Message from the Transcom Chairperson
Transformation at Altron
Altron has achieved its objective to be a Level 4 contributor by 2010 in accordance with our internal transformation charter, Vision 2012.
We have come a long way, in 2005 we were rated on the Top Empowered Company survey by Empowerdex/Financial Mail as a non compliant BEE contributor, albeit that the BEE compliance targets from the DTI were different to what they are today in the Codes of Good Practice.
Since we adopted Vision 2010, we have focused on empowering black-owned and black women-owned businesses and today most of our companies have meaningful black partnerships. Together, we continue to create wealth and transfer knowledge. Since 2008, we have invested R43 877 478.39 in the development of small and medium businesses that now form part of our production processes.
This year saw the launch of our single biggest and first group-wide social development initiative. We are joining forces with Vodacom, the Gauteng provincial department of health and the Reproductive Health Research Unit of the Wits Health Consortium to establish a primary healthcare clinic in Hillbrow, Johannesburg. This collaboration is in addition to our existing social development initiatives.
The skills shortages in the technical and engineering fields affect our company and industry and as a result became a focus area for Altron. We have developed initiatives ranging from certified technical training to PHD level training through training centers in our companies as well as business schools in South Africa. Our efforts have catapulted us to the number one ranked company in South Africa as far as skills development is concerned.
The prevailing skills shortages have resulted in an employment equity challenge for the industry and Altron. Going forward, it will remain our priority to meet the targets set in Vision 2010 and in the dti Codes of Good Practice. A sub-committee of the Altron executive has been formed to drive human capital development initiatives that include training and development programmes, active succession planning, innovative recruitment and retention strategies and an appropriately-focused performance management system.
Transformation is indeed becoming hard-wired into the being of our company.
Seara Macheli-Mkhabela
Transcom Chairperson
| Page updated: 12 May, 2010 | » Return to top |