Kansai Plascon Africa Limited - 2013 Sustainability

Kansai Plascon Africa
Limited - 2013
Sustainability Report
D Moleli
6/2/2014
1|Page
Contents
Introduction from Kansai Plascon CEO ................................................................................................... 3
1.
About this report............................................................................................................................. 4
1.1. Overview ...................................................................................................................................... 4
1.2. Sustainability Report at a Glance ................................................................................................. 4
1.3. Strategy and Analysis ................................................................................................................... 5
2. Organisational Profile......................................................................................................................... 5
2.1. Name of Organisation .................................................................................................................. 5
2.2. Product Segments ........................................................................................................................ 5
2.3 Operational Structure ................................................................................................................... 6
2.4. Location of Corporate Office........................................................................................................ 6
2.5. Countries where organization operates ...................................................................................... 6
2.6. Nature of ownership and legal form ............................................................................................ 6
2.7. Markets served ............................................................................................................................ 7
2.8. Scale of the Organization reported on......................................................................................... 7
2.9. Significant changes during the period ......................................................................................... 7
2.10. Awards Received ........................................................................................................................ 7
3. Report Parameters, Boundaries and Content ..................................................................................... 7
4 Governance, Commitments and Engagement ..................................................................................... 9
5. Risk Management ............................................................................................................................. 10
6. Materiality ......................................................................................................................................... 11
7. Economic Performance ..................................................................................................................... 11
8. Human Capital................................................................................................................................... 13
9.
Corporate Social Investment......................................................................................................... 19
10.
Occupational Health and Safety ............................................................................................... 21
11.
Environmental Sustainability .................................................................................................... 23
2|Page
Introduction from Kansai Plascon CEO
As a company with a global reputation for high standards of performance, and now actively involved
in Africa, we at Kansai Plascon accept the responsibility that we have an impact on the societies and
environments in which we conduct our business.
We also acknowledge that healthy societies, communities, labour forces and environments provide
the necessary foundation for healthy business. As such, we are interdependent on the societies and
environments in which we operate.
To this end, we integrate sustainability into the very core of our business strategy. At an operational
level we are guided by a group-wide Ecoforum Committee and a Risk Management Committee that
both report directly to the Executive Committee and the Board’s Social and Ethics, Remuneration
and Nomination, and Audit, Risk and Compliance Committees. These committees provide the
required oversight on all non-financial aspects of our business.
We continue to enforce strict measurements on all key environmental, social and governance issues,
more so than on our environmental impact where we have adopted targets to reduce our carbon
emissions, electricity and water consumption and waste generated from 2010 to 2014. Except for
electricity we are well on our way to achieving these targets and aim to make significant strides in
our electricity consumption in the hope of achieving this target too.
Our total labour force has increased as our production output continues to increase, however our
staff turnover has decreased. This is a pleasing signal in alignment with our employment value
proposition of attracting, developing and retaining top quality staff while driving meaningful
transformation and demographic diversity.
While we will always focus on our direct areas of operation, we will not lose sight of other
stakeholders that are influenced by our actions. We realise that we have direct relationships with
our supply chain and engage them in areas where we believe they have a role to play in addressing
their own social and environmental impacts. Similarly, we continue to develop products for our
customers that minimise their impact. Chief among these is producing coatings that are low in
volatile organic compounds (VOC), lead and other metals and are increasingly water-based in their
content.
Finally, but by no means last, we are very proud of our corporate social investment record, where
we continue to contribute to relevant causes within the local context. This has focused our CSI Policy
on education, where direct infrastructural support has been provided to six underprivileged schools
located close to our manufacturing sites.
As Kansai Plascon grows its operations, so too do we hope to extend our positive influence
throughout South Africa and Africa. It is our policy and belief to do this in a sustainable and mutually
beneficial manner with all our stakeholders.
Nauman Malik
CEO, Kansai Plascon Africa Limited
3|Page
1. About this report
This report presents a balanced analysis of our sustainability performance and focuses on Kansai
Plascon Africa Limited’s commitment to sustainable management of our financial, safety,
environmental and social impacts.
1.1. Overview
From our inception as a separate group, the Kansai Plascon Africa Limited group (‘KPAL’ /’the
Company’) has been founded on a commitment to being a good corporate citizen of the world, by
operating in a way that will sustain our profitability, provide sustainable returns for our
shareholders, ongoing work for our employees who meet their performance targets, sustainable,
successful business arrangements for our suppliers and customers alike and committed
environmental stewardship and continual corporate social investment in the communities within
which we operate.
KPAL consists of companies in two broad segments of the Paint and Allied Products Coatings
Solutions Market namely the Decorative Coatings and the Performance Coatings Business Units.
Decorative Coatings supplies and manufactures products and coatings solutions to consumers,
architects and interior designers through retailers, merchants and commercial contractors.
Performance Coatings encompasses businesses in the performance coatings areas selling and
manufacturing automotive, industrial and protective coatings and colourants products.
Sustainability, being part of our operating ethos, is at the heart of our business. It drives our
decisions, both current and future, by ensuring that any strategic action meets the goal of enhancing
value for shareholders, employees, customers, suppliers and the environment through new and
innovative ways of thinking. Sustainability implies doing things now which will not impede the
business, but will rather add to the overall value of the triple bottom line (economic, social and
environmental pillars) in the years ahead. The
Company subscribes wholeheartedly to this
definition and strives to meet it in its vision and values.
1.2. Sustainability Report at a Glance
Where possible we have followed internationally recognized standards on sustainability reporting,
such as the Global Reporting Initiative (GRI) and UN Compact guidelines. This report is for all
stakeholders of Kansai Plascon Africa Limited – employees, shareholders, customers, partners,
suppliers, non-governmental organisations, Government and the public.
This year we continued our sustainability journey, achieving the following:
1. Maintaining our reporting boundaries to ensure:
 the robustness and comparability of information reported
 the capability to perform third party assurance testing in the future.
4|Page
2. Continued monitoring of:

Environmental metrics critical to our business operation, inclusive of carbon footprints per
operation, covering Scopes 1 & 2 greenhouse gas emissions.
3. Continual measurement against our environmental reduction targets over the period 2009 -2014:
 Electricity Usage (kWh)-13.5% per unit of production
 Water Usage (kl) – 8.7% per unit of production
 Waste to landfill – 12.5% per unit of production
 Carbon reduction target of 13, 5% tCo2e/unit of production, 2010-2014.
4. Added to and amended the GRI Indicators reported, to allow us to meet an Application Level B if
required.
5. Considered ways of extending our measurements to include all our sites in southern Africa.
1.3. Strategy and Analysis
KPAL is pleased to present to all stakeholders our sixth sustainability report. This report highlights
our broader social, economic and environmental impacts and contributions for the 2013 financial
year. While this report builds on previous sustainability reports, specifically the 2010 report where
we published our 2009 base lines and better defined the boundaries of our reporting, it also reflects
the changed emphasis in our business, with the takeover of Kansai Plascon by Kansai Paint Co., Ltd
(‘Kansai Paint’), a world leader in coatings.
Although there is a changed business focus from being Kansai Paint’s regional hub for developing
their coatings business, initially in South Africa to sub-Saharan Africa, we have not had to make any
changes to the sustainability report boundary, which has made year-on-year comparatives relevant.
2. Organisational Profile
2.1. Name of Organisation
Kansai Plascon Africa Limited and its subsidiaries and associates
2.2. Product Segments
Decorative
Industrial
Automotive
5|Page
2.3 Operational Structure
2.4. Location of Corporate Office
Kansai Plascon Africa Limited
Balvenie Building
Kildrummy Office Park
Umhlanga Avenue
Paulshof
2056
2.5. Countries where organization operates
The Organization currently manufactures in 5 countries, namely South Africa, Botswana, Namibia,
Zambia, and Malawi. It also sells its products into a further 17 countries mainly in sub-Saharan
Africa.
2.6. Nature of ownership and legal form
Kansai Plascon Africa Limited is a public company incorporated in the Republic of South Africa. The
major shareholder of KPAL is Kansai Paint Co., Ltd a Japanese listed public company. It has 4
associates where it has >20% but <50% shareholding. We have board representation on each of
these.
6|Page
2.7. Markets served
The various companies within the Group serve the following markets in the countries in which we
sell our products:
Consumers
Industrial
Automotive
Asset Owners
Government
2.8. Scale of the Organization reported on
Total number of Permanent Employees = 2367
2.9. Significant changes during the period
During the 12 month period the group completed the rebranding project to Kansai Plascon across all
sites in Africa. Other initiatives included the launch of the ’Company values’ and the ‘brand
positioning and toolkit’ to all employees through dedicated Brand Ambassadors.
In April 2013 the Company concluded a broad-based black economic empowerment ownership
transaction (“B-BBEE Transaction”).
2.10. Awards Received
Gold Pack Awards – Silver Medal –Household: Category: Quad Seal Bag for 2kg Paramount Powder
Paint.
3. Report Parameters, Boundaries and Content
3.1 Report Profile
This Report covers the period 1 January 2013 – 31st December 2013 which is in line with our new
financial year.
3.2 Previous Report
The previous Report was completed for the 15 months ended 31st December 2012.
3.3 Reporting Cycle
The Sustainability Report is completed on an annual cycle, although information is gathered monthly
and performance reviewed on a bi-monthly basis.
3.4 Contact Point
7|Page
Dorcas Moleli
[email protected]
+27 11 951-4821
Alex Hetherington
[email protected]
+27 21 671 9883
3.5 Report Scope and Boundary
The process for defining the report content was conducted by the members of the Ecoforum and
included the following assessments:
Because of the varying sizes of our divisions within the business units and the low level of staffing in
our smaller organizations, we limited the Report boundaries to those KPAL entities based in South
Africa, whose turnover exceeds 5% of the Group’s turnover. A proviso has been included that the
aggregate turnover exclusion is limited to 15%. Should this threshold be reached, then the individual
division limit will be reduced and the organizations included in the report reviewed.
Units included:
Decorative coatings business unit
Performance coatings business unit
Kansai Colourants
Marouns (refinish)
The choice of the topics included in the Report and measured by the GRI indicators have been based
on prioritizing the following:
Environmental performance;
Economic returns to our stakeholders;
Employment sustainability, safety and representation/collective bargaining; and
Good citizenship and societal norms.
Because of the varying sizes of the divisions within the Group (which creates a lack of staff in the
smaller operations to generate robust reporting) we:
Limit the Report to South African domiciled organizations. The organizations outside of South Africa
are small in terms of turnover and number of employees. This resulted in the following companies
being excluded from the Report:-
8|Page
Turnover
000’s
12 months
2013
Freeworld (Shanghai) Coatings Trading Co., Ltd
(liquidated on 12/05/2013Kansai Plascon Botswana (Pty) Ltd
Kansai Plascon Namibia (Pty) Ltd
Kansai Plascon Zambia Limited
Kansai Plascon (Malawi) Limited
Kansai Plascon Swaziland (Pty) Ltd
Astra Industries Limited (acquired in 2013)
Employees
______________
2013
109,821
151,835
28,795
22,793
125,846
88,881
82
86
81
28
13
321
3.6 Stakeholder Identification
The process of identifying the “users” of our report has not been extended beyond our shareholders,
employees, suppliers and customers. This will be reviewed during 2014 to ascertain the practicalities
of conducting a wider and more comprehensive stakeholder engagement process.
We however manage the environmental, social and economic issues in all the above “excluded”
organizations through other governance mechanisms, namely:
 Quarterly risk meetings;
 Bi-monthly Ecoforum meetings; and
 Board meetings.
There are no associate companies, excluded subsidiaries, leased facilities, outsourced or other
operations that can significantly affect comparability from period to period.
3.7. Significant changes in the boundary of the Report
There are no changes in boundary from the 2012 Sustainability Report.
4 Governance, Commitments and Engagement
4.1 Governance Structure
 Unitary Board.
 Audit, Risk and Compliance Committee, consisting of 3 non-executive directors, (one of
whom is independent) recommended by the Board and appointed by shareholders.
 Remuneration and Nomination Committee, consisting of 3 non-executive directors
appointed by the Board.
 Social and Ethics Committee, consisting of 2 non-executive directors, (one of whom is
independent) and 3 prescribed officers appointed by the Board.
 Executive Management Committee responsible for setting strategy and organizational
oversight.
9|Page


Risk Management Committee, consisting of executives and/or senior management and
appointed by the Executive Management Committee, under the auspices of the Audit, Risk
and Compliance Committee.
Ecoforum Committee, consisting of executives and senior management and appointed by
the Executive Management Committee.
4.2 Chairman of the Board
The Chairman of the Board is a non-executive director.
4.3 Composition of Board
The Unitary Board is made up of two executive directors, the CEO and CFO, plus five non-executive
directors and one non-executive independent director.
4.4 Communications to the Board
The Group allows communication from shareholders on issues, including any sustainability concerns,
to be brought to the Board through attendance at the Annual General Meeting and any other
arranged shareholder meetings.
The Group also supports informing and consulting employees about working relationships and
conditions, through formal representation bodies. (Refer Indicator LA4 for levels of representation.)
There is an Ethics Line, managed by an independent service provider, which is reviewed by senior
management and all incidents are reported to the Audit Risk and Compliance Committee as well as
the Social and Ethics Committee whenever these committees meet, at present this is three times per
year.
4.5 Stakeholder Engagement
The Group has not yet formalized its list of stakeholders with which it would need to engage. Regular
informal shareholder engagement takes place with the major shareholders.
5. Risk Management
The Group philosophy on Risk Management is based on the premise that no operation can be
successful in business without having elements of risk. We however accept that we need to have
robust systems in place to identify and measure these risks, and where possible lay them off via
insurance.
To this end KPAL conducts an annual High Level Risk Assessment (‘HLRA’) at each business unit and
support function to consider the probability, severity and control environment of reputational,
credit, IT, strategic, product, political, regulatory, commercial, security, human resources,
operational and technical risks, as well as crisis and change management control. This is then
accepted by the respective business units, managed and updated at each subsequent board meeting
to indicate the control of the identified risks.
A consolidated HLRA for the Group is established, based on the individual business unit assessments
as well as additional central risks and then tabled at the Audit, Compliance and Risk Committees for
approval. This HLRA is built into our Strategic plans and any additional or alternative risks emanating
10 | P a g e
from the strategic plans and budgets are then integrated into the HLRAs of the Group and the
business units/support functions.
The Risk Management Committee serves to manage the HLRA process as well as the operational,
credit, product, asset, HR and liability risks of the company, together with our insurance brokers and
risk audit staff.
6. Materiality
In embarking on our Sustainability journey, we applied the following rationale in establishing
materiality levels:
Boundaries: the Report needed to cover between 80-85% of the Group. We used turnover as the
proxy, but always ensuring that we did not exclude too many employees from the reported figures.
Any division contributing more than 5% of revenue is included, with the proviso that collectively all
included divisions account for more than 85% (eighty five per cent) of revenue.
Performance Measures: Identified those measures applicable within our business that would give us
the best opportunity of establishing baseline information and then setting targets for the greatest
savings, economically, environmentally and socially. Hence our focus on the following Global
Reporting Initiative (GRI) G3.1. Indicators:
7. Economic Performance
7.1 Corporatisation
The corporatisation exercise undertaken in 2011 continued during the current year. The objective of
the corporatisation was to simplify the KPAL Group structure by divisionalising operations into one
subsidiary as opposed to numerous legal entities. Only one phase is still outstanding, namely the
unbundling of Kansai Plascon Mauritius (Pty) Ltd and its subsequent liquidation. Once complete, the
Group will realise its target of a flattened group structure.
7.2 Status of Company
The status of the Company as a public company remains unchanged.
7.3 At a Glance
Nationally the 2013 financial year has been difficult, with subdued economic growth in South Africa,
exacerbated by continued household indebtedness and aggressive competitor behaviour in some of
our channels, all negatively impacting on trading levels.
Turnover for the units included in the Report scope for the period to 31 December 2013 at R2 951
million was 7.3% higher than the comparable 12 month period ended 31 December 2012. This was a
pleasing result in a stagnant economic climate in South Africa, which only reported a modest growth
of 1.9% in GDP over this period.
Operating profit is at R234.8 million (R86.4 million plus R148.4 million unusual items). This is an
improvement on the 31 December 2012 comparative 12-month results of R220 million (R206.1
million plus R13.9 million unusual items) in a very benign economic growth environment.
11 | P a g e
There was a marginal increase in the percentage of local purchases from 88.1% to 88.3% for the 12
months ended 31 December 2013 compared with the previous 12 months.
7.4 Our Approach
Past experience in managing economic performance measurement has shown that we need to have
a proactive focus on addressing the needs and interests of our customers by offering them quality,
innovative, fit for purpose and cost effective products. This in turn drives increased trading activity
which generates wealth creation for our employees, suppliers, shareholders and the various
government departments (national, provincial and municipal). Our increased profitability also allows
us to make a meaningful economic contribution to the communities near our factories, depots and
distribution outlets in South Africa.
7.5 Reported Group
We again adopted a stance of minimising our retention of profit in the business so as to try and
minimise the disruption to our various stakeholders, i.e.:



Employees retained their jobs, received salary and wage increases above inflation for their
continued efforts while suppliers and customers all remained in the supply chain.
A broad-based black economic empowerment (B-BBEE) deal was implemented (see below).
Corporate, local and transactional taxes were paid and communities received social investment
as noted in the economic performance table.
Kansai Paints Japan (75% majority shareholder in the business) once again did not require a dividend
and hence no dividends have been declared this year.
Economic Indicators
Net Sales
Operating costs
Employee compensation
Donations
Retained earnings
Taxes - Income tax
- Assessment rates
- Customs Duty
- VAT
- PAYE
Dividends
2008
2 480 938
678 929
424 228
1 422
139 059
54 958
3 369
*
64 038
72 103
85 026
2009
2 498 572
685 245
418 313
1 734
89 176
37 781
1 603
2010
2 579 089
781 553
474 536
923
118 220
41 314
1 830
74 536
77 215
39 719
73 667
66 387
22 775
TOTAL
TOTAL
TOTAL
TOTAL
2011 Dec 2011 - 3 Months Dec 2012 - 12 Months Dec 2012 - 15 Months
Dec-13
2 597 967
691 229
2 749 764
3 440 992
2 951 247
894 376
221 221
928 570
1 149 791
1 037 508
507 091
114 329
443 156
557 485
551 861
1 900
339
2 159
2 498
1 579
47 309
28 219
87 399
115 619
79 528
15 871
12 012
30 559
42 572
57 445
2 505
615
3 216
3 830
3 994
5 502
1 114
5 428
6 542
7 923
69 884
21 522
67 847
89 369
117 965
78 435
29 897
79 177
109 075
80 505
38 225
-
EC6
Local Spending
Total Spending
%
2010
1536236
1747104
87.9%
2011 Dec 2011 - 3 Months Dec 2012 - 12 Months Dec 2012 - 12 Months
1528087
494 360
1 999 925
2 494 286
1729843
549 008
2 270 211
2 819 219
88.3%
90.0%
88.1%
88.5%
2 147 181
2 433 060
88.3%
7.6 Broad-Based Black Economic Empowerment Ownership Transaction (“B-BBEE Transaction”)
The B-BBEE Transaction resulted in the issue of 10% of KPAL’s shares to the Kopano Employee Share
Trust (“the Trust”).
The beneficiaries of the Trust are permanent employees of the Kansai Plascon Group employed in
South Africa, in the Patterson Bands A to D. Through the Trust these employees will be able to
participate in the profits of the Company.
The Participation Units will vest in April 2020.
12 | P a g e
8. Human Capital
8.1 Our Approach
Our approach is based on an inclusive style of management that includes all our stakeholders. We
ensure that all the interested parties are involved in decision-making to provide a sustainable and
workable solution to all our interventions.
We have an all-inclusive programme to build our brand values to guarantee full integration and
support from everybody. These values are the cornerstone of our business, and aid us in becoming
the fastest growing coatings company in Africa.
The essence of our Company is built on the values of teamwork, respect, accountability, challenge
and customer focus. We expect all our staff to live these values in their daily lives.
We have identified the need to manage transformation at management level and finding suitably
qualified individuals to fulfil this important mandate is imperative. Performance management at
both an individual and team level has been a key focus during 2013 with a number of new initiatives
launched in 2013.
The Kansai Plascon Group has set itself an extremely challenging target of 3x4x5 (within 3 years from
2011 to December 2014 to deliver R4bn turnover and R500m operating profit). In order to achieve
this goal we need to build capacity and capability within our staff. We therefore strive to be the
employer of choice within the African context.
8.2 Our Performance
As at 31 December 2013, a total of 2 367 permanent employees were in our employ within the
business units reflected in the table below. This is a 21.7% increase on the 2012 number of
permanent employees (2012 – 1945).
Casual and Temporary employees are employed in vacancies and where employees are off for longer
periods of time i.e. maternity leave.
PERMANENT
EMPLOYEES
Dec 2013
Africa
291
Decorative
198
Performance
510
Operations
1 067
Technical
102
Procurement
13
HR
44
Finance
141
Strategy
1
TOTAL
2 367
13 | P a g e
CASUAL + TEMPS
EMPLOYEES
Dec 2013
Africa
16
Decorative
5
Performance
6
Operations
252
Technical
8
Procurement
HR
2
Finance
9
Strategy
TOTAL
298
8.3 Labour Turnover
Staff turnover (LTO) has decreased from an average 12.6% in 2012 to 8.4% during 2013. The table
below reflects that a stabilisation has occurred.
2011
2012
2013
9.50%
12.60%
8.40%
The average years of service of employees as at December 2013 equates to 9.6.
Our employment value proposition is aligned to our philosophy and culture of:
•
Improving communication with staff
•
Attracting talented staff
•
Developing existing staff
•
Supporting staff achievement
We continuously recruit and promote internally to find the best talent available for each particular
vacancy that may occur. To this end our human capital capacity building is underpinned by our
Intellectual Capital Review/Talent Management process that supplies our leadership pipeline and
produces worthy replacements for most vacancies.
We also seek to explore the open market for talent to introduce new ways of doing business within
our organisation. Due to historical factors, the labour market still lacks an adequate supply of
appropriately qualified and skilled people, especially among the previously disadvantaged
population of our country.
8.4 Managing Employee Relations
The organisation recognises the right of employees to be represented by a Trade Union of their
choice; therefore the organisation recognises several different unions. The National Union of
Metalworkers of South Africa (NUMSA) is limited to the Marouns part of the business.
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
22.3%
3.5%
5.3%
0.5%
2.3% 1.2%
The organisation also participates in the central bargaining structures of the chemical industry.
A significant number of our employees are covered by the collective bargaining processes.
14 | P a g e
Labour stability has been maintained during the period under review with no loss of time occurring
as a result of strike action.
8.5 Transformation and Equity
Accelerating the transformation journey was one of the key strategic initiatives for Kansai Plascon in
2013. Kansai Plascon is a diverse business and deals with stakeholders from a range of different
backgrounds and cultures. Having a diverse workforce strengthens our organisation by broadening
our insights into many communities and generating brand awareness and trust. It also encourages a
culture of collaboration, trust and transparency which is also a strategic imperative for us.
Transformation touches every area of our business and every person we interact with – from
employees to internal stakeholders, clients, suppliers, business partners, shareholders as well as
communities and the broader public.
More importantly, as a responsible business and leader in our industry, Kansai Plascon acknowledges
that to be a good corporate citizen we need to embrace fully the philosophy and principles of
transformation which is critical for South Africa’s socio-economic progress. Now, as a strategic focus
area, we are accelerating transformation at Kansai Plascon by not just striving to meet our own
employment equity targets and Department of Trade and Industry (DTI) recognition in terms of the
B-BBEE codes, but by embedding the philosophies and principles of B-BBEE into our organisational
culture. This is achieved through executing strategies and plans to redress past inequalities, secure
long term stability and growth for our company and our sector, enhance our economic growth
outlook and create a diverse work force.
8.6 Employment Equity
With regards to the Employment Equity Act, Kansai Plascon is currently developing its 2014 – 2016
Employment Equity Plan which will incorporate our employment equity targets and will be
submitted to the Department of Labour as requested. Kansai Plascon has established a National
Employment Equity Steering Committee in 2013, which will play a key role in facilitating
employment equity strategies and plans within the group, holding each regional forum accountable
for implementing their respective employment equity action plans and specific targets.
As an organisation, we will continue to focus on the support and empowerment of black people, as
well as women and people with disabilities in all areas and at all levels of the organisation.
We have had limited success in transforming our senior management category during the period
under review. Black representation and specifically black female representation needs to increase at
middle and senior management levels. Black female representation at top management level would
be ideal. Action plans are being identified to increase black representation at these levels and our
progress against such plans will be monitored closely. Structured skills development initiatives, as
well as talent management and succession planning activities are being implemented to ensure the
development of a cadre of black leadership within the organisation.
15 | P a g e
KANSAI PLASCON WORKFORCE DEMOGRAPHICS: 2013
ALL EMPLOYEES
MALES
FOREIGN
NAT's
FEMALES
Tot
A
C
I
W
Tot
A
C
I
W
TOT
Tot
M
F
TOT
Top Management
0
0
0
0
Senior Management
Prof Qualified &
Specialist
Skilled Tech /Jnr
Management
Semi-Skilled/
Discretionary
Un Skilled/Defined
decision
0
0
0
0
3
3
0
25
24
25
97
15
40
4
Total Permanent
161
46
2
20
22
11
63
123
1
1
20
22
0
145
1
18
131
5
7
8
20
0
151
2
46
11
2
1
60
103
322
17
10
1
381
12
0
31
13
1
58
1
0
The following aspects of the current management profile have been identified as requiring priority
interventions in order to raise performance in the medium term:
 Attraction and retention of black skills.
 The appointment of black women into the Senior Management team.
 Fast-tracking of black men and women into the senior management level of the
organisation, through skills development.
 Prioritisation of internal hiring, with an employment equity focus, for management-level
positions, implemented alongside appropriate skills development interventions.
 Grow our own by developing talented junior managers into a middle management position.
MAROUNS WORKFORCE DEMOGRAPHICS: 2013
ALL EMPLOYEES
MALES
FOREIGN
NAT's
FEMALES
Tot
A
C
I
W
Tot
A
C
I
W
TOT
Tot
M
F
TOT
Top Management
0
0
0
0
Senior Management
Prof Qualified &
Specialist
Skilled Tech /Jnr
Management
Semi-Skilled/
Discretionary
Un Skilled/Defined
decision
0
0
0
0
3
3
0
25
24
25
97
15
40
4
Total Permanent
161
46
16 | P a g e
2
20
22
11
63
123
1
1
20
22
0
145
1
18
131
5
7
8
20
0
151
2
46
11
2
1
60
103
322
17
10
1
381
12
0
31
13
1
58
1
0
8.8 B-BBEE Codes
Kansai Plascon attained a level 4 contributor status on the B-BBEE scorecard in 2013. The 2013
scorecard was consolidated to include all group companies within South Africa.
The level 4 status was supported by our advances in transformation in terms of the complementary
BEE elements set out below:
8.8.1 Ownership
 Kansai Plascon implemented the Employee Share Ownership Scheme which delivered 10% of
Kansai Plascon Africa Limited to employees.
 Black employees own 8.6% of Kansai Plascon Africa.
 The Public Investment Corporation (PIC) increased their share to 15%.
 Effective Black Ownership 26% achieved if we include the PIC shareholding and include the
offshore shareholdings of KPAL in our African Companies.
8.8.2. Management Control
There is an opportunity for employment/promotion of black South Africans as successors to
current Kansai Plascon Executive as part of the Kansai Plascon Talent Management Framework.
8.8.3. Socio Economic Development
Our commitment to charitable activities through donations of money, paint or services
continues. The target of 1% of net profit after tax to be invested in socio economic development
was achieved.
8.8.4. Enterprise Development
For the period under review, the Enterprise Development beneficiary was Sizwe Paints (Pty) Ltd.
8.8.5. Preferential Procurement
Kansai Plascon needs to employ a more aggressive procurement strategy to focus on increasing
procurement spend with black-owned and black women-owned businesses going forward.
8.8.6. Skills Development
Developing skills of both black employees as well as black people remains key in our skills
development plans. Due to the consolidation of group companies, skills development
investment dropped by 9.5% against 2012.
8.9 Talent Management
In 2013 one of the Key HR strategic initiatives was to implement a Talent Management Strategy in
the business. The objective of Talent Management at Kansai Plascon is to realise the long term
sustainability of the organisation, by ensuring that the right people are in the right roles at the right
time to enable the business to deliver on its strategy now and into the future.
This is achieved through a process by which the organization identifies, manages, develops and
retains its top talent currently and for the future.
The Talent Management Framework was entrenched in 2013 for the Senior Leadership level within
Kansai Plascon Pty Ltd.
We will continuously measure the impact of the Talent Management Strategies implemented, with a
view to ongoing improvement to deliver high performance now and in the years to come.
To date approximately sixty individuals have been assessed across Kansai Plascon and approximately
15 Team Efficiency/Leadership processes facilitated. Senior leaders who have participated in the
17 | P a g e
talent process are currently being capacitated to roll out this process down to the next level of the
organisation.
Going forward, the organisation will be implementing Talent Forums where leaders will come
together to take stock of the current talent supply within the organisation, attaining a broad view of
the readiness of employees to meet the current and future needs of the business and its strategy.
8.10 Learning and Development
Development of our employees was supported and achieved through a broad range of learning and
development interventions during 2013. The company spent approximately R4 200 000 towards
training and development of staff during the year, and bursaries of R240 000 were awarded to four
students from the University of Stellenbosch.
In addition to legislated mandatory training, financial assistance, time and support were granted to
employees who undertook to pursue studies and build skills related to their occupations.
In-house training on Contribution Scorecards linked to performance was a big focus during this
period. Clarification of roles with the emphasis on individual contribution remained a focus
point during this.
Learning and development undertaken included in-house training, workshops, conferences, skills
programmes, health and safety training and also tertiary studies leading to degrees, diplomas and
certificates Employees across all divisions within Kansai Plascon had access to training.
Out of 4 641 training and development touch points, 59% was with our black employees, 17% with
our coloured employees, 6% with our Indian employees and 18% with our white employees. 77% of
all training was undertaken by male employees and 23% female employees.
Kansai Plascon’s scheme to provide financial assistance toward employees children within Patterson
AA to BU bands for school and institution fees, continued during 2013.
A development plan was prepared in conjunction with each individual as part of their individual
performance discussion in order to ensure that they have the appropriate competencies for their job
function.
8.11 Human Rights
During the period under review no incidents of discrimination were reported. The organisation
monitors these matters through the Kansai Plascon Ethics Line which is managed by Deloitte and
Touche and is completely independent and anonymous.
The organisation fully endorses the employee rights encapsulated in the Constitution of the Republic
of South Africa 1996, including the right to freedom of association, collective bargaining and all other
labour rights under the constitutional laws.
Furthermore, the organisation rejects the use of child and forced labour in any form whatsoever. Of
the business units under review, 43.1% of the employees belong to various Trade Unions and 47.9%
of these employees are covered by collective bargaining arrangements.
18 | P a g e
9.
Corporate Social Investment
In 2013 Kansai Plascon’s Corporate Social Investment (CSI) program consisted of:
1. The Kansai Plascon Schools Programme
2. Cash Donations
3. Paint Donations
9.1 Schools Programme
Our CSI Policy was reviewed and approved by the Social & Ethics Committee to concentrate on
education. Six underprivileged schools located close to our main manufacturing sites in South Africa
were selected. The schools are: Tshepisa Primary School in Midrand, Randfontein Secondary School
close to Krugersdorp, Steenberg High School in Cape Town, Imbasa Public Primary in Port Elizabeth,
Ogwini Technical College in Durban and Uthando Primary School, also in Durban.
The project consists of three phases at each school and will take several years to complete.
Renovation: major building work undertaken by contractors to fix roofs, damp, windows and door
frames, guttering, ablution facilities and the like.
Painting: this is being done by Kansai Plascon employees including preparation, priming and
painting.
Mentorship: employees will assist in improving administration as required at the schools.
A highlight of the schools programme was the construction of five classrooms at Uthando Public
Primary School in Inanda in Kwa-Zulu Natal in partnership with Rock Construction. This has to date
been the single biggest donation the company has made and with a most successful outcome. The
school is in an impoverished area and were stretched to the limit in terms of overcrowding and the
lack of resources, so the provision of five classrooms have alleviated this situation within the school.
The classrooms were handed over to the Honourable Minister Lindiwe Sisulu on the 7th February
2014.
Classrooms at Uthando Primary School
Employee involvement has been notable at Imbasa Primary School in Motherwell in Port Elizabeth.
Employees helped with various projects within the school. As our employees have varied skills these
were assessed and applied to the various renovation and painting requirements of the school. The
roof was repainted and the toilets redone by a contractor. Employees cleaned, painted and
reorganised the school to restore it to a worthy condition.
19 | P a g e
Steenberg High School in Cape Town is a large High School and well run. Our employees have
painted and put a lot of effort into cleaning up the school. There were some specific requests such as
fixing the perimeter fence to prevent further vandalisation. The roof also needed attention as it was
leaking and with the Cape winter it was top of the priority list.
Two to three years ago we gave a large paint donation to Toekomsrus Primary School in Randfontein
at the request of the headmistress. She managed to obtain funding for the labour and, due to her
efforts; the Department of Education in Gauteng Province replaced furniture and built an upgraded
kitchen to feed a number of children daily.
This is a feeder school to Randfontein Secondary School which is plagued by teenage pregnancy,
substance abuse and poor performance. The school was chosen to be the recipient of Kansai
Plascon’s involvement as it is close enough to our largest site based at Luipaardsvlei. The ablution
blocks were in a poor and unhygienic condition. An outside contractor was employed to completely
renovate them and our employees helped with the painting work. Repair work to the school hall was
also carried out as this is also a source of income for the school from weddings and birthdays.
Kansai Plascon’s thrust in education is an important one as it helps the children achieve a good
grounding and hopefully encourages them to continue studying to achieve whatever goals they set
for themselves.
Hibberdene Children’s Home
Uzwelo Children’s Home
9.2 Cash & Paint Donations
Johannesburg Child Welfare: For the past 9 years Plascon has been involved with Johannesburg Child
Welfare by contributing a cash donation to the charity and assisting with their fundraising efforts
together with the Saxon Hotel and The Home Channel. This has been a most successful exercise and
an average of over R200 000 has been raised every year.
Frere Hospital East London: 18 months ago Kansai Plascon was approached by The Carte Blanche
Foundation to be involved in creating a new paediatric operating theatre in Frere Hospital in East
London. Besides a fully functional working hospital it is also an academic hospital and they have an
extensive training program to train doctors and upgrade their skills for the Eastern Cape region. The
idea behind the state of the art theatre is to be able to broadcast live, via satellite link, to other
training hospitals in Africa so that the learning program can be extended. The work on the theatre
20 | P a g e
has taken some time to get off the ground but we are looking forward to completion in the year
2014.
Business Arts South Africa: As Kansai Plascon is a member of Business Arts South Africa we support
an initiative of showcasing art in three townships. In Newcastle, Alexandra and Guguletu there is an
artist’s weekend with live performance and artists displaying their works. This is held in the street
and within the houses on the street. We supply a large amount of Plascon Paint to uplift the street
and this leaves a lasting legacy for the artists, the community and Kansai Plascon. We have
supported the program for the past three years and each year it has grown significantly.
Uzwelo Children’s Home
10. Occupational Health and Safety
The organisation seeks to create an environment that fosters the belief that it is possible to create
an injury-free workplace, where employees and their families know that their safety is sacrosanct to
the organisation’s culture and way of doing business.
We are committed to ensuring that all our stakeholders are safety conscious and that we have zero
tolerance for unsafe acts. To this end we have maintained all our ISO 9001:2008 (Quality
Management Systems), 14001:2004 (Environmental Management Systems), ISO18001:2007 (Health
and Safety Management Systems) and TS 16949 (Automotive Systems) certifications for the period
under review. All our major manufacturing sites are certified with these standards, and we continue
to ensure that these are maintained.
10.1. Our performance
10.1.1. Achievements 2013
ISO9001:2008, 14001:2004 18001:2007 and TS 16949 certifications have been retained by
the organization.
Lost time injuries down by 9%.
Non Lost Time Injuries down by 23%.
Lost Time Injury Frequency Rate (LTIFR) target = 1.0, Kansai Plascon Africa Limited achieved
0.74.
Health and Safety reporting improved during 2013 to include the whole group.
Increased focus on SHERQ. Representation at monthly board meetings.
21 | P a g e
Launched Health and Safety measurements and performance scoreboards.
Launched reverse parking throughout the whole group. This is now a way of life.
Merging of the ISO14001:2004 certification for Mobeni Decorative and Automotive.
SHERQ Day Celebration throughout the whole group.
In order to consolidate and monitor group wide SHERQ Performance, SHERQ performance
scorecards were introduced at the beginning of 2013. Performance targets were set, monitored and
reported to the Executive Monthly Meetings. Where the targets have not been achieved, plans are
in place to address them.
10.1.3. Audit Programs
Whether recording and responding to EHS incidents, or scheduling site audits, effective EHS
performance management is fundamental to meeting our legal obligations and understanding and
mitigating risk across our organisation.
Kansai Plascon Decorative sites:
Certified with ISO9001:2008, ISO18001:2007, ISO14001:2004.
Kansai Plascon Performance Coatings sites:
Certified with ISO 14001:2004 and TS 16949.
10.1.4. SHERQ Awareness Initiatives
Last year, the leadership team urged businesses to focus on their legal responsibility to ensure that lives
are not put at risk and make the safety of workers their top priority for the year ahead. To this end and
as part of the Kansai Plascon Strategic Objectives, the organisation made Health and Safety a key focus,
and included “Provide a Safe Working Environment” on the Alignment Map.
To support the above strategy, a number of SHERQ awareness initiatives have been created. These
include amongst others:
 Health and Safety Monthly themes that are discussed at each Team Forum to ensure
understanding.
 SHERQ Week Celebrations in the month of November by the whole group. A number of
activities were done and the purpose was to inculcate the culture of Health and Safety.
22 | P a g e
10.2. SHERQ Committees
As per the requirements of the Occupational Health and Safety Act (No. 181 of 1993), all our large
sites have dedicated SHERQ committees to address SHERQ issues. Each committee is supported by
senior management in discharging its responsibilities. One of the key strategies for effective SHERQ
performance is to ensure that all line managers have sufficient knowledge, tools and competence to
discharge their SHERQ responsibilities. It is crucial that SHERQ is a line management function, with
support from the SHERQ department.
We are pleased to report that no work-related fatalities have occurred during the past 5 years.
No improvement notices were received for the period under review.
11. Environmental Sustainability
11.1 Environmental management
KPAL’s commitment to environmental good practice and improvement has underpinned the
company’s operational activities for the past five years.
The environmental performance of all KPAL divisions continues to be managed by a group-wide
Ecoforum that meets on a six weekly basis for analysis, comparison and the highlighting of critical
environmental issues as they relate to the sectors in which the divisions operate.
The Ecoforum has been instrumental in ensuring that KPAL complies with all relevant local and
international legislation, and also in the setting of targets for the reduction in carbon emissions and
consumption of key environmental resources such as electricity, water and landfilled waste in those
divisions that individually account for more than five per cent of revenue and collectively contribute
over 85 per cent of the company’s turnover.
An independent environmental consultant oversees the Ecoforum and members include technical,
operations, marketing, financial, human resources, procurement and internal auditing
representatives from all the KPAL businesses. The Ecoforum is chaired by the Executive: Group
Safety, Health, Environment, Risk and Quality (SHERQ), and reports directly to the KPAL Social and
Ethics sub-committee of the Board.
23 | P a g e
Kansai
Plascon SA
Kansai
Automotive
Internal
auditing
Kansai
Colourants
Procurement
Human
Resources
KPAL
Ecoforum
Kansai Africa
Prostart
OHS
Technical
Financial
Marketing
Representation at the KPAL Ecoforum
Our priorities going forward on environmental sustainability are:
 Minimizing the use of existing, and controlling the introduction of, hazardous substances in
our product formulations.
 Managing our carbon emissions, usage of electricity, water and waste to landfill to meet the
reduction targets set.
 Managing the usage of packaging with suppliers, customers and consumers to ensure their
safe disposal.
 Ensuring that our product and transport labelling meets the GHS (Globally Harmonized
System of classification and labelling of chemicals) requirements.
 Abiding by all environmental laws and ensuring all our major sites and processes maintain
ISO 14001:2004 Environmental Management Systems.
 With our Group targets on the pillar of Environment (incorporating Product Stewardship) set
for the period 2009-2014, we have now set processes in place to measure ourselves against
these targets.
 We hold Eco Forum Meetings every 6 to 8 weeks, where representatives from each
operation and discipline meet to review our progress against the environmental targets set,
agree on corrective action needed and discuss new sustainability issues.
24 | P a g e
Input:
Energy: Heavy duty furnace oil -38kl
Input:
Diesel - 189kl
Raw material - 92 497 545t
Petrol - 706kl
Water - 116 272kl
Natural gas - 35t
KPAL 2013
Electricity - 17 582 994kWh
(92 055 820 production
units)
Output:
Output:
Waste - 4 420t
Scope 1&2 greenhouse gas emissions 23 539tCO2e
Hazardous waste - 1 586t
Water discharge -27 129kl
Scope 3 greenhouse gas emissions 2 370tCO2e
11.2. Environmental reduction targets
In 2010, KPAL introduced targets for the reduction of electricity and water consumption and waste
to landfill. These were set as figures of intensity against total units of production.
The targets were set on a 2009 baseline year, being the first year of accurate and reliable
measurement for the South African operations of Kansai Plascon Decorative, Kansai Plascon
Performance Coatings, Kansai Colourants and Marouns.
In 2012, these business units also committed to a carbon reduction target that is closely aligned to
their electricity reduction targets, using 2010 as its baseline year – 2010 being the first year of
carbon measurement in the Group.
Each business unit has committed itself to its own independent set of targets, which have been
consolidated to reflect the following KPAL Group targets.
Kansai Plascon
Decorative
Kansai Colourants
25 | P a g e
Kansai Plascon
Performance Coatings
Marouns
11.3. Environmental performance
The following graphs illustrate the Group’s (Decorative, Performance Coatings, Colourants and
Marouns) progress against its stated targets.
11.3.1. Electricity intensity
11.3.2. Water intensity
26 | P a g e
11.3.3. Waste to landfill intensity
11.4. Initiatives to reduce environmental impact
11.4.1 Electricity
While total electricity consumption increased in 2013, usage per unit of production decreased by
13% from 0,220 to 0,191kWh/litre produced. A lot of work is still required to meet the group target
of 0,139kWh/litre by the end of 2014 (realizing an electricity intensity saving of 13, 5% from 2009.
Efficiencies have been achieved through a mixture of good housekeeping and capital projects
implemented across the group. The installation of motion sensors, heat pumps to replace electric
geysers and automated start/stop compressor equipment at the Company’s Mobeni site realized
total savings of 758 000kWh in 2014. Automotive’s Port Elizabeth plant was able to save 250
000kWh through similar compressor technology and by replacing desiccant dryers with refrigerant
dryers.
27 | P a g e
KPAL total electricity consumption by division (note PSA and total KPAL consumption recorded on
secondary ‘y’ axis)
11.4.2. Water
KPAL’s water intensity showed a decrease in 2013, primarily due to initiatives at Kansai Plascon and
Kansai Colourants.
Installation of high pressure cleaning hoses and the reuse of water at Kansai Plascon’s Luipaardsvlei
water-based plant resulted in savings of more than 4000 litres per month, while the Company’s
Mobeni plant introduced wash water re-use in its operations.
Basic improved housekeeping, repair of leaks and raised employee awareness in the Kansai
Colourants plant went a long way in achieving reductions, as did the installation of a non-return
valve for municipal water in the site’s production plant.
28 | P a g e
KPAL total water consumption by division (note PSA and total KPAL consumption recorded on
secondary ‘y’ axis)
11.4.3. Waste to landfill
Reduction in waste being sent to landfill continues to be impressive, with all divisions (except
Colourants) showing improved performance. New waste management service providers at Kansai
Plascon’s Luipaardsvlei plant have introduced an integrated waste management system and
maximized recycling opportunities, with monthly financial savings of R28 000 being recorded.
The Company’s Epping site focused on reducing water-based waste from 2,98 to 2,32 per cent of
production, thereby reducing sludge sent to landfill and saving some R70 000 over the year.
Kansai Plascon Mobeni has also initiated solvent-base sludge recycling, saving R180 000 as well as
recycling non-returnable bulk bags at an annual saving of R192 000.
KPAL total waste to landfill by division (note Kansai Plascon Decorative and total KPAL consumption
recorded on secondary ‘y’ axis)
11.5. KPAL Carbon Footprint
A full carbon footprint was conducted on KPAL for 2013. Scope 1&2 emissions relating to direct
emissions from operating sites and indirect emissions due to electricity usage were calculated, as
were selected Scope 3 (supply chain) emissions.
Scope 1&2 emissions have increased due to increased consumption of fuel and electricity as a result
of increased production volumes. However, in an intensity related analysis, Scope 1&2 emissions per
29 | P a g e
unit of production has decreased from 0,270kg CO2e/litre produced to 0,255kg CO2e/litre (see
graph below).
Scope 1&2 carbon emission intensity and group target (-13, 5% 2010-2015)
Year
2009
2010
2011
2012 (excl. Africa,
Hamilton’s &
Automotive Mobeni)
2013 (excl. Africa)
Scope 1
(tCO2e)
7 178
9 440
8 498
4 041
Scope 2
(tCO2e)
13 928
19 210
17 907
16 935
Scope 3
(tCO2e)
10 650
5 677
9 954
DNR
Total
(tCO2e)
31 917
34 327
36 359
20 723
5 960
17 579
2 370
25 909
Greenhouse gas emissions for all KPAL operations – 2009-13
While Scope 3 carbon emissions are voluntarily reported, they are associated with Kansai Plascon’s
supply chain. Great effort was made in 2013 to capture key Scope 3 emitting activities, including
those resulting from transportation of raw materials, waste to landfill, waste sent for recycling and
Kansai Plascon business travel inclusive of flights, car rental and hotel accommodation.
30 | P a g e
Scope 3 activity
Transportation
Waste to
of raw
landfill
Waste recycled
Business travel
37t
1 105t
materials
Scope 3
emissions
-
448t
11.6. Environmentally-friendly product development
With the continued influence of the Green Building Council of South Africa (GBCSA), as well as
increased awareness among many consumer groupings, the demand for environmentally sensitive
coatings products in South Africa continues to grow. With Kansai Plascon’s green philosophy, all
paint product development is undertaken with the environment and the Green Building Council of
South Africa’s standards in mind and all Plascon’s products are measured against these.
2013 saw the introduction of a number of new Kansai Plascon products that have been launched in
response to this. These include:
Plascon Low VOC Colourants
Plascon Velvaglo Non-drip Waterbased
Plascon Woodcare Deck Coating
Plascon One Coat Range
Plascon Professional Evolution Matt Pastel Base
Plascon Professional Elastoshield
Plascon Professional MAROCCA range including the Coarse Texture finish
Plascon Professional Superior Matt
Plascon Industrial: Aquaduo
Plascon Industrial: Aquanova and Epoguard
Plascon Industrial: Road Marking
Xeracolour Zero VOC Range
Inspired Colour Low VOC Range
Automotive Waterborne Coatings
11.7 Product labelling
All our products comply with current South African labelling requirements and all carry material
safety data sheets. Trends in future labelling, both internationally and locally, are being closely
monitored to ensure KPAL products are aligned to relevant requirements. In particular, the United
Nations’ Global Harmonised System Classification and Labelling of Chemicals (GHS) will be adopted
by the group when the system is implemented in South Africa. New formats of safety data sheets
and technical data sheets are in progress to ensure that we are aligned to global standards. This will
align KPAL with international best practice.
11.8 KPAL environmental performance 2009-13
The figures provided below are those that are considered material to Kansai Plascon operations,
accounting collectively for more than eighty five per cent of turnover. This is inclusive of operations
from Kansai Plascon’s South African operations inclusive of manufacturing sites and depots,
31 | P a g e
Automotive, Kansai Colourants and Marouns. The figures do not include the operations of Kansai
Plascon’s African operations.
Indicator
GRI
Production
volumes
Direct Energy
Consumption
EN3
Heavy duty
furnace oil (kl)
Diesel (kl)
Petrol (kl)
Natural gas (t)
LPG (t)
Indirect Energy
Consumption
EN4
Electricity
(kWh)
Water
Consumption
EN8
Non-municipal
water (kl)
Total municipal
water (kl)
Total water
recycled and
reused (kl)
EN10
Scope 1&2
Carbon
emissions
(tCO2e)
EN16
Scope 3 Carbon
emissions
(tCO2e)
EN16
Water discharge EN21
Total
discharge (kl)
Waste by type
EN22
Metal cans &
pails (t)
2009
2010
2011
2012
2013
76 748 510
90 435 242
79 660 894
77 655 526
0
115
1 015
104
0
0
1 211
1 550
120
2
100
879
1 548
104
0
75
463
1 052
63
0
14 827 906
14 930 188
16 454 730
17 106 913
0
0
0
0
126 846
114 348
123 540
95 647
3 897
4 665
3 660
0
21 106
28 650
26 405
20 976
23 539
10 650
5 677
9 954
DNR
2 370
50 047
27 541
32 226
29 832
27 129
277
159
180
79
90
655
912
834
747
688
395
397
405
398
658
45
54
70
133
62
193
80
85
83
104
92 055 820
38
1 051
706
35
0
17 582 994
0
116 272
0
Steel drums (t)
Pallets (t)
Paper &
cardboard (t)
Plastic
32 | P a g e
containers (t)
Solid & general
waste (t)
745
846
610
778
625
1 138
1 085
900
1 094
712
1 214
222
359
210
215
1 575
1 811
Spills & fines
EN23
Total tonnes
of spills
28
7
Fines
0
0
Transportation of hazardous waste EN24
Total weight of
waste
transported
(kg)
2 241 298
2 635 460
Medical waste
from on-site
clinics (kg)
45
241
Environmental Expenditure EN30
ZAR
3 269 920
3 539 116
1 283
735
1 244
0
0
16
0
0
0
1 796 136
1 979 178
141
290
3 618 845
1 070 069
Solvents (t)
Paint (t)
Sludge (t)
33 | P a g e
1 585 842
110
1 365 107