ESKOM SUPPLY CHAIN INITIATIVE

Eskom Supply Chain Initiative

Pilot Project

Presented by Thando Khaile

24-25 0ctober 2006

Project Objectives

• To set benchmark criteria for the bigger programme rollout.• Forty identified companies with fully implemented workplace

that are sustainable on an indefinite basis. • To identify impediments and barriers to implementing the

programme.• To further develop best practice which informs the outcome of

the project

Pilot Project Deliverables

• Accurate baseline information of the participating suppliers.

• SABCOHA Toolkit as methodology.• Capacity Building to Supplier companies. • Recommendations to Eskom for the project rollout

nationally• Ensure that project objectives were met• All stakeholders to play a meaningful role in the project

Project Timelines

Pilot Project Rollout• Start Date

– February 2006• End Date

– May 2006National Rollout

– Project rollout for the 03 years 2006-2008

Project Target Group

• Supplier companies of Eskom (Generations Suppliers) • Voluntary participation• SMEs

• Main geographic delivery areas– Gauteng provinces– Mpumalanga provinces

Project Activities

• Initial Assessment of supplier companies (risk, readiness, suitable intervention)

• Introduction of the Project to company/role clarification/Toolkit

• Capacity building to companies

Project Partnerships

•Eskom and SABCOHA

•Aganang and The Careways Group

•World Economic Forum - GHI

Project Successes

• 90% level of participation• 63% companies’ Directors met with SABCOHA project team• High level of commitment by management in most companies• 83% of companies received management training.• 95% of companies’ champions trained.• By the end of the project: 92% of companies who participated

had HIV /AIDS policy in place or in draft form.

• The pilot involved approximately 2 867 people.

Reasons for Success

• Commitment by supplier’s management • Eskom/supplier relations• Initial assessment phase critical for accurate data.• Buyers from commercial procurement in Eskom played an important

role in the project process including communication with suppliers• Clustered training promotes networking and sharing• Flexibility of the programme• Professionalism and experience of the team• Add on value by stakeholders especially service providers• Integration to existing company processes

Sustainability

• Need to explore different cost-sharing options especially for capacity building

• Sustainability on an indefinite basis is very difficult and not easy to measure at this point.

Monitoring & Evaluation• Project meetings schedule twice a month with clear defined

purpose• Feedback evaluation from the trainings• Baseline data from the Initial Assessment Phase of the suppliers• Supplier M & E mechanism for the programme in place based on

the Toolkit Traffic Light; Indicators are based on its elements.• Concern: this can be built on for the bigger companies, those

with existing programmes esp. beyond the workplace environment. There is room for improvement.

• No evaluation done – planned for December or early 2007.

Project Challenges• SABCOHA Toolkit appropriateness• Initial communication with suppliers / communication with

relevant people • Time / suppliers’ unforeseen business emergencies• Some smaller companies did not have adequate systems in

place to deal with day-today human resource matters. Introducing an HIV/AIDS workplace programme proved challenging, because they had neither the skills nor the systems in place for this type of intervention.

• Lack of management commitment• Provision of on-going support• VCT

Reasons for Challenges or Difficulties

• Communication of the project to the relevant people within the supplier companies to avoid unnecessary time delays.

• Appropriateness of the Toolkit – needs to be more explanatory and include some graphic material and dildo for condom demonstration

• A majority of companies were very small businesses which presented its own challenges

Lessons Learnt

• Appropriate communication of project• Explore cost sharing during rollout.• Recognition of participating suppliers• M & E systems – standardised reporting • Plan for follow up after capacity building• Promote relationships to suppliers (with stakeholders and

amongst themselves)

Scaling up & Sustainability

• Is the project scalable – yes but it needs funding.• Scaling up strategy is in the process of finalisation.

Any other significant observations

• 87% of the participants had never had any form of HIV/AIDS workplace intervention.

• The progress made by some companies have outweighed our expectations within this short period.

• TEAM EFFORT

THANK YOU