Creating value through the capitals
1. Inputs
- Skilled and motivated employees as at 1 April 2017 year-end: 58 828
- Responsible leadership structure (Governance and Ethics) – Leadership structure
2. Approaches to managing human capital outcomes
3. Key factors impacting human capital
- Two recognised trade unions represent 81,4% of bargaining unit employees: United National Transport Union (UNTU) and the South African Transport and Allied Workers Union (Satawu)
- Due to recent high retirement rates*, Transnet has improved its race and gender profile: black, coloured and Indian employees represent 86,1% of the Transnet workforce as compared to the NEAP average of 87,7%
- Transnet has a disproportionately high representation of male employees (71,6%) relative to female co-workers (28,4%)
- Female employees have more than doubled in the past 10 years
- Our remuneration philosophy and framework underpins the human resources strategy
4. Human capital value created
5. Trade-offs – Human capital impacts on other capitals
Training and development > build competencies and collective values around safety, operational excellence and innovation
Training and development > build competencies and collective values around safety, operational excellence and innovation
6. Key outputs
- Total headcount: 55 666 (2017: 58 828)
- Permanent employees: 51 324 (2017: 53 661)
- Non-permanent employees: 4 342 (2017: 5 167)
- Labour cost on skills development: R741 million (2017: R746 million)