soial and laour soc ial an lannex mine d lab
TRANSCRIPT
2020-2024 SLP
SOCIAL AND LABOUR
PLAN
LANNEX MINE
REF NO. LP 30/5/1/2/2/191 MR
JANUARY 2020
Cycle 3
SOC
IAL
AN
D
LAB
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PLA
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1. INTRODUCTION TO AND BACKGROUND INFORMATION ABOUT THE OPERATION………………… ………9
1.1 Introduction…………………………………………………………………………………………………………………………… ………9
1.2 Particulars of the operation.………………………………….. …………………………………………………………………….10
1.3 Location of the Mine………………………………………………………………………………………………………………. ……..11
1.4 Background …………………………………………………………………………………………………………………………………….11
1.5 Breakdown of employees per labour sending area………………. ………………………………………………………..12
1.6 Current Employees and Business Plan……………………………………………………………………………………. ……..14
1.7 Methods to facilitate SLP implementation………………. …………………………………………………………………….15
2. HUMAN RESOURCES DEVELOPMENT PROGRAMME (HRDP)……………. ………………………………………….18
2.1 Introduction…… ……………………………………………………………………………………………………………………….18
2.2 Approach………………………………………………………………… …………………………………………………………………….18
2.3 HRDP Model……………………… …………………………………………………………………………………………………………..19
2.4 Skills Development Plan………………………………….……………………………………………………………………………...22
2.4.1 Introduction………. ………….. …………………………………………………………………………………………………………..22
2.4.2 Adult Education and Training…………………… ………………………………………………………………………………….22
2.4.2.1Overview…………………………………… …………………………………………………………………………………………… ..22
2.4.2.2 Targets………………………………………………………………………………………………………………………………………24
2.4.2.3 Action Plan……………………………………………………………………………………………………………………………..…24
2.4.3 Learnerships………. ……………………………………………………………………………………………………………………….26
2.4.2.1Overview…………………………………… ……………………………………………………………………………………………. 26
2.4.2.2 Targets………………………………………………………………………………………………………………………………………26
2.4.2.3 Action Plan………………………………………………………………………………………………………………………………..27
2.4.4 Skills Training Programmes…………. ………………………………………………………………………………………………28
2.4.2.1Overview…………………………………… ………………………………………………………………………………………………28
2.4.2.2 Targets………………………………………………………………………………………………………………………………………28
2.4.2.3 Action Plan………………………………………………………………………………………………………………………………..29
2.4.5 Portable Skills Training………………………………………………………………………………………………………… ……..29
2.4.2.1Overview…………………………………… …………………………………………………………………………………………….. 28
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2.4.2.2 Targets………………………………………………………………………………………………………………………………………29
2.4.2.3 Action Plan………………………………………………………………………………………………………………………………..30
2.4.6 Hard-to-Fill vacancies………………………………………………………………………………………………………….. ……..30
2.5 Career Progression Plan…………………………………………………………………………………………….. ………………….30
2.5.1 Overview…………………………………….. ……………………………………………………………………………………… … 30
2.5.2 Career paths………………………………………………………………………………………………. ………..…………………....32
2.5.3 Career Progression Plan………………………………………………………………………………………….. ………………….32
2.5.4 Establishing a talent pool…………………………………………………………………………………………………….. ……..32
2.5.5 Action plan…………………………………………………………………………………………………. ……………………………….33
2.5.6 Targets………………………………………………………………………………………….. ……………………………………………34
2.6 Mentorship Plan……………………………………………………………………………………………. ……………………………….34
2.6.1 Overview……………………………………………………………………………………………………. ……………………………….34
2.6.2 Targets…………………………………………………………………………………………… ……………………………………………35
2.6.3 Action plan……………………………………………………………………………………………………………… ………………….35
2.7 Career Progression Plan…………………………………………………………………………………………….. ………………….36
2.7.1 Overview……………………………………………………………………………………………………. ……………………………….36
2.7.2 Action Plan…………………………………………………………………………………………………. ……………………………….37
3. EMPLOYMENT EQUITY PLAN…………………………………………………………………………………………………… ……..39
3.1 Overview …………………………………………………………………………………………………………………………………….39
3.2 HDSAs in Management targets………. ………………………………………………………………………………………………40
3.3 Participation of Women in Mining…. ………………………………………………………………………………………………41
4. MINE COMMUNITY DEVELOPMENT PROGRAMME…………………………………………………………………. ……..43
4.1 Overview …………………………………………………………………………………………………………………………………….43
4.2 Socio-economic background …………………………………………………………………………………………………………..43
4.2.1 Introduction………………………………… ………………………………………………………………………………………………43
4.2.2 District and local socio-economic regional analysis …………………………………………………………………….43
4.2.3 Overview …………………………………………………………………………………………………………………………………….43
4.2.4 Population demographics …………………………………………………………………………………………………………..46
4.3 Basic Service Delivery and Infrastructure Development Analysis………. ……………………………………………46
3
4.3.1 Free Basic Water ……………………………………………………………………………………………………………………….46
4.3.2 Access to Safe Drinking Water…….. ………………………………………………………………………………………………47
4.3.3 Rivers as a Natural Water Source ………………………………………………………………………………………………47
4.4 Action Plan Indicating the Zone Of Focus of the Samancor ECM LEDP ……………………………………………47
4.5 Socio-economic impact of operation ‒ Regulation 46 (c) (ii) (b) ……………………………………………48
4.5.1 The Impact………….……………………………………………………………………………………………………………………….48
4.6 Infrastructure development, poverty eradication and welfare creation projects……….. ………………….49
4.6.1 Approach …………………………………………………………………………………………………………………………………….49
4.6.2 Baseline Situation ……………………………………………………………………………………………………………………….49
4.6.3 Action plans and projects …………………………………………………………………………………………………………..49
4.6.4 SMME Development………………… ………………………………………………………………………………………………52
5. PREFERENTIAL PROCUREMENT…………………… ……………………………………………………………………………….58
5.1 Approach …………………………………………………………………………………………………………………………………….58
5.1.1 The Baseline Situation……. …………………………………………………………………………………………………………..58
5.1.2 Action plan……………………… …………………………………………………………………………………………………………..59
6. HOUSING AND LIVING CONDITIONS………………………………………………………………………………………….....61
6.1 Introduction………………………. …………………………………………………………………………………………………………..61
6.2 The baseline situation……….. …………………………………………………………………………………………………………..61
6.2.1 Accommodation ……………………………………………………………………………………………………………………….61
6.3 Healthcare …………………………………………………………………………………………………………………………………….62
6.4 Measures to Improve Nutrition……… ………………………………………………………………………………………………63
7. PROGRAMME FOR MANAGING DOWNSCALING AND RETRENCHMENT………………………………………..65
7.1 Approach…. …………………………………………………………………………………………………………………………………….65
7.2 Establishing a Future Forum (FF)……. ………………………………………………………………………………………………65
7.3 Mechanisms to save jobs and avoid a decline in employment………………………………………………. ……..66
7.3.1 Consultation processes …………………………………………………………………………………………………………..66
7.3.2 Implementing section 189 of the Labour Relations Act, 1995 (as amended) ……………………………….66
7.3.3 Notification to government authorities ………………………………………………………………………………….67
7.4 Strategic plans for providing job security ………………………………………………………………………………….67
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7.4.1 Mechanisms to provide alternative solutions and procedures for creating job security where job losses cannot be avoided …………………………………………………………………………………………………………..67
7.5 Mechanisms to ameliorate the social and economic impact on individuals, regions and economies where retrenchment or closure of the mine is certain…………………………………………………….. ………………….68
7.5.1 Overview ………………………………………………………………………………………………………………………………….…68
8. FINANCIAL PROVISION FOR IMPLEMENTING THE SOCIAL AND LABOUR PLAN …………………………....71
9. UNDERTAKING……………………………………………………………………………………………………………………… …….73
APPENDIX I: CAREER PROGRESSION PATHS AT SAMANCOR ECM ……………………………………………………….74
APPENDIX II: Skills Development Facilitator Appointment Letter ……………………………………………………….80
APPENDIX III: Proof of submition of workplace skills Plan…………………………………………………………….. …….79
APPENDIX IV: Proof of Consultations with stakeholders …………………………………………………………………….82
APPENDIX V: FORM T (Mine Procurement)…………………………………………………………………………………… ……..83
APPENDIX VI: Skills Training programme List…………………………………………………………………… ………………….85
APPENDIX VII: Future Forum Constitution (Signed).…………………………………………… ………………………………86
LIST OF FIGURES
Figure 1: Mining Right Plan, Lannex Mine .................................................................................................. 11
Figure 2: Shareholding structure of Samancor Chrome Limited ................................................................ 12
Figure 3: Methods of Implementing the SLP .............................................................................................. 16
Figure 3: Simplified Strategic Human Resource Development Model at Lannex Mine ............................. 21
5
LIST OF TABLES
Table 1: Breakdown of employees per labour sending area for Lannex mine ........................................... 12
Table 2: The permanent workforce at Lannex Mine .................................................................................. 15
Table 3: Form Q - Permanent employees' educational levels at Lannex Mine in terms of Regulation
46(b)(i) ................................................................................................................................................ 21
Table 4: Five year plan for AET enrolments at Lannex Mine ..................................................................... 22
Table 5: AET Action Plan ............................................................................................................................. 23
Table 6: SETA information .......................................................................................................................... 24
Table 7: Five year plan for Learnership enrolments at Lannex Mine ......................................................... 24
Table 8: Learnerships Action Plan .............................................................................................................. 25
Table 9: Five year plan for permanent employees' skills training interventions at Lannex Mine .............. 26
Table 10: Skills Training Action Plan ........................................................................................................... 27
Table 11: Portable Skills Training at Lannex Mine ...................................................................................... 27
Table 12: Portable Skills Action Plan .......................................................................................................... 28
Table 13: Hard to fill vacancies as per Form R in Annexure II of the MPRDA Regulations......................... 29
Table 14: Career progression action plan ................................................................................................... 31
Table 15: Talent pool and fast tracking programme targets at Lannex Mine ............................................ 32
Table 16: Mentorship Plan for (Mentees): Lannex ..................................................................................... 33
Table 17: Mentorship Plan for ECM (Mentors) .......................................................................................... 33
Table 18: Mentorship action plan .............................................................................................................. 33
Table 19: Five-year plan for bursary and experiential training targets at Lannex ..................................... 34
Table 20: Bursary and experiential training action plan ............................................................................. 35
Table 21: Employment Equity barriers and interventions.......................................................................... 37
Table 22: Employment Equity baseline for permanent employees at Lannex as per Form S in the
Annexure II of the MPRDA Regulations. ............................................................................................. 38
Table 23: Lannex Five year plan and targets for the participation of permanent employees in HDSAs in
management....................................................................................................................................... 39
Table 24: Women participation at Lannex Mine ........................................................................................ 39
Table 25: Annual Household Income Levels ............................................................................................... 42
Table 26: Access to water ........................................................................................................................... 44
Table 27: Enterprise Development Budget Lannex .................................................................................... 53
Table 28: Action Plan Enterprise Development Support Plan .................................................................... 53
Table 29: Tender Action Plan ...................................................................................................................... 54
Table 30: Current level of spend by the company on BEE or HDSA vendors ............................................. 57
Table 31: Targets for increasing HDSA suppliers ........................................................................................ 57
Table 32: Lannex SLP expenditure for the period 2020‒2024 ................................................................... 69
6
ABBREVIATIONS AND ACRONYMS
ABBREVIATION
DESCRIPTION
AET: Adult Basic Education and Training
ASGISA: Accelerated and Shared Growth Initiative for South Africa
ATR:
Annual
Training Report
Annual training report
BEE: Black Economic Empowerment
BIC:
Bushveld
Indigenous Complex
BSESS:
Baseline
Socio- Economic
Study-Survey
CEO:
Chief
Executive Officer
CMR:
Conversion
of Mining Right
COO:
Chief
Operations Officer
CSR:
Corporate
Social Responsibility
DTI:
Department
of Trade and
Industry
EE:
Employment Equity
FLC:
Foundational
Learning
Competency
HRDP:
Human
Resource
Development
Programme
LEDP:
Local
Economic
Development
Programme
SMMEs:
Small,
Bushveld Indigenous Complex
BSESS: Baseline Socio-Economic Survey Study
BSESS: Baseline Socio- Economic Study-Survey
CDM Central District Municipality
CEO: Chief Executive Officer
CMR: Conversion of Mining Right
COO: Chief Operations Officer
CSR: Corporate Social Responsibility
DMRE: Department of Mineral Resources and Energy
DoL: Department of Labour
DTI: Department of Trade and Industry
ECM: Eastern Chrome Mine
EE: Employment Equity
FET: Further Education and Training
FF: Future Forum
FLC: Foundational Learning Competency
HDSAs: Historically Disadvantaged South Africans
HET: Higher Education and Training
HLC: Housing and Living Conditions
HRD: Human Resources Development
HRDP: Human Resource Development Programme
IDP: Integrated Development Plan
JIPSA: Joint Initiative on Priority Skills Acquisitions
LED: Local Economic Development
LEDP: Local Economic Development Programme
MPRDA: Mineral and Petroleum Resources Development Act
MQA: Mining Qualifications Authority
NQF: National Qualifications Framework
RDP: Reconstruction and Development Programme
SETA: Sector Education and Training Authority
SHEQ: Safety, Health, Environment, and Quality
SLP: Social and Labour Plan
7
ABBREVIATION
DESCRIPTION
SMMEs: Small, Medium and Micro-Enterprises
VCT: Voluntary Counselling and Testing
WIM:
Women in Mining
WSP: Workplace Skills Plan
ISO, NHBRC, CIBD
kn
idv
8
SECTION 1
PREAMBLE:
Introduction to and background
information on the operation
Regulation 46(a)
9
1. INTRODUCTION TO AND BACKGROUND INFORMATION ABOUT THE OPERATION
1.1 Introduction
The third cycle of the new five-year Social and Labour Plan (SLP) for the period 2020-2024 is submitted
by Lannex Mine in terms of the requirements of the Mineral and Petroleum Resources Development Act
(Act 28 of 2002) (MPRDA). The development and submission of SLP is a requirement of the MPRDA and
sets out the social and labour programmes to be implemented for the life of the existing mines.
The objectives of the SLP are as follows:
Promote employment and advance the social and economic welfare of all South Africans.
Contribute to the transformation of the mining industry.
Ensure that holders of mining rights contribute towards the socio-economic development of the
areas in which they operate.
The progress in meeting the commitments set out in the programmes outlined in the SLP with regard to
Human Resources Development (HRD), Local Economic Development (LED) and the management of
downscaling and retrenchment will be reported annually to the Limpopo Regional Department of Mineral
Resources (DMR).
10
1.2 Particulars of the operation
Name of company Samancor Chrome Limited
Name of mine Eastern Chrome Mines ‒ Lannex
Physical address Polokwane Road (R36) Steelport Limpopo Province
Postal address PO Box 3 Steelpoort 1133
Telephone number 013 230 7000
Fax number 013 230 7003
Location of mine
Province: Limpopo Municipalities: Fetakgomo Tubatse Local Municipality in the Sekhukhune District Municipality Farm name:
Annex Grootboom 335 KT Portion one (1) & two (2) and Grootboom 336 KT
Commodity Chromite
Chromite
Life of mine 15 years
Financial year January to December
Reporting year 31st March of each year
Responsible person Bertus Brink (General Manager)
Breakdown of employees per labour-sending area
See section 1.4
11
1.3 Location of the Mine
Lannex Chrome Mine is made up of three farms namely; Grootboom 336KT, Annex-Grootboom 335KT
and Spitskop 333KT each with a standalone mining right. Samancor Chrome Limited (“Samancor”) is the
holder of Converted Mining Rights (LP30/5/1/2/2/191MR) in respect of the farm Annex-Grootboom
335KT, (LP30/5/1/2/2/213MR) in respect of the farm Grootboom 336KT and (LP30/6/1/2/2/84MR) in
respect of the farm Spitskop 333KT situated in Fetakgomo/Greater Tubatse local municipality of the
Sekhukhune district municipality, Limpopo Province about 12km south of Steelpoort town, Figure 2. The
life of mine estimation of Lannex Mine will extend beyond 15 years from now at current production rates.
Figure 1: Mining Right Plan, Lannex Mine
1.4 Background
The history of Samancor dates back to 3 July 1937 with the founding of African Metals Corporation
(Amcor) by the industrial pioneer Dr Hendrik J van der Bijl. Samancor Chrome Limited. Samancor operates
five mining operations in the Fetakgomo Local District Municipality, collectively called Eastern Chrome
Mines (ECM), namely Doornbosch, Lannex, Tweefontein, Jagdlust and Lwala. The development of a
further mining operation, namely Scheiding is awaiting ministerial approval.
Below is the shareholding structure of Samancor Chrome Limited
12
Figure 2: Shareholding structure of Samancor Chrome Limited
Terris Chrome/
Mining 54%
ESOP Trust
1.11%
Holgoun Mining
1.62%Sibilo 3.08% Nanka 3.7%
Hanwa/ Jogmeg
32%
Samancor
Chrome 4.49%
EMPOWERMENT PARTNERS 9.51%
Samancor Chrome Holdings (Pty) Limited 100%
Samancor Chrome Limited - Main Operating Company
Beneficiation Credits 9%
Eastern Chrome Mines, a business unit of Samancor Chrome Mines, is situated approximately 350km
north-east of Johannesburg, close to the town of Steelpoort in the Limpopo Province, and consists of five
operating mines, Doornbosch, Lannex, Tweefontein, Jadglust and Lwala. Each mine respectively has its
own labour structure, reporting to the General Manager of Eastern Chrome Mines.
1.5 Breakdown of employees per labour sending area
The current number of employment positions (excluding shared services) at Lannex is 595. Of the Lannex
workforce, 505 employees (85 %) are from the Fetakgomo Tubatse District Municipality. The remaining 90
(15.0%) employees hail from other local municipalities throughout the other provinces, and South Africa’s
neighbouring countries.
Lannex Mine currently has one core-contractor, Sylvania, which consists of 107 employees.
Table 1: Breakdown of employees per labour sending area for Lannex mine
LANNEX Local Municipality Town Number %
Local Labour Sending Area
Fetakgomo
Maroga Community 3 0.4%
Phasha 31 5.1%
Steelpoort 102 16.9%
Ngwaabe 29 4.8%
Mampuru 17 2.8%
Burgersfort 296 49.75%
Eerstegeluk 3 0.4%
Riba Cross 1 0.1%
Mashishi 6 0.9%
Manyaka 3 0.4%
Mahlakwena 1 0.1%
Kgoete 1 0.1%
Others 12 2.0%
Total Local Recruits 505 84.87%
Other Labour Sending Areas
Limpopo
13
LANNEX Local Municipality Town Number %
BRONKHORSTSPRUIT MUNICIPALITY Various towns 1 0.1%
EHLANZENI DISTRICT MINICIPALITY Various towns 1 0.1%
ELIAS MOTSOALEDI LOCAL MUNICIPALITY Various towns 2 0.3%
GREATER TZANEEN MUNICIPALITY Various towns 6 0.9%
MAKHUDUTHAMAGA LOCAL MUNICIPALITY Various towns 7 1.1%
MARULENG LOCAL MUNICIPALITY Various towns 8 1.3%
MOKOPANE MUNICIPALITY Various towns 2 0.3%
PHALABORWA LOCAL MUNICIPALITY Various towns 2 0.3%
POLOKWANE LOCAL MUNICIPALITY Various towns 9 1.4%
THULAMELA LOCAL MUNICIPALITY Various towns 1 0.1%
Mpumalanga
BUSHBUCKRIDGE LOCAL MUNICIPALITY Various towns 8 1.3%
EMALAHLENI LOCAL MUNICIPALITY Various towns 1 0.1%
MBOMBELA LOCAL MUNICIPALITY Various towns 1 0.1%
NKOMAZI LOCAL MUNICIPALITY Various towns 2 0.3%
THABA CHWEU LOCAL MUNICIPALITY Various towns 8 1.3%
North West
RUSTENBURG LOCAL MUNICIPALITY Various towns 4 0.6%
KLERKSDORP LOCAL MUNICIPALITY Various towns 1 0.1%
TLABANE MUNICIPALITY Various towns 2 0.3%
Northern Cape
Sol Plaatjie Kimberly 0
KwaZulu Natal
Kwazulu Natal Various Towns 5 0.8%
Eastern Cape
King Sabata Dalindyebo Umthatha 8 1.3%
Western Cape
None None 0
Gauteng
TSHWANE METROPOLITAN MUNICIPALITY Various towns 6 0.8%
Free State
Matjhabeng Welkom 4 0.6%
Foreign Countries
Zimbabwe 1 0.1%
Total Other Recruits 90 15.1%
Total 595 100.0%
SYLVANIA LANNEX
Local Municipality Town
Staff (Permanent and Core Contractor)
Number %
Local Labour Sending Area
Fetakgomo
PULANA MAROGA 8 7.4%
BAKONI PHUTI 3 2.8%
BENGWENYAMA 12 11.2%
GA-MAMPURU 1 0.9%
NGWAABE 3 2.8%
GA-PHASHA 11 10.2%
PROCLAIMED 3 2.8%
14
OTHER 34 31.7%
Total Local Recruits 75 70.0%
Other Labour Sending Areas
North West
BOJANALE MUNICIPALITY Various towns 2 1.8%
Mpumalanga
THABA CHWEU MUNICIPALITY Various towns 8 7.4%
Mbombela Municipality Various towns 1 0.9%
Limpopo
GREATER TZANEEN Various towns 1 0.9%
GREATER GIYANI Various towns 2 1.8%
MAKHUDUTHAMAGA MUN Various towns 3 2.8%
POLOKWANE MUNICIPALITY Various towns 3 2.8%
VHEMBE MUNICIPALITY Various towns 3 2.8%
Northern Cape
Khara Hais Local Municipality Various towns 1 0.9%
KwaZulu Natal
Pongola Municipality Various towns 1 0.9%
Eastern Cape
Name of Municipality Various towns 0 0.0%
Western Cape
Name of Municipality Various towns 0 0.0%
Gauteng
Name of Municipality Various towns 6 5.6%
Free State
Matjhabeng municipality Various towns 1 0.9%
Foreign Countries
Zimbabwe 0 0.0%
Unknown
Unknown Unknown 0 0.00%
Total Other Recruits 32 29.9%
Total 107 100%
1.6 Current Employees and Business Plan
The current operational philosophy of Lannex Mine is to manage the mining operation as an entity with
a full complement of employees in the different career streams of Mining, Engineering, Metallurgy and
Support services (HR, Admin, Mineral Resources and SHEQ) Functions such as procurement and
organisational development are managed centrally. These centralized staff performs duties and functions
for the five Samancor ECM operations and they are referred to as shared services.
Lannex Mine is an established operation and the mine employees have been sourced from the
surrounding communities. A and B band levels constitute the majority of the labour force which requires
minimal experience and qualifications as an entry level. An arrangement has been made with the local
communities’ development forums where Lannex Mine will utilise their database of unemployed
individuals in the communities from which the mine will preferentially recruit.
15
Table 2: The permanent workforce at Lannex Mine
Occupational level 2020 2021 2022 2023 2024
Professionally qualified
and experienced
specialists and mid-
management
9 9 9 9 9
Skilled technical and
academically qualified
workers, junior
management,
supervisors and
foreman
102 102 102 102 102
Semi- skilled and
discretionary decision
making
294 294 294 294 294
Unskilled and defined
decision-making 190 190 190 190 190
Total 595 595 595 595 595
1.7 Methods to facilitate SLP implementation
The mine will use the following methods (also shown in the Figure below) to ensure the successful and
appropriate implementation of the SLP:
1. Ensuring continuous implementation of the action plans set out in the various sections of the SLP
2. Updating all the baseline and target tables in this document to ensure continuous monitoring
3. Conducting regular meetings to discuss progress and challenges
4. Regular meetings will be held between Samancor ECM and the contractors to monitor their
success in implementing the various SLP programmes
16
Figure 3: Methods of Implementing the SLP
17
SECTION 2
HUMAN RESOURCES
DEVELOPMENT PROGRAMME
Regulation 46(b)
18
2. HUMAN RESOURCES DEVELOPMENT PROGRAMME (HRDP)
2.1 Introduction
The Mining Charter requires mines to formulate and implement an HRDP to enable the transformation
and empowerment of the workforce; in particular, empowering the historically disadvantaged South
African (HDSA) employees to progress to higher levels of employment in the organisation. The
programme should also enable them to exploit alternative income-generating opportunities outside the
organisation should they wish to leave us.
This section outlines the mine’s HRD Programme, as required by section 46 of the Regulations to the
MPRDA. The mine takes full cognisance of the provisions of Section 101 of the MPRDA. As such, the
provisions of the HRD Programme outlined in this section will apply to Lannex Mine’s permanent
employees and contractors.
Lannex Mine requires a skilled workforce for daily activities, and therefore offers training support and
career development opportunities to its employees, in particular to the HDSA employees from the local
labour-sending areas.
The mine will comply with the requirements of the Skills Development Act (Act 97 of 1998) and will submit
Workplace Skills Plans (WSPs) and Annual Training Reports (ATRs) to the Mining Qualifications Authority
(MQA).
Compliance with Skills Development Legislation
Name of SETA Mining Qualifications Authority (MQA)
Registration number with the SETA 16/MQA/0695/AC4/061216
Confirmation of having appointed a Skills Development Facilitator Appointment letter/Appendix attached
Proof of submission of Workplace Skills Plan and date of submission See Appendix attached
In order to ensure proper implementation of the HRD Programme, the mine will utilise accredited
providers for its training needs, where necessary, in order to ensure the ongoing facilitation of
transferable, accredited skills among employees.
2.2 Approach
The integrated HRD Programme will seek to maximise the productive potential of people employed by
the mine through the implementation of the following plans:
a) A Skills Development Plan
b) A Career Progression Plan
c) A Mentorship Plan
d) An Internship and Bursary Plan
e) An Employment Equity Plan
The HRD Programme for the next five years focuses on providing employees with adequate opportunities
for adult education and training (AET), skills development, progression at the mine, as well as on
compliance with the Mining Charter requirements.
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.
2020-2024 SLP
19
2.3 HRDP Model
The simplified model below shows how the mine’s business plan, projected labour requirements, WSP and Employment Equity (EE) targets are integrated into each other
to create a skills development scenario.
Figure 4: Simplified Strategic Human Resources Development Model at Lannex Mine
2020-2024 SLP
20
2.4 Skills Development Plan
2.4.1 Introduction
Lannex Mine recognises the importance of its employees in the achievement of its business objectives,
and that skills development is the foundation for developing competent and productive employees who
are able to participate in meeting the mine’s business objectives.
The mine will implement a Skills Development Plan that focuses on equipping employees with the skills
to enhance their progression and development at the Mine.
The Skills Development Plan provides action plans and targets on how the mine intends to offer its
employees opportunities to become functionally literate and numerate (AET level 4/Grade 9), to
participate in learnerships, skills development programmes and various other training initiatives, and to
acquire portable skills.
The Skills Development Plan links with skills development legislation, and includes the annual submission
of WSPs and ATRs. It also includes the paying and claiming of levies and grants to and from the relevant
Sector Education and Training Authority (SETA) with which the operation is registered, namely the MQA.
2.4.2 Adult Education and Training
2.4.2.1 Overview
Lannex Mine is committed to developing the educational levels of its employees. Employees who are
identified as having functional literacy and numeracy levels below AET level 4 will be offered the
opportunity to participate in AET. However, the challenge remains that many illiterate employees who
were offered the opportunity to enrol in the AET programme have declined, and have signed letters of
declination accordingly. This intervention is on a voluntary basis and employees have not shown interest
to enrol on any of the available AET levels, notwithstanding the company’s commitment to continue
branding and advertise the importance of this qualification.
The education and training of employees over the next five years will continue to focus specifically on
providing opportunities and giving assistance to illiterate employees to become literate and numerate.
The mine’s AET Programme is facilitated by ECM’s Human Resources Development Department, overseen
by a dedicated AET Co-ordinator in collaboration with skilled AET Facilitators at each of the two Centres.
Opportunities are given on a part-time basis to those interested to attend the AET Programme with Full-
Time AET classes introduced at the Central AET Learning Centre.
Media Works functions as the accredited AET service provider who facilitates the marking and
moderation of all AET material for quality assurance purposes.
AET Programmes including FLC have been offered to all members of the communities within our local
labour sending areas to enhance literacy and numeracy levels for the purpose of future employment as
the minimum entry level requirement for employment is Grade 10 or FLC (Foundational Learning
Competency)
21
Form Q – Educational levels of the Workforce
Lannex Mine is an operation that has an established and experienced workforce. The information below
is based on the Total workforce as on 31st July 2019. The Form Q is update annually.
Table 3: Form Q - Permanent employees' educational levels at Lannex Mine in terms of Regulation 46(b)(i)
Band NQF level
Classification system
Permanent employees at Lannex Mine Male Female Total
A C I/A W F A C I/A W F M F
Gen
eral
Ed
uca
tio
n a
nd
Tra
inin
g (G
ET)
Declined opportunity 17 0 0 0 0 2 0 0 0 0 17 2
No schooling/unknown 13 1 0 0 0 3 0 0 0 0 14 3
Grade 0/preschool 0 0 0 0 0 0 0 0 0 0 0 0
Grade 1/Sub A 0 0 0 0 0 0 0 0 0 0 0 0
Grade 2/Sub B 0 0 0 0 0 0 0 0 0 0 0 0
Grade 3/Std 1/AET 1 6 0 0 0 0 1 0 0 0 0 6 1
Grade 4/Std 2 2 0 0 0 0 0 0 0 0 0 2 0
Grade 5/Std 3/AET 2 10 0 0 0 0 3 0 0 0 0 10 3
Grade 6/Std 4 7 0 0 0 0 0 0 0 0 0 7 0
Grade 7/Std 5/AET 3 21 0 0 0 0 2 0 0 0 0 21 2
Grade 8/Std 6 1 0 0 0 0 0 0 0 0 0 3 0
1 Grade 9/Std 7/AET 4 19 0 0 1 0 4 0 0 0 0 20 3
2 Grade 10/Std 8/N1 65 0 0 0 0 17 0 0 0 0 65 17
Furt
her
Edu
cati
on
and
Trai
nin
g (F
ET)
3 Grade 11/Std 9/N2 101 0 0 0 0 22 0 0 0 0 103 22
4 Grade 12/Std 10/N3 136 0 0 4 0 43 0 0 2 0 144 46
5 Certificates 55 0 1 9 0 18 0 0 0 0 65 18
Hig
her
Ed
uca
tio
n
and
Trai
nin
g (H
ET)
6 Diplomas/Advance Certificates/Occupational Certificates
4 0 0 0 0 1 0 0 0 0 4 1
7 Degrees/Advance Diploma/Post-Graduate Certificate
1 0 0 0 0 1 0 0 0 0 1 1
8 Honours/Post-Graduate Diplomas
1 0 0 0 0 1 0 0 0 0 1 1
9 Masters 0 0 0 0 0 0 0 0 0 0 0 0
10 Doctorate 0 0 0 0 0 0 0 0 0 0 0 0 Total
459 1 1 14 0 118 0 0 2 0 475 120
A = African; C = Coloured; I/A = Indian/Asian; W = White; F = Foreign
22
2.4.2.2 Targets
All employees and community members eligible for AET will be offered the opportunity to attend classes.
The employees who will not make use of the opportunity will be requested to sign a declaration of non-
interest, and these declarations will be kept as proof that all employees did receive this opportunity. AET
classes will be conducted on a part-time basis after working hours, with Full-time AET Project being
piloted as part of an intervention to improve AET Attendance and Pass Rate figures.
Employees who have literacy levels above AET level 4 (Grade 9) are able to enrol for Foundational
Learning Competency (FLC) training.
Due to the fact that the AET programme is purely voluntary, the five-year AET targets are based on the
assumption that the learners will actively participate in, and successfully complete the various levels of
the programme.
See tables below for the five-year AET Targets with the budget expressed in ZAR
Table 4: Five year plan for AET enrolments at LANNEX MINE
AET Level
Base Line 2019
EMPLOYEE AET TARGETS TOTAL
2020 2021 2022 2023 2024
AET 1 25 3 3 2 2 2 12
AET 2 11 2 3 3 2 0 10
AET 3 21 3 2 3 3 2 13
AET 4 34 1 3 2 3 3 12
FLC 0 1 1 2 2 2 8
Total 91 10 12 12 12 9 55
Budget 37 500 47 700 50 568 53 604 42 615 213 987
AET Level
Base Line 2019
COMMUNITY AET TARGETS TOTAL
Total ECM 2020 2021 2022 2023 2024
AET 1 31 2 1 2 1 2 8
AET 2 37 2 2 2 2 2 10
AET 3 21 1 1 2 1 1 6
AET 4 25 1 1 1 1 1 5
FLC 87 3 3 3 2 2 13
Total 201 9 8 10 7 8 42
Budget 33 750 31 800 42 140 31 269 37 880 176 839
2.4.2.3 Action Plan
Based on the findings from an independent audit conducted on the AET Programme by Media Works, a
strategic approach was taken to develop a new and revised AET Programme to incorporate the following
elements so as to enhance the existing plan:
23
• The HRD Procedure (ECM-SOP-HRD-TP-015 AET GRANTS PROCEDURE) for payment of monetary
incentives to those employees who successfully complete a specific AET level according to the MQA
discretionary grants has been revised to include Pre-AET and FLC.
• Non-monetary recognition in the form of gifts, will also be given to AET learners who excel in
their training programmes during a graduation ceremony.
• The AET programme and resources at Lannex Mine should cater for Community AET needs
should there be a shortage of employee interest in the program.
• AET awareness campaigns to promote participation in the AET Programme amongst employees
will continue with the addition of requesting the Community Steering Committees to assist with
promoting AET in their communities.
• Although not reflected in the AET Budget, bus transport catering specially for AET has been made
available, at cost to the company, to cater for employees and community members alike to convey
them to and from the AET Centres before and after classes.
• Although the Full-Time AET classes were suspended in 2020 due to the company’s financial
constraints, ECM plans to commence with the classes in 2021.
• Non-conformances are submitted to the Supervisors and HR Officials of employees who are
found Not Yet Competent on Skills Programmes and Occupational Skills Training Programmes so
that they can be sent for AET Screening Assessments.
• Placement assessments are conducted in order to determine current and aspired levels of
education and training prior to enrolment in AET Classes.
• FLC training is promoted among employees as a minimum requirement for promotion and
amongst the communities as a minimum requirement for entry level recruitment.
• Employee’s educational profiles are revised after completion of each AET level.
Table 5: AET Action Plan
Action needed Anticipated
completion
Responsible
person
Plan AET programme Annually,Q1
HRD
Superintendent
(Technical)
Align AET facilitators according to AET requirements Annually,Q1
Conduct AET awareness campaigns to promote participation Bi-annually
Conduct AET placement assessments according to requirements Ongoing
Revise AET Grant Procedure (ECM-SOP-HRD-TP-015) Every 2 years HR Manager
Expand community learning opportunities with regard to AET Ongoing
Identify AET level 4 employees for FLC programme 6 monthly
Arrange Graduation Ceremony Annually
24
Update Educational profile and training matrix Ongoing HRD
Superintendent
(Technical) 2.4.3 Learnerships
2.4.3.1 Overview
Learnerships offered at the mine are National Accredited Learning Programmes that lead to formal
qualifications. These programmes include institutional training through accredited training providers, as
well as practical on-the-job training, thereby integrating both institutional and workplace learning.
Learnerships are offered to both internal and external individuals and Lannex aims to have a 50/50 split.
These learnership programmes focus on mining and engineering disciplines and the duration of the
programme is 2 and 3 years respectively. Internal learnerships enable learners to work towards a
qualification while being employed, whereas external learnerships are a means to upskill and qualify
individuals from within our local communities thus enabling them to seek employment.
In compliance with skills development legislation, Lannex Mine is registered with the MQA SETA to offer
the relevant training.
Table 6: SETA information
Requirements Detail
Name of the SETA Mining Qualifications Authority (MQA)
Registration number with the SETA 16/MQA/0695/AC4/061216
Levy number L670714932
Confirmation of having appointed an SDF Appendix Attached
2.4.3.2 Targets
The following targets are based on a five-year Learnership Programme. See tables for the five-year targets
with the budget expressed in ZAR. Both the Mining and Engineering Learnership programmes have an
estimated duration of 24 and 36 months respectively. Taking into account the length of a learnership
programme, it will result in learners’ programmes overlapping annually as depicted in the rollover figures
in the table below.
The targets for the annual Mining and Engineering Internal and External Learnership intakes are aimed at
a 50% Employee and 50% Community split with preference given to HDSAs and females.
Table 7: Five year plan for Learnership enrolments at LANNEX MINE
18.1
Learnerships
18.1 - INTERNAL LEARNERSHIP ENROLMENT TARGETS
Base Line 2019 2020 2021 2022 2023 2024
New Roll-
over Total New
Roll-
over Total New
Roll-
over Total New
Roll-
over Total New
Roll-
over Total New
Roll-
over Total
Mining 3 0 3 2 3 5 2 2 4 2 2 4 2 2 4 2 2 4
Engineering 5 9 14 3 14 17 3 8 11 3 6 9 3 6 9 3 6 9
Total 8 9 17 5 17 22 5 10 15 5 8 13 5 8 13 5 8 13
25
Budget 3 524 523.22 1 909 213 1 584 039.96 1 584 039.96 1 584 039.96
18.2
Learnerships
18.2 - EXTERNAL LEARNERSHIP ENROLMENT TARGETS
Base Line 2019 2020 2021 2022 2023 2024
New Roll-
over Total New
Roll-
over Total New
Roll-
over Total New
Roll-
over Total New
Roll-
over Total New
Roll-
over Total
Mining 2 1 3 2 2 4 2 2 4 2 2 4 2 2 4 2 2 4
Engineering 5 19 24 3 24 27 3 8 11 3 6 9 3 6 9 3 6 9
Total 7 20 27 5 26 31 5 10 15 5 8 13 5 8 13 5 8 13
Budget 6 720 559.82 3 101 573.26 2 649 199.94 2 649 199.94 2 649 199.94
2.4.3.3 Action Plan
The mine will continue its current learnership programme in disciplines relevant to the strategic
operational requirements of Lannex Mine determined by a needs-based analysis conducted annually. This
analysis will determine the Engineering-required trades with regard to Learnerships, such as
Boilermakers, Fitters, Electricians, Riggers, Auto Electricians and Diesel Mechanics and includes the
Mining Learnership needs with regards to Team Leaders and Miners at Lannex Mine.
All applications are shortlisted according to the minimum entry-level requirements before the selected
applicants undergo a Psychometric Assessments and Panel Interview session to select the successful
candidates.
All Mining and Engineering Learnership Candidates are required to undergo and pass a pre-employment
Medical Examination and Fitness Assessment prior to be accepted onto the Learnership Programme.
Table 8: Learnerships Action Plan
Action Required Anticipated
completion
Responsible
person
Plan Annual Learnership targets Annually
Feril 2020 HRD
Superintendent
(Technical)
Advertise, Select and appoint learners as per set targets May
Implement Learnerships June
Allocate learners in programme to mentors Annually
Evaluate learner performance Monthly
Update IDPs and training matrix Ongoing
26
2.4.4 Skills Training Programmes
2.4.4.1 Overview
Skills training programmes offered at Lannex Mine aims to ensure that employees acquire the necessary
skills and competencies to successfully perform their respective tasks according to the operational and
legislative requirements.
These skills training programmes are also designed to equip employees with the required capacity and
skills to progress to higher levels of employment at the mine and consists of, among others, novice
training, licensing of equipment/machine operators, national legislative skills programmes that are
registered with the relevant SETA as well as supervisory and managerial programmes.
The mine’s skills training programmes offer employees the opportunity to implement their employment
responsibilities and will also continue to focus on HDSAs and female employees.
2.4.4.2 Targets
Targets have been developed, based on the development plans of individuals in the current workforce,
hard-to-fill vacancies, scarce skills in the industry and the strategic skills needed by the company to deliver
on their business objectives.
These programmes are also intended to ensure promotional opportunities from within the ranks of the
company thus ensuring job security for current employees and entry level employment opportunities for
members of our local communities at the mine.
The Skills Training Programmes on this SLP have been grouped into categories and the specific breakdown
of the various training interventions will be kept on the Mines Learner Management System. A further
deliverable of the skills training programmes is to provide portable skills that will serve employees beyond
their employment at the mine.
Table 9: Five year plan for permanent employees' skills training interventions at LANNEX MINE
Skills Training Programmes Lannex
2019 Base Line
Targets
2020 2021 2022 2023 2024
Certificated Training 89 44 44 44 44 44
Computer Based Training 12 6 6 6 6 6
MQA Skills programmes 84 45 45 45 45 45
Mine Licenses 153 173 173 173 173 173
Skills Training 135 205 205 205 205 205
Supervisory & Management 0 12 12 12 12 12
Total 473 485 485 485 485 485
Budget 723 693.75 723 693.75 723 693.75 723 693.75 723 693.75
27
2.4.4.3 Action Plan
The skills development programmes are offered during the employees’ working hours. These Training
programmes are in line with operational needs and individual development plans. The Skills Training
Programme will link with the Career Progression Plan and Employment Equity Plan.
Table 10: Skills Training Action Plan
Action Required Anticipated
completion
Responsible
person
Plan Annual skills training April
HRD Superintendent
(Technical)
Communicate skills training Ongoing
Implement skills training Ongoing
Update LMS, Educational profiles and training matrix Ongoing
2.4.5 Portable Skills Training
2.4.5.1 Overview
Considering the current life-of-mine expectancy, Lannex Mine endeavours to make available portable
skills to enable interested employees to find other forms of livelihood in other sectors of the economy.
The portable skills training is voluntary and specific focus will be on older employees. The attendees will
have an opportunity to select the courses offered by the company. Additional training will be considered
based on employee’s interest, aspirations and skills.
2.4.5.2 Targets
Tables below shows the five-year targets set for Portable Skills Training at the mine with the budget
expressed in ZAR.
Table 11: Portable Skills Training at LANNEX MINE
Portable Skills Lannex
Targets
2019 Base Line
2020 2021 2022 2023 2024
License: TLB Operator 0 0 0 0 0 0
License: Forklift 4 Wheeler 5 1 2 1 2 1
License: Manitou (Telescopic Boom Handler) 2 1 0 1 0 1
ECM Heavy Duty Truck 4 2 1 2 1 2
License - Truck Mounted Crane (HIAB) 7 1 2 1 6 1
License: Counterbalance Lift Truck 7 2 1 2 1 2
ECM License: Mine Bobcat 0 0 1 0 1 0
28
Advanced Rigging 10 2 4 2 4 2
Basic Rigging 44 5 7 5 7 5
License: Electric Hoist 1 1 1 1 1 1
Training: Basic Computer 27 5 4 4 5 4
Skills Programme: Generic Engineering 0 0 0 0 0 0
Skills Programme: Operative - Diesel Mech 1 1 1 1 1 1
Skills Programme: Operative - Fitter 1 0 1 0 1 0
Skills Programme: Operative - Boilermaker and Plater 3 1 1 1 1 1
Skills Programme: Operative - Electrical 1 0 0 0 0 0
Skills Programme: Medium Voltage 3 2 1 1 1 1
Training: ISO 9001 : 2015 Auditors Course 0 0 0 0 0 0
Training: ISO 14001 : 2015 Auditors Course 0 0 1 0 1 0
Training: ISO 45001 : 2018 Auditors Course 0 1 0 1 0 1
Total 116 24 28 18 33 18
Budget 211 860 295 905 205 905 305805 205 905
2.4.5.3 Action Plan
An annual needs analysis will be conducted to determine the Portable Skills required according to the targets. The needs analysis results may have an impact on the types of courses presented.
Table 12: Portable Skills Action Plan
Action Required Anticipated
completion
Responsible
person
Conduct needs analysis annually Ongoing
HRD
Superintendent
(Technical)
Source and appoint relevant service providers Ongoing
Schedule and Implement training interventions Q2 Annually
Capture Data on LMS Ongoing
Update training matrix Ongoing
29
2.4.6 Hard-to-Fill vacancies
Lannex Mine will report annually on its hard-to-fill vacancies through the submission of Form R (Tabled
below). According to the MPRDA Regulations’ definition of hard-to-fill vacancies, the mine has identified
the following positions as indicated on Form R in the table below.
Table 13: Hard to fill vacancies as per Form R in Annexure II of the MPRDA Regulations
HARD TO FILL VACANCIES
Occupational level
Job title of scarce and critical skill
Main reason for inability to fill the vacancy
Intervention
Top
Man
age
me
nt
Engineering Manager (EL) To source HDSA candidates with the required experience.
Succession Planning and Head hunting
Finance and Admin Manager (EL)
Mining finance and administration experience shortage.
Succession Planning
Mine Manager (EL) More attractive offers from other mining houses in the area
Succession Planning
Sen
ior
Man
age
me
nt
Metallurgy Superintendent (DU)
Experience of candidates and market demands
Succession Planning
Maintenance Superintendent (DU)
Experience of candidates and high salary demands
Succession Planning and Head hunting
Maintenance Specialist all engineering disciplines (DL)
Experience of candidates and high salary demands
Succession Planning and Head hunting
Finance and Admin Superintendent (DU)
Experience of candidates Succession Planning
Transformation Superintendent (DU)
Experience Succession Planning
Mine Overseer (DU) Experience Succession Planning
Rock Engineer (DU) Shortage in the market Succession Planning and GIT programme
Geology Specialist (DL) Shortage in the market Succession Planning and GIT programme
SHEQ Specialist Environmental (DL)
Experience and qualifications
Succession Planning
Pro
fess
ion
ally
q
ual
ifie
d
an
d
exp
eri
en
ced
sp
eci
alis
t an
d m
id
man
age
me
nt
Metallurgy Supervisors (CU)
Experience and qualifications
Succession Planning
Maintenance Supervisor (CU)
Experience and qualifications
Succession Planning
Instrumentation Technicians (CU)
Market scarcity Internal training and development
Mining Shiftboss (CU) Experience Succession Planning
Miners (C2) Qualification Internal training and succession planning
Strata Control Officer (CU) Shortage in the market Succession Planning and GIT programme
30
2.5 Career Progression Plan
2.5.1 Overview
Career progression planning at Lannex Mine will be governed by the Talent Management Process. It is the process during which the progression of individuals in the company are planned and shaped in accordance with operational requirements. Individual development plans (IDP) are compiled for employees in the talent pool and any other relevant interventions i.e bursary holders, learnerships, interns, etc. This will be reviewed annually. Educational profiles will be compiled and career paths clarified for all other employees. The Career Progression Plan is a mechanism for identifying employees with the potential, qualifications and skills to possibly progress further, taking into account operational needs and requirements. In addition to the aforementioned, employees will also be identified through performance and potential for possible promotion and career progression.
2.5.2 Career paths
Lannex Mine has developed a generic career path matrix for disciplines in the operations, and each of these career paths includes the minimum entry job requirements, desired qualifications, experience and legal responsibilities (see Appendix I)
2.5.3 Career Progression Plan
Lannex Mine will promote career progression and succession opportunities among its employees, and will implement a Talent Management Plan by means of the following:
a) A talent management procedure that is relevant to the identification of talent pools, based on operational and compliance requirements.
b) The Talent Management Programme implemented for a five-year period and will be reviewed annually.
c) The Talent Management Programme is linked to the skills training programmes, learnership programmes, Mentorship Programme and legal compliances.
d) These are closely aligned and linked to hard-to-fill vacancies, scarce skills needs, job-related skills and employee development and progression at Lannex Mine.
e) Mechanisms are in place for individuals to progress from lower-skilled working levels to higher-skilled working levels as well as management levels, should job opportunities arise and positions become vacant.
f) The Talent Management Plan ensures that the qualifications, aspirations, developmental needs, and potential capabilities of employees are accounted for in line with operational requirements and the talent management process of the mine.
2.5.4 Establishing a talent pool
Lannex Mine endeavours to identify HDSA candidates especially Women in Mining (WIM) with the
potential to accelerate their progression to junior and senior management positions. Individuals who
excel are identified through work commitments, behaviour, capacity and performance. They are
nominated to be placed in the talent pool.
From the talent pools, departmental succession plans are developed and reviewed annually. These
employees will have an individual development plan and training map which are updated annually.
Formal Career Progression - (Nominated) Processes
31
Lannex Mine is committed to allow employees to be formally developed by means of a fair selection process. This process is documented and forms part of selected employees IDP’s (including all employees on study assistance). Business needs will be regularly reviewed which in turn will depict the company’s critical skills needed thus informing the Formal (Nominated) Process. Due to business case, this process will change from time to time but current employees on the program will not be jeopardized and thus will be allowed to complete the arranged interventions.
Informal Career Progression - (Self-focused) Process
This process refers to the ongoing effort of every individual to progress within his/her career path. The career path levels will stipulate all inherent requirements needed for the next position and will be accepted as an Individual Development Plan (IDP) for each employee. All employees will have the opportunity to gain experience and obtain the inherent requirements of the next position within his/her career path. Although this process could include formal company training and assistance, employees will need to drive their own development with their supervisors. It is a general rule that all informal processes will be followed and progression will be vacancy and on-the job performance driven. This process is not documented. The company can assist during this process by means of the company’s study aid program rules, internal training at the training center and on the job training. Each person promoted can be attributed to this process. i.e. Stope Attendant (A4) promoted to Mining Blasting Operator (B1) The process of trained not placed employees provides support to our endeavor to develop employees through our informal intervention. Refer to Career Paths Appendix
2.5.5 Action plan
Table below contains the commitments, activities and time frames for career progression.
Table 14: Career progression action plan
Action needed Anticipated completion
Responsible person
Identify potential employees for talent pools Annually, Feb
HR Specialist (OD)
Review talent pools Annually, Feb
Update IDP’s and training maps for all in the talent pool Annually, March
Update training matrix and implement interventions identified in the IDPs
Annually
Allocate employees in the talent pool Annually
Monitor mentorship relationships and development progress Quarterly
32
2.5.6 Targets
Table below shows targets for talent pool and fast tracking for Lannex Mine. The five-year targets are set by considering labour planning, labour turnover and projections of possible increased production. Table 15: Talent pool and fast tracking programme targets at Lannex Mine
Lannex
Employee categories Talent pool and Fast tracking targets
2020 2021 2022 2023 2024
IDPs (Learnerships, Bursars, Succession)
70 44 51 56 58
Fast-tracking programme 8 8 8 8 8
TOTAL 78 52 59 62 66
2.6 Mentorship Plan
2.6.1 Overview
Mentorship is a key process and tool in support of people development, EE, HRD planning, and
performance management. It is a relationship between a mentor and a mentee, and is established to
enhance the mentee's career by building skills and knowledge. This is a continuous process which ensures
that the mentee’s potential is unlocked, which benefits everyone, including the mine.
The current mentorship programme is well established and relationships are established when a formal
signed agreement is completed between each mentee and mentor and the terms of a mentorship
relationship are clearly stated.
Mentees can request a specific mentor if they desire, but it is based on mentor capacity and availability.
The mentorship programme will entail the following:
It focuses on mentoring and coaching the identified employees to progress according to the talent pools and succession planning.
The Mentorship Programme will be linked to learnership programmes, the Graduate Development Programme and the EE plan.
Note that women-in-development programmes are included under fast-tracked development programmes to avoid duplication in numbers.
33
2.6.2 Targets
The targets for the five-year period for both mentees and mentors follows. Table 16: Mentorship Plan for (Mentees): Lannex
LANNEX
Programme 2020 2021 2022 2023 2024
Total
Professional and experienced specialist and mid-management ̶ D band
0 1 0 1 1
3
Junior engineers 1 0 1 1 1 4
Mine managers/Overseer’s Certificate of Competency
3 4 2 2 4
15
Succession development programmes 63 40 35 36 36
210
TOTAL 67 45 38 40 42 232
Table 17: Mentorship Plan for ECM (Mentors)
Department 2020 2021 2022 2018 2024
Lannex 9 9 9 9 9
TOTAL 9 9 9 9 9
2.6.3 Action plan
Table below contains the commitments, activities and time frames for mentorship.
Table 18: Mentorship action plan
Action needed Anticipated completion
Responsible person
All D& E band employees to be trained as mentors to create a Mentor pool
February Annually
Identify suitable mentors for mentees in various development programs
March Annually
HR Specialist (Organisational Development)
Formalise relationship by ensuring signed mentorship agreements are in place
Ongoing
Mentorship follow-ups Quarterly
34
2.7 Career Progression Plan
2.7.1 Overview
Lannex Mine is well aware of the need to not only to assist its own employees with development opportunities, but also to help members of the local community to access tertiary education (bursaries) and experiential work (internships). The Internship and Bursary Plan helps to develop the surrounding community, thus supplying the operation with its required skills. The mine’s Internship Programme is considered as an experiential training programme and focuses on providing exposure to students requiring practical experience towards their qualifications. The objective of the mine’s Bursary Programme is to support high-potential young students from the local municipality, when possible, to obtain a tertiary qualification through providing funding and assistance in terms of exposure to the workplace. Lannex Mine has observed extremely low numbers of Bursary applications from the immediate communities with poor quality matric results over the past 5 years. This led to sourcing candidates from communities outside Lannex’s footprint. This defeats the purpose of empowering the targeted communities. As a result of these findings, a School Outreach Program which aims to create a Bursary pool from the local secondary schools which targets top performing Maths and Science students from Grade 10 has been designed.
Action needed Anticipated completion
Responsible person
Identify all Secondary Schools within the footprint Done
HR Specialist (Organisational Development)
Identify the top performing Maths and Science students from Grade 10 to 12
Yearly, March
Identify and implement interventions that will support the top performing students as well as improve the overall performance in Maths and Science E.g. Extra classes, Career Guidance/ Camps etc.
Yearly, May
Generate a Bursary pool for ECM that will serve as a feeder to the Samancor Bursary Scheme.
Yearly, May
The bursary and internship targets follows in the table below respectively.
Table 19: Five-year plan for bursary and experiential training targets at Lannex
Programme
2020 2021 2022 2023 2024
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 1 2 2 2 1 2 1 4
Budget R126 000 R269 640 R288 542 R463 066 R495 480 R1 642 728
35
Internships
2.7.2 Action Plan
Table below contains the commitments, activities and time frames for internships and bursaries.
Table 20: Bursary and experiential training action plan
Action needed Anticipated completion
Responsible person
Recruit and identify candidates from labour sending-areas according to targets
July
HR Specialist (Organisational Development)
Provide practical exposure according to various programmes Ongoing
Provide regular updates and monitor students Ongoing
Appoint of bursary students for work-back commitment Ongoing
Programme 2020 2021 2022 2023 2024
Total Roll-Over
New Intake
Roll-Over
New Intake
Roll-Over
New Intake
Roll-Over
New Intake
Roll-Over
New Intake
Internship 0 1 1 2 0 1 0 1 0 2 7
BUDGET R72 000 R231 120 R82 433 R88 203 R188 754 R662 510
36
SECTION 3
EMPLOYMENT
EQUITY PLAN
Regulation 46(b)
37
3. EMPLOYMENT EQUITY PLAN
3.1 Overview
Lannex Mine upholds the purpose of the Employment Equity Act of 1998 of transforming from previous
injustices and imbalances in the workforce environment. Lannex Mine adopts the Employment Equity Act
as a strategy to promote equal opportunity and fair treatment of its employees regardless of their
variances. At Lannex EE strategies are implemented from individual level escalating up to organisational
level.
Based on section 21 of the Employment Equity Act, ECM will submit a total complement of the workforce,
including breakdown of HDSAs in management and women in mining to the Department of Labour during
prescribed reporting timelines. Prior to sending the report the Employment Equity Committee will meet
in order to identify any areas of attention.
Effective implementation of the Employment Equity at the Lannex Mine has not gone unobstructed,
however the mine has devised interventions to those, tabled below.
Table 21: Employment Equity barriers and interventions
Employment Equity challenges Employment Equity Interventions
Recognition of the Employment Equity plan as an organisational transformation element
ECM acknowledges the imbalances in the within its workforce and has put in place an Employment Equity Committee consisting of representatives from across all areas of measure such as race, gender, occupational level, etc. including organised labour.
Lack of buy in and commitment to Employment Equity plan by senior management and recruitment team.
Responsible senior managers sign off monthly EE reports endorsing that they are informed of the EE status and recruitment teams use the EE report as a baseline when recruiting new staff.
Limited regular feedback on organisational Employment Equity status.
Quarterly meetings are scheduled where in the EE report is analysed in detail. Strategies and initiatives aimed at addressing identified gaps are highlighted in this meetings.
Poor systematic alignment of organisational development initiatives
All skills development and organisational development programmes and initiatives are tailored to be interdependent on each other with EE as the core link.
Inconsistent implementation of the Employment Equity improvement plans.
Although ECM has set targets, compelling reasons might rarely influence compliance to the strategy.
Provision of facilities for people with Disabilities. Infrastructural Facilities to accommodate people with disability
Tables below reflects the Employment Equity baseline and targets for permanent employees only of the mine, followed by two sections describing the participation of HDSAs in management and women in mining in terms of the requirements of the MPRDA and Mining Charter.
38
Table 22: Employment Equity baseline for permanent employees at Lannex as per Form S in the
Annexure II of the MPRDA Regulations.
Employment Equity baseline at Lannex Mine
Occupational levels Male Female
Total Disabled
A C I/A F W A C I/A F W M F
Senior management (Shared Services)
0 0 0 0 0 0 0 0 0 0 0 0 0
Professionally qualified and experienced specialists and mid-management
8 0 0 0 1 0 0 0 0 0 9 0 0
Skilled technical and academically qualified workers, junior management, supervisors, foremen and superintendents
61 1 1 1 13 24 0 0 0 1 102
0
0
Semi-skilled and discretionary decision-making
275 0 0 0 0 18 0 0 0 1 294 0 0
Unskilled and defined decision-making
116 0 0 0 0 74 0 0 0 0 190 0 1
TOTAL 460 1 1 1 14 116 0 0 0 1 595 0 1
A = African; C = Coloured; I/A = Indian/Asian; W=White, F = Foreign
3.2 HDSAs in Management targets
Lannex Mine strives to align its operational strategies towards those of governing legislatures and sets
out reasonable targets towards achieving such. Transforming from injustices, diversity management and
value placed in employees from all occupational levels is key.
Particular effort will be directed towards identifying HDSAs including women with talent, as well as
providing accelerated training and development initiatives to assist in their progression plans
The Employment Equity Plan for Lannex Mine is a working document that will continue to be reviewed in
accordance with the mine’s Labour Plan, the requirements of the Employment Equity Act and the Mining
Charter. The objective of this plan is to ensure the maintenance of equity at the mine.
Below is a table capturing a 5 year plan of participation of HDSAs in the management levels of the Lannex
Mine.
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Table 23: Lannex Five year plan and targets for the participation of permanent employees in HDSAs in
management
HDSA Targets
Occupational level
Mining Charter Targets
Baseline
2020 2021 2022 2023 2024
% % % % %
Middle Management
60% 89% 60% 60% 60% 60% 60%
Junior Management
70% 86% 70% 70% 70% 70% 70%
3.3 Participation of Women in Mining
In order to address the historical gender equality issues of South Africa, a gender equality policy and plan
will be developed and used to ensure that women are represented in positions that were traditionally
considered “male only”. These positions are also referred to as core mining positions and are also
considered in leadership roles.
Regardless of initiatives to accommodate women in the previously men industry, women are partaking
in the industry on a minimal rate. Lannex Mine is faced with a challenge of attraction and retention of
women in its workforce as women only constitute about 20% of the total workforce.
Lannex Mine strives to improve implementation of women in mining initiatives in order to increase level
of women participation. Below are 5 years set out targets for realizing these objectives.
Table 24: Women participation at Lannex Mine
LNX WIM Targets
Occupational level
Mining Charter Targets
Baseline
2020 2021 2022 2023 2024
Percentage women
Percentage women
Percentage women
Percentage women
Percentage women
D level 25% 11% 0% 12% 25% 25% 25%
C level 30% 25% 20% 24% 26% 29% 30%
B level N/A 7% 8% 10% 10% 10% 10%
A level N/A 40% 10% 10% 10% 10% 10%
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SECTION 4
MINE COMMUNITY
DEVELOPMENT
Regulation 46(c)
41
4. MINE COMMUNITY DEVELOPMENT PROGRAMME
4.1 Overview
This Local Economic Development (LED) Programme contains details of the core activities, programmes,
targets, resources, facilitators, facilities, budgets and time frames for the implementation of Lannex LED
Programmes. The programmes have been designed as working documents to facilitate the appropriate
implementation of Social Labour Plans.
The commitment to implement a sustainable community development initiative is motivated by the
requirement to participate in LED as intended in the SLPs and also to be recognised as a preferred
business partner and a valued corporate citizen.
The LED programmes will seek to promote alignment of LED initiatives to those of the Individual
Development Plans (IDPs) of the Fetakgomo Tubatse Local Municipality (FTLM) and Sekhukhune District
Municipality (SDM).
The mine’s LED programme will be implemented over a 5 year period as a lifecycle of the SLP
Aligning sustainable development plans with the FTLM and SDM IDPs establishing LED projects
that focus on infrastructure development, basic service provision, poverty eradication, skills
development and the provision of education provision
Increasing the mine’s HDSA and community-based procurement levels
Promoting the establishment of entrepreneurs among the household members of employees and
among other households in Samancor ECM’s host and labour-sending communities
4.2 Socio-economic background
4.2.1 Introduction
Lannex mine is situated in the Fetakgomo Tubatse Local Municipality (FTLM) within Sekhukhune District
Municipality (SDM) Limpopo Province in South Africa. A desktop background socio-economic study on
the immediate area of operation has been provided in the socio-economic analysis, discussed below.
4.2.2 District and local socio-economic regional analysis
In this section, the socio-economic data of the SDM and FTLM will be analysed. The objectives of the SDM
and FTLM IDPs relating to each aspect of the socio-economic environment of the municipalities will also
be explained.
Socio-economic data have been sourced from the 2019/20 National Census information, as captured on
Stats South Africa’s local government website and Gaffney’s Local Government in South Africa Handbook
2011–2013.
4.2.3 Overview
Fetakgomo Tubatse Local Municipality has a total of 39 wards, making it the third (3rd) largest
municipality in the Limpopo Province in terms of wards after Polokwane with 45 wards and Thulamela
with 41 wards. The municipality has a total of 77 councillors. Of these, 39 are ward councillors while 38
were proportionally elected. The municipality comprises approximately 342 villages. The municipality is
largely dominated by rural landscape with only 06 (six) proclaimed townships. Like most rural
municipalities in the Republic of South Africa, Fetakgomo Tubatse Local Municipality is characterised by
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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.
4.2.4 Population demographics
This section identifies the demographics of the local population with regard to race, age and language. It
is important to know the demographic breakdown in order to ensure that any LED projects and
empowerment interventions target the majority of the population, so that these projects have a large-
scale impact.
As shown in the table below, the FTLM is dominated by black South Africans while the white population
outweighs the other minority population groups, almost all Black Africans (94%) speaks/spoke Sepedi as
the first home language, followed by IsiZulu at (1.2%),. Therefore LED projects should target the majority
black population in order to have great impact on the ground.
4.2.4.1 Income Levels
Over the past years a decline in the annual income level in the FTLM has been recorded. Majority of
people are reported to have no income or to be living just below the threshold. As a result of that poverty
levels are increasing. The extreme poverty and rural conditions in the FTLM indicate that LED
interventions should be aimed at poverty eradication and that the projects should be accessible to the
people in the rural communities.
Table 25: Annual Household Income Levels
Income level 2011 2007 2001
No income 45,253 64,233 121
R 1 - R 400 22,187 26,218 484
R 401 - R 800 2,419 1,905 509
R 801 - R 1 600 12,087 13,699 831
R 1 601 - R 3 200 1,678 1,685 1 475
R 3 201 - R 6 400 2,281 761 1 224
R 6 401 - R 12 800 1,81 1864 165
R 12 801 - R 25 600 1,034 588 33
R 25 601 - R 51 200 157 167 8
R 51 201 - R 102 400 25 0 6
R 102 401 - R 204 800 28 0 0
R 204 801 or more 27 0 3
Unspecified 4,736 - -
Not applicable 74 - -
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4.2.4.2 Social dependency
The high dependency rate places a significant burden on the employed individuals, job creation and basic
service provision to people in the SDM and FGTLM. The dependency rate suggest a need for the district
and local municipalities in the area to implement programmes that cater for the development of the
youth. Human Resource Development (HRD) and Local Economic Development (LED) strategies, for
example, should focus on implementing skills development programmes and creating income-earning
opportunities that may reduce unemployment levels. The aim should be to absorb the large
youthful population into the economic sector.
The figure below show the 2017 South African Social Security Agency beneficiary list. And the dependency
level of different grants.
0 200 400 600 800 1000 1200 1400 1600 1800 2000
No income
R 401 - R 800
R 1 601 - R 3 200
R 6 401 - R 12 800
R 25 601 - R 51 200
R 102 401 - R 204 800
Unspecified
Annual Income Levels
2001 2007 2011
0
20000
40000
60000
80000
100000
120000
140000
160000
Total Number of Beneficiaries
1. Old Age
2. Disability Grant
3. War Veteran
4. Combination
5. GIA
6. Foster care grant beneficiary
7. Foster care grant kids
8. Child disability grant beneficiary
9. Child disability grant kids
10. Child support grant/ beneficiaries
11. Child support grant kids
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4.3 Basic Service Delivery and Infrastructure Development Analysis
The Fetakgomo Tubatse Local Municipality (FTLM) analysis of infrastructure and basic services such as
water, sanitation, electricity, housing, refuse removal, roads, storm water drainage system and public
transport. The Sekhukhune District Municipality is the water authority however the FTLM has a role of
identifying water backlogs in its jurisdiction.
4.3.1 Free Basic Water
Fetakgomo Tubatse Municipality (FTM) is neither a Water Services Authority nor a Water Service Provider. These functions was assigned to the Sekhukhune District Municipality (SDM). The SDM is responsible for provision of Free Basic Water (FBW) to the 39 wards of the municipality. Fetakgomo Tubatse Municipality is classified as a water stressed municipality. According to community survey 2016 records that 58 255 have access to piped water and at 67 208 have no access to piped water. Primary sources of water in the municipality are boreholes, rivers, dams and tanking systems.
Water provision statistics in the Municipality indicates that water shortage is the main challenge in all the villages or 39 wards. The main causes of water shortage or deficit is the insufficient sources of water. The backlog is estimated at 90 %. One of the main challenges is the water illegal connections, limited communal, aging infrastructure, drought, lack of financial resources, topography of the area, informal and scattered settlements, Fetakgomo Tubatse Municipality not water authority, insufficient bulk supply and water sources. Almost 352 (90%) villages have no access to water and depend on privately owned water sources and boreholes, as tabled below. Table 26: Access to water
Water Source Total Households Percentage A municipality 47271 37.71
Other water scheme (e.g. community water supply) 29161 23.26
A water vendor 7712 6.15
Own service (e.g. private borehole; own source on a farm; etc 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
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4.3.2 Access to Safe Drinking Water
The table below as recorded by the community survey 2016 indicate that 78584 (62.69%) of households have access to safe drinking water supply service and further records that 44 427 (35.44 %) have no access to safe drinking water supply service.
Access to drinking water Percentage
Yes 78584 62.69
No 44427 35.44
Do Not Know 1623 1.29
Unspecified 726 0,58
Total 125 361 100
The municipality is providing free basic water services to its communities, most of the households are
classified as poor or indigent – where the total income is below R1, 500 per month. Present,
approximately 60% of the households fall into this category, however the municipality is supposed to be
updating its Indigent Register on an annual basis. These are the households to which Free Basic Water
must be supplied, and to whom the Equitable Share subsidy applies.
4.3.3 Rivers as a Natural Water Source
There are three main rivers in the GTM, namely the Spekboom, Steelpoort and the Olifants, which is the
largest. The existence and topography of these water sources present an opportunity to create water
storage facilities. The construction of De hoop dam in the Steelpoort River was anticipated to have major
benefits for agriculture, as well as for general development in the region. There is a need to carefully
assess the water needs of the area, taking into consideration the development of the mining industry,
which in itself need large quantities of water. Given the present water needs in the municipal area, an
increase in storage facilities or the expansion of the existing storage facilities needs to be investigated.
Due to the lack of waterborne sewerage infrastructure in many of the villages, one of the major challenges
is the pollution occurring in these rivers. These rivers are a major source of drinking water for the
communities who do not have access to piped water. These rivers are also used for irrigation purposes
for agricultural activities within the municipal area.
4.4 Action Plan Indicating the Zone Of Focus of the Samancor ECM LEDP
The zone of impact1 and focus areas of the Samancor ECM LEDP are described below.
Action Plan 1: The host municipal area as well as the primary labour-sending area of Samancor ECM is
the FTLM, within the SDM. The Samancor ECM LED will focus on this area.
Action Plan 2: The remaining employee households from Samancor ECM are widely distributed among
other areas. Therefore the SLP initiatives will further seek to empower those employee households to
engage in LED activities in the relevant local municipalities.
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4.5 Socio-economic impact of operation ‒ Regulation 46 (c) (ii) (b)
4.5.1 The Impact
During the operation of a mines (Doornbosch, Lannex and Tweefontein), local communities are provided
with jobs and input services to the mining operation. They also benefit from direct and indirect spending
by the mine. The mines will have a beneficial socio-economic impact on the region and the local
communities. The following is a summary of key contributions that will be made by Doornbosch, Lannex
and Tweefontein mines:
Job creation, employees and their households:
Fetakgomo Local Municipality residents occupy a total of 2354 from a 2990 total workforce of the
combined mines. These employees and their households are benefiting from salaries and other
employment benefits.
Considering that the mining industry faces external challenges, these benefits should be sustainable for
the medium-term. In order to ensure that these constructive impacts do not become destructive upon
closure, it is important for Lannex Mine to plan for the mine’s eventual interruption and to put mitigating
measures in place. These will assist employees to find alternative sources of income outside of Lannex
Mine and the mining industry at large. The establishment of a detailed Skills Training Programme is a
crucial part of this process.
Surrounding and labour-sending communities:
As explained, the mines’ workforce comes from a large number of labour-sending areas. The incomes
earned by these employees translate into spending power that benefits businesses and entrepreneurs
not only in the area surrounding the operation where the employees spend their working week, but also
in the economies at their homes. Lannex Mine’s spending on goods and services also contributed
significantly to the local economy.
Small, medium and micro-enterprises (SMMEs) and local contractors:
Lannex Mine will establish an Enterprise Development Strategy according to which preferred supplier
status will be given to local SMMEs, HDSA entrepreneurs and local service providers. It will focus on the
provision of capital goods (where possible), consumables and service delivery. This programme aims to
empower these parties to partake in the business opportunities available at Lannex Mine, as well as in
other enterprises in the area.
Poverty eradication:
Besides the positive impact Lannex Mine have on the livelihoods of the households of their employees in
the neighbouring and labour sending communities, the company will contribute significantly to the
upliftment of the local communities surrounding the operation. The mine will aim its constructive input
through LED initiatives in order to coordinate efforts to bring about sustainable change. In addition to the
contribution to the economy, the mine will also pay significant amounts of cash in annual taxes. These
are utilised by government for many purposes, one being the distribution of wealth, which alleviates
poverty in the poorer communities in different ways.
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4.6 Infrastructure development, poverty eradication and welfare creation projects
4.6.1 Approach
LED is an approach towards economic development that allows and encourages local communities,
government and the private sector to work together to achieve sustainable economic growth and
development. This promotes economic benefits and an improved quality of life for all residents in the
local municipal area. The mine aims to assist local government and community structures to implement
their own development priorities and realise new economic opportunities through the profitable
operation of the mine in the FTLM and SDM.
4.6.2 Baseline Situation
At present, Lannex Mine is involved in significant poverty eradication and infrastructure development
projects in the FTLM, SDM and other major labour-sending communities. To date, Lannex Mine has been
involved in substantial corporate social responsibility (CSR) activities in the surrounding communities.
These CSR activities relate primarily to the following categories:
Donations in kind to schools, charities, recreational and sports clubs, community-based
organisations (CBOs) and non-governmental organisations (NGOs)
Repair of infrastructure, such as school buildings, water pipelines and grading of roads
Educational support in the form of study grants and bursaries to selected people in the
surrounding communities
Support of orphanages, food schemes and functions
Donations to local government and tribal authorities
A detailed file on the CSR activities of Lannex Mine is available from the company’s HR Department.
The FTLM has established an LED Forum aligned with the municipal’s IDP. ECM (Doornbosch, Lannex and
Tweefontein) has consulted extensively with the IDP and LED managers of the FTLM and SDM on the
alignment of the mine’s SLP LED initiatives with the municipal IDPs.
4.6.3 Action plans and projects
4.6.3.1 Project selection and implementation mechanism
Lannex 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, Lannex Mine used the following questions to guide the selection and
formulation of projects:
How does the project integrate with local, regional and governmental IDPs or LED initiatives?
How will the project eradicate poverty and uplift the community, i.e. who are the beneficiaries
and how many are there?
Does the project assist in the provision of infrastructure development?
Does the project assist in the provision of basic services and social welfare projects?
Is this programme viable, and required by the potential beneficiaries?
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Lannex Mine will use the “filter criteria” in the LED project sub-plan to select projects. The LED project
sub-plan will focus on implementing the following mechanisms:
Integration SLP LED activities into the IDPs of the FTLM and SDM, and the established LED Forum
Assisting in implementing LED projects and/or programmes identified in the IDPs of the SDM and
FTLM, in partnership with local government, business and affected communities
Implementing selected poverty eradication, infrastructure development and welfare creation
projects that meet the criteria of the company
Undertaking and supporting identified SMME creation initiatives in surrounding and affected
communities, where these are feasible and appropriate
Providing HDSAs who possess the required technical know-how or ability with preferred supplier
status in all three levels of procurement, namely capital goods, consumables and services
Addressing the priority needs of employee households (basic services, housing and road
infrastructure) through:
o Implementing infrastructure development projects
o Increasing the access of employee households to development credit and assets
o Empowering local black business
Partnering with local government and communities ‒ by means of public-private partnerships ‒
to identify possible LED initiatives
Implementing a Portable Skills Programme that could contribute to the empowerment of
employee household members as a means to achieving sustainable development
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
(Doornbosch, Lannex and Tweefontein), in consultation with the FTLM and economic role players in the
region. LED Project assessment process will take into consideration the needs and projects reflected in
the updated IDPs.
49
Lannex Mine LED Project: Water Provision
Project Name: Lannex Mine Water Provision
Project Category: Infrastructure Development
Introduction to
Project:
Aurecon was appointed by the Sekhukhune District Municipality for the review and investigation of the new De Hoop / Nebo Plateau / Mampuru Bulk Water Scheme (DHNPM BWS). The DHNPM BWS was identified in the Sekhukhune Bulk Services Master Plan (2014) and forms part of the Steelpoort Valley bulk water supply system. The primary purpose of the scheme is to supply bulk water to 14 settlements situated between GaMalekane and Pelaneng. These include Annex A, Dithamaga, Eastern Chrome Mine Residence, GaPhasha, Kalkfontein, Mampuru, Mampuru Ext, Mapodile, Mapodile LCH, Tukakgomo, Tukakgomo Ext, Tsakane, Legotong, Stoking. The demand will be supplied from three sources. These include groundwater, the De Hoop Dam via the Ga-Malekane WTW and the Steelpoort River through existing abstraction points at Mampuru and Tukakgomo. The existing river abstraction points at Mampuru and Tukakgomo will be used in the short to medium term to augment the supply from the Ga-Malekane WTW and groundwater sources. It is recommended that the municipality keep the existing infrastructure at Mampuru and Tukakgomo operational to improve the reliability of the system in the long term It was indicated in the Water Conservation and Demand Management (WSMP) that very little to no reliability data is available for the older water supply systems and that very limited water services reticulation is captured for the area. Aurecon attempted, on numerous occasions, to obtain accurate village reticulation layouts and design information, but were not successful in obtaining this information. The limited information available, is based on high level planning studies and detailed site investigations conducted as part of this study. The systems are crippled due to the influx of people, as economic growth by mining development brought economic and job opportunities. The reticulation infrastructure is further compromised by suspected unauthorised connections which makes Water Conservation and Demand Management (WCDM) in the systems virtually impossible. The reticulation network suppling each of the villages, does not form part of the study. The study will therefore only include the selection of a supply reservoir for each village (high level selection), which is in-turn supplied from the new proposed bulk water infrastructure. The local communities comprising the Steelpoort Valley are known to be very demanding and involved. The ISD department of SDM must be involved from the outset and it is recommended by SDM that a consultant should be appointed additionally to deal with this matter.
Project
Objectives:
Development of reliable bulk potable water infrastructure to improve the level of service and reliability of supply of water to the communities included in the study area
Improve the water quality supplied to the communities and ensure compliance with relevant specifications, guidelines and legislation
Alignment with the Sekhukhune and Limpopo Water Services Master Plan (WSMP
Support municipal and provincial growth initiatives for the area Deliverables Year 1 ( 2020) Budget
Measurable
Deliverables:
Appoint consultants to: o Define scope of work and other related studies o Review of the available water sources o Report on water quality o Analysis of the existing infrastructure o Design water infrastructure plan
Tender process
R2 700 000
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Project Name: Lannex Mine Water Provision
Appoint a contractor Deliverables: Year 2 (2021)
Measurable
Deliverables:
Phase 2:
Development and improvement of infrastructure
R3 000 000
Deliverables: Year 3 (2022)
Measurable
Deliverables:
Phase 3:
Reticulation R3 000 000
Deliverables: Year 4 (2023)
Measurable
Deliverables: Reticulation R1 170 000
Deliverables: Year 5 (2024)
Measurable
Deliverables: Project hand over
Total Budget R9 870 000
Provisional
Project Start Date: Upon approval
Provisional
Project End Date: 31 December 2024
Target Group/
Beneficiaries: Phasha, Mampuru, Mapodile, Bengwenyama, Dithamaga and Mahlakwena
Number of Jobs
Created: To be determine by Scope of Work
4.6.4 SMME Development
The objective of SMME development will be for job creation and poverty alleviation for the Host Communities surrounding Lannex 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 Lannex Mine’s supplier base to include local business in areas where we operate
To develop local industries that will supply Lannex Mine 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
51
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 Lannex Mine but all surrounding mines operated by other mining houses.
To enhance participation of local communities in the mainstream economy
Lannex Mine’s SMME Support Strategy and Enterprise Support Plan is based on the following principles and actions:
Focusing specifically on supporting emerging SMMEs in affected communities, which will in turn create employment opportunities
Facilitating the support of various SMMEs in communities that are not reliant on work from the mining industry, and may act as an alternative to mining-dependent livelihoods
Where possible, outsourcing various contracting opportunities to enterprises operating in surrounding communities
The company will implement the following methodologies in order to advance creation of sustainable, profitable local SMME’s:
(a) Ring fencing
The company will identify and categorize products and services procured and ring-fence such for local procurement. The applicable 4 point method is as follows:
(i) Low technical skills and low financial injection required
- Will be allocated to local SMME’s only
(ii) High technical skills and low capital injection required
- A non-local or non BBBEE compliant entity may be appointed with a condition of providing Lannex Mine with an Enterprise Development plan which should make reference to transfer of technical skills. Should that plan involve establishment of a Joint Venture, Lannex Mine’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 Lannex 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
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Parks and Gardens
Tuck-shops
Inter-dump Transport
Front-End Loader loading services
Bussing for Employees
Grading, watering and dust suppression – Road maintenance
Tree-felling
Off the shelf consumables e.g. cleaning materials, catering consumables, stationery
(b) Establishment of long-term sustainable businesses
- Over and above providing once off purchasing opportunities and / or long standing
contracts, the mine will assist in the development and creation of long-terms sustainable business enterprises which will not only service Lannex 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 Lannex and the SMME’s in question are satisfied with the progress made.
(c) Distribution under licence
- Agreements are to be facilitated between SMME’s with a potential to develop and grow under a specific sector, with OEM and/or OPM.
- These kind of agreements are intended to ensure that SMME’s are exposed to relevant sectors of the economy and secure long-term sustainable opportunities without compromising quality as per the mine’s requirements.
(d) Joint ventures
Joint Ventures can be defined as a commercial enterprise undertaken by two or more parties which otherwise retain their distinct identities.
Joint ventures have been identified as one of the tools which actively assist in transformation facilitation,
Lannex Mine will facilitate establishment of Joint Ventures under the following guidelines:
(i) If the successful bidder is a non-local, non BBBEE compliant entity
(ii) Preferably, a Joint venture should have two parties consisting of the successful bidder and only one (1) local BEE partner
(iii) The JV must have elements of success and sustainability
(iv) Both partners must be actively involved in the running of the entity
(v) The BEE partner should play a meaningful role in the entity
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(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 Lannex’s expectations. Such will be presented to Lannex, 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. Lannex will annually review its
business requirements in order to identify Enterprise Development opportunities.
Table 27: Enterprise Development Budget Lannex
Financial
Year 2020 2021 2022 2023 2024
Total Budget
Enterprise
Development
Budget
R 1 267 060 R 1 393 766 R 1 533 143 R 1 686 457 R 1 855 103 R 7 735 529
Table 28: Action Plan Enterprise Development Support Plan
Enterprise Development Support Plan
Identify opportunities for SMME”s within the
mines Ongoing ED Specialist
Identify companies within the Communities to be
invited for tenders
Ongoing ED Specialist
54
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 Lannex’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 Lannex SLP.
4. The programme should be sustainable and ideally be able to continue once support from Lannex 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
55
SECTION 5
PREFERENTIAL
PROCUREMENT Regulation 46(b)
56
5. PREFERENTIAL PROCUREMENT
Lannex 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.
5.1 Approach
The procurement department of Lannex 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 Lannex will be identified and the company will ensure that procurement of such follows the Mining Charter regulations.
New suppliers will be required to disclose information on their ownership and control, and internal BEE programmes.
Lannex 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.
5.1.1 The Baseline Situation
In line with the company’s Procurement Policy, Lannex 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 Lannex 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
57
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 2018 spend on HDSA vendors
Mining goods 44%
Services 73%
5.1.2 Action plan
Lannex 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. Lannex Mine will meet and, where possible, exceed the Mining Charter targets onwards and is therefore likely to achieve or exceed the minimum targets stated in the table below.
Table 31: Targets for increasing HDSA suppliers
Category spend (percentage) 2020 2021 2022 2023 2024
Mining goods (5 year target 70% Target) 20% 35% 50% 70% 70%
Goods manufactured by Historically disadvantaged persons
owned and controlled company 21% 21% 21% 21% 21%
Goods produced by a women or youth owned and controlled
company 5% 5% 5% 5% 5%
Goods produced by a BEE compliant company 44% 44% 44% 44% 44%
Services (including contractors) (80% Target) 80% 80% 80% 80% 80%
Services supplied by Historically disadvantaged persons
owned and controlled company 50% 50% 50% 50% 50%
Services supplied by a women or youth owned and controlled
company 5% 5% 5% 5% 5%
Services supplied by a BEE compliant company 10% 10% 10% 10% 10%
The action plan for implementing the Procurement Plan in respect of Lannex Mine are as follows:
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
58
SECTION 6
HOUSING & LIVING CONDITIONS
AND HEALTH AND NUTRITION
Regulation 46(c)
59
6. HOUSING AND LIVING CONDITIONS
6.1 Introduction
South Africa has faced a legacy of discrimination in relation to gender, race and disability, which has
denied certain people access to education, employment, promotion, housing and basic living standards.
The Lannex Mine’s Housing and Living Conditions Plan is aimed at ensuring compliance with the
commitments given in clause 4.5 of the Mining Charter. Accordingly, the company undertakes to:
Establish measures for improving the standards of housing and the promotion of home owner
options for its employees; and
Establish measures for improving the nutrition of mine employees.
6.2 The baseline situation
A baseline socio-economic assessment was undertaken of the housing and living conditions of employees
and their households at their permanent and temporary residences (where applicable). The assessment
covered the following:
Location of employee households
Living arrangements
Household characteristics (i.e. household size, ages of dependants, economic activities,
employment rates)
Household dwelling/structure types
Home ownership
Employee perceptions of reasons for residing in certain locations and willingness to move
Access to basic services and infrastructure
Perceptions of the greatest needs of the household in terms basic services
Most common diseases
Access to healthcare and related services
Healthcare issues
6.2.1 Accommodation
The mine will improve the awareness and accessibility of its employees to adequate accommodation,
through the following measures:
Promoting home ownership in sustainable settlements among employees
Devising mechanisms to avoid the creation of unsustainable settlements around the mines
Establishing a Housing Policy and linking it with social upliftment, training and skills development
initiatives
Identify employees who need and/or have requested housing assistance, and assist them in
gaining access to suitable financial institutions that can assist them
60
Collaborating with the municipality, surrounding land owners and mining houses to prevent and
control informal settlements on mine-owned properties
Encouraging the migration of employees (if any) living in informal shacks from the shacks to
formal housing units.
6.2.1.1 Action plan
An action plan has been designed to implement the measures described in this section and those
contained in the supporting housing and living conditions sub-plan.
Action needed Anticipated
completion Responsible person
Housing Committee Established Completed
HR Manager Housing survey conducted Ongoing
Hold follow-up meetings Ongoing
Implementation of Housing Strategy Ongoing
6.3 Healthcare
Regulation 46(c) (v) requires that mines put measures in place a nutrition programme to ensure that
employees have adequate access to a well-balanced diet and meals. Lannex Mine will assess and explore
various measures regarding the healthcare of employees and will implement those that yield a high
impact.
The mine will address the healthcare issues of its employees by means of the following measures:
Utilising the services of a nurse who provides information and care on occupational health
matters to employees
Partnering with the government’s strategic HIV/AIDS intervention programme involving
communities and employees
Initiating an HIV/AIDS awareness campaign biannually
Initiating voluntary counselling and testing annually
Creating awareness among employees and their dependants to the use of primary healthcare
facilities established by local government in the area
Investigating possible means to improve access to primary healthcare for all employees, as well
as their registered dependants, including those in major labour-sending areas
Regularly assessing the quality, cost and appropriateness of services and the standards or
effectiveness of medication provided at the mine clinic
61
6.4 Measures to Improve Nutrition
The action plan that has been designed to implement the measures to address the nutrition needs of
employees is as follows:
Action needed Anticipated
completion Responsible person
Conduct an assessment on current employee nutrition March
SHEQ and HR
Manager
Design a nutrition plan based on the results of the
assessments April
Implement a nutrition plan June
Monitor and evaluate the implementation of the plan Ongoing
The following measures will be implemented by Lannex Mine with regard to improving nutrition intake
of employees:
Improving the nutrition of its employees in accordance with the standards set out by the Chamber
of Mines and the nationally accepted health standards, through ensuring the following:
o Nutritional shake is provided to all underground shift operators each morning
Education of employees and their families on the importance of adequate and proper nutrition,
by means of a nutrition awareness plan is provided.
62
SECTION 7
PROGRAMME FOR
MANAGING DOWNSCALING
AND RETRENCHMENT:
Regulation 46 (d)
63
7. PROGRAMME FOR MANAGING DOWNSCALING AND RETRENCHMENT
7.1 Approach
This section contains the strategic activities that form the basis for the mine’s downscaling and
retrenchment plan applicable to the workforce. Please refer to the Supporting Downscaling and
Retrenchment Sub plan for mine.
The Downscaling and Retrenchment Plan will seek to implement measures that may mitigate the adverse
social impacts caused by eventual downscaling, retrenchment and mine closure. The following key
strategies have been established and are focused on in the SLP:
Continuing with the Future Forum (FF)
Mechanisms to save jobs and avoid downscaling and retrenchment
Measures during downscaling and retrenchment
Alternative livelihood opportunities and integration with the IDP
Considering the integration of core contractors based on operational requirements
Apart from the establishment of the FF, the remainder of the mechanisms, although they relate closely
to the HRDP of Lannex, will only be initiated when downscaling or large-scale retrenchments are foreseen,
for example, the ongoing viability of the mine is threatened. The mine will follow the procedures for
downscaling and retrenchment as set out by the Department of Labour (DoL) and the Labour Relations
Act, referred to in the following sections.
7.2 Establishing a Future Forum (FF)
The establishment of a FF is required under Regulation 46(d)(i) of the MPRDA. An FF is a site-specific
labour management body that will focus on the implementation and monitoring of the SLP. The purpose
is to provide a formal platform where all affected parties can consult each other and discuss challenges
and possible solutions to problems facing the mine that may have the potential to lead to possible
retrenchment in the future.
The strategies and the mechanisms for implementing the above objectives will largely be managed
through a Future Forum which was established in 2015 and is governed by a signed of constitution.
Samancor ECM as a business unit has one Future Forum across all its operations. Quarterly meetings are
scheduled wherein the following key mandate for the Future Forum will be discussed:
Identify and analyse issues, problems, challenges and solutions surrounding job losses and
retrenchment management in good time for mine closure.
Provide a channel of communication between management, employees and their
representatives.
Ensure that valuable inputs from the key stakeholders are utilised to develop an appropriate and,
more importantly, acceptable plan of action for production and employment turnaround
strategies, as well as the inevitable downscaling period.
To implement this plan of action, it has to be agreed upon by both the employer and worker
parties.
64
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.
7.3 Mechanisms to save jobs and avoid a decline in employment
“Organizations have to retrench workers from time to time for economic reasons and to remain globally
competitive. This is one of the worst things that can happen to a worker that affects his or her whole life.
It is therefore important that employers should first make sure that no other viable options to achieve
operational requirements are available before considering downscaling of workers.”
(SLP guidelines for the mining and production industries).
If challenges arise that may lead the mine to downscaling or retrenchment, it will develop and implement
turnaround strategies and mechanisms to save jobs, prevent unemployment and avoid downscaling. This
will be done through the following measures:
Seeking to prevent retrenchments from taking place, where possible
Utilising the FF to identify strategies to prolong the life of the mine or avoid retrenchments and
downscaling
Consulting with the DoL, the DMRE and surrounding mining companies to assess any potential
opportunities to mitigate the effects of retrenchment or closure
Certain processes will be followed when prevailing economic conditions cause the profit-to-
revenue ratio of the mine to drop below 6% on average for a continuous period of 12 months:
o Consultations – the consultation process in terms of section 52 (1) of the act
o Implementing section 189 of the Labour Relations Act, 1995
o Notification to the Minerals and Mining Development Board – following the notification
process to the board in terms of section 52(1)(a) of the act
o Complying with the Minister’s directive and confirming how corrective measures will be
taken
7.3.1 Consultation processes
The consultation process to save jobs, and avoid job losses and a decline in employment will be managed
by the mine in terms of the provisions of sections 189 and 189A of the Labour Relations Act, 1995 (as
amended).
7.3.2 Implementing section 189 of the Labour Relations Act, 1995 (as amended)
Any downscaling or retrenchment will be done in terms of sections 189 and 189(A) of the Labour Relations
Act. In this regard, the following will apply:
1. The Labour Relations Act prescribes a 60-day consultation process.
2. In terms of the requirements of section 189 and 189(A), the mine needs to enter into an
agreement with unions representing the workforce. This agreement should specifically address
the following:
a. Prevention of forced retrenchments
65
b. Voluntary separations (early retirement and voluntary retrenchment packages)
c. Redeployment of employees
3. Company assistance to alleviate the negative effects of retrenchment includes the following:
a. Pursuing alternative employment opportunities
b. Financial advice
c. Counselling services
d. Provision of entrepreneurial skills
e. Training opportunities, including re-skilling
f. Assistance with continuing medical care
g. Recall of retrenched employees, if required by the mine
7.3.3 Notification to government authorities
As planning for the Social and Labour Plan and its associated job loss and retrenchment management
programmes commences, the DoL and the DMRE (specifically the Minerals and Mining Development
Board in accordance with section 52(1)(a) of the act) will be notified.
The government authorities will be given notice of the time frame for the closure process, as well as the
ongoing consultation and Social Plan through the FF structure. Regular progress reports will subsequently
be distributed to the necessary departments, including the Social Plan and Productivity Advisory Council
and the Department of Provincial and Local Government. Compliance to the Board’s directive will be
ensured in order to meet the corrective measures as stipulated by the board.
7.4 Strategic plans for providing job security
The mine’s strategy for providing job security is as follows:
Ensuring that the business remains viable by keeping the cost structure as low and competitive
as possible
Ensuring a productive workforce through training and motivation
Making continuing adjustments to production methods to remain competitive
Seeking ways of growing and extending the business to ensure enhanced future sustainability
7.4.1 Mechanisms to provide alternative solutions and procedures for creating job security where job
losses cannot be avoided
If, after considering all other alternatives for prolonging the life of the mine, it becomes evident that
downscaling and retrenchment is inevitable, an appropriate retrenchment proposal will be formulated in
consultation with the relevant parties, and will be finalised four months before this eventuality, where
appropriate, except in the event that unforeseen circumstances arise.
This phase will be implemented in partnership with the DoL and the representative unions. At this stage,
affected employees will be helped to maximise their chances of re-employment. During this phase, the
mine will regularly communicate with the FF to direct the retrenchment process and identify a job advice
centre, which will provide counselling and support to employees in locating alternative employment, for
66
example, through formulating employee CVs, interaction mechanisms with potential employers, and
interview strategies.
The names of employees whose positions become redundant (the “affected employees”) will be placed
on the Human Resources database for twelve (12) months from the date of redundancy. The main
purpose for the creation of the database of affected employees is to ensure that when opportunities
arise, people on the list will be considered for permanent positions before the employment of external
candidates.
Additional measures that the Mine may take include the following:
Assistance, prior to the retrenchment date, with retraining, portable skills training and other
courses to enhance further employment practices
Assistance in accessing available and suitable jobs at other local mines or companies
Informing neighbouring mines of the retrenchment process and ascertaining whether any job
vacancies exist
Assistance with accessing outplacement and/or career transition counselling from relevant
consultancies or job advice centres in the community
Assistance with completing job application and other relevant forms
Financial planning advice, as well as advice and support on accessing pension or provident fund
pay-outs and UIF claims, or other state assistance
Personal counselling for individuals and groups to be able to deal with the trauma associated with
retrenchment (this will be extended to both retrenched employees and those left behind)
7.5 Mechanisms to ameliorate the social and economic impact on individuals, regions and economies
where retrenchment or closure of the mine is certain
7.5.1 Overview
A Social Closure Plan will be formulated five years before the planned closure, and will consist of the
following:
Undertaking a socio-economic baseline survey to determine the social dynamics between the
mine and the affected regions, the workforce and the affected local municipalities
Predicting the likely socio-economic impact on employee households, communities and the
region
Identifying critical issues affecting the ongoing sustainability of employees and communities
during closure by means of a detailed consultation process
Identification of alternative livelihood and socio-economic development opportunities and
projects that may become sustainable over the long term
Mitigating and managing the adverse impacts of closure
Providing alternative livelihood options
The mine will make every effort to ameliorate the social and economic impact on its employees if
retrenchment and the closure of the mine are certain.
67
The primary mechanism that will be employed to promote opportunities for alternative livelihoods and
employment in other sectors of the economy will be the implementation of the mine’s HRD Programme
on a consistent basis throughout the life of the operation. Through the implementation of skills
development programmes and the creation of LED opportunities for employees and their households in
local communities, the negative socio-economic impacts of downscaling, closure and retrenchment
should be minimised. This will enable employees to access alternative livelihood opportunities in other
sectors of the economy.
Table 32: Financial Provision for Retrenchments
2020 2021 2022 2023 2024
R1,106,250.00 R1,183,687.50 R1,266,545.63 R1,355,203.82 R1,450,068.09
The financial provision reflected in Table 35 above is based on the previous retrenchment agreement
with organised labour. An amount of R7 500.00 per affected employee will be set aside as skills grant
which will include employees that attended portable skills training. This amount will be subjected to
annual CPI escalation (estimated at 7%). The total provision will be informed by the number of employees
that will be affected during possible retrenchments and the mine that will most likely be affected
including employees working at Shared services. Cost for retrenchment packages are excluded as it will
be informed by a retrenchment agreement.
68
SECTION 8
FINANCIAL PROVISION FOR
IMPLEMENTING THE SOCIAL
AND LABOUR PLAN
Regulation 46(e)
69
8. FINANCIAL PROVISION FOR IMPLEMENTING THE SOCIAL AND LABOUR PLAN
Section 23(1) (e) of the MPRDA states: “The Minister must grant a mining right if the applicant has provided financially and otherwise for the prescribed social and labour
plan.” The tables below presents a summary of the financial commitment by the mine to each element of the SLP for a five-year period.
Table 33: Lannex SLP expenditure for the period 2020‒2024
COMPONENTS OF SLP 2020 2021 2022 2023 2024 TOTAL
Human Resources Development R11 445 136,79 R6 601 145,00 R5 610 812,00 R5 873 506,00 R5 899 581,00 R35 430 180,00
Local Economic Development R2 700 000,00 R3 000 000,00 R3 000 000,00 R1 170 000,00 R0,00 R9 870 000,00
Housing and Living Conditions R0,00 R0,00 R0,00 R0,00 R0,00 R0,00
Enterprise Development R1 583 825,00 R1 542 575,00 R1 542 575,00 R1 542 575,00 R1 542 575,00 R6 211 550,00
Management of downscaling R1 106 250,00 R1 183 688,00 R1 266 546,00 R1 355 204,00 R1 450 068,00 R6 361 756,00
TOTAL R16 835 211,00 R12 410 266,00 R11 419 933,00 R9 941 285,00 R8 892 224,00 R59 498 919,00
70
SECTION 9
UNDERTAKING
Regulation 46(e)
71
9. UNDERTAKING
This represents an undertaking by the holder of the mining right to ensure compliance with the Social
and Labour Plan and to make it known to employees.
I __________________________________________________ the undersigned and duly authorised
thereto by Samancor Chrome Limited trading as Samancor Chrome Eastern Chrome Mines
(ECM), and on behalf of Lannex Mine, undertake to adhere to the information, requirements,
commitments, and conditions as set out in the Samancor Chrome Eastern Chrome Mines (ECM)
Lannex Social and Labour Plan.
Signed at ________________________ on this ________ day of _______ 2019
Signature of responsible person _________________________________________
Designation ________________________________________
72
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
73
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
74
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
75
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
76
E 3 E UPPER
E 2 E MID
E 1 E LOWER
D 4 D UPPER
D 3 D UPPER
D 1 D LOWER
C 5 C UPPER
C 3 LEVEL 6
C 2 LEVEL 5
C 1 LEVEL 4
B 3 LEVEL 2
B 2 LEVEL 1
B 1 LEVEL 1
A 4 A
AT LEAST 4 YEARS RELEVANT EXPERIENCE
PRODUCTION
LEARNER SUPERVISOR
AT LEAST 3 YEARS RELEVANT
EXPERIENCE PRODUCTION
OPERATOR
AT LEAST 7 YEARS EXPERIENCE
PRODUCTION
2 YEARS SUPERVISORY EXPERIENCE
GRADE 10 / N1 MATHS
BLASTING CERTIFICATE OR CERTIFICATE IN
NATIONAL ROCKBREAKING
CERTIFICATE OF FITNESS
LEARNER MINER
OPERATOR
AT LEAST 7 YEARS EXPERIENCE
PRODUCTION
2 YEARS SUPERVISORY EXPERIENCE
SHIFT SUPERVISOR
AT LEAST 4 YEARS EXPERIENCE
PRODUCTION
DEGREE OR TECH DIPLOMA
MINIMUM OF 22 YEARS OF AGE
HOLDER OF BLASTING CERT
PART A and B MINE OVERSEER CERT
AT LEAST 7 YEARS EXPERIENCE
PRODUCTION
2 YEARS SUPERVISORY EXPERIENCE
GRADE 10 / N1 MATHS
BLASTING CERTIFICATE OR CERTIFICATE IN
NATIONAL ROCKBREAKING
CERTIFICATE OF FITNESS
MINER
GRADE 10 / N1 MATHS
CERTIFICATE OF FITNESS
COMPETENT PERSON A and B
DRIVERS LICENSE
GRADE 10 / N1 MATHS
CERTIFICATE OF FITNESSCOMPETENT
PERSON A and B
DRIVERS LICENSE
GRADE 12 / N3
BLASTING CERTIFICATE OR CERTIFICATE IN
NATIONAL ROCKBREAKING
SUPERVISORS CERTIFICATE
DEGREE OR TECH DIPLOMA
GRADE 12 / N3
BLASTING CERTIFICATE OR CERTIFICATE IN
NATIONAL ROCKBREAKING
SUPERVISORS CERTIFICATE
DEGREE OR TECH DIPLOMA
MINE OVERSEER /
MINE SUPERINTENDANT
Education Profile and Minimum Role
Requirements
MINING
MANAGER
AT LEAST 8 YEARS EXPERIENCE
3 YEARS MANAGERIAL EXPERIENCE
SNR MINING
SUPERINTENDANT /
SECTION MANAGER
AT LEAST 5 YEARS EXPERIENCE
PRODUCTION
2 YEARS SUPERVISORY EXPERIENCE
SENIOR SUPERVISOR
MINE MANAGER
COMBINE B LEVEL: B Lower & B Upper
PROMOTION: Base this on years experience
MQA Training
Remuneration package accordingly
SCARES SKILLS: Cannot expect to have Grade 10,
(RDO / RDA) As well as loader operators
WINCH OPERATORS: Grade 8
AT LEAST 3 YEARS RELEVANT
EXPERIENCE PRODUCTION
AT LEAST 3 YEARS RELEVANT EXPERIENCE
PRODUCTION
GRADE 10 / N1 MATHS
COMMINICATION IN ENGLISH
COMPETENT PERSON B
CERTIFICATE OF FITNESS
GRADE 10 / N1 MATHS
CERTIFICATE OF FITNESS
DEGREE OR TECHNICON DIPLOMA
MINE MANAGERS CERTIFICATE OF
COMPETENCY
AT LEAST 6 YEARS EXPERIENCE
2 YEARS MANAGERIAL EXPERIENCE
DEGREE OR TECHNICON DIPLOMA
PART A MIN 3 YEARS EXPERIENCE
PART B MIN 4 YEARS EXPERIENCE HOLDER
OF BLASTING CERT
PART C MIN OF 23 YEARS AGE
MINE MANAGERS CERTIFCATE OF
COMPETENCY
AT LEAST 7 YEARS EXPERIENCE
PRODUCTION
2 YEARS SUPERVISORY EXPERIENCE
GRADE 10 / N1 MATHS
BLASTING CERTIFICATE OR CERTIFICATE IN
NATIONAL ROCKBREAKING SHIFT
SUPERVISORS CERTIFICATE
CERTIFICATE OF FITNESS
ATTENDANT
OPERATOR
GENERAL MANAGERAT LEAST 10 YEARS EXPERIENCE
5 YEARS MANAGERIAL EXPERIENCE
DEGREE OR TECHNICON DIPLOMA
MINE MANAGERS CERTIFICATE OF
COMPETENCY
MINING - CAREER PATH
Legal Requirements
AT LEAST 10 YEARS EXPERIENCE
5 YEARS MANAGERIAL EXPERIENCE
DEGREE OR TECHNICON DIPLOMA
MINE MANAGERS CERTIFICATE OF
COMPETENCY
77
78
APPENDIX II: SKILLS DEVELOPMENT FACILITATOR APPOINTMENT LETTER
79
APPENDIX III: PROOF OF SUBMITION OF WORKPLACE SKILLS PLAN
80
APPENDIX IV: PROOF OF CONSULTATIONS WITH STAKEHOLDERS
Mine Reason for Meeting Stakeholder groups engaged Date of EngagementOutcome of meeting Name & Position of Attendee from Mine Attendance Meeting availableMinutes of Meeting available
LED Identification meeting Community Representatives 18 June 2019 Draft LED Projects Wishlist Mr M Motimele, Transformation Supretendent Yes Yes
LED Verification
Identification meeting Community Representatives 01 July 2019 Proposed Wishlists Mr M Motimele, Transformation Supretendent Yes Yes
Community Representatives
Ward Councillors
Tribal Councils
Community Representatives 16-Oct-19
Tribal Councils
LED Identification meeting Community Representatives 22 July 2019 Draft LED Projects Wishlist Mr M Motimele, Transformation Supretendent Yes Yes
Community Representatives Mr M Motimele, Transformation Supretendent Yes
Tribal Councils Mr M Motimele, Transformation Supretendent
Community Representatives
Tribal Councils
LED Identification meeting Community Representatives 18-Jun-19 Draft LED Projects Wishlist Mr M Motimele, Transformation Supretendent Yes Yes
LED Verification
Identification meeting Community Representatives 01-Jul-19 Proposed Wishlists Mr M Motimele, Transformation Supretendent Yes Yes
LED Project ConsolidationCommunity Representatives 16-Sep-19 Prioritized LED Projects Mr M Motimele, Transformation Supretendent Yes
No, Consolidated and prioritized
projects template available.
LED Project Feedback Community Representatives 15-Oct-19 Feedback to communities on identified projects aligned to the IDPMr M Motimele, Transformation Supretendent Yes Yes
Alignment of Identified
projects with IDP Fetakgomo Tubatse Local Municipality 01-Oct-19 IDP aligned LED projects Mr M Motimele, Transformation Supretendent Yes No
Feedback on identified
projects Fetakgomo Tubatse Local Municipality 22-Sep-19 IDP aligned LED projects Mr M Motimele, Transformation Supretendent Yes No
No
Alignment of Identified
projects with IDP Sekhukhune District Municipality 09-Oct-19 IDP aligned LED projects Mr M Motimele, Transformation Supretendent Yes No
Follow up meeting
regarding Identified
projects. Sekhukhune District Municipality 23-Oct-19 IDP aligned LED projects Mr M Motimele, Transformation Supretendent Yes No
Prioritized LED Projects
Feed back to communities on
identified projects aligned to the
Integrated Development Plan (IDP)
Feed back to communities on
identified projects aligned to the IDP
Prioritized LED Projects
Record of Communication between the Mine and Representatives from the Local Municipality and Other Stakeholders
Yes
18 September 2019 Mr M Motimele, Transformation Supretendent
Mr M Motimele, Transformation Supretendent
Mr M Motimele, Transformation Supretendent
Yes
Yes
No, Consolidated and prioritized
projects template available.
No, Consolidated and prioritized
projects template available.18 September 2019
16-Oct-19
Tweefontein
Lannex
Yes
Yes
Doornbosch LED Project Consolidation
LED Project Feedback
LED Project Feedback
LED Project Consolidation
81
APPENDIX V: FORM T (MINE PROCUREMENT)
Capital BEE Spend 2018
Lannex
GO GOLA MINING (PTY) LTD R 8 044 383.41
NORTHLITE ELECTRICAL R 6 355 820.29
NOMAKANJANE MINING SUPPLIES AND SER R 785 914.06
SINOVILLE FENCING ROSSLYN (PTY) LTD R 486 241.50
ZEST WEG ELECTRIC (PTY) LTD R161 578
BRELKO CONVEYOR PRODUCTS (PTY) LTD R 158 825.29
ELECTRO DIESEL GROUP (PTY)LTD R 17 232.03
Total Spend R 16 009 994.58
Services BEE Spend
Lannex
MBOJOMANE PLANT AND TRANSPORT HIRE R 23,782,960.58
NORTHLITE ELECTRICAL R 1,742,290.27
KUTTING MPUMALANGA (PTY) LTD R 1,702,650.71
EPIROC SOUTH AFRICA (PTY) LTD R 1,484,751.45
MASAKHANE TRANSMISSIONS CC R 1,331,031.94
WILLBATT PRODUCTS (PTY) LTD R 1,292,789.66
UNITRANS PASSENGER (PTY) LTD R 1,130,130.72
NOMAKANJANE MINING SUPPLIES AND SER R 1,064,138.60
AIR ROTORY SERVICES (PTY) LTD R 953,755.12
ROCK TOOL SERVICES CC R 940,165.05
RITCHIE CRANE HIRE (PTY) LTD R 706,794.71
OLD AARD MINING EQUIPMENT (PTY) LTD R 608,345.13
FRASER ALEXANDER (PTY) LTD R 511,104.43
AQS LIQUID TRANSFER (PTY) LTD R 291,289.39
SASOL SOUTH AFRICA LTD R 121,446.02
KAL TIRE MINING TYRE SERVICES SA R 101,823.80
ZEST WEG ELECTRIC (PTY) LTD R 65,668.50
SUGAR CREEK TRADING 363 (PTY) LTD R 57,996.00
GO GOLA MINING (PTY) LTD R 49,451.00
GHH MINING MACHINES (PTY) LTD R 48,133.82
Total Spend R 37 986 716.90
Consumables BEE Spend
Lannex
SASOL SOUTH AFRICA LTD R 6,324,943.81
OLD AARD MINING EQUIPMENT (PTY) LTD R 4,633,803.50
GO GOLA MINING (PTY) LTD R 4,319,393.78
NORTHLITE ELECTRICAL R 1,321,366.29
ELECTRO DIESEL GROUP (PTY)LTD R 779,642.47
ABERDARE CABLES (PTY) LTD R 749,675.92
MULTOTEC PROCESS EQUIPMENT (PTY) LT R 659,341.46
BRELKO CONVEYOR PRODUCTS (PTY) LTD R 367,425.89
GHH MINING MACHINES (PTY) LTD R 329,011.08
ZEST WEG ELECTRIC (PTY) LTD R 302,841.35
MACSTEEL SERVICE CENTRES SA (PTY) L R 183,053.94
82
WILLBATT PRODUCTS (PTY) LTD R 149,152.70
MULTOTEC MANUFACTURING (PTY) LTD R 117,762.40
VIDEX WIRE PRODUCTS (PTY) LTD R 117,714.75
AQS LIQUID TRANSFER (PTY) LTD R 97,604.16
KUTTING MPUMALANGA (PTY) LTD R 89,826.67
NOMAKANJANE MINING SUPPLIES AND SER R 84,105.20
ROCK TOOL SERVICES CC R 78,235.15
LETABA DEWATERING (PTY) LTD R 39,881.80
AFROX R 38,932.56
Total Spend R 20 783 714.88
83
APPENDIX VI: SKILLS TRAINING PROGRAMME LIST
Skills Training Programme List
SAP: Basic
Computer Based Training
SAP: HR Time Managers Workplace
SAP: HR Organisational Management
SAP: HR Reporting
SAP: HR Training & Events
SAP: HR Disciplinary (IT0743)
SAP: HR LSMW
SAP: HR Personnel Administration (PA)
SAP: MM Requisitioner (PR)
SAP: MM Store Reservation
SAP MM Buyer Training
SAP: PM Basic Planner
SAP: PM Artisan
SAP: PM Supervisor Training
SAP: PM Advance Planner
SAP: Workflow for Managers
SAP: Workflow Training
Integrated Management Systems Training (IMS)
Dover Assessment
Skills Programme: Blasting Assistant
MQA Sills Programmes
Skills Programme: Competent A
Skills Programme: Competent B
Skills Programme: Health and Safety Rep Training
Skills Programme: Rock Drill Operator (RDO)
Skills Programme: Trackless Mobile Machine
Skills Programme: Mineral Processing - Dense Medium Separation
Skills Programme: Mineral Processing - Ore Reception
Skills Programme: Mineral Processing - Water Reticulation
Skills Programme: Mineral Processing - Crushing
Skills Programme: Mineral Processing - Screening & Crushing
Skills Programme: Mineral Processing - Thickening of a Slurry
Skills Programme: Mineral Processing - Milling of Material
License: ECM Lifting Equipment
Mine Licences
License: Basic Rigging - LOPT
License: Advanced Rigging - LOPT
License: Electric Hoist (LOPT)
License: Overhead Crane Code C30/31 LOPT
License: ECM Chairlift Operator
License: ECM Conveyor Belt Operator
License: ECM GDI
License: Diamond Drill Rig
License: ECM Drill Rig (MDR) Operator
License: Secondary Rock Breaker Operator
License: Tip Attendant
License: Underground Ambulance
84
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
Training: Blasting Certificate (Metaliferous Mines)
Certificated training
Training: Shift Boss Course
Training: Maintenance Planning Course
Training: Working at Heights
Training: Awareness - Fire Fighting
Training: Advanced Fire Fighting
First Aid Level 1
Training: ISO 14001 : 2015 Awareness Training
Training: ISO 45001 : 2018 Awareness Training
Training: ISO 9001 : 2015 Awarenes training
Training: Peer Educator
Training: Mentorship
Training: IR - Industrial Relations
Training: Assessor \ Moderator
Training: Comsoc 1
Training: Comsoc 2
Training: Comsoc 3
Training: TARP Simulation
Job Specific Technical Skills
Training: Hazard Awareness
Training: GDI Sentinel
Training: SCAS 2 Safe lite (PDS Training)
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
85
Training: Load Haul Dumper LHD GHH SLP6.1
Training:Load Haul Dumper LHD GHH SLP6.2
Training: Mine Load Haul Dumper (LHD AARD 5.5)
Training: Mine Drill Rig Operator
Training: MPV/UV Operator
Training: Conveyor Belt Operator
Training: Control Room Operator
Training: Supervisory - Knowing Yourself - insert training in front
Supervisory and management
Training: Supervisory - Managing Yourself and Team
Training: Supervisory - Management Principles
Training: Supervisory - Competence Coaching
Training: Supervisory - Time Management
Training: Supervisory - Team Leadership and Performance Management
86
APPENDIX VII: FUTURE FORUM CONSTITUTION (Signed)
87
88
89
90
91