Transcript SAPIA

SAPIA
Transformation Journey in the petroleum industry
July 2014
Transformation
The liquid fuels empowerment framework
2
SAPIA: The first 20 years
The liquid fuels empowerment framework
 Liquid Fuels Charter
•
2000
•
Energy White Paper of 1998 resulted in a ministerial task team was set up
to address transformation
Engaged to identify issues and propose solutions
•
First industry charter : liquid fuels charter signed by stakeholders:
• SAPIA and its members
• the then Department of Minerals and Energy
• Central Energy Fund
• Members of African Mineral and Energy Forum(AMEF)
2003
•
•
Charter incorporated into the Petroleum Products Act
Broad-Based Empowerment Act promulgated
2007
•
Codes of Good Practice become effective
2 November
2000
Lack of scorecard has proved a
disadvantage to the industry
SAPIA: The first 20 years
The liquid fuels empowerment framework
Ownership
Socio
economic
development
Management
control
7 pillars of
Transformation
Enterprise
development
Employment
equity
Preferential
procurement
Skills
development
SAPIA: The first 20 years
Empowerment Time Line
1997
1998
Afric Oil
& Exel
Formed
1999
2000
2001
Charter
Signed
Tepco
Formed
WWAIH acquire
20% share in Engen,
Engen acquires
Afric Oil assets
WWAIH – Worldwide African
Investment Holdings
MIC – Mineworkers
Investment Corporation
WDBIH – Womens
Development Bank
Investment Holdings
MIC &
WDBIH
acquire
25% share
in all BP
assets
2002
2003
Tosaco
acquire 25%
share in Total
SA TCS to
market
commercial
fuels, 75%
Tosaco, 25%
Total SA
2004
Thebe acquire 25%
share in Shell SA
Marketing, Shell
acquires Tepco assets
2006
BP(45%) &
Masana
(55%) JV to
market
commercial
fuels
Sasol Oil buys
BEE
shareholding in
Exel (77,5%)
ALIH, SANTACO,
employees acquire
25% share in all
Chevron assets
2005
Tshwarisano
acquires
25% share in
Sasol Oil
2007
2008
2009+
Implement
ation &
evaluation
Sasol Limited
transfers 10%
equity to BEE
groups
Thebe
acquire 25%
share in Shell
SA refining
(who have
50% stake in
Sapref)
ALIH – African Legend
Investment Holdings
SANTACO – South African
National Taxi council
Transformation
General progress driven through SAPIA
6
The transformation journey
Transformation timeline
•
•
2005
•
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2006
•
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Successful completion of SAPIA’s scarce and critical skills research
Launch of the association’s first human resource development journal, The
Petroleum Professional
SAPIA and Women in Oil and Energy (WOESA) sign a MoU
• SAPIA members individually supported WOESA financially
• Cooperated to facilitate the sustainable empowerment of women in the oil,
gas and other energy sectors
Leadership in Oil and Energy (LOE) programme launched in January
Joint initiative of SAPIA, the Chemical Industries Education and Training
Authority (Chieta), and the University of the Witwatersrand (Wits),
Run from 2006 – 2011with 348 industry employees graduating
Giving the programme a 93.3% pass rate.
The 2011 Johannesburg LOE programme graduation class
The transformation journey
Transformation timeline
•
2008
•
•
SAPIA works with Department of Education to direct curriculum content for
technical students to qualify as process plant operators at National Vocational
Certificate Levels 2, 3 and 4.
•
Develop partnership with the National Petroleum Employers Association (NPEA)
on skills development and representation in CHIETA.
Participate in the LFC and energy industry transformation public hearings in
Parliament.
Participate in development of the National Skills Development Strategy.
Participate in development of the CHIETA Sector Skills Plan
2009
2010
The launch of The South Africa Supplier Development Agency (Sasda).
• Mandated to accelerate empowerment through increased access to
industry procurement opportunities
Implemented a five-year Human Resource Development Strategy for the
industry.
•
•
•
The transformation journey
Transformation timeline
•
•
2011
Conducted the LOE impact assessment.
• Key finding - the LOE Certificate Programme would be revised with greater
emphasis on an oil and gas curriculum
SAPIA’s Board of Governors approved focus areas on women transformation
and gender equity
• SAPIA Gender Forum
• Rotational women’s mentorship programme
• Inclusion of women/gender representation across all SAPIA committees to
achieve a 30% female representation target over the next three years.
• Design and implement a Women in Leadership Programme (NQF Level 68) from 2012 to 2017.
• Establish gender trends analysis
The LOE programme impact assessment workshop team
SAPIA women transformation workshop participants
The transformation journey
Transformation timeline
•
2012
•
•
Women in Leadership Programme launched in August
• arising from the LOE impact assessment and women transformation
workshop.
• Focus on petroleum industry women in management positions, required to
interface with middle and senior management in organisations
Department of Energy completed the compliance audit of the LFC.
The SAPIA constitution was amended to make provision for admission of
members that are licensed wholesalers or manufacturers
• 5 New members accepted
• The elected representatives of these new members attended their first
Board of Governors meeting in November 2012
Participants in SAPIA’s 2012 Women in Leadership Programme
The transformation journey
General progress
 Oil, Gas and Chemical Manufacturing Companies Artisan Skills Training
Project
 Artisans and process operators represent scarce occupations in the petroleum
sector.
 Since 2007, the Oil, Gas and Chemical Manufacturing Companies Artisan Skills
Training Project aimed to train artisans and process operators needed by the
industry through learnerships.
 By 2010, 1 215 artisans and process operators qualified
 Another 106 were completing training for qualification in mid 2011.
 To date, the industry’s contribution to increasing the availability of skilled and
qualified artisans and process operators, resulted in a R263-million investment.
 In addition to the classroom training, the artisans received mentorship, workplace
experience training and resources to manage all levels of implementation.
 CHIETA also invested an additional R60-million into training artisans and process
operators in the petroleum industry.
July 2014
The transformation journey
Focus Areas 2013/14
New Liquid
Fuels
Empowerment
Framework
•
•
Finalised position on alignment of LFC and B-BBEE Codes of Good
Practice and submitted a proposal to DOE
A key challenge is the repositioning of Enterprise and Supplier
Development beneficiaries to only include black owned and black
women owned qualifying small enterprises and exempted enterprises
Advanced
• Launched in 2013, accredited by the Rhodes Business School.
Certificate in
• About 45 delegates participated in the programme in 2013
Management • Aimed at middle managers making a transition to senior managers,
requiring specialist knowledge in the oil and gas industry
for Oil and Gas
Skills
development
framework
•
Project resources in place to develop a plan to address skills
requirements of the industry from artisans to post-graduates and
research
The transformation journey
Focus Areas 2013/14
Improve
reputation and
stakeholder
management
Opening-up
membership
•
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Continuing with the championship model which allows structured
engagement with both the Energy Director General and Minister of
Energy
Retail transformation will be a key focus area for the year ahead.
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11 new members joined SAPIA in 2013.
3 new members joined SAPIA in 2014.
There are currently 26 members
Transformation
The Way Forward
14
The transformation journey
The way forward
 The road ahead:
 Alignment of the B-BBEE and the Liquid
Fuels Charter.
 Development of skills development
framework.
 Access and licences to logistical
infrastructure.
 Retail transformation
July 2014
The transformation journey
General progress
 Compliance to the Broad-Based Black Economic Empowerment
Amendment Act, 2013
 SAPIA’s assessment of the industry’s achievements to date show that industry is
making significant strides in respect of the pillars of the 2007 B-BBEE Codes of
Good Practice.
 However, there are some challenges in the transformation journey which ultimately
aims to achieve B-BBEE.
 These include procurement of crude oil, the need to increase credible B-BBEE
suppliers, availability of accredited petroleum industry learning programmes and
increasing the representation of people with disabilities.
July 2014
The transformation journey
SAPIA overview
 Looking forward, SAPIA is focusing on three strategic areas which will
enable it to achieve its vision:
 Planning for tomorrow
 focusing on industry transformation, working towards a fair regulatory framework
for all citizens, facilitating security of supply and promoting environmental
leadership within the industry.
 Enhancing strategic partnerships
 educate stakeholders about the industry’s aims and activities and improving
communication, thus ensuring there is transparency within the industry and that
SAPIA is open and honest in all its dealings.
 Providing service excellence
 increasing efficiency and effectiveness, measuring and managing performance to
make effective service delivery improvements, proactively identifying opportunities
and improving decision-making processes.
July 2014
THANK YOU
- References, date, place