Core Business 

The EOH operational model is based on providing professional advice and services through the full technology lifecycle of our clients.  The focus is on designing, building and operating high-end solutions which will drive and support our customers’ business strategy.

The operational model is underpinned by the three core skill sets of Consulting, Technology and Outsourcing and supports business strategy through operations.

Type of Enterprise: Large Enterprise Level 2 Contributor
BBBEE Procurement Recognition: 156%
Number of Employees: 5 500
PDI Percentage: 59%


EOH is committed to the empowerment of those who have been economically marginalised and previously disadvantaged through discriminatory practices.

EOH aims to eradicate all forms of discrimination and imbalances, to create a work environment that promotes equal opportunities for all, and to ensure that the future environment within which we work reflects the demographics of South African society.
EOH acknowledges and accepts that it has an important role to play in normalising our society through a positive intervention programme, in order to redress the imbalances created by previous practices, arising from all forms of discrimination, including race, gender and disability.

EOH BEE Strategy

​EOH has been assessed according to the 7 pillars of the Generic Scorecard:

1. Ownership
2. Management or Control
3. Employment Equity
4. Skills Development
5. Preferential Procurement
6. Enterprise Development
7. Socio-Economic Development

1. Ownership

EOH is a listed company with shares held by private individuals and public entities alike.  The combined effect of the merger of black-owned Mthombo IT Services (M-IT) into EOH, and the establishment of the Mthombo Empowerment Trust, has resulted in a 34.62% black ownership of the total shareholding of the company. This has been achieved with broad based black employee participation and without external funding. EOH will continue to strive to improve this percentage.

2. Management and Control

EOH has a Board consisting of ten directors, five of them are executive directors and the remainder are non-executive directors. Executive directors consist of three white and two black members of which one is a female. Non-executive directors consist of one white and four black members of which one is a female.

The participation by black directors is quantified at 60% and the participation by black female directors is 20%.

3. Employment Equity

EOH complies with the requirements of the Employment Equity Act and currently has a total PDI staff complement of 59%.

4. Skills Development

EOH’s skills development policy meets the aims and objectives of the Skills Development Act, implemented at operational level by each business unit.

Quantifiable skills development expenditure could be identified for black employees for the period under review. The total cost of skills development for black people, adjusted using the gender recognition was R19,6 million.

EOH spent 89% of skills development expenditure on black people.

EOH had 676 black trainees on training programmes during the last financial year.

The EOH Academy, accredited through the Services SETA, plays a vital role in developing employees through its various training initiatives. Employees also attend external training programmes and seminars in line with their functional requirements and to uplift of their personal skills. EOH continually strives to improve its employees’ skills and competencies, once again entrenching the philosophy that it is the people within a business who make things happen.

5. Preferential Procurement

EOH has developed and implemented policies and procedures to increase and maintain procurement from black-owned and black controlled enterprises. EOH spent 64% of its procurement on suppliers

with a BBBEE status varying from level 1 to level 6 and the weighted BEE procurement spend constituted 71,28% of total measured procurement spend.

6. Enterprise Development

Enterprise development means monetary or non-monetary contributions made to beneficiary entities, with the objective of contributing to the development, sustainability, financial and operational independence of those beneficiaries. Total enterprise development contributions by EOH’s totalled R14,2 million.

7. Corporate social investment

EOH supported many organisations during the year under review of which the People Upliftment Programme (‘POPUP’) is one. Through the supply of computers and the continuous maintenance thereof, EOH enables them to continue with skills development, job creation and upliftment programmes that benefit large groups of people each year. Another such initiative is the Child and Youth Development Programme of Afrika Tikkun. The aim is to provide a sustainable future for children in townships. It has been repeatedly proven that high quality Early Childhood (‘ECD’) and Child and Youth Development Programmes (‘YDP’) can break the cycle of poverty in a community.

This programme gives the youth the opportunity to reach their potential and enter the job market and become creative contributing citizens.