realizing africa’s full potential - the vault he olusegun obasanjo, chairman: the brenthurst...
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Realizing Africa’s
full potential
10th Investing in Africa
mining conference
28 November 2016
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“Africa’s mining sector is in crisis. At its root is a
lack of trust between mining companies,
governments and indeed, the very nations they
lead. A failure to tackle the crisis will result
in serious, adverse implications for both economic
growth and employment prospects at the moment
when the continent's needs are rapidly increasing.” HE Olusegun Obasanjo, Chairman: The Brenthurst Foundation and former President
of the Federal Republic of Nigeria introducing the Zambezi Protocol
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Africa is host to
• 95% of the world’s known
platinum reserves
• 90% of chromite
• 80% of phosphates
• 60% of gem diamond reserves
• more than 50% of cobalt
• 28% of vanadium
• 25% of manganese
• 23% of titanium
• 20% of known
gold reserves
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There is a need for a fresh start in stakeholder relationships given clear common interest. The vicious cycle needs to be broken, trust needs to be re-established, a shared narrative developed, and a fair deal agreed. To start this process, which will not be easy, new avenues for dialogue need to be found, and common interests identified.
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5
Aligning stakeholders
for a successful
future
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Stakeholder responsibilities
“The journey to our
greatness cannot be carried
out by one person alone, or indeed, by one group alone.
It cannot be carried out by
government alone, or the
unions alone, or the industry
by itself. The road to a better
future for all mining’s
stakeholders lies in
collaboration and partnership.”
Chamber President,
Mike Teke
6
Stakeholders
Business
Government
UnionsEmployees
Communities
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Fraser Institute - Investment attractiveness
7Under-performing many African jurisdictions
Source: Fraser survey 2015
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Business
• Need to commit to
transparent engagement with
other stakeholders
• Stakeholder engagement
forums must be inclusive in
order to secure a sustainable
future
• Adhere to exemplary
standards of governance and
environmental and social
responsibility
• Develop local communities
for a sustainable future post
cessation of mining
• Must ensure that value flows
equitably to ALL stakeholders
• Commit to invest in growth
and sustainability in the
appropriate economic
environment
33
Stakeholders
Business
Government
UnionsEmployees
Communities
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The regulatory framework impacts negatively ...
9Only 4 other African countries with less favourable regulatory framework
Source: Fraser survey 2015
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Government
• Unambiguous, clear policy
and an supportive
regulatory framework
• Partner with private sector
to promote investment and
growth
• Administrative processes
must be fair and efficient
and adhere to legislation
• Providing incentives to
investment and a fair
taxation regime
26
Stakeholders
Business
Government
UnionsEmployees
Communities
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... and labour militancy is a greater concern …
11Lowest ranked in Africa
Source: Fraser survey 2015
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Organised labour
• Must focus on promoting
members interests in the
context of fostering the
economic stability of the
industry
• Engage proactively taking
consideration of
sustainability of operations
• Avoid damaging industrial
action
• Recognise that a
prosperous and growing
industry benefits all
stakeholders and
participate in and support
business decisions which
ensure sustainability
28
Stakeholders
Business
Government
UnionsEmployees
Communities
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Employees
• Recognise their role as key
stakeholders and
influencers in the business
• Recognise role business
plays in achieving personal
requirements and
ambitions
• Alignment with business
will enable sharing of
value in upcycles
• Need to contribute to
industry survival through
downcycles
29
Stakeholders
Business
Government
UnionsEmployees
Communities
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... and community sentiment is a major issue
1419th from lowest in the global sample
Source: Fraser survey 2015
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Community organisations
• Must engage constructively
and represent needs of
broader constituencies
• Need to understand
implications of economic
cycles on industry
• Need to play supportive
role to ensure sustainability
and ongoing delivery of
benefits
31
Stakeholders
Business
Government
UnionsEmployees
Communities
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Mineral potential compromised
16South Africa’s mineral heritage at risk of being sterilised
Source: Fraser survey 2015
A best practice environment is one that contains a world class regulatory environment, highly competitive
taxation, no political risk or uncertainty, and a fully stable mining regime.
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Major scope for improvement
17An industry requiring re-invention and modernisation
Source: Fraser survey 2015
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Leading the way
to a modern
mining industry
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A modern mining industry
1. Optimally extracts and beneficiates the country’s natural resources
2. Causing no harm to people or the planet
3. Benefits the local community and the national economy
4. Procures locally
5. Is a preferred employer of well skilled people
6. Creates appropriate risk-adjusted returns for investors
7. Regulations, taxation and incentives are consistent, transparent and recognise
mining as a long-term driver of economic growth
19Able to deliver benefits to all stakeholders
Source: Joburg Indaba October 2015
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Our core purpose
SIBANYE’S
MINING
IMPROVES LIVES
11 9
SIBANYE’S MINING IMPROVES LIVES
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Our vision
SUPERIOR VALUE CREATION
FOR ALL OUR STAKEHOLDERS
Through mining our mult i -commodity
resources in a safe and healthy
environment
21
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Superior value for all stakeholders
• Delivery on all strategic
imperatives is critical to long
term success
• Safety, volume, cost, grade –
our operational deliverables
that underpin our business
• Strong cashflow supports the
dividend to shareholders and
underpins our growth
• Growth (organic and
acquisitive) ensures long term
delivery of sustainable rewards
to all stakeholders
A holistic, integrated strategy and operating model 11
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Creating value to the country and continent
• Championing and driving the principles which define a modern mining industry
• Adopting a firm but fair approach to stakeholder engagement – redefining the role of
the mining industry
• Ensure community development which can be sustain after mining activities have
ceased
• Progress towards a Social and Economic compact
– sharing of profits with employees and protecting the company during economic
downturns
• Creating a safer and more productive work environment through the advancement
of technology and R&D
• Enhancing efforts which supports best environmental practices
• Sharing profits to shareholders in the way of dividends to ensure superior return on
investment
• Driving policy change in the industry through active participation
of industry bodies such as the Chamber of Mines
23
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Conclusion
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Conclusion
• The African mining industry needs to modernise if it is to manage all the
challenges facing it
• Industry leadership is required given the historical mistrust between key
stakeholders
• Alignment of all stakeholders towards a common vision is necessary if we are to
secure the future of the industry
• Sibanye has embraced and is well positioned for modernisation and delivery of
superior value for ALL stakeholders
25Business needs to take a leading role in modernisation
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Questions