Skills development in the energy sector


11 September 2012
Chairperson: Mr S Nijikelana (ANC)
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Meeting Summary

The Energy & Water Sector Education and Training Authority was recovering after having been put under administration in 2010. A number of qualifications had been registered. A lot of training had taken place. The major drivers of strategic integrated projects were green energy, electricity generation to support socio-economic development and electricity distribution for all.

The Manufacturing, Engineering and Related Services Sector Education and Training Authority serviced some 44 000 companies in the manufacturing sector, with a strong representation of motor vehicle components. It had been able to train a huge number of employees in these companies. It was on the point of signing an agreement with a German organisation that would boost its capacity for research. The Authority was concentrating on green skills, renewable energy sources and waste management.

Eskom was committed to training. This took on many forms. While Eskom maintained its own academies for technical and leadership training, it was also investing in education. It was encouraging learners from pre-school to matric level to study mathematics and science, while it also supported a number of Chairs of learning at universities throughout the country. Gender and race imbalances were being addressed. The organisation had the services of many qualified young people.

The South African Renewable Energy Council was involved in several projects involving energy efficiency and renewable energy sources. There was a lot of emphasis on solar water heating. Universities were becoming involved with education into solar and wind energy. Companies in the sector paid a levy which went towards training development and they were also required to undertake socio-economic projects in their region.

The Association of Municipal Electricity Undertakings briefed Members on the state of training within municipalities. Some were working well, but in others the training capacity had been allowed to disappear. There was a shortage of skilled staff, with many nearing retirement age. Vacancies were hard to fill.

The South African Petroleum Industry Association stressed the need for special skills in the petroleum industry due to the hazardous nature of the product. The Association was in partnership with the University of the Witwatersrand to develop training programmes. There was a concern that the gender and racial balance, especially at senior levels, was lacking.

Members questioned the relevance of training programmes. However, most of the bodies represented said that they developed training programmes according to the needs of the industry. The lack of apprenticeship programmes was bemoaned, although Eskom did still run such schemes and felt that more loyal employees were a result of this. Bridging training was given to graduates of universities and technical colleges in order to prepare them for the field in which they would work. Members were reassured that only the highest skill levels were used for workers at the Koeberg nuclear power station. Eskom was spreading its awareness and education programmes around the country, targeting rural schools. While the Chairs of learning it funded were at major universities, they were encouraged to partner with less advantaged universities and schools in their regions. It was generally agreed that skills levels at managerial level had to be increased.

Members said that there was a perceived lack of access for disadvantaged people to the petroleum industry. There was a need for entrepreneurship training. The industry was well off the targets for representation of women and people with disabilities. Staff retention was a problem, as the scarce skills were also in demand overseas.

Meeting report

The Chairperson said that skills were essential in the energy sector. Adequate skills were needed at all levels, from policy to maintenance of systems. A variety of sectors would be represented at the meeting. Other players might be involved at a later stage. He said it was a pity that the Department of Energy (DoE) would not be participating.

Energy & Water Sector Education and Training Authority (EWSETA) briefing
Mr Kibiti Lephoto, EWSETA CFO and Acting CEO, said that EWSETA had been placed under administration in September 2010. The first phase of this was a stabilisation phase from September to November 2010. The recovery phase had lasted until March 2011. The third, and current phase, was one of performance. A new Board had been appointed as the accounting authority as from 1 April 2011. A new constitution had been adopted. Key recommendations of the administrator had been adopted.

Mr Lephoto said that an unqualified audit had been achieved. Compliance with laws and regulations had improved. A number of learnerships had been registered at five levels under the National Qualification Framework (NQF). Under the accelerated artisan development programme, 1004 of 1765 unemployed learners had completed the programme. A total of 649 wireman's licences had been issued. In terms of special projects, 502 of 604 learners had completed the Loyiso project. All 50 learners completed the Thabo Mbeki Development Trust project. In the North West project, 476 of 804 learners had completed the programme.

Mr Lephoto said that on the Coega project, 238 out of 294 learners had completed the project at Level 2, 132 of 191 learners at Level 3 and 28 out of 45 learners at Level 4. A budget of R172.627 million was approved for 2012/13, increasing to R214.570 million by 2016/17. Strategic focus areas were achieving the sector strategic plan objectives and national skills development strategy (NSDS) outcomes. Major drivers in terms of strategic integrated projects (SIPs) were in green energy, electricity to support socio-economic development, and electricity distribution for all.

Mr Lephoto said that priority skills interventions would include the financial field, where training needs had to be considered against available resources. The capacity of institutions had to meet needs. Urgent attention was needed to improving supply-side efficiency. Innovative training methods were needed. EWSETA should play a leading role in skills development initiatives. There should be a streamlined skills pipeline between institutions. Research capability had to be developed. A first draft of the Sectors Skills Plan (SSP) update had been prepared. The next phase would be to engage with stakeholders and to revise the strategic plan.

Manufacturing Engineering and Related Services SETA (merSETA) briefing
Dr Raymond Patel, merSETA CEO, said that merSETA subscribed to the King Commission finding that sound environmental governance was central to the sustainability of business. MerSETA had adopted a green approach to green skills development. This had been included in its Sector Skills Plan (SSP). There were 44 000 levy-paying companies employing some 600 000 members. The companies were involved in metal and engineering, car manufacture, motor retail and components, tyres and plastics. The merSETA took a leading role in skills development, focusing on energy efficiency, alternative and renewable energy sources, waste management and green skills.

Dr Patel said that the merSETA would be signing an agreement later that day with the German Gesellschaft fur Internationale Zusammenarbeit (GIZ). This would be the start of international bench-marked co-operation. Co-operation would include research, green job-specific qualification development, an energy audit of merSETA head office and career development.

Dr Patel said that merSETA training focused on the employed. Income in the previous year was just under R1 billion. This enabled a lot of training to be done. The targets had been met.

Dr Patel said that company involvement was needed. Students needed to complete practical training. He presented a number of areas of training and the results achieved. The task of merSETA was to train the artisans of the country. There were partnerships with fourteen Further Education and Training Colleges (FETs). Dr Patel said that small business support meant working with small businesses.

Dr Patel said that the success of the organisation was due to its focus. A new way of running the organisation, namely a matrix approach, had been adopted. Appropriate skills had to be developed.

Dr Patel said that NSDS 3 did require relationship thinking. Education had to be considered in a synergised way. If mathematics and science were neglected at primary school then learners would fail at high school. Strategic integrated projects (SIPs) had been developed. Administration and policy were sound. Only 50% of programmes in local government were successful. This was due to a lack of skills. People had to be skilled while the future was built. The massive investment in infrastructure had to boost job creation and develop the economy. SETAs needed more than a five year programme. Already they should be looking at a plan for 2030.

Dr Patel gave some examples of programmes. Their training covered five industries. They had looked at energy efficiency, waste management and green skills. They would be signing an agreement with GIZ later that day. This agreement was around research. MerSETA was a development partner in the wind turbine project. They were applying energy efficiency to their own building. They had developed a number of apprentices for the Kusile and Medupi power stations. MerSETA had developed and sponsored a solar powered car in partnership with Volkswagen.

Eskom briefing
Mr Babalas Bulunga, Group Executive: Human Resources, Eskom, pointed out that his name had a different meaning in isiZulu to Afrikaans. The average stay of employees of Eskom was long. Skills were acquired over a lifetime. Eskom was involved in skills training at schools, from pre-school to matric level. The particular focus was on mathematics and science, with an emphasis on girls as there was a gender imbalance in the industry that needed to be corrected.

Mr Bulunga said that Eskom had a target of 5 735 for March 2013 for Eskom's internal learners. Halfway through the year they had already trained 7 110. The target for external learners was 5 000, of which 5 018 had been trained by July 2012. External learners included those from companies within the supply chain management system.

Mr Bulunga said that there had been a dramatic increase in the number of African, coloured and Asian learners. There was a particular increase in the number of women in technical training programmes, and also an increasing number of artisans. Children had to learn of these opportunities while still at school.

Mr Bulunga said that the majority of engineers and technicians were young people. Eskom wanted to absorb these people at a low level, which led to the high proportion of young people. Eskom had its own Academy of Learning. This was designed to close the competency gap and to give experiential training.

Mr Bulunga said that appropriate learnerships were important. The Eskom Leadership Institute had a mandate to develop leadership strategy. Leadership had to be aligned with business strategy and organisational values.

Mr Bulunga said that Eskom was involved even at early childhood centres. The main objectives of its school programmes were to increase the number of learners passing mathematics and science and to support teachers, even paying the salaries of mathematics and science teachers. Eskom also teamed up with FET colleges and had equipped sixteen colleges in six provinces.

Mr Bulunga said that the external education and training programme included a tertiary education support programme, black academic development and enterprise development. Eskom sponsored various Chairs in aspects relating to electricity at universities around the country.

South African Renewable Energy Council (SAREC) briefing
Mr Johan van den Berg, SAREC Interim Chairman, said that SAREC was committed to skills training. SAREC had been founded by the National Economic Development and Labour Council (Nedlac). Many high skilled jobs needed to be created.

Mr van den Berg said that the Sustainable Energy Society of Southern Africa (SESSA) concentrated on solar water heaters and energy efficiency. There was a plan to roll out a million solar water heaters. SESSA would identify second and third tier manufacturers for this purpose. Some pilot projects were under way. The SAREC energy training centre was being driven by Greencape, the University of Stellenbosch and GIZ. A training centre would be built at the Cape Peninsula University of Technology (CPUT) Bellville campus. This would include a working wind turbine generator. Advertisements had been placed for a lecturer and researcher in wind energy at CPUT and Stellenbosch. Each company involved was liable for 1% of capital as a project development fee. Successful applicants should spend 1.5% of turnover on socio-economic development within a 50km radius. One developer was working on a small wind farm, but had committed to training more than 100 people. The nature of such arrangements was generally a confidential agreement with Treasury.

Mr van den Berg said that GreenCape, GIZ and the Bavarian Western Cape Partnership were collaborating to create courses for wind farm and solar PV (photovoltaic) maintenance staff. GIZ had taken a delegation of fifteen people to Berlin to introduce aspects of the industry. He invited all Members to attend the Windaba information session on 22 October.

Mr van den Berg said there were good opportunities to create energy efficiency projects at municipal level, but skills were required. Funds were needed. Some of the project development fees could be used to cover the Renewable Energy Independent Power Production Programme (REIPPP). A commitment was needed on the amount of energy to be purchased. If this were in place, it would attract local and international investment.

Mr van den Berg hoped that round one projects could be closed financially before the end of September 2012. By 2015 South Africa could be ranked tenth in the world in terms of solar photovoltaic energy and fifteenth in terms of wind energy.

Association of Municipal Energy Undertakings (AMEU) briefing
Mr Michael Rhode, AMEU President, represented a body which was voluntary. Municipalities were in a state of paralysis and there was major unemployment. The age of engineers around the country averaged in the late fifties. There were high vacancy rates. There was a lack of suitably qualified instructors. Electricity departments were embedded within municipalities. In some metros, there was a human resources (HR) department and this facilitated training. Many municipalities had their own training facilities, but many of them had been forced to close. There was an exodus of skills while the remaining work force aged. Gaps were not been filled quickly enough. Much training was hampered by insufficient funding. Even though the training itself was funded, the fact that most of this was offered in Gauteng made it too expensive for students from other areas in terms of travel and accommodation. Courses were run corporately and a lot of training focussed on other skills. Municipalities could not offer the same salaries as their commercial counterparts. It was often difficult to fill posts before an incumbent retired, and this hampered the required skills transfer.

Mr Rhode said that some developments were in the development of local government. There was a greater focus on the civil engineering rather than electric engineering. Eskom mainly trained their own staff, but fortunately had allowed some AMEU members to attend. Only four of thirty municipalities in the Western Cape had the services of graduated electrical engineers.

Mr Rhode said that the focus had been on artisan training. There was some funding, mainly from internal sources. Cape Town had conducted modular training successfully. The DoE had launched a placement programme. This form of internship was currently only available in the metros.

Mr Rhode said that Cape Town was doing the most for skills development. Their in-house training school had trained 130 artisans, and another seventy would graduate in 2013. His experience was that posts often had to be advertised four times. There were other programmes as well, including internal bursaries. The centre had developed its own training material, as had Eskom. Cape Town had a graduate intern programme.

Mr Rhode said that Buffalo City had agreements with training centres within its area. Some students were being trained. They also had a programme for employers. There was a similar training centre in the municipality of Mangaung. Many engineers were being produced, which was encouraging. There was a programme in George.

Mr Rhode said that AMEU had provided bursaries. Due to a lack of office structure it was difficult to administer this, and control of students was left to the universities. He was grateful that Eskom made some provision for AMEU students, but students from outside Gauteng often could not afford the transport and accommodation costs.

Mr Rhode was glad for the help of the Municipal Infrastructure Support Agency (MISA). The system within municipalities was often counter-productive.

The Chairperson noted that MISA had been invited at a late stage but they could not attend. The South African Local Government Association (SALGA) was busy with a major conference and had therefore not been invited.

Mr K Moloto (ANC) asked EWSETA if they had assessed the relevance of the skills training they were providing. He asked if there was any feedback from the industry. There had been corporate governance lapses in the past. He asked if steps had been taken to strengthen this aspect.

Mr Lephoto said that EWSETA developed its programmes in conjunction with the industry.

Mr E Lucas (IFP) said that skills training was absolutely necessary. The country was being left behind and the time for talking had passed. In the past, every municipality had had its own workshop, and now relied on outsourcing. Outside contractors were often tempted to cut corners and neglected their training. Embargoes had forced Cuba to develop its own skills. The world had changed over the previous thirty years. There were no longer motor mechanics but motor technicians. Municipal workshops gave faster turnaround times and training opportunities. The apprentice system had fallen into disuse, and proper training was not being given. Another important thing was to understand that artisanship was a valid calling and not only the traditional professions. There was a place for both technical and academic qualifications.

Dr Patel said that apprentice training was an indentureship. The Act spoke of a three-year period.  MerSETA had developed an accelerated training period. His daughter had spent 125 days at university over a three-year period studying engineering. There was a history of repetitive training as well. MerSETA had adopted suitable programmes. An artisan could be qualified within eighteen months. There was also a question of the effectiveness of training. He had experience of SETAs, but the right approach was being found. The right skills had to be put in place in response to the demands of the time. A lot of money was being spent on training, but not always effectively. In countries like Germany and Switzerland government did not pay for training. Instead, companies paid for apprenticeship schemes.

Ms N Mathibela (ANC) felt that Eskom was doing wonderful work at pre-schools. This was where children started learning, not in matric. She asked how many provinces had been touched by the pre-school outreach programme. Three-month training did not work. The FETs were producing trained artisans, but these artisans still needed more training after arriving at a company. She gave the example of her grandson who had attended a college while working at a company during the holidays. The SETAs were doing well, but more follow-up was needed. It seemed to be difficult to find people to employ. It took months to fill vacancies. There should be a flow of trained personnel.

Mr Bulunga replied that Eskom did not do three-month training. Even the 5 000 involved in external training spent a year with Eskom.

Ms B Tinto (ANC) was concerned over reports that the Koeberg power station might have to curtail operations as ageing engineers retired without replacements being available.

Mr Bulunga said that skills were being retained at Koeberg. It was delicate work with even operators requiring seven years of training. Such people could not be replaced easily. The demographics did change but without placing any risks on the operation. The situation was been addressed at Board level. Generally, Eskom's replacement strategy was based on planning according to the number of persons due to retire and the historical attrition trend.

Mr S Mayathula (ANC) asked EWSETA asked why there was such a low number of wireman's licences being issued. Eskom had produced a host of figures. He was happy to see some movement in his constituency. In terms of early childhood learning centres, these were not so common in rural areas and he asked how people could access them. He asked how one could become part of a science exhibition. He noted that the Chairs were only associated with established universities. Schools around tertiary institutions should be part of programmes, and he asked how such schools could become involved.

Mr Bulunga said that Eskom's pre-school programme was spread over the entire country. It was biased to rural and underdeveloped areas. He agreed with the observation about universities. Where the Chairs had been established there was an expectation for these universities to partner with less developed institutions near to them. It was not Eskom's way to drop off money and walk away. The same bias applied to FETs.

Mr G Selau (ANC) said that there was a general problem in the link between training and the needs of society. Skills should relate to the needs of society, including cultural heritage. He asked if trainees got their certificates and then joined the ranks of the unemployed.

Dr Patel said that only 17% of managers in the manufacturing sector were black as opposed to 95% of the workers. It was clear that money should really go to training managers and engineers. The Arab Spring might come to South Africa if these cultural issues were not addressed.

Mr Bulunga said that Eskom absorbed all the technicians it trained. This was about 80 persons per year. The Eskom college offered bridging training between academic studies and the situation they would face on site. There was a year-long orientation period. The apprenticeship system had been quietly re-instated. Proper training was needed. Those trained as apprentices tended to stay with the company longer. These people acquired irreplaceable skills and knowledge.

Mr Lephoto said that part of their process was to assist with work placements. The management of EWSETA would be strengthened by, amongst other things, the permanent appointment of a CEO. Performance was not always synchronised with employers. The same information being sent by Eskom should go to all its stakeholders. EWSETA looked at supply and demand of skills to plan its future training.

Mr Mabuza Ngubane, Deputy Director: SETA Performance, Department of Higher Education and Training (DHET), added that the Department's expectations included that the SSP should be practical and meaningful. DHET was busy analysing the SETA development plans. The top priorities should be clearly articulated. DHET engaged with SETAs on audit findings. In cases of disclaimers or qualified findings, these areas would be addressed. The Department ensured that all targets had a baseline.

Mr Selau did not understand how the presenters from AMEU and SAREC did not respond to the general questions he had posed.

Mr van den Berg replied that SAREC was keen to do rather than talk. Support for renewable energy was dependent on government priorities. It was a critical performance area. Socio-economic development was written into the procurement policy and income would be invested.

Mr Rhode said that AMEU members provided internal training. Members of communities would be mentored. The focus was on training according to need.

South African Petroleum Industry Association (SAPIA) briefing
Mr Gerard Derbesy, Chairperson of SAPIA, accompanied by a representative from Chevron, said the industry was a people business, based on knowledge. Diverse talent was needed in this complex industry. Some materials used were toxic or highly flammable. A large degree of skill was needed to ensure safety.

Mr Derbesy said that SAPIA was in a transition period. Many qualified engineers and workers had departed for better opportunities overseas. It was important to renew the base. Significant investment was needed in refineries. Skills development did not occur overnight. There were many pockets of excellence.

Mr Derbesy sketched an overview of the industry. 80% of the country's fuel was offloaded at an offshore buoy off the coast of Durban. There was a chain of storage, refinement and retail supply.

Mr Derbesy said that the petroleum industry accounted for 6.5% of the annual gross domestic product (GDP), and employed 100 000 people. Annual turnover was R217 billion. There was a shortage of scarce skills. The numbers of industry experienced, suitably qualified employment equity candidates (especially black women) were not what they should be and there was a need to recruit and upskill those with industry-specific knowledge.

Mr Derbesy said that by the end of 2010 there were about 2 000 artisans in training. Leadership programmes had also been developed. A new programme had been started in 2011 focussing on women in management. This was the beginning. SAPIA would like to see a comprehensive petroleum training institute, from artisan to PhD level. The structure was in place at FETs and universities. SAPIA was looking to form partnerships with SETAs. There was already a programme being run by the University of the Witwatersrand.

Mr Moloto was pleased to hear of the efforts being made, but he was not aware of any formal qualifications in the oil and gas fields. Huge discoveries were being made on the African continent. South Africa needed vast crude oil supplies.

Ms Mathibela had seen a mention of short courses for entrepreneurs. She asked if this really worked for women. There were not enough of them in the industry. She asked if there was a possibility of a petrol shortage later in the year.

Mr Lucas said there was a shortage of skills across the board for disadvantaged people.

Mr Selau was thinking back to a previous engagement with the industry. One area was from the refinery to the consumer. The other was from crude oil imports to storage. If SAPIA was talking to the former, Members had received many complaints regarding a lack of access for previously disadvantaged individuals to this part of the industry. He asked if anything was being done.

The Chairperson said that petrol was not the only end product of crude oil, indeed there were about 200 products. There was a reference in the presentation to scarce occupations. He asked what was being done in the other occupation classes. Certain skills could become scarce over time. Skills were said to be lacking, but a number of persons were recognised internationally. There was a high entry barrier to women in the industry. FETs were one area which interested many Members. He asked which ones were engaged with SAPIA. These colleges were supposed to absorb as many young people as possible. The Durban University of Technology was also interested in co-operating with SAPIA.

Ms Mathibela said that none of the presenters had spoken to persons living with disability. She asked if this sector was being considered.

Mr Mayathula was reflecting on the figures on scarcity. He felt that the investments being made were insignificant in face of the challenges.

Mr Derbesy said that it was a new concept. There was a programme which had been tested against other countries. There was a good alignment. There was a focus, but the modules to develop specific skill had still to be developed. There was a memorandum of understanding between Total and Wits. The same lack of skills was found overseas, so it was difficult to retain staff.

Mr Avhapfani Tshifularo, SAPIA Executive Director, said that the women entrepreneurship programme was being driven by the retail companies. Women were trained and put in a pool until a vacancy opened. There had not been an increasing volume for women and black owned service stations, but this situation should change. Possible female candidates for leadership programmes were identified by companies.

Mr Derbesy could not talk for other companies, but understood that the representation of women was similar in other companies. Women were well represented at middle management levels, at about 40%, but dropped to about 15% at higher levels. Global exposure was needed in this industry and could not really be achieved while staying in South Africa.

Mr Derbesy said that the number one priority was the supply of fuel, and the second was the supply of skills. The supply of gas had been critical in 2011, but had been much less critical in 2012. It should be even more alleviated by the end of the winter season. All refinery products were part of the supply chain, and the reference to petrol supplies should actually be seen as a generic term. Skills were needed at technical and operative level at the refineries. 1 200 was a small number compared to 100 000 jobs. The issue had been identified in 2007/08, and a targeted programme was being designed to identify the huge pool of talent that was available.

Mr Tshifularo added that the Committee had been addressed by the DoE on the Mloto funding. One of the areas addressed was the lack of access. This matter was being addressed on an ongoing basis. Many parties would be involved. FETs had been identified by individual refineries. A number of colleges were involved but he would have to confirm their identities with the wholesalers. The industry was battling to meet targets for people with disability, as well as black women in senior management. Future learning interventions would need to addressed. 60% of candidates for programmes were now women.

The Chairperson asked how SAPIA had performed in terms of training in enterprise development such as importing. This industry drove the economy.

Mr Selau said that South Africans needed to move to a prosperous, non-racist, non-sexist society. Crude oil by-products were an essential component. He asked how this could be linked. People felt that crude oil belonged to international companies. The refined products belonged to the industry. Access only came at petrol station level. In the context of nation-building, he asked how skills development could be related to economic development and democracy.

Mr Tshifularo replied that the oil industry did provide training for people who would not necessarily be employed. There were areas where traditional training was provided, together with learnerships, internships and bursaries. In terms of enterprise development, this was an area where people were trained to a level of competence in serving the core business of a company. Many companies did have agreements with new entrants to the markets. The oil companies generally owned the refineries. He did not know if enough was being done.

The Chairperson was still waiting for the report on the January visit. This should be entered soon as the year was coming to an end. He trusted that the last point would be taken seriously. In skills planning, either narrowly or for the benefit of a particular sector, a good tool to guide trainers was the National Economic Plan. This covered almost all issues. It was not just about pushing numbers into FETs and universities.

Mr Hannes Hoon, Director: SETA Coordination, DHET, said that the Department had noted the concerns of Members. These would be addressed through DHET processes. The DHET was responsible for managing the 21 SETAs. This was part of his directorate. Government policies and legislation would be implemented to provide skills for the work force. The Public Finances Management Act (PFMA) and Skills Development Act would be implemented. SETAs must implement the eight goals of the skills development strategy. The policy spoke to the way internships should be handled. There was a shared concern over outsourcing of training. There were good private providers, but DHET felt that there should be more involvement for FETs. Training opportunities must be taken to the people. SETAs had to be present in townships and rural areas. The FETs could be used. SETAs were already in negotiation with the relevant FETs. In terms of gender equity, he emphasised that the national skills development strategy referred to gender equity. All training should be 85% black, 54% women and 2% disabled. DHET was managing these processes through the strategic plans of the SETAs. The Minister was not happy with these initial plans as they were not addressing requirements.

The Chairperson said that this was the reason for the question on EWSETA's relevance.

Mr Hoon said that the Minister had raised this concern. He felt that they were achieving the goals set for them.

The Chairperson said that 85% of the country's energy needs were addressed by electricity. No matter what resources were used, people were needed. Major transnational companies should sacrifice some of their profits to develop the communities they served. Development had been skewed historically. This had been particularly evident at climate change hearings. If the lessons were heeded now, there might be big smiles later.

The Chairperson told AMEU that there was a long way between energy and electricity. He had many issues from EWSETA. He had not picked up the contributions of the members of the SETA, of which Eskom was one. Unions should also have been present. The international dimension should be considered. There should be a revised Integrated Resource Plan (IRP) by March 2013. One of the fundamentals in climate change was to consider the focus on water and energy efficiency. An issue that Members should look at was inter-SETA collaboration. Different training methods were needed for rural and urban training. The quality of training and development had also been questioned. The Southern African Development Community (SADC) dimension had not been touched on. SADC had integrated economic development. Employment equity should be automatic. A broad picture was needed on skills development across the energy spectrum. Bodies should do some benchmarking against international bodies. Cuba Solar was a revelation on how creative methods could be applied.

The Chairperson announced that a French delegation would be at the University of Cape Town the following day. Information sharing was important. The meeting the following week would be on the scenarios for the Independent Systems and Marketing Operator.

The meeting was adjourned.


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