Management Services
The Corporation maintains an equal opportunity manpower philosophy,
ensuring (by means of market-related conditions of employment) that
a well qualified and trained management team and worker corps is
ready to meet the challenge of operating rail commuter transport
in South Africa.
This division of the Corporation provides staff function services
to the other divisions. These services relate to productivity,
human resources, office and information management. The latter
function was added during the year under review.
Divisionalisation
Since the Corporation's inception on 1 April, 1990, all rail
commuter services were undertaken by Transnet Ltd on a contractual
basis. These services were provided on an integrated basis within
Spoornet, but an extensive divisionalisation exercise was undertaken
during this financial year in order to create a separate Metro
division.
The purpose was not only to create a renewed focus on commuter
mobility, but also to accept, inter alia, accountability for maintaining
the level of service, cost control, protections of revenue and
the maintenance of service standards.
Consequently, dedicated head office and regional structures were
created for this purpose. In addition to the new management focus,
there are other advantages, viz:
- effective decentralisation of management;
- creation of independent accounting systems;
- more effective control over actual income and expenditure;
- establishment of a unique Metro staff complement with a unique
culture of ownership.
Productivity
Due to a greater degree of demarcation of Metro activities
within Spoornet, comparative studies of certain performance factors
led to a decrease in operating expenditure in real terms.
In conjunction with Spoornet, comprehensive productivity studies
have been planned for the 1992/93 financial year. For the State,
the challenging objective is to reduce the current level of state
subsidisation in real terms and, since labour costs comprise 60%
of total expenditure, this aspect will enjoy high priority. A
more detailed organisational and performance analysis is planned
for the short term. Physical field studies will be conducted in
respect of areas identified as priorities.
Personnel Status
During the past financial year, an extensive functional analysis
of the corporate environment was undertaken. The purpose of the
analysis was to ensure that the Corporation was structured in
a manner which would facilitate the fulfilment of statutory obligations
and the attainment of strategic goals. The investigation revealed
specific functional overlapping and gaps which have been rectified.
The process was followed up with the setting of divisional goals
and standards, as well as action plans involving everyone in the
formulation of performance criteria and strategy.
Structural adjustments were necessary and a number of new functions
were added, e.g. transport planning, strategic planning, corporate
and product communication, security, internal audit and project
and information management. By 31 March 1992, the staff complement
had grown to 68.
Information Management
At present the Corporation is fulfilling the function of a
group head office, formulating policy, strategy and standards
and supervising a great variety of research projects. The Corporation
sources reliable information internally, as well as from Transnet
Ltd and the external environment. There is an urgent need for
the careful planning and co-ordination of systems, supported by
appropriate hardware and software.
An Information Technology function was therefore created within
the division to implement 19 new projects. Eleven of these projects
have been earmarked for implementation during the 1992/93 financial
year.
Legislation
A Ministerial Committee, appointed by the Minister of Transport
and of Posts and Telecommunications, will finalise the formulation
of an own Act for the Corporation during the course of 1992. The
legislation will be ready for submission during the 1993 parliamentary
session.
Group Head Office
In its first year the Corporation relied on ad hoc accommodation
arrangements. As the Corporation became more established and the
structure (and required staff complement) crystallised, more suitable
permanent accommodation had to be considered. Suitable accommodation
was identified and at the end of the financial year, the Corporation
moved to its own corporate headquarters.
|
