3. MANAGEMENT CONTROL - WHO IS A BLACK PERSON?
In terms of Employment Equity Act (“EEA”) black people is a generic
term which means an African, Coloured and Indian:
(a) who are citizens of the Republic of South Africa by birth or descent; or
(b) who became citizens of the Republic of South Africa by naturalisation –
(i) before 27 April 1994;
(ii) on or after 27 April 1994 and who would have been entitled to acquire
citizenship by naturalisation prior to that date, but who were precluded
by apartheid policies.
3
4. INDICATORS FOR MEASURING MANAGEMENT CONTROL
CONTRIBUTIONS
The Codes use 6 criteria for deriving a score for Management
Control, namely: –
Board participation;
Other Executive Management;
Senior Management;
Middle Management;
Junior Management; and
Employees with disabilities.
4
5. MANAGEMENT CONTROL SCORECARD
Weighing Points
Compliance
targets
2
50%
1
25%
2.1.3 Black Executive directors as a percentage of
all executive directors
2
50%
2.1.4 Black female Executive directors as a
percentage of all executive directors
1
25%
2.2.1 Black Executive Management as a
percentage of all executive directors
2
60%
2.2.2 Black female Executive Management as a
percentage of all executive directors
1
30%
Measurement Category & Criteria
2.1 Board Participation:
2.1.1 Exercising voting rights of black board
members as a percentage of all board members
2.1.2 Exercising voting rights of black female
board members as a percentage of all board
members
2.2 Other Executive Management
5
6. MANAGEMENT CONTROL SCORECARD (cont’d)
2.3 Senior Management
2.3.1 Black employees in Senior Management as a
percentage of all management
2
60%
2.3.2 Black female employees in Senior Management as a
percentage of all management
1
30%
2.4.1 Black employees in Middle
Management as a percentage of all middle
management
2
75%
2.4.2 Black female employees in Middle
Management as a percentage of all middle
management
1
33%
2.5.1 Black employees in Junior
Management as a percentage of all junior
management
1
88%
2.5.2 Black female employees in Junior
Management as a percentage of all junior
management
1
44%
2
2%
2.4 Middle Management
2.5 Junior Management
2.6 Employees with disabilities
2.6.1 Black employees with disabilities as a
percentage of all employees
6
7. DEMOGRAPHIC REPRESENTATION
Regarding senior, middle and junior management - compliance targets
for the Management Control Scorecard are based on the overall
demographic representation of black people as defined in the Regulations
to the EEA and Commission on Employment Equity Report, as amended.
In determining a measured entity’s score, a further breakdown of the
targets into specific criteria according to the different race sub-groups
within the definition of “black” in terms of the EEA on an equitable basis
is required.
Employers are required to consider the economical active population
according to race and gender, taking into account the demographic profile
of national and regional economical active population.
This interpretation is available for Labour force survey, Department of
Labour website or statistics South Africa and of course the employer can
use other relevant demographic data sources when conducting an
analysis of the workplace.
7
8. MANAGEMENT CONTROL – HOW ARE THE POINTS
OBTAINED?
A measured entity receives points by meeting the targets for
participation of black people and black women at Board, Executive
and Other Management levels.
If an entity, however, does not distinguish between the “Other
Executive Management” and “Senior Management”, then executive
management is measurable as a single indicator with the weighing
of six (6) points under paragraph 2.2.1 and 2.2.2 split as 4 and 2
points respectively.
An entity must use the current payroll data in calculating its score
under Management Control.
8
9. DETERMINATION OF EXECUTIVE MANAGEMENT
Executive Management includes positions such as CEO, COO, CFO
and other executive managers that serve on the Board of Directors.
Other Executive Management positions include all executive
management that do not serve on the Board such as HR Executives,
Transformation Executives and people in similar positions.
The above is in contrast with the EEA Regulations which define the
Senior Manager to include the CEO, COO, CFO and other managers
that serve on the Board of Directors.
9
10. FORMULAS FOR MEASUREMENT OF MANAGEMENT
CONTROL INDICATORS
The criterion for the management scorecard is measured using
three formulas set out in Annexe 200 (A).
Further clarity would need to be provided by the DTI regarding
how these formulas are to be applied. At present, it is very
confusing and many entities are still unable to figure out their
exact application.
10
11. A: MEASUREMENT OF SENIOR MANAGEMENT, MIDDLE MANAGEMENT, AND
JUNIOR MANAGEMENT.
The calculation of the Management Control indicator provided for in paragraphs,
2.3.1 – 2.5.2 is as follows: .
For each indicator where:
A is the percentage of Black employees for each occupational level as
measured in the Management Control Scorecard using the annual EAP targets
as published in the Regulations of Employment Equity Act and Commission on
Employment Equity Report, as amended from time to time.
AM is the percentage of employees in the measurement category that are African
Males.
CM is the percentage of employees in the measurement category that are Coloured
Males.
IM is the percentage of employees in the measurement category that are Indian
Males.
AF is the percentage of employees in the measurement category that are African
Females.
CF is the percentage of employees in the measurement category that are Coloured
Females.
IF is the percentage of employees in the measurement category that are Indian
Females.
C is the compliance target as per the Regulations of Employment Equity Act and
Commission on Employment Equity Report for that measurement sub-category.
11
12. B: MEASUREMENT OF MANAGEMENT CONTROL INDICATORS ANNEXE
200A
The management control criteria provided for in paragraphs 2.1, 2.2, is
calculated as follows:
Where
A is the score achieved in respect of a Measured Entity subject to measurement
for the management control criteria specified in paragraph 2.1, 2.2.
B is the of Voting Rights in the hands of black members of the Board as
percentage of Voting Rights of all members of the Board in the Measured Entity.
Or
B is the percentage of all employees in the executive and other executive
management category that are black people of that Measured Entity.
Or
B is the percentage of black employees as calculated in Formula A.
C is the percentage compliance target in respect of the applicable management
control criteria being measured as specified in paragraph 2.1, 2.2, 2.3, 2.4, and
2.5.
D means the weighting points allocated to the applicable management control
criteria being measured as specified in paragraph 2.1, 2.2, 2.3, 2.4, and 2.5.
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13. C: MEASUREMENT OF EMPLOYEES WITH DISABILITIES
The measurement of the criteria under paragraph 2.6 of the Management
Control scorecard is as follows:
Where
A is the score for the given criteria as referred to in paragraph 2.6.1 of the
scorecard under statement 200.
B is the total number of black employees with disability as a percentage of all
employees.
C is the target for the applicable criteria as referred to in the scorecard under
statement 200.
D is the Weighting for the applicable criteria as referred in the scorecard
under statement 200.
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15. SKILLS DEVELOPMENT
The Skills Development Element:
measures the extent to which employers carry out initiatives designed to develop
the competitiveness of black employees and black people internally and externally.
has been increased in weighting to 25 points.
is one of the priority elements. A measured entity must achieve a minimum of 40%
of the total weighting points for skills development.
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16. SCORE CARD FOR MEASURING SKILLS DEVELOPMENT
Indicators
Expenditure on the following:
Learning Program Matrix
For black people
For black employees
Learnerships, Apprenticeships and Internships
Bonus points may be earned for training unemployed black persons and the number
of black people absorbed at the end of the learnership programmes.
Further breakdown per racial category (determining target for each racial group
within the definition of black).
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17. EXPENDITURE AND TRAINING
Expenses incurred for any Learning Programme offered by a
measured entity and its employees.
Informal training cannot represent more than 15% of the total value
of the skills development expenditure.
Accommodation, catering and travelling costs cannot exceed 15% of
the total value of the expenditure.
Scholarships and bursaries to employees (if recoverable do not
constitute skills development expenditure).
Foreign qualifications to be considered as expenditure and must
meet the South African Qualification Authority requirements.
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