In line with Tongaat Hulett’s commitment to transformation, all Bridge City contractors must comply with employment equity specifications.
Employment Equity at Tongaat Hulett
The company’s commitment to transformation was acknowledged in December 2007 when Tongaat Hulett was awarded a Level Three Contributor status in terms of the Broad-Based BEE Scorecard by the National Empowerment Rating Agency (NERA) KZN.
Tongaat Hulett’s 2007 restructuring included 25% BEE equity participation, and CEO, Peter Staude, confirms that: “Going forward, we will particularly focus on making further improvements to our employment equity profile, with increased resources being directed at skills development.
For more information please visit www.tongaat.co.za.
Empowerment and transformation are a high priority at Tongaat Hulett, and this commitment extends to every aspect of our developments.
Tongaat Hulett was awarded Level 3 Contributor status on the broad-based BEE scorecard in December 2007. For more information on our BBBEE rating and other empowerment policies, please click here.
All suppliers and contractors must comply with BEE criteria, and we encourage developers and purchasers to follow our example.
Corporate Social Partnership (CSP)
In its quest for sustainability, Tongaat Hulett is committed to creating relevant, holistic environments, in which we can all live, work, play, pray and learn within our fair share of the Earth’s resources. The communities surrounding Tongaat Hulett’s businesses and developments are key stakeholders, and Corporate Social Partnership programmes are integrated with other imperatives such as skills development and environmental conservation, facilitating real value and sustainability.
Local Empowerment
Stakeholder relations and local empowerment are central to Tongaat Hulett’s philosophy, and making a positive impact on surrounding communities is an essential component of development planning.
A socio-economic impact study was initiated to monitor Bridge City’s impact on the local economy. Key stakeholders were identified, following which a Stakeholder engagement Forum (SHF) was established.
Objectives for INK Communities:
- Creating a sustainable catalyst for social and economic development in the INK area.
- Empower of surrounding communities by improving access to public transport and opportunities to work, travel, shop and do business within the INK area.
- Draw developers and suppliers, who can deliver within a reasonable time frame, from local communities wherever possible.
- Offer opportunities to the open market but give preference specifically to local INK residents and businesses with appropriate level of capacity to participate.
- Create opportunities for ownership & economic entry at all levels.
- Develop an empowerment plan using the Property Sector Transformation Charter as the framework.
- Create symbiotic relationship between private & public sectors, particularly in the area of transport.
Skills Development
Skills development and SMME programmes are planned for Bridge City and its surrounding communities as the development progresses.
In line with CSP strategies, these programmes will focus on sustainability and will work in conjunction with communities to determine the most effective structures.
Stakeholders relations management
Strategy
A socio-economic impact study was initiated to monitor Bridge City’s impact on the local economy.
Key stakeholders were identified, following which a Stakeholder engagement Forum [SHF] was established.
Stakeholder Engagement at Bridge City also included the development of empowerment programmes and close monitoring of delivery.
Objectives for INK Communities:
- Creating a sustainable catalyst for social and economic development in the INK area.
- Empower of surrounding communities by improving access to public transport and opportunities to work, travel, shop and do business within the INK area.
- Draw developers and suppliers, who can deliver within a reasonable time frame, from local communities wherever possible.
- Offer opportunities to the open market but give preference specifically to local INK residents and businesses with appropriate level of capacity to participate.
- Create opportunities for ownership & economic entry at all levels.
- Develop an empowerment plan using the Property Sector Transformation Charter as the framework.
- Create symbiotic relationship between private & public sectors, particularly in the area of transport.
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