TWEEFONTEIN MINE

SOCIAL AND LABOUR

PLAN

TWEEFONTEIN

MINE

REF NO. L 30/5/1/2/2/214 MR

JANUARY 2020 Cycle 3

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Table of Contents

1. INTRODUCTION TO AND BACKGROUND INFORMATION ABOUT THE OPERATION………………… …..11

1.1 Introduction…………………………………………………………………………………………………………………………… ……11

1.2 Particulars of the operation …………………………………………………………………………………………………………12

1.3 Location of the Mine…………. …………………………………………………………………………………………………………12

1.4 Background ………………………………………………………………………………………………………………………………….13

1.5 Breakdown of employees per labour sending area …………………………………………………………………..14

1.6 Current Employees and Business Plan ……………………………………………………………………………….17

1.7 Methods to facilitate SLP implementation ……………………………………………………………………………….18

2. HUMAN RESOURCES DEVELOPMENT PROGRAMME (HRDP) ………………………………………………………21

2.1 Introduction …………………………………………………………………………………………………………………….21

2.2 Approach ………………………………………………………………………………………………………………………………….21

2.3 HRDP Model ……………………………………………………………………………………………………………………..22

2.4 Skills Development Plan…………………………………………………………………………………………………………. ……22

2.4.1 Introduction………. ……………………………………………………………………………………………………………………..22

2.4.2 Adult Education and Training……………………………………………………………………………………………… ……23

2.4.2.1Overview…………………………………… …………………………………………………………………………………………….24

2.4.2.2 Targets……………………………………………………………………………………………………………………………………26

2.4.2.3 Action Plan………………………………………………………………………………………………………………………………28

2.4.3 Learnerships…. ………………………………………………………………………………………………………………. ……28

2.4.3.1 Overview…………. ………………………………………………………………………………………………………………. ……28

2.4.3.2 Targets ………….. ……………………………………………………………………………………………………………………..29

2.4.3.3 Action Plan……… …………. …………………………………………………………………………………………………………30

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2.4.4 Skills Training Programmes……………………….……………………………………………………………………….… ……30

2.4.4.1 Overview…………. ………….. …………………………………………………………………………………………………………30

2.4.4.2 Targets ………….. …………………………………………………………………………………………………………………….31

2.4.4.3 Action Plan………………….. ………………………………………………………………………………………………….. ……32

2.4.5 Portable Skills Training………………… ……………………………………………………………………………………… ……32

2.4.6 Hard-to-Fill vacancies ………….. …………………………………………………………………………………………….35

2.5 Career Progression Plan…………………………………………………………………………………………………………. ……35

2.5.1 Overview………….…………………………………………………………………………………………………………………. ……35

2.5.2 Career paths………. ………….. …………………………………………………………………………………………………………36

2.5.3 Career Progression Plan ………….. …………………………………………………………………………………………….36

2.5.4 Establishing a talent pool ………….. …………………………………………………………………………………………….36

2.5.5 Action plan ………….. …………………………………………………………………………………………………………37

2.5.6 Targets…. ………….. ……………………………………………………………………………………………………………………..37

2.6 Mentorship Plan……………….. ………………………………………………………………………………………………….. ……38

2.6.1 Overview ………….. ……………………………………………………………………………………………………………………..38

2.6.2 Targets ………….. ……………………………………………………………………………………………………………………..39

2.6.3 Action plan ………….. …………………………………………………………………………………………………………39

2.7 Bursary and Internship (Experiential Training) ………….. ………………………………………………………40

2.7.1 Overview ………….. ……………………………………………………………………………………………………………………..40

2.7.2 Targets ………….. ……………………………………………………………………………………………………………………..41

2.7.3 Action Plan ………….. …………………………………………………………………………………………………………41

3. EMPLOYMENT EQUITY PLAN ………….. …………………………………………………………………………………………….43

3.1Overview ………….. …………………………………………………………………………………………………………………….43

3.2 HDSAs in management targets ………….. ……………………………………………………………………………….45

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3.3 Participation of women in mining at ECM ………….. …………………………………………………………………..45

4. MINE COMMUNITY DEVELOPMENT PROGRAMME ………….. ………………………………………………………48

4.1 Overview ………….. ……………………………………………………………………………………………………………………..48

4.2 Socio-economic background ………….. …………………………………………………………………………………………….48

4.2.1 Introduction …………………….. …………………………………………………………………………………………….48

4.2.2 District and local socio-economic regional analysis ………….. ………………………………………………………48

4.2.3 Overview ………….. ……………………………………………………………………………………………………………………..48

4.2.4 Population demographics ………….. …………………………………………………………………………………………….49

4.3 Basic Service Delivery and Infrastructure Development Analysis ………………………………………….51

4.3.1 Free basic water ……………………………………………………………………………………………………………………..51

4.3.2 Access to safe drinking water …………………………………………………………………………………………….51

4.3.3 Rivers as a Natural Water Source…………………………..……………………………………………………………. ……52

4.4 Action Plan Indicating the Zone Of Focus of the Samancor ECM LEDP ………………………………………….52

4.5 Socio-economic impact of operation ‒ Regulation 46 (c) (ii) (b)……….. ………………………………………….52

4.5.1 The Impact………………………………………………………………………………………………… …………………………….52

4.6 Infrastructure development, poverty eradication and welfare creation projects ………………..53

4.6.1 Approach ………………………………………………………………………………………………………………………………….53

4.6.2 Baseline Situation ……………………………………………………………………………………………………………………..53

4.6.3 Action plans and projects …………………………………………………………………………………………………………54

4.6.4 SMME Development …………………………………………………………………………………………………………57

5. PREFERENTIAL PROCUREMENT…………………………………………………………………………………………….. ……63

5.1 Approach ………………………………………………………………………………………………………………………………….63

5.1.1 The Baseline Situation …………………………………………………………………………………………………………64

5.1.2 Action plan ……………………………………………………………………………………………………………………..64

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6. HOUSING AND LIVING CONDITIONS.…………………………………………………………… .……………………… ……66

6.1 Introduction…………. ……………………………………………………………………………………………………………………..66

6.2 The baseline situation………. …………………………………………………………………………………………………………66

6.2.1 Accommodation………………………………………………………………………………………………………………….. ……66

6.3 Healthcare ………………………………………………………………………………………………………………………………….67

6.4 Measures to Improve Nutrition ……………………………………………………………………………………………68

7. PROGRAMME FOR MANAGING DOWNSCALING AND RETRENCHMENT …………………………….70

7.1 Approach ………………………………………………………………………………………………………………………………….70

7.2 Establishing a Future Forum (FF) ……………………………………………………………………………………………70

7.3 Mechanisms to save jobs and avoid a decline in employment ………………………………………………………71

7.3.1 Consultation processes …………………………………………………………………………………………………………71

7.3.2 Implementing section 189 of the Labour Relations Act, 1995 (as amended) …………………………….71

7.3.3 Notification to government authorities ……………………………………………………………………………….72

7.4 Strategic plans for providing job security ……………………………………………………………………………….72

7.4.1 Mechanisms to provide alternative solutions and procedures for creating job security where job

losses cannot be avoided……………………………………………………………………………………………………………… ……72

7.5 Mechanisms to ameliorate the social and economic impact on individuals, regions and economies

where retrenchment or closure of the mine is certain …………………………………………………………………..73

7.5.1 Overview ………………………………………………………………………………………………………………………………….73

8. FINANCIAL PROVISION FOR IMPLEMENTING THE SOCIAL AND LABOUR PLAN ……………………….…...76

9. UNDERTAKING ……………………………………………………………………………………………………………………..78

APPENDIX I: CAREER PROGRESSION PATHS AT SAMANCOR ECM ………………………………………………………79

APPENDIX II: SKILLS DEVELOPMENT FACILITATOR APPOINTMENT LETTER…………. …………………………....86

APPENDIX III: PROOF OF SUBMITION OF WORKPLACE SKILLS PLAN……… .…………………………………………87

APPENDIX IV: Proof of Consultation with stakeholders……………………………………………………………………...88

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APPENDIX V: FOrm T ( Mine Procurement)…………………………………………………………………………………………89

Appendix VII: Skills Training Programme List……………………………………………………………………………………….91

APPENDIX VIII: FUTURE FORUM CONSTITUTION (SIGNED)………………………………………………………………….94

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Table of Figures

Figure 1: Mining Right Plan, Tweefontein Mine .........................................................................................13

Figure 2: Shareholding structure of Samancor Chrome Limited ................................................................13

Figure 3: Methods of Implementing the SLP ..............................................................................................20

Figure 4: Simplified Strategic Human Resources Development Model at Tweefontein Mine ...................23

List of Tables

Table 1: Breakdown of employees per labour sending area for Tweefontein mine and Shared Services

............................................................................................................................................................14

Table 2: The permanent workforce at Tweefontein Mine and Shared Services ......................................17

Table 3: Form Q - Permanent employees' educational levels at Tweefontein Mine and Shared Services

in terms of Regulation 46(b)(i) ..........................................................................................................24

Table 4: Five year plan for AET enrolments at Tweefontein Mine and Shared Services ........................26

Table 5: AET Action Plan ............................................................................................................................28

Table 6: SETA information .........................................................................................................................28

Table 7: Five year plan for Learnership enrolments at Tweefontein Mine and Shared Services ............29

Table 8: Learnerships Action Plan .............................................................................................................30

Table 9: Five year plan for permanent employees' skills training interventions at Tweefontein Mine

and Shared Services ...........................................................................................................................31

Table 10: Skills Training Action Plan .........................................................................................................32

Table 11: Portable Skills Training at Tweefontein Mine and Shared Services .........................................32

Table 12: Portable Skills Action Plan .........................................................................................................34

Table 13: Hard to fill vacancies as per Form R in Annexure II of the MPRDA Regulations .....................35

Table 14: Career progression action plan .................................................................................................37

Table 15: Talent pool and fast tracking programme targets at Tweefontein Mine and Shared Services

............................................................................................................................................................38

Table 16: Mentorship Plan for (Mentees): Tweefontein ..........................................................................39

Table 17: Mentorship Plan for ECM (Mentors) .........................................................................................39

Table 18: Mentorship action plan .............................................................................................................40

Table 19: Five-year plan for bursary and experiential training targets at Tweefontein and Shared

Services ...............................................................................................................................................41

Table 20: Bursary and experiential training action plan ..........................................................................41

Table 21: Employment Equity barriers and interventions ........................................................................43

Table 22: Employment Equity baseline for permanent employees at Tweefontein as per Form S in the

Annexure II of the MPRDA Regulations. ...........................................................................................44

Table 23: Tweefontein Five year plan and targets for the participation of permanent employees in

HDSAs in management ......................................................................................................................45

Table 24: Women participation at Tweefontein Mine and Shared Services ...........................................46

Table 25: Annual Household Income Levels ..............................................................................................49

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Table 26: Access to water ..........................................................................................................................51

Table 27: Enterprise Development Budget Tweefontein ..........................................................................61

Table 28: Action Plan Enterprise Development Support Plan ..................................................................61

Table 29: Tender Action Plan .....................................................................................................................61

Table 30: Current level of spend by the company on BEE or HDSA vendors ............................................64

Table 31: Targets for increasing HDSA suppliers ......................................................................................64

Table 32: Financial Provision for Retrenchments .....................................................................................74

Table 33: Tweefontein SLP expenditure for the period 2020‒2024 .........................................................76

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ABBREVIATIONS AND ACRONYMS

ABBREVIATION

DESCRIPTION

AET: Adult Basic Education and Training

ASGISA: Accelerated and Shared Growth Initiative for South Africa

ATR:

Annual

Training Report

Annual training report

BEE: Black Economic Empowerment

BIC:

Bushveld

Indigenous Complex

BSESS:

Baseline

Socio- Economic

Study-Survey

CEO:

Chief

Executive Officer

CMR:

Conversion

of Mining Right

COO:

Chief

Operations Officer

CSR:

Corporate

Social Responsibility

DTI:

Department

of Trade and

Industry

EE:

Employment Equity

FLC:

Foundational

Learning

Competency

HRDP:

Human

Resource

Development

Programme

LEDP:

Local

Economic

Development

Programme

SMMEs:

Small,

Bushveld Indigenous Complex

BSESS Baseline Socio-Economic Survey Study

BSESS: Baseline Socio- Economic Study-Survey

CDM Central District Municipality

CEO: Chief Executive Officer

CMR: Conversion of Mining Right

COO: Chief Operations Officer

CSR: Corporate Social Responsibility

DMRE: Department of Mineral Resources and Energy

DoL: Department of Labour

DTI: Department of Trade and Industry

ECM: Eastern Chrome Mine

EE: Employment Equity

FET: Further Education and Training

FF: Future Forum

FLC: Foundational Learning Competency

HDSAs: Historically Disadvantaged South Africans

HET: Higher Education and Training

HLC: Housing and Living Conditions

HRD: Human Resources Development

HRDP: Human Resource Development Programme

IDP: Integrated Development Plan

JIPSA: Joint Initiative on Priority Skills Acquisitions

LED: Local Economic Development

LEDP: Local Economic Development Programme

MPRDA: Mineral and Petroleum Resources Development Act

MQA: Mining Qualifications Authority

NQF: National Qualifications Framework

RDP: Reconstruction and Development Programme

SETA: Sector Education and Training Authority

SHEQ: Safety, Health, Environment, and Quality

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ABBREVIATION

DESCRIPTION

SLP: Social and Labour Plan

SMMEs: Small, Medium and Micro-Enterprises

VCT: Voluntary Counselling and Testing

WIM:

Women in Mining

WSP: Workplace Skills Plan

ISO, NHBRC, CIBD

kn

idv

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SECTION 1

PREAMBLE:

Introduction to and background

information on the operation

Regulation 46(a)

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1. INTRODUCTION TO AND BACKGROUND INFORMATION ABOUT THE OPERATION

1.1 Introduction

The third cycle of the new five-year Social and Labour Plan (SLP) for the period 2020-2024 is submitted

by Tweefontein Mine in terms of the requirements of the Mineral and Petroleum Resources Development

Act (Act 28 of 2002) (MPRDA). The development and submission of SLP is a requirement of the MPRDA

and sets out the social and labour programmes to be implemented for the life of the existing mines.

The objectives of the SLP are as follows:

Promote employment and advance the social and economic welfare of all South Africans.

Contribute to the transformation of the mining industry.

Ensure that holders of mining rights contribute towards the socio-economic development of the

areas in which they operate.

The progress in meeting the commitments set out in the programmes outlined in the SLP with regard to

Human Resources Development (HRD), Local Economic Development (LED) and the management of

downscaling and retrenchment will be reported annually to the Limpopo Regional Department of Mineral

Resources (DMR).

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1.2 Particulars of the operation

Name of company Samancor Chrome Limited

Name of mine Eastern Chrome Mines ‒ Tweefontein Mine

Physical address Polokwane Road (R36) Steelport Limpopo Province

Postal address PO Box 3 Steelpoort 1133

Telephone number 013 230 7000

Fax number 013 230 7003

Location of mine

Province: Limpopo Municipalities: Fetakgomo Tubatse Local Municipality in the Sekhukhune District Municipality Farm name:

Tweefontein 360 KT

Commodity Chromite

Chromite

Life of mine 10 years

Financial year January to December

Reporting year 31st March

Responsible person Bertus Brink (General Manager)

Breakdown of employees per labour-sending area

See section 1.4

1.3 Location of the Mine

Tweefontein Chrome Mine is made up of wholly Tweefontein 360 KT farm and a portion of Dwars Rivier

372 KT farm. Samancor Chrome Limited (“Samancor”) is the holder of a valid Converted Mining Right

LP30/5/1/2/2/214MR in respect of the farm Tweefontein 360 KT situated in Fetakgomo Tubatse local

Municipality of the Sekhukhune District Municipality, Limpopo Province. The mining right will be in force

for a period of 30 years ending on 10 March 2040. At the current rate of production the remaining life of

mine is estimated at less than 10 years.

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Figure 1: Mining Right Plan, Tweefontein Mine

1.4 Background

The history of Samancor dates back to 3 July 1937 with the founding of African Metals Corporation

(Amcor) by the industrial pioneer Dr Hendrik J van der Bijl. Samancor Chrome Limited. Samancor operates

five mining operations in the Fetakgomo Local District Municipality, collectively called Eastern Chrome

Mines (ECM), namely Doornbosch, Lannex, Tweefontein, Jagdlust and Lwala). The development of a

further mining operation, namely Scheiding is awaiting ministerial approval. Below is the shareholding

structure of Samancor Chrome Limited.

Figure 2: Shareholding structure of Samancor Chrome Limited

Terris Chrome/

Mining 54%

ESOP Trust

1.11%

Holgoun Mining

1.62%Sibilo 3.08% Nanka 3.7%

Hanwa/ Jogmeg

32%

Samancor

Chrome 4.49%

EMPOWERMENT PARTNERS 9.51%

Samancor Chrome Holdings (Pty) Limited 100%

Samancor Chrome Limited - Main Operating Company

Beneficiation Credits 9%

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Eastern Chrome Mines, a business unit of Samancor Chrome Mines, is situated approximately 350km

north-east of Johannesburg, close to the town of Steelpoort in the Limpopo Province, and consists of five

operating mines, Doornbosch, Lannex, Tweefontein, Jagdlust and Lwala. Each mine respectively has its

own labour structure, reporting to the General Manager of Eastern Chrome Mines.

1.5 Breakdown of employees per labour sending area

The current number of employment positions at Tweefontein is 1243, with 974 permanent employees.

Of the permanent Tweefontein workforce, 782 (80.29%) employees are from the local municipality

(Fetakgomo Tubatse Local Municipality). The additional 192 (19.71%) employees are from various other

municipalities and provinces across South Africa. The shared service employees are also provided for with

356 employees. 67% of the total workforce are from the Fetakgomo Tubatse Local Municipality (local

labour sending area).

Shared Services are those personnel who work for Samancor ECM and perform services for all of the

operations. Shared services include Human Resource, Procurement, and Financial, Mineral Resources

and Health and Safety functions. These personnel will be shown in three mine SLP documents, namely

Doornbosch, Lannex and Tweefontein but the reporting and commitments for this group of employees,

including the financial contribution, will only be lodged in the Tweefontein operation SLP, as this will

allow for accurate monitoring and reporting.

The following definition identifies Core Contractors that require full integration into the SLP (MPRDA, Act

No 28 of 2002):

“Core contractors are all those contractors at a given mine, in terms of the Section 1 and Section 101

definitions in the Minerals and Petroleum Resources Development Act (MPRDA), which are involved in the

core mining business and beneficiation of the mine, e.g. the Plant, the Mining, Tailings disposal and

Management. This definition of Core contractors can be further expanded to include those contractors

that supply a significant portion of labour to the mine in positions that substitute the use of permanent

employees, but whose core functions are of no less value and no less permanency than that of a

permanent employee, and where that employee would suffer substantial negative impacts to his/her

income were the mine to close at that point in time.”

Tweefontein Mine’s employee breakdown per labour sending area is provided in the table below.

Table 1: Breakdown of employees per labour sending area for Tweefontein mine and Shared Services

TWEEFONTEIN Local Municipality Town Number %

Local Labour Sending Area

Fetakgomo

Burgersfort 331 33.98%

Eerstegeluk 0 0%

Kgoete 25 2.51%

Mahlakwena 0 0%

Mampuru 20 2.01%

Manyaka 4 0.40%

Maroga Community 133 13.65%

Mashishi 3 0.30%

Ngwaabe 82 8.42%

Others 30 3.01%

Phasha 22 2.25%

Riba Cross 7 0.70%

Steelpoort 125 12.83%

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TWEEFONTEIN Local Municipality Town Number %

Total Local Recruits 782 80.29%

Other Labour Sending Areas

Limpopo

CAPRICORN DISTRICT MUNICIPALITY Various towns 1 0.01%

CHIEF ALBERT LUTHULI MUNICIPALITY Various towns 1 0.01%

Elias Motswaledi Various towns 5 0.05%

Greater Giyani Various towns 2 0.2%

GREATER TZANEEN MUNICIPALITY Various towns 2 0.02%

HOEDSPRUIT MUNICIPALITY Various towns 1 0.01%

LEPELLE NKUMPI MUNICIPALITY Various towns 10 1.0%

MAKHUDUTHAMAGA LOCAL MUNICIPALITY Various towns 20 2.0%

MARULENG LOCAL MUNICIPALITY Various towns 19 1.9%

MOPANI DISTRICT MUNICIPALITY Various towns 5 0.5%

PHALABORWA LOCAL MUNICIPALITY Various towns 7 0.7%

POLOKWANE LOCAL MUNICIPALITY Various towns 8 0.8%

THULAMELA LOCAL MUNICIPALITY Various towns 1 0.1%

TZANEEN LOCAL MUNICIPALITY Various towns 1 0.1%

VHEMBE LOCAL MUNICIPALITY Various towns 3 0.3%

WATERBERG MUNICIPALITY Various towns 1 0.1%

Mpumalanga

Bushbuckridge Various towns 4 0.4%

Emalahleni Various towns 2 0.2%

Mbombela Various towns 8 0.8%

Steve Tshwete Various towns 1 0.1%

Thaba Chweu Various towns 25 2.5%

North West

Rustenburg Various towns 5 1.5%

Madibeng Various towns 1 0.1%

City of Matlosana Various towns 4 0.04%

Madibeng Various towns 3 0.3%

Stilfontein Various towns 1 0.01%

Merafong Various towns 1 0.01%

Northern Cape

MOSHAWENG Various towns 1 0.01%

KwaZulu Natal

Kwazulu Natal Various towns 5 0.5%

Eastern Cape King Sabata Dalindyebo Umthatha 21 2.11%

Western Cape

Cape Metro Various towns 1 0.1%

Gauteng

Tshwane Metro Various towns 1 0.1%

JHB metro Various towns 4 0.4%

Ekurhuleni Various towns 1 0.1%

Randfontein Various towns 3 0.3%

Other Various towns 9 0.9%

Foreign Countries

Zimbabwe 4 0.04%

Total Other Recruits 192 19.71%

Total 974 100.0%

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SHARED SERVICES

Local Municipality Town Staff

Number %


Fetakgomo

Burgersfort 169 47.47%

LONGTILL 8 2.2%

Kgoete 0 0.0%

Mahlakwena 1 0.2%

Others 58 16.29%

Riba Cross 0 0.0%

Steelpoort 4 0.8%

Total Local Recruits 240 67.41%

Other Labour Sending Areas

Limpopo

BELA BELA MUNICIPALITY Various towns 1 0.2%

CAPRICORN DISTRICT MUNICIPALITY Various towns 3 0.8%

GREATER LETABA LOCAL MUNICIPALITY Various towns 1 0.2%

GREATER MOPANE MUNICIPALITY Various towns 1 0.2%

GREATER TZANEEN MUNICIPALITY Various towns 2 0.4%

LEPELLE NKUMPI MUNICIPALITY Various towns 6 1.2%

MAKHADO LOCAL MUNICIPALITY Various towns 1 0.2%

MAKHUDUTHAMAGA LOCAL MUNICIPALITY Various towns 4 0.8%

MARULENG LOCAL MUNICIPALITY Various towns 6 1.2%

MOGALAKWENA MUNICIPALITY Various towns 1 0.2%

PHALABORWA LOCAL MUNICIPALITY Various towns 1 0.2%

POLOKWANE LOCAL MUNICIPALITY Various towns 3 0.84%

THULAMELA LOCAL MUNICIPALITY Various towns 5 1.4%

TZANEEN LOCAL MUNICIPALITY Various towns 1 0.2%

VHEMBE LOCAL MUNICIPALITY Various towns 1 0.2%

Mpumalanga

BETHAL LOCAL MUNICIPALITY Various towns 2 0.4%

BUSHBUCKRIDGE LOCAL MUNICIPALITY Various towns 4 0.8%

EMALAHLENI LOCAL MUNICIPALITY Various towns 2 0.5%

EMBALENHLE MUNICIPALITY Various towns 1 0.2%

GOVAN MBEKI LOCAL MUNICIPALITY Various towns 2 0.4%

MBOMBELA LOCAL MUNICIPALITY Various towns 2 0.4%

MIDDELBURG LOCAL MUNICIPALITY Various towns 2 0.4%

MOROKA MUNICIPALITY Various towns 1 0.2%

THABA CHWEU LOCAL MUNICIPALITY Various towns 13 3.65%

North West

MADIBENG LOCAL MUNICIPALITY Various towns 12 3.37%

Northern Cape

None None 0 0%

KwaZulu Natal

Newcaste Various towns 2 0.4%

Eastern Cape

King Sabata Dalindyebo Various towns 4 0.8%

Western Cape

None Various towns 1 0.2%

Gauteng

CITY OF TSWANE LOCAL MUNICIPALITY Various towns 2 0.4%

EMFULENI LOCAL MUNICIPALITY Various towns 1 0.2%

JOHANNESBURG CITY MUNICIPALITY Various towns 5 1.4%

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SHARED SERVICES

Local Municipality Town Staff

Number %


LESEDI LOCAL MUNICIPALITY Various towns 1 0.2%

MERAFONG MUNICIPALITY Various towns 3 0.6%

METROPOLITAN MUNICIPALITY Various towns 3 0.6%

NIGEL LOCAL MUNICIPALITY Various towns 1 0.2%

ROODEPOORT MUNICIPALITY Various towns 2 0.4%

TSHWANE METROPOLITAN MUNICIPALITY Various towns 1 0.2%

WEST RAND DISTRICT MUNICIPALITY Various towns 1 0.2%

Free State

Matjhabeng Welkom 10 2.8%

Foreign Countries

Namibia 1 0.25

Unknown

Unknown 0.9%

Total Other Recruits 116 25.3%

Total 356 100.0%

1.6 Current Employees and Business Plan

The current operational philosophy of Tweefontein Mine is to manage the mining operation as an entity

with a full complement of employees in the different career streams of Mining, Engineering, Metallurgy

and Support services (HR, Admin, Mineral Resources and SHEQ) Functions such as procurement and

organisational development are managed centrally. These centralized staff performs duties and functions

for the five Samancor ECM operations and they are referred to as shared services.

Tweefontein Mine is an established operation and the mine employees have been sourced from the

surrounding communities. A and B band levels constitute the majority of the labour force which requires

minimal experience and qualifications as an entry level. An arrangement has been made with the local

communities’ development forums where Tweefontein Mine will utilise their database of unemployed

individuals in the communities from which the mine will preferentially recruit.

The permanent workforce at Tweefontein Mine and Shared Services are listed in the table below.

Table 2: The permanent workforce at Tweefontein Mine and Shared Services

Occupational

level

2020 2021 2022 2023 2024

Professionally qualified

and experienced

specialists and mid-

management

9 9 9 9 9

Skilled technical and

academically qualified

workers, junior

management, supervisors

and foreman

174 174 174 174 174

http://en.wikipedia.org/wiki/Matjhabeng_Local_Municipality

18

Occupational

level

2020 2021 2022 2023 2024

Semi- skilled and

discretionary decision

making

479 479 479 479 479

Unskilled and defined

decision-making 312 312 312 312 312

Total 974 974 974 974 974

Shared Services

Occupational

level

2020 2021 2022 2023 2024

Senior Management 13 13 13 13 13

Professionally qualified

and experienced

specialists and mid-

management

31 31 31 31 31

Skilled technical and

academically qualified

workers, junior

management, supervisors

and foreman

122 122 122 122 122

Semi- skilled and

discretionary decision

making

174 174 174 174 174

Unskilled and defined

decision-making 16 16 16 16 16

Total 356 356 356 356 356

1.7 Methods to facilitate SLP implementation

The mine will use the following methods (also shown in the Figure below) to ensure the successful and

appropriate implementation of the SLP:

1. Ensuring continuous implementation of the action plans set out in the various sections of the SLP

2. Updating all the baseline and target tables in this document to ensure continuous monitoring

3. Conducting regular meetings to discuss progress and address challenges

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4. Regular meetings will be held between Samancor ECM and the contractors to monitor their

implementation plan with regards to the SLP commitments

Figure 2: Methods of Implementing the SLP

20

SECTION 2

HUMAN RESOURCES

DEVELOPMENT PROGRAMME

Regulation 46(b)

21

2. HUMAN RESOURCES DEVELOPMENT PROGRAMME (HRDP)

2.1 Introduction

The Mining Charter requires mines to formulate and implement an HRDP to enable the transformation

and empowerment of the workforce; in particular, empowering the historically disadvantaged South

African (HDSA) employees to progress to higher levels of employment in the organization. The

programme should also enable them to exploit alternative income-generating opportunities outside the

organization should they wish to leave us.

This section outlines the mine’s HRD Programme, as required by section 46 of the Regulations to the

MPRDA. The mine takes full cognisance of the provisions of Section 101 of the MPRDA. As such, the

provisions of the HRD Programme outlined in this section will apply to Tweefontein Mine’s permanent

employees and contractors.

Tweefontein Mine requires a skilled workforce for daily activities, and therefore offers training support

and career development opportunities to its employees, in particular to the HDSA employees from the

local labour-sending areas.

The mine will comply with the requirements of the Skills Development Act (Act 97 of 1998) and will submit

Workplace Skills Plans (WSPs) and Annual Training Reports (ATRs) to the Mining Qualifications Authority

(MQA).

Compliance with Skills Development Legislation

Name of SETA Mining Qualifications Authority (MQA)

Registration number with the SETA 16/MQA/0695/AC4/061216

Confirmation of having appointed a Skills Development Facilitator Appointment letter/Appendix attached

Proof of submission of Workplace Skills Plan and date of submission See Appendix attached

In order to ensure proper implementation of the HRD Programme, the mine will utilise accredited

providers for its training needs, where necessary, in order to ensure the ongoing facilitation of

transferable, accredited skills among employees.

2.2 Approach

The integrated HRD Programme will seek to maximise the productive potential of people employed by

the mine through the implementation of the following plans:

a) A Skills Development Plan

b) A Career Progression Plan

c) A Mentorship Plan

d) An Internship and Bursary Plan

e) An Employment Equity Plan

The HRD Programme for the next five years focuses on providing employees with adequate opportunities

for adult education and training (AET), skills development, progression at the mine, as well as on

compliance with the Mining Charter requirements.

22

The progress on the HRD Programmes will be reported on annually and assessed after a five-year period,

where after a new five-year plan will be developed and submitted to the DMRE.

2.3 HRDP Model

The simplified model below shows how the mine’s business plan, projected labour requirements, WSP

and Employment Equity (EE) targets are integrated into each other to create a skills development

scenario.

Figure 3: Simplified Strategic Human Resources Development Model at Tweefontein Mine

2.4 Skills Development Plan

2.4.1 Introduction

Tweefontein Mine recognises the importance of its employees in the achievement of its business

objectives, and that skills development is the foundation for developing competent and productive

employees who are able to participate in meeting the mine’s business objectives.

The mine will implement a Skills Development Plan that focuses on equipping employees with the skills

to enhance their progression and development at the Mine.

The Skills Development Plan provides action plans and targets on how the mine intends to offer its

employees opportunities to become functionally literate and numerate (AET level 4/Grade 9), to

participate in learnerships, skills development programmes and various other training initiatives, and to

acquire portable skills.

23

The Skills Development Plan links with skills development legislation, and includes the annual submission

of WSPs and ATRs. It also includes the paying and claiming of levies and grants to and from the relevant

Sector Education and Training Authority (SETA) with which the operation is registered, namely the MQA.

2.4.2 Adult Education and Training

2.4.2.1 Overview

Tweefontein Mine is committed to developing the educational levels of its employees. Employees who

are identified as having functional literacy and numeracy levels below AET level 4 will be offered the

opportunity to participate in AET. However, the challenge remains that many illiterate employees who

were offered the opportunity to enrol in the AET programme have declined, and have signed letters of

declination accordingly. This intervention is on a voluntary basis and employees have not shown interest

to enrol on any of the available AET levels, notwithstanding the company’s commitment to continue

branding and advertise the importance of this qualification.

The education and training of employees over the next five years will continue to focus specifically on

providing opportunities and giving assistance to illiterate employees to become literate and numerate.

The mine’s AET Programme is facilitated by ECM’s Human Resources Development Department, overseen

by a dedicated AET Co-ordinator in collaboration with skilled AET Facilitators at each of the two Centres.

Opportunities are given on a part-time basis to those interested to attend the AET Programme with Full-

Time AET classes introduced at the Central AET Learning Centre.

Media Works functions as the accredited AET service provider who facilitates the marking and

moderation of all AET material for quality assurance purposes.

AET Programmes including FLC have been offered to all members of the communities within our local

labour sending areas to enhance literacy and numeracy levels for the purpose of future employment as

the minimum entry level requirement for employment is Grade 10 or FLC (Foundational Learning

Competency)

24

Form Q – Educational levels of the Workforce

Tweefontein Mine is an operation that has an established and experienced workforce. The information

below is based on the Total workforce as on 31st July 2019. The Form Q is update annually.

Table 3: Form Q - Permanent employees' educational levels at Tweefontein Mine and Shared Services in terms of Regulation 46(b)(i)

Band NQF level

Classification system

Permanent employees at Tweefontein Mine Male Female Total

A C I/A W F A C I/A W F M F

Gen

eral

Ed

uca

tio

n a

nd

Tra

inin

g (G

ET)

Declined opportunity 30 0 0 0 0 7 0 0 0 0 31 7

No schooling/unknown 11 0 0 0 0 6 0 0 0 0 11 5

Grade 0/preschool 0 0 0 0 0 0 0 0 0 0 0 0

Grade 1/Sub A 0 0 0 0 0 0 0 0 0 0 0 0

Grade 2/Sub B 0 0 0 0 0 0 0 0 0 0 0 0

Grade 3/Std 1/AET 1 22 0 0 0 0 3 0 0 0 0 22 3

Grade 4/Std 2 6 0 0 0 0 0 0 0 0 0 6 0

Grade 5/Std 3/AET 2 15 0 0 0 0 5 0 0 0 0 17 5

Grade 6/Std 4 17 0 0 0 0 0 0 0 0 0 17 0

Grade 7/Std 5/AET 3 21 0 0 0 0 2 0 0 0 0 24 2

Grade 8/Std 6 10 0 0 0 0 1 0 0 0 0 10 1

1 Grade 9/Std 7/AET 4 35 0 0 0 0 2 0 0 0 0 35 2

2 Grade 10/Std 8/N1 116 0 0 7 0 24 0 0 1 0 127 26

Furt

her

Edu

cati

on

and

Trai

nin

g (F

ET)

3 Grade 11/Std 9/N2 184 0 0 3 0 34 0 0 0 0 192 35

4 Grade 12/Std 10/N3 216 0 0 9 0 61 0 0 0 0 230 61

5 Certificates 66 0 0 28 0 22 0 0 0 0 94 23

Hig

her

Ed

uca

tio

n

and

Tr

ain

ing

(HET

)

6 Diplomas/Advance

Certificates/Occupational

Certificates

7 1 0 1 0 0 0 0 0 0 9 1

7

Degrees/Advance

Diploma/Post-Graduate

Certificate

0 0 0 0 0 1 0 0 0 0 0 1

8 Honours/Post-Graduate

Diplomas 0 0 0 0 0 0 0 0 0 0 0 0

9 Masters 0 0 0 0 0 0 0 0 0 0 0 0

10 Doctorate 0 0 0 0 0 0 0 0 0 0 0 0

Total 756 1 0 48 0 168 0 0 1 0 805 169

25

Shared Services

Band NQF level

Classification system

Permanent employees at ECM Shared Services Male Female Total

A C I/A W F A C I/A W F M F

Gen

eral

Ed

uca

tio

n a

nd

Tra

inin

g (G

ET)

Declined opportunity 1 0 0 0 0 0 0 0 0 0 5 1

No schooling/unknown

12 0 0 0 0 0 0 0 0 0 12 0

Grade 0/preschool 0 0 0 0 0 0 0 0 0 0 0 0

Grade 1/Sub A 0 0 0 0 0 0 0 0 0 0 0 0

Grade 2/Sub B 0 0 0 0 0 0 0 0 0 0 0 0

Grade 3/Std 1/AET 1 2 0 0 0 0 0 0 0 0 0 2 0

Grade 4/Std 2 1 0 0 0 0 0 0 0 0 0 1 0

Grade 5/Std 3/AET 2 5 0 0 0 0 1 0 0 0 0 5 1

Grade 6/Std 4 0 0 0 0 0 0 0 0 0 0 0 0

Grade 7/Std 5/AET 3 5 0 0 0 0 1 0 0 0 0 5 1

Grade 8/Std 6 2 0 0 0 0 0 0 0 0 0 2 0

1 Grade 9/Std 7/AET 4 3 0 0 1 0 0 0 0 0 0 4 0

2 Grade 10/Std 8/N1 22 0 0 2 0 3 0 0 1 0 25 5

Furt

her

Edu

cati

on

and

Tra

inin

g (F

ET)

3 Grade 11/Std 9/N2 31 0 0 0 0 7 0 0 1 0 37 11

4 Grade 12/Std 10/N3 60 0 0 20 0 29 0 0 13 0 155 87

5 Certificates 50 0 0 13 0 27 0 0 8 0 64 35

Hig

her

Ed

uca

tio

n

and

Trai

nin

g (H

ET)

6 Diplomas 7 0 1 3 0 9 0 0 2 0 11 11

7 Degrees 7 0 0 0 0 3 0 0 0 0 7 3

8 Honours/Post-Graduate Diplomas

0 0 1 0 0 1 0 0 1 0 1 2

9 Masters 0 0 0 0 0 0 0 0 0 0 0 0

10 Doctorate 0 0 0 0 0 0 0 0 0 0 0 0

Total

208 0 2 39 0 81 0 0 26 0 249 107

A = African; C = Coloured; I/A = Indian/Asian; W = White; F = Foreign

2.4.2.2 Targets

All employees and community members eligible for AET will be offered the opportunity to attend classes.

The employees who will not make use of the opportunity will be requested to sign a declaration of non-

interest, and these declarations will be kept as proof that all employees did receive this opportunity. AET

26

classes will be conducted on a part-time basis after working hours, with Full-time AET Project being

piloted as part of an intervention to improve AET Attendance and Pass Rate figures.

Employees who have literacy levels above AET level 4 (Grade 9) are able to enrol for Foundational

Learning Competency (FLC) training.

Due to the fact that the AET programme is purely voluntary, the five-year AET targets are based on the

assumption that the learners will actively participate in, and successfully complete the various levels of

the programme.

See tables below for the five-year AET Targets with the budget expressed in ZAR.

Table 4: Five year plan for AET enrolments at Tweefontein Mine and Shared Services

AET Level

Base Line 2019 EMPLOYEE AET TARGETS

TOTAL YEAR 1 - 2020 2021 YEAR 3 - 2022 YEAR 4 - 2022

YEAR 5 - 2024

AET 1 15 2 3 2 0 0 7

AET 2 30 4 2 3 2 0 11

AET 3 39 6 4 2 3 2 17

AET 4 27 4 6 4 2 3 19

FLC 12 4 5 5 5 7 26

Total 123 20 20 16 12 12 80

Budget 70 000 77 000 67 760 55 908 61 488 R332 156

AET Level

Base Line 2019 COMMUNITY AET TARGETS TOTAL

Total ECM YEAR 1 - 2020 YEAR 2 -

2021 YEAR 3 - 2022 YEAR 4 - 2022

YEAR 5 - 2024

AET 1 31 2 1 2 1 2 8

AET 2 37 2 2 2 2 2 10

AET 3 21 1 1 2 1 1 6

AET 4 25 1 1 1 1 1 5

FLC 87 3 3 3 2 2 13

Total 201 9 8 10 7 8 42

Budget 31 500 30 800 42 0350 32 613 40 992 R556 255

Shared Services

AET Level

Base Line 2019 EMPLOYEES AET TARGETS TOTAL

Q-Form Actual YEAR 1 - 2020

YEAR 2 - 2021

YEAR 3 - 2022

YEAR 4 - 2022

YEAR 5 - 2024

AET 1 11 13 1 2 1 0 0 4

AET 2 3 9 1 1 2 1 0 5

AET 3 6 5 1 1 1 2 1 6

AET 4 10 9 3 1 1 1 2 8

FLC 0 16 3 4 5 5 5 22

27

Total 30 52 9 9 10 9 8 45

Budget 31 500 34 650 42 0350 41 931 40 992 R569 423

AET Level

Base Line 2019 COMMUNITY AET TARGETS TOTAL

Total ECM YEAR 1 -

2020 YEAR 2 -

2021 YEAR 3 -

2022 YEAR 4 -

2022 YEAR 5 -

2024

AET 1 31 2 1 2 1 2 8

AET 2 37 2 2 2 2 2 10

AET 3 21 1 1 2 1 1 6

AET 4 25 1 1 1 1 1 5

FLC 87 3 3 3 2 2 13

Total 201 9 8 10 7 8 42

Budget 31 500 30 800 42 0350 32 613 40 992 R556 255

2.4.2.3 Action Plan

Based on the findings from an independent audit conducted on the AET Programme by Media Works, a

strategic approach was taken to develop a new and revised AET Programme to incorporate the following

elements so as to enhance the existing plan:

• The HRD Procedure (ECM-SOP-HRD-TP-015 AET GRANTS PROCEDURE) for payment of monetary

incentives to those employees who successfully complete a specific AET level according to the MQA

discretionary grants has been revised to include Pre-AET and FLC.

• Non-monetary recognition in the form of gifts, will also be given to AET learners who excel in

their training programmes during a graduation ceremony.

• The AET programme and resources at Tweefontein Mine should cater for Community AET needs

should there be a shortage of employee interest in the program.

• AET awareness campaigns to promote participation in the AET Programme amongst employees

will continue with the addition of requesting the Community Steering Committees to assist with

promoting AET in their communities.

• Although not reflected in the AET Budget, bus transport catering specially for AET has been made

available, at cost to the company, to cater for employees and community members alike to convey

them to and from the AET Centres before and after classes.

• Although the Full-Time AET classes were suspended in 2020 due to the company’s financial

constraints, ECM plans to commence with the classes in 2021.

• Non-conformances are submitted to the Supervisors and HR Officials of employees who are

found Not Yet Competent on Skills Programmes and Occupational Skills Training Programmes so

that they can be sent for AET Screening Assessments.

• Placement assessments are conducted in order to determine current and aspired levels of

education and training prior to enrolment in AET Classes.

• FLC training is promoted among employees as a minimum requirement for promotion and

amongst the communities as a minimum requirement for entry level recruitment.

28

• Employee’s educational profiles are revised after completion of each AET level. Table 5: AET Action Plan

Action needed Anticipated

completion

Responsible

person

Plan AET programme Annually,Q1

HRD

Superintendent

(Technical)

Align AET facilitators according to AET requirements Annually,Q1

Conduct AET awareness campaigns to promote participation Bi-annually

Conduct AET placement assessments according to requirements Ongoing

Revise AET Grant Procedure (ECM-SOP-HRD-TP-015) Every 2 years HR Manager

Expand community learning opportunities with regard to AET Ongoing

HRD

Superintendent

(Technical)

Identify AET level 4 employees for FLC programme 6 monthly

Arrange Graduation Ceremony Annually

Update Educational profile and training matrix Ongoing

2.4.3 Learnerships

2.4.3.1 Overview

Learnerships offered at the mine are National Accredited Learning Programmes that lead to formal

qualifications. These programmes include institutional training through accredited training providers, as

well as practical on-the-job training, thereby integrating both institutional and workplace learning.

Learnerships are offered to both internal and external individuals and Tweefontein aims to have a 50/50

split. These learnership programmes focus on mining and engineering disciplines and the duration of the

programme is 2 and 3 years respectively. Internal learnerships enable learners to work towards a

qualification while being employed, whereas external learnerships are a means to upskill and qualify

individuals from within our local communities thus enabling them to seek employment.

In compliance with skills development legislation, Tweefontein Mine is registered with the MQA SETA to

offer the relevant training.

Table 6: SETA information

Requirements Detail

Name of the SETA Mining Qualifications Authority (MQA)

Registration number with the SETA 16/MQA/0695/AC4/061216

Levy number L670714932

Confirmation of having appointed an SDF Appendix Attached

29

2.4.3.2 Targets

The following targets are based on a five-year Learnership Programme. See tables for the five-year targets

with the budget expressed in ZAR. Both the Mining and Engineering Learnership programmes have an

estimated duration of 24 and 36 months respectively. Taking into account the length of a learnership

programme, it will result in learners’ programmes overlapping annually as depicted in the rollover figures

in the table below.

The targets for the annual Mining and Engineering Internal and External Learnership intakes are aimed at

a 50% Employee and 50% Community split with preference given to HDSAs and females.

Table 7: Five year plan for Learnership enrolments at Tweefontein Mine and Shared Services

18.1

Learnerships

18.1 - INTERNAL LEARNERSHIP ENROLMENT TARGETS

Base Line 2019 YEAR 1 - 2020 YEAR 2 - 2021 YEAR 3 - 2022 YEAR 4 - 2023 YEAR 5 - 2024

New Roll-

over Total New

Roll-

over Total New

Roll-

over Total New

Roll-

over Total New

Roll-

over Total New

Roll-

over Total

Mining 0 3 3 2 0 2 2 2 4 2 2 4 2 2 4 2 2 4

Engineering 5 9 14 3 14 17 3 8 11 3 6 9 3 6 9 3 6 9

Total 5 12 17 5 14 19 5 10 15 5 8 13 5 8 13 5 8 13

Budget 3 068 233 2 396 973 2 071 799 2 071 799 2 071 799

18.2

Learnerships

18.2 - EXTERNAL LEARNERSHIP ENROLMENT TARGETS


New Roll-

over Total New

Roll-

over Total New

Roll-

over Total New

Roll-

over Total New

Roll-

over Total New

Roll-

over Total

Mining 1 1 2 2 1 3 2 2 4 2 2 4 2 2 4 2 2 4

Engineering 6 15 21 3 21 24 3 9 12 3 6 9 3 6 9 3 6 9

Total 7 16 23 5 22 27 5 11 16 5 8 13 5 8 13 5 8 13

Budget 5 888 620 3 327 760 2 649 200 2 649 200 2 649 200

Shared Services

18.1

Learnerships

18.1 - INTERNAL LEARNERSHIP ENROLMENT TARGETS


New Roll-

over Total New

Roll-

over Total New

Roll-

over Total New

Roll-

over Total New

Roll-

over Total New

Roll-

over Total

Mining 9 5 14 2 9 11 2 2 4 2 2 4 2 2 4 2 2 4

Engineering 0 0 0 1 0 1 2 1 3 1 3 4 1 4 5 1 3 4

Total 9 5 14 3 9 12 4 3 7 3 5 8 3 6 9 3 5 8

Budget 1 836 017 1 096 280 1 258 867 1 421 453 1 258 867

18.2

Learnerships

18.2 - EXTERNAL LEARNERSHIP ENROLMENT TARGETS


30

New Roll-

over Total New

Roll-

over Total New

Roll-

over Total New

Roll-

over Total New

Roll-

over Total New

Roll-

over Total

Mining 0 0 0 2 0 2 2 2 4 2 2 4 2 2 4 2 2 4

Engineering 8 18 26 2 26 28 1 10 11 1 3 4 2 2 4 1 3 4

Total 8 18 26 4 26 30 3 12 15 3 5 8 4 4 8 3 5 8

Budget 6 639 986 3 101573 1 518 267 1 518 267 1 518 267

2.4.3.3 Action Plan

The mine will continue its current learnership programme in disciplines relevant to the strategic

operational requirements of Tweefontein Mine determined by a needs-based analysis conducted

annually. This analysis will determine the Engineering-required trades with regard to Learnerships, such

as Boilermakers, Fitters, Electricians, Riggers, Auto Electricians and Diesel Mechanics and includes the

Mining Learnership needs with regards to Team Leaders and Miners at Tweefontein Mine.

All applications are shortlisted according to the minimum entry-level requirements before the selected

applicants undergo a Psychometric Assessments and Panel Interview session to select the successful

candidates.

All Mining and Engineering Learnership Candidates are required to undergo and pass a pre-employment

Medical Examination and Fitness Assessment prior to be accepted onto the Learnership Programme.

Table 8: Learnerships Action Plan

Action Required Anticipated

completion

Responsible

person

Plan Annual Learnership targets Annually

HRD

Superintendent

(Technical)

Advertise, Select and appoint learners as per set targets May

Implement Learnerships June

Allocate learners in programme to mentors Annually

Evaluate learner performance Monthly

Update IDPs and training matrix Ongoing

2.4.4 Skills Training Programmes

2.4.4.1 Overview

Skills training programmes offered at Tweefontein Mine aims to ensure that employees acquire the

necessary skills and competencies to successfully perform their respective tasks according to the

operational and legislative requirements.

31

These skills training programmes are also designed to equip employees with the required capacity and

skills to progress to higher levels of employment at the mine and consists of, among others, novice

training, licensing of equipment/machine operators, national legislative skills programmes that are

registered with the relevant SETA as well as supervisory and managerial programmes.

The mine’s skills training programmes offer employees the opportunity to implement their employment

responsibilities and will also continue to focus on HDSAs and female employees.

2.4.4.2 Targets

Targets have been developed, based on the development plans of individuals in the current workforce,

hard-to-fill vacancies, scarce skills in the industry and the strategic skills needed by the company to deliver

on their business objectives.

These programmes are also intended to ensure promotional opportunities from within the ranks of the

company thus ensuring job security for current employees and entry level employment opportunities for

members of our local communities at the mine.

The Skills Training Programmes on this SLP have been grouped into categories and the specific breakdown

of the various training interventions will be kept on the Mines Learner Management System. A further

deliverable of the skills training programmes is to provide portable skills that will serve employees beyond

their employment at the mine.

Table 9: Five year plan for permanent employees' skills training interventions at Tweefontein Mine and Shared Services

Skills Training Programmes Tweefontein

2019 Base Line

Tweefontein Targets

2020 2021 2022 2023 2024

Certificated Training 14 12 12 12 12 12

Computer Based Training 29 19 19 19 19 19

MQA Skills programmes 149 80 80 80 80 80

Mine Licenses 454 418 418 418 418 418

Skills Training 315 263 263 263 263 263

Supervisory & Management 4 24 24 24 24 24

Total 965 816 816 816 816 816

Budget 1 525 922 1 525 922 1 525 922 1 525 922 1 525 922

Shared Services

Skills Training Programmes Shared Services

2019 Base Line

Shared Services Targets

2020 2021 2022 2023 2024

Certificated Training 31 23 23 23 23 23

Computer Based Training 22 13 13 13 13 13

MQA Skills programmes 71 57 57 57 57 57

32

Skills Training Programmes Shared Services

2019 Base Line


2020 2021 2022 2023 2024

Mine Licenses 127 113 113 113 113 113

Skills Training 158 102 102 102 102 102

Supervisory & Management 10 12 12 12 12 12

Total 419 320 320 320 320 320

Budget 523 855 523 855 523 855 523 855 523 855

2.4.4.3 Action Plan

The skills development programmes are offered during the employees’ working hours. These Training

programmes are in line with operational needs and individual development plans. The Skills Training

Programme will link with the Career Progression Plan and Employment Equity Plan.

Table 10: Skills Training Action Plan


completion Responsible person

Plan Annual skills training April

HRD Superintendent

(Technical)

Communicate skills training Ongoing

Implement skills training Ongoing

Update LMS, Educational profiles and training matrix Ongoing

2.4.5 Portable Skills Training

2.4.5.1 Overview

Considering the current life-of-mine expectancy, Tweefontein Mine endeavours to make available

portable skills to enable interested employees to find other forms of livelihood in other sectors of the

economy. The portable skills training is voluntary and specific focus will be on older employees. The

attendees will have an opportunity to select the courses offered by the company. Additional training will

be considered based on employee’s interest, aspirations and skills.

2.4.5.2 Targets

Tables below shows the five-year targets set for Portable Skills Training at the mine with the budget

expressed in ZAR.

Table 11: Portable Skills Training at Tweefontein Mine and Shared Services

Portable Skills Tweefontein Targets

2019 Base Line

2020 2021 2022 2023 2024

License: TLB Operator 0 0 0 0 0 0

License: Forklift 4 Wheeler 2 1 0 1 0 1

33

Portable Skills Tweefontein Targets

2019 Base Line

2020 2021 2022 2023 2024

License: Manitou (Telescopic Boom Handler) 46 4 4 4 4 4

ECM Heavy Duty Truck 2 1 2 1 2 1

License - Truck Mounted Crane (HIAB) 8 2 1 2 1 1

License: Counterbalance Lift Truck 6 1 0 1 0 1

ECM License: Mine Bobcat 1 0 1 1 1 0

Advanced Rigging 14 2 2 2 2 2

Basic Rigging 69 8 10 8 10 8

License: Electric Hoist 18 2 3 2 2 2

Training: Basic Computer 45 8 5 5 8 5

Skills Programme: Generic Engineering 0 0 0 0 0 0

Skills Programme: Operative - Diesel Mech 2 0 1 0 1 0

Skills Programme: Operative – Fitter 4 1 0 1 0 1

Skills Programme: Operative – B/maker Plater 1 0 0 0 0 0

Skills Programme: Operative – Electrical 2 0 1 0 0 0

Skills Programme: Medium Voltage 5 1 1 1 1 1

COMSOC 0 0 0 0 0 0

Training: ISO 9001 : 2015 Auditors Course 0 0 0 0 0 0



Total 225 32 32 30 33 28

Budget 134 805 215 355 133 905 135 255 131 205


Portable Skills Shared Services Targets

2019 Base Line

2020 2021 2022 2023 2024

License: TLB Operator 0 1 0 0 1 0

License: Forklift 4 Wheeler 9 1 2 1 2 1

License: Manitou (Telescopic Boom Handler) 2 0 2 0 2 0

ECM Heavy Duty Truck 3 0 1 0 1 1

License - Truck Mounted Crane (HIAB) 3 0 2 0 2 2

License: Counterbalance Lift Truck 13 2 2 2 2 2

34

Portable Skills Shared Services Targets

2019 Base Line

2020 2021 2022 2023 2024

ECM License: Mine Bobcat 0 0 0 1 0 0

Advanced Rigging 0 1 0 1 0 1

Basic Rigging 16 2 3 2 3 2

License: Electric Hoist 1 0 1 0 1 0

Training: Basic Computer 52 7 7 7 7 7

Skills Programme: Generic Engineering 0 0 1 0 1 0

Skills Programme: Operative - Diesel Mech 0 1 0 1 0 1

Skills Programme: Operative – Fitter 0 0 1 0 1 0

Skills Programme: Operative – B/maker Plater 0 1 0 1 0 1

Skills Programme: Operative – Electrical 0 0 1 1 1 1

Skills Programme: Medium Voltage 0 1 0 1 0 1

COMSOC 5 0 5 0 5 0




Windows Microsoft Courses 5 5 5 5 5 5

Total 113 25 35 25 35 26

Budget 219355 219595 288505 244195 281155

2.4.5.3 Action Plan

An annual needs analysis will be conducted to determine the Portable Skills required according to the targets. The needs analysis results may have an impact on the types of courses presented.

Table 12: Portable Skills Action Plan



Conduct needs analysis annually Ongoing

HRD

Superintendent

(Technical)

Source and appoint relevant service providers Ongoing

Schedule and Implement training interventions Q2 Annually

Capture Data on LMS Ongoing

Update training matrix Ongoing

35

2.4.6 Hard-to-Fill vacancies

Tweefontein Mine will report annually on its hard-to-fill vacancies through the submission of Form R

(Tabled below). According to the MPRDA Regulations’ definition of hard-to-fill vacancies, the mine has

identified the following positions as indicated on Form R in the table below.

Table 13: Hard to fill vacancies as per Form R in Annexure II of the MPRDA Regulations

HARD TO FILL VACANCIES

Occupational level

Job title of scarce and critical skill

Main reason for inability to fill the vacancy

Intervention

Top

Man

age

me

nt

Engineering Manager (EL) To source HDSA candidates with the required experience.

Succession Planning and Head hunting

Finance and Admin Manager (EL)

Mining finance and administration experience shortage.

Succession Planning

Mine Manager (EL) More attractive offers from other mining houses in the area

Succession Planning

Sen

ior

Man

age

me

nt

Metallurgy Superintendent (DU)

Experience of candidates and market demands

Succession Planning

Maintenance Superintendent (DU)

Experience of candidates and high salary demands


Maintenance Specialist all engineering disciplines (DL)

Experience of candidates and high salary demands


Finance and Admin Superintendent (DU)

Experience of candidates Succession Planning

Transformation Superintendent (DU)

Experience Succession Planning

Mine Overseer (DU) Experience Succession Planning

Rock Engineer (DU) Shortage in the market Succession Planning and GIT programme

Geology Specialist (DL) Shortage in the market Succession Planning and GIT programme

SHEQ Specialist Environmental (DL)

Experience and qualifications Succession Planning

Pro

fess

ion

ally

qu

alif

ied

an

d

exp

eri

en

ced

sp

eci

alis

t an

d

mid

man

age

me

nt

Metallurgy Supervisors (CU) Experience and qualifications Succession Planning

Maintenance Supervisor (CU)

Experience and qualifications Succession Planning

Instrumentation Technicians (CU)

Market scarcity Internal training and development

Mining Shiftboss (CU) Experience Succession Planning

Miners (C2) Qualification Internal training and succession planning

Strata Control Officer (CU) Shortage in the market Succession Planning and GIT programme

2.5 Career Progression Plan

2.5.1 Overview

Career progression planning at Tweefontein Mine will be governed by the Talent Management Process. It is the process during which the progression of individuals in the company are planned and shaped in accordance with operational requirements. Individual development plans (IDP) are compiled for employees in the talent pool and any other relevant interventions i.e bursary holders, learnerships,

36

interns, etc. This will be reviewed annually. Educational profiles will be compiled and career paths clarified for all other employees. The Career Progression Plan is a mechanism for identifying employees with the potential, qualifications and skills to possibly progress further, taking into account operational needs and requirements. In addition to the aforementioned, employees will also be identified through performance and potential for possible promotion and career progression.

2.5.2 Career paths

Tweefontein Mine has developed a generic career path matrix for disciplines in the operations, and each of these career paths includes the minimum entry job requirements, desired qualifications, experience and legal responsibilities (see Appendix I)

2.5.3 Career Progression Plan

Tweefontein Mine will promote career progression and succession opportunities among its employees, and will implement a Talent Management Plan by means of the following:

a) A talent management procedure that is relevant to the identification of talent pools, based on operational and compliance requirements.

b) The Talent Management Programme implemented for a five-year period and will be reviewed annually.

c) The Talent Management Programme is linked to the skills training programmes, learnership programmes, Mentorship Programme and legal compliances.

d) These are closely aligned and linked to hard-to-fill vacancies, scarce skills needs, job-related skills and employee development and progression at Tweefontein Mine.

e) Mechanisms are in place for individuals to progress from lower-skilled working levels to higher-skilled working levels as well as management levels, should job opportunities arise and positions become vacant.

f) The Talent Management Plan ensures that the qualifications, aspirations, developmental needs, and potential capabilities of employees are accounted for in line with operational requirements and the talent management process of the mine.

2.5.4 Establishing a talent pool

Tweefontein Mine endeavours to identify HDSA candidates especially Women in Mining (WIM) with the

potential to accelerate their progression to junior and senior management positions. Individuals who

excel are identified through work commitments, behaviour, capacity and performance. They are

nominated to be placed in the talent pool.

From the talent pools, departmental succession plans are developed and reviewed annually. These

employees will have an individual development plan and training map which are updated annually.

Formal Career Progression - (Nominated) Processes

Tweefontein Mine is committed to allow employees to be formally developed by means of a fair selection process. This process is documented and forms part of selected employees IDP’s (including all employees on study assistance). Business needs will be regularly reviewed which in turn will depict the company’s critical skills needed thus informing the Formal (Nominated) Process. Due to business case, this process will change from time to time but current employees on the program will not be jeopardized and thus will be allowed to complete the arranged interventions.

37

Informal Career Progression - (Self-focused) Process

This process refers to the ongoing effort of every individual to progress within his/her career path. The career path levels will stipulate all inherent requirements needed for the next position and will be accepted as an Individual Development Plan (IDP) for each employee. All employees will have the opportunity to gain experience and obtain the inherent requirements of the next position within his/her career path. Although this process could include formal company training and assistance, employees will need to drive their own development with their supervisors. It is a general rule that all informal processes will be followed and progression will be vacancy and on-the job performance driven. This process is not documented. The company can assist during this process by means of the company’s study aid program rules, internal training at the training center and on the job training. Each person promoted can be attributed to this process. i.e. Stope Attendant (A4) promoted to Mining Blasting Operator (B1) The process of trained not placed employees provides support to our endeavor to develop employees through our informal intervention. Refer to Career Paths Appendix

2.5.5 Action plan

Table below contains the commitments, activities and time frames for career progression.

Table 14: Career progression action plan

Action needed Anticipated completion

Responsible person

Identify potential employees for talent pools Yearly, February

HR Specialist (OD)

Review talent pools Yearly, February

Update IDP’s and training maps for all in the talent pool Yearly, March

Update training matrix and implement interventions identified in the IDPs

Annually

Allocate employees in the talent pool Annually

Monitor mentorship relationships and development progress Quarterly

2.5.6 Targets

Table below shows targets for talent pool and fast tracking for Tweefontein Mine. The five-year targets are set by considering labour planning, labour turnover and projections of possible increased production.

38

Table 15: Talent pool and fast tracking programme targets at Tweefontein Mine and Shared Services

Tweefontein

Employee categories Talent pool and Fast tracking targets

2020 2021 2023 2023 2024

IDPs (Learnerships, Bursars, Succession

84 69 70 74 76

Fast-tracking programme 20 20 20 20 20

TOTAL 104 89 90 94 96

Shared Services

Shared Services

Employee categories Talent pool and Fast tracking targets

2020 2021 2022 2023 2024

IDPs (Learnerships, Bursars, Succession

93 71 74 75 77

Fast-tracking programme 7 7 7 7 7

TOTAL 100 78 81 82 84

2.6 Mentorship Plan

2.6.1 Overview

Mentorship is a key process and tool in support of people development, EE, HRD planning, and

performance management. It is a relationship between a mentor and a mentee, and is established to

enhance the mentee's career by building skills and knowledge. This is a continuous process which ensures

that the mentee’s potential is unlocked, which benefits everyone, including the mine.

The current mentorship programme is well established and relationships are established when a formal

signed agreement is completed between each mentee and mentor and the terms of a mentorship

relationship are clearly stated.

Mentees can request a specific mentor if they desire, but it is based on mentor capacity and availability.

The mentorship programme will entail the following:

It focuses on mentoring and coaching the identified employees to progress according to the talent pools and succession planning.

The Mentorship Programme will be linked to learnership programmes, the Graduate Development Programme and the EE plan.

Note that women-in-development programmes are included under fast-tracked development programmes to avoid duplication in numbers.

39

2.6.2 Targets

The targets for the five-year period for both mentees and mentors follows. Table 16: Mentorship Plan for (Mentees): Tweefontein

Tweefontein

Programme 2020 2021 2022 2023 2024

Professional and experienced specialist and mid-management ̶ D band

4 4 4 4 4

Junior engineers 1 1 1 1 1

Mine managers/Overseer’s Certificate of Competency

3 3 2 2 2

Succession development programmes 30 35 40 45 45

TOTAL 38 43 47 52 52

SHARED SERVICE

Programme 2020 2021 2022 2023 2024

Professional and experienced specialist and mid-management ̶ D band

4 4 4 4 4

Junior engineers 2 2 2 2 3

Mine managers/Overseer’s Certificate of Competency

2 3 2 2 2

Succession development programmes 38 38 38 38 38

TOTAL 46 47 46 46 47

Table 17: Mentorship Plan for ECM (Mentors)

Department 2020 2021 2022 2023 2024

Tweefontein 9 9 9 9 9

Shared Services 45 45 45 45 45

TOTAL 54 54 54 54 54

2.6.3 Action plan

Table below contains the commitments, activities and time frames for mentorship.

40

Table 18: Mentorship action plan


Responsible person

All D& E band employees to be trained as mentors to create a Mentor pool

February Annually

Identify suitable mentors for mentees in various development programs

March Annually

HR Specialist (Organisational Development)

Formalise relationship by ensuring signed mentorship agreements are in place

Ongoing

Mentorship follow-ups Quarterly

2.7 Bursary and Internship (Experiential Training)

2.7.1 Overview

Tweefontein Mine is well aware of the need to not only to assist its own employees with development opportunities, but also to help members of the local community to access tertiary education (bursaries) and experiential work (internships). The Internship and Bursary Plan helps to develop the surrounding community, thus supplying the operation with its required skills. The mine’s Internship Programme is considered as an experiential training programme and focuses on providing exposure to students requiring practical experience towards their qualifications. The objective of the mine’s Bursary Programme is to support high-potential young students from the local municipality, when possible, to obtain a tertiary qualification through providing funding and assistance in terms of exposure to the workplace. Tweefontein Mine has observed extremely low numbers of Bursary applications from the immediate communities with poor quality matric results over the past 5 years. This led to sourcing candidates from communities outside Tweefontein’s footprint. This defeats the purpose of empowering the targeted communities. As a result of these findings, a School Outreach Program which aims to create a Bursary pool from the local secondary schools which targets top performing Maths and Science students from Grade 10 has been designed.


Responsible person

Identify all Secondary Schools within the footprint Done


Identify the top performing Maths and Science students from Grade 10 to 12

Yearly, March

Identify and implement interventions that will support the top performing students as well as improve the overall performance in Maths and Science E.g. Extra classes, Career Guidance/ Camps etc.

Yearly, May

Generate a Bursary pool for ECM that will serve as a feeder to the Samancor Bursary Scheme.

Yearly, May

The bursary and internship targets follows in the table below respectively.

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2.7.2 Targets

Table 19: Five-year plan for bursary and experiential training targets at Tweefontein and Shared Services

Field Targets

2020 2021 2022 2023 2024 Total

Bursaries 2 1 1 1 1 6

TOTAL BURSARY HOLDERS 2 1 1 1 1 6

Budget R252 000 R134 820 R144 257 R154 355 R165 160 R850 592

Internships and Experiential’s 1 1 1 1 1 5

TOTAL Internships and Experientials 1 1 1 1 1 5

Budget R72 000 R72 000 R72 000 R72 000 R72 000 R360 000

Financial Contribution R324 000 R206 820 R216 257 R226 355 R237 160 R1 210 592

Field Shared Services Targets

2020 2021 2022 2023 2024 Total

Bursaries 2 0 1 0 1 4

TOTAL BURSARY HOLDERS 2 0 1 0 1 4

Budget R252 000 R0 R144 257 R0 R165 160 R561 417

Internships and Experiential’s 1 1 1 1 1 5

TOTAL Internships and Experientials 1 1 1 1 1 5

Budget R72 000 R72 000 R72 000 R72 000 R72 000 R360 000

Financial contribution R324 000 R72 000 R216 257 R72 000 R237 160 R921 417

2.7.3 Action Plan

Table below contains the commitments, activities and time frames for internships and bursaries.

Table 20: Bursary and experiential training action plan


Responsible person

Recruit and identify candidates from labour sending-areas according to targets

July


Provide practical exposure according to various programmes Ongoing

Provide regular updates and monitor students Ongoing

Appoint of bursary students for work-back commitment Ongoing

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SECTION 3

EMPLOYMENT

EQUITY PLAN

Regulation 46(b)

43

3. EMPLOYMENT EQUITY PLAN

3.1Overview

Tweefontein Mine upholds the purpose of the Employment Equity Act of 1998 of transforming from

previous injustices and imbalances in the workforce environment. Tweefontein Mine adopts the

Employment Equity Act as a strategy to promote equal opportunity and fair treatment of its employees

regardless of their variances. At Tweefontein EE strategies are implemented from individual level

escalating up to organisational level.

Based on section 21 of the Employment Equity Act, ECM will submit a total complement of the workforce,

including breakdown of HDSAs in management and women in mining to the Department of Labour during

prescribed reporting timelines. Prior to sending the report the Employment Equity Committee will meet

in order to identify any areas of attention.

Effective implementation of the Employment Equity at the Tweefontein Mine has not gone unobstructed,

however the mine has devised interventions to those, tabled below.

Table 21: Employment Equity barriers and interventions

Employment Equity challenges Employment Equity Interventions

Recognition of the Employment Equity plan as an organisational transformation element.

ECM acknowledges the imbalances in the within its workforce and has put in place an Employment Equity Committee consisting of representatives from across all areas of measure such as race, gender, occupational level, etc. including organised labour.

Lack of buy in and commitment to Employment Equity plan by senior management and recruitment team.

Responsible senior managers sign off monthly EE reports endorsing that they are informed of the EE status and recruitment teams use the EE report as a baseline when recruiting new staff.

Limited regular feedback on organisational Employment Equity status.

Quarterly meetings are scheduled where in the EE report is analysed in detail. Strategies and initiatives aimed at addressing identified gaps are highlighted in this meetings.

Poor systematic alignment of organisational development initiatives

All skills development and organisational development programmes and initiatives are tailored to be interdependent on each other with EE as the core link.

Inconsistent implementation of the Employment Equity improvement plans.

Although ECM has set targets, compelling reasons might rarely influence compliance to the strategy.

Provision of facilities for people with Disabilities.

Infrastructural Facilities to accommodate people with disability

Tables below reflects the Employment Equity baseline and targets for permanent employees only of the mine, followed by two sections describing the participation of HDSAs in management and women in mining in terms of the requirements of the MPRDA and Mining Charter.

44

Table 22: Employment Equity baseline for permanent employees at Tweefontein as per Form S in the

Annexure II of the MPRDA Regulations.

Employment Equity Baseline at Tweefontein Mine

Occupational levels Male Female

Total Disabled

A C I/A F W A C I/A F W M F

Senior management (Shared Services)

0 0 0 0 0 0 0 0 0 0 0 0 0

Professionally qualified and experienced specialists and mid-management

6 1 0 0 2 0 0 0 0 0 9

0 0

Skilled technical and academically qualified workers, junior management, supervisors, foremen and superintendents

101 0 0 5 42 25 0 0 0 1 174

0 0

Semi-skilled and discretionary decision-making

435 0 0 1 2 40 0 0 0 0 478 0 0

Unskilled and defined decision-making

209 0 0 0 2 101 0 0 0 0 312 1 0

TOTAL 751 1 0 6 48 166 0 0 0 1 973 1 0

Shared Services

Employment Equity baseline at Shared Services

Occupational levels Male Female

Total Disabled

A C I/A F W A C I/A F W M F

Senior management (Shared Services)

6 0 1 6 0 2 0 0 0 0 15 0 0

Professionally qualified and experienced specialists and mid-management

12 0 0 1 10 8 0 0 0 0 31 0 0

Skilled technical and academically qualified workers, junior management, supervisors, foremen and superintendents

51 0 0 0 17 29 0 0 0 25 122 1 0

Semi-skilled and discretionary decision-making

129 0 0 0 0 44 0 0 0 1 174 1 0

Unskilled and defined decision-making

16 0 0 0 0 0 0 0 0 0 16 0 0

TOTAL 214 0 1 7 27 83 0 0 0 26 358 2 0

A = African; C = Coloured; I/A = Indian/Asian; W=White, F = Foreign

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3.2 HDSAs in management targets

Tweefontein Mine strives to align its operational strategies towards those of governing legislatures and

sets out reasonable targets towards achieving such. Transforming from injustices, diversity management

and value placed in employees from all occupational levels is key.

Particular effort will be directed towards identifying HDSAs including women with talent, as well as

providing accelerated training and development initiatives to assist in their progression plans

The Employment Equity Plan for Tweefontein Mine is a working document that will continue to be

reviewed in accordance with the mine’s Labour Plan, the requirements of the Employment Equity Act and

the Mining Charter. The objective of this plan is to ensure the maintenance of equity at the mine.

Below is a table capturing a 5 year plan of participation of HDSAs in the management levels of the

Tweefontein Mine

Table 23: Tweefontein Five year plan and targets for the participation of permanent employees in

HDSAs in management

Tweefontein HDSA Targets

Occupational level

Mining Charter Targets

Baseline

2020 2021 2022 2023 2024

% % % % %

Middle Management

60% 80% 60% 60% 60% 60% 60%

Junior Management

70% 73% 70% 70% 70% 70% 70%

Shared Services HDSA Targets

Occupational level


Baseline

2020 2021 2022 2023 2024

% % % % %

Senior Management

60% 62% 60% 60% 60% 60% 60%

Middle Management

60% 66% 60% 60% 60% 60% 60%

Junior Management

70% 66% 66% 67% 67% 68% 70%

3.3 Participation of women in mining at ECM

In order to address the historical gender equality issues of South Africa, a gender equality policy and plan

will be developed and used to ensure that women are represented in positions that were traditionally

considered “male only”. These positions are also referred to as core mining positions and are also

considered in leadership roles.

Regardless of initiatives to accommodate women in the previously men industry, women are partaking

in the industry on a minimal rate. Tweefontein Mine is faced with a challenge of attraction and retention

of women in its workforce as women only constitute about 20% of the total workforce.

46

Tweefontein Mine strives to improve implementation of women in mining initiatives in order to increase

level of women participation. Below are 5 years set out targets for realizing these objectives.

Table 24: Women participation at Tweefontein Mine and Shared Services

TWF WIM Targets

Occupational level


Baseline

2020 2021 2022 2023 2024

Percentage women

Percentage women

Percentage women

Percentage women

Percentage women

D level 25% 0% 0% 12% 12% 25% 25%

C level 30% 15% 13% 14% 20% 25% 30%

B level N/A 9% 9% 10% 10% 10% 10%

A level N/A 33% 10% 10% 10% 10% 10%

Shared Services

SS WIM Targets

Occupational level


Baseline

2020 2021 2022 2023 2024

Percentage women

Percentage women

Percentage women

Percentage women

Percentage women

E level 25% 15% 17% 17% 23% 23% 25%

D level 25% 25% 23% 23% 25% 25% 25%

C level 30% 43% 22% 23% 24% 27% 30%

B level N/A 26% 10% 10% 10% 10% 10%

A level N/A 0 10% 10% 10% 10% 10%

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SECTION 4

MINE COMMUNITY

DEVELOPMENT

Regulation 46(c)

4. MINE COMMUNITY DEVELOPMENT PROGRAMME

4.1 Overview

This Local Economic Development (LED) Programme contains details of the core activities, programmes,

targets, resources, facilitators, facilities, budgets and time frames for the implementation of Tweefontein

LED Programmes. The programmes have been designed as working documents to facilitate the

appropriate implementation of Social Labour Plans.

The commitment to implement a sustainable community development initiative is motivated by the

requirement to participate in LED as intended in the SLPs and also to be recognised as a preferred

business partner and a valued corporate citizen.

The LED programmes will seek to promote alignment of LED initiatives to those of the Individual

Development Plans (IDPs) of the Fetakgomo Tubatse Local Municipality (FTLM) and Sekhukhune District

Municipality (SDM).

The mine’s LED programme will be implemented over a 5 year period as a lifecycle of the SLP

Aligning sustainable development plans with the FTLM and SDM IDPs establishing LED projects

that focuses on infrastructure development, basic service provision, poverty eradication, skills

development and the provision of education provision

Increasing the mine’s HDSA and community-based procurement levels

Promoting the establishment of entrepreneurs among the household members of employees and

among other households in Samancor ECM’s host and labour-sending communities

4.2 Socio-economic background

4.2.1 Introduction

Tweefontein mine is situated in the Fetakgomo Tubatse Local Municipality (FTLM) within Sekhukhune

District Municipality (SDM) Limpopo Province in South Africa. A desktop background socio-economic

study on the immediate area of operation has been provided in the socio-economic analysis, discussed

below.

4.2.2 District and local socio-economic regional analysis

In this section, the socio-economic data of the SDM and FTLM will be analysed. The objectives of the SDM

and FTLM IDPs relating to each aspect of the socio-economic environment of the municipalities will also

be explained.

Socio-economic data have been sourced from the 2019/20 National Census information, as captured on

Stats South Africa’s local government website and Gaffney’s Local Government in South Africa Handbook

2011–2013.

4.2.3 Overview

Fetakgomo Tubatse Local Municipality has a total of 39 wards, making it the third (3rd) largest

municipality in the Limpopo Province in terms of wards after Polokwane with 45 wards and Thulamela

with 41 wards. The municipality has a total of 77 councillors. Of these, 39 are ward councillors while 38

were proportionally elected. The municipality comprises approximately 342 villages. The municipality is

largely dominated by rural landscape with only 06 (six) proclaimed townships. Like most rural

municipalities in the Republic of South Africa, Fetakgomo Tubatse Local Municipality is characterised by

weak economic base, inadequate infrastructure, major service backlogs, dispersed human settlements

and high poverty levels.

49

Community survey conducted in 2016 indicates amble evidence that the Fetakgomo Tubatse Local

Municipality households are increasing immensely from 106 050 in 2011 to 125 454 in 2016; which makes

the municipality the biggest municipality in the District. The municipality has shown a growth of 8% in

2016 which might be due to the mining activities taking place in the area. Mines constitutes 4 121 hectors

(0.7%) of the overall municipality’s land cover coverage of 570 674 hectors.

4.2.4 Population demographics

This section identifies the demographics of the local population with regard to race, age and language. It

is important to know the demographic breakdown in order to ensure that any LED projects and

empowerment interventions target the majority of the population, so that these projects have a large-

scale impact.

As shown in the table below, the FTLM is dominated by black South Africans while the white population

outweighs the other minority population groups, almost all Black Africans (94%) speaks/spoke Sepedi as

the first home language, followed by IsiZulu at (1.2%),. Therefore LED projects should target the majority

black population in order to have great impact on the ground.

4.2.4.1 Income Levels

Over the past years a decline in the annual income level in the FTLM has been recorded. Majority of

people are reported to have no income or to be living just below the threshold. As a result of that poverty

levels are increasing. The extreme poverty and rural conditions in the FTLM indicate that LED

interventions should be aimed at poverty eradication and that the projects should be accessible to the

people in the rural communities.

Table 25: Annual Household Income Levels

Income level 2011 2007 2001 No income 45,253 64,233 121

R 1 - R 400 22,187 26,218 484

R 401 - R 800 2,419 1,905 509

R 801 - R 1 600 12,087 13,699 831

R 1 601 - R 3 200 1,678 1,685 1 475

R 3 201 - R 6 400 2,281 761 1 224

R 6 401 - R 12 800 1,81 1864 165

R 12 801 - R 25 600 1,034 588 33

R 25 601 - R 51 200 157 167 8

R 51 201 - R 102 400 25 0 6

R 102 401 - R 204 800 28 0 0

R 204 801 or more 27 0 3

Unspecified 4,736 - -

Not applicable 74 - -

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4.2.4.2 Social dependency

The high dependency rate places a significant burden on the employed individuals, job creation and basic

service provision to people in the SDM and FGTLM. The dependency rate suggest a need for the district

and local municipalities in the area to implement programmes that cater for the development of the

youth. Human Resource Development (HRD) and Local Economic Development (LED) strategies, for

example, should focus on implementing skills development programmes and creating income-earning

opportunities that may reduce unemployment levels. The aim should be to absorb the large

youthful population into the economic sector.

The figure below show the 2017 South African Social Security Agency beneficiary list. And the dependency

level of different grants.

0 200 400 600 800 1000 1200 1400 1600 1800 2000

No income

R 401 - R 800

R 1 601 - R 3 200

R 6 401 - R 12 800

R 25 601 - R 51 200

R 102 401 - R 204 800

Unspecified

Annual Income Levels

2001 2007 2011

0

20000

40000

60000

80000

100000

120000

140000

160000

Total Number of Beneficiaries

1. Old Age

2. Disability Grant

3. War Veteran

4. Combination

5. GIA

6. Foster care grant beneficiary

7. Foster care grant kids

8. Child disability grant beneficiary

9. Child disability grant kids

10. Child support grant/ beneficiaries

11. Child support grant kids

51

4.3 Basic Service Delivery and Infrastructure Development Analysis

The Fetakgomo Tubatse Local Municipality (FTLM) analysis of infrastructure and basic services such as

water, sanitation, electricity, housing, refuse removal, roads, storm water drainage system and public

transport. The Sekhukhune District Municipality is the water authority however the FTLM has a role of

identifying water backlogs in its jurisdiction.

4.3.1 Free Basic Water

Fetakgomo Tubatse Municipality (FTM) is neither a Water Services Authority nor a Water Service Provider. These functions was assigned to the Sekhukhune District Municipality (SDM). The SDM is responsible for provision of Free Basic Water (FBW) to the 39 wards of the municipality. Fetakgomo Tubatse Municipality is classified as a water stressed municipality. According to community survey 2016 records that 58 255 have access to piped water and at 67 208 have no access to piped water. Primary sources of water in the municipality are boreholes, rivers, dams and tanking systems.

Water provision statistics in the Municipality indicates that water shortage is the main challenge in all the villages or 39 wards. The main causes of water shortage or deficit is the insufficient sources of water. The backlog is estimated at 90 %. One of the main challenges is the illegal water connections, limited communal, aging infrastructure, drought, lack of financial resources, topography of the area, informal and scattered settlements, Fetakgomo Tubatse Municipality not water authority, insufficient bulk supply and water sources. Almost 352 (90%) villages have no access to water and depend on privately owned water sources and boreholes, as tabled below. Table 26: Access to water

Water Source Total Households Percentage A municipality 47271 37.71

Other water scheme (e.g. community water supply) 29161 23.26

A water vendor 7712 6.15

Own service (e.g. private borehole; own source on a farm; et 21638 17.26

Flowing water/stream/river/spring/rain water 17203 13.72

Do not know 2258 1.8

Unspecified 117 0.09

Grand Total 125361 100

4.3.2 Access to Safe Drinking Water

The table below as recorded by the community survey 2016 indicate that 78584 (62.69%) of households have access to safe drinking water supply service and further records that 44 427 (35.44 %) have no access to safe drinking water supply service.

Access to drinking water Percentage Yes 78584 62.69

No 44427 35.44

Do Not Know 1623 1.29

Unspecified 726 0,58

Total 125 361 100

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The municipality is providing free basic water services to its communities, most of the households are

classified as poor or indigent – where the total income is below R1, 500 per month. Present,

approximately 60% of the households fall into this category, however the municipality is supposed to be

updating its Indigent Register on an annual basis. These are the households to which Free Basic Water

must be supplied, and to whom the Equitable Share subsidy applies.

4.3.3 Rivers as a Natural Water Source

There are three main rivers in the GTM, namely the Spekboom, Steelpoort and the Olifants, which is the

largest. The existence and topography of these water sources present an opportunity to create water

storage facilities. The construction of De hoop dam in the Steelpoort River was anticipated to have major

benefits for agriculture, as well as for general development in the region. There is a need to carefully

assess the water needs of the area, taking into consideration the development of the mining industry,

which in itself need large quantities of water. Given the present water needs in the municipal area, an

increase in storage facilities or the expansion of the existing storage facilities needs to be investigated.

Due to the lack of waterborne sewerage infrastructure in many of the villages, one of the major challenges

is the pollution occurring in these rivers. These rivers are a major source of drinking water for the

communities who do not have access to piped water. These rivers are also used for irrigation purposes

for agricultural activities within the municipal area.

4.4 Action Plan Indicating the Zone Of Focus of the Samancor ECM LEDP

The zone of impact1 and focus areas of the Samancor ECM LEDP are described below.

Action Plan 1: The host municipal area as well as the primary labour-sending area of Samancor ECM is

the FTLM, within the SDM. The Samancor ECM LED will focus on this area.

Action Plan 2: The remaining employee households from Samancor ECM are widely distributed among

other areas. Therefore the SLP initiatives will further seek to empower those employee households to

engage in LED activities in the relevant local municipalities.

4.5 Socio-economic impact of operation ‒ Regulation 46 (c) (ii) (b)

4.5.1 The Impact

During the operation of a mines (Doornbosch, Lannex and Tweefontein), local communities are provided

with jobs and input services to the mining operation. They also benefit from direct and indirect spending

by the mine. The mines will have a beneficial socio-economic impact on the region and the local

communities. The following is a summary of key contributions that will be made by Tweefontein,

Tweefontein and Tweefontein mines:

Job creation, employees and their households:

Fetakgomo Local Municipality residents occupy a total of 2354 from a 2990 total workforce of the

combined mines. These employees and their households are benefiting from salaries and other

employment benefits.

Considering that the mining industry faces external challenges, these benefits should be sustainable for

the medium-term. In order to ensure that these constructive impacts do not become destructive upon

closure, it is important for Tweefontein Mine to plan for the mine’s eventual interruption and to put

mitigating measures in place. These will assist employees to find alternative sources of income outside of

53

Tweefontein Mine and the mining industry at large. The establishment of a detailed Skills Training

Programme is a crucial part of this process.

Surrounding and labour-sending communities:

As explained, the mines’ workforce comes from a large number of labour-sending areas. The incomes

earned by these employees translate into spending power that benefits businesses and entrepreneurs

not only in the area surrounding the operation where the employees spend their working week, but also

in the economies at their homes. Tweefontein Mine’s spending on goods and services also contributed

significantly to the local economy.

Small, medium and micro-enterprises (SMMEs) and local contractors:

Tweefontein Mine will establish an Enterprise Development Strategy according to which preferred

supplier status will be given to local SMMEs, HDSA entrepreneurs and local service providers. It will focus

on the provision of capital goods (where possible), consumables and service delivery. This programme

aims to empower these parties to partake in the business opportunities available at Tweefontein Mine,

as well as in other enterprises in the area.

Poverty eradication:

Besides the positive impact Tweefontein Mine have on the livelihoods of the households of their

employees in the neighbouring and labour sending communities, the company will contribute

significantly to the upliftment of the local communities surrounding the operation. The mine will aim its

constructive input through LED initiatives in order to coordinate efforts to bring about sustainable

change. In addition to the contribution to the economy, the mine will also pay significant amounts of cash

in annual taxes. These are utilised by government for many purposes, one being the distribution of

wealth, which alleviates poverty in the poorer communities in different ways.

4.6 Infrastructure development, poverty eradication and welfare creation projects

4.6.1 Approach

LED is an approach towards economic development that allows and encourages local communities,

government and the private sector to work together to achieve sustainable economic growth and

development. This promotes economic benefits and an improved quality of life for all residents in the

local municipal area. The mine aims to assist local government and community structures to implement

their own development priorities and realise new economic opportunities through the profitable

operation of the mine in the FTLM and SDM.

4.6.2 Baseline Situation

At present, Tweefontein Mine is involved in significant poverty eradication and infrastructure

development projects in the FTLM, SDM and other major labour-sending communities. To date,

Tweefontein Mine has been involved in substantial corporate social responsibility (CSR) activities in the

surrounding communities. These CSR activities relate primarily to the following categories:

Donations in kind to schools, charities, recreational and sports clubs, community-based

organisations (CBOs) and non-governmental organisations (NGOs)

Repair of infrastructure, such as school buildings, water pipelines and grading of roads

Educational support in the form of study grants and bursaries to selected people in the

surrounding communities

Support of orphanages, food schemes and functions

Donations to local government and tribal authorities

54

A detailed file on the CSR activities of Tweefontein Mine is available from the company’s HR Department.

The FTLM has established an LED Forum aligned with the municipal’s IDP. ECM has consulted extensively

with the IDP and LED managers of the FTLM and SDM on the alignment of the mine’s SLP LED initiatives

with the municipal IDPs.

4.6.3 Action plans and projects

4.6.3.1 Project selection and implementation mechanism

Tweefontein Mine will continually assess the current and projected IDP and LED projects and initiatives

in the SDM and FTLM. At the end of each five-year period, the LED Plan will be reviewed and a new five-

year plan will be compiled.

When considering LED projects, Tweefontein Mine used the following questions to guide the selection

and formulation of projects:

How does the project integrate with local, regional and governmental IDPs or LED initiatives?

How will the project eradicate poverty and uplift the community, i.e. who are the beneficiaries

and how many are there?

Does the project assist in the provision of infrastructure development?

Does the project assist in the provision of basic services and social welfare projects?

Is this programme viable, and required by the potential beneficiaries?

Tweefontein Mine will use the “filter criteria” in the LED project sub-plan to select projects. The LED

project sub-plan will focus on implementing the following mechanisms:

Integration SLP LED activities into the IDPs of the FTLM and SDM, and the established LED Forum

Assisting in implementing LED projects and/or programmes identified in the IDPs of the SDM and

FTLM, in partnership with local government, business and affected communities

Implementing selected poverty eradication, infrastructure development and welfare creation

projects that meet the criteria of the company

Undertaking and supporting identified SMME creation initiatives in surrounding and affected

communities, where these are feasible and appropriate

Providing HDSAs who possess the required technical know-how or ability with preferred supplier

status in all three levels of procurement, namely capital goods, consumables and services

Addressing the priority needs of employee households (basic services, housing and road

infrastructure) through:

o Implementing infrastructure development projects

o Increasing the access of employee households to development credit and assets

o Empowering local black business

Partnering with local government and communities ‒ by means of public-private partnerships ‒

to identify possible LED initiatives

Implementing a Portable Skills Programme that could contribute to the empowerment of

employee household members as a means to achieving sustainable development

55

Developing a Healthcare Strategy with the aim to promote accesses to healthcare for employees

Reviewing LED activities on an annual basis and formulating five-year plans

Implementing the LED projects

The formulation and implementation of LED projects will be considered on an ongoing basis by ECM

(Tweefontein, Tweefontein and Tweefontein), in consultation with the FTLM and economic role players

in the region. LED Project assessment process will take into consideration the needs and projects reflected

in the updated IDPs.

Tweefontein Mine LED Project: Project 1

Project Name: Tweefontein Mine: Contribution towards the construction of the bridge at Ngwaabe

Project Category: Road Infrastructure Development

Introduction to

Project:

The improvement and replacement of the steel-bridge in Ga-Malekane Village to a more safe and efficient bridge is a significant project. The project will be jointly funded by government and various mining houses, including Samancor Tweefontein Mine. The project is intended to improve traffic in and out of the surrounding villages along Tubatse River in Ga-Malekane Village.

Project

Objectives: Improve the current dilapidated steel bridge

Deliverables Year 1 ( 2020) Budget

Measurable

Deliverables:

Contribution towards the project

R5 000 000

Deliverables: Year 2 (2021)

Measurable

Deliverables: Contribution towards the project R5 000 000

Total Budget R10 000 000

Provisional

Project Start Date: Upon approval

Provisional

Project End Date: 31 December 2024

Target Group/

Beneficiaries: Malekane, Kalkfontein and Ngwaabe villages

Number of Jobs

Created: To be determine by Scope of Work

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Tweefontein Mine LED Project: Project 2

Project Name: Tweefontein Mine Water Provision

Project Category: Infrastructure Development

Introduction to

Project:

Mining sector has grown rapidly over the last two decades in Fetakgomo Tubatse Local Municipality and this has brought about rapid associated urbanization. Additional water is urgently required for the optimal functioning of existing and proposed mines in the area and to meet the increased human needs as a result of increased population and improved living standard. To accommodate all these additional water requirements, the President in his 2003 State of the Nation Address announced the construction of a dam in the Olifants River system to unlock the rich mineral deposits in the Limpopo Province and with such a catalyst, also economically supply of water to towns, industries and poorly serviced rural communities in the Sekhukhune area. Tubatse Consulting Engineers was appointed by the Sekhukhune District Municipality to conduct the feasibility study and compile the technical report for the upgrading of the existing De Hoop Water Treatment Works (Ga-Malekane WTW) from 12Ml/day current capacity to 36Ml/day. Projected water supply from the De Hoop Dam WTW to towns and villages in Sekhukhune District Municipality in:

The Steelpoort Valley

2015 2020 2025 2030 2035

Water demands in kl/day

Population 60 000 64 000 69 000 73 000 77 000

Total water demand 4 100 5 000 5 800 6 700 7 500

Ground water 1 600 1 600 1 600 1 600 1 600

De Hoop WTW 2 500 3 300 4 000 5 000 6 000

(water demands allow for system losses)

Maphopha Kalkfontein Ga-Rantho

Hlalanekahle Ga-Masha Kalkfontein

Ga-Ratau Ga-Maepa Annex A

Ga-Malekana Legotong Tsakane

Kutullo Buffelshoek

Maseven Ga-Mphana

The local communities comprising the Steelpoort Valley are known to be very demanding and involved. The ISD department of SDM must be involved from the outset and it is recommended by SDM that a consultant should be appointed additionally to deal with this matter.

Project

Objectives:

Provision of basic water services to the community

To improve the quality of water supply to the affected communities

Alignment with the Sekhukhune District Municipality as the water authority

Support municipal and provincial growth initiatives for the area

Deliverables Year 1 ( 2020) Budget

Measurable

Deliverables:

Appoint consultants to: o Define scope of work and other related studies o Review of the available water sources o Report on water quality o Analysis of the existing infrastructure o Design water infrastructure plan

R4 000 000

57

Project Name: Tweefontein Mine Water Provision

Tender process

Appoint a contractor Deliverables: Year 2 (2021)

Measurable

Deliverables: Implement as per Scope of Work still to be conducted R3 000 000


Measurable



Measurable



Measurable

Deliverables: Project hand over R0

Total Budget R10 000 000

Provisional

Project Start Date: Upon approval

Provisional

Project End Date: 31 December 2024

Target Group/

Beneficiaries: Malekane, Kalkfontein and Ngwaabe villages

Number of Jobs

Created: To be determine by Scope of Work

4.6.4 SMME Development

The objective of SMME development will be for job creation and poverty alleviation for the Host

Communities surrounding Tweefontein Mine by supporting local SMME’s. This has been highlighted

during consultations with stakeholders from local Government.

The mines will comply with the Mining Charter prescription that every mining right holder should

promote economic growth through the development or nurturing of small, medium and micro

enterprises and suppliers of mining goods and services.

The aim is to assist entrepreneurs in the communities to develop their own businesses to procure from

them and in so doing create job opportunities and growth of business.

Enterprise Development objectives:

To improve the total value-add from the supplier in terms of product or service offering,

business processes and performance, improvements in lead-times and delivery and

relationship management.

To diversify Tweefontein’s supplier base to include local business in areas where we

operate

To develop local industries that will supply Tweefontein with high quality, competitively

priced, goods and services.

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To have an impact that is measurable (set targets), monitored (follow up and continuous

support) and evaluated (results orientated) to ensure continuous improved quality of and

competitiveness (pricing, quality, delivery) of goods and services, jobs created, local

beneficiation and skills transfer.

To develop credible local suppliers for preferential procurement not only at Tweefontein

but all surrounding mines operated by other mining houses.

To enhance participation of local communities in the mainstream economy

Tweefontein Mine’s SMME Support Strategy and Enterprise Support Plan is based on the following

principles and actions:

Focusing specifically on supporting emerging SMMEs in affected communities, which will in turn

create employment opportunities

Facilitating the support of various SMMEs in communities that are not reliant on work from the

mining industry, and may act as an alternative to mining-dependent livelihoods

Where possible, outsourcing various contracting opportunities to enterprises operating in

surrounding communities

The company will implement the following methodologies in order to advance creation of sustainable,

profitable local SMME’s:

(a) Ring fencing

The company will identify and categorize products and services procured and ring-fence such for

local procurement. The applicable 4 point method is as follows:

(i) Low technical skills and low financial injection required

- Will be allocated to local SMME’s only

(ii) High technical skills and low capital injection required

- A non-local or non BBBEE compliant entity may be appointed with a condition of

providing Tweefontein with an Enterprise Development plan which should make

reference to transfer of technical skills. Should that plan involve establishment of a

Joint Venture, Tweefontein’s joint venture guidelines will be complied.

- Another option is to unbundle the contract, where low skill components are allocated

to a local SMME trading in the same field

(iii) Low technical skills and high capital injection required

- Opportunities with low technical skills but high capital injection are to be awarded to

local SMME’s, provided the capital injection to be made will be recovered during the

course of the contract.

- The duration of the contract may be extended in order to accommodate the capital

injection required

(iv) High technical skills and high financial injection required

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- Opportunities with high technical skill and high capital injection are to be awarded to

competent and capable enterprises, regardless of locality

- The successful bidder should then provide Tweefontein with an ED plan which related

to transfer of both technical and business management skills

- Sub-contracting, joint ventures or any other option should form part of the plan

The following opportunities will be ring-fenced for local procurement:

Civil Construction

Laundry Services

Parks and Gardens

Tuck-shops

Inter-dump Transport

Front-End Loader loading services

Bussing for Employees

Grading, watering and dust suppression – Road maintenance

Tree-felling

Off the shelf consumables e.g. cleaning materials, catering consumables, stationery

(b) Establishment of long-term sustainable businesses

- Over and above providing once off purchasing opportunities and / or long standing

contracts, the mine will assist in the development and creation of long-terms

sustainable business enterprises which will not only service Tweefontein

needs, but other institutions including other mining houses, government

department, retails stores and the community at large.

- Financial and non-financial support is to be provided in order to aggressively

establish such enterprises.

- Business coaching and mentoring is also to be provided until such time that

Tweefontein and the SMME’s in question are satisfied with the progress made.

(c) Distribution under licence

- Agreements are to be facilitated between SMME’s with a potential to develop

and grow under a specific sector, with OEM and/or OPM.

- These kind of agreements are intended to ensure that SMME’s are exposed

to relevant sectors of the economy and secure long-term sustainable

opportunities without compromising quality as per the mine’s requirements.

(d) Joint ventures

Joint Ventures can be defined as a commercial enterprise undertaken by two or

more parties which otherwise retain their distinct identities.

60

Joint ventures have been identified as one of the tools which actively assist in

transformation facilitation,

Tweefontein Mine will facilitate establishment of Joint Ventures under the following

guidelines:

(i) If the successful bidder is a non-local, non BBBEE compliant entity

(ii) Preferably, a Joint venture should have two parties consisting of the

successful bidder and only one (1) local BEE partner

(iii) The JV must have elements of success and sustainability

(iv) Both partners must be actively involved in the running of the entity

(v) The BEE partner should play a meaningful role in the entity

(vi) Equity ownership should be informed by the BEE partner’s contribution

(vii) The value of the BEE transaction should be determined by the capital

injection required to service the awarded contract. It should not be based

on the total value of the successful bidder’s entity.

(viii) All tender documents and contracts should clearly state that appointment

is subject to the successful bidder providing an Enterprise Development

strategy which should comply with Tweefontein’s expectations. Such will be

presented to Tweefontein, upon satisfaction, an appointment will be made.

(e) Sub-contracting

- Sub-contracting or contract unbundling is another method which could be

utilized for purposes of access to opportunities

- In discussion, consultation and agreement with the contractors, awarded

contracts may be broken down in order to appoint emerging SMME’s from

the host communities to service such unpacked portions.

- The main contractor should work hand in hand with the appointed sub-

contractor in servicing or delivering on the sub-contracted portion in order to

ensure that skills transfer takes place.

- This subcontracting clause should be included in the purchase order or

contracts awarded to contractors.

The table below shows budget forecasted over a period of five years to develop SMMEs’ from local

communities. The budget will be used for, but not limited to purchasing of tools, equipment, and Capacity

building, mentorship and market linkages for SMME’s. Tweefontein will annually review its business

requirements in order to identify Enterprise Development opportunities.

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Table 27: Enterprise Development Budget Tweefontein

Financial

Year 2020 2021 2022 2023 2024

Total Budget

Enterprise

Development

Budget

R 1 267 060 R 1 393 766 R 1 533 143 R 1 686 457 R 1 855 103 R 7 735 529

Table 28: Action Plan Enterprise Development Support Plan

Enterprise Development support plan

Identify opportunities for SMME”s within the mines Ongoing ED Specialist

Identify companies within the Communities to be invited for

tenders

Ongoing ED Specialist

Assist with training, Commercial Skills, technical skills,

professional accreditation (ISO, NHBRC, CIBD) On going

ED Specialist

Assist with monitoring of business legal documentation tax

clearance, letter of good standing and BEE certificate Annually ED Specialist

Ensure big Business’s sub- contract small business’s

(measures in place before awarding the tenders) On going ED Specialist/Tender

Board

Criteria for the Selection of Viable SMME Alternatives The following specific criteria will be applied when selecting the Tweefontein’s SMME Development

initiative:

1. The programme should fall within the provincial socio-economic development growth strategies.

2. The programme should meet the requirements of the specific legislation/Act applicable to the

identified initiatives.

3. The programme should align with the objectives of the Tweefontein SLP.

4. The programme should be sustainable and ideally be able to continue once support from

Tweefontein Mine ends.

Table 29: Tender Action Plan

Tender action plan

Identify potential companies to be invited for tender (local

data base) On going Contract/Commercial

Dept./ED Specialist

Provide tender information (scope of works) on opportunities

to be tendered (set-a-side projects) On going

Contract/Commercial

Dept./ED Specialist

Encourage Joint-venture opportunities between big non-

compliant companies and local SMME’s On going

Contract/Commercial

Dept./ED Specialist

62

SECTION 5

PREFERENTIAL

PROCUREMENT Regulation 46(b)

63

5. PREFERENTIAL PROCUREMENT

Tweefontein Mine recognizes the need to redress the imbalances of the past. The company regards BEE

to be one of the supporting pillars of the transformation process in South Africa and recognizes that BEE

is vital in meeting the expectations of the South African Mining Charter. The company recognizes that

procurement provides an ideal platform for launching a definitive drive towards economic empowerment

by HDSAs. The company intends to take advantage of this initiative.

5.1 Approach

The procurement department of Tweefontein falls under the Shared Services for all the mines. Due to

the nature of all the operations and close proximity to one another, most of the time, the same vendors

and services are used for all the ECM operations, or those that require the specific service/products.

Targets are set for each operation and individual achievements will be reported at the end of each

Financial Year.

A Preferential Procurement Policy is in the process of being finalized and the company’s commitment

towards BBBEE will be clearly outlined. In terms of the Mining Charter, the policy specifically focuses on

procurement of South African manufactured goods and services in order to participate in providing

opportunities for expanding economic growth, creating decent jobs and widening market access to the

country’s goods and services. The policy uses the following methodology:

The company will implement measures to promote, affirm, prefer and advance procurement to

persons who have been subjected to unfair discrimination in the past. The company

acknowledges the need to meaningfully expand opportunities for HDSAs to enter the minerals

industry, and to benefit from the exploitation of the nation’s resources.

Local procurement will be used as one of the mechanisms to influence Local Economic

Development in host communities.

If local procurement from host communities is not possible due to lack of capacity and resources,

the Company will look into the possibility of involving local HDSA enterprises in those

opportunities through a number of methodologies, including, but not limited to:

(a) Joint ventures

(b) Sub-contracting

(c) Contract unbundling

All goods and services required at Tweefontein will be identified and the company will ensure

that procurement of such follows the Mining Charter regulations.

New suppliers will be required to disclose information on their ownership and control, and

internal BEE programs.

Tweefontein Mine aims to put measures in place to monitor and verify the status quo of various

suppliers and to ensure that such information is reliable.

Preference will be given to products supplied and services rendered by HDSA suppliers from local

communities provided the pricing, quality and delivery is to standard, and then other areas in

Limpopo.

64

5.1.1 The Baseline Situation

In line with the company’s Procurement Policy, Tweefontein Mine has compiled a Target Plan. A summary

of the total spend and HDSA spend for capital goods, consumables and services is indicated in the table

below This form will be updated on an annual basis to reflect progress.

Preferential Procurement is used by Tweefontein Mine as one of the primary mechanisms to effect LED

in the communities affected by its operations. Where preferential procurement is not possible due to a

lack of capacity in local communities, local people may first be developed through various mechanisms

depending on nature of services.

Table 30: Current level of spend by the company on BEE or HDSA vendors

Category 2019 spend on HDSA vendors

Mining goods 59%

Services 83%

5.1.2 Action plan

Tweefontein will provide HDSA and BEE companies and enterprises with a preferred supplier status in

all three levels of procurement, namely capital goods, consumables and services. This will be done as far

as possible, given the potential lack of available services and necessary skills in the local area. Tweefontein

Mine will meet and, where possible, exceed the Mining Charter targets onwards and is therefore likely to

achieve or exceed the minimum targets stated in the table below.

Table 31: Targets for increasing HDSA suppliers

Category spend (percentage) 2020 2021 2022 2023 2024

Mining goods (5 year target 70% Target) 20% 35% 50% 70% 70%

Goods manufactured by Historically disadvantaged persons

owned and controlled company 21% 21% 21% 21% 21%

Goods produced by a women or youth owned and controlled

company 5% 5% 5% 5% 5%

Goods produced by a BEE compliant company 44% 44% 44% 44% 44%

Services (including contractors) (80% Target) 80% 80% 80% 80% 80%

Services supplied by Historically disadvantaged persons

owned and controlled company 50% 50% 50% 50% 50%

Services supplied by a women or youth owned and controlled

company 5% 5% 5% 5% 5%

Services supplied by a BEE compliant company 10% 10% 10% 10% 10%

The action plan for implementing the Procurement Plan in respect of Tweefontein Mine are as follows:

Action Anticipated


Workshop with identified enterprises Annually ED Specialist

Awarding doable contracts/orders to Local SMMEs Ongoing ED Specialist

Vendors vetted according to BEE status Ongoing ED Specialist

Potential new SMMEs referred to enrol in Mentorship

Programmes, Training, JV’s Ongoing ED Specialist

Graduates from the Mentorship/Training Programme are

referred to local mines for tender opportunities Ongoing ED Specialist

65

SECTION 6

HOUSING & LIVING CONDITIONS

AND HEALTH AND NUTRITION

Regulation 46(c)

66

6. HOUSING AND LIVING CONDITIONS

6.1 Introduction

South Africa has faced a legacy of discrimination in relation to gender, race and disability, which has

denied certain people access to education, employment, promotion, housing and basic living standards.

The Tweefontein Mine’s Housing and Living Conditions Plan is aimed at ensuring compliance with the

commitments given in clause 4.5 of the Mining Charter. Accordingly, the company undertakes to:

Establish measures for improving the standards of housing and the promotion of home owner

options for its employees; and

Establish measures for improving the nutrition of mine employees.

6.2 The baseline situation

A baseline socio-economic assessment was undertaken of the housing and living conditions of employees

and their households at their permanent and temporary residences (where applicable). The assessment

covered the following:

Location of employee households

Living arrangements

Household characteristics (i.e. household size, ages of dependents, economic activities,

employment rates)

Household dwelling/structure types

Home ownership

Employee perceptions of reasons for residing in certain locations and willingness to move

Access to basic services and infrastructure

Perceptions of the greatest needs of the household in terms basic services

Most common diseases

Access to healthcare and related services

Healthcare issues

6.2.1 Accommodation

The mine will improve the awareness and accessibility of its employees to adequate accommodation,

through the following measures:

Promoting home ownership in sustainable settlements among employees

Devising mechanisms to avoid the creation of unsustainable settlements around the mines

Establishing a Housing Policy and linking it with social upliftment, training and skills development

initiatives

Identify employees who need and/or have requested housing assistance, and assist them in

gaining access to suitable financial institutions that can assist them

Collaborating with the municipality, surrounding land owners and mining houses to prevent and

control informal settlements on mine-owned properties

67

Encouraging the migration of employees (if any) living in informal shacks from the shacks to

formal housing units.

6.2.1.1 Action plan

An action plan has been designed to implement the measures described in this section and those

contained in the supporting housing and living conditions sub-plan.



Housing Committee Established Completed

HR Manager Housing survey conducted Ongoing

Hold follow-up meetings Ongoing

Implementation of Housing Strategy Ongoing

6.3 Healthcare

Regulation 46(c) (v) requires that mines put measures in place a nutrition programme to ensure that

employees have adequate access to a well-balanced diet and meals. Tweefontein Mine will assess and

explore various measures regarding the healthcare of employees and will implement those that yield a

high impact.

The mine will address the healthcare issues of its employees by means of the following measures:

Utilising the services of a nurse who provides information and care on occupational health

matters to employees

Partnering with the government’s strategic HIV/AIDS intervention programme involving

communities and employees

Initiating an HIV/AIDS awareness campaign biannually

Initiating voluntary counselling and testing annually

Creating awareness among employees and their dependents to the use of primary healthcare

facilities established by local government in the area

Investigating possible means to improve access to primary healthcare for all employees, as well

as their registered dependents, including those in major labour-sending areas

Regularly assessing the quality, cost and appropriateness of services and the standards or

effectiveness of medication provided at the mine clinic.

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6.4 Measures to Improve Nutrition

The action plan that has been designed to implement the measures to address the nutrition needs of

employees is as follows:



Conduct an assessment on current employee nutrition March

SHEQ and HR

Manager

Design a nutrition plan based on the results of the

assessments April

Implement a nutrition plan June

Monitor and evaluate the implementation of the plan Ongoing

The following measures will be implemented by Tweefontein Mine with regard to improving nutrition

intake of employees:

Improving the nutrition of its employees in accordance with the standards set out by the Chamber

of Mines and the nationally accepted health standards, through ensuring the following:

o Nutritional shake is provided to all underground shift operators each morning

Education of employees and their families on the importance of adequate and proper nutrition,

by means of a nutrition awareness plan is provided.

69

SECTION 7

PROGRAMME FOR

MANAGING DOWNSCALING

AND RETRENCHMENT:

Regulation 46 (d)

70

7. PROGRAMME FOR MANAGING DOWNSCALING AND RETRENCHMENT

7.1 Approach

This section contains the strategic activities that form the basis for the mine’s downscaling and

retrenchment plan applicable to the workforce. Please refer to the Supporting Downscaling and

Retrenchment Sub-plan for mine.

The Downscaling and Retrenchment Plan will seek to implement measures that may mitigate the adverse

social impacts caused by eventual downscaling, retrenchment and mine closure. The following key

strategies have been established and are focused on in the SLP:

Continuing with the Future Forum (FF)

Mechanisms to save jobs and avoid downscaling and retrenchment

Measures during downscaling and retrenchment

Alternative livelihood opportunities and integration with the IDP

Considering the integration of core contractors based on operational requirements

Apart from the establishment of the FF, the remainder of the mechanisms, although they relate closely

to the HRDP of Tweefontein, will only be initiated when downscaling or large-scale retrenchments are

foreseen, for example, the ongoing viability of the mine is threatened. The mine will follow the

procedures for downscaling and retrenchment as set out by the Department of Labour (DoL) and the

Labour Relations Act, referred to in the following sections.

7.2 Establishing a Future Forum (FF)

The establishment of a FF is required under Regulation 46(d)(i) of the MPRDA. An FF is a site-specific

labour management body that will focus on the implementation and monitoring of the SLP. The purpose

is to provide a formal platform where all affected parties can consult each other and discuss challenges

and possible solutions to problems facing the mine that may have the potential to lead to possible

retrenchment in the future.

The strategies and the mechanisms for implementing the above objectives will largely be managed

through a Future Forum which was established in 2015 and is governed by a signed of constitution.

Samancor ECM as a business unit has one Future Forum across all its operations. Quarterly meetings are

scheduled wherein the following key mandate for the Future Forum will be discussed:

Identify and analyse issues, problems, challenges and solutions surrounding job losses and

retrenchment management in good time for mine closure.

Provide a channel of communication between management, employees and their

representatives.

Ensure that valuable inputs from the key stakeholders are utilised to develop an appropriate and,

more importantly, acceptable plan of action for production and employment turnaround

strategies, as well as the inevitable downscaling period.

To implement this plan of action, it has to be agreed upon by both the employer and worker

parties.

Continuously assess and report on the success and progress of all job loss management and

retrenchment management programmes implemented during the closure, and subsequently the

post-closure period, through the annual SLP reports.

71

7.3 Mechanisms to save jobs and avoid a decline in employment

“Organizations have to retrench workers from time to time for economic reasons and to remain globally

competitive. This is one of the worst things that can happen to a worker that affects his or her whole life.

It is therefore important that employers should first make sure that no other viable options to achieve

operational requirements are available before considering downscaling of workers.”

(SLP guidelines for the mining and production industries).

If challenges arise that may lead the mine to downscaling or retrenchment, it will develop and implement

turnaround strategies and mechanisms to save jobs, prevent unemployment and avoid downscaling. This

will be done through the following measures:

Seeking to prevent retrenchments from taking place, where possible

Utilising the FF to identify strategies to prolong the life of the mine or avoid retrenchments and

downscaling

Consulting with the DoL, the DMRE and surrounding mining companies to assess any potential

opportunities to mitigate the effects of retrenchment or closure

Certain processes will be followed when prevailing economic conditions cause the profit-to-

revenue ratio of the mine to drop below 6% on average for a continuous period of 12 months:

o Consultations – the consultation process in terms of section 52 (1) of the act

o Implementing section 189 of the Labour Relations Act, 1995

o Notification to the Minerals and Mining Development Board – following the notification

process to the board in terms of section 52(1)(a) of the act

o Complying with the Minister’s directive and confirming how corrective measures will be taken

7.3.1 Consultation processes

The consultation process to save jobs, and avoid job losses and a decline in employment will be managed

by the mine in terms of the provisions of sections 189 and 189A of the Labour Relations Act, 1995 (as

amended).

7.3.2 Implementing section 189 of the Labour Relations Act, 1995 (as amended)

Any downscaling or retrenchment will be done in terms of sections 189 and 189(A) of the Labour Relations

Act. In this regard, the following will apply:

1. The Labour Relations Act prescribes a 60-day consultation process.

2. In terms of the requirements of section 189 and 189(A), the mine needs to enter into an

agreement with unions representing the workforce. This agreement should specifically address

the following:

a. Prevention of forced retrenchments

b. Voluntary separations (early retirement and voluntary retrenchment packages)

c. Redeployment of employees

3. Company assistance to alleviate the negative effects of retrenchment includes the following:

72

a. Pursuing alternative employment opportunities

b. Financial advice

c. Counselling services

d. Provision of entrepreneurial skills

e. Training opportunities, including re-skilling

f. Assistance with continuing medical care

g. Recall of retrenched employees, if required by the mine

7.3.3 Notification to government authorities

As planning for the Social and Labour Plan and its associated job loss and retrenchment management

programmes commences, the DoL and the DMRE (specifically the Minerals and Mining Development

Board in accordance with section 52(1) (a) of the act) will be notified.

The government authorities will be given notice of the time frame for the closure process, as well as the

ongoing consultation and Social Plan through the FF structure. Regular progress reports will subsequently

be distributed to the necessary departments, including the Social Plan and Productivity Advisory Council

and the Department of Provincial and Local Government. Compliance to the Board’s directive will be

ensured in order to meet the corrective measures as stipulated by the board.

7.4 Strategic plans for providing job security

The mine’s strategy for providing job security is as follows:

Ensuring that the business remains viable by keeping the cost structure as low and competitive

as possible

Ensuring a productive workforce through training and motivation

Making continuing adjustments to production methods to remain competitive

Seeking ways of growing and extending the business to ensure enhanced future sustainability

7.4.1 Mechanisms to provide alternative solutions and procedures for creating job security where job

losses cannot be avoided

If, after considering all other alternatives for prolonging the life of the mine, it becomes evident that

downscaling and retrenchment is inevitable, an appropriate retrenchment proposal will be formulated in

consultation with the relevant parties, and will be finalised four months before this eventuality, where

appropriate, except in the event that unforeseen circumstances arise.

This phase will be implemented in partnership with the DoL and the representative unions. At this stage,

affected employees will be helped to maximise their chances of re-employment. During this phase, the

mine will regularly communicate with the FF to direct the retrenchment process and identify a job advice

centre, which will provide counselling and support to employees in locating alternative employment, for

example, through formulating employee CVs, interaction mechanisms with potential employers, and

interview strategies.

The names of employees whose positions become redundant (the “affected employees”) will be placed

on the Human Resources database for twelve (12) months from the date of redundancy. The main

purpose for the creation of the database of affected employees is to ensure that when opportunities

73

arise, people on the list will be considered for permanent positions before the employment of external

candidates.

Additional measures that the Mine may take include the following:

Assistance, prior to the retrenchment date, with retraining, portable skills training and other

courses to enhance further employment practices

Assistance in accessing available and suitable jobs at other local mines or companies

Informing neighbouring mines of the retrenchment process and ascertaining whether any job

vacancies exist

Assistance with accessing outplacement and/or career transition counselling from relevant

consultancies or job advice centres in the community

Assistance with completing job application and other relevant forms

Financial planning advice, as well as advice and support on accessing pension or provident fund

pay-outs and UIF claims, or other state assistance

Personal counselling for individuals and groups to be able to deal with the trauma associated with

retrenchment (this will be extended to both retrenched employees and those left behind)

7.5 Mechanisms to ameliorate the social and economic impact on individuals, regions and economies

where retrenchment or closure of the mine is certain

7.5.1 Overview

A Social Closure Plan will be formulated five years before the planned closure, and will consist of the

following:

Undertaking a socio-economic baseline survey to determine the social dynamics between the

mine and the affected regions, the workforce and the affected local municipalities

Predicting the likely socio-economic impact on employee households, communities and the

region

Identifying critical issues affecting the ongoing sustainability of employees and communities

during closure by means of a detailed consultation process

Identification of alternative livelihood and socio-economic development opportunities and

projects that may become sustainable over the long term

Mitigating and managing the adverse impacts of closure

Providing alternative livelihood options

The mine will make every effort to ameliorate the social and economic impact on its employees if

retrenchment and the closure of the mine are certain.

The primary mechanism that will be employed to promote opportunities for alternative livelihoods and

employment in other sectors of the economy will be the implementation of the mine’s HRD Programme

on a consistent basis throughout the life of the operation. Through the implementation of skills

development programmes and the creation of LED opportunities for employees and their households in

local communities, the negative socio-economic impacts of downscaling, closure and retrenchment

should be minimised. This will enable employees to access alternative livelihood opportunities in other

sectors of the economy.

74

Table 32: Financial Provision for Retrenchments

2020 2021 2022 2023 2024

R1,106,250.00 R1,183,687.50 R1,266,545.63 R1,355,203.82 R1,450,068.09

The financial provision reflected in Table 35 above is based on the previous retrenchment agreement

with organised labour. An amount of R7 500.00 per affected employee will be set aside as skills grant

which will include employees that attended portable skills training. This amount will be subjected to

annual CPI escalation (estimated at 7%). The total provision will be informed by the number of employees

that will be affected during possible retrenchments and the mine that will most likely be affected

including employees working at Shared services. Cost for retrenchment packages are excluded as it will

be informed by a retrenchment agreement.

75

SECTION 8

FINANCIAL PROVISION FOR

IMPLEMENTING THE SOCIAL

AND LABOUR PLAN

Regulation 46(e)

8. FINANCIAL PROVISION FOR IMPLEMENTING THE SOCIAL AND LABOUR PLAN

Section 23(1) (e) of the MPRDA states: “The Minister must grant a mining right if the applicant has provided financially and otherwise for the prescribed social and labour

plan.” The tables below presents a summary of the financial commitment by the mine to each element of the SLP for a five-year period.

Table 33: Tweefontein SLP expenditure for the period 2020‒2024

COMPONENTS OF SLP 2020 2021 2022 2023 2024 TOTAL

Human Resources Development R20 649 293 R12 859 383 R11 731 644 R10 551 366 R10 619 054 R66 410 740

Local Economic Development R9 000 000,00 R8 000 000,00 R2 000 000,00 R1 000 000,00 R0,00 R20 000 000

Housing and Living Conditions R0,00 R0,00 R0,00 R0,00 R0,00 R0

Enterprise Development Budget R1 267 060 R1 393 766 R1 533 143 R1 686 457 R1 855 103 R7 735 529

Management of downscal ing R1 106 250,00 R1 183 688,00 R1 266 546,00 R1 355 204,00 R1 450 068,00 R6 361 756

TOTAL R32 022 603 R23 436 837 R16 531 333 R14 593 027 R13 924 225 R100 508 025

SECTION 9

UNDERTAKING

Regulation 46(e)

9. UNDERTAKING

This represents an undertaking by the holder of the mining right to ensure compliance with the Social

and Labour Plan and to make it known to employees.

I __________________________________________________ the undersigned and duly authorised

thereto by Samancor Chrome Limited trading as Samancor Chrome Eastern Chrome Mines

(ECM), and on behalf of Tweefontein Mine, undertake to adhere to the information, requirements,

commitments, and conditions as set out in the Samancor Chrome Eastern Chrome Mines (ECM)

Tweefontein Social and Labour Plan.

Signed at ________________________ on this ________ day of _______ 2019

Signature of responsible person _________________________________________

Designation ________________________________________

79

APPENDIX I: CAREER PROGRESSION PATHS AT SAMANCOR ECM

Min 6 Years relevant Post-Qualification

Experience

2 Years Managerial Experience

Degree / Diploma in Engineering

GCC Electrical or Mechanical

Legal Appontment in terms of MHS Act

Min 7 Years Management Experience

of which 5 Years should be in Mining

Project Management Experience

Engineering Degree/Technicon

Diploma


ENGINEERING

MANAGER

ENGINEERING- CAREER PATH

MULTI TASK

MAINTENANCE

SERVICEMAN

APPRENTICEMin 7 Years relevant Production

Experience

Grade 10/N2 Maths & Science

Level 2 Artisan Aide Learnership

Certificate of Fitness

Competent B Certificate

Vaild Drivers License

SINGLE SKILLED

APPRENTICE

MATERIAL

LOGISTICS

MAINTENANCE

SUPERVISOR

FOREMAN

MAINTENANCE

SPECIALIST

Min 6 Years relevant Post-Qualification

Experience

Degree / Diploma in Engineering


Min 5 Years Experience with a

Qualification in Engineering or Mining

2 Years Supervisory Experience

Grade 12/N3 Numeracy & Literacy

5 Years Experience with relevant

Engineering Qualification

Valid Drivers License

Education Profile and

Min Role RequirementsLegal Requirements

MAINTENANCE

SUPERINTENDENT

Min 5 Years relevant Production

Experience


Operative Training




MULTI SKILLED

ARTISAN

Min 3 Years Production Experience as

an Artisan



Experience

Basic Business Understanding, Safety

& Health, Mining Knowledge.

Various Certified Unit Std Skills


Operative Training




Grade 12/N3

Certified Competent as Artisan for

more than 1 Disscipline


ARTISAN

Min 3 Years Production Experience as

an Artisan


Grade 12/N3 + Trade Certificate

NQF Level 3 Learnership



Generic Engineering Skills







ENGINEERING

ATTENDANT


Experience




ENGINEERING

OPERATOR

ATTENDANT


Experience

ENGINEERING

OPERATOR

ATTENDANT


Experience

AA 4

LEVEL 1B 1

LEVEL 1B 2

LEVEL 2B 3

LEVEL 3B 4

LEVEL 4C I

LEVEL 5C 2

LEVEL 6C 3

C UPPERC 5

D LOWERD 2

D UPPERD 4

E LOWERE 1

80

STOCK BUYER Entry Level - No Experience Required

Studying towards a relevant

Degree or Technicon Diploma

Studying towards a relevant


COMMERCIAL

PRACTITIONERMin 3 Years Relevant Experience

C 1


PROCUREMENT - CAREER PATH

COMMERCIAL

SUPERINTENDENTMin 4 Years Relevant Experience Degree or Technicon Diploma

COMMERCIAL

SPECIALISTMin 4 Years Relevant Experience

FINANCE

MANAGERMin 4 Years Relevant Experience Degree or Technicon DiplomaD UPPER

D UPPER

D LOWER

COMMERCIAL

PRACTITIONER

D 3

D 3

D 1

C 5

C 4

Education Profile and Minimum

Role RequirementsLegal Requirements

C UPPER

LEVEL 4

LEVEL 6

Min 4 Years Relevant ExperienceStudying towards a relevant


HUMAN RESOURCES - CAREER PATH

HUMAN RESOURCE

MANAGER5 Years Managerial Experience Degree or Technicon Diploma



E LOWERE 1

HR

SUPERINTENDENT

Min 5 Years Experience

2 Years Managerial ExperienceDegree or Technicon Diploma

HR SPECIALISTMin 5 Years Experience


HR ADMINISTRATOR Min 1 Year Experience

CRUSH CLERK Min 1 Year Experience

LEVEL 3 Grade 12

Grade 12

Grade 12

HR PRACTITIONERMin 5 Years Experience

2 Years Supervisory ExperienceDegree or Technicon Diploma

HR CO-ORDINATOR Min 2 Years Experience

LEVEL 3B6

D UPPER

D LOWER

D 4

D 2

C 5

C 3

C1

C UPPER

LEVEL 6

81

SHEQ

MANAGER



SHEQ - CAREER PATH


Min Role Requirements

Legal Requirements /

Qualifications

E 1 E LOWER

SHEQ

SUPERINTENDENT




ISO 9001 ; 14001; 18001 Experience

VENTILATION,

SHEQ,

ENVIRONMENT

& CONTRACTOR

SPECIALIST

Min 4 Years Experience in Safety

Mining Experience Advantageous


Cert. in Mine Environmental Control

ISO 14001,9001 & OHSAS 18001

Implementation / Experience,

COMSOC 1, 2 & 3 - Recommended,

Cert. in Risk Management

VENTILATION,

SHEQ,

ENVIRONMENT

& CONTRACTOR

SPECIALIST

Min 5 Years Production Experience


Cert. in Mine Environmental Control

ISO 14001,9001 & OHSAS 18001

Implementation / Experience,

COMSOC 1, 2 & 3 - Recommended,

Cert. in Risk Management

VENT ASSISTANT

SHEQ PRACT



Intermediate Cert. in Mine

Environmental Control

COMSOC 1, 2 & 3 - or similar Safety

Certification

FULL-TIME

H & S REP

SHEQ ADMIN



FULL-TIME

H & S REP

SHEQ DATA

CAPTURER


Grade 12/N3 with Maths

Safety Representative Certificate

1 Year Technical Experience

Computer Experience Essential & SAP

VENT ASSISTANT

SHEQ PRACT



Intermediate Cert. in Mine

Environmental Control

COMSOC 1, 2 & 3 - or similar Safety

Certification

Grade 12/N3 with Maths

Safety Representative Certificate

1 Year Technical Experience

Computer Experience Essential & SAP

D 3

D 2

D 1

D UPPER

D LOWER

D LOWER

C 1 LEVEL 3

C 5 C UPPER

C 4 LEVEL 4

C 2 LEVEL 4

82



METALLURGICAL

SUPERINTENDENT


2 Years Managerial Experience Degree or Technicon Diploma

METALLURGICAL

MANAGER

METALLURGY - CAREER PATH

Grade 12 / N3 Maths & Science


Drivers License

LOGISTICS LOCO

DRIVER



LOGISTICS

ADMINISTRATOR



Drivers License

MET SPECIALIST

LOGISTICS

SPECIALIST



B.Sc Degree or Technicon Diploma

HIGHER DIPLOMA NQF 6

METALLURGICAL

PRACTITIONER


1 Year Supervisory Experience Degree or Technicon Diploma


2 Years Supervisory ExperienceDegree or Technicon Diploma

Studying B.Tech or B.Ing Degree

SHIFT

SUPERVISORMin 5 Years Production Experience



Drivers License



Drivers License



Drivers License

GRADUATE IN

TRAININGStepping Stone for Granduates

MET OPERATOR

WEIGH BRIDGE

CLERK


LNR PLANT

OPERATOR

SAMPLER ATTEND

OPERATOR ASSIST

Entry Level - No Experience Required

E 1 E LOWER

D 3 D UPPER

D 1

C 5

D LOWER

C UPPER

LEVEL 4C 3

B 2 LEVEL 1

A 4 A LEVEL

C 1

B 4

LEVEL 4

LEVEL 3

B 3 LEVEL 2

83

84

D 4 D UPPER

D 1 D LOWER

C 5 C UPPER

C 3 LEVEL 6

C 2 LEVEL 5

B 3 LEVEL 2

B 1 LEVEL 1

A 4 A

MINE GEOLOGY CERTIFICATE OF

COMPETENCE

NHD MINERAL RESOURCE MANAGEMENT

GEOLOGIST

AT LEAST 5 YEARS EXPERIENCE

PRODUCTION

2 YEARS SUPERVISORY EXPERIENCE

GRADE 10 / N1 MATHS & SCIENCE

ELEMENTRY SAMPLING

CERTIFICATE OF FITNESS

ATTENDANT SAMPLINGAT LEAST 3 YEARS RELEVANT EXPERIENCE

PRODUCTION

GRADE 10 / N1 MATHS



ELEMENTRY SAMPLING


MRM GEOLOGY - CAREER PATH

CHIEF GEOLOGISTAT LEAST 6 YEARS EXPERIENCE

2 YEARS MANAGERIAL EXPERIENCE

GRADUATE GEOLOGIST

Education Profile and Minimum Role

RequirementsLegal Requirements

MINERAL RESOURCE

SPECIALIST -

SECT GEOLOGIST


PRODUCTION


MINE GEOLOGY CERTIFICATE

OF COMPETENCY

SAMPLING

ADMINASTRATOR

AT LEAST 5 YEARS RELEVANT EXPERIENCE

PRODUCTION


GEO STATS BSC TECH GEOLOGY


COMPETENT PERSON B

DRIVERS LICENSE


PRODUCTION


SAMPLER

GEOLOGIST ASSISTANT

AT LEAST 3 YEARS RELEVANT EXPERIENCE

PRODUCTION

GRADE 10 / N1 MATHS TECHNICON

COMMINICATION IN ENGLISH

COMPETENT PERSON B


SAMPLERAT LEAST 4 YEARS RELEVANT EXPERIENCE

PRODUCTION

GRADE 10 / N1 MATHS TECHNICON

COMMINICATION IN ENGLISH

COMPETENT PERSON B


85


Competent Person B



Competent Person B



Competent Person B


SURVEY

ASSISTANTMin 3 Years Production Experience

ATTENDANT

SAMPLINGMin 3 Years Production Experience

SERVICE SURVEY

ASSISTANTMin 3 Years Production Experience

SURVEY TEAM

LEADERMin 3 Years Production Experience


Elementary Survey & Sampling

LEARNER

SURVEYOR

SNR SURVEYOR

ADVANCE SURVEY




2 Years Supervisory ExperienceJUNIOR SURVEYOR

SURVEYORMin 5 Years Production Experience




Elementary Survey & Sampling



Basic Survey & Sampling



Basic Survey & Sampling



Competent Person B


Mine Survey Cert of Competence

NH Dipl Mineral Resource Management

Nat Diploma Mine Surveying

Managerial Skills

SNR SURVEYORMin 5 Years Production Experience




Advanced Survey & Sampling

MRM - SURVEY - CAREER PATH



Mine Survey Cert of Competence

NH Dipl Mineral Resource Management


Managerial Skills

CHIEF SURVEYORMin 6 Years Production Experience


ASSISTANT

CHIEF SURVEYOR



SURFACE

SURVEYOR





Advanced Survey & Sampling

C 3

D UPPER

D UPPER

D LOWER

C UPPER

C UPPER

LEVEL 6

D 4

D 3

D 1

C 5

C 4

C 2 LEVEL 5

C 1

B 4

B 3

B 1

A 4

LEVEL 4

LEVEL 3

LEVEL 2

LEVEL 1

A

86

APPENDIX II: SKILLS DEVELOPMENT FACILITATOR APPOINTMENT LETTER

87

APPENDIX III: PROOF OF SUBMITION OF WORKPLACE SKILLS PLAN

88

APPENDIX IV: PROOF OF CONSULTATION WITH STAKEHOLDERS

89

APPENDIX V: FORM T (MINE PROCUREMENT)

Capital BEE Spend 2018

Doornbosch

NORTHLITE ELECTRICAL R 12 543 206.42

GO GOLA MINING (PTY) LTD R 5 117 653.01

BABEREKI ADMINISTRATION AND PROJECT R 3 731 657.28

NOMAKANJANE MINING SUPPLIES AND SER R 593 946.69

AIR ROTORY SERVICES (PTY) LTD R 535 768.73

CBI ELECTRIC AFRICAN CABLES R 472 434.96

MCCARTHY LIMITED (PTY) LTD R 452 562.63

ZIZWE OPEN CAST MINING (PTY) LTD R 445 063.06

BRELKO CONVEYOR PRODUCTS (PTY) LTD R 348 484.70

SUGAR CREEK TRADING 363 (PTY) LTD R 217 167.51

WILLBATT PRODUCTS (PTY) LTD R 145 336.24

ABERDARE CABLES (PTY) LTD R141 139.97

EPIROC SOUTH AFRICA (PTY) LTD R 137 128.78

ZEST WEG ELECTRIC (PTY) LTD R 124 146.00

RITCHIE CRANE HIRE (PTY) LTD R 121 963.95

ROCK TOOL SERVICES CC R 102 762.16

GHH MINING MACHINES (PTY) LTD R 87 228.28

Letaba Dewatering (Pty) Ltd R 85 017.54

TUBATSE PRODUCTS CC R 84 607.86

ELECTRO DIESEL GROUP (PTY)LTD R 53 234.62

MACSTEEL SERVICE CENTRES SA (PTY) L R 40 759.10

AQS LIQUID TRANSFER (PTY) LTD R 39 137.27

SASOL SOUTH AFRICA LTD R 32 592.20

MBOJOMANE PLANT AND TRANSPORT HIRE R 25 578.93

VIDEX WIRE PRODUCTS (PTY) LTD R 24 564.50

AFROX R 20 242.47

TRUCO SOUTH AFRICA (PTY) LTD R 3 519.72

SWEET ORR & LYBRO (PTY) LTD R 1 046.00

Total Spend R 25 727 887.58

Services BEE Spend

Doornbosch

TUBATSE PRODUCTS CC R 63,574,389.38

MINPROTECH (PTY) LTD R 10,338,421.50

GHH MINING MACHINES (PTY) LTD R 4 547 668.81

EPIROC SOUTH AFRICA (PTY) LTD R 3,879,523.84

MBOJOMANE PLANT AND TRANSPORT HIRE R 3,707,731.84

MASAKHANE TRANSMISSIONS CC R 3 200 512.06

KUTTING MPUMALANGA (PTY) LTD R 2 726 059.94

AQS LIQUID TRANSFER (PTY) LTD R 2,040,079.63

NOMAKANJANE MINING SUPPLIES AND SER R 2,005,232.34

AIR ROTORY SERVICES (PTY) LTD R 1,986,443.36

WILLBATT PRODUCTS (PTY) LTD R 1,673,048.59

ROCK TOOL SERVICES CC R 1,603,521.50

NORTHLITE ELECTRICAL R 1,349,963.08

GO GOLA MINING (PTY) LTD R 1,214,515.92

UNITRANS PASSENGER (PTY) LTD R 921,894.01

RITCHIE CRANE HIRE (PTY) LTD R 873,180.92

90

ZIZWE OPEN CAST MINING (PTY) LTD R 553,410.59

ZEST WEG ELECTRIC (PTY) LTD R 428,611.73

FRASER ALEXANDER (PTY) LTD R 408,490.64

Sugar Greek R2 200

OLD AARD MINING EQUIPMENT (PTY) LTD R 392,377.42

Total Spend R 107 425 277.10

Consumables BEE Spend

Doornbosch

AECI EXPLOSIVES LTD R 16,107,733.98

GHH MINING MACHINES (PTY) LTD R 7 069 276.21

GO GOLA MINING (PTY) LTD R 4,353,368.58

NORTHLITE ELECTRICAL R 1 923 580.64

EPIROC SOUTH AFRICA (PTY) LTD R 1,481,638.11

MULTOTEC PROCESS EQUIPMENT (PTY) LT R 1 368 265.18

ABERDARE CABLES (PTY) LTD R 1,054,233.90

ELECTRO DIESEL GROUP (PTY)LTD R 653 226.26

AQS LIQUID TRANSFER (PTY) LTD R 577,471.89

SASOL SOUTH AFRICA LTD R 525,682.50

BRELKO CONVEYOR PRODUCTS (PTY) LTD R 451,403.67

ROCK TOOL SERVICES CC R 424,016.00

EXXARO FERRO ALLOYS (PTY) LTD R 420,102.80

ZEST WEG ELECTRIC (PTY) LTD R 405,213.51

OLD AARD MINING EQUIPMENT (PTY) LTD R 327,881.00

VIDEX WIRE PRODUCTS (PTY) LTD R 172,648.30

CBI ELECTRIC AFRICAN CABLES R 157,007.24

MUSKETEER ENGINEERING & SALES (PTY) R 75,179.60

LETABA DEWATERING (PTY) LTD R 72,837.90

TRUCO SOUTH AFRICA (PTY) LTD R 61,144.40

Total spend R 37 681 911.67

91

APPENDIX VI: SKILLS TRAINING PROGRAMME LIST

Skills Training Programme List

SAP: Basic

Computer Based Training

SAP: HR Time Managers Workplace

SAP: HR Organisational Management

SAP: HR Reporting

SAP: HR Training & Events

SAP: HR Disciplinary (IT0743)

SAP: HR LSMW

SAP: HR Personnel Administration (PA)

SAP: MM Requisitioner (PR)

SAP: MM Store Reservation

SAP MM Buyer Training

SAP: PM Basic Planner

SAP: PM Artisan

SAP: PM Supervisor Training

SAP: PM Advance Planner

SAP: Workflow for Managers

SAP: Workflow Training

Integrated Management Systems Training (IMS)

Dover Assessment

Skills Programme: Blasting Assistant

MQA Sills Programmes

Skills Programme: Competent A

Skills Programme: Competent B

Skills Programme: Health and Safety Rep Training

Skills Programme: Rock Drill Operator (RDO)

Skills Programme: Trackless Mobile Machine

Skills Programme: Mineral Processing - Dense Medium Separation

Skills Programme: Mineral Processing - Ore Reception

Skills Programme: Mineral Processing - Water Reticulation

Skills Programme: Mineral Processing - Crushing

Skills Programme: Mineral Processing - Screening & Crushing

Skills Programme: Mineral Processing - Thickening of a Slurry

Skills Programme: Mineral Processing - Milling of Material

License: ECM Lifting Equipment

Mine Licences

License: Basic Rigging - LOPT

License: Advanced Rigging - LOPT

License: Electric Hoist (LOPT)

License: Overhead Crane Code C30/31 LOPT

License: ECM Chairlift Operator

License: ECM Conveyor Belt Operator

License: ECM GDI

License: Diamond Drill Rig

License: ECM Drill Rig (MDR) Operator

92

License: Secondary Rock Breaker Operator

License: Tip Attendant

License: Underground Ambulance

License: Load Haul Dumper - LHD GHH SLP5

License: Load Haul Dumper - LHD GHH SLP5.1

License: Load Haul Dumper - LHD GHH SLP6



License: Load Haul Dumper - LHD AARD 5.5

License: Load Haul Dumper - LHD 115

License: Load Haul Dumper - LHD 777

License: Multi Purpose Vehicle (Utility Vehicle)

License: Mechanical Loader - Boesman

License: Loco - Battery Operated

License: Single Drum Hoist

License: ECM LDV Underground

License: Light Duty Vehicle (LDV Surface)

License: Double Cab

License: Minibus

License: Heavy Duty Truck (HIAB)

License: Counter Balance lift Truck - LOPT

License: Maubra

License: Skidsteer Loader LOPT

License: Telescopic Matrial Handler (Manitou) - LOPT

License: Bobcat

License: TLB Operator

Training: Blasting Certificate (Metaliferous Mines)

Certificated training

Training: Shift Boss Course

Training: Maintenance Planning Course

Training: Working at Heights

Training: Awareness - Fire Fighting

Training: Advanced Fire Fighting

First Aid Level 1

Training: ISO 14001 : 2015 Awareness Training

Training: ISO 45001 : 2018 Awareness Training

Training: ISO 9001 : 2015 Awarenes training

Training: Peer Educator

Training: Mentorship

Training: IR - Industrial Relations

Training: Assessor \ Moderator

Training: Comsoc 1

Training: Comsoc 2

Training: Comsoc 3

Training: TARP Simulation

Job Specific Technical Skills Training: Hazard Awareness

Training: GDI Sentinel

Training: SCAS 2 Safe lite (PDS Training)

93

Training: Secondary Rock Breaker Operator

Training: Load Haul Dumper (LHD 115)

Training: Load Haul Dumper (LHD 777)

Training: Load Haul Dumper LHD GHH SLP5

Training: Load Haul Dumper LHD GHH SLP5.1

Training: Load Haul Dumper LHD GHH SLP6

Training: Load Haul Dumper LHD GHH SLP6.1

Training:Load Haul Dumper LHD GHH SLP6.2

Training: Mine Load Haul Dumper (LHD AARD 5.5)

Training: Mine Drill Rig Operator

Training: MPV/UV Operator

Training: Conveyor Belt Operator

Training: Control Room Operator

Training: Supervisory - Knowing Yourself - insert training in front

Supervisory and management

Training: Supervisory - Managing Yourself and Team

Training: Supervisory - Management Principles

Training: Supervisory - Competence Coaching

Training: Supervisory - Time Management

Training: Supervisory - Team Leadership and Performance Management

94

APPENDIX VII: FUTURE FORUM CONSTITUTION (Signed)

95

96

97

98

99

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Documents

TWEEFONTEIN MINE