E 2 / 001 + PAGE 1 OF 13 EEA13 PLEASE READ THIS FIRST DEPARTMENT OF LABOUR PURPOSE OF THIS FORM Section 20 requires designated employers to prepare and implement an Employment Equity Plan which will achieve reasonable progress towards employment equity in the employer s workforce. An Employment Equity Plan must state- (a) ) The objectives to be achieved for each year of the plan (b) ) The affirmative action measures to be implemented as required by section 15(2); (c ) Where under representation of people form designated groups has been identified by the analysis, the numerical goals to achieve the equitable representation of suitably qualified people from designated groups within each occupational level in the workforce, the timetable within which this is to be achieved, and the strategies intended to achieve those goals; (d) ) The timetable for each year of the plan for the achievement of goals and objectives other than numerical goals; (e) ) The duration of the plan, this may not be shorter than one year or longer than five years; (f) The procedures that will be used to monitor and evaluate the implementation of the plan and whether reasonable progress is being made towards implementing employment equity; (g) ) The internal procedures to resolve any dispute about the interpretation or implementation of the plan; (h) ) The persons in the workforce, including senior managers, responsible for monitoring and implementing the plan; and (i) Any other prescribed matter. EMPLOYMENT EQUITY PLAN (Section 20) Employer Details Trade name : Hyprop Investments Ltd DTI Registration name: Hyprop Investments Ltd PAYE/SARS No: 7880719697 7200763383 7770763250 7850763568 EE Ref No: 21498 Industry/Sector: Finance and Business Services Province: Gauteng Tel No: 011 447 0090 Fax No: 011 447 0092 Postal address: P O Box 52509 Saxonwold 2132 Physical address: 2 nd Floor Cradock Heights, 21 Cradock Avenue Rosebank 2196 Province: Gauteng Name & Surname of the CEO/Accounting Officer: Petrus Gysbertus Prinsloo Email address: pieter@hyprop.co.za
1. WORDS, EXPRESSIONS AND DEFINITIONS 1.1. Words, phrases and expressions used in this plan will have the meanings as defined in the Employment Equity Act, No. 55 of 1998 (hereinafter referred to as the Act ) unless the context determines otherwise. 1.2. Hyprop Investments Ltd (hereinafter referred to as the Company ) and will include it s co ownerships at Canal Walk, The Glen and Hyde Park Merchants Association. 2. STATEMENT OF INTENT 2.1. The Company is committed to creating and maintaining an environment, which provides equal opportunities to all its employees, with special consideration for historically disadvantaged groups. 2.2. The Company is committed to an employment equity policy in order to achieve equity in the workplace by: 2.2.1. Promoting equal opportunity and fair treatment in employment through the elimination of unfair discrimination. 2.2.2. Implementing positive measures to redress the disadvantages in employment experienced by designated groups in order to ensure their equitable representation in the workplace. 2.3. The Company recognises: 2.3.1. Owing to past discriminatory laws and practices, there are disparities in employment, occupation and income within the national labour market. 2.3.2. As a result of unfair discrimination and exclusion from employment, black people, woman and people with disabilities are the most disadvantaged groups in the country. 2.4. The Company commits and resolve to: 2.4.1. Promote the constitutional right of equality; 2.4.2. Eliminate unfair discrimination in employment; 2.4.3. Redress the effects of historical, legal, social and economic discrimination against designated groups; 2.4.4. Pursue a diverse workforce which is representative of the South African people; 2.4.5. Promote economic development and efficiency in the workforce; 2.4.6. Establish conditions which will further the creation of equality of opportunity for all employees and to develop them; 2.4.7. Ensure the continued survival, growth and competitiveness of the Company in a changing South Africa and world order;
2.4.8. Contribute to building a non racial, non sexist South Africa. 3. DURATION OF THE EMPLOYMENT EQUITY PLAN 3.1. Section 20 indicates that the duration of the Employment Equity Plan may not be shorter than one year or longer than five years. 4. The Company s employment equity plan will be for a period of 5 (Five) years and will start on 01/01/2017 (1 January 2017) and end on 31/12/2021 (31 December 2021). 5. REASONS FOR REVIEWING THE EMPLOYMENT EQUITY PLAN 5.1. Previous employment equity plan expired on 31 December 2016. 6. ASSIGNMENT OF S24 MANAGER 6.1. The Company assigned Karin Eichhorn who will take responsibility for monitoring and implementing the employment equity plan. She will have the authority and means to perform this function. She will take reasonable steps to ensure that management performs their duties with regard to employment equity. She will have a budget allocated for the accomplishments of Employment Equity goals and targets. 6.2. The assignment of responsibilities to this person does not relieve the Company of its obligations regarding employment equity. 7. EMPLOYMENT EQUITY FORUM 7.1. The Company facilitated the establishment of an equity committee representing employees from all occupational categories, employees from designated groups and employees from non designated groups. 7.2. The committee was engaged in consultation with management regarding this employment equity plan and adopted it without any amendments as its Employment Equity Plan, subject to annual review as provided for herein. 8. OBJECTIVES OF THE EMPLOYMENT EQUITY PLAN 8.1. The objective of this plan is to ensure equal opportunity and fair treatment in employment, but also to ensure the Company s employees ultimately represent the economically active profile of the South African population in terms of designated groups. 8.2. The Company is committed to ensuring that employment within the Company is representative of the national economically active population profile of the country. 8.3. The objectives the plan, which are specific, measurable, attainable, relevant and time bound, are reflected in the table below:
8.3.1. OBJECTIVES AND TIMELINES Objectives Responsible Person Target Month Target Year 1. Compliance to the Employment Equity Act: The Executive Management of the Company recognizes its obligations in terms of the Employment Equity Act and understands that the primary purpose of the legislation is to advance transformation through the setting of time specific targets for achieving equity in all the levels of management. 2. Participation and Consultation: The Company endeavours acceptance of its Employment Equity policy as required by the Act throughout the organisation by ensuring participation of all the relevant stakeholders. The process of developing the employment equity plan shall be transparent and consultative. 3. Equality and Equal Opportunities: Senior Management and Human Resources Managers December Human Resources Managers March and August The Company recognizes that certain actions are required in order to create a platform from which equal opportunities can be legitimately and effectively practiced, and from which the race and gender imbalances in the management structures can be addressed. Precautions should be taken, however, that the affirmative action programme does not result in the creation of new forms of Senior Management and Human disadvantage and unfair discrimination or in the marginalization of any Resources Managers group on the basis of race, gender or disability. Management is, accordingly, committed to the elimination of any form of direct or indirect unfair discrimination in any policy or practice and is committed to review on an ongoing basis all its policies and related procedures to ensure alignment with its employment equity policy. 4. Diversity in the workplace: The Company recognises the fact that diversity brings substantial potential benefits such as better decision making and improved problem solving, greater creativity and innovation. The act of recognizing diversity also allows for those employees with these talents to feel needed and have a sense of belonging, which in turn increases their commitment to the Company and allows each of them to contribute in a unique way. the Company will, therefore, continue to subject all its employees to an Embracing Diversity intervention. Senior Management and Human Resources Managers 5. Recruitment Policy: Using the Company's recruitment policy and procedures as a framework, every reasonable effort will be made to appoint suitable internal and external candidates from the designated groups to vacant positions. To make the recruitment strategy an effective tool for employment equity, the focus of the strategy will strive to be Senior Management and Human proactive and long term, rather than reactive and short-term. Hence, Resources Managers succession planning will be used, and an attempt will be made to identify the potential of internal and external candidates from the designated groups, with a view also to provide appropriate skills development opportunities. 6. Organizational Culture: The Company s workforce is diverse in terms of race, gender and origin and it commits itself to consciously cementing a strong and effective organizational culture through the development of a shared set of common values rooted in the basic equality and dignity of all people. The organizational culture shall, accordingly, be underscored by respect for individuals irrespective of different backgrounds and traditions, and an appreciation of the negative consequences of stereotyping. In this way it will create a positive, nurturing and welcoming environment conducive to the growth, development and retention of its employees irrespective of race, gender, nationality or disability status. Senior Management and Human Resources Managers 7. Employee Development: The Company is committed to the creation of an enabling environment which allows individuals to achieve their full potential and thus contribute to excellent performance. Senior Management accordingly commits itself to the development of all employees Senior Management and Human irrespective of race, gender and disability status. At the same time it is Resources Managers recognized that, as a result of past discriminatory practices, some groups may be at a disadvantage relative to others and that special programmes may be warranted in order to achieve equality of opportunity for all. 8. Succession Planning:
Objectives Responsible Person Target Month Target Year The Company recognizes the challenges inherent in recruiting and retaining staff in scarce skills and highly specialized disciplines where there is a small pool of candidates from the designated groups. In this regard succession planning is crucial to the success of recruiting for these skills, but it should have due regard to the rights and expectations of all employees with the necessary talents to obtain the scare skills. Senior Management and Human Resources Managers 9. Harassment in the Workplace: The Company is committed in creating an enabling work environment, which promotes the social and personal wellbeing of all employees and fosters the realization of their full human potential. In this context harassment is an important issue for the Company because of the negative impact it may have on the physical and psychological wellbeing of affected employees. Senior Management is committed to Senior Management and Human the elimination of any form of direct or indirect unfair harassment in Resources Managers the workplace. This includes any acts or threats that interfere with the performance at work of any individual or group on account of race, gender, sex, pregnancy, marital status, family responsibility, ethnic or social origin, HIV/Aids status, sexual orientation, age, disability, religion, conscience, belief, political opinion, culture, language or birth. 10. Numerical Goals for 2017 to 2021: The Company will compile numerical goals for the period 2017 to 2021 in accordance to the guidelines provided by the Social and Ethics Commitee of Hyprop Investments Ltd. Management within the Company will accept the accountability for achieving the goals in the set time frame. Reports to the Chairpersons of Social and Ethics Committee will be submitted and reviewed twice a year. The Employment Equity Committees will monitor the progress at their meetings held onece a year. Senior Management and Human Resources Managers 2017 11 HIV and AIDS Policy: The Company will create a supportive environment so that employees living with HIV/ AIDS are able to continue working under normal conditions in their current employment for as long as they are medically fit to do so. 12.Social Development and Upliftment Programme: The Company shall continue to play a significant role in the social development and upliftment of communities and people in its operating areas through its various socio-economic programmes. 13. Safety, Health and Environment Policies and Practices: The Company will ensure that the highest standards are always adhered to regarding the Safety, Health and Environment Policies and Practices. 14. Dispute resolution: The Company shall use its dispute resolution procedure to ensure that any disputes regarding Employment Equity will be resolved in an amicable way. 15. Job Grading and Equal pay for Eaqual work The Company is committed to ensure employees are remunerated fairly as per section 6 of the Employment Equity Act. 16. Company Policy The Company will review all company policies to eliminate unfair discriminatio in all Policies and Procedures. 17. Monitoring Progress Human Resources Managers Hyprop Foundation and Centre Management Senior Management Human Resources Managers Senior Management and Human Resources Managers The Plan should be evaluated at regular intervals to ensure that Senior Management and Human reasonable progress is made. This evaluation should be integrated into Resources Managers forums that the employer normally utilizes to monitor its operations. June
9. RECRUITMENT 9.1. Recruitment and selection will be in keeping with the Company s business strategy and will be based on fairness, objectivity, having regard for competency and seeking to redress historical imbalances to achieve representation. 10. TRAINING AND DEVELOPMENT 10.1. The Company is committed to the development of employees or prospective employees on an accelerated basis, through effective training and skills development. The Company has a training plan, identifying the required competencies for job categories and identifying the competencies of the company s employees preparing for then appropriate succession plans. 11. UNFAIR DISCRIMINATION 11.1. The Company or any of its employees may not unfairly discriminate, directly or indirectly, against an employee, in any employment policy or practice, on one or more grounds, including race, gender, pregnancy, marital status, family responsibility, ethnic or social origin, sexual orientation, age, disability, religion, HIV status, conscience, belief, political opinion, culture, language and place of birth. Discrimination will be seen as a serious offence and disciplinary action will be taken as per the company s disciplinary code and could result in dismissal. 12. NON CONFORMANCE 12.1. In the interest of achieving the objectives of this policy and plan, non conformance with this policy or plan constitutes misconduct. Non conforming employees will be counseled and disciplined in terms of the Company s disciplinary code and procedure. 13. COMMUNICATION 13.1. The principles of this plan will be relayed by means of written communications to all employees, and a summarised version will be included in the Company s newsletter once the plan has been approved. 13.2. The employment equity status will be reported on at the monthly executive committee meetings and a quarterly status report will be included in the company s newsletter. 13.3. The Company will have available at its head office a copy of its employment equity plan and the most recent reports submitted to the Director General. 14. MEDICAL TESTING 14.1. The Company will not allow any medical testing unless it is permitted by legislation; an inherent requirement of the job; justifiable due to employment conditions, medical facts, social policy, or the fair distribution of employee benefits.
15. PSYCHOMETRIC TESTING AND OTHER ASSESSMENTS 15.1. The Company will not permit any psychometric testing or any other similar assessment of an employee unless the test or assessment has been scientifically shown to be valid and reliable; can be applied fairly to all employees; and is not biased against any employee or group. 16. BARRIES AND AFFRIMATIVE ACTION MEASURES 16.1. The Company identified Affirmative Action Measures employment equity analysis conducted. These measures include time frames to track progress in the implementation of the AA Measures. The designations of responsible persons to monitor the implementation of these AA Measures are specified.
BARRIERS AND AFFIRMATIVE ACTION MEASURES CATEGORIES Tick ( ) one or more cells for each category below to indicate where barriers exist in terms of policies, procedures and/or practice BARRIERS AFFIRMATIVE ACTION MEASURES TIME-FRAMES RESPONSIBI LITY POLICY PROCEDURE PRACTICE START DATE END DATE (Designation) Recruitment procedures The recruitment process can be timeously. Recruitment, Advertising and Selection will be in keeping with the Company s business strategy and will be based on fairness, objectivity, having regard for competency and will consider the EE plan. Alternative advertising material to be implemented. 2017 Senior Management and HR Advertising positions Electronic advertising of positions do not always reach the targeted market as they do not have access to electronic media. 2017 Senior Management and HR Selection criteria Appointments Job classification and grading Remuneration and Benefits Terms & conditions of employment Work environment and facilities The Company will consider the EE plan targets when recruiting new employees. The Company graded all current jobs in 2016. All jobs grades are reviewed annually. 2017 Senior Management and HR 2017 HR
CATEGORIES Tick ( ) one or more cells for each category below to indicate where barriers exist in terms of policies, procedures and/or practice BARRIERS AFFIRMATIVE ACTION MEASURES TIME-FRAMES RESPONSIBI LITY POLICY PROCEDURE PRACTICE START DATE END DATE (Designation) Training And Development The company has a training plan in place and will develop designated employees in accordance with this plan. Performance and Evaluation Succession & experience planning The company has a training plan in place and will develop designated employees in accordance with this plan. Disciplinary measures Succession & experience planning The company has a training plan in place and will develop designated employees in accordance with this plan. Disciplinary measures Retention of designated groups (Scare skills policy) Corporate culture Reasonable accommodation HIV&AIDS prevention and wellness programmes Assigned senior manager(s) to manage EE implementation The company facilitates an annual Health week which includes HIV and Health training, voluntary testing and counselling by an
CATEGORIES Tick ( ) one or more cells for each category below to indicate where barriers exist in terms of policies, procedures and/or practice BARRIERS AFFIRMATIVE ACTION MEASURES TIME-FRAMES RESPONSIBI LITY POLICY PROCEDURE PRACTICE START DATE END DATE (Designation) Budget allocation in support of employment equity goals Time off for employment equity consultative committee to meet
17. WORKFORCE PROFILE, NUMERICAL GOALS AND TARGETS 17.1. Workforce profile information is as at December 2016, which is used to conduct an analysis of the workforce and, at the same time, serve as baseline information for the setting of numerical goals and targets.
Current Snapshot Total Number of Employees (including Employees with Disabilities) December 2016 Foreign Male Female Total Total Total Nationals Top management 1 0 0 7 0 0 0 1 1 0 10 1 0 0 9 10% 90% Senior management 2 0 1 8 0 0 1 13 0 0 25 2 0 2 21 16% 84% 4 1 2 15 4 0 2 21 0 0 49 8 1 4 36 27% 73% 6 3 2 8 12 6 7 25 1 2 72 18 9 9 36 50% 50% Semi-skilled and discretionary decision making 22 12 1 3 23 10 1 4 2 0 78 45 22 2 9 88% 12% Unskilled and defined decision making 5 0 0 0 1 0 0 0 0 0 6 6 0 0 0 100% 0% TOTAL PERMANENT 40 16 6 41 40 16 11 64 4 2 240 80 32 17 111 54% 46% Temparary Employees 1 3 0 2 12 10 0 6 0 0 34 13 13 0 8 76% 24% GRAND TOTAL 41 19 6 43 52 26 11 70 4 2 274 93 45 17 119 57% 43%
Current Snapshot Total Number of Employees with Disabilities December 2016 Foreign Male Female Total Total Total Nationals Top management 0 0 0 0 0 Senior management 1 1 0 0 0 1 0% 100% 1 1 0 0 0 1 1 1 0 0 0 1 0% 100% Semi-skilled and discretionary decision making 2 1 3 2 0 0 1 67% 33% Unskilled and defined decision making 0 0 0 0 0 TOTAL PERMANENT 2 0 0 1 0 0 0 3 0 0 6 2 0 0 4 33% 67% Temper arty Employees 0 0 0 0 0 GRAND TOTAL 2 0 0 1 0 0 0 3 0 0 6 2 0 0 4 33% 67%
18. NUMERICAL GOALS 18.1. Numerical goals include the entire workforce profile, and NOT the difference that is projected to be achieved by the end of this employment equity plan.
Numeric Target Year1 Total Number of Employees (including Employees with Disabilities) 01 January 2017 to 31 December 2017 Male Female Foreign Total Total Total Top management 1 0 0 7 1 0 0 1 0 0 10 2 0 0 8 20% 80% Senior management 2 0 1 8 1 0 1 11 0 0 24 3 0 2 19 21% 79% 4 1 2 14 3 1 2 20 0 0 47 7 2 4 34 28% 72% 6 2 2 8 12 6 7 24 1 2 70 18 8 9 35 50% 50% Semi-skilled and discretionary decision making 22 12 1 3 23 10 1 4 2 0 78 45 22 2 9 88% 12% Unskilled and defined decision making 5 0 0 0 1 0 0 0 0 0 6 6 0 0 0 100% 0% TOTAL PERMANENT 40 15 6 40 41 17 11 60 3 2 235 81 32 17 105 55% 45% Temper arty Employees 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 GRAND TOTAL 40 15 6 40 41 17 11 60 3 2 235 81 32 17 105 55% 45% Total Number of Employees with Disabilities 01 January 2017 to 31 December 2017 Male Female Foreign Total Total Total Top management 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Senior management 0 0 0 0 0 0 0 1 0 0 1 0 0 0 1 0% 100% 0 0 0 1 0 0 0 0 0 0 1 0 0 0 1 0% 100% 0 0 0 0 0 0 0 1 0 0 1 0 0 0 1 0% 100% Semi-skilled and discretionary decision making 2 0 0 0 0 0 0 1 0 0 3 2 0 0 1 67% 33% Unskilled and defined decision making 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL PERMANENT 2 0 0 1 0 0 0 3 0 0 6 2 0 0 4 33% 67% Temper arty Employees 0 0 0 0 0 GRAND TOTAL 2 0 0 1 0 0 0 3 0 0 6 2 0 0 4 33% 67%
Numeric Target Year2 Total Number of Employees (including Employees with Disabilities) 01 January 2018 to 31 December 2018 Male Female Foreign Total Total Total Top management 1 0 0 7 1 0 0 1 0 0 10 2 0 0 8 20% 80% Senior management 3 0 1 8 1 0 1 10 0 0 24 4 0 2 18 25% 75% 4 1 2 14 4 2 2 21 0 0 50 8 3 4 35 30% 70% 6 2 2 8 14 6 7 24 1 2 72 20 8 9 35 51% 49% Semi-skilled and discretionary decision making 22 13 1 3 23 10 1 4 2 0 79 45 23 2 9 89% 11% Unskilled and defined decision making 5 0 0 0 1 0 0 0 0 0 6 6 0 0 0 100% 0% TOTAL PERMANENT 41 16 6 40 44 18 11 60 3 2 241 85 34 17 105 56% 44% Temper arty Employees 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 GRAND TOTAL 41 16 6 40 44 18 11 60 3 2 241 85 34 17 105 56% 44% Total Number of Employees with Disabilities 01 January 2018 to 31 December 2018 Male Female Foreign Total Total Total Top management 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Senior management 0 0 0 0 0 0 0 1 0 0 1 0 0 0 1 0% 100% 0 0 0 1 0 0 0 0 0 0 1 0 0 0 1 0% 100% 0 0 0 0 0 0 0 1 0 0 1 0 0 0 1 0% 100% Semi-skilled and discretionary decision making 2 0 0 0 0 0 0 1 0 0 3 2 0 0 1 67% 33% Unskilled and defined decision making 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL PERMANENT 2 0 0 1 0 0 0 3 0 0 6 2 0 0 4 33% 67% Temper arty Employees 0 0 0 0 0 GRAND TOTAL 2 0 0 1 0 0 0 3 0 0 6 2 0 0 4 33% 67%
Numeric Target Year3 Total Number of Employees (including Employees with Disabilities) 01 January 2019 to 31 December 2019 Male Female Foreign Total Total Total Top management 1 0 0 7 1 0 0 1 0 0 10 2 0 0 8 20% 80% Senior management 3 0 1 8 1 0 1 10 0 0 24 4 0 2 18 25% 75% 4 1 2 14 5 2 2 20 0 0 50 9 3 4 34 32% 68% 6 2 2 8 14 6 7 24 1 2 72 20 8 9 35 51% 49% Semi-skilled and discretionary decision making 22 13 1 3 23 10 1 4 2 0 79 45 23 2 9 89% 11% Unskilled and defined decision making 5 0 0 0 1 0 0 0 0 0 6 6 0 0 0 100% 0% TOTAL PERMANENT 41 16 6 40 45 18 11 59 3 2 241 86 34 17 104 57% 43% Temper arty Employees 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 GRAND TOTAL 41 16 6 40 45 18 11 59 3 2 241 86 34 17 104 57% 43% Total Number of Employees with Disabilities 01 January 2019 to 31 December 2019 Male Female Foreign Total Total Total Top management 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Senior management 0 0 0 0 0 0 0 1 0 0 1 0 0 0 1 0% 100% 0 0 0 1 0 0 0 0 0 0 1 0 0 0 1 0% 100% 0 0 0 0 0 0 0 1 0 0 1 0 0 0 1 0% 100% Semi-skilled and discretionary decision making 2 0 0 0 0 0 0 1 0 0 3 2 0 0 1 67% 33% Unskilled and defined decision making 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL PERMANENT 2 0 0 1 0 0 0 3 0 0 6 2 0 0 4 33% 67% Temper arty Employees 0 0 0 0 0 GRAND TOTAL 2 0 0 1 0 0 0 3 0 0 6 2 0 0 4 33% 67%
Numeric Target Year4 Total Number of Employees (including Employees with Disabilities) 01 January 2020 to December 2020 Male Female Foreign Total Total Total Top management 1 0 0 7 2 0 0 1 0 0 11 3 0 0 8 27% 73% Senior management 3 1 1 7 1 0 1 10 0 0 24 4 1 2 17 29% 71% 5 1 2 13 6 2 2 19 0 0 50 11 3 4 32 36% 64% 6 2 2 8 14 6 7 24 1 2 72 20 8 9 35 51% 49% Semi-skilled and discretionary decision making 22 13 1 3 23 10 1 4 2 0 79 45 23 2 9 89% 11% Unskilled and defined decision making 5 0 0 0 1 0 0 0 0 0 6 6 0 0 0 100% 0% TOTAL PERMANENT 42 17 6 38 47 18 11 58 3 2 242 89 35 17 101 58% 42% Temper arty Employees 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 GRAND TOTAL 42 17 6 38 47 18 11 58 3 2 242 89 35 17 101 58% 42% Total Number of Employees with Disabilities 01 January 2020 to December 2020 Male Female Foreign Total Total Total Top management 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Senior management 0 0 0 0 0 0 0 1 0 0 1 0 0 0 1 0% 100% 0 0 0 1 0 0 0 0 0 0 1 0 0 0 1 0% 100% 0 0 0 0 0 0 0 1 0 0 1 0 0 0 1 0% 100% Semi-skilled and discretionary decision making 2 0 0 0 0 0 0 1 0 0 3 2 0 0 1 67% 33% Unskilled and defined decision making 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL PERMANENT 2 0 0 1 0 0 0 3 0 0 6 2 0 0 4 33% 67% Temper arty Employees 0 0 0 0 0 GRAND TOTAL 2 0 0 1 0 0 0 3 0 0 6 2 0 0 4 33% 67%
Numeric Target Year5 Total Number of Employees (including Employees with Disabilities) 01 January 2021 to 31 December 2021 Male Female Foreign Total Total Total Top management 2 0 0 7 2 0 0 1 0 0 12 4 0 0 8 33% 67% Senior management 3 1 1 7 1 0 1 10 0 0 24 4 1 2 17 29% 71% 6 1 2 12 6 2 2 19 0 0 50 12 3 4 31 38% 62% 6 2 2 8 14 6 7 24 1 2 72 20 8 9 35 51% 49% Semi-skilled and discretionary decision making 22 13 1 3 23 10 1 4 2 0 79 45 23 2 9 89% 11% Unskilled and defined decision making 5 0 0 0 1 0 0 0 0 0 6 6 0 0 0 100% 0% TOTAL PERMANENT 44 17 6 37 47 18 11 58 3 2 243 91 35 17 100 59% 41% Temper arty Employees 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 GRAND TOTAL 44 17 6 37 47 18 11 58 3 2 243 91 35 17 100 59% 41% Total Number of Employees with Disabilities 01 January 2021 to 31 December 2021 Male Female Foreign Total Total Total Top management 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Senior management 0 0 0 0 0 0 0 1 0 0 1 0 0 0 1 0% 100% 0 0 0 1 0 0 0 0 0 0 1 0 0 0 1 0% 100% 0 0 0 0 0 0 0 1 0 0 1 0 0 0 1 0% 100% Semi-skilled and discretionary decision making 2 0 0 0 0 0 0 1 0 0 3 2 0 0 1 67% 33% Unskilled and defined decision making 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL PERMANENT 2 0 0 1 0 0 0 3 0 0 6 2 0 0 4 33% 67% Temper arty Employees 0 0 0 0 0 GRAND TOTAL 2 0 0 1 0 0 0 3 0 0 6 2 0 0 4 33% 67%
Numeric Goal for all employees, including people with dissabilities from January 2017 to December 2021 Numeric Goal for all employees, including people with dissabilities from January 2017 to December 2021 Foreign Male Female Total Total Total Nationals Top management 2 0 0 7 2 0 0 1 0 0 12 4 0 0 8 33% 67% Senior management 3 1 1 7 1 0 1 10 0 0 24 4 1 2 17 29% 71% 6 1 2 12 6 2 2 19 0 0 50 12 3 4 31 38% 62% 6 2 2 8 14 6 7 24 1 2 72 20 8 9 35 51% 49% Semi-skilled and discretionary decision making 22 13 1 3 23 10 1 4 2 0 79 45 23 2 9 89% 11% Unskilled and defined decision making 5 0 0 0 1 0 0 0 0 0 6 6 0 0 0 100% 0% TOTAL PERMANENT 44 17 6 37 47 18 11 58 3 2 243 91 35 17 100 59% 41% Temper arty Employees 0 0 0 0 0 GRAND TOTAL 44 17 6 37 47 18 11 58 3 2 243 91 35 17 100 59% 41%
19. PROCEDURES TO MONITOR AND EVALUATE THE IMPLEMENTATION OF THE PLAN 19.1. Hyprop Investments Ltd s Remuneration and Social and Ethics Committee will monitor the implementation of the plan and all relevant policies, practices, procedures and programs at the Company. The Committee will assess the effectiveness in the light of fairness, transparency and equity, in order to strive for diversity at the Company. 19.2. Monitoring and assessment will be carried out in a transparent and participative manner. The Committees will meet at least once every six month in order to assist the Company to monitor and evaluate this employment equity plan. Special meetings may be arranged should an urgent need arise. 19.3. The achievement of targets will form part of the key performance areas against which management will be measured. 19.4. An annual report will be submitted to the Department of Labour annually. 20. DISPUTE AND COMPLAINTS RESOLUTION 21. Any employee or official of a representative union who is dissatisfied with any matter relating to the Company s obligations regarding employment equity, this plan and policy, the interpretation and implementation of it or any of the reports submitted to the Director General, should direct the complaint for consideration in terms of the Company s grievance procedure. The Human Resources Manager has an obligation to report on the number of matters arising as well as the outcome of the matter. This will be done in the Employment Equity Committee monitoring meetings. 22. CONCLUSION 22.1. This plan represents Hyprop Investments Ltd. s total commitment to ensure equal opportunity and fair treatment in employment to all groups, but also to ensure that Hyprop Investments Ltd addresses any remaining inequalities and unfair discrimination.