Integrated report


Our performance

Human capital

Key features in 2019

38.1% improvement on SIFR

23.2% improvement on LTIFR

17.8% of our employees are women in mining

57% of our executive management are HDSAs (exceeding Mining Charter III targets by 7%)

61% of our senior management team are HDSAs (exceeding Mining Charter III targets by 11%)

In 2019 our investment in manufactured capital addressed our most material manufactured capital issues in the short, medium and long term, which are:

Other SDGs impacted

Level 1

Level 2

Level 3

Key to our SDG focus areas:

Level 1: Our main focus areas
Level 2: SDGs to which we contribute directly
Level 3: SDGs to which we contribute indirectly


Two of the SDGs, which are main focus areas for RBPlat, involve our ability to grow our stock of human capital. They are Other SDGs impacted: Good health and well-being and SDG 8: Decent work and economic growth. Our ability to make a contribution to both these SDGs also plays an important part in growing our stock of social capital. By contributing to our main focus SDGs we also impact level 2 and 3 SDGs

 

Human capital governance

Protecting the human rights of our employees

To meet our commitment to being a responsible corporate citizen we have also incorporated the UN Global Compact (UNGC) Principles 1, 2, 3, and 5 into our human resource strategy, policies and plans.

We also uphold the United Nations' (UN) Declaration of Human Rights and the International Labour Organisation's Declaration on Fundamental Principles and Rights at Work, which form part of our commitments as a signatory to the UNGC. For information on human capital performance in terms of our UNGC commitments (see Our performance against our sustainability KPIs of this report and our Databook 2019 on our website at www.bafokengplatinum.co.za/integrated-reports.php).

Our Social and Ethics Committee meets its responsibilities for ensuring RBPlat is a responsible corporate citizen and that our Board-approved employment policies ensure that we provide a workplace based on:

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

The human capital strategy and policies are driven by the Executive: Human Resources. Their implementation is the responsibility of the human resource teams at our operations.

Promoting sustained, inclusive and sustainable economic growth,
full and productive employment and decent work for all is one of
our four main SDG focus areas.

Promoting sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all is one of our four main SDG focus areas

Other SDGs impacted

SDG 8 targets

SDG 8.5

By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value

SDG 8.7

Take immediate and effective measures to secure the prohibition and elimination of the worst forms of child labour. Eradicate forced labour, and by 2025 end child labour in all its forms including recruitment and use of child soldiers

SDG 8.8

Protect labour rights and promote safe and secure working environments for all workers, including migrant workers, in particular women migrants and those in precarious employment

Workforce KPIs*   Performance  
    2019         2018  
Total workforce   10 087   6.1%    9 508  
Enrolled employees   5 177   9.0%   4 748  
Contractors (includes fixed term contractors, labour hire and volume contractors)   4 910   3.2%    4 760  
Percentage of women in mining at RBPlat
  17.8%   4.1%    17.1%  

Additional information is available in our Databook 2019 at www.bafokengplatinum.co.za/integrated-reports.php

There was a 6.1% increase in the size of our workforce year-on-year. While the workforce at Styldrift increased 12.7% year-on-year to cater for the ramp-up to the 230ktpm milestone there was a reduction in the BRPM workforce of 1.5% and a 32.3% reduction in the workforce at Maseve Mine, when 10 protection service employees were transferred to Shared Services.

To ensure our employees receive equal pay for work of equal value, our Remuneration and Nomination Committee continually monitors internal pay gaps across RBPlat to ensure remuneration is fair and responsible in the context of overall employee remuneration (see Part two: our remuneration philosophy and policy of the Remuneration review in this report).

In 2019 RBPlat employed 40 people with disabilities, 36 of whom are enrolled employees and four of whom are contractors (this includes fixed term contractors, labour hire and volume contractors). Currently 0.4% of our employees have disabilities against a Mining Charter III target of 1.5%. We will work to at least achieve the Mining Charter target in this regard.

In 2019 our youngest employee was 19 years old. RBPlat has never employed anyone below the legal employment age.

Upholding the rights of our employees to freedom of association

Workforce KPIs   Performance  
    2019         2018  
Percentage of enrolled employees who are unionised — members of the National Union of Mineworkers (NUM)   86%   (3.4%)   89%  
Employee voluntary turnover
  2.6%   52.9%    1.7%  
Absenteeism rate for enrolled employees
  5.4%   (1.8%)   5.5%  

Providing a safe and secure working environment

During 2019 all members of our security team were trained in human rights and our security protocols were reviewed and revised. RBPlat adopted the UN Voluntary Principles on Security and Human Rights, a set of principles designed to guide companies in the extractive sector in maintaining the safety and security of their operations within an operating framework that ensures respect for human rights and fundamental freedoms in 2018.

Employee benefits and remuneration

RBPlat concluded another five-year wage agreement with its enrolled employees, effective 1 July 2019. In terms of the agreement employees will receive an increase in their annual salary of 7% in year one of the agreement (2019), 6% in year two, 6% in year three, 7% in year four and 7% in year five (2023).

We have also ensured parity between our employees and their industry peers for any employees whose remuneration falls below the entry-level minimum wage after application of these increases. Medical aid and housing allowances will also increase in line with repayments for the homes in our employee home ownership scheme in Waterkloof Hills Estate. We will negotiate a new wage agreement with our contractors, who are also represented by NUM, in 2020.

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

Transformation

Directly contributing to:


Achieve gender equality and empower all women and girls through our commitment to women in mining and indirectly contributing to:

Reduced inequalities by contributing to:

By 2030 empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status through the transformation of our workforce.

We have made good progress with the transformation of our workforce with HDSAs making up over 92%. While we have some way to go to achieve the management transformation targets set in Mining Charter III we have always exceeded the targets set for Mining Charter II and are committed to achieving the new targets. We work to eliminate inequalities and ensure our workforce is fairly and competitively rewarded (see part one background statement of the remuneration review).

Women with a passion for mining

On 8 November 2010 Tshidi Ramorula was present at RBPlat's listing on the JSE. She was there as the leader of BRPM's best performing stoping team. At the time she was asked what it was like for a young woman to lead men much older than her. She said she did not have a problem with it. The fact that at the age of 35 she was recently appointed Section Manager at BRPM's North shaft, having been promoted to Shift Supervisor in 2011 and Mine Overseer in 2016, is testimony to her ability to lead.

Tshidi, who is from the Bafokeng village of Luka, was awarded a bursary by the RBN to study for a BTech at the University of Johannesburg. During her studies Amplats took over payment of her bursary, with an agreement with the RBN that she would work at BRPM once she graduated. Having completed her studies in 2008 she started work at BRPM in 2009. She already knew the mine well as she had completed her practical training at the mine. She loves her work but acknowledges it is hard to be a woman in mining. She said: 'It is particularly hard when you do not have support or someone who believes in you... but if we have support we can flourish and that is why I am where I am because I had support'.


Palesa Ratlhogo, who grew up in Klerksdorp and comes from a mining family, is currently a Mine Overseer at South shaft. She graduated from Vaal University of Technology in 2004 having studied financial information systems. While she was looking for a job in her chosen field she was offered a job as a learner miner, which she took and discovered she loved mining. She started out as a learner miner working as a contractor at the Buffels Gold Mine where she got her blasting certificate and then moved to Rustenburg where she worked at BRPM's North shaft as what was then known as a Crew Captain from 2004 to 2007 before moving to Implats where she worked for about a year. She became an enrolled employee at BRPM's South shaft in 2008 working as a miner. In 2011 she became a Shift Supervisor and has been a Mine Overseer since August 2018.

Palesa, who wants to further develop her management skills, is currently studying the management advancement programme (MAP) at Wits Business School. She says women are given an opportunity at BRPM to show what they are capable of and she has been given an opportunity to show her ability and grow. She would like to join the management team in the future.


Angela Ntshani, a mechanical engineer who comes from Langlaagte, is a new recruit as an engineer at the Maseve concentrator. She joined RBPlat in May 2019. Having gained a national diploma in mechanical engineering through the Vaal University of Technology she completed the junior engineer's programme at AngloGold Ashanti and obtained her Government Certificate of Competency. She has since completed her BTech through UNISA.

Angela left the mining industry to work at Eskom for Rhotek Industries, initially doing project planning and then working in commissioning engineering. She soon returned to the mining industry joining Palabora Mining in 2015, which she left to join RBPlat in 2019.

She is enjoying the Maseve plant, which she says performs very well. She also likes the fact that she can easily walk the plant's footprint and gain a bird's eye view without all the planning that goes into moving around an underground mine. Her role at Maseve is giving her an opportunity to grow. She looks after all the engineering aspects of the plant.


Our B-BBEE certificate is available on our website at www.bafokengplatinum.co.za/our-commitments.php

 

 Our performance against the Mining Charter III HDSA targets

  • Executive management

  • Senior management

  • Middle management

  • Junior management

  • Core skills


 

It's not so much about having choices but what you do with an opportunity

 

Transforming our workforce and building a succession pipeline

 

Grant Magano, Mine Manager, BRPM

 

There's a lot written about how important it is for a person to choose their career carefully if they are to have a happy and fulfilled life. When they matriculated the choices available to Grant Magano and Chris Setuke were limited. In order to go to university they needed funding. They were both awarded mining industry bursaries, which gave them access to a tertiary education and the opportunity to be meaningfully employed. In Grant's case his bursary was for a degree in electrical engineering. Chris' bursary was for a degree in mining. They may not have had a lot of choice at the time, but that hasn't mattered. They have made careers for themselves in mining which they love and are passionate about and both men are high achievers flourishing in their careers.

From electrical engineer to mine manager

Grant Magano, 45, who grew up in the RBN village of Luka, was appointed Mine Manager at BRPM in 2019. When he matriculated in 1990 Grant was one of only two top learners from the 10 RBN high schools to be offered bursaries by Implats. The bursary he was awarded was available for the study of mechanical or electrical engineering. Grant chose to become an electrical engineer. Having graduated from the University of Natal in Durban he worked at Implats for 13 years. By the time he left Implats in 2010 to join RBPlat he was a senior engineer.

At RBPlat Grant started out as Engineering Manager responsible for all engineering-related issues at both the mine and the concentrator. How did Grant go from being an engineer in 2010 to becoming Mine Manager in 2019? He was always interested in the mining side of the business. 'Even as an engineer my first port of call when I walked into that mine was to find out from the production manager how we had fared the previous day. I would then find out about engineering-related matters and once they had all been addressed, I would spend time with the mine overseers.' That was how he came to understand what gave them sleepless nights.

Taking advantage of opportunities

He is grateful that at BRPM he was allowed to not only focus on engineering-related matters but to look at the overall business. He spent a lot of time with his mining colleagues. They spoke at great length about the mine as a business and how everything fits together.

'It was up to me to take advantage of the opportunities that were presented by this environment and I gladly took advantage of it and have never regretted for one minute having taken the decision to take an interest in the running, management and operation of this business. The type of conversation I will have with you about this mine today is very different from the conversation I would have had with you in 2011, when I would have probably talked about the upkeep of equipment and machinery. Today, I will tell you about whether we are productive, cost-effective and safe.'

Because he was able to demonstrate that he had an understanding of the mine as a business he was often given the opportunity to act as Mine Manager at BRPM. 'Every time I was afforded this opportunity, I took it and enjoyed it, despite all the pain that came with it. You do not sleep a lot and let me tell you sitting here you become a very humble man, it is a tough game but I still love it.

'The safety of employees remains key on our mine. I take an injury to any employee as a personal failure. This person got hurt under my watch. What is it that I should have done to prevent this incident? It is not easy.'

Chris Setuke, Production Manager,
South shaft

 
By chance it was the right career

Despite doing well in matric Chris Setuke, 35, the eldest son of an unemployed single parent who grew up in Phokeng, had not applied to university because there was no money. It was his mother's determination that helped him get a bursary. She sought the help of the Royal Family of the RBN. Through the assistance of the Queen Mother, he found himself in a room full of young people applying for bursaries at Anglo American Platinum. He was not sure what degree the bursaries were for, so before his interview he found out that everyone else there wanted to study mining engineering. He had no idea what mining engineering entailed. He quizzed his fellow applicants in the hope that they would provide him with some answers to the questions he would be asked in his interview.

He clearly did have the answers when he was the penultimate person to be interviewed that day, because he was one of only three applicants from the local community to be awarded a bursary to study mining engineering.

Following his graduation Chris was placed at BRPM, which was a new mine that delivered its first concentrate in 1999. He was highly qualified, but as he explained he knew nothing about the actual work that needed to be done. The mine was still new and there was no graduate programme in place as yet. It was a struggle for him to learn as there was no system in place to guide him as a graduate.

Learning from others

Chris managed to get his mine overseers certificate and his mine manager's certificate before he had even been appointed as a Shift Supervisor. 'During my three years as a Shift Supervisor I learnt the most from the humble experienced miners. I was young and it was difficult to give them instructions. I said to them: 'Listen, I am Chris, I am one of you. I am very educated and you need to acknowledge that, but I know nothing about the work and you guys must teach me'.

'I enjoyed it and learnt a lot and made good friends.' Following his time as a Shift Supervisor Chris' career progressed rapidly. His appointment as a Mine Overseer was rapidly followed by his appointment as an Acting Section Manager at 26, something very unusual in the industry. At 27 years of age he started acting as a Production Manager. In 2014 he received an honorary award from the University of Johannesburg for being the youngest Production Manager in the South African platinum mining industry.

He has developed a reputation for being a trouble shooter and told us that CEO, Steve Phiri, told him that he must make peace that wherever there is trouble he will be sent there.

Leadership approach

Chris' approach to leadership is summed up in what he has to say: 'The one thing I want to get across is that in my whole career one thing I have learnt is that without people you are not a leader. You need to get people on your side. By virtue of being in authority it does not mean that people will follow.' He has continued to study focusing on his management and leadership skills, completing a project management course, and a Master's in Business Leadership at the Unisa Graduate School of Business Leadership and in 2019 he also completed the Executive Development Programme through Unisa Graduate School of Business Leadership.

Chris, who is currently Production Manager of South shaft, is proud to have delivered on the plan to ramp up UG2 production at BRPM's South shaft to 20 000tpm by quarter three of 2019 when the target had been quarter four. He is committed to ensuring RBPlat can mine South shaft profitably. He said: This Company has invested in me, so I need to invest in it.

'His final word: For someone who did not even know what mining was, by chance I chose the right degree'.

The safety, health and wellness of our employees
Safety governance
Accountability for safety

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

Tragically, there were two fatalities in our operations in 2019. On 24 June 2019 Mr Joao Antonio Machava sadly lost his life in a scraper-related accident at BRPM’s South shaft.

On 22 November 2019 Ms Bontle Sitoe passed away from a pulmonary embolism. She had previously sustained a hairline fracture of her ankle when she fell while stepping out of her portable office at Styldrift on 16 October 2019.

All of us at RBPlat would like to extend our condolences to the family, colleagues and friends of Mr Machava and Ms Sitoe on their tragic loss.

Oversight and monitoring: the Board’s Social and Ethics Committee is mandated to oversee and monitor safety performance against agreed targets every quarter.

Operational accountability: Chief Operating Officer.

Health and Safety committees for each operation meet at least monthly with employees and management represented on all committees. Issues not resolved at operational level go to the central Health and Safety Committee.

Safety management

A safety strategy is in place based on the principle of achieving zero harm by developing an agile safety culture.

The pillars of the strategy: leadership, design, systems and behaviour, stand on a foundation of teamwork, discipline and our safety code of conduct.

BRPM and Styldrift are ISO 45001:2018 certified. This certification replaced the OHSAS 18001 certification. Maseve is to be accredited to ISO 45001 in 2020.

Our Social and Ethics Committee meets its responsibilities for ensuring RBPlat is a responsible corporate citizen and that our Board-approved employment policies ensure that we provide a workplace based on:

The human capital strategy and policies are driven by the Executive: Human Resources. Their implementation is the responsibility of the human resource teams at our operations.

Promoting sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all is one of our four main SDG focus areas.

Incident reporting using a tablet underground

Promoting sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all is one of our four main SDG focus areas

Other SDGs impacted

Key to our SDG focus areas:
Level 1: Our main focus areas
Level 2: SDGs to which we contribute directly
Level 3: SDGs to which we contribute indirectly

 

SDG 8.8

Protect labour rights and promote safe and secure working environments for all workers, including migrant workers, in particular women migrants and those in precarious employment

Safety KPIs   Performance  
    2019         2018  
Serious injury frequency rate (SIFR)*
  1.140   (38.1%)   1.843  
Lost time injury frequency rate (LTIFR)*
  1.900   (23.2%)   2.475  
Number of fatalities   2     —    2  
Fatal injury frequency rate (FIFR)*
  0.095   (9.5%)   0.105  
Number of days without an injury
  240   2.6%    234  
Total injury frequency rate (TIFR)*   8.643   (6.7%)   9.267  

* Per one million hours


Keeping our people safe

To achieve our aspirational goal of zero harm we have defined our focus areas for safety as:

  • strengthening our safety leadership to support our progress towards an agile safety culture
  • addressing risk taking behaviour
  • gaining a better understanding of what can make our workplace safer
  • employing technology to gather, analyse and use safety inspection data to avoid safety incidents.
Strengthening safety leadership

A great deal of work has been done over the past two years to strengthen our safety leadership, improve communication and team relationships, which is discussed in the learning and development section of this report In support of community healthcare.

Future focus: addressing risk-taking

During 2018 we took 72 team leaders through a risk propensity exercise, which provided us with information on their natural reactions when exposed to a dangerous situation. We used this information to establish a baseline and develop a remedial action plan, working with the University of the North West, to address propensity among some team leaders for high risk-taking and the impact of this type of leadership on the safety of team members who are not high risk takers. This work includes, continuing to help our employees to develop the skills to perform a risk assessment themselves and have a better understanding of what to do to keep them safe when they are exposed to a situation that could endanger their lives.

Health and wellness governance

The health and wellness of our people

 

Responsibility

Our Occupational Hygienist is responsible for ensuring our occupational health and hygiene policies and standards go through the relevant standards committees, as well as monitoring and auditing.

Line management is responsible for implementing occupational health and hygiene standards in the workplace.

Accountability

Our Social and Ethics Committee is accountable to the RBPlat Board for the oversight and monitoring of occupational health and wellness of our workforce against agreed targets and for monitoring 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.

Ensuring healthy lives and promoting well-being for all at all ages is one of our four main SDG focus areas


Other SDGs impacted

Key to our SDG focus areas:
Level 1: Our main focus areas
Level 2: SDGs to which we contribute directly
Level 3: SDGs to which we contribute indirectly

Through our efforts to identify the main health issues that can affect our workforce and the communities in which we operate, which include constantly monitoring and testing for these issues, we are able to receive early warning of health issues that could disrupt our operations. This allows us to take remedial action to minimise any potential impact and contribute to the achievement of SDG 3. We have set ourselves key performance indicators to address the SDG 3 targets we are able to contribute to, which are set out below.

SDG 3

 

SDG 3.3

By 2030 end the epidemic of Aids, tuberculosis, malaria and neglected tropical diseases and combat hepatitis, water-borne diseases and other communicable diseases. RBPlat supports, and is active in achieving the UNAIDS 90-90-90 treatment targets that by 2020: 90% of all people living with HIV will know their HIV status, 90% of all people with diagnosed HIV infection will receive sustained antiretroviral therapy and 90% of all people receiving antiretroviral therapy will have viral suppression.

SDG 3.8

Achieve universal health coverage including financial risk protection, access to quality essential healthcare services and access to safe, effective, quality and affordable essential medicines and vaccines for all.

Health and wellness KPIs   Performance  
    2019         2018  
HIV KPIs
Number of voluntary HIV counselling sessions
  12 964   1.7%    12 753  
Total number of HIV tests (employees and contractors)
  12 757   3.1%    12 379  
Number of employees who stayed on antiretroviral treatment (ART)
  785   25.2%    627  
Number of ART default cases   39   (40.9%)   66  
TB KPIs
Number of employees and contractors who tested positive for TB
  42   (26.3%)   57  
TB incident rate (annual)1 per 100 000
  416/100 000   (34.1%)   631/100 000  
1 Our TB incidence rate is calculated using the average monthly labour figure. In 2019 our average labour increased and the number of cases decreased
Achieve universal health coverage
Percentage of volume contractors on a medical aid
  74%   7.2%   69%  
Percentage of enrolled employees on a medical aid   100%       100%  

Achieving our aspirational goal of zero harm includes the health and wellness of our people and the communities in which we operate

Our main work-related health issues 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.

NIHL

  •   Employees diagnosed with NIHL exceeding 10%  
      2019: 10  
      2018: 13  
      23.1% decrease  

These cases are submitted to Rand Mutual Assurance (RMA) and the Workers Compensation Assurance (WCA) for assessment. RMA and WCA are mandated to administer compensation in terms of the Compensation for Occupational Injuries and Diseases Act No 130 of 1993 as amended.

As a South African mining company we are committed to ensuring that no employee's Standard Threshold Shift exceeds 25dBa from their baseline at 2 000, 3000 and 4 000hz in one or both ears. In 2016 we established a hearing capability baseline for our employees that measures the specific frequencies of noise to which people are exposed to at work. We measure any shift in the employee's hearing against this baseline.

Our hearing conservation programme makes it compulsory for all employees working in areas where the noise level exceeds 85dBa to wear hearing protection. We have changed from disposable hearing protection devices and introduced personalised hearing protection for employees identified as working in areas where the noise levels can exceed 85dBa.

The non-work-related health issues of HIV/Aids and TB

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 global disease burden of TB.

The Minerals Council of South Africa's (MINCOSA) initiative, known as Masoyise iTB, supports the Mine Health and Safety Council (MHSC) 2024 milestone for our industry to reduce our TB incidence rate to or below the national TB incidence rate and to have tested 100% of its employees by that date. We are on track to achieve these milestones (see the data in the SDG 3 table). The initiative also included HIV/Aids milestones that: 100% of employees should be offered HIV/Aids counselling and treatment (HCT) and all eligible employees should be linked to an ART programme. We have achieved these milestones.

In addition to these industry milestones RBPlat also offers the INH prophylaxis with the aim of reducing the development of active TB in patients with latent TB. In 2019 988 people were provided with Isonizaid (INH) treatment (2018: 657).

Wellness

Our priority wellness issues are:

  • 90% of our workforce should receive HIV counselling and testing
  • Enrolling of 90% of our HIV positive employees in our antiretroviral treatment (ART) programme
  • Ensuring 90% of those enrolled in our ART programme are viral load suppressed
  • Prophylaxis treatment with the antibiotic INH as a first line agent in the prevention and treatment of TB
  • Non-communicable diseases.

At RBPlat our first 90 is 97%, the second is 77% and the third 90 is 69%.

Good health and wellness contribute to good performance at work. Most of our employees and volume contractors are members of Platinum Health Medical Aid, an industry-specific closed medical aid (see SDG 3 table), which attends to members' wellness and non-work-related medical conditions. Platinum Health also works with our Wellness Coordinator to provide our workplace wellness programme, which includes disease prevention, diagnosis, treatment management, rehabilitation and TB and HIV/Aids management. It is also supported by our wellness peer educators, members of our workforce who have volunteered for this role. They play an important part in our wellness education programme.

Non-communicable diseases

Non-communicable diseases such as obesity, hypertension, diabetes and high cholesterol levels are on the increase among our employees. Our chronic disease management programme is addressing these issues with the aim of optimising the health and well-being of our employees.

Mental health
  •   Mental health
    The number of employees seeking assistance with their mental health
     
      2019: 1 969  
      2018: 1 576  
      24.9% increase year-on-year  

 

The results of tests conducted by Platinum Health as part of our workplace wellness programme
  •   Hypertension
    Employees tested suffering from hypertension
     
      2019: 11.1%  
      2018: 12.8%  
         
  •   Diabetes
    Employees tested who were diagnosed with non-insulin dependent diabetes
     
      2019: 1.2%  
      2018: 1.0%  
         
  •   Obesity (monitored for the first time in 2019)
    Employees tested who had a body mass index (BMI) of more than 30 to 39.90, which is classified as being obese
     
      2019: 2019: 28.7%  
         
         

 

In support of community healthcare

While the Department of Health (DoH) is responsible for the public healthcare delivery system, RBPlat assists the DoH whenever they request our assistance. The TB incidence rate in our communities is a concern. We have been assisting the DoH through a tracking project that identifies potential TB hotspots.

Promoting sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all is one of our four main SDG focus areas

 

SDG 8.2

Achieve higher levels of economic productivity through diversification, technological upgrading and innovation, including through a focus on high-value added and labour-intensive sectors.

Investing in skills and development

The aim of our investment in training and development is not only to ensure we have the skills we require today but also to build a talent pool for the future.

 Total training and development costs (including SLP HRD spend)

R129.2m
(7.0% of our payroll)

2018: R112.4 m
(7.3% of our payroll)

Total training cost per employee

R11 354

2018: R10 560
(7.5% increase year-on-year)

  • 78% of the people we trained in 2019 were core skills employees who received on average 8.5 days of training each during the year (2018: 6.5 days)
  • 18% of those trained were junior managers who received on average six days of training each during the year (2018: six days)
  • The remaining 4% of people trained were from middle and senior management. On average middle managers received two days of training (2018: three days) and senior managers received on average 2.5 days of training (2018: two days)

To meet our evolving skills requirements we provide:

  • legal and mandatory training
  • leadership and management development programmes
  • career progress programmes, which are an essential element of our talent planning
  • social and labour plan (SLP) training and development, which includes adult education training (AET) for both our employees, contractors and members of the community
  • learnerships
  • internships.

In addition we offer:

  • study assistance to our employees
  • an external skills development bursary programme
  • a graduate programme
  • a women in leadership programme.

Our BRPM training centre has maintained its ISO 9001 certification and has also retained its accreditation as a training provider from the National Mining Qualifications Authority (MQA), which ensures that anyone completing a training course in the training centre receives a nationally recognised certificate.

The Styldrift training centre, which has been established at Maseve, is equipped to provide simulator training on machines crucial to its mechanised mining environment as well as having an actual load haul dump (LHD) vehicle available for training. The centre expects to achieve ISO 9001 certification during 2020.

Increased efficiencies focus in 2020

The Styldrift human resources team initiated a number of technology-driven initiatives in 2019. The integration of these various systems in order to increase the efficiency of its various processes within time and attendance and development will be its main thrust in 2020.

Investing in future skills

Styldrift currently has 20 young matriculants from our communities enrolled on diesel mechanic learnerships who are being trained to work on the machines in our fleet, which are the latest technology. They will provide the mine with a talent pool of skills critical to ensuring we have a well-maintained and available fleet.

In total, 10 community members completed N1 and N2 certificates in electrical engineering at the Mankwe Campus of the Orbit Technical and Vocational Training and Education (TVET) College.

The mine has also given opportunities to youths from the community who have not yet managed to gain a matric certificate and are therefore not equipped to find full and productive employment. They have been recruited for entry level positions. A condition of their employment is that they must continue studying for a matric qualification through our study assistance programme. Once they have obtained their matric certificate they will be able to train for whatever role they are suited to and have an opportunity to study further.

RBPlat is also working to ensure that it has access to and develops the skills we will need in the changing world of work.

Providing education opportunities

The aim of the part-time AET we offer is to increase the number of people who are literate and provide an opportunity for people to be able to educate themselves further and increase their opportunities to secure full and productive employment and decent work. This programme is available to both community members and our own employees. The programme, which is offered through morning and afternoon classes, is voluntary.

  •    AET support for the past three years

  •    SLP training


Community members engaged in 2019

341 community members were engaged as permanent employees at RBPlat's operations in 2019

Further details can be found in our Databook 2019 on our website.

Investing in safer leaders

A key element of our zero harm approach is to focus on building leaders to support our progress towards a resilient and agile safety culture. The Legitimate Leadership programme ran from mid 2015 to September 2019 for senior supervisors and managers. The programme is first and foremost an ethical framework that argues for a values driven organisation rather than a needs driven culture by all those at work, but particularly by those in leadership roles. The programme aims to enable leaders to shift from taking to giving across the organisation. The pillars of the programme are Care, Means, Ability and Accountability.

The impact of the Legitimate Leadership programme

A leadership audit carried out at the start of the Legitimate Leadership process provided a baseline understanding of leadership's alignment with the programme's criteria. Eighteen months later the audit was redone to understand what shifts had taken place and where there is a need to further improve leadership. The results were drawn from canvassing 272 people who are the direct reports of 71 leaders.

Direct reports were asked for their views on whether leaders had improved, stayed the same or got worse in the past three months, the results were fairly positive.

Overall score

The overall score shifted from 4.7/10 to 5.0/10, which is a positive shift, particularly in light of the bar having been raised in terms of the expectations that employees have of their leaders. Scores improved in Care and Ability and remained the same for Means and Accountability.

The results of the audit have allowed us to identify areas for further improvement, which include increasing empowerment and the holding of people appropriately accountable.

This was derived from the respondents' feedback applying ratings to their leaders on: Care, Means, Ability and Accountability.

Hero training

At BRPM Hero training, which gives individuals more power and provides them with tools to have hope, efficacy, resilience and optimism has been introduced for crews. A shiftboss programme, the Path to Heroes, will be introduced in the first quarter of 2020 with the aim of making the connection between Legitimate Leadership and the Hero programme.

This training is over and above the ongoing back-to-basics training and mandatory safety and risk training of our employees that they undergo every year.