1 Induction Learning Guide Sasolburg 2017.Rev1

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Learning Manual: Learner Induction
Guide (Sasolburg)
Purpose
The purpose of the guide is to provide knowledge relating to the Maintenance Skills Academy Building
Emergency Procedures and administration during Maintenance Learnership

Applicable to
This document is applicable to Maintenance Learnership candidates at the Maintenance Skills Academy
Sasolburg
Document category:
Next review date:
Supersedes:

02/2018
None

Initiator \ subject matter expert:

Maseko, M

Technical accuracy document owner:

Hennop, F

Document owner:

Hennop, F

Approver:

Mohale, T

Document origin:

Sasol South Africa
Maintenance Skills Academy

Administration:

Address written comments or suggestion to the
document owner as provided on the front page
of a document

Contents
1

ABBREVIATIONS AND DEFINITIONS............................................................4
1.1 Abbreviations....................................................................................................... 4
1.2 Definitions............................................................................................................ 4

2

INTRODUCTION........................................................................................8
2.1 The objective of the course.................................................................................. 8
2.2 Prerequisites........................................................................................................ 8

3 ORGANISATION STRUCTURE: HRSA – LEARNING DELIVERY MAINTENANCE
SKILLS ACADEMY SASOLBURG.......................................................................9
3.1 General layout of the Maintenance Skills Academy Sasolburg...........................10
4

RESPONSIBILITIES..................................................................................11
4.1 Management...................................................................................................... 11
4.2 Supervisor.......................................................................................................... 11
4.3 Employee / Learner............................................................................................ 11

5

SAFETY RULES........................................................................................12
5.1 Safety Rules....................................................................................................... 12
5.2 Notice boards..................................................................................................... 12
5.3 Ambulance point number................................................................................... 12
5.4 Emergency procedures and telephone numbers................................................13
5.5 Building evacuation assembly point..................................................................13
5.5.1 Emergency numbers....................................................................................... 14
5.6 Personal Protective Equipment (PPE).................................................................14
5.7 Reporting of accidents and incidents.................................................................15
5.8 Medical Station services.................................................................................... 15
5.9 Fire, gas and bomb threat.................................................................................. 15
5.9.1 Gas leak.......................................................................................................... 15
5.9.2 Fire.................................................................................................................. 16
5.9.3 Bomb threat.................................................................................................... 16

6 GENERAL RULES AND REGULATIONS AS APPLICABLE IN THE MAINTENANCE
SKILLS ACADEMY SASOLBURG.....................................................................18
6.1 Working hours.................................................................................................... 18
7

TRAINING PERFORMANCE AND STANDARDS.............................................20
7.1 Assessment schedule......................................................................................... 20
7.2 Training requirements........................................................................................ 20

8

SPECIFIC RULES AT THE MAINTENANCE SKILLS ACADEMY SASOLBURG.......21

9

DISCIPLINARY CODE................................................................................22
9.1 Dealing with grievances, disciplinary steps and procedures (refer to Disciplinary
Code).......................................................................................................................... 22
9.1.1 Resolving individual complaints and grievances.............................................22
9.1.2 Your immediate Supervisor.............................................................................22
9.1.3 Discussion with HRC (Human Resource Consultant).......................................23
9.1.4 Dicussion with HRC and next steps of leadership............................................23
9.1.5 HRC and Departmental Head..........................................................................23
9.1.6 Referring to problem to the Departmental Manager.......................................23
9.1.7 Resolving group complaints and grievances...................................................23
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10

GENERAL INFORMATION.......................................................................24
10.1 Housekeeping................................................................................................. 24
10. 7 Action to be taken in case of absence of leave...............................................25
10.8 Receiving calls and use of cellphones during training.....................................25
10.9 Dress code...................................................................................................... 25
10.10 Regulation violations....................................................................................... 25
10.11 Absenteeism................................................................................................... 25

11

OUR VALUES AND CULTURE...................................................................26
11.1 Values and their meanings..............................................................................27
11.2 Ethics.............................................................................................................. 27

12

PERFORMANCE EVALUATIONS...............................................................28

PERFORMANCE EVALUATION FORM...............................................................29

Page 3 of 29

1

Abbreviations and definitions

1.1

Abbreviations

1.2

AC

Assessment Criteria for a specific outcome

BU

Business Unit or Mining Shaft

CHIETA

Chemical Industries Education and Training Authority

EDMS

Enterprise Document Management System

ISO

International Organisation for Standardisation

LM

Learning Manager

LP

Learning Practitioner

MQA

Mining Qualifications Authority

NAMB

National Artisan Moderations Body

OD ETDP

Occupational Directed Education, Training and Development Practices

PSM

Process Safety Management

QALA

Quality Assurance for Learner Achievement

QCTO

Quality Council for Trades and Occupations

SETA

Sector Education and Training Authority

SO

Specific Outcome for a Unit Standard

US

Unit Standard

Definitions
Adult learning principles
Training approaches which consider that adults: are self-directed, have significant life experiences, are
goal and relevancy oriented, are practical and need to be shown respect. These approaches also
recognise that adults have different motivations to learn than younger students.

Approver
This is the person who approves and signs the document.
Assessment
An evaluation of a student.
Assessment guide
A guide for assessors, students and moderators on conducting evaluations.
Attribute
An inherent characteristic associated with, or belonging to an individual. An element of competency that
describes a characteristic of an individual.

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Behavioural indicator
An observable and measurable behaviour that an individual displays in relation to a particular
competency.
Cluster
A group of similar or related competencies. Competency clusters include personal, interpersonal,
functional, technical, business, leadership and managerial competencies.
Communication session
Any informal meeting of a small group.

Competency model
A valid, observable and measurable representation of knowledge, skills and attributes demonstrated
through behaviour in a specific job. Competency models underlie and drive optimum performance.
Craftsman
Fitter, carpenter, painter / insulator.
Culture
The beliefs, value and behaviours of an organisation.
Deviations
Spills, fires or other events that are outside of normal operations.
Evaluation process
Any feedback given on the training.
Feedback
Positive or negative information conveyed to allow for assessment purposes.
Higher level
Above the current level of performance.
High standards
Meeting and exceeding expectations.
Knowledge
Information that a person has in specific content areas.
MOC
Management of Change – Process for implementing any change in equipment / procedure.
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Moderation
A quality check of assessments to ensure all principles are implemented.
PDP
Personal Development Plan.
PoE
Portfolio of Evidence that competency is achieved.
Research activities
Identifies training needs of new plant projects.
Resources
Materials, engineering, safety and process specialists, or any item that could aid in the performance of a
job.
Review
Feedback that identifies needed training and the effectiveness of delivered training.
Safety practices
All the things that contribute to the safe operation of the plant.
SETA
Sector Education Training Authority (national).
Skill
The ability to perform a certain physical or mental task.
SME
Subject Matter Expert.
Team members
Anyone that interfaces with the craftsman / artisan position.
Three-way communication
Activity where information/feedback is communicated to superiors, peers and subordinates.
Training intervention
A course, workshop, seminar, or on-the-job training activity.

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Training matrix
A curriculum of courses.
Training needs
Competencies needed to: close performance gaps, satisfy business needs, and meet PDP objectives,
and address plant technical issues, incidents, root cause analyses, and MOC’s.
Training processes
Training meetings, plans and reports including, but not limited to: monthly reports, weekly feedback to
line management, monthly meetings with Area Leaders and Section Leaders, annual training report,
and the Workplace Skills Plan.
Training systems
Electronic and paper administrative systems including, but not limited to: training matrices, Service
Level Agreements, authorisations, competence declarations, unit standard analyses, programs and
strategies.

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2

Introduction
During the first day in the Maintenance Skills Academy Sasolburg, new employees normally feel
uncertain about the new working environment. It is therefore important that the introduction to the new
working environment for the newly appointed learners has to be performed as to point out possible
problem areas to create a trustworthy relationship between the learner and the employer.
All activities in the Sasol South Africa working environment is governed by the OSHA Act as amended
from time to time. It is therefore important for each employee to be familiar with the Act to enable all of
us to perform our duties to the best interest of the company and that of the individual.
It is therefore the duty of the appointed Manager under the Act to ensure that the Safety Rules and
Regulations are issued as orders, given in the interest of safety and health. Any employee that fails to
obey any such orders given to the learner in the interest of safety and health by any person lawfully
authorised to give such order/s, shall be guilty of a contravention of these Regulations.
These Safety Rules stipulate the minimum requirements for the safe operation of the mine. It is also true
that rules can never provide for each and every situation and it is therefore required from each
employee to exercise care in their working environment at all times. Before doing a new task or doing
anything new or in an unfamiliar way, think carefully before you act. The reason is to try and determine
any hazards that can be associated with the job to be done and to act pro-active responsibly.

2.1

The objective of the course
To ensure that every new learner in the Maintenance Skills Academy Sasolburg is acquainted with all
the necessary information, standards and procedures to complete his learnership within company rules
and according to standard.

2.2

Prerequisites
None.

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3

Organisation structure: HRSA – Learning Delivery Maintenance Skills Academy Sasolburg

Learning Delivery
Manager
Southern Africa
Tanith Mohale

Learnership
Administrator
Sasolburg

Academy Manager
Maintenance
Sasolburg

Corina Faure

Charlie Laing

Learning
Practitioner

Learning
Practitioner

Learning
Practitioner

Fitting

Instrumentation
Moferefere Mohlomi

Bernard Schoultz

Girshwin Collins

Fitting

Learning
Practitioner

Learnership
Administrator
Sasolburg

Learning
Practitioner

Learning
Practitioner

Learning
Practitioner

Electrical

Martin Dim

Figure 1: HRSA Learning Delivery Maintenance Skills Academy Sasolburg

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3.1

General layout of the Maintenance Skills Academy Sasolburg

3.1.1

Training layout

The layout of the Maintenance Skills Academy Sasolburg can be seen on the following page. It is important for learners to familiarise themselves with the layout of the
Maintenance Skills Academy Sasolburg. During the induction the Learning Practitioner will escort you through the different departments.

Figure 2: Plot Plan – Maintenance Skills Academy Sasolburg
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4

Responsibilities

4.1

Management
It is Management’s responsibility to provide a safe and healthy working environment for all personnel.
This involves the issuing of procedures, safety rules and PPE and to keep employees informed of safety
and health issues.

4.2

Supervisor
The Supervisors are co-responsible for the safety and health of employees by virtue of this appointment
in terms of Section 16(2) of the Occupational Health and Safety Act. Therefore the Supervisors must
issue legal instructions concerning safety and health. This must be executed by each employee. It is the
responsibility of the Supervisor to ensure that all newly appointed personnel are trained in safe working
procedures and informed of all hazards inherent to the area.

4.3

Employee / Learner
Employees / Learners are responsible for their own safety. All tasks must be carried out according to
safe working procedures and the general safety rules. In terms of Section 14 of the Act, failure to carry
out any legal instructions regarding safety and health renders a person guilty of a violation of the Act.
Always remember that the most important safety rule is: THINK BEFORE YOU ACT! It is the
responsibility of each employee to report all incidents and injuries.

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5

Safety Rules

5.1

Safety Rules

The purpose of safety rules is to ensure that all employees function in a way to ensure that we can all
go home each day without any risk to our health and safety and with due regard to the environment that
we operate in.
5.2

Notice boards

Please familiarise yourself with the information posted on the notice boards in the building on a daily
basis. Valuable information will be made available on these boards that can have an effect on you or
your colleagues. There will be two types of notice boards placed in every training workshop, namely
general and safety notice boards. All general information that is communicated down to the employees
from Management will be placed on the general notice board. Safety related information will be placed
on the safety notice board. You have to acquaint yourself with the different colour codes, pictograms
and signs that are placed on the safety notice board. Your Learning Practitioner will show you the
location of such boards and explain to you the meaning of the pictograms and bulletins. It is your
responsibility to check this boards from time to time for any new information.

5.3

Ambulance point number
Ambulance point number for the Maintenance Skills Academy Sasolburg is:

10/3

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5.4

Emergency procedures and telephone numbers
Should you be notified of an emergency either by telephone, intercom or in any other manner,
immediately phone 60-3111 and report the incident. In the case of an emergency alarm, proceed to
your Emergency Assembly Room in a calm and orderly manner. Wait for instructions from the Floor
Emergency Controller. This room is also equipped with the different procedures, emergency numbers,
emergency equipment, maps, etc. for our use to ensure proper behaviour during an emergency
situation.
•

Get emergency assistance by calling 60-3111 (speak slowly and clearly).

Be prepared to provide the following information when making a 60-3111 call :


Your name and location



Wind direction and applicable access point



Phone number from which the call is being made



Location of the emergency, including facility name or site number address



Type of emergency. If it is a medical emergency you must state your Ambulance Point Number
so that the ambulance will know where to go



Number of persons affected



Do not hang up first. Let the 60-3111 operator hang up first



After making the call, station someone to direct emergency response vehicles to the scene of the
emergency

5.5

Building evacuation assembly point
The assembly point is located on the eastern side of the Academy, identified with a green notice board,
or otherwise will be determined by the Emergency Controller. The course leader will take all attendance
registers to the Assembly Point. The Floor Emergency Controller will co-ordinate the evacuation action
by ensuring that it will take place in an orderly and calm manner.

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5.5.1

Emergency numbers

Figure 3: Emergency numbers
These numbers are available in the Emergency Assembly Room and next to the workshop telephones..
For other numbers refer to the 24-hour “One-Stop” emergency numbers (60-3111).
5.6

Personal Protective Equipment (PPE)
The company provides each employee with the necessary protective equipment to perform his or her
duty safely. It is therefore the responsibility of each employee to ensure that their protective equipment
is maintained in a proper manner. It is a serious offence not to wear or use appropriate PPE for the
specific work to be carried out. While you are at the Maintenance Skills Academy, you will be expected
to wear your blue Sasol jacket or shirt, blue trouser and safety shoes all the time.

Page 14 of 29

5.7

Reporting of accidents and incidents
All injuries and incidents (however minor), which lead or could have led to damage, must be reported.
The reporting must be done to your Academy Manager / Learning Practitioner.
Shift workers should note that all accidents / incidents must be reported during the same shift they
occurred on.

5.8

Medical Station services
Sasol offers a medical service to all employees for emergency cases and work-related injuries.
Employees should refer all other cases to their private doctors.

5.9

Fire, gas and bomb threat

5.9.1

Gas leak

Figure 4: Gas alarm
Should you be notified of such an emergency either by telephone, intercom or in any other manner:


Immediately phone 60-3111 and report it!

5.9.1.1 If the emergency alarm sounds


Proceed to your Emergency Assembly Room in a calm and orderly manner. (The lecture room with
the “Emergency Assembly Room” sign).



Wait for instructions from the Floor Emergency Controller.

5.9.1.2 Course leaders busy with lectures


The course leader takes roll-call whereby he determines if all the people under his responsibility are
present.



Inform all course members in a calm manner to avoid panic.



Stay in lecture room; keep all course members inside.



Wait for further instructions from the Floor Emergency Controller.



Take all attendance registers to the Assembly Room as shown by the Floor Emergency Controller.
Page 15 of 29

5.9.2

Fire

Figure 5: Fire Alarm

5.9.2.1 Person discovering a fire


Notify any Learning Practitioner immediately. He must follow the Emergency Procedure in
accordance to a fire.



If no person is available, phone 60-3111 and report it.



The person at telephone number 60-3111 will notify the Fire Department.



If possible, try to extinguish the fire.

5.9.2.2 If not successful within 60 seconds

5.9.3



Clear room of all persons that may be present.



Switch off the main power supply, electrical appliances and lights.



The Floor Emergency Controller shall inform the Fire Department of any information required.

Bomb threat
In the case of a telephonic bomb threat, the receiver should stay calm and courteous. It is also required
from the employee to complete the bomb threat questionnaire during the conversation as thorough as
possible. (See example of document next to the workshop telephone).

5.10

Environmental matters
It is our responsibility to ensure that the environment that we live in is safe and healthy. Sasol
contributes to the requirements of the law in this regard. Every employee is provided with an
Environment Awareness Handbook which contains information concerning care and protection of the
environment to ensure that all adhere to the laid down standards.

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5.11

5.12

Road safety


Nobody is allowed to drive any motor driven vehicle without a valid driver’s licence.



No Learner is allowed to drive any of the Skill Academy’s vehicles.



Speed limit within the factory area is 30 km/h.



Personnel and freight may not be transported together.



No passengers are allowed on cranes, forklifts or any other equipment.



No vehicle may pass any sign prohibiting entry unless in possession of a valid permit.



Bicycle and motorcycle riders must wear gloom bibs, head gear and appropriate eye protection.



Motorbike lights must be on when riding.



Not more than one person is allowed on the motorbike or bicycle.



It is compulsory for each employee to adhere to all road signs.



Pedestrians must walk on the right side of the road facing oncoming traffic.



Reckless driving is strictly prohibited.



Pedestrians should not walk with headphones on in the primary area.

Security
All employees shall fully co-operate with Security in order to enable them to perform their day-to-day
duties.
Employees will report all suspicious acts to the Security for further investigation. This is important for
the protection of Company and individuals property.

5.13

Theft and fraud
The foundation of the employment relationship between the company and the employee is trust and
once this trust has been broken the company will have no option but to dismiss the employee
concerned.
The offences mentioned below, regardless of the value or condition of the particular items, or the impact
of the conduct concerned, are viewed in a very serious light and those employees who are found guilty
of this contraventions, will as a general rule be dismissed for a first offence.
The offences in this regard include amongst others the following :


Blatant theft of company or property of another person.



Being in possession of company or property of another person without proper authorisation.



Use of company or other person’s property and resources for own purpose or personal gain.



Removal of Sasol property from waste bins and the dumping site.



Any and all forms of fraud.



The benefit of any outside parties e.g. contractors and service providers for personal gain and
other similar offences of the Commercial Policy.
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6

General Rules and Regulations as applicable in the Maintenance Skills Academy
Sasolburg
Whilst in training, you are subject to the undermentioned Rules and Regulations, which must be strictly
adhered to for safe working conditions and effective training. We rely on your co-operation and
responsibility in order to be proud of our Skills Academy.

6.1

Working hours
The official working hours are:

A learner shall contact his / her Learning Practitioner before 09:00 on the day that he / she is unable to
come to work.
6.2

Tea time
Fitting:

Instruments / Electrical:

A hooter will indicate these times. The tea times must not be exceeded, and the factory must not be left
without permission.

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6.3

Lunch time
Fitting:

Instruments / Electrical:

Should anyone want to leave the factory, he / she can only leave the factory area with the
permission of his / her Learning Practitioner.
Learners should not leave the workshop before 16:00 on Monday to Thursday, or before 13:00 on a
Friday.
6.4

Smoke break times

6.5

Tea, coffee, meals and related arrangements
All learners will provide their own food, tea and coffee. However, hot water will be provided.

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7

Training performance and standards

7.1

Assessment schedule
Each learner will be provided with a training schedule stipulating which assessments are due when.
Please adhere to this schedule as non-conformance can be seen as poor work performance and can
lead to disciplinary steps being taken.

7.2

Training requirements
It is required from all learners to pass all theoretical tests with a minimum of 80% unless otherwise
stipulated. You will get three attempts for each module test. A learner will receive a letter of nonconformance for each module test failed. If after three attempts of a module test, a learner failed to
attain a passing mark, his or her training agreement will be re-evaluated.

7.3

Plant Learning Practitioner (On-the-job Learning Practitioner)
On-the-job Learning Practitioner will look after all your practical training requirements when you get to
the area where you will be placed for your on-the-job training. You should direct all practical learningrelated issues to the Plant Learning Practitioner while you are on the plant.

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8

Specific rules at the Maintenance Skills Academy Sasolburg

8.1

Permission to leave workplace or factory area
The Time Management System functions in such a way that when you leave the factory area, you need
to clock out. You can only leave the factory area with the permission of your Learning Practitioner. You
will be credited for the time you clocked out for work-related matters. Arriving late or leaving early will
lead to time lost and a salary deduction.

8.2

Good human relations
Healthy work environment starts with good human relations and this has to start within you. You have
to obey and respect your authorities. You have the responsibility as a member of your group and the
bigger team to respect, co-operate and support members of your own group and other groups in the
Skills Academy.

8.3

Leave and types of leave
Your Learning Practitioner needs to approve any leave request, even during the time that you are
placed on the plant. He can only approve leave if your plant Line Manager has communicated that your
leave is accepted. If leave is not approved and you are not at work, an absence without leave (AWOL)
will be created and disciplinary steps taken. The different types of leave are: Vacation leave; sick leave;
unpaid leave and compassionate leave
Compassionate leave is only in the case of the loss of direct family members (such as father, mother,
brother, sister, child, wife, husband, grandfather and grandmother). Thus, please ensure that your leave
is captured in advance and that it has been approved before taking leave. Sick leave needs to be
verified with a Doctor’s note as the practice number must be recorded for approval. Compassionate
leave requires the presentation of a funeral letter.

8.4

Salary enquiries
All enquiries concerning salaries should be made to the salary office. If anything is wrong with your pay,
you have to notify your Learning Practitioner who will give you permission to go and sort this matter out
with salary office personnel.

8.5

Smoking
No smoking is allowed in the Maintenance Skills Academy Sasolburg building. Smoking is only allowed
in the designated area, at the given time as stipulated in the timetable. It is the responsibility of each
individual smoker to keep the smoking area and ashtrays clean. Learners should strictly keep to
smoking times.

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9

Disciplinary Code
The Policy of the company is to:


vest responsibility of enforcing discipline with Management



ensure that discipline is applied immediately where deviations from existing norms are identified



ensure the enforcement of discipline at the lowest possible level



ensure that discipline is applied in a fair constant manner



ensure that where appropriate, corrective action and counselling are utilised as first step of
discipline

Any employee, who has to undergo a disciplinary investigation, will be given a written notification at
least 48 hours before the day of the investigation. The notice will indicate the day of the investigation,
the time and the place where it will take place. The summary of the offence will be written on the notice.
The person issuing the notice to the employee will inform him or her about his or her rights pertaining to
this disciplinary investigation.
The employee will be asked to sign the notice as proof of acknowledging of the receipt thereof. The
employee will be given a fair chance to put his or her side of the story to the Disciplinary Committee with
representation of his or her own choice. The Disciplinary Committee will make a decision about the type
of corrective action that will be taken against the employee. However, if the employee is not satisfied
about this decision, he or she can in conjunction with his or her representation appeal against this
decision and the hearing will be referred to the next level of Management.
9.1

Dealing with grievances, disciplinary steps and procedures (refer to Disciplinary Code)

9.1.1

Resolving individual complaints and grievances
If there is anything that is bothering you about your work environment, you have to discuss it with
people that can help you. The following steps should be followed up to the point where your problem
has been completely solved.
Step 1

9.1.2

Your immediate Supervisor
Discuss your problem with your immediate Supervisor (Maintenance Skills Academy Learning
Practitioner, or Mine Learning Practitioner and / or Mine Foreman when doing mine training). Your
immediate Supervisor will do everything to solve your problem without delay

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OR
if you feel that the problem is in such a way that you cannot discuss it with your Supervisor at that stage,
you are free to discuss it with his superior or with the HRC, who will then take the matter further. In this
case, you must inform your Supervisor before taking this step. If your problem is not satisfactorily
resolved, come to an agreement with your Supervisor that you would like to discuss your problem on
the next level of Management.
Step 2
9.1.3

Discussion with HRC (Human Resource Consultant)
If you are of the opinion that your problem has not yet been satisfactorily solved, you may decide to
pursue the matter with the HRC which will take the matter up on senior supervisory level if necessary.
Step 3

9.1.4

Dicussion with HRC and next steps of leadership
Should your problem at this stage not have been solved satisfactorily, the HR Consultant will, at your
request, investigate the matter further in conjunction with the Divisional Head in an attempt to find a
solution to the problem.
Step 4

9.1.5

HRC and Departmental Head
If a suitable solution was not found during Step 3, the HRC in conjunction with the Departmental Head
will see to it that the problem is given the necessary attention.
Step 5

9.1.6

Referring to problem to the Departmental Manager
If the problem remains unsolved up to this point, it may be referred to the member of the Executive
Team who will take the final decision regarding the matter.

9.1.7

Resolving group complaints and grievances
If you are a member of a work group with a mutual problem, you should designate a maximum of two
persons to raise the matter with your immediate Supervisor and if not satisfied with the Supervisor’s
decision, the representatives should follow the procedure as detailed above.
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10

General Information

10.1

Housekeeping
It is the responsibility of every employee to ensure that the area we are working in is well looked after
and maintained in a proper fashion.


The working area must be kept clean at all times.



Refuse, especially flammable waste, i.e. paper etc. must only be placed in the appropriate disposal
bins.



After completing a task, it is the responsibility of the employee to clean up and remove the refuse
from the site.



No material may be placed in such a way that it will become an obstruction or a safety hazard to
persons moving around in the workplace.

10.2



Always walk - do not run in the workplace.



Never discard cigarette butts in waste paper bins as it is a fire hazard.



Horseplay is strictly prohibited.

Private work
No private work is allowed in the Maintenance Skills Academy Sasolburg.

10.3

Vulgar language and swearing
Vulgar language or swearing is strictly prohibited; action will be taken according to the relevant Code.

10.4

Reading of magazines and gambling
The reading of any article or magazine that is not related to the work is strictly prohibited during working
hours. No gambling is allowed at any time.

10.5

Sitting and sleeping on top of tables
The employee is not allowed to sit, rest or sleep on any machinery, tables, work benches and dust bins.

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10.6

Entering Learner Practitioner’s office without permission
No learner is allowed in the offices of a Learning Practitioner, without the permission of the Learning
Practitioner. No person may enter any division, workshop or any other workplace without permission
from both the Learning Practitioner and the Learning Practitioner of the visiting workplace.

10. 7

Action to be taken in case of absence of leave
In the event of a learner being absent due to illness or unforeseen circumstances, the Learning
Practitioner must be informed by means of telephone or a message from a responsible person. It is
compulsory that all absences should be confirmed by a leave or sick leave form. Should learners
request leave whilst doing mine training, the leave form must be handed to the Mine Foreman for
approval. In the Maintenance Skills Academy it must be handed to the Learning Practitioner.

10.8

Receiving calls and use of cellphones during training
The use of Company telephones are not permitted without permission. Only in emergencies, can
learners receive telephone calls. The Learning Practitioner will give permission for the use of the phone.
Private calls can be made between 12:00 and 12:30. No active cellphones are allowed during working
hours in the Maintenance Academy.

10.9

Dress code
It is compulsory to wear safety clothing at all times in the Maintenance Skills Academy. The learners
should always be neatly dressed. Dress code: Sasol safety footwear, white overall trousers or white
overall jacket.

10.10

Regulation violations
Should Regulations be broken, disciplinary actions will be taken against perpetrators.

10.11

Absenteeism
In the case of any absenteeism, it is the responsibility of the learner to notify the employer / Supervisor
by means of telephone or message from a responsible person. It is also important to submit the relevant
documents on your return to prove your absence.
All sick leave must be accompanied by a valid Doctor’s certificate.

Page 25 of 29

11

Our values and culture
Why values are important to Sasol
Our shared values define what we stand for as an organisation and form our actions and our behaviour.
They determine the way in which we interpret and respond to business opportunities and challenges.
Like personal values, company values help all of us understand the way in which we should behave and
make decisions on behalf of the organisation.
To this end, our shared values establish expectations about how we, as employees of Sasol, work with
and treat each other, our customers, shareholders, suppliers, partners and the communities we serve.
Being a values-driven organisation means that we all embrace and live Sasol’s shared values, which
are the foundation of a high performance culture. It implies that we know and understand what our
shared values are and we subscribe to the behaviours expected of all Sasol employees.
Take safety as an example. Let us say you are under pressure to finish something quickly, but doing so
compromises safety. Your choices are: to deliver the job quickly but in an unsafe manner or to deliver
the job at a slower pace, but safely. Given Sasol’s core value of safety and commitment to zero harm,
you would always choose the second option.

Page 26 of 29

11.1

Values and their meanings

Figure 6: Sasol Shared Values
11.2

Ethics
As ethic policies and the application thereof may differ drastically from company to company, it is
important that each new employee during his / her induction take cognisance of the Sasol Ethics Policy,
commercial practice and the role of the Commercial Department. The responsibility rests with each
employee to act ethically correct and to always display the highest degree of integrity.
Sasol employees must, in all they do, act in Sasol’s long term interest. This implies that business-like,
professional relationships be maintained with all suppliers or potential suppliers. In the majority of cases
the exchange of gifts and / or socialising is unnecessary for the maintenance of good mutual
relationships. However it may be necessary, from time to time as an exception, to socialise in order to
improve business relationships.
Gifts and / or socialising usually result in costs for Sasol (even if the supplier pays) and acceptance of
either must only take place after careful consideration and the necessary motivation has been made. If
you want to know more about ethics or have anything you want to report, you can make a free call to
telephone number 0800016017 and your call will be given the best attention.

Page 27 of 29

12

Performance evaluations
Take note that your performance during the apprenticeship period will be periodically evaluated by your
mine Learning Practitioner and institiontinal Learning Practitioner. The following list provides information
on all the different aspects that will be evaluated. A good all-round balance in all these areas will make
you the best possible candidate when employment opportunities arise.

Page 28 of 29

Performance Evaluation Form

1.

2.

QUALITY OF WORK (Consider outputs achieved)
Sometimes
unsatisfactory

Meets required
standards

All standards met
and sometimes
exceeded

All standards met
and mostly
exceeded

Exceptionally high
standard of work

1

2

3

4

5

ATTENDANCE (Consider frequency of absence, reasons and attendance register)

60%
Attendance record

70%
Attendance record

80%
Attendance record

90%
Attendance record

100%
Attendance record

1

2

3

4

5

3.

Works according to
the rules under
supervision

Works according to
the rules without
supervision

Actively interested
in safety and good
housekeeping

Leads in promoting
safety and good
housekeeping

1

2

3

4

5

Prefers to work
alone

Generally accepted
within a team

Popular; easy to
work within a team

Accepted leader;
inspires work

1

2

3

4

5

6.

SCORE

DEPENDABILITY (Consider ability to work on his / her own)
Constant
supervision is
necessary

Dependable with
normal supervision

Can often work
without supervision

Dependable
without supervision

Can take own
initiative

1

2

3

4

5

SCORE

RESPONSE TO INSTRUCTIONS (Consider understanding and delivery of instructions)

Requires detailed
instructions often

Requires detailed
instructions

Understands minor
instructions

Understand
instructions

Understand
complex
instructions

1

2

3

4

5

7.

SCORE

ACCEPTABILITY (Consider acceptance and teamwork with other members of the group and process)

Creates friction;
disrupts teamwork

5.

SCORE

SAFETY ATTITUDE (Consider safety as well as good housekeeping)

Disregards safety
and / or good
housekeeping

4.

SCORE

SCORE

RULES AND REGULATIONS (Consider knowledge of and adherence to applicable Rules and Regulations)

Often disregards
Rules and
Regulations

Adheres to Rules
and Regulations
with supervision

Adheres to Rules
and Regulations
without supervision

Contributes to
improvement of
Rules and
Regulations

Leads in the
improvement of
Rules and
Regulations

1

2

3

4

5

OVERALL RATING ON THE PERFORMANCE BASED ON THE OUTCOMES ABOVE

SCORE

/35

Learner name

Learner signature

Date

BULP name

BULP signature

Date

PSA LP name

PSA LP signature

Date

Page 29 of 29



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