Download - LWALA MINE
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Table of Contents
1 Introduction and background information ........................................................................................ 7
1.1 INTRODUCTION ................................................................................................................................... 8
1.2 PARTICULARS OF THE OPERATION ....................................................................................................... 8
1.3 COMPANY BACKGROUND ..................................................................................................................... 9
1.4 LOCATION OF THE MINE ....................................................................................................................... 9
1.5 MINE DEVELOPMENT SCHEDULE ........................................................................................................ 10
1.6 EMPLOYEES AND BUSINESS PLAN ...................................................................................................... 10
1.7 EXPECTED WORKFORCE AT LWALA MINE ............................................................................................ 11
1.8 METHODS TO FACILITATE SLP IMPLEMENTATION .................................................................................. 12
2 Human resources development programme ................................................................................. 14
2.1 INTRODUCTION ................................................................................................................................. 14
2.2 APPROACH ....................................................................................................................................... 15
2.3 HUMAN RESOURCES DEVELOPMENT PROGRAMME MODEL ................................................................... 15
2.4 RECRUITMENT .................................................................................................................................. 16
2.5 SKILLS DEVELOPMENT PLAN .............................................................................................................. 16
2.5.1 Introduction .................................................................................................................................... 16
2.5.1 Adult Education and Training ........................................................................................................ 16
2.5.2 Learnerships ................................................................................................................................... 19
2.5.3 Overview ........................................................................................................................................ 19
2.5.4 Skills training programmes ............................................................................................................ 21
2.5.5 Portable skills training .................................................................................................................... 23
2.6 HARD-TO-FILL VACANCIES ................................................................................................................. 25
2.7 CAREER PROGRESSION PLAN ............................................................................................................ 26
2.7.1 Overview ........................................................................................................................................ 26
2.7.2 Career paths .................................................................................................................................. 26
2.7.3 Progression plan ............................................................................................................................ 26
2.7.4 Establishing a talent pool ............................................................................................................... 27
2.7.5 Action plan ..................................................................................................................................... 28
2.8 MENTORSHIP PLAN ........................................................................................................................... 29
2.8.1 Overview ........................................................................................................................................ 29
2.8.2 Targets ........................................................................................................................................... 29
2.8.3 Action plan ..................................................................................................................................... 30
2.9 INTERNSHIP AND BURSARY PLAN ....................................................................................................... 30
2.9.1 Overview ........................................................................................................................................ 30
2.9.2 Bursary plan ................................................................................................................................... 31
2.10 EMPLOYMENT EQUITY PLAN ............................................................................................................... 32
2.10.1 Overview ........................................................................................................................................ 32
2.10.2 HDSA in management targets ....................................................................................................... 33
2.10.3 Action plan ..................................................................................................................................... 33
2.10.4 Women in core mining targets ....................................................................................................... 34
3 Local Economic Development programme.................................................................................... 36
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3.1 OVERVIEW ....................................................................................................................................... 36
3.2 SOCIO-ECONOMIC BACKGROUND ....................................................................................................... 37
3.3 INTRODUCTION ................................................................................................................................. 37
3.4 DISTRICT AND LOCAL SOCIO-ECONOMIC REGIONAL ANALYSIS .............................................................. 37
3.5 OVERVIEW ....................................................................................................................................... 37
3.6 POPULATION DEMOGRAPHICS ............................................................................................................ 37
3.7 INCOME LEVELS ................................................................................................................................ 38
3.8 SOCIAL DEPENDENCY ....................................................................................................................... 39
3.9 BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT ANALYSIS .......................................... 40
3.10 FREE BASIC WATER .......................................................................................................................... 40
3.11 ACCESS TO SAFE DRINKING WATER .................................................................................................... 41
3.12 RIVERS AS A NATURAL WATER SOURCE .............................................................................................. 42
3.13 ACTION PLAN INDICATING THE ZONE OF FOCUS OF THE SAMANCOR ECM LEDP ...................................... 42
3.14 SOCIO-ECONOMIC IMPACT OF OPERATION ‒ REGULATION 46 (C) (II) (B) ............................................... 42
3.15 THE IMPACT ..................................................................................................................................... 42
3.16 INFRASTRUCTURE DEVELOPMENT, POVERTY ERADICATION AND WELFARE CREATION PROJECTS ............ 44
3.17 APPROACH ....................................................................................................................................... 44
3.18 BASELINE SITUATION ......................................................................................................................... 44
3.19 ACTION PLANS AND PROJECTS ........................................................................................................... 44
3.20 PROJECT SELECTION AND IMPLEMENTATION MECHANISM .................................................................... 44
3.21 SMME DEVELOPMENT ...................................................................................................................... 49
3.22 THE PROCUREMENT PROGRESSION PLAN AND ITS IMPLEMENTATION FOR HDSA COMPANIES IN TERMS OF
MINING GOODS AND SERVICES ........................................................................................................... 54
3.23 APPROACH ....................................................................................................................................... 54
3.23.1 The baseline situation .................................................................................................................... 55
3.23.2 Action plan ..................................................................................................................................... 55
3.24 MEASURES TO ADDRESS HOUSING, LIVING CONDITIONS AND NUTRITION ............................................... 57
3.24.1 Overview ........................................................................................................................................ 57
3.24.2 Housing plan .................................................................................................................................. 57
3.24.3 Action plan ..................................................................................................................................... 57
3.24.4 Health care and nutrition................................................................................................................ 57
4 Programme for managing downscaling and retrenchment ............................................................ 59
4.1 ESTABLISHING A FUTURE FORUM ....................................................................................................... 59
4.1.1 Overview ........................................................................................................................................ 59
4.2 MECHANISMS TO SAVE JOBS AND AVOID A DECLINE IN EMPLOYMENT .................................................... 59
4.2.1 Overview ........................................................................................................................................ 59
4.2.2 Consultation processes ................................................................................................................. 60
4.2.3 Notification to government authorities ........................................................................................... 61
4.2.4 Strategic plans for providing job security ....................................................................................... 61
4.3 MECHANISMS TO PROVIDE ALTERNATIVE SOLUTIONS AND PROCEDURES FOR CREATING JOB SECURITY
WHERE JOB LOSSES CANNOT BE AVOIDED .......................................................................................... 61
4.3.1 Overview ........................................................................................................................................ 61
4.4 MECHANISMS TO AMELIORATE THE SOCIAL AND ECONOMIC IMPACT ON INDIVIDUALS, REGIONS AND
ECONOMIES WHERE RETRENCHMENT OR CLOSURE OF THE MINE IS CERTAIN ........................................ 63
4.4.1 Overview ........................................................................................................................................ 63
5. Financial provision for implementing the slp ................................................................................. 66
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6. Undertaking ................................................................................................................................... 68
APPENDIX I: CAREER PROGRESSION PATHS AT SAMANCOR ECM ........................................................................ 69
appendix ii: Skills development facilitator appointment letter ..................................................................... 76
APPENDIX III: PROOF OF SUBMISSION OF WORKPLACE SKILLS PLAN ................................................................... 77
APPENDIX IV: SKILLS TRAINING PROGRAMME LIST ............................................................................................ 78
APPENDIX V: FORM T ...................................................................................................................................... 81
APPENDIX VI: STAKEHOLDER ENGAGEMENT RECORD ................................................................................ 83
APPENDIX VII: FUTURE FORUM CONSTITUTION (SIGNED) .......................................................................... 835
TABLES
TABLE 1: DETAILS OF THE LWALA MINING RIGHT ................................................................................................................... 10
TABLE 2: ESTIMATED PERMANENT LWALA MINE WORKFORCE ................................................................................................. 11
TABLE 3: COMPLIANCE WITH SKILLS DEVELOPMENT LEGISLATION............................................................................................. 14
TABLE 4: FORM Q – EDUCATIONAL LEVELS OF THE WORKFORCE (REGULATION 46 (B) (I) AA) ......................................................... 17
TABLE 5: FIVE YEAR PLAN FOR AET ENROLMENTS .................................................................................................................. 18
TABLE 6: AET - COMMITMENTS, ACTIVITIES AND TIMEFRAMES ................................................................................................. 19
TABLE 7: FIVE YEAR PLAN FOR LEARNERSHIP ENROLMENTS ...................................................................................................... 20
TABLE 8: LEARNERSHIPS - COMMITMENTS, ACTIVITIES AND TIMEFRAMES ................................................................................... 21
TABLE 9: FIVE YEAR PLAN FOR PERMANENT EMPLOYEES' SKILLS TRAINING INTERVENTIONS.............................................................. 22
TABLE 10: SKILLS TRAINING ACTION PLAN ........................................................................................................................... 23
TABLE 11: FIVE (5) YEAR PLAN FOR PORTABLE SKILLS TRAINING INTERVENTIONS ......................................................................... 23
TABLE 12: PORTABLE SKILLS - COMMITMENTS, ACTIVITIES AND TIMEFRAMES .............................................................................. 24
TABLE 13: HARD-TO-FILL VACANCIES AS PER FORM R IN ANNEXURE II OF THE MPRDA REGULATIONS ............................................. 25
TABLE 14: TALENT POOL AND FAST TRACKING PROGRAMME TARGETS AT LWALA MINE ................................................................. 28
TABLE 15: CAREER PROGRESSION - COMMITMENTS, ACTIVITIES AND TIMEFRAMES....................................................................... 28
TABLE 16: MENTORSHIP - COMMITMENTS, ACTIVITIES AND TIMEFRAMES .................................................................................. 30
TABLE 17: FIVE (5) YEAR PLAN FOR INTERNSHIP AND BURSARY TARGETS .................................................................................... 31
TABLE 18: INTERNSHIPS AND BURSARIES - COMMITMENTS, ACTIVITIES AND TIMEFRAMES ............................................................. 31
TABLE 19: PRELIMINARY EMPLOYMENT EQUITY STATISTICS AS PER FORM S IN ANNEXURE II OF THE MPRDA REGULATIONS ................ 32
TABLE 20: FIVE (5) YEAR PLAN AND TARGETS FOR HDSA PARTICIPATION AT LWALA IN LINE WITH REVISED MINING CHARTER TARGETS .. 33
TABLE 21: HDSAS IN MANAGEMENT - COMMITMENTS, ACTIVITIES AND TIMEFRAMES ................................................................. 33
TABLE 22: FIVE (5) YEAR PLAN AND TARGETS FOR THE PARTICIPATION OF WOMEN AT LWALA MINE ................................................ 34
TABLE 23: ANNUAL HOUSEHOLD INCOME LEVELS .................................................................................................................. 38
TABLE 24: ACCESS TO WATER ............................................................................................................................................ 41
TABLE 25: ACCESS TO WATER ............................................................................................................................................ 41
TABLE 26: ACCESS TO WATER ............................................................................................................................................ 47
TABLE 27: ENTERPRISE DEVELOPMENT BUDGET LWALA .......................................................................................................... 52
TABLE 28: ACTION PLAN ENTERPRISE DEVELOPMENT SUPPORT PLAN........................................................................................ 53
TABLE 29: TENDER ACTION PLAN ....................................................................................................................................... 53
TABLE 30: CURRENT LEVEL OF SPEND BY THE COMPANY ON BEE OR HDSA VENDORS ................................................................... 55
TABLE 31: TARGETS FOR INCREASING HDSA SUPPLIERS .......................................................................................................... 56
TABLE 32: TARGETS FOR INCREASING HDSA SUPPLIERS .......................................................................................................... 56
TABLE 33: HOUSING AND LIVING CONDITIONS - COMMITMENTS, ACTIVITIES AND TIMEFRAMES....................................................... 57
TABLE 34: FINANCIAL PROVISION FOR RETRENCHMENTS ......................................................................................................... 63
TABLE 35: BREAKDOWN OF THE SLP FINANCIAL PROVISION ..................................................................................................... 66
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TABLE OF FIGURES FIGURE 1: SHAREHOLDING STRUCTURE OF SAMANCOR CHROME LIMITED ..................................................................................... 9
FIGURE 2: LOCATION OF LWALA MINE................................................................................................................................. 10
FIGURE 3: METHODS OF IMPLEMENTING THE SLP ................................................................................................................. 12
FIGURE 4: SIMPLIFIED STRATEGIC HUMAN RESOURCES DEVELOPMENT MODEL .......................................................................... 15
FIGURE 5: ANNUAL INCOME LEVELS .................................................................................................................................... 39
FIGURE 6: TOTAL NUMBER OF BENEFICIARIES ........................................................................................................................ 40
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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:
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
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
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
ECM: Eastern Chrome Mines
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1 INTRODUCTION AND BACKGROUND INFORMATION
1.1 Introduction
The second cycle of the new five-year Social and Labour Plan (SLP) for the period 2018-2022 is
submitted for Lwala 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 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).
The objectives of the SLP are to:
(i) Promote employment and advance the social and economic welfare of all South Africans;
(ii) Contribute to the transformation of the mining industry; and
(iii) Ensure that holders of mining rights contribute towards the socio-economic development
of the areas in which Lwala Mine operates.
Progress in meeting the commitments set out in the programmes outlined in the SLP with regards
to Human Resource 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).
1.2 Particulars of the Operation
Name of Company Samancor Chrome (Pty) Ltd
Name of Mine Lwala Mine
Physical Address Farms Foresthill 117 KT and Clapham 118KT (along R37 Rd towards
Polokwane), Limpopo Province
Postal Address PO Box 3, Steelpoort, 1133
Telephone Number 013 230 7001
Fax Number 013 230 7003
Commodity Chrome Ore
Life of Mine 55 Years
Financial Year January to December
Reporting Period 31 March (Annually)
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Responsible Person Bertus Brink (General Manager)
1.3 Company 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 (Pty)
Ltd. operates five (5) mining operations in the Fetakgomo Local District Municipality, collectively
called Eastern Chrome Mines (ECM), namely Lwala, Lannex, Tweefontein, Spitskop and Jagdlust.
The development of a further mining operation namely Jagdlust is underway.
Figure 1: 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%
1.4 Location of the Mine
The Lwala Mine is the Section of Eastern Chrome Mines which comprises of Twickenham, 114 KT,
Surbiton 115 KT, Hackney 116 KT, Forest Hill 117 KT and Clapham 118 KT. These farms are in the
custodianship of Roka Mashishi, Nareng Thokwana, Bakone Ba Manyaka, Roka-Mashabela and
Magadimana Ntweng Tribal Authorities which are classified as directly affected or host
communities. The mine is in the Greater Tubatse Local Municipality of the Sekhukhune District
Municipality in Limpopo Province.
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Figure 2: Location of Lwala Mine
1.5 Mine Development Schedule
Mine development commenced in March 2017 after a protracted legal battle with Bakone Ba
Manyaka Tribal Authority and illegal mining activity, with site establishment, preparation of
temporary offices, construction of infrastructure, services and access to roads. The mine is
currently an open pit operation with underground development scheduled to commence in 2020.
Table 1: Details of the Lwala Mining Right
Operation Farm Name Mineral Authorization
number
Mineral
Cession Extent (ha)
Lwala Twickenham 114 KT Chromite 15/2000 K43/2002RM 3167.8936
Surbiton 115 KT Chromite 15/2000 K44/2002RM 2037.427
Hackney 116 KT Chromite 15/2000 K43/2002RM 3414.2622
Forest Hill 117 KT Chromite 15/2000 K43/2002RM 3202.1963
Clapham 118 KT Chromite 15/2000 K43/2002RM 2151.2316
1.6 Employees and Business Plan
The current operational philosophy of Samancor Chrome Limited is to manage each of the mining
operations as a separate entity with a full complement of employees in the different career
streams of Mining, Engineering, and Metallurgy. Support services e.g. Human Resources, Finance
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& Admin, Logistics, Mineral Resources, SHEQ and Senior Management) functions are managed
centrally Shared Services.
Lwala mine is a new operation which is currently operated by Open Cast Mining Contractor. The
majority of the current contractor compliment has been sourced from the surrounding
communities through Lwala Steering Committee. A and B band levels constitute the majority of
the labour force which, as per the career paths, requires minimal experience and qualifications
as an entry level.
A general principle has been adopted with the local communities where Samancor Chrome
utilizes their database of unemployed individuals in the communities from which the mines
preferentially recruit. This arrangement is also applicable to Lwala recruitment process in order
to maximize the socio economic benefit of the mine to the communities surrounding the
operation and the host province. The mine will maintain a strong focus on local recruitment
throughout the life of the operation.
1.7 Expected Workforce at Lwala Mine
Samancor Chrome’s policy of encouraging local recruitment wherever possible requires that the
workforce, including contractors, to be employed mainly from Fetakgomo Tubatse Local
Municipality (FTLM). An arrangement is in place with Lwala Steering Committee that facilitate
sourcing of CV’s for unskilled and semi-skilled positions, with emphasis on community members
residing within five (5) farms that form Lwala Mining Right area.
The current workforce at Lwala Mine which mainly comprises of contractor employees is 146
employees with a planned ramp- up to 495 employees on full production over five to six years.
Throughout this build-up, Lwala mine will continue with their strong focus of recruitment from
the local communities.
An updated details regarding actual number of employees per labour-sending areas will be
compiled and reported annually to the DMRE.
Table 2: Estimated Permanent Lwala Mine Workforce
Employment Level Forecast
2018 2019 2020 2021 2022
E Senior Management 0 0 0 0 0
D Middle Management 2 2 3 3 3
C Junior Management 16 16 20 20 20
B Semi-Skilled 27 27 100 100 100
A Unskilled 21 21 80 80 80
Total enrolled employees 66 66 349 349 349
Total Core Contractor employees 146 146 146 146 146
GRAND TOTAL 212 212 495 495 495
NB: Figures indicated in Table 2 above are estimates and they will be reviewed annually in line with ramp-up
progress and production needs.
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1.8 Methods to facilitate SLP Implementation
Lwala will use the following methods to ensure the successful and appropriate implementation
of the SLP:
(i) Ensuring continuous implementation of the Action Plans set out in the various sections
of the SLP.
(ii) Updating and/or reviewing all the baselines and target tables in this document to ensure
continuous monitoring.
(iii) Conducting regular meetings to discuss successes and address challenges.
(iv) Regular meetings will be held between Samancor ECM and the contractors to monitor
their implementation plan with regard to the SLP commitments.
Figure 3: Methods of Implementing the SLP
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2 HUMAN RESOURCES DEVELOPMENT PROGRAMME
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 will outline the mine’s Human Resource Development (HRD) Programmes as required
by Section 46 of the Regulations to the MPRDA. This mining project is still in its early phase of
development and, ultimately, the large majority of the workforce will not be employed by
Samancor Chrome directly. Nonetheless, Samancor 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, where required, to the Core Contractor’s workforce. The Core Contractor in this case
will be the Mining Contractor that started on site in March 2017.
The HRD Programme for Lwala is based on the Company’s HRD Strategy, with the following key
focus areas:
(i) Recruitment;
(ii) Talent Management;
(iii) Learnerships
(iv) Literacy and Numeracy Training (AET).
Continuous monitoring and evaluation of the implementation of all HRD Programmes as
contained in this SLP will be conducted.
Lwala requires a skilled workforce for daily activities at the proposed mine, and will therefore
offer training support and career development opportunities to its employees, in particular to
the Historically Disadvantaged South African (HDSA) employees from the local labour sending
areas.
Lwala mine will comply with the requirements of the Skills Development Act (No 97 of 1998) and
will submit Skills Development Plans and Annual Training Reports to the Mining Qualifications
Authority (MQA).
Table 3: 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
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In order to ensure proper implementation of the HRD Programme, the Company will utilize
accredited providers, where necessary, for their training needs, in order to ensure the on-going
facilitation of transferable, accredited skills amongst employees.
2.2 Approach
The integrated HRD Programme will seek to maximise the productive potential of people
employed by or contracted to Lwala, through the implementation of the following plans:
(i) A Skills Development Plan
(ii) A Career Progression Plan
(iii) A Mentorship Plan
(iv) An Internship and Bursary Plan
(v) 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.
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.
In addition to the formal processes to achieve career progression, individuals can also be
identified through an informal process to advance and be promoted to higher positions. This
process is not documented but the company do provide assistance through study assistance,
internal training and on-the job training.
2.3 Human Resources Development Programme 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 4: Simplified Strategic Human Resources Development Model
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2.4 Recruitment
Recruitment of labour will be guided by the Company’s recruitment strategy, which
stipulates the employment of local labour by the mine as well as by any appointed
contractors.
A commitment to recruit unskilled and semi-skilled labour from local communities, is the
obligation Samancor Chrome made with communities and such an obligation will be
enforced to ensure contractors do comply in an endeavour to optimise economic benefits
for local communities.
2.5 Skills Development Plan
2.5.1 Introduction
Lwala recognises the importance of its future 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
proposed mine’s business objectives.
The Core Contractor will develop its own Skills Development Plans which will be in line
with the principles of the current Eastern Chrome Mines HRD Programme.
Lwala will implement a Skills Development Plan that focuses on equipping future
employees with skills to enhance their progression and development in the mining
industry, but will concentrate on community development initiatives until such time as
the mine begins to recruit permanent employees.
The Skills Development Plan provides action plans and targets how Lwala intends to offer
its future employees opportunities to become functionally literate and numerate; to
participate in learnerships, skills development programmes and various other training
initiatives; and to acquire portable skills.
The Lwala Skills Development Plan links with Skills Development legislation, and includes
the regular submitting of a Workplace Skills Plan (WSP) and annual training reports. This
includes the paying and claiming of levies and grants with the relevant Sector Education
and Training Authority (SETA) with which the operation is registered, i.e. the MQA.
2.5.1 Adult Education and Training
2.5.1.1 Overview
The Company is committed to developing the educational levels of its future employees
and Adult Education and Training (AET) will be a key focus area. Lwala has no employees
at present and therefore, no baseline information on educational levels and Functional
literacy and Numeracy levels is available. Statistics indicate that the local communities in
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this area have low percentages of people with matric and high unemployment rates.
However, many of these people have the necessary skills to work on the mines as many
were previously employed on the mines but subsequently retrenched due to the current
economic downturn.
Although Lwala prescribes to employ locally, there is a strong possibility that people with
rare skills and competency without functional literacy might be employed and will
possible require AET training.
Table 4: Form Q – educational levels of the workforce (Regulation 46 (b) (i) aa)
AET implementation targets for Share Services will be accounted and reported in the Tweefontein Mine Social and Labour Plan.
Band NQF level
Classification system
Lwala Mine Core Contractor Employees
Grand Total
Male Female Total
A C I/A W F A C F M F
General Education and Training (GET)
No schooling/Unknown 0 0 0 0 0 0 0 0 0 0 0
Grade 0/Preschool 0 0 0 0 0 0 0 0 0 0 0
Grade 1/Sub A 1 0 0 0 0 0 0 0 1 0 1
Grade 2/Sub B 0 0 0 0 0 0 0 0 0 0 0
Grade 3/Std 1/ AET 1 0 0 0 0 0 0 0 0 0 0 0
Grade 4/Std 2 0 0 0 0 0 0 0 0 0 0 0
Grade 5/Std 3/ AET 2 0 0 0 0 0 0 0 0 0 0 0
Grade 6/Std 4 2 0 0 0 0 0 0 0 2 0 2
Grade 7/Std 5/ AET 3 3 0 0 0 0 0 0 0 3 0 3
Grade 8/Std 6 6 0 0 0 0 0 0 0 6 0 6
1 Grade 9/Std 7/ AET 4 2 0 0 0 0 0 0 0 2 0 2
Further Education and Training (FET)
2 Grade 10/Std 8/N1 34 0 0 0 0 2 0 0 34 2 36
3 Grade 11/Std 9/N2 38 0 0 0 0 5 0 0 38 5 43
4 Grade 12/Std 10/N3 49 0 0 0 0 4 0 0 49 4 53
Higher Education and Training (HET)
5 Certificates 0 0 0 0 0 0 0 0 0 0 0
6 First degrees/Diplomas 0 0 0 0 0 0 0 0 0 0 0
7 Honours/Higher diplomas
0 0 0 0 0 0 0 0 0 0 0
8 Masters/Doctorates 0 0 0 0 0 0 0 0 0 0 0
Total 135 0 0 0 0 11 0 0 135 11 146
A = African; C = Coloured; I/A = Indian/Asian; W = White
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2.5.1.2 Targets
Samancor Chrome has adopted minimum educational requirement of Grade 10 as a
prerequisite for employment. However, there are instances where some of the potential
employees due to critical nature of their skills and experience, such a minimum
requirement is not observed. The following targets are based on the assumption that
employees who are below functional literacy level (Grade 10) will enrol and complete the
programme within the prescribed period. Since enrolment is voluntary, those employees
who are not interested in the programme will be required to sign disclaimer.
Currently, ECM has a strategic and integrated approach to AET whereby part time
literacy, numeracy and basic oral programmes are available (mine training centre and on
sites) to all employees and interested community members. Interested and affected
community members will also be offered an opportunity to enrol for AET Programmes in
consultation. However, the internal uptake of AET has been minimal despite several
initiatives and incentives to encourage employees. Furthermore, the completion rate
over the period of time has been dismal at around 23%. Interestingly, completion rate
for community members who participate is excellent. It’s however ironical that during
community engagements high interest has been shown in job related training
programmes e.g. Generic Engineering Training and Competent B.
Targets below are for the core contractor as Lwala mine’s permanent employees are still
to be employed during the year 2020. For shared services targets as per Form Q (Table
1), will be accounted for and reported in the Tweefontein Social and Labour Plan (a
subsidiary of Samancor)
Table 5: Five year plan for AET enrolments
ABET Level Targets
2018 2019 2020 2021 2022
AET 1 1 0 0 0 0
AET 2 2 1 0 0 0
AET 3 0 2 1 0 0
AET 4 7 0 2 1 0
Total 10 3 3 1 0
Budget R35,000.00 R11,550.00 R12,705.00 R4,658.50 R0.00
* Note that these targets will be reviewed annually considering employees movement.
19
2.5.1.3 Action Plan
Table 6: AET - Commitments, activities and timeframes
Category Action Plan Timeframe
AET
The current Eastern Chrome Mines AET policy, strategies and procedures for employees will be used
Year 2020 (Q 1)
Determine capacity and resources requirements
Identify accredited service provider to conduct assessments
Assess employees in terms of skills and competencies gaps for placement purposes.
Secure commitment and buy-in from employees and management
Year 2020 (Q2)
Discussions with the Unions about their perceptions on the proposed AET Programme
Create awareness amongst employees regarding training and education and encourage individuals to undergo training and education.
Commence with training
Update AET plan with targets, timeframes and budgets
Collate information and populate Form Q to confirm baseline. On-Going
Annual assessment and revision of the implementation programme
Annually
2.5.2 Learnerships
2.5.3 Overview
As part of its Skills Development Plan, Lwala will introduce Learnership Programmes with
the aim to provide learners with an occupationally based qualification registered by the
NQF. A learnership is a registered and accredited learning programme that includes
practical work experience, as well as theoretical studies, thereby integrating both
workplace and institutional learning. Learnerships enable learners to work towards a
qualification whilst being employed. Learners will be recruited externally and placed on
in-house Learnerships to assist in addressing skills shortages and challenges.
Due to delayed commencement of Lwala Mine operations, internal learnership
programme will be considered in 2021. Currently there are 40 community members that
were enrolled in various learnership programmes, which will be captured in the table
below as roll-over for the year 2020.
20
2.5.3.1 Targets
The following targets are based on a five-year Learnership Programme. See tables for the
five-year targets. Both the Mining and Engineering (Boilermaker, Fitting, Electrical, Auto
Electrical and Diesel Mechanic) Learnership programmes have an estimated duration of
24 and 36 months respectively. Taking into account the duration 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 (18.1) and External (18.2) Learnership intakes are aimed at a 50% Employee and
50% Community split with preference given to HDSAs and females. It’s anticipated that
Lwala mine’s would have reach more than 50% of its planned permanent compliment by 2023,
which will allow for employees to be enrolled in the learnership programme.
Table 7: Five year plan for Learnership enrolments
Programme
Internal Learnership Programme (18.1) Targets
2018 2019 2020 2021 2022
New
Roll-
over
Total
New
Roll-
over
Total
New
Roll-
over
Total
New
Roll-
over
Total
New
Roll-
over
Total
Mining 0 0 0 0 0 0 0 0 0 10 0 10 0 10 10
Engineering
0 0 0 0 0 0 0 0 0 6 0 6 0 6 6
Total 0 0 0 0 0 0 0 0 0 16 0 16 0 16 16
Budget R0.00 R0.00 R0.00 R2,073,957.33 R2,073,957.33
Programme
External Learnership Programme (18.2) Targets
2018 2019 2020 2021 2022
New
Roll-
over
Total
New
Roll-
over
Total
New
Roll-
over
Total
New
Roll-
over
Total
New
Roll-
over
Total
Mining 6 0 6 0 6 6 0 0 0 10 0 10 0 10 10
Engineering
0 40 40 0 40 40 0 40 40 6 0 6 0 6 6
Total 6 40 46 0 46 46 0 40 40 16 0 16 0 16 16
Budget R5,962,627.18 R5,962,627.18 R5,184,893.20 R2,073,957.28 R2,073,957.28
21
2.5.3.2 Action Plan
Table 8: Learnerships - Commitments, activities and timeframes
Category Action Plan Timeframe
Learnerships
Review and evaluate selection criteria and obtain agreement with stakeholders.
2020 Q1 Advertise and promote learnerships amongst local communities.
Re-evaluate the future skills needs of the mine
Refine and update five year learnership plan with targets, timeframes and budgets
2020 Q2 Allocate mentors to learners tasked with supporting the learner through the process
Annual assessment and revision of the implementation programme
Annually
2.5.4 Skills Training Programmes
2.5.4.1 Overview
Skills training programmes offered at ECM aim to ensure that employees acquire the
necessary skills and competencies to successfully perform their respective tasks
according to the operational and legislative requirements.
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.
Skills Training Programmes will cover a range of important skills. Given the challenges of
Safety Management in mining, Health and Safety skills has been identified as one of the
key skills priorities followed by technical, supervisory, education and environmental
management skills.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.
Skills Training Programmes offer employees the opportunity to acquire the necessary
skills and competencies to successfully implement their employment responsibilities.
These programmes are also designed to equip employees with the required capacity and
skills to progress to higher levels of employment within Lwala as per individual Career
Progression Plans.
22
The career paths discussed in Section 2.7.2 will identify the minimum requirements and
experience for each position. This will serve as a framework for planning any training and
development
2.5.4.2 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 to ensure
simplified reporting, although 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.
Once the recruitment of the workforce commences, individual-specific training will be
planned based on the outcomes of the skills analysis and individual Career Progression
Plans developed there from.
Therefore, Lwala will provide several job specific and up-skilling training interventions to
their employees, which will allow them to be incorporated into Eastern Chrome mines
with trained skills.
The following table provides provisional training targets.
Table 9: Five year plan for permanent employees' skills training interventions
Programme Targets
2018 2019 2020 2021 2022 Total
Certificated Training 0 1 1 6 6 14
Computer Based Training 0 1 1 7 7 16
MQA Skills programmes 0 6 6 18 18 48
Mine Licenses 0 12 12 45 45 114
Skills Training 0 20 20 40 40 120
Supervisory & Management 0 1 1 5 5 12
Total 0 41 41 121 121 324
Financial Contribution R0.00 R51,015.80 R54,586.91 R172,374.81 R184,441.04 R462,418.57
*Targets indicated above are estimates and they’ll be reviewed annually taking into consideration the actual staff
compliment.
23
2.5.4.3 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
Action Required Anticipated
completion Responsible person
Plan 2020 skills training April 2020
HRD Superintendent
(Technical)
Communicate skills training Ongoing
Implement skills training Ongoing
Update LMS, Educational profiles and training matrix Ongoing
Annual assessment and revision of the implementation
programme
Annually
2.5.5 Portable Skills Training
2.5.5.1 Overview
Due to the fact that the mine will only be operational for 2 years, Lwala will equip its
employees with portable skills to enable them to find other forms of livelihood in other
sectors of the economy. A Portable Skills Programme will be implemented during year 2.
It is a reality that many employees will not be able to find employment in the mining
sector. These employees will need to gain skills that they can use within other sectors to
generate income. Closer to the end of the life of the mine or in the event of downscaling,
the Company will focus more strongly on the provision of such skills. The strategies and
skills programmes will be determined in conjunction with the Future Forum and a fund
will be made available for this purpose.
2.5.5.2 Targets
Table 11: Five (5) year plan for Portable Skills Training Interventions
Portable Skills Targets
2018 2019 2020 2021 2022
License: Forklift 4 Wheeler 0 0 1 1 1
License: Manitou (Telescopic Boom Handler)
0 0 2 2 2
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Portable Skills Targets
2018 2019 2020 2021 2022
ECM Heavy Duty Truck 0 1 1 1 1
License - Truck Mounted Crane (HIAB)
0 1 1 1 1
License: Counterbalance Lift Truck (New)
0 1 1 1 1
ECM License: Mine Bobcat 0 1 0 0 0
Advanced Rigging 0 2 1 0 1
Basic Rigging 0 4 3 3 3
Training: Basic Computer (Portable Skill)
0 6 6 6 6
Skills Programme: Operative - Diesel Mechanic
0 0 1 1 1
Skills Programme: Operative - Fitter
0 1 2 2 2
Skills Programme: Operative - Boilermaker and Plater
0 1 1 1 1
Skills Programme: Operative - Electrical
0 1 2 2 2
Skills Programme: Medium Voltage
0 0 1 1 1
Total 0 19 23 23 23
Budget R0.00 R52,227.96 R63,003.41 R64,075.46 R63,003.41
2.5.5.3 Action Plan
Table 12: Portable Skills - Commitments, activities and timeframes
Category Action Plan Timeframe
Portable skills
Develop portable skills strategy in line with life of mine and future downscaling exercises
Year 1 Q 3 Identify service provider that could offer courses
Determine procedures and methodology of training in terms of frequency and duration
Consult with identified employees through engagement structures and use socio-economic baseline to establish portable skills requirement
Year 1 Q4
25
Category Action Plan Timeframe
Develop five year portable skills plan with targets, budgets and training schedules
Commence with training Year 2 Q1
Annual assessment and revision of the implementation programme
Annually
2.6 Hard-to-fill vacancies
Lwala will report annually on its hard-to-fill vacancies through the submission of Form R
(Error! Reference source not found.4 below). Hard-to-fill vacancies represent, in the case o
f a new mining right application, anticipated hard-to-fill or “hard-to-find” positions due
to the limited availability of related skills.
These “hard-to-find” vacancies will be addressed through special recruitment drives,
learnership programmes and bursaries within the broader framework of Lwala’s long-
term business strategy. Designated groups will be given preference in filling vacancies.
The following hard-to-fill vacancies are based on the overall positions that are scarce and
in high demand within the mining environment.
Table 13: Hard-to-fill vacancies as per Form R in Annexure II of the MPRDA regulations
Occupational level
Job title of scarce and critical skill
Main reason for inability to fill the vacancy
Intervention
Middle Management
Metallurgy Superintendent (DU)
Experience of candidates and market demands
Succession Planning
Maintenance Superintendent (DU)
Experience of candidates and high salary demands
Succession Planning and Head hunting
Maintenance Specialist all engineering disciplines (DL)
Experience of candidates and high salary demands
Succession Planning and Head hunting
Mine Overseer (DU) Experience Succession Planning
Rock Engineer (DU) Shortage in the market Succession Planning and GIT programme
Geologist Shortage in the market Succession Planning and GIT programme
SHEQ Specialist Environmental (DL)
Experience and qualifications
Succession Planning
Junior Management
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
Payroll Practitioner (CU) Experience and qualifications
Succession Planning
HRD Coordinator (CM) Experience and qualifications
Succession Planning
Mining Shift-boss (CU) Experience Succession Planning
26
Occupational level
Job title of scarce and critical skill
Main reason for inability to fill the vacancy
Intervention
Miners (C2) Qualification Learnership Programme and succession planning
Strata Control Officer (CU) Shortage in the market Succession Planning and GIT programme
2.7 Career Progression Plan
2.7.1 Overview
Career Progression Planning is the process that plans and shapes the progression of
individuals within a Company in accordance with the Company’s needs and objectives,
employees’ potential and their preferences. Career Progression Plans is the outcome of
workforce planning and skills analysis processes and will be continually reviewed through
discussions between line management and employees.
Learnership programme, Graduate Development Programme, Skills training programme
and Individual Development Plans form basis of a career progression plan, which will
enable the employees to be provided with the correct skill and pathing to have the
opportunity to progress to a higher position. The progression will not be limited to Lwala
operation, but it will be in the much larger Samancor Eastern Chrome mines, which also
have a much longer operational life, which will allow the employees who do progress, to
settle into the position and gain experience, but also to progress even further.
2.7.2 Career Paths
The Career Progression Plan aims to illustrate a Career Path for employees, indicating
possible routes to move or change from one role or position to another within a specific
discipline. This will be achieved through defining competencies, such as skills and
experience required by the various job categories. Competency profiles for each job have
been developed and they’ll be discipline specific within the operational area.
2.7.3 Progression Plan
Lwala will promote career progression and succession opportunities among its
employees. Lwala will implement a Career Progression Plan by means of the following:
(a) The current Eastern Chrome Mines Career Progression policy, procedure and
programme, which is operation specific and contextually relevant to the
employment levels, organogram, workforce, skills needs and Employment Equity
needs of Eastern Chrome Mines will be used.
(b) The Career Progression Programme will be implemented for a five (5) year period
and will be reviewed annually.
27
(c) The Career Progression Programme will be linked to the Skills Training
Programme, Learnership Programme, Internship and Bursary Programme,
Mentorship Programme and Employment Equity Programme.
(d) These must be closely aligned and linked to scarce skills needs, job-related skills
and employee development/progression at Lwala as well as Eastern Chrome
Mines.
(e) Mechanisms will be put in place for individuals to progress from lower skilled
working levels to higher skilled working levels and management levels should job
opportunities arise and positions become vacant.
(f) The Career Progression Plan will ensure that the qualifications, aspirations,
developmental needs, and potential capabilities of employees are accounted for
in line with the needs and capabilities of Samancor.
(g) Lwala will identify those employees who require further skills in their current
position, as well as employees who require further skills aimed at Career
Progression to fill a future position. In order to achieve this, Lwala will:
(i) Identify HDSA employees that do not meet the skills requirement for their
positions.
(ii) Schedule skills development interviews with these employees.
(iii) Develop suitable skills development plans with these employees.
(iv) Implement the actions necessary to achieve these plans.
(v) Monitor and review the plans on a monthly basis.
2.7.4 Establishing a Talent Pool
Lwala will endeavour to identify HDSA candidates with potential to accelerate their
progression into management positions within a specific timeframe. Establishment of
talent pool and fast tracking of candidates has begun with employees that are placed
under Shared Services and seconded to Lwala mine. Below, is the list contemplated for
the programme over a period of five (5) years and individual development programmes
will be signed-off the responsible E-Level manager.
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 Lwala 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
28
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.
2.7.5 Action Plan
The five-year targets are set by considering labour planning, labour turnover and projections of possible increased production.
Table 14: Talent pool and fast tracking programme targets at Lwala Mine
Employee categories Talent pool and Fast tracking targets
2018 2019 2020 2021 2022
IDPs (Learnerships, Bursars, Internships)
66 64 59 53 51
Fast-tracking programme and Succession Pool
13 13 13 13 13
TOTAL 79 77 72 66 64
Table 15: Career Progression - Commitments, activities and timeframes
Action Plan Responsible Person Timeframe
Provide a list of the job categories, design role descriptions, indicating minimum job-entry requirements and desirable qualifications
HR Superintendent (Operation)
2020 (Q1)
Design career paths for each discipline HR Superintendent (HRD) 2020 (Q1)
Identify specific HDSA employees and ensure that adequate resources are in place to assist them to reach their full potential
HR Specialist (OD) 2020 (Q2)
Develop fast-tracking plans for those HDSA employees identified as having significant potential to progress to managerial roles
HR Specialist (OD) 2020 (Q3)
Develop detailed career progression plan for talented lower level employees (IDP)
HR Specialist (OD) 2020 (Q3)
Organize meetings between employee and supervisor to sign agreement on development path
HR Specialist (OD) Ongoing
Report on quarterly progression of skills development in line with development plans
HR Superintendent (HRD) Ongoing
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2.8 Mentorship Plan
2.8.1 Overview
Mentorship is a key process and tool in support of people development, Employment
Equity, HRD planning, and performance management. It is a formal 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 and ensures that the mentee’s
potential is unlocked, which benefits everyone, including the mine.
For Lwala internal mentorship means an “in-house” mentorship whereby lower level
employees are paired with higher level employees in order that a transfer of skills may
take place.
Lwala will establish a detailed Mentorship Programme during the labour build-up stage
and will be implemented as soon as all mentors and mentees have been identified. The
Mentorship Programme will be based on the Lwala Career Progression Programme and
Talent Pool.
2.8.2 Targets
The Mentorship Programme will focus on mentoring and coaching employees into more
specialised positions. This will be aligned with the skills and Employment Equity
requirements of Lwala. The following commitments will be the basis for Lwala mine
mentorship programme.
(a) The Mentorship Programme will be linked to the Skills Training Programme,
Learnership Programme, Career Progression Programme, Internships and Bursary
Programme, and Employment Equity Programme.
(b) With regard to internal mentorship of employees, Lwala will implement the
following mechanisms:
(i) Establish mentoring implementation structures within Lwala;
(ii) Identify mentors / mentees;
(iii) Match mentors with suitable mentees;
(iv) Implement and monitor mentee’s progress; and
(v) Evaluate and fine-tune the process.
(c) Mentorship coordinators will be trained to facilitate the mentorship process and
provide guidance where required, i.e. the relevant people from Lwala, who have
been earmarked to be mentors, will need to be formally accredited as mentors.
Currently, mentorship programme covers the following area:
Graduates in Training
30
13 employees placed under Shared Services responsible for Lwala operation
(Table 11)
40 Learnership candidates already enrolled.
In-Service Training Candidates.
2.8.3 Action Plan
Table 16: Mentorship - Commitments, activities and timeframes
Action Plan Responsible Person Timeframe
Review ECM mentorship framework and methodology HR Manager 2020 (Q1)
Develop a measurement system to measure the effectiveness of the mentoring process
HR Specialist (OD) 2020 (Q2)
Identify service provider to present formal training for new mentors participating in the programme
HR Specialist (OD) 2020 (Q3)
Identify new mentors and mentees for employees that will be employed during 2020
HR Specialist (OD) 2020 (Q3)
Sign contract/agreement with identified mentors and mentees
HR Specialist (OD) 2020 (Q4)
Implement formal mentorship programme HR Specialist (OD) 2021
Report on progress of mentees from mentors Mentors Annually
2.9 Internship and Bursary Plan
2.9.1 Overview
Lwala understands the need not only to assist its own employees with development
opportunities, but also those members of the local community to access tertiary
education (bursaries) and experiential work (internships). The Bursary and Internship
Plan helps to develop individuals, thus supplying the Lwala mine operation with its
required skills.
Mine’s internship programme as an experiential training programme and focusses on
providing exposure to students requiring practical experience towards their
qualifications. The objective of the mine’s bursary programme is to support high potential
students from local communities to obtain tertiary qualification through funding and
assistance in terms of exposure to workplace.
31
2.9.2 Bursary Plan
The objective of the Lwala Bursary Programme is to identify high-potential young HDSA
candidates within the local community. The bursary will be awarded to candidates
planning to study towards a mining-related tertiary education at a recognised South
African University of Technology, tertiary college or university.
The Bursar will undertake vacation work at the mining operation and mentors will be
appointed for the bursar. The bursary provided will be for the duration of the study
course. Student will be enrolled in the Graduate Development Programme (GIT) after
completing their studies.
The bursary is based on a three/four year degree or diploma.
Table 17: Five (5) year plan for Internship and Bursary targets
Bursaries
Internships
2.9.2.1 Action Plan
Table 18: Internships and Bursaries - Commitments, activities and timeframes
Category Action Plan Timeframe
Internships and Bursaries
Redefine bursary requirements Year 1 Q2
Align bursary requirements with skills gaps at Eastern Chrome Mines
Advertise locally for candidates, visit schools and other local training institutions Year 1 Q3
Conduct detailed interviews with candidates before awarding the bursary
Programme 2018 2019 2020 2021 2022
Total Roll-Over
New Intake
Roll-Over
New Intake
Roll-Over
New Intake
Roll-Over
New Intake
Roll-Over
New Intake
Bursary 0 1 1 2 3 0 3 2 2 1 6
Budget R126 000 R404 460 R432 771 R771 775 R495 480 R2 230 486
Programme 2018 2019 2020 2021 2022
Total Roll-Over
New Intake
Roll-Over
New Intake
Roll-Over
New Intake
Roll-Over
New Intake
Roll-Over
New Intake
Internship 2 3 0 3 0 3 0 3 0 3 15
BUDGET R360 000 R231 120 R247 299 R264 609 R283 131 R1 386 159
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Category Action Plan Timeframe
Recruit bursar for vacation work and experiential training Year 2
2.10 Employment Equity Plan
2.10.1 Overview
Lwala fully subscribes to the principles of the Mining Charter and strives to achieve more
than the minimum requirements. The Company believes that Employment Equity is an
integral part of building an effective and representative workforce to ensure equality
among its future employees. Particular effort will be directed to identify women in core
positions and HDSAs with talent and to then provide accelerated training and
development initiatives to assist their progression – see Talent Pool (Section 2.7.4).
Lwala will report to the Department of Labour (DoL) annually in respect of its
Employment Equity progress. Concurrently, Lwala will report progress in terms of HDSA
in Management and Women in Core Mining to the DMR.
The following plans describe the participation of HDSAs in Management and Women in
Core Mining in line with the requirements of the MPRDA and Mining Charter, and focuses
on the following:
(a) The proposed mine’s management structure (D band and core and critical skills)
will comprise 60% HDSAs during the employment process from 2020 working
towards revised Mining Charter targets.
(b) The Company will attempt to reach a target of 25% of its core mining activities
comprising of women during the employment process. If this is not feasible,
Table 19: Preliminary Employment Equity statistics as per Form S in Annexure II of the MPRDA
regulations
Categories Male Female
Total HDSA % HDSA Females %
Females A C I/A W A C I/A W
D-Level 3 0 0 2 1 0 0 0 6 4 67% 1 17%
C-Level 7 0 0 5 3 0 0 1 16 11 69% 4 25%
B-Level 5 0 0 0 3 0 0 0 8 8 100% 3 38%
Total 15 0 0 9 7 0 0 1 30 23 72% 8 25%
A = African; C = Coloured; I/A = Indian/Asian; W=White;
*Note that these figures indicated above are ECM Shared Services employees that are seconded to Lwala Mine.
Targets will be updated as soon as planned 2020 compliment has been enrolled.
33
2.10.2 HDSAs in Management Targets
Lwala will ensure that a minimum of 60% middle and junior management is composed of
HDSAs during the employment process in 2020.
This mechanism will result in “true” empowerment of individuals and contribute more to
transformation of the mining industry. Lwala hopes that by following this approach, the
mine will be able to make a sustainable contribution to the affected communities.
Table 20: Five (5) year plan and targets for HDSA participation at Lwala in line with revised
Mining Charter Targets
P- Levels
Baseline Mining Charter Targets
% Females
% HDSA
2018 2019 2020 2021 2022
HDSA Female HDSA Female HDSA Female HDSA Female HDSA Female
Mid. Management (D-Level)
17% 67% 60% 25% 60% 25% 60% 25% 60% 25% 60% 25%
Jnr. Management (C Levels)
21% 64% 60% 20% 60% 20% 60% 20% 60% 20% 70% 30%
*Note that these figures will be reassessed on a regular basis in terms of their applicability to Lwala’s circumstances
at a given time.
2.10.3 Action Plan
Table 21: HDSAs in Management - Commitments, activities and timeframes
Action Plan Responsible Person Timeframe
Ensure that recruitment and skills development strategy is in line with targets set
HR Manager Year 1 Q1
Implement employment equity measures to appoint and promote suitably qualified HDSA employees
HR Manager
Facilitate Employment Equity committee meeting that will comprise of members of the Company’s management and employee representative bodies, to report on progress
Transformation Superintendent
Quarterly
Review HDSA talent and Fast Tracking pool for the Mine
HR Specialist (OD) Bi-annually
Resubmit revised HDSA in management targets HR Specialist (OD) Annually
Annual assessment and revision of the implementation programme
HR Specialist (OD) Annually
34
2.10.4 Women in Core Mining Targets
In order to address the historical issues of South Africa, the current Eastern Chrome
Mines gender equality policy and plan will be 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. Lwala endeavours to reach the 30% target in the
third year of operation.
Error! Reference source not found. 23 below provides a breakdown of the estimated t
argets that have been set for increasing the participation of women in core mining.
Table 22: Five (5) year plan and targets for the participation of women at Lwala Mine
Occupational level
2018 2019 2020 2021 2022
Percentage women
Percentage women
Percentage women
Percentage women
Percentage women
D level 17% 17% 25% 25% 25%
C level 23% 23% 23% 23% 30%
B level 10% 10% 10% 10% 10%
A level 10% 10% 10% 10% 10%
*Note that these figures will be reviewed on a regular basis in terms of their applicability to Lwala’s circumstances.
2020/21 mine development activity, it’s envisaged that women candidates for core mining positions might be
difficult to find in the market. Gaps will be accommodated in the development programmes already committed
herein.
36
3 LOCAL ECONOMIC DEVELOPMENT PROGRAMME
3.1 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 Lwala Mine LED Programme for the period 2018-2022. The
programme has 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 programme will seek to promote alignment of LED initiatives to those of the
Integrated 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 to focus on:
Aligning sustainable development plans with the FTLM and SDM IDPs establishing
LED projects that focus on infrastructure development, basic service provision,
poverty eradication, skills development and the provision of education provision
Establishing LED project(s) that can assist in infrastructure development, welfare
creation and poverty eradication; and
Increasing the Mine’s HDSA-based 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
The following primary plans will form the basis of Lwala’s LED Programme:
(a) A LED Project Plan;
(b) A Housing and Living Conditions Plan; and
(c) A Procurement Plan.
The focus of the Lwala LED Programme for Year 2018-2022 will be on:
37
3.2 Socio-economic background
3.3 Introduction
Lwala 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.
3.4 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.
3.5 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.
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.
3.6 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.
38
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.
3.7 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 23: 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 - -
39
Figure 5: Annual Income Levels
3.8 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
40
Figure 6: Total number of beneficiaries
3.9 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 and telecommunication. The Sekhukhune
District Municipality is the water authority however the FTLM has a role of identifying
water backlogs in its jurisdiction.
3.10 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 water illegal connections, limited communal, aging infrastructure, drought, lack of financial resources, topography of the area, informal and scattered
0
20000
40000
60000
80000
100000
120000
140000
160000
Total Number of Beneficiaries
Total Number of Beneficiaries
41
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 24: 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
3.11 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.
Table 25: Access to water
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
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.
42
3.12 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.
3.13 Action Plan Indicating the Zone Of Focus of the Samancor ECM LEDP
The zone of impact1 and focus areas of the Samancor ECM LED Programme 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 and in particular Roka Mashabela and Magadimana Ntweng Communities.
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 and/or benefit from LED activities in the relevant
local municipalities.
3.14 Socio-economic impact of operation ‒ Regulation 46 (c) (ii) (b)
3.15 The Impact
During the operation of Lwala mine, local communities are provided with jobs and input
services to the mining operation. Communities will further 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 Lwala mines:
43
Job creation, employees and their households:
Fetakgomo Local Municipality residents account for an estimated total of 2354
employees from 2990 total workforce of the combined Samancor Chrome mines in the
area. These employees and their households are benefiting from salaries and other
employment benefits.
Considering that the mining industry is challenged by external factors, these benefits
should be sustainable for the medium-term future. In order to ensure that these
constructive impacts do not become destructive upon closure, it is important for Lwala
Mine to plan for the mine’s eventual interruption and to put mitigating measures in place,
by encouraging and promoting alternative economic spin-off and offtakes that will
sustain communities beyond the life of mine. These initiatives should assist employees
and community members to find alternative sources of income outside of Lwala Mine
and the mining industry at large.
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. Lwala
Mine’s spending on goods and services also contributed significantly to the local
economy.
Small, medium and micro-enterprises (SMMEs) and local contractors:
Samancor Chrome: ECM 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 participants
through business opportunities available at Lwala Mine, as well as in other enterprises in
the area.
Poverty eradication:
Besides the positive impact Lwala 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 contribute a significant amount of money in form annual
rates and taxes to the government. These funds are utilised by government for many
purposes, one being the distribution of wealth and implementation of service delivery
related initiatives.
44
3.16 Infrastructure development, poverty eradication and welfare creation projects
3.17 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 support 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.
3.18 Baseline Situation
Samancor Chrome: ECM has entered into a lease agreement with both Bakone Ba
Manyaka and Roka Mashishi on Clapham and Forest Hill farms respectively for a total
area of 739 Hectares. To date an amount of or R50 million has been paid (including crop
fields compensation) mainly towards community development by tribal authorities.
Such funds have been utilised towards social responsibility activities including:
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
at Ga-Mashishi
Support of orphanages, food schemes and functions
The FTLM has established an LED Forum aligned with the municipal’s IDP. ECM has
consulted extensively with the community structures, ward councillors and traditional
authorities within FTLM and SDM to align SLP LED initiatives with the municipal IDPs.
3.19 Action plans and projects
3.20 Project selection and implementation mechanism
The process of selecting a suitable project entailed comprehensive engagements with
Roka Mashabela Tribal Council, Magadimana Ntweng Council, Ward Councillors & Ward
Committee representatives and engagements structure that are endorsed by both
traditional Authorities. Further engagements were held with Sekhukhune District
Municipality through the office of the executive mayor. This was necessitated by a clarion
call from consultative processes that water is a key priority for communities.
The intervention and/or required entails provision of sustainable and reliable water supply. Previous interventions focused mainly on drought relief initiatives i.e. drilling of bore holes and installation of plastic water storage tanks. The municipality identified key
45
proposed project that forms part of their future plans. Already studies have been commissions and business plans submitted to the department of Water Affairs and Sanitation of approval. The main source of municipal fund in this case is Municipal Infrastructure Grant. Lebalelo Central Regional Water Scheme: Sub-Scheme 2A has been identified as an ideal project to be supported due to its proximity to communities that are directly affected by Lwala Mine. Studies have been commissions and the project if implemented in totality stands to benefit approximately 13000 households with 15 villages. The proposed project will enhance the Municipality’s service delivery by delivering portable, sustainable and reliable water supply to the Lebalelo Central Regional Water Scheme; Sub-Scheme 2A. The project will create temporary employment to the local community and also transfer technical skills through on the job training.
The jobs created through this project, together with the envisaged training and skills
transfer will be of substantial benefit including other offtake beyond project
implementation stage i.e. social and economic benefits.
The current water supply in the Lebalelo Central Regional Water Supply Scheme villages
does not meet the required RDP standards in terms of reliability and sustenance. This is
due to lack of adequate source, limited storage capacity and unreliable reticulation
networks.
Lwala 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, Lwala Mine took into consideration 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?
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
46
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
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, 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.
47
Table 26: Access to water
Project Name: Lwala Mine Water Provision
Project Category: Infrastructure Development Project
Introduction of the
project
The Sekhukhune District Municipality commissioned a study on Lebalelo
Central Regional Water Scheme: Sub-Scheme 2A and this project is based on
the report sourced from the district municipality. The project entailed
existing boreholes equipping and electrification, booster pump-station,
pumping mains, service reservoir and village water reticulation networks.
The main aim of the project is to improve water service delivery to the
identified villages. This will be achieved by addressing identified
inadequacies in the existing water infrastructure particularly with regards to
providing quality and adequate water supply.
The water scheme services villages within Twickenham, Surbitorn and
Hackney Farms which forms part of Lwala mining Right area. Currently the
communities are relying on inadequate water supply for boreholes. The
technical report compiled by DIGES Consulting Engineers details the
magnitude of the water supply challenges and possible solutions.
The water challenges are further compounded by:
(i) Rapid population growth,
(ii) Inadequate the storage capacity
(iii) Illegal connection and/or unauthorized extensions to yards.
(iv) Poor maintenance of infrastructure i.e. leaking pipes and existing
storage facilities.
(v) Vandalism
(vi) Limited reticulation networks.
Project Objectives
The project main intention is to provide the communities of Lebalelo Central Regional Water Scheme; Sub-Scheme 2A with a reliable, and sustainable supply of potable water in line Reconstruction and Development Programme (RDP) standards, accommodating the population growth and also in satisfaction of the recommendations of The Strategic Framework for Water Services of the Department of Water Affairs of September 2003.
Augment the existing water sources by equipping, electrifying and connecting to bulk pumping mains, new and existing unequipped boreholes
Install new bulk pumping and gravity supply mains
Augment the existing village water service storage facilities
Improve water storage capacity
48
Project Name: Lwala Mine Water Provision
Project Category: Infrastructure Development Project
Provide an adequate water network that runs through the streets of the villages
Provide employment opportunities to unemployed people within the project area by using labour intensive construction methods where feasible.
Deliverables Year 2018 Budget
Measurable
Deliverables:
Appoint a service provider to: (i) Define scope of work and other
related studies (ii) Review of the available water sources (iii) Conduct water yield test and quality (iv) Analysis of the existing infrastructure (v) Design water infrastructure plan
Tendering process
Appoint a contractor
R500 000.00
Deliverables Year 2019
Measurable
Deliverables: Establishing reliable water source and
storage facilities R7 750 000.00
Deliverables Year 2020/21
Measurable
Deliverables:
Implementation of water reticulation
networks activities R7 750 000.00
Deliverables Year 2022
Measurable
Deliverables: Project hand-over R00.00
Total Budget R16 000 000.00
Provisional Project
Start Date: 2018 pending the approval of the SLP
Provisional Project End
Date: December 2022
Target Group/
Beneficiaries: Roka Mashabela and Magadimana Ntweng (Ntwampe) Communities
Number of Jobs
Created: To be determine and confirmed in the Scope of Work
49
3.21 SMME Development
The objective of SMME development will be for job creation and poverty alleviation for
the Host Communities surrounding Lwala 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 Samancor Chrome’s supplier base to include local business in areas where
we operate
To develop local industries that will supply Samancor Chrome with high quality,
competitively priced, goods and services.
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 Samancor
Chrome but all surrounding mines operated by other mining houses.
To enhance participation of local communities in the mainstream economy
Lwala 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
50
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 Lwala Mine with an Enterprise Development plan which should make
reference to transfer of technical skills. Should that plan involve establishment of
a Joint Venture, ECM’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
- 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 Lwala 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
51
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 Lwala 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 Lwala
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’s.
- 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.
Joint ventures have been identified as one of the tools which actively assist in
transformation facilitation,
Lwala 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
52
(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.
Lwala’s expectations. Such will be presented to Lwala, 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. Lwala Mine will annually review its business requirements in
order to identify Enterprise Development opportunities.
Table 27: Enterprise Development Budget Lwala
Financial
Year 2018 2019 2020 2021 2022 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
53
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 Lwala’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 Lwala SLP.
4. The programme should be sustainable and ideally be able to continue once support from
Lwala 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
54
3.22 The Procurement Progression Plan and its implementation for HDSA companies in
terms of Mining Goods and Services
Samancor Lwala Mine recognises 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 recognises that BEE is vital in meeting the expectations of the South
African Mining Charter. The company recognises 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.
3.23 Approach
The procurement department of Lwala 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 finalised 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 Lwala will be identified and the company will ensure
that procurement of such follows the Mining Charter regulations.
55
New suppliers will be required to disclose information on their ownership and control,
and internal BEE programs.
Lwala 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.
3.23.1 The Baseline Situation
In line with the company’s Procurement Policy, Lwala 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 Lwala 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
Services 89%
Mining goods 79%
3.23.2 Action plan
Lwala Mine 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. Lwala 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.
56
Table 31: Targets for increasing HDSA suppliers
Category spend (percentage) Baseline 2018 2019 2020 2021 2022
Mining goods (5 year target 70%
Target) 10% 20% 35% 50% 70% 70%
Goods manufactured by Historically
disadvantaged persons owned and
controlled company
21% 21% 21% 21% 21% 21%
Goods produced by a women or youth
owned and controlled company 5% 5% 5% 5% 5% 5%
Goods produced by a BEE compliant
company 44% 44% 44% 44% 44% 44%
Services (including contractors) (80%
Target) 70% 80% 80% 80% 80% 80%
Services supplied by Historically
disadvantaged persons owned and
controlled company
50% 50% 50% 50% 50% 50%
Services supplied by a women or
youth owned and controlled company 5% 5% 5% 5% 5% 5%
Services supplied by a BEE compliant
company 10% 10% 10% 10% 10% 10%
The action plan for implementing the Procurement Plan in respect of Lwala Mine are as follows:
Table 32: Targets for increasing HDSA suppliers
Action Anticipated completion Responsible person
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
57
3.24 Measures to address Housing, Living Conditions and Nutrition
3.24.1 Overview
The mining industry is facing enormous challenges to reverse the widely acknowledged
historical problem of housing and to provide reasonable and affordable accommodation
to all employees.
3.24.2 Housing Plan
Lwala’s housing strategy might be considered to provide employees with a housing
allowance which will give the employee the opportunity to reside in formal housing
structures of an acceptable standard in line with the relevant legislation in South Africa.
The details of the Housing Allowance Scheme, should it be the preferred option.
3.24.3 Action Plan
Table 33: Housing and living conditions - Commitments, activities and timeframes
Category Action Plan Timeframe
Housing
Determine accurate housing requirement during Feasibility Study
Year 1
Use the current Eastern Chrome Mines housing strategy, policy and plan in line with the requirements of the MPRDA and the Mining Charter
Consult with internal stakeholders
Collaborating with surrounding land owners and mining houses to prevent and control informal settlement on mine owned properties
Update SLP with strategy, plan and commitments
3.24.4 Health care and nutrition
Regulation 46 (c) (v) requires that mines put measures in place to ensure that employees
have adequate access to a well-balanced diet and meals. It is anticipated that the mine
will not provide food for its employees. However, the mine will consider implementing
regular awareness programmes to inform workers of the benefits of good nutrition,
balanced diets, correct method of food preparation to maximize nutritional benefits of
food, as well as, the use of nutritional diets in the management of HIV/Aids.
59
4 PROGRAMME FOR MANAGING DOWNSCALING AND RETRENCHMENT
4.1 Establishing a Future Forum
4.1.1 Overview
The establishment of a Future Forum (FF) is required under Regulation 46 (d) (i) of the
MPRDA. A 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 vehicle,
where all affected parties can discuss challenges and possible solutions to problems
facing the Mine that may have the potential of leading to possible retrenchments 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:
(a) Identify and analyse issues, problems, challenges and solutions surrounding job
losses and retrenchment management in good time for mine closure;
(b) Provide a channel of communication between management, employees and their
representatives;
(c) Ensure valuable inputs from the key stakeholders are utilized to develop an
appropriate and, more importantly, acceptable plan of action for production and
employment turnaround strategies as well as the inevitable downscaling period;
(d) To implement this plan of action agreed upon by both the employer and worker
parties; and
(e) To 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.
4.2 Mechanisms to save jobs and avoid a decline in employment
4.2.1 Overview
“Organizations have to retrench workers from time to time for economic reasons and to
remain globally competitive. 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.
60
In the event of potential challenges that face Lwala mine and may lead to downscaling or
retrenchment, Lwala will develop and implement turnaround strategies and mechanisms
to save jobs, prevent unemployment and avoid downscaling. This will be done through:
1. Seeking to prevent retrenchments from taking place, where possible.
2. Utilising the Future Forum to identify strategies to prolong the life of mine or
avoid retrenchments and downscaling.
3. Consulting with the DoL, the DMRE, and surrounding mining companies to assess
any potential opportunities to mitigate the effects of retrenchment or closure.
4. Processes will be followed when prevailing economic conditions cause the profit-
to-revenue ratio of Lwala to drop below 6% on average for a continuous period
of 12 months:
(a) Consultations – the consultation process in terms of Section 52 (1) of the Act;
(b) Implementing Section 189 of the Labour Relations Act, 1995 – the process to implement Section 189 of the Labour Relations Act, 1995;
(c) Notification to the Minerals and Mining Development Board – the notification process to the Board in terms of Section 52 (1) (a) of the Act; and
(d) Complying with ministerial directive – compliance with the Minister’s directive and confirming how corrective measures will be taken.
4.2.2 Consultation Processes
The consultation process regarding saving jobs, avoiding job losses and a decline in
employment will be managed by the Company in accordance with the provisions of
sections 189 and 189A of the Labour Relations Act as amended.
4.2.2.1 Implementing Section 189 of the Labour Relations Act, 1995 (As Amended)
Any downscaling or retrenchment will be done in accordance with 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. Regarding the Section 189 and 189(A) requirements, Lwala need to enter into an
agreement with unions representing the workforce that specifically addresses the
following:
(a) Prevention of forced retrenchments
(b) Voluntary separations (early retirement and voluntary retrenchment
packages)
(c) Redeployment of employees
61
(d) Company assistance to alleviate the negative effects of retrenchment
include:
(i) Pursuing alternative employment opportunities;
(ii) Financial advice;
(iii) Counselling services;
(iv) Provision of entrepreneurial skills;
(v) Training opportunities including re-skilling; and
(vi) Assistance with continuing medical care.
(e) Recall of retrenched employees, if required by the Company.
4.2.3 Notification to Government Authorities
As planning for the Social 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 Future Forum 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 adhered to
in order to meet the corrective measures as stipulated by the Board.
4.2.4 Strategic Plans for Providing Job Security
Lwala’s strategy for providing job security is as follows:
(a) Ensuring that the business remains viable by keeping the cost structure as low
and competitive as possible.
(b) Ensuring a productive workforce through training and motivation.
(c) Making continuing adjustments to production methods to remain competitive.
(d) Seeking ways of growing and extending the business to ensure enhanced future
sustainability.
4.3 Mechanisms to provide alternative solutions and procedures for creating job security
where job losses cannot be avoided
4.3.1 Overview
If it becomes evident, and after considering all other alternatives for prolonging the life
of the mine, that downscaling and retrenchment is inevitable, an appropriate
62
retrenchment proposal will be formulated in consultation with the relevant parties and
finalised 4 months before this eventuality, where appropriate, and except during the
event of unforeseen circumstances coming to fore.
This phase will be implemented in partnership with the DoL and the representative
unions. Here, affected employees will be helped to maximise their chances of re-
employment. During this phase, Lwala will regularly communicate with the FF to direct
the retrenchment process and the establishment of a Job Advice Centre, which will
provide counselling and support to employees in locating alternative employment e.g.:
through the formulating of employee CVs, interaction mechanisms with potential
employers, interview strategies etc.
Names of employees whose positions become redundant (the “affected employees”)
will, as from the date of redundancy, be placed on the Human Resources database for
twelve (12) months. The main purpose for the creation of the database of affected
employees is to ensure that when opportunities arise, people on the list will be
considered for permanent positions before the employment of external candidates.
Additional measures that the Company may take include, amongst others:
(a) Assistance, prior to retrenchment date, with retraining, portable skills training
and other courses to enhance further employment practices.
(b) Assistance in accessing available and suitable jobs with other local mines or
companies.
(c) Informing neighbouring mines of the retrenchment process and ascertaining any
job vacancies in existence.
(d) Assistance with accessing outplacement and/or career transition counselling from
relevant consultancies or job advice centres in the community.
(e) Assistance with completing job application and other relevant forms.
(f) Financial planning advice as well as advice and support in accessing
pension/provident fund pay-outs and UIF claims or other state assistance.
(g) 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.
63
4.4 Mechanisms to ameliorate the social and economic impact on individuals, regions and
economies where retrenchment or closure of the mine is certain
4.4.1 Overview
A Social Closure Plan will be formulated two (2) years before planned closure, and will
consist of the following:
(a) Undertaking a Socio-economic Baseline Survey to determine the social dynamics
between Lwala and the affected regions, the workforce and the affected local
municipalities;
(b) Predicting the likely socio-economic impact on employee households,
communities and the region;
(c) Identifying critical issues affecting the ongoing sustainability of employees and
communities during closure, by means of a detailed consultation process;
(d) Identification of alternative livelihood and socio-economic development
opportunities and projects, which may become sustainable over the long term;
(e) Mitigating and managing the adverse impacts of closure; and
(f) Providing alternative livelihood options.
Lwala will make every effort to ameliorate the social and economic impact on its
employees where retrenchment and closure of the Mine are certain. Should downscaling
and retrenchment take place, Lwala will assist affected employees in finding alternative
employment or livelihood opportunities. This will be done where employees cannot be
integrated or redeployed to any of the other mining operations, and where they are not
of retirement age.
The primary mechanism that will be employed to promote opportunities for alternative
livelihoods and employment in other sectors of the economy will be to implement the
Company’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 the employee to access alternative livelihood opportunities in other
sectors of the economy.
Table 34: Financial Provision for Retrenchments
2018 2019 2020 2021 2022
R1,106,250.00 R1,183,687.50 R1,266,545.63 R1,355,203.82 R1,450,068.09
64
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 specific mine/operation 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.
66
5. FINANCIAL PROVISION FOR IMPLEMENTING THE SLP
Section 23(1) (e) of the MPRDA state that “The Minister must grant a mining right if the applicant
has provided financially and otherwise for the prescribed social and labour plan.”
Lwala has made financial provision for each component of the SLP as required.
Error! Reference source not found.3 below presents a summary of the financial commitment by t
he Company to each element of the SLP for a five (5) year period.
Table 35: Breakdown of the SLP financial provision
Category
Budget
Total 2018 2019 2020 2021 2022
Human Resources Development R6 483 627 R6 713 001 R5 995 258 R5 425 407 R5 173 969 R29 791 262
Local Economic Development R500 000 R7 750 000 R7 750 000 R0.00 R16 000 000
Downscaling & Retrenchment R1 106 250 R1 183 687 R 1 266 545 R1 355 203 R1 450 068 R6 361 753
Enterprise Development R 1 267 060 R 1 393 766 R 1 533 143 R 1 686 457 R 1 855 103 R 7 735 529
Total R9 356 937 R17 040 454 R16 544 946 R8 467 067 R8 479 140 R59 888 544
68
6. UNDERTAKING
I __________________________________________________ the undersigned and duly authorised
thereto by Samancor Chrome Ltd undertake to adhere to the information, requirements, commitments,
and conditions as set out in the Lwala Social and Labour Plan.
Signed at ________________________ on this ________ day of _______ 2020
Signature of responsible person _________________________________________
Designation ________________________________________
69
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
GCC Electrical or Mechanical
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
GCC Electrical or Mechanical
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
Grade 10/N2 Maths & Science
Operative Training
Certificate of Fitness
Competent B Certificate
Vaild Drivers License
MULTI SKILLED
ARTISAN
Min 3 Years Production Experience as
an Artisan
2 Years Supervisory Experience
Min 3 Years relevant Production
Experience
Basic Business Understanding, Safety
& Health, Mining Knowledge.
Various Certified Unit Std Skills
Grade 10/N2 Maths & Science
Operative Training
Certificate of Fitness
Competent B Certificate
Vaild Drivers License
Grade 12/N3
Certified Competent as Artisan for
more than 1 Disscipline
Valid Drivers License
ARTISAN
Min 3 Years Production Experience as
an Artisan
2 Years Supervisory Experience
Grade 12/N3 + Trade Certificate
NQF Level 3 Learnership
Valid Drivers License
Grade 10/N2 Maths & Science
Generic Engineering Skills
Certificate of Fitness
Competent B Certificate
Vaild Drivers License
Grade 10/N2 Maths & Science
Certificate of Fitness
Competent B Certificate
ENGINEERING
ATTENDANT
Min 3 Years relevant Production
Experience
Grade 10/N2 Maths & Science
Certificate of Fitness
Competent B Certificate
ENGINEERING
OPERATOR
ATTENDANT
Min 3 Years relevant Production
Experience
ENGINEERING
OPERATOR
ATTENDANT
Min 3 Years relevant Production
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
70
STOCK BUYER Entry Level - No Experience Required
Studying towards a relevant
Degree or Technicon Diploma
Studying towards a relevant
Degree or Technicon Diploma
COMMERCIAL
PRACTITIONERMin 3 Years Relevant Experience
C 1
Degree or Technicon Diploma
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
Degree or Technicon Diploma
HUMAN RESOURCES - CAREER PATH
HUMAN RESOURCE
MANAGER5 Years Managerial Experience Degree or Technicon Diploma
Education Profile and
Min Role RequirementsLegal Requirements
E LOWERE 1
HR
SUPERINTENDENT
Min 5 Years Experience
2 Years Managerial ExperienceDegree or Technicon Diploma
HR SPECIALISTMin 5 Years Experience
2 Years Managerial ExperienceDegree or Technicon Diploma
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
71
SHEQ
MANAGER
Min 6 Years Experience
2 Years Managerial ExperienceDegree or Technicon Diploma
SHEQ - CAREER PATH
Education Profile and
Min Role Requirements
Legal Requirements /
Qualifications
E 1 E LOWER
SHEQ
SUPERINTENDENT
Min 6 Years Experience
2 Years Managerial Experience
Degree or Technicon Diploma
ISO 9001 ; 14001; 18001 Experience
VENTILATION,
SHEQ,
ENVIRONMENT
& CONTRACTOR
SPECIALIST
Min 4 Years Experience in Safety
Mining Experience Advantageous
Degree or Technicon Diploma
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
Degree or Technicon Diploma
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
Min 5 Years Production Experience
2 Years Supervisory Experience
Intermediate Cert. in Mine
Environmental Control
COMSOC 1, 2 & 3 - or similar Safety
Certification
FULL-TIME
H & S REP
SHEQ ADMIN
Min 5 Years Production Experience
2 Years Supervisory Experience
FULL-TIME
H & S REP
SHEQ DATA
CAPTURER
Min 3 Years Production Experience
Grade 12/N3 with Maths
Safety Representative Certificate
1 Year Technical Experience
Computer Experience Essential & SAP
VENT ASSISTANT
SHEQ PRACT
Min 5 Years Production Experience
2 Years Supervisory Experience
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
72
Education Profile and
Min Role RequirementsLegal Requirements
METALLURGICAL
SUPERINTENDENT
Min 7 Years Experience
2 Years Managerial Experience Degree or Technicon Diploma
METALLURGICAL
MANAGER
METALLURGY - CAREER PATH
Grade 12 / N3 Maths & Science
Certificate of Fitness
Drivers License
LOGISTICS LOCO
DRIVER
Min 4 Years Production Experience
Min 3 Years Production Experience
LOGISTICS
ADMINISTRATOR
Grade 12 / N3 Maths & Science
Certificate of Fitness
Drivers License
MET SPECIALIST
LOGISTICS
SPECIALIST
Min 8 Years Experience
3 Years Managerial Experience
B.Sc Degree or Technicon Diploma
HIGHER DIPLOMA NQF 6
METALLURGICAL
PRACTITIONER
Min 3 Years Experience
1 Year Supervisory Experience Degree or Technicon Diploma
Min 5 Years Experience
2 Years Supervisory ExperienceDegree or Technicon Diploma
Studying B.Tech or B.Ing Degree
SHIFT
SUPERVISORMin 5 Years Production Experience
Grade 12 / N3 Maths & Science
Certificate of Fitness
Drivers License
Grade 12 / N3 Maths & Science
Certificate of Fitness
Drivers License
Grade 12 / N3 Maths & Science
Certificate of Fitness
Drivers License
GRADUATE IN
TRAININGStepping Stone for Granduates
MET OPERATOR
WEIGH BRIDGE
CLERK
Min 2 Years Production Experience
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
74
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
CERTIFICATE OF FITNESS
GRADE 10 / N1 MATHS & SCIENCE
ELEMENTRY SAMPLING
CERTIFICATE OF FITNESS
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
AT LEAST 5 YEARS EXPERIENCE
PRODUCTION
2 YEARS SUPERVISORY EXPERIENCE
MINE GEOLOGY CERTIFICATE
OF COMPETENCY
SAMPLING
ADMINASTRATOR
AT LEAST 5 YEARS RELEVANT EXPERIENCE
PRODUCTION
GRADE 12 / N3 MATHS & SCIENCE
GEO STATS BSC TECH GEOLOGY
CERTIFICATE OF FITNESS
COMPETENT PERSON B
DRIVERS LICENSE
AT LEAST 7 YEARS EXPERIENCE
PRODUCTION
2 YEARS SUPERVISORY EXPERIENCE
SAMPLER
GEOLOGIST ASSISTANT
AT LEAST 3 YEARS RELEVANT EXPERIENCE
PRODUCTION
GRADE 10 / N1 MATHS TECHNICON
COMMINICATION IN ENGLISH
COMPETENT PERSON B
CERTIFICATE OF FITNESS
SAMPLERAT LEAST 4 YEARS RELEVANT EXPERIENCE
PRODUCTION
GRADE 10 / N1 MATHS TECHNICON
COMMINICATION IN ENGLISH
COMPETENT PERSON B
CERTIFICATE OF FITNESS
75
Grade 10 / N1 Maths & Science
Competent Person B
Certificate of Fitness
Grade 10 / N1 Maths & Science
Competent Person B
Certificate of Fitness
Grade 10 / N1 Maths & Science
Competent Person B
Certificate of Fitness
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
Grade 12 / N3 Maths & Science
Elementary Survey & Sampling
LEARNER
SURVEYOR
SNR SURVEYOR
ADVANCE SURVEY
Min 5 Years Production Experience
2 Years Supervisory Experience
Min 5 Years Production Experience
2 Years Supervisory ExperienceJUNIOR SURVEYOR
SURVEYORMin 5 Years Production Experience
2 Years Supervisory Experience
Min 3 Years Production Experience
Grade 12 / N3 Maths & Science
Elementary Survey & Sampling
Certificate of Fitness
Grade 12 / N3 Maths & Science
Basic Survey & Sampling
Certificate of Fitness
Grade 12 / N3 Maths & Science
Basic Survey & Sampling
Certificate of Fitness
Grade 10 / N1 Maths & Science
Competent Person B
Certificate of Fitness
Mine Survey Cert of Competence
NH Dipl Mineral Resource Management
Nat Diploma Mine Surveying
Managerial Skills
SNR SURVEYORMin 5 Years Production Experience
2 Years Supervisory Experience
Grade 12 / N3 Maths & Science
Nat Diploma Mine Surveying
Advanced Survey & Sampling
MRM - SURVEY - CAREER PATH
Education Profile and
Min Role RequirementsLegal Requirements
Mine Survey Cert of Competence
NH Dipl Mineral Resource Management
Nat Diploma Mine Surveying
Managerial Skills
CHIEF SURVEYORMin 6 Years Production Experience
2 Years Managerial Experience
ASSISTANT
CHIEF SURVEYOR
Min 5 Years Production Experience
2 Years Supervisory Experience
SURFACE
SURVEYOR
Min 5 Years Production Experience
2 Years Supervisory Experience
Grade 12 / N3 Maths & Science
Nat Diploma Mine Surveying
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
78
Appendix IV: Skills Training programme List
Skills Training Programme Category
SAP: Basic
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
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
79
Skills Training Programme
License: ECM Lifting Equipment
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
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 GHH SLP6.1
License: Load Haul Dumper - LHD GHH SLP6.2
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
80
Skills Training Programme Category
Training: Blasting Certificate (Metaliferous Mines)
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 Awareness 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
Training: Hazard Awareness
Training: GDI Sentinel
Training: SCAS 2 Safe Lite (PDS Training)
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
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
81
Appendix V: Form T
Vendor Name BBBEE Status Mining Goods Services Total Spend
ZIZWE OPEN CAST MINING (PTY) LTD
Black company
R91,448,969.26 R91,448,969.26
SSG SECURITY SOLUTIONS (PTY) LTD
Black Empowered Company
R13,613,848.61 R13,613,848.61
HILLARY CONSTRUCTION (PTY) LTD
Black company
R10,579,805.98 R10,579,805.98
RASUPI PLANT HIRE AND PROJECTS (PTY
Black Women Owned
R2,200,645.58 R2,200,645.58
AC ELECTROMECH MAINTENANCE SERVICES
Black Women Owned
R450,000.00 R1,383,811.37 R1,833,811.37
MABOTHA INVESTMENTS (PTY) LTD
Black company
R1,408,080.00 R1,408,080.00
SEBA WOODS (PTY) LTD Black company R857,334.74 R857,334.74
BABEREKI ADMINISTRATION AND PROJECT
Black company
R584,983.52 R584,983.52
KEEWAVE TRADING 334 (PTY) LTD
Black company
R528,900.94 R528,900.94
VEXOWAY (PTY) LTD Black company R488,248.00 R488,248.00
ACTOM ELECTRICAL PRODUCTS Black Women Owned
R475,875.00
R475,875.00
J P R FINANCIAL SERVICES CC Black company R450,000.00 R450,000.00
GENESIS AFRICA PROJECTS (PTY) LTD
Black company
R297,967.75 R297,967.75
VUTHI SEGWEKA GENERAL TRANSPORT CC
Black company
R195,624.24 R195,624.24
NOMCEBO CONSULTING ENTERPRISE CC
Black Women Owned
R31,204.61 R149,122.02 R180,326.63
4 U COMPUTERS & STATIONERS (PTY) LT
Black Women Owned
R179,137.70
R179,137.70
VHUFA HASHU HERITAGE CONSULTANTS
Black company
R161,960.00 R161,960.00
HP SOUTH AFRICA (PTY) LTD Black Women Owned
R155,527.02
R155,527.02
KOPANANG ENGINEERING (PTY) LTD
Black company
R136,147.38 R136,147.38
SUGAR CREEK TRADING 363 (PTY) LTD
Black company
R128,605.00 R128,605.00
NORTHLITE ELECTRICAL Black company R128,253.39 R128,253.39
LIFE OCCUPATIONAL HEALTH (PTY) LTD
Black company
R96,003.84 R96,003.84
MOTHO-KWENA PROJECTS MANAGEMENT
Black Women Owned
R91,812.51 R91,812.51
DIATLA CLEANING SERVICES CC Black company R83,986.66 R83,986.66
SILVER OAKS TRADING 112 CC Black Women Owned
R76,927.00 R76,927.00
RITCHIE CRANE HIRE (PTY) LTD Black company R71,297.34 R71,297.34
82
Vendor Name BBBEE Status Mining Goods Services Total Spend
SANITECH Black company R67,714.92 R67,714.92
G4S SECURE SOLUTIONS (SA) (PTY) LTD
Black Women Owned
R67,527.82 R67,527.82
AQUATICO SCIENTIFIC (PTY) LTD Black Women Owned
R51,848.00 R51,848.00
NTSADI ENGINEERING AND MINING CC
Black company
R49,125.00 R49,125.00
KLM HIGH-GIENE SOLUTIONS (PTY) LTD
Black company
R48,825.00 R48,825.00
ELECTRO DIESEL GROUP (PTY)LTD
Black company R40,306.10 R7,870.00 R48,176.10
NOMAKANJANE MINING SUPPLIES AND SER
Black company R12,126.30 R29,306.26 R41,432.56
KAIRONGWE (PTY) LTD Black Women Owned
R31,150.00 R31,150.00
ZZDELETE SILVER OAKS TRADING 112 CC
Black Women Owned
R27,035.04 R27,035.04
AP ENGINEERING AND CONSTRUCTION CC
Black company
R25,509.60 R25,509.60
NTJADI ENGINEERING AND MINING (PTY)
Black company
R25,210.00 R25,210.00
ISUS ELECTRONICS CC T/A COOL-TEC CC
Black company R13,799.00 R7,241.01 R21,040.01
JOXICOM (PTY) LTD Black Women Owned
R20,300.00 R20,300.00
AQS LIQUID TRANSFER (PTY) LTD
Black company R19,009.00
R19,009.00
CROSS STITCH TRADING CC Black company R17,624.48 R17,624.48
AMS HADEN INSTRUMENT & MINING
Black company
R16,276.00 R16,276.00
FIRST TECHNOLOGY (PTY) LTD Black Women Owned
R10,062.80
R10,062.80
FORMS MEDIA INDEPENDENT AFRICA (PTY
Black Women Owned
R8,810.00
R8,810.00
ENVIRONMENTAL ASSURANCE (PTY) LTD
Black Women Owned
R8,554.00 R8,554.00
MAN-DIRK (PTY) LTD Black company R5,547.40 R5,547.40
HOJI TRADING & PROJECTS CC Black company R4,750.00 R4,750.00
THUPA ELECTRICAL (PTY) LTD Black company R4,075.50 R4,075.50
NORTON & SCALLAN MINING SUPPLIES
Black company R825.60
R825.60
Total Spend R1,534,559.42 R125,539,948.87 R127,074,508.29
83
Appendix VI: Stakeholder Engagement Record
Reason for Meeting
Stakeholder groups present
Date of attendance
Outcome of meeting
Name & Position of
Attendee from Mine
Minutes of Meeting available
SLP Engagement kick-off meeting
Ntwampe Tribal Authority
Mashabela Tribal Authority
Ward Councillor
Ward Committees Reps
Engagement Structures
14 August 2019
Confirmation of engagement representatives and SLP concept presentation.
L Mphumela
T Thobejane Yes
Projects identification meeting
Ntwampe Tribal Authority
Mashabela Tribal Authority
Ward Councillor
Ward Committees Reps
Engagement Structures
29 August 2019
A list of projects identified during community meetings were presented
L Mphumela
T Thobejane Yes
Confirmation of projects identified
Community mass meetings
14 September 2019
Water project identified as a key priority for all the communities.
Engagement structures and ward councillors
Roll-call of community members submitted
Projects prioritization meeting
Ntwampe Tribal Authority
Mashabela Tribal Authority
Ward Councillor
Ward Committees Reps
Engagement Structures
17 September 2019
Water project identified as a key priority for all the communities.
L Mphumela
T Thobejane Yes
84
Reason for Meeting
Stakeholder groups present
Date of attendance
Outcome of meeting
Name & Position of
Attendee from Mine
Minutes of Meeting available
Consultative meeting with the District municipality
Samancor Chrome
District Municipality – Mayor’s Office
09 October 2019
Proposal for MoU on water projects
L Mphumela
M Motimele
T Thobejane
Yes
Consultative meeting with the District municipality
Samancor Chrome
District Municipality
Department of Water Affairs
23 October 2019
A list of bulk water supply interventions shared with Samancor
L Mphumela
M Motimele
T Thobejane
Yes