M.Com. (Business Management) / The knowledge that people create, possess and share can easily go unnoticed in organisations that do not put effort in identifying it. Knowledge, among other factors, is what people in organisations use to make decisions that can possibly give organisations a competitive advantage. Knowledge, as with other traditionally recognised resources, is a strategic resource that organisations can use to bring about positive change in business. Knowledge can be tacit or explicit and both types need to be managed strategically. Explicit knowledge tends to be easily accessible if it is stored in places such as databases where people can locate it, however, tacit knowledge can be slightly more challenging to access as it lies in the minds of people. Eskom’s Project Development Department (PDD) has 32 project developers who actively develop projects that the organisation will invest in. These projects include electricity generation stations, transmission lines or even pollution mitigating technologies. The project developers work with various stakeholders in and outside of the organisation to ensure that the projects are aligned with the strategic objectives of the organisation. This study aimed to identify the knowledge that the project developers possess and a knowledge audit was conducted on the project developers. The results show that the project developers possess vast amounts of knowledge, skills and are subject matter experts in various fields. The project developers also communicate with various other departments within Eskom when developing projects. A contributing fact to the varying knowledge and skills that the project developers possess is the different projects that each project developer develops. These projects can take up to three years to develop and this can enable a person to acquire knowledge in a specific field of operation. The majority of the project developers also stated that they preferred one on one physical conversations to acquire and share knowledge. Knowledge is gaining recognition as a strategic resource within organisations and strategic management of the knowledge is necessary as it can provide benefits for people and organisations as a whole.

Leadership styles have been shown to have an impact on the success or failure of projects in organizations. Effective leadership is therefore required by organizations to ensure the successful delivery of projects. The study aimed at investigating the leadership styles utilized by women project managers in the Eskom Enterprise Division and possible barriers that prevent them from reaching top positions. The study utilized leadership theories as the theoretical framework and used the qualitative research approach. In-depth, semi-structured interviews were conducted with 15 female project managers in Eskom Enterprise Division and thematic analysis was used to analyze the data. Certain leadership styles and characteristics were identified as being critical for successful project managers. The characteristics that these women project managers exhibit described qualities of transformational, democratic and people oriented leadership styles. The women project managers seem to be successful and there were a number of factors that contributed to their success. The female project managers did not believe that gender should determine their leadership style, but they believed that working as a project manager required certain leadership skills and competencies to meet the project’s objectives and the leadership style was not influenced by gender. Some of the barriers identified were: gender stereotyping, lack of qualifications, fear of not succeeding, family responsibilities and lack of networking skills and time. Most of the women believe that breaking some of the barriers requires that they should work twice as hard as their male counterparts, and that they should prove wrong the stereotype that men are better project managers. Furthermore, the findings show that Eskom has few women occupying top management positions. Eskom is still a male dominated environment even though initiatives for gender transformation exist. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2011.

Thesis (M.B.A. (Rhodes Investec Business School)) - Rhodes University, 2009. / A dissertation submitted in partial fulfilment of the requirements for the degree of Master of Business Administration (MBA)

Thesis (M.B.A. (Rhodes Investec Business School)) - Rhodes University, 2007. / A thesis submitted in partial fulfilment of the requirements for the degree of Master of Business Administration.

M.Ing. (Engineering Management) / Electricity is a crucial key component in every day life influencing the economy, safety; health, productivity and comfort just to name a few. The benefits and importance of electricity can be easily taken for granted by the consumer. Towards the end of 2007, South Africa suffered numerous power outages and that lead to the implementation of load shedding by Eskom, the electricity utility in South Africa, in order to manage the shortage of electricity. Electricity utilities constantly make decisions that affect the cost, reliability and quality of their services. Therefore engineering designs and maintenance strategies should be updated frequently. The benefits of these updates to the system would have a significant performance improvement in regards to reliability and the quality of the electricity. The outline of asset management is therefore to focus on the business assets so that the organisation could serve the customers effectively. As a result, the focus for the research is to develop a life cycle management plan for one of the main assets utilised in the distribution network namely power transformers. The research would include a study of power transformers and customs that could be used to improve the reliability, logistics, safety and the capital investments of the network. Power transformers are static equipment, and failure rate is very low compared to other assets found in substations. As a result of their sizes, transformers requires more time and special arrangements should a failure occur. A risk and condition analysis was conducted on transformers and the results and conclusions were discussed.

M.Com. (Business Management) / In February 1990 the State President of the Republic of South Africa unbanned the political organisations that were previously banned. This set the scene for full and free elections. It also brought new role players to the fore. Parastatal institutions, including Eskom, now faced the problem of having to adapt to the new environment. or face the possibility of serious intervention from a new Government. During 1990 Nedcor and Old Mutual formed a team of experts, including one specialist from Eskom, to seek alternative paths that South Africa may embark on in an attempt to foster an environment that would enhance the possibility of a successful transition to a democratic South Africa. The team produced a scenario, which became known as the "change of gears" scenario. One of the cornerstones of this scenario is a kick-start of the economy, inter alia through supplying with electricity those citizens who do not yet have access to electricity. With a view to this the Nedcor/Old Mutual scenario suggests an electrification rate of one million houses per annum. This figure was criticised because of the negative effect it would have on the balance ofpayments. The Nedcor/Old Mutual scenario was presented to many parties, including the Cabinet and the ANC Executive. Although criticism was expressed against this scenario, it served a meaningful purpose in that it was probably one of the impetuses for the ANC's national meeting on electrification and the creation of other scenarios, such as that of Van der Berg. as well as other studies such as this dissertation. This dissertation, comprises an environmental scan of the needs and wants of the parties affected by electricity and electrification. These parties were identified as: Eskom; the local authorities; the people who currently do not have access to electricity; the central government; the unbanned political parties; and the consumers ofelectricity. It has been ascertained that South Africa, in the form of Eskom, has an excess power generating capacity of approximately 25 percent; that 65 percent of the population does not have access to electricity; and that the price of electricity is low as compared to that ofthe rest ofthe world. It has also been established that in South Africa the percentage ofhouseholds (ii) electrified is approximately twice as high as that of any other country on the sub-continent. From this it was concluded that the issue of electrification is a political one, nevertheless an opportunity to improve the economy. The views of the interest groups were studied, with particular emphasis on the views expressed at the ANC's first national meeting on electrification. The views of the parties were reduced to a list of sixteen requirements/expectations. These were divided into two groups, these on which there are a high degree of consensus and those on which agreement would have to be obtained. The latter included the pricing issue for prepaid meter customers versus the other small power users; the effect of poor load distribution on the price paid by black local authorities; the gross underutilisation ofmanpower in the industry, due to the fragmented structures; the redistribution of wealth; strong Government intervention; and the question of the level ofprofits in the industry. From this follows the recommendation that the electricity supply industry be onsolidated under the Eskom structure and that the issue around electrification be depoliticised.It is also recommended that a stable rate of electrification of approximately 250 000 houses per annum be maintained.

M.B.A. / Eskom, South Africa's electricity utility, is the electricity supplier for South Africa. It has 20 power stations with a nominal capacity of 39 154 megawatts. Eskom is among the top five electricity utilities in the world in terms of size and sales and strives to remain one of the lowest-cost producers of electricity in the world. Eskom supplies 98% of the country's electricity requirements, which amounts to more than half of the electricity generated on the African continent. Eskom supports the development of a Southern African transmission grod to encourage cooperation and accelerate economic growth in the region. Eskom support employment equity and encourages employees to develop to their full potential through training. Eskom sees itself as a respected corporate citizen and is working towards environmental sustainability and socio-economic improvement (Eskom report, 1997). The growth of Internet technologies (and within Eskom the Intranet) has been phenomenal. On 23 July 1998, after extensive consultation and compilation, an Eskom Internet / Intranet strategy was approved. The strategy defines the way in which Eskom will employ this technology to support their business, to ensure synergy in organisational efforts. This chapter gives an overview of the strategy (Eskom Report, 1997). The strategy positions Eskom to be able to derive significant business benefit. from the technology, and ensures we will not be "left behind" by our competitors and customers, but ensures that our use of the technology and the resulting costs can be properly managed. It accommodates the different cultures in the business groups, from progressive through conservative, in terms of the deployment of the technology ...

M.Phil. / The problem that exists in the developing areas of the Northern Cape area of Eskom (and also in all other developing areas in South Africa), is to make the correct decisions in terms of electrification, marketing and sales of electricity and electrical appliances when electrifying these areas. This study investigates this problem. The results from field work before and after electrification and recommendations form the main part of the study. The main methods followed for this study were as follows: Previous pre-electrification studies over a period of roughly six years in 82 developing areas were aggregated into 33 tables with maximums, minimums and averages calculated, including compiling 52 graphs. This process took the best part of one year. This gives an in-depth combined view of energy - and socioeconomic aspects particular to the Northern Cape. A needs analysis was also done amongst role players inside and outside Eskom, inter alia the management of Eskom, municipalities, Rand Afrikaans University, electrical contractors and district councils. The most important needs were investigated during field work done for this study in 1994. Data processing in dBase and Microsoft Excel and statistical analysis in Statgraphics was done, and the findings were taken up in four internal before/after publications during 1995 and 1996 and finally, in this study. It provides a clearer insight into electrification -, socio economic and health aspects in the developing areas of Northern Cape before and after electrification. Electrification in developing areas in Angola, Zambia and Zimbabwe is uneconomical and in many cases has just about come to a standstill. Electrification in Namibia and Botswana is progressing slowly, at a cautious economic pace. Amongst the most important findings (in another 29 tables and another 58 graphs) for the Northern Cape area of Eskom are: The number of prepaid customers in the developing areas grew from less than 100 in 1989 to more than 38 000 in 1996, an increase of more than 20 000%. At this stage these customers of Eskom consume 4.148 GWh of electricity p.m., the equivalent of about 4 148 big households, each consuming 1 000 kWh (units) of electricity. This translates to only 109.16 kWh (Eskom ±70 kWh nationally)per customer p.m., which is not even nearly economical to Eskom. It must be remembered that it took 20 years in Ireland for electrification programmes to become economically viable. The target of Eskom in South Africa vary from 350 kWh to 572 kWh p.m., the latter which can only be achieved by "second phase" electricity consumption, i.e. by using heavy appliances such as geysers as well. When the developing areas have been fully electrified, total electricity demand in South Africa could increase by 7.4%, which could cause the building of another 1.26 big power stations. After electrification, there was a statistically significant reduction in the monthly average spending on wood and coal in the developing areas of Northern Cape. The electrical appliances mostly in use (after electrification) are irons, kettles and TV's. After electrification there was a statistically significant increase in the percentage of the maximum average "marketing potential" of appliances. The electrical appliances that most residents still want to buy after electrification, are washing machines, fridges and geysers. After electrification, only 68.63% of kettles are electrical types (on average). Nearly all electrical appliances are used during the peak hours of Eskom. The maximum amount that residents are prepared to spend on electricity, is R75.89 p.m., compared to R53.64 p.m. before electrification. The recalculated total average spending on energy (excluding petrol and diesel) is R91.72 per month before electrification and R121.21 p.m. after electrification. The average level of education is between standard 5 and 6 compared to between standard 3 and 4 before electrification (this is also statistically significant). The average income of households is R943.89 p.m.,compared to R507.59 p.m. before electrification. The average number of people per household is the following (pre-electrification figures in brackets): men 1.05 (0.96), women 1.21 (1.17) and children 3.26 (2.98). The total number of people per household is 5.51 (5.11). Most residents are very satisfied with health services in their areas. The biggest group (on average 95.30%) in the electrified developing areas of Northern Cape make use of modern medicine. The next biggest group (on average 4.7%) make use of modern medicine and traditional healers.

Thesis (MBA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: Eskom, the South Africa and trans-Africa electrical power utility, has a capacity expansion project that is estimated to cost roughly R340 billion. The programme is anticipated to continue through 2018. Eskom will be contracting with a multitude of suppliers and it is imperative that the projects delivered under the capacity expansion programme meet Eskom’s required quality standards. The question then arises whether the set quality standards are sufficiently comprehensive to provide confidence that suppliers will achieve high quality standards. This aim of this research was to examine supplier assessment programmes to determine the criteria that will best provide supplier assurance. The researcher consulted a vast range of literature available on supplier quality assessment programmes. From the literature consulted, there appeared to be some recurring themes from the range of assessment tools. It also becomes apparent that the assessment tool cannot only focus on a quality system, but a balance of strategic and operational focus was needed to fully understand suppliers’ ability to deliver. One of the key considerations was establishing longer-term collaborative relationships with key suppliers. Long-term relations encourage trust, transparency and innovation. It was equally important to ensure that operational assessments provided insight on suppliers’ capability. Based on the literature reviewed, a proposed framework was tested against the current methodology for supplier evaluation. From these comparisons, some gaps were identified and recommendations were suggested to improve the supplier evaluation programme.

Thesis (PhD)--University of Stellenbosch, 2004. / 242 Leaves printed single pages, preliminary pages i-viii and numberd pages. Includes bibliography. Tables and figures. / ENGLISH ABSTRACT:The aim of the proposed study was to develop an electrical utility organisational performance measure indicator that measures electrical network utilisation (U) for the actual maximum demand and total energy transferred. The scope of the study extended itself to include reliability and exogenous considerations. The scope of the research study included three primary variables with secondary variables as the performance measures. The available data was screened and filtered from outliers, and thereafter, multivariate analysis was applied in deriving the overall linear equation for each of the above primary variables. The statistical process included the application of principal component analysis and factor analysis, a comparison between the two, and the derivation of linear equations. The study produced linear equations relating to the former. The primary variables were presented in the form of a 3-Dimensional scatter plot. Each variable was inspected for linearity and clustering to validate the results and include any previously excluded outliers that complied with linear functionality. A practical application of the research findings was included. This included the extremes of linearity and clustering. The research concludes with further research opportunities in this study direction. / AFRIKAANSE OPSOMMING:Die doel van hierdie ondersoek was om 'n maatstaf te ontwikkel wat elektrisiteitsverskaffers in staat stel om die effektiwiteit en benutting van die elektriese transmissienetwerk te meet. Dit sluit die maksimum aanvraag en totale hoeveelheid energie wat deur die transmissienetwerk oorgedra word in. Die omvang van die studie is uitgebrei om ook eksterne faktore en betroubaarheidsoorwegings in te sluit. Die beskikbare inligting is gekeur en gefilter om uitskieters uit te skakel en daarna is multivariate analise gebruik om 'n lineêre vergelyking vir elk van die primêre veranderlikes te ontwikkel. Die statistiese analise het onder andere van hoofkomponente analise en faktor analise gebruik gemaak. 'n Vergelyking tussen die twee metodes is gemaak en liniêre vergelykings is afgelei. Die primere veranderlikes was gesamelik getoon in n’ 3-dimensionele grafik. Die lineariteit en groepering van elke veranderlike is egter ondersoek om die resultate te staaf en enige uitskieters wat voorheen uitgesluit is maar wel aan die lineêre verband voldoen het in te sluit. 'n Praktiese toepassing van die bevindings was uitgevoer en het die uiterstes van lineariteit en groepering ingesluit. Die ondersoek word afgesluit met 'n bespreking van moontlike verdere navorsingsgeleenthede.