1. EMPLOYMENT EQUITY DEPARTMENT OF SCIENCE AND TECHNOLOGY

2. CONTEXT Why should DST implement employment equity? -Not only is there a legal requirement on employment equity, but good human resource management is increasingly being regarded as the differentiating factor between businesses/organizations. -Development of people will contribute to business sustainability and improved service delivery. -Having a workforce that reflects the demo- graphics of the country can improve market share, better understanding of markets, and thus the ability to service all current or prospective clients.

3. TARGET SET BY GOVERNMENT CategoryTarget Black people at management level50% by 1999 Women at management level30% by 1999 Disabled persons2% by 2005 NOTE1 These figures are being reviewed

4. DST STATUS Blacks at management level = 89% Women at management level = 41% Disabled persons 2,6%

5. THIS PRESENTATION WILL TAKE YOU THROUGH THE STEPS THAT ARE ENVISAGED BY THE: -Employment Equity Act and -Code of Good Practice on the Preparation, Implementation and Monitoring of Employment Equity Plans

6. ASSIGNING RESPONSIBILITY TO A SENIOR MANAGER - The General Manager: Human Resource is responsible for employment equity -She reports to the Director-General -She has delegated authority to approve appointments from level 1 to 12. -The Minister approves appointment from level 13 to 14

7. Communication, awareness and training - Workshops were conducted to sensitize employees about employ-ment equity and diversity awareness -Employment equity pamphlets are placed on all notice boards

8. CONSULTATION A Transformation Committee consisting of the following stakeholders has been established -Managers -Representatives from Labour -Representatives HIV/AIDS -Representatives from Disabled persons

9. CONDUCTING AN ANALYSIS -Induction programme under review -Climate survey will be conducted to identify barriers in the workplace -HIV/AIDS Committee meets quarterly to identify discriminating practices -All employees have personaldevelopment plans

10. SETTING OBJECTIVES AND FORMULATING MEASURES Workforce profile as at 31 July 2003 Occupational categories MaleFemaleTotal AfricanColouredIndianWhiteAfricanColouredIndianWhite Management (levels 13–16) 9223812027 Middle Managers/- Professionals (levels 9–12) 220241834457 Administrative (levels 6-8) 700380523 Clerical (levels 3-5) 71001930434 Elementary occupations (levels 1-2) 300025 Total483410557613146

11. Numerical Targets – 30 September 2004 Occupational categories )MaleFemale AfricanColouredIndianWhiteAfricanColouredIndianWhite Management (levels 13–16) 13 (4)22312 (4)2 (1)21 (1) Middle Managers/- Professionals (levels 9–12) 26 (4)3 (3)2428 (10)5 (2)45 (1) Administrative (levels 6-8) 12 (5)3 (3)1 (1)314 (6)1 (1)2 (2) Clerical (levels 3-5)12 (5)2 (1)1 (1) 25 (6)4 (1)1 (1)4 Elementary occupations (levels 1-2) 300021 (1)

12. MEASURES TO ADDRESS EMPLOYMENT EQUITY CHALLENGES -Training and development -Internship programme -Flexible human resource management practices -Succession planning