Eskom: South Africa’s largest electricity supplier on good corporate governance

Eskom continues to maintain its position as a market leader in an increasingly competitive energy sector

Eskom continues to maintain its position as a market leader in an increasingly competitive energy sector

Eskom Holdings SOC Limited is a power utility that is wholly owned by the South African government and conducts its business within a highly regulated environment. The company has a unitary board structure with a majority of independent, non-executive directors, appointed by the shareholder in consultation with the board, which retains full and effective control over the operation of the organisation. This responsibility is facilitated by a well-developed governance structure comprising various board committees and a comprehensive delegation of authority.

As a South African State Owned Company (SOC), Eskom is accountable to the South African Government through direct reporting to the Department of Public Enterprises (DPE). The DPE acts as the representative shareholder of the South African Government with oversight responsibility that includes governance and the statutory compliance of many SOCs, and, indirectly, to the Department of Energy (DoE), which leads in the effective implementation of energy policies.

The relationship between Eskom and the DPE is governed by a shareholder compact which is a mutually agreed set of strategic intent, key performance areas and targets. The compact includes strategic objectives, policies, financial, technical and other significant key performance indicators and reporting requirements. Eskom’s performance against these targets is monitored through the submission of quarterly and annual reports to the various government departments. The DPE also facilitates the SOC’s interaction with the National Treasury in certain instances, such as requests for loan guarantees from the government.

The shareholder compact measures are determined in line with Government Treasury regulations under the Public Finance Management Act (PFMA), the objective of which is to secure accountability and sound management of revenue, expenditure, assets and liabilities. The PFMA provides a mechanism for holding public sector managers – including those employed by Eskom – accountable for ensuring the timely provision of quality information and the elimination of waste and corruption in the use of public assets.

Internationally recognised
Eskom regards corporate governance as pivotal to the success of its business. It is therefore essential for Eskom to fulfil its mandate in a manner that is in keeping with governance best practice and in particular, with regard to accountability, transparency, fairness and responsibility. The company is proud of its significant involvement in the realm of corporate governance in South Africa through its participation in the compilation of all three versions of the King Reports on Corporate Governance, the earliest being in 2001 and the latest, King III, in April 2010.

The company uses its integrated reporting system as a primary vehicle, bringing together material information about strategy, governance, performance and prospects in a manner that reflects the commercial and environmental context within which it operates. Eskom’s commitment to continually improving its governance practices was acknowledged when the company’s Integrated Report in 2011 was awarded second place in the South African Ernst and Young Corporate Sustainability Reporting Awards.

Stakeholder interaction
Eskom is pleased to have consistently applied the Global Reporting Initiative (GRI) guidelines. The company has been actively involved in the technical committee responsible for developing the GRI Electric Utility Sector Supplement (EUSS), which is seen as a detailed guideline with a suite of sector-specific indicators that should be disclosed by electricity utilities when compiling their sustainability reports.

In order to present a balanced and understandable assessment of its position, Eskom is persistently striving to ensure that its reporting and disclosure to stakeholders is relevant, clear and effective. Eskom’s key stakeholders include employees, consumers, trade unions, local communities, analysts, academics, industry participants and experts, the media, parliamentary portfolio committees, regulators, suppliers, financial markets and investors. Communication and interaction with stakeholders are ongoing and addressed through various channels depending on their different needs.

The absence of competition in the electricity sector in South Africa necessitates stringent regulation to ensure that the interests of customers and other stakeholders are balanced and protected while ensuring the industry’s sustainability. Eskom is regulated by the National Energy Regulator of South Africa (NERSA). NERSA’s mandate is to regulate the electricity, piped-gas and petroleum pipeline industries in South Africa.

The green future
In relation to Eskom’s operations, NERSA’s key powers are to issue licences for the operation of generation, distribution and transmission facilities, regulate imports, exports and the trading of electricity, determine and approve electricity prices, tariffs and the conditions under which electricity may be sold. Eskom also has a nuclear licence issued by the Nuclear Energy Regulator, which regulates the operations of the company’s only nuclear plant, the Koeberg Power Station.

The company is required by law and a variety of regulations to manage and mitigate the impact of its operations on the environment in line with South Africa’s commitment to reduce greenhouse gas emissions, as pledged in the United Nations Framework Convention on Climate Change (UNFCCC). Recently, Eskom embarked on an energy diversification programme that prioritises the use of renewables as alternative energy sources. The renewables programme is fast gaining momentum and Eskom supports the government in its commitment to ensure that by 2030, 40 percent of the company’s additional capacity will come from renewables. Eskom intends to continue setting the benchmark for good corporate citizenship through heightened compliance with all legal requirements, including those prescribed in the Companies Act 71 of 2008 while acknowledging and abiding by other pieces of legislation. Notably, the Consumer Protection Act 68 of 2008 and the National Energy Act 34 of 2008, which are all aimed at ensuring that current, potential and future customers are protected, that Eskom is sustainable and that the national policy objectives are realised.

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The May – June 2013 Issue

Highest corporate tax
rates in Europe

European countries are scrambling to raise every last penny of funds through taxes. But some countries may have gone too far...

Belgium

Though all business taxes in Belgium can be paid online with little effort and preparation, the rates are still sky-high at 57.7 percent, including a staggering 50.8 percent total rate on profits only in social security contributions.

Belarus

In Belarus, a company spends up to 338 hours annually preparing for and paying ten different taxes and duties. The total tax rate has incredibly been lowered to 60.7 percent, from 117.5 percent in 2008.

France

A company in France pays seven different taxes and duties, the sum of which can amount to 65.7 percent of profits; though President François Hollande has announced a wave of business tax rate cuts coming up.

Estonia

A business in Estonia pays 67.3 percent of profits in tax, 37.2 percent exclusively in social security contributions. The country has gone against the grain in Europe by raising businesses taxes from 48.6 percent in 2008 to the current rates.

Italy

While corporate income tax (IRES) in Italy is limited to 38 percent of taxable profit, a company operating in Italy can expect to pay 14 other taxes and duties, including social security contributions, bringing their total payable tax to 68.7 percent of profits, according to the World Bank.

Norway

Norway taxes motor fuels twice, with a road use tax and a CO2 emissions tax. Combined with strikes in the energy sector that have curbed output, the price of gas at a local pump has soared to $10.12 per gallon.

Turkey

Though Turkey sits on the Suez Canal and neighbours many oil rich countries, the price of a gallon of average gas clocks in at $9.41 in Turkish pumps, because of a 60 percent share of taxes. 

Israel

Like Turkey, Israel is surrounded by oil-rich neighbours, but drills very little itself. Gas prices are controlled by the government, so about half of the $9.28 per gallon goes to taxes.

Hong Kong

There are few gas stations in Hong Kong, but the ones available charge up to 76 percent more per gallon than mainland China, where the government caps the cost of fuel. A gallon at the pumps will cost around $8.61 on the island.

Netherlands

Expensive labour costs make the Dutch petrol prices the dearest in Europe, at $8.26 per gallon; though the 57 percent tax add-ons don’t help.

The credit crisis

8 February 2007
HSBC warns of subprime mortgage losses

2 April 2007
New Century goes bus

14 September 2007
Wholesale markets have dried up

17 March 2008
Rescue of Bear Stearns

7 September 2008
Rescue of Fannie Mae

15 September 2008
Lehman Brothers file for bankruptcy

3 October 2008
US congress approves $700bn bailout

14 February 2009
$787bn stimulus approved by congress

 

The effects of the current financial crisis are global and irrefutable. With the collapse of Lehman Brothers, the domino effect of irresponsible public monetary policies, huge levels of unsustainable debt, and a deregulated financial sector, has escalated to the point where no corner of the globe has been left untouched.

1973 oil crisis

October 1973
Syria and Egypt launch an attack on Israel on Yom Kippur and set off a twenty day war;

1977
US President Carter creates Department of Energy, which develops the US strategic petroleum reserve

 

The Organisation of Petroleum Exporting Countries (OPEC) used their oil reserves as a weapon with the Arab Oil Embargo against those who supported Israel. By January 1974, world oil prices were four times higher than they were at the start of the crisis, especially in the US, and the shock led to a huge drop in the stock market with NYSE losing $97bn in just six weeks.  The embargo lasted five months, and the effects are still seen today.

German hyperinflation

1922-1923

Hyperinflation
1923 – 1924
Stabilisation

 

The trouble began when Germany missed a repatriation payment, worth about one third of the German deficit in this period. Inflation was already high but by 1923 it was raging. Prices doubled within hours, and by late 1923, it cost 200bn marks to buy a single loaf of bread. People burned money as it was cheaper than buying firewood. Germany eventually regained control of its economy when it introduced the Rentenmark into circulation in 1923, and then the Reichmark in 1924.

The Great Depression

1929-1933
The Great Crash
1934-1939
Recovery and Recession

 

After the decadence of the Roaring Twenties, the 1930s saw the biggest economic slump of all time. The stock market crashed on 29 October 1929, and optimism and decadent living tumbled along with the figures. The GDP fell from $103.6bn in 1929, to $66bn in 1934 and the subsequent years of recovery were the most dramatic in US history.

1907 bankers’ panic

1907
Otto Heinze and his brother Augustus Heinze bought shares of United Copper.

 

The stock market was already cautious over the tight money supply, but the US was thrown into a depression after the stock market fell nearly 50 percent from its peak in 1906. The Heinze brothers thought they could influence market shares but ended up bankrupting lenders that provided the financing to buy the stock. A chain reaction left nine institutions bankrupt. By February 1908, the panic was over and the government created the Federal Reserve system, to prevent banks from exercising too much control over the economy.