In terms of human capital our efforts towards achieving sustainability and our aspiration to deliver More than mining include our support of the achievement of UNGC principles 1, 2, 3, 4, 5 and 6 and SDGs 3 (Ensure healthy lives and promote well-being for all at all ages) and 8 (Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all) which are the main focus of our efforts to support the achievement of the SDGs.

    We incorporate the UNGC’s principles into our policies and procedures and in terms of human capital our aspiration to deliver More than mining includes:

    • our support of internationally proclaimed human rights
    • ensuring we are not complicit in human rights abuses (UNGC principles 1 and 2)
  • eliminating all forms of forced and compulsory labour and the abolition of child labour (UNGC principle 4 and 5)
  • eliminating discrimination in respect of employment and occupation (UNGC principles 6)

OUR WORKFORCE

At 31 December 2018 there were 9 508 enrolled employees and contractors working in RBPlat (2017: 8 372), a 13.6% increase year-on-year mainly as a result of the achievement of the 150ktpm milestone at Styldrift Mine.

Icon Description  % change 
year-on-year 
   2018     2017     2016     2015    
   BRPM  (2.2)    5 206     5 324     5 833      6 177     
   Contractors1  0.1     3 131     3 128     3 164      3 497     
   Enrolled employees  (5.5)    2 075     2 196     2 669     2 680    
   Concentrators  57.7     418     265     294     336    
   Contractors  210.9     199     64     96     120    
   Enrolled employees  9.0     219     201     198     216    
   Styldrift Mine  38.2     3 557     2 574     1 045     562    
   Contractors  45.0     1 399     965     108     314    
   Enrolled employees  34.1     2 158     1 609     937     248    
   Maseve Mine2  100.0     31                      
   Contractors  100.0        —     —     —    
   Enrolled employees  100.0     26     —     —     —    
   Shared services3  42.8     267     187     202     180    
   Contractors  100.0     26     13        19    
   Enrolled employees  38.5     241     174     193     161    
   Corporate office4  31.8     29     22     26      26     
   Total number of employees5  13.6     9 508     8 372     7 400      7 281     
  1 Includes fixed term contractors, labour hire and volume contractors
  2 Maseve Mine and its concentrator employees were included in our employee statistics for the first time. The Maseve concentrator employees and contractors have been included with the BRPM concentrator employees and contractors in this table
  3 This number has increased as a result of the reallocation of employees and the need for increased resources to support the Styldrift ramp-up
  4 These numbers include our two executive directors who are members of the RBPlat Board
  5 These numbers exclude trainees who were part of our social and labour plan commitments

  • 89% of the employees in our operations as at 31 December 2018 were union members
  • 34.1% increase in the Styldrift Mine enrolled employees year-on-year
  • 13.6% increase in total number of employees

Key statistics for 2018:

  • 1.7% rate of voluntary employee turnover in 2018
  • Our absenteeism rate was 5.5% in 2018
  • 9.8% reduction in absenteeism year-on-year

We have identified SDG 3: Ensure healthy lives and promote well-being for all at all ages as an area of major focus for RBPlat, which addresses two of our key human capital performance areas. These are: achieve zero harm and employee health.

An employee being treated at the BRPM clinic


Employee turnover
Description  % change 
year-on-year 
   2018
%
   2017  
%  
   2016
%
  
Voluntary employee turnover (including fixed term contractors and labour hire employees and excluding volume contractors) (72.1)   1.7   6.1     2.7     
Management turnover (75.3)   4.9   19.8*   5.9    

* The increase in management turnover during 2017 was mainly a result of a restructuring process

Absenteeism rate
Description  % change 
year-on-year 
   2018
%
   2017
%
   2016
%
  
Total absenteeism rate for full-time employees* (9.8)   5.5   6.1   5.6    

* Absenteeism rate includes absent without permission (AWOP) and sick leave

Our approach to managing the safety, health and wellness of our employees

RBPlat actively supports the Tripartite Action Plan on Health and Safety (2008) through which the South African mining industry committed to the principle of zero harm with the goal that every mineworker should return home unharmed every day. Through the Mining Industry Occupational Safety and Health (MOSH) learning hub established in 2012, mining companies share leading practice and the CEO Zero Harm Forum of which our CEO is a member, drives health and safety initiatives and share experiences to help address key challenges and to accelerate the mining industry’s journey to zero harm.

ACCOUNTABILITY FOR SAFETY

Our health and safety management systems and structures are designed to help us achieve our aspirational goal of zero harm in our operations.

Ultimate responsibility for safety rests with our Board, its subcommittees and every enrolled employee and contractor working at our operations.

The Board’s Social and Ethics Committee is mandated to oversee and monitor our safety performance against agreed targets every quarter and reports to the Board on its findings. Operational accountability lies with the Executive Head: Operations and the Head of Operations.

Each operational area has a Health and Safety Committee, which meets at least monthly. The membership of these committees consists of at least four employee representatives and management representatives, who in terms of the Mine Health and Safety Act 29 of 1996 (MHSA) can be equal to or less than the number of employee representatives. Operational Health and Safety Committee members elect fellow members to represent them on the Central Health and Safety Committee.

MANAGING SAFETY IN OUR OPERATIONS

We have a safety strategy in place that is based on the principle of achieving zero harm by developing a resilient safety culture. The main pillars of our strategy, which stand on a foundation of teamwork, discipline and our safety code of conduct are: leadership, design, systems and behaviour.

Risk assessments form the basis for the development of all our operational safety codes of practice, standards and procedures. These are then incorporated into our training manuals. Their implementation is the direct responsibility of senior management.

For the past five years an internal safety culture survey has been conducted every year during the month of November, with the aim of assessing our progress towards achieving a resilient safety culture. A new, updated assessment tool will be used from 2019. The first survey using the new assessment tool will take place in the second quarter of 2019.

Both BRPM and Styldrift are OHSAS 18001 certified and have maintained their certifications following the annual external audit this year.

BUILDING SAFER LEADERS

Having identified the need to strengthen our safety leadership to support our progress towards a resilient safety culture we continued with emotional fitness training that is aimed at developing exceptional safety leaders. Through the back to basics and risk training we continue to provide our supervisors with an increased understanding of risk. Supervisors and their teams are being exposed to how best to respond appropriately to risk.

During 2018 we also introduced the Care and Growth model training for management, which focuses on the legitimate leadership relationship.

Means, ability and accountability form the basis of the caring leadership style this training aims to achieve.

IDENTIFYING THE CAUSE OF ACCIDENTS IN OUR OPERATIONS
  Safety briefing at BRPM
  Safety briefing at BRPM

Our SILO SHE electronic database for incident reporting and events capturing automatically, analyses the data recorded in the system. This analysis allows us to identify and address incident trends, understand the basic cause of unwanted events and take action to prevent accidents, especially repeat accidents.

During 2018 we identified that in certain cases employees may have learnt safety instructions/rules and are able to quote them word for word but they do not fully comprehend the ‘why’ of the instruction/rule. This lack of understanding can be the cause of safety breaches. We are addressing this identified safety risk through additional training.

At BRPM we also revised our Safety Officer inspection methodology from a manual written report to an electronic checklist, which provides an electronic status report for each working place in the mine. This allows us to determine not only the non-conformances but also focus areas where leadership and behaviour need to be addressed. This methodology also captures positive results, which provides a balanced report. Styldrift Mine will be applying this methodology from the second half of 2019.

We also introduced the integrated risk management assessment (IRMA) electronic database to capture the hazards, the risks they present, and the associated controls or job functions that need to be in place to keep people safe in a particular area. We address higher risk areas first and continue until the full risk assessment system is converted to the IRMA way.

  • There were no strikes in our operations during 2018
  • There were two fatalities in our BRPM operations during 2018
  • Three million fatality-free shifts achieved at RBPlat on 4 February 2018
  • One million fatality-free shifts were achieved at Styldrift Mine on 8 September 2018
  • No fatalities at Styldrift Mine in the past three years

11.9% improvement in LTIFR year-on-year

RBPlat safety performance

While RBPlat’s overall safety performance in 2018 was disappointing, with two fatal accidents taking place at BRPM, one in the month of July and one in September. There were, however, areas of excellence including RBPlat achieving 3 000 000 fatality-free shifts on 4 February 2018 and Styldrift Mine achieving 1 000 000 fatality-free shifts on 8 September 2018.

Total recordable injury frequency rate   KRI Lost time injury frequency rate
(LTIFR)
  KRI Serious injury frequency rate
(SIFR)
  KRI Fatal injury frequency rate
(FIFR)
Total recordable injury frequency rate     Lost time injury frequency rate (LTIFR)     Serious injury frequency rate (SIFR)     Fatal injury frequency rate (FIFR)
Total recordable injuries     Total lost time injuries     Total serious injuries     Injury-free days
Total recordable injuries     Total lost time injuries     Total serious injuries     Injury-free days

Safety briefing at BRPM

Safety briefing at BRPM

Safety performance at BRPM

We identified that since 2016 serious injuries at BRPM were increasing, which is an indication that there is a risk of a fatal accident occurring. Recognising the risk of a fatal accident occurring, we put every effort into addressing the serious injury frequency rate, but sadly we still had the two fatal accidents at BRPM.

Total recordable injury frequency rate Lost time injury frequency rate (LTIFR) Serious injury frequency rate (SIFR) Fatal injury frequency rate (FIFR) Injury-free days
Total recordable injury frequency rate Lost time injury frequency rate (LTIFR) Serious injury frequency rate (SIFR) Fatal injury frequency rate (FIFR) Injury-free days

Safety performance at Styldrift Mine

1 000 000 fatality-free shifts at Styldrift Mine

As Styldrift Mine was still under construction and ramping up to production of 150kptm by the end of 2018 there was a large influx of new employees requiring orientation and an introduction to the RBPlat way of working. Due to the nature of the considerable amount of construction work taking place at Styldrift Mine during 2018, slip and fall and hand injuries were the most frequent injuries at the mine.

Total recordable injury frequency rate Lost time injury frequency rate (LTIFR) Serious injury frequency rate (SIFR) Fatal injury frequency rate (FIFR) Injury-free days
Total recordable injury frequency rate Lost time injury frequency rate (LTIFR) Serious injury frequency rate (SIFR) Fatal injury frequency rate (FIFR) Injury-free days

Safety performance at our concentrators

During 2018 the acquisition of the Maseve concentrator required the onboarding of a new workforce for the start up of the plant and its ramp-up to 110ktpm. To achieve this safely, we identified all the hazards and determined the associated risks. Employees were made aware of the risks and how to address them appropriately.

Maseve was injury-free during the five months for which it was an RBPlat operation.

BRPM AND MASEVE CONCENTRATORS
Total recordable injury frequency rate Lost time injury frequency rate (LTIFR) Serious injury frequency rate (SIFR) Fatal injury frequency rate (FIFR) Injury-free days
Total recordable injury frequency rate Lost time injury frequency rate (LTIFR) Serious injury frequency rate (SIFR) Fatal injury frequency rate (FIFR) Injury-free days
THE HEALTH AND WELLNESS OF OUR PEOPLE

Climate

We identify the main health issues that can affect our workforce and the communities in which we operate. We address them through constant monitoring and regular testing for the issues we have identified. When there is an issue we take remedial action to minimise the impact on our workforce and the communities in which we operate. It is through these efforts that we contribute to the achievement of SDG 3: Ensure healthy lives and promote well-being for all at all ages.

MENTAL HEALTH

1 466 mental health consultations were conducted during the year

The mental health assessments conducted during these consultations assessed patients for a wide range of mental illnesses

OUR MAIN WORK-RELATED HEALTH ISSUES

These are:

  • noise-induced hearing loss (NIHL), which is the most prevalent occupational health issue in our operations. It is also one of the four non-fatal conditions listed among the leading causes of the global burden of disease
  • the non-work-related health issues of HIV/Aids and TB
Accountability for health and wellness

Our Social and Ethics Committee, which is accountable to the RBPlat Board, receives quarterly reports on the occupational health and wellness of our workforce against agreed targets, which it reviews and reports on to the Board. It also monitors our compliance with the requirements of the Mine Health and Safety Act 29 of 1996 (MHSA) in terms of medical surveillance reporting, injuries and occupational diseases.

Our Occupational Hygienist is responsible for our occupational health and hygiene policies, standards, monitoring and auditing, while line management is responsible for implementing occupational health and hygiene standards in the workplace.

Occupational health

We make every effort to protect our employees from NIHL. As a South African mining company we are committed to ensuring that no employee’s standard threshold shift should exceed 25dBa from the baseline at 2 000, 3 000 and 4 000HZ in one or both ears. We have a hearing conservation programme in place which makes it compulsory for all employees working in areas where the noise level exceeds 85dBa to wear hearing protection. We are also changing from disposable hearing protection to personalised hearing protection. In 2018 we completed the roll out of personalised hearing protection in BRPM’s North shaft. By the end of 2018 we had equipped 85% of the identified employees at BRPM’s South shaft with personalised hearing protection. We will have completed the issuing of personalised hearing protection to all RBPlat’s identified employees by the end of 2019.

The hearing capability baseline we established for our employees in 2016 measures a specific frequency of noise that people are exposed to at work. This is in accordance with the industry’s 2014 to 2024 milestones requirement for noise. We now measure any shift in employees’ hearing against this baseline.

Our NIHL performance
Description  % change 
year-on-year 
   2018
   2017    2016
  
Employees diagnosed with NIHL exceeding 10% (30.0)   13   10   9     
The number of employees submitted to Rand Mutual for compensation for hearing loss (18.8)   13   16   19  
The number of employees compensated for hearing loss (50.0)   3   6   10    

In 2018, there was a disappointing 30.0% increase of employees diagnosed with NIHL exceeding 10%. There was an 18.8% reduction in the number of employees submitted for compensation for hearing loss.

During 2018, Rand Mutual compensated three of the cases submitted for compensation for hearing loss.

Reducing the impact of fossil fuels on health

We use low sulphur diesel in the trackless machines used underground. It burns cleaner and reduces emissions. At Styldrift Mine, which is a mechanised mine employing a fleet of diesel-fuelled vehicles underground, we are trialling battery-driven loaders with a view to reduce noise, heat and exhaust gas emissions.

Providing health, wellness and emergency care services for our workforce

We provide occupation-related medical surveillance and emergency care for our workforce.

During 2018 our priority wellness issues were:

  • non-communicable diseases
  • mental health
  • improved viral load suppression
  • fewer antiretroviral treatment (ART) defaulters
  • prophylaxis treatment with the antibiotic Isoniazid (INH) as a first line agent in the prevention and treatment of TB

These wellness issues will continue to be our priority wellness issues in 2019.

At RBPlat we recognise that good health and wellness contributes to good performance at work. Most of our employees and volume contractors are members of the Platinum Health Medical Aid, which attends to the wellness and non-work-related medical conditions of its members. Platinum Health also works with our Wellness Coordinator to provide our workplace with a wellness programme. This programme includes disease prevention, diagnosis, treatment management, rehabilitation, and Tuberculosis (TB) and HIV/Aids management. It is supported by our wellness peer educators, members of our workforce who have volunteered for this role, who play an important role in wellness communication.

RBPlat took part in the Minerals Council of South Africa’s (MINCOSA) initiative to reinforce the industry’s safety performance through a day dedicated to safety. RBPlat added voluntary health risk assessments in all our operational areas as part of the MINCOSA safety initiative in September 2018. Before year-end we also held voluntary health tests at all operational areas of RBPlat.

Mental health

During 2018 Platinum Health reported an increase in the number of patients suffering from mental health problems including depression and anxiety, which may possibly be brought on by the challenging socio-economic environment.

The mental health of our employees, who are faced with an increasingly stressful environment, is increasingly becoming a challenge. To assist, Platinum Health provides an employee assistance programme, which has a department specialising in assisting people with mental health challenges.

Non-communicable diseases

Non-communicable diseases such as obesity, hypertension, diabetes and high cholesterol levels are also on the increase among our employees. A major concern is the obesity rate, with approximately 66% of our workforce being classified as obese based on the BMI. During 2018 our wellness programme’s health education covered the impact of alcohol and drug abuse, mental health, lifestyle diseases, such as obesity, and prostate cancer.

Family support

To support the families of the two employees who were fatally injured at BRPM in 2018 our wellness team visited the families regularly and assisted them to ensure their immediate needs were also addressed and all the necessary documentation was completed, so that they could receive the compensation due to them.

NON-COMMUNICABLE DISEASE STATISTICS OF EMPLOYEES WHO CHOSE TO BE TESTED:

  • 12.8% our employees suffered from hypertension in 2018 (2017: 10.36%)
  • 1.0% of our employees were diagnosed with diabetes (2017: 0.2%)
  • Our workplace wellness education programmes provide our workforce with information on the management and prevention of communicable and non-communicable diseases
Contributing to achieving sustainability and our aspiration to deliver More than mining

through our commitment to the safety, health and wellness of our workforce; the protection of their human rights; eliminating discrimination from our workplace; providing equal opportunities and investing in their training and development.

In the lamp room at Styldrift Mine employees hang photographs of their loved ones on the wall they walk past on their way down the mine. The aim of the wall is to remind them to work safely for the sake of their loved ones.



An employee's hearing is tested as part of the annual medical examination.

Noise-induced hearing loss (NIHL) is the most prevalent occupational health issue in our operations.

RBPlat began providing our employees with custom-made hearing protection devices since 2017 and continued to do so in 2018.


230 enrolled employees attended AET training during 2018

193 community members attended AET training during 2018



  • Women made up 17.1% of our enrolled employees and fixed term contractors in 2018 (2017: 15.9%). We actively recruit and develop women to work at mining in our workplace through our focused development programme for women
  • Our TB incidence rate reduced by 17.5% year-on-year
  • There was a 19.3% year-on-year reduction in the number of new cases of enrolled employees and contractors who tested positive for HIV (12 379 people agreed to be tested)
Assisting with community healthcare

The Department of Health (DoH) is responsible for the public healthcare delivery system, however, we assist the DoH whenever they request our assistance. The Rustenburg Health Forum facilitates health projects in our neighbouring communities and the larger Rustenburg sub-district. The TB incidence rate in the community is a concern as it has not as yet been tracked. We hope to assist the DoH with a project to track TB in our neighbouring communities. The project would help the DoH address the disease more effectively by identifying TB hotspots.

See Social and Ethics Committee report

The right to health is a human right

57 employees and contractors were on TB treatment at year-end

RBPlat met and exceeded the December 2024 milestones to screen all our employees for TB between 2016 and 2018

Our efforts to reduce HIV/Aids and TB in our workforce

Globally, South Africa is among the top 30 countries with the highest TB and drug-resistant TB (DR-TB) burdens. Sub-Saharan Africa accounts for almost 80% of the disease burden of TB.

The MINCOSA Masoyise iTB initiative was conceived as a major TB screening campaign for the South African mining industry. We are on track to meet its December 2024 milestones, which is that the TB incidence rate should be at or below the national TB incidence rate and that 100% of our employees should be offered HIV/Aids counselling and treatment (HCT) annually, with all eligible employees linked to an ART programme. This is also in accordance with the National Strategic Plan (NSP) which is designed to reduce the illness and death associated with HIV, TB and sexually transmitted infections.

To reduce and prevent TB, RBPlat as a member of the mining industry committed to the achievement of the December 2024 milestones, which was to screen all our employees (enrolled and contractors) between 2016 and 2018. According to the World Health Organisation’s (WHO’s) Global Tuberculosis Report 2018 the estimated TB incidence rate in South Africa in 2017 was 567 per 100 000 (in 2016 their estimate was 438/100 000). The WHO’s estimate will be reviewed after the results from South Africa’s national TB prevalence survey become available in 2019. Our current incidence rate is 631/100 000, which is an encouraging reduction as our average labour increased and the number of cases decreased. Also encouraging is the decrease of 6.6% year-on-year of employee and contractors testing positive for TB (2018: 57 positive TB cases, 2017: 61 positive TB cases). The table that follows indicates we have already more than achieved our goal of screening all our employees.

We placed 657 people on INH prophylaxis in 2018 (2017: 455) with the aim of reducing the development of active TB in patients with latent TB.

TB statistics
    % change 
year-on-year 
  2018   2017 2016
  Number of screenings conducted of enrolled employees and contractors 11.6    55 083   49 360 43 344
Icon Employees and contractors who tested positive for TB (6.6)   57   61 56
  Employees and contractors on INH 44.4    657   455
Icon TB incidence rate*     631/   765/ 767/
    (17.5)   100 000   100 000 100 000
  Number of employees and contractors who completed the TB treatment programme at the BRPM clinic 1.7    60   59 24
 

* Our TB incidence rate is calculated using the average monthly labour figure. In 2018 average labour increased and the number of cases decreased

HIV/Aids statistics

We have aligned ourselves with the Department of Health’s test and treat programme

    % change 
year-on-year 
  2018   2017 2016
Icon Number of counselling sessions 10.5    12 753   11 545 10 072
Icon Number of employees and contractors who agreed to be tested for HIV/Aids 13.3    12 379   10 924 9 319
  New cases that tested positive for HIV (19.3)   146   181 187
  Employees who started ART this year* (16.2)   202   241 147
Icon Number of employees who stayed on ART (0.8)   627   622 658
Icon Number of ART defaulters this year* 83.3    66   36 38
  Employees and contractors known to be HIV positive** 17.1    2 749   2 347 2 162
  HIV prevalence rate (0.4)   23.0   23.1 24.5
  * These numbers include our workforce who are members of the Platinum Health Wellness Programme
  ** Adding the new HIV-positive cases and adding them to those known to be HIV-positive at the end of the previous year will not necessarily equate to the same number of known HIV-positive at the end of the current year as there will always be labour movement during the year
UPHOLDING AND PROTECTING THE RIGHTS OF OUR EMPLOYEES

We have identified SDG 8:

Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all as an area of major focus for RBPlat, which addresses two of our key human capital performance areas. These are: availability of adequate and appropriate skills and labour stability.

The rights of our employees

We uphold the UN Declaration of Human Rights and the International Labour Organisation’s Declaration on Fundamental Principles and Rights at Work, which form part of our commitment to the UNGC.

The Social and Ethics Committee meets its responsibilities for ensuring RBPlat is a responsible corporate citizen by reviewing and reporting to the Board every quarter on RBPlat’s application of our Board-approved employment policies that are designed to ensure that we provide a workplace based on:

  • mutual respect
  • fairness
  • integrity
  • non-discrimination
  • equal opportunity at all levels
  • open and two-way engagement withour employees and their families.

The committee also monitors our performance in terms of our employment equity commitments.

Implementation of our human resource strategy and policies is the responsibility of the human resource teams at our operations.

Workforce planning, which is the responsibility of our workforce planning team, plays a very important role in the achievement of our strategies. It ensures we have the skills we need in our workforce and that we maintain our workforce at a level that will allow us to achieve our production and operating cost targets.

Our policy and stakeholder engagement framework both commit RBPlat to consulting extensively with all parties including management, employees and the trade union.

See the relationship capital section

Our progress with creating equal opportunities

We previously reported in accordance with the targets set in the Mining Charter II, which still included white women in the historically disadvantaged South African (HDSA) category. This year we are including both our performance in terms of Mining Charter II and our performance in terms of Mining Charter III, which no longer uses the HDSA breakdown.

Our performance in terms of Mining Charter III
  2018 2017     2016 Mining Charter
target
Skill level Black
%
White
%
Black
women
%
  Black
%
White
%
Black
women
%
Black
%
White
%
Black
women
%
Black
%
Black
women
%
Board level 54.6 45.5 36.4   40.0 60.0 30.0   45.5 54.5 27.3 50 20
Senior management 54.6 45.5 9.1   53.8 46.2 15.4   55.6 44.4 22.2 60 25
Middle management 50.2 49.8 14.2   46.7 53.3 10.7   48.7 51.3 10.1 60 25
Junior management 79.2 20.8 14.0   78.0 22.0 14.0   76.9 23.1 14.3 70 30
Core skills 98.6 1.4 15.1   98.6 1.4 13.5   99.0 1.0 11.3 60
Total 92.3 7.7 14.8   92.2 7.8 13.6   92.4 7.6 12.0  

Women in mining
made up
17.1%
of our enrolled employees and fixed term contractors in 2018 (2017: 15.9%)

Women in mining (number)
 
Our performance in terms of Mining Charter II
Skill level % change Number
of
HDSAs
2018
2018
%
  Number
of
HDSAs
2017
2017
%
Number
of
HDSAs
2016
2016
%
Final
target
of 2010
to 2014
Mining
Charter
%
Board level 20.0 6 54.6   5 50.0 6 54.5 40.0
Senior management (25.0) 6 54.6   8 61.5 5 55.6 40.0
Middle management 29.3 119 56.4   92 54.4 108 57.1 40.0
Junior management 22.0 1 250 81.9   1 025 81.3 958 80.6 40.0
Core skills 12.9 4 619 98.7   4 091 98.7 4 105 99.1 40.0
Total 14.9 6 000 93.2   5 221 93.3 5 182 93.5 40.0
Recruiting and developing women

Mining can be a challenging environment for women. As a result, while we actively recruit and develop women to work in mining at our operations through our focused development programme, we recognise that it is going to be challenging to meet the targets set for women in mining in the new Mining Charter. We also work to eliminate inequalities and ensure our workforce is suitably rewarded.

Women working at Styldrift Mine

EMPLOYEE RELATIONS
WE UPHOLD THE RIGHTS OF OUR EMPLOYEES TO FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING.

In 2018, 89% of our enrolled employees were members of NUM (2017: 90%)

There were no strikes in our operations during 2018, nor have we had any strikes for the past six years.

In 2019 we need to negotiate a new wage agreement. Our current five-year wage agreement, was signed with the National Union of Mineworkers (NUM) on 1 July 2014, in accordance with our employee relations recognition agreement (ERRA).

During 2019 the closed shop agreement currently in place in our operation will need to be reviewed. Elections for the NUM leadership positions at RBPlat will also be held in 2019 and NUM will also be holding its regional elections.

The closed shop agreement has been in place in our operations since two-thirds of our employees voted in favour of it in 2016.

Employee benefits and remuneration

The benefits and remuneration we offer our employees are set out in the remuneration review.

Information on our Employee Home Ownership Scheme in the Waterkloof Hills Estate, which we are developing as part of our SLP commitments is provided in the social and relationship capital section of this report.

Developing and retaining talent

The enhancement of our human capital through our holistic approach to the training and development of our workforce and the communities in which we operate allows us to deliver against our strategies.

The purpose of our Board-approved education and development strategy is twofold:

  • equipping our employees with appropriate skills and providing them with opportunities to acquire competencies that will allow them to develop and progress
  • providing young people from our communities with the opportunity to be the best they can be through our education support programme

See social and relationship capital section of this report for information on this programme and what it has achieved

Our investment in training and development

Our training spend is made up of the money we spend on legal, mandatory and other training and our SLP human resources development. In 2018 it represented 7.3% of our payroll of which 36.2% was SLP training spend. During 2018 the BRPM training centre which maintained ISO 9001 certification in 2018, also retained its accreditation as a training provider from the National Mining Qualifications Authority (MQA). This ensures that anyone completing a training course in the training centre receives a nationally recognised certificate.

Legal and mandatory training

The development of the core mining skills of our employees is ongoing. We provided legal, mandatory and other training across all disciplines and functions during 2018.

WE PROVIDED:

  • 4 510 enrolled employees and 5 885 contractors withlegal and mandatory training
  • 405 employees and contractors with external training
  • 108 enrolled employees with educational assistance for part time studies
  • 71 community members with mining, engineering and processing skills training
  • 11 students with internships
  • 25 students from our communities with bursariesfor their tertiary education
  • 18 people participated inour graduate development programme
  • 298 community members with the opportunity to participate in a portable skills programme

Key statistics for 2018:

230 employees and 193 community members participated in AET training during 2018 (2017: 149 employees and 181 community members)

RBPlat’s training expenditure in 2018 was 7.3% of our payroll (2017: 6%)

The development of safety leadership skills remains a key focus of our training. Our aim is to improve our people’s skills in the areas that we have identified as being barriers to keeping our people safe, which are leadership, design, systems and behaviour.

The back to basics interactive training we introduced in 2017 is improving the observation skills and inspection techniques of mine overseers, shift supervisors and miners. During 2017 we achieved a 50% improvement in observation skills during training and in 2018 there was a 53.2% improvement in observation skills during training.

The aim of our education support programme is to give young people from our doorstep communities the opportunity to acquire the maths and science skills they need to follow a tertiary education requiring these skills or to find employment in our operations in positions requiring a matric qualification with maths and possibly science. During the Styldrift Mine project, a number of community members who had matric maths were trained as load haul dump (LHD) operators. It was during our search for community members with matric maths to join this training programme that we realised there was a very concerning shortage of these skills. This prompted RBPlat to invest in developing the maths and science skills of the children attending Charora Secondary School, the secondary school serving the four doorstep communities of BRPM and Styldrift Mine.

  spendTotal training spend, SLP human resource development

See social and relationship capital section of this report for information on this programme

In 2018 we employed 64 community members as mining, engineering and trackless mobile machine (TMM) cadets and two employees were employed in engineering learnerships at our Styldrift Mine. The one learner is training as a diesel mechanic and the other is doing electrical training.

Through our investment in our SLP human resource development programme we provide community members with mining and processing skills training, offer students internships and bursaries for tertiary education, provide adult education and training and portable skills training. The aim of this investment is to increase the opportunity for community members to find employment.

Adult education and training (AET)

We offer part-time AET to our employees and doorstep community members.

  • 230 employees participated in AET training during 2018 (2017: 149) and 30 completed their training during the year, 134 are still in training and 66 dropped out
  • 193 community members participated in AET in 2018 (2017: 181) of which 50 completed their training during the year, 103 are still in training and 40 dropped out.
Performance management

Performance management plays a key role in the development of talent in RBPlat. The performance of our senior and middle managers and our mining teams at our operations is reviewed twice a year. These performance reviews include career development discussions. RBPlat’s managers are measured against KPIs.

See remuneration review for details

Team performance in our operations is reviewed monthly. The main focus of these reviews is safety performance, productivity and costs and the findings of these reviews directly impact the team’s monthly incentives