Sustainability report 75 Sustainability report 2009 highlights 2009 lowlights employees: 13 R1,86 billion fatalities public: 179 sustainable savings Page 99 through strategic sourcing Page 83 Hydrocarbon The Transnet Foundation invested seepage at Dom Pedro R72,9 million in education, Quay in Port Elizabeth health, sports, containerised assistance, arts Page 105 and culture, discretionary sponsorships and donations key challenges for 2010 Page 101 Transnet culture Reducing the number of charter launched safety incidents and Page 87 cost of losses by in the medium term 33% The establishment of Transnet Page 99 Environmental Forum Improving Page 102 environmental R420 million compliance Page 102 invested in skills development Page 89 Conducting a study that will result in an integrated strategy 2009 awards climate change Page 104 Phelophepa United Nations Public Service Award for “Improving Service Delivery” Page 100 Rural and Farm Schools programme Recognition in the Mail & Guardian “Investing programme in the Future” Reference guide Page 100 A R Throughout Annual Report E S Executive Statements pages 24 – 62 C G Corporate Governance pages 64 – 74 S R Sustainability Report pages 76 – 105 O R Operational Report pages 108 – 174 76 Transnet Limited Annual Report 2009 Integrated sustainability Although Transnet did not seek external assurance for the reliability management at Transnet of the sustainability information, a rigorous internal assurance process is in place, as well as involvement of Transnet’s internal With operations positioned throughout the country, Transnet auditors in the benchmarking of the Company’s Annual Report. understands the importance of integrating long-term economic goals with a solid platform for social and environmental The Corporate Governance and Nominations Committee of the sustainability. Sustainability principles are particularly pertinent Transnet Board of Directors has strategic oversight of the for the Company as it steers the business through the global sustainability performance of the Company. economic downturn. As economic challenges continue to impact Transnet’s business, employees, customers and operational The Transnet value measurement framework communities, the Company continues to find ways to optimise resources and enhance service value whilst simultaneously Transnet is accountable to its stakeholders for sustainable decision- reducing the impact of its operations on the environment. It further making processes, which integrate principles of economic prosperity, considers the long-term impact of social and economic imbalances social equity and environmental sustainability. To deliver on this in growing its future employee talent base. This includes fostering commitment, the Transnet Value Measurement Framework (TVMF) collaborative partnerships with the Government as well as business below aims to strengthen the accountability chain, encourage and academic institutions to create a labour environment conducive stakeholder trust and measure Transnet-specific sustainability to positive job creation and continued learning. Strong emphasis performance across the Company. continues to be placed on cultivating a workplace that promotes fair, ethical and safe business practices, whilst encouraging the Stakeholder engagement mechanisms are integrated into highest standards in operational and financial achievement. Transnet’s decision-making process. A core focus of each functional area is to engage stakeholders in ongoing communication, Transnet’s sustainability platform, developed and refined over consultation, dialogue and partnerships in order to pursue mutually several years, offers a foundation from which to integrate the beneficial solutions and determine material concerns. The TVMF management of business and sustainability performance. As a distills these material concerns into a central framework for “community of practice” hub, this platform helps to balance sound measuring and reporting performance on key material issues. profits with environmental and social accountability at all levels of the Company. The TVMF is consistent with the integrated reporting requirements of the draft King III Report and recognises the GRI Guidelines as a With a company-wide focus on sustainability performance, global benchmark. It also takes into account the unique South leadership from all functional areas work to ensure that business African business landscape. functions are focused on increased accountability, stakeholder engagement, world-class performance, transparent reporting and environmental custodianship. COUNTABILITY D AC AN UN D G SO OV G ER IN N R A U N S C S E A Developing Achieving returns world-class greater than cost infrastructure of capital ally pro ion cla at im rn e te d n h i u o m t a g n n i r r i Engaging our g e h h t d stakeholders for s A mutual benefit Creating a Managing our workplace environment where our responsibly people can excel A S S E U C Caring for the R N I A communities in which N N G R we operate S E O V U O N G D D A N C A C Y O T I U L N I T B A 77 78 Sustainability report KEY GLOBAL SUSTAINABILITY CHALLENGES Transnet LimitedAnnual Report Transnet > Socialcohesion, > accessand Water > Globalisationand > Biodiversity > Energysupply > Climatechange housing job creationand quality governance Transnet four-point Growth Strategy Richards BayCor > Reengineering – integration, productivity and efficiency > Capital optimisation and financial management > Safety, risk and effective governance CapeCor > Human capital optimisation 2009 NatCor Sishen-Saldanha Cor (continued) Assuring sound accountability and governance Transnet Value Management Value Transnet Framework principles Framework Adhering to internationally proclaimed human rights Engaging our stakeholders for mutual benefit Caring for the Creating a Achieving returns Managing our Developing world- communities in which workplace where greater than the cost environment responsibly class infrastructure we operate our people can excel of capital Growing value for stakeholders in an integrated way “delivering on our commitment to you” agencies Suppliers The public, Customers enterprises communities labour unions Employees and Employees Regulators and Shareholder and Society and local other state-owned other state-owned other Governmental other Governmental financiers and media Secure Provide cost- Establish Build Sustain Ensure employment Lower the effective ethical financial return on compliance through cost of doing and reliable procurement stability and investment with IFRS financial business service systems brand value performance Mitigate Enable the Earn returns Monitor adverse Deliver workforce commensu- Address efficiency of social, envi- infrastruc- Embed through rate with community infrastruc- ronmental ture capacity supplier data infrastruc- infrastruc- impact ture and ahead of integrity ture ture concerns investment economic demand programmes investments impact Encourage a Value sound Comply with Enable Maximise healthy working labour customer Become an equitable relationship relationship Protect job standards centric employer of human between with security and service choice resources staff and organised legislation delivery potential suppliers labour financial, physical, human, natural, social and cultural financial, physical, human, natural, Enhance corporate Contribute to Foster Empower Earn a Drive joint Advance social social relationships employees as reputation socio- competitive investment cohesion through productive as a good economic supplier in education, through cultural roleplayers corporate objectives development health, compliance awareness in society citizen sports, arts and culture Inculcate a Promote culture of Respond to Increase Build trust environmen- resource Engage Prioritise environmen- focus on through tal conservation communities material tal issues GROWTH: CAPITAL SUSTAINABLE environmen- environmen- stewardship and in mutually environmen- in a tal tal best throughout responsible beneficial tal concerns transparent compliance practice the value enviornmen- solutions way chain tal manage- ment 79 Sustainability report (continued) Assuring sound accountability and governance TVMF Raising the bar on security management During the year, the Transnet Security Management (TSM) strategy was developed through Assuring sound accountability a robust, interactive and integrated process incorporating input from key internal and and governance external stakeholders, such as the South African Police Service (SAPS) and the National Intelligence Agency. Corporate governance and ES CG ethical conduct ....................................... As a minimum, the overall strategy development took into consideration applicable Executive management and legislative requirements and international codes, including the International Ship and Port corporate strategy ................................ CG E S Facilities Security Code (ISPS Code) of 2004 and the National Ports Act No. 12 of 2005, Enterprise-wide risk both of which are applicable to the port environment; and the National Key Points Act No. management ................................... E S S R CG 102 of 1980, which is applicable to the pipelines environment. Other key drivers in the security environment are the Transnet Enterprise-wide Risk Management (ERM) framework Integrated reporting ................... ES A R S R and the Transnet Freight Corridor strategy. The TSM strategy aims to protect Transnet’s customers and employees, as well as