Tweefontein SLP 2020 2024

SOCIAL AND LABOUR
PLAN
TWEEFONTEIN
MINE
REF NO. L 30/5/1/2/2/214 MR
JANUARY 2020
Cycle 3
Table of Contents
1. INTRODUCTION TO AND BACKGROUND INFORMATION ABOUT THE OPERATION………………… …..11
1.1 Introduction…………………………………………………………………………………………………………………………… ……11
1.2 Particulars of the operation …………………………………………………………………………………………………………12
1.3 Location of the Mine…………. …………………………………………………………………………………………………………12
1.4 Background ………………………………………………………………………………………………………………………………….13
1.5 Breakdown of employees per labour sending area …………………………………………………………………..14
1.6 Current Employees and Business Plan ……………………………………………………………………………….17
1.7 Methods to facilitate SLP implementation ……………………………………………………………………………….18
2. HUMAN RESOURCES DEVELOPMENT PROGRAMME (HRDP) ………………………………………………………21
2.1 Introduction …………………………………………………………………………………………………………………….21
2.2 Approach ………………………………………………………………………………………………………………………………….21
2.3 HRDP Model ……………………………………………………………………………………………………………………..22
2.4 Skills Development Plan…………………………………………………………………………………………………………. ……22
2.4.1 Introduction………. ……………………………………………………………………………………………………………………..22
2.4.2 Adult Education and Training……………………………………………………………………………………………… ……23
2.4.2.1Overview…………………………………… …………………………………………………………………………………………….24
2.4.2.2 Targets……………………………………………………………………………………………………………………………………26
2.4.2.3 Action Plan………………………………………………………………………………………………………………………………28
2.4.3 Learnerships…. ………………………………………………………………………………………………………………. ……28
2.4.3.1 Overview………….………………………………………………………………………………………………………………. ……28
2.4.3.2 Targets …………..……………………………………………………………………………………………………………………..29
2.4.3.3 Action Plan……… …………. …………………………………………………………………………………………………………30
1
2.4.4 Skills Training Programmes……………………….……………………………………………………………………….… ……30
2.4.4.1 Overview………….…………..…………………………………………………………………………………………………………30
2.4.4.2 Targets …………..…………………………………………………………………………………………………………………….31
2.4.4.3 Action Plan………………….. ………………………………………………………………………………………………….. ……32
2.4.5 Portable Skills Training………………… ……………………………………………………………………………………… ……32
2.4.6 Hard-to-Fill vacancies …………..…………………………………………………………………………………………….35
2.5 Career Progression Plan…………………………………………………………………………………………………………. ……35
2.5.1 Overview………….…………………………………………………………………………………………………………………. ……35
2.5.2 Career paths………. …………..…………………………………………………………………………………………………………36
2.5.3 Career Progression Plan …………..…………………………………………………………………………………………….36
2.5.4 Establishing a talent pool …………..…………………………………………………………………………………………….36
2.5.5 Action plan …………..…………………………………………………………………………………………………………37
2.5.6 Targets…. …………..……………………………………………………………………………………………………………………..37
2.6 Mentorship Plan……………….. ………………………………………………………………………………………………….. ……38
2.6.1 Overview …………..……………………………………………………………………………………………………………………..38
2.6.2 Targets …………..……………………………………………………………………………………………………………………..39
2.6.3 Action plan …………..…………………………………………………………………………………………………………39
2.7 Bursary and Internship (Experiential Training) …………..………………………………………………………40
2.7.1 Overview …………..……………………………………………………………………………………………………………………..40
2.7.2 Targets …………..……………………………………………………………………………………………………………………..41
2.7.3 Action Plan …………..…………………………………………………………………………………………………………41
3. EMPLOYMENT EQUITY PLAN …………..…………………………………………………………………………………………….43
3.1Overview …………..…………………………………………………………………………………………………………………….43
3.2 HDSAs in management targets …………..……………………………………………………………………………….45
2
3.3 Participation of women in mining at ECM …………..…………………………………………………………………..45
4. MINE COMMUNITY DEVELOPMENT PROGRAMME …………..………………………………………………………48
4.1 Overview …………..……………………………………………………………………………………………………………………..48
4.2 Socio-economic background …………..…………………………………………………………………………………………….48
4.2.1 Introduction …………………….. …………………………………………………………………………………………….48
4.2.2 District and local socio-economic regional analysis …………..………………………………………………………48
4.2.3 Overview …………..……………………………………………………………………………………………………………………..48
4.2.4 Population demographics …………..…………………………………………………………………………………………….49
4.3 Basic Service Delivery and Infrastructure Development Analysis ………………………………………….51
4.3.1 Free basic water ……………………………………………………………………………………………………………………..51
4.3.2 Access to safe drinking water …………………………………………………………………………………………….51
4.3.3 Rivers as a Natural Water Source…………………………..……………………………………………………………. ……52
4.4 Action Plan Indicating the Zone Of Focus of the Samancor ECM LEDP ………………………………………….52
4.5 Socio-economic impact of operation ‒ Regulation 46 (c) (ii) (b)……….. ………………………………………….52
4.5.1 The Impact………………………………………………………………………………………………… …………………………….52
4.6 Infrastructure development, poverty eradication and welfare creation projects ………………..53
4.6.1 Approach ………………………………………………………………………………………………………………………………….53
4.6.2 Baseline Situation ……………………………………………………………………………………………………………………..53
4.6.3 Action plans and projects …………………………………………………………………………………………………………54
4.6.4 SMME Development …………………………………………………………………………………………………………57
5. PREFERENTIAL PROCUREMENT…………………………………………………………………………………………….. ……63
5.1 Approach ………………………………………………………………………………………………………………………………….63
5.1.1 The Baseline Situation …………………………………………………………………………………………………………64
5.1.2 Action plan ……………………………………………………………………………………………………………………..64
3
6. HOUSING AND LIVING CONDITIONS.…………………………………………………………… .……………………… ……66
6.1 Introduction…………. ……………………………………………………………………………………………………………………..66
6.2 The baseline situation………. …………………………………………………………………………………………………………66
6.2.1 Accommodation………………………………………………………………………………………………………………….. ……66
6.3 Healthcare ………………………………………………………………………………………………………………………………….67
6.4 Measures to Improve Nutrition ……………………………………………………………………………………………68
7. PROGRAMME FOR MANAGING DOWNSCALING AND RETRENCHMENT …………………………….70
7.1 Approach ………………………………………………………………………………………………………………………………….70
7.2 Establishing a Future Forum (FF) ……………………………………………………………………………………………70
7.3 Mechanisms to save jobs and avoid a decline in employment ………………………………………………………71
7.3.1 Consultation processes …………………………………………………………………………………………………………71
7.3.2 Implementing section 189 of the Labour Relations Act, 1995 (as amended) …………………………….71
7.3.3 Notification to government authorities ……………………………………………………………………………….72
7.4 Strategic plans for providing job security ……………………………………………………………………………….72
7.4.1 Mechanisms to provide alternative solutions and procedures for creating job security where job
losses cannot be avoided……………………………………………………………………………………………………………… ……72
7.5 Mechanisms to ameliorate the social and economic impact on individuals, regions and economies
where retrenchment or closure of the mine is certain …………………………………………………………………..73
7.5.1 Overview ………………………………………………………………………………………………………………………………….73
8. FINANCIAL PROVISION FOR IMPLEMENTING THE SOCIAL AND LABOUR PLAN ……………………….…...76
9. UNDERTAKING ……………………………………………………………………………………………………………………..78
APPENDIX I: CAREER PROGRESSION PATHS AT SAMANCOR ECM ………………………………………………………79
APPENDIX II: SKILLS DEVELOPMENT FACILITATOR APPOINTMENT LETTER…………. …………………………....86
APPENDIX III: PROOF OF SUBMITION OF WORKPLACE SKILLS PLAN……… .…………………………………………87
APPENDIX IV: Proof of Consultation with stakeholders……………………………………………………………………...88
4
APPENDIX V: FOrm T ( Mine Procurement)…………………………………………………………………………………………89
Appendix VII: Skills Training Programme List……………………………………………………………………………………….91
APPENDIX VIII: FUTURE FORUM CONSTITUTION (SIGNED)………………………………………………………………….94
5
Table of Figures
Figure 1: Mining Right Plan, Tweefontein Mine .........................................................................................13
Figure 2: Shareholding structure of Samancor Chrome Limited ................................................................13
Figure 3: Methods of Implementing the SLP ..............................................................................................20
Figure 4: Simplified Strategic Human Resources Development Model at Tweefontein Mine ...................23
List of Tables
Table 1: Breakdown of employees per labour sending area for Tweefontein mine and Shared Services
............................................................................................................................................................14
Table 2: The permanent workforce at Tweefontein Mine and Shared Services ......................................17
Table 3: Form Q - Permanent employees' educational levels at Tweefontein Mine and Shared Services
in terms of Regulation 46(b)(i) ..........................................................................................................24
Table 4: Five year plan for AET enrolments at Tweefontein Mine and Shared Services ........................26
Table 5: AET Action Plan ............................................................................................................................28
Table 6: SETA information .........................................................................................................................28
Table 7: Five year plan for Learnership enrolments at Tweefontein Mine and Shared Services ............29
Table 8: Learnerships Action Plan .............................................................................................................30
Table 9: Five year plan for permanent employees' skills training interventions at Tweefontein Mine
and Shared Services ...........................................................................................................................31
Table 10: Skills Training Action Plan .........................................................................................................32
Table 11: Portable Skills Training at Tweefontein Mine and Shared Services .........................................32
Table 12: Portable Skills Action Plan .........................................................................................................34
Table 13: Hard to fill vacancies as per Form R in Annexure II of the MPRDA Regulations .....................35
Table 14: Career progression action plan .................................................................................................37
Table 15: Talent pool and fast tracking programme targets at Tweefontein Mine and Shared Services
............................................................................................................................................................38
Table 16: Mentorship Plan for (Mentees): Tweefontein ..........................................................................39
Table 17: Mentorship Plan for ECM (Mentors) .........................................................................................39
Table 18: Mentorship action plan .............................................................................................................40
Table 19: Five-year plan for bursary and experiential training targets at Tweefontein and Shared
Services ...............................................................................................................................................41
Table 20: Bursary and experiential training action plan ..........................................................................41
Table 21: Employment Equity barriers and interventions ........................................................................43
Table 22: Employment Equity baseline for permanent employees at Tweefontein as per Form S in the
Annexure II of the MPRDA Regulations. ...........................................................................................44
Table 23: Tweefontein Five year plan and targets for the participation of permanent employees in
HDSAs in management ......................................................................................................................45
Table 24: Women participation at Tweefontein Mine and Shared Services ...........................................46
Table 25: Annual Household Income Levels ..............................................................................................49
6
Table 26: Access to water ..........................................................................................................................51
Table 27: Enterprise Development Budget Tweefontein ..........................................................................61
Table 28: Action Plan Enterprise Development Support Plan ..................................................................61
Table 29: Tender Action Plan .....................................................................................................................61
Table 30: Current level of spend by the company on BEE or HDSA vendors ............................................64
Table 31: Targets for increasing HDSA suppliers ......................................................................................64
Table 32: Financial Provision for Retrenchments .....................................................................................74
Table 33: Tweefontein SLP expenditure for the period 2020‒2024 .........................................................76
7
ABBREVIATIONS AND ACRONYMS
DESCRIPTION
AET:
ABBREVIATION Adult Basic Education and Training
ASGISA: Accelerated and Shared Growth Initiative for South Africa
ATR: Annual training report
Annual
BEE: Black Economic Empowerment
Training Report
BIC: Bushveld Indigenous Complex
BSESS Bushveld Baseline Socio-Economic Survey Study
Indigenous Complex
BSESS: Baseline Socio- Economic Study-Survey
BSESS:
CDM Baseline Central District Municipality
CEO:
Socio- Economic Chief Executive Officer
Study-Survey
CMR: Conversion of Mining Right
CEO:
COO: Chief Operations Officer
Chief
CSR: Corporate Social Responsibility
Executive Officer
DMRE:
CMR: Department of Mineral Resources and Energy
DoL: Conversion Department of Labour
of Mining Right
DTI: Department of Trade and Industry
COO:
ECM: Eastern Chrome Mine
Chief Employment Equity
EE:
Operations Officer
FET:
CSR: Further Education and Training
FF: Corporate Future Forum
Social Responsibility
FLC: Foundational Learning Competency
DTI:
HDSAs: Historically Disadvantaged South Africans
Department
HET: Higher Education and Training
of Trade and
HLC:
Industry Housing and Living Conditions
HRD:
EE: Human Resources Development
HRDP: Human Resource Development Programme
Employment
IDP: Equity Integrated Development Plan
FLC:
JIPSA: Joint Initiative on Priority Skills Acquisitions
LED:
Foundational Local Economic Development
LEDP:
Learning Local Economic Development Programme
Competency
MPRDA: Mineral and Petroleum Resources Development Act
HRDP:
MQA: Mining Qualifications Authority
Human
NQF: National Qualifications Framework
Resource
RDP: Reconstruction and Development Programme
Development
SETA:
Programme Sector Education and Training Authority
LEDP:
SHEQ: Safety, Health, Environment, and Quality
Local
Economic 8
Development
Programme
SMMEs:
DESCRIPTION
SLP:
ABBREVIATION Social and Labour Plan
SMMEs: Small, Medium and Micro-Enterprises
VCT: Voluntary Counselling and Testing
WIM: Women in Mining
WSP: Workplace Skills Plan
ISO, NHBRC, CIBD
kn
idv
9
SECTION 1
PREAMBLE:
Introduction to and background
information on the operation
Regulation 46(a)
10
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 Tweefontein 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).
11
1.2 Particulars of the operation
Name of company Samancor Chrome Limited
Name of mine Eastern Chrome Mines ‒ Tweefontein Mine
Polokwane Road (R36)

Physical address Steelport
Limpopo Province
PO Box 3
Postal address Steelpoort
1133
Telephone number 013 230 7000

Fax number 013 230 7003
Province: Limpopo
Municipalities: Fetakgomo Tubatse Local Municipality
Location of mine in the Sekhukhune District Municipality
Farm name:
Tweefontein 360 KT
Commodity Chromite
Life of mine Chromite

10 years
Financial year January to December
Reporting year 31st March
Responsible person Bertus Brink (General Manager)
Breakdown of employees per
See section 1.4
labour-sending area
1.3 Location of the Mine
Tweefontein Chrome Mine is made up of wholly Tweefontein 360 KT farm and a portion of Dwars Rivier
372 KT farm. Samancor Chrome Limited (“Samancor”) is the holder of a valid Converted Mining Right
LP30/5/1/2/2/214MR in respect of the farm Tweefontein 360 KT situated in Fetakgomo Tubatse local
Municipality of the Sekhukhune District Municipality, Limpopo Province. The mining right will be in force
for a period of 30 years ending on 10 March 2040. At the current rate of production the remaining life of
mine is estimated at less than 10 years.
12
Figure 1: Mining Right Plan, Tweefontein 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.
Figure 2: Shareholding structure of Samancor Chrome Limited
Beneficiation Credits 9%
EMPOWERMENT PARTNERS 9.51%
Terris Chrome/ ESOP Trust Holgoun Mining Hanwa/ Jogmeg Samancor

Sibilo 3.08% Nanka 3.7%
Mining 54% 1.11% 1.62% 32% Chrome 4.49%
Samancor Chrome Holdings (Pty) Limited 100%
Samancor Chrome Limited - Main Operating Company
13
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, Jagdlust 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 at Tweefontein is 1243, with 974 permanent employees.
Of the permanent Tweefontein workforce, 782 (80.29%) employees are from the local municipality
(Fetakgomo Tubatse Local Municipality). The additional 192 (19.71%) employees are from various other
municipalities and provinces across South Africa. The shared service employees are also provided for with
356 employees. 67% of the total workforce are from the Fetakgomo Tubatse Local Municipality (local
labour sending area).
Shared Services are those personnel who work for Samancor ECM and perform services for all of the
operations. Shared services include Human Resource, Procurement, and Financial, Mineral Resources
and Health and Safety functions. These personnel will be shown in three mine SLP documents, namely
Doornbosch, Lannex and Tweefontein but the reporting and commitments for this group of employees,
including the financial contribution, will only be lodged in the Tweefontein operation SLP, as this will
allow for accurate monitoring and reporting.
The following definition identifies Core Contractors that require full integration into the SLP (MPRDA, Act
No 28 of 2002):
“Core contractors are all those contractors at a given mine, in terms of the Section 1 and Section 101
definitions in the Minerals and Petroleum Resources Development Act (MPRDA), which are involved in the
core mining business and beneficiation of the mine, e.g. the Plant, the Mining, Tailings disposal and
Management. This definition of Core contractors can be further expanded to include those contractors
that supply a significant portion of labour to the mine in positions that substitute the use of permanent
employees, but whose core functions are of no less value and no less permanency than that of a
permanent employee, and where that employee would suffer substantial negative impacts to his/her
income were the mine to close at that point in time.”
Tweefontein Mine’s employee breakdown per labour sending area is provided in the table below.
Table 1: Breakdown of employees per labour sending area for Tweefontein mine and Shared Services
TWEEFONTEIN
Local Municipality Town Number %
Local Labour Sending Area
Burgersfort 331 33.98%
Eerstegeluk 0 0%
Kgoete 25 2.51%
Mahlakwena 0 0%
Mampuru 20 2.01%
Manyaka 4 0.40%
Fetakgomo Maroga Community 133 13.65%
Mashishi 3 0.30%
Ngwaabe 82 8.42%
Others 30 3.01%
Phasha 22 2.25%
Riba Cross 7 0.70%
Steelpoort 125 12.83%
14
TWEEFONTEIN
Local Municipality Town Number %
Total Local Recruits 782 80.29%
Other Labour Sending Areas
Limpopo
CAPRICORN DISTRICT MUNICIPALITY Various towns 1 0.01%
CHIEF ALBERT LUTHULI MUNICIPALITY Various towns 1 0.01%
Elias Motswaledi Various towns 5 0.05%
Greater Giyani Various towns 2 0.2%
GREATER TZANEEN MUNICIPALITY Various towns 2 0.02%
HOEDSPRUIT MUNICIPALITY Various towns 1 0.01%
LEPELLE NKUMPI MUNICIPALITY Various towns 10 1.0%
MAKHUDUTHAMAGA LOCAL MUNICIPALITY Various towns 20 2.0%
MARULENG LOCAL MUNICIPALITY Various towns 19 1.9%
MOPANI DISTRICT MUNICIPALITY Various towns 5 0.5%
PHALABORWA LOCAL MUNICIPALITY Various towns 7 0.7%
POLOKWANE LOCAL MUNICIPALITY Various towns 8 0.8%
THULAMELA LOCAL MUNICIPALITY Various towns 1 0.1%
TZANEEN LOCAL MUNICIPALITY Various towns 1 0.1%
VHEMBE LOCAL MUNICIPALITY Various towns 3 0.3%
WATERBERG MUNICIPALITY Various towns 1 0.1%
Mpumalanga
Bushbuckridge Various towns 4 0.4%
Emalahleni Various towns 2 0.2%
Mbombela Various towns 8 0.8%
Steve Tshwete Various towns 1 0.1%
Thaba Chweu Various towns 25 2.5%
North West
Rustenburg Various towns 5 1.5%
Madibeng Various towns 1 0.1%
City of Matlosana Various towns 4 0.04%
Madibeng Various towns 3 0.3%
Stilfontein Various towns 1 0.01%
Merafong Various towns 1 0.01%
Northern Cape
MOSHAWENG Various towns 1 0.01%
KwaZulu Natal
Kwazulu Natal Various towns 5 0.5%
Eastern Cape
King Sabata Dalindyebo Umthatha 21 2.11%
Western Cape
Cape Metro Various towns 1 0.1%
Gauteng
Tshwane Metro Various towns 1 0.1%
JHB metro Various towns 4 0.4%
Ekurhuleni Various towns 1 0.1%
Randfontein Various towns 3 0.3%
Other Various towns 9 0.9%
Foreign Countries
Zimbabwe 4 0.04%
Total Other Recruits 192 19.71%
Total 974 100.0%
15
SHARED SERVICES
Staff
Local Municipality Town
Number %
Burgersfort 169 47.47%
LONGTILL 8 2.2%
Kgoete 0 0.0%
Fetakgomo Mahlakwena 1 0.2%
Others 58 16.29%
Riba Cross 0 0.0%
Steelpoort 4 0.8%
Total Local Recruits 240 67.41%
Other Labour Sending Areas
Limpopo
BELA BELA MUNICIPALITY Various towns 1 0.2%
CAPRICORN DISTRICT MUNICIPALITY Various towns 3 0.8%
GREATER LETABA LOCAL MUNICIPALITY Various towns 1 0.2%
GREATER MOPANE MUNICIPALITY Various towns 1 0.2%
GREATER TZANEEN MUNICIPALITY Various towns 2 0.4%
LEPELLE NKUMPI MUNICIPALITY Various towns 6 1.2%
MAKHADO LOCAL MUNICIPALITY Various towns 1 0.2%
MAKHUDUTHAMAGA LOCAL MUNICIPALITY Various towns 4 0.8%
MARULENG LOCAL MUNICIPALITY Various towns 6 1.2%
MOGALAKWENA MUNICIPALITY Various towns 1 0.2%
PHALABORWA LOCAL MUNICIPALITY Various towns 1 0.2%
POLOKWANE LOCAL MUNICIPALITY Various towns 3 0.84%
THULAMELA LOCAL MUNICIPALITY Various towns 5 1.4%
TZANEEN LOCAL MUNICIPALITY Various towns 1 0.2%
VHEMBE LOCAL MUNICIPALITY Various towns 1 0.2%

Mpumalanga
BETHAL LOCAL MUNICIPALITY Various towns 2 0.4%
BUSHBUCKRIDGE LOCAL MUNICIPALITY Various towns 4 0.8%
EMALAHLENI LOCAL MUNICIPALITY Various towns 2 0.5%
EMBALENHLE MUNICIPALITY Various towns 1 0.2%
GOVAN MBEKI LOCAL MUNICIPALITY Various towns 2 0.4%
MBOMBELA LOCAL MUNICIPALITY Various towns 2 0.4%
MIDDELBURG LOCAL MUNICIPALITY Various towns 2 0.4%
MOROKA MUNICIPALITY Various towns 1 0.2%
THABA CHWEU LOCAL MUNICIPALITY Various towns 13 3.65%
North West
MADIBENG LOCAL MUNICIPALITY Various towns 12 3.37%
Northern Cape
None None 0 0%
KwaZulu Natal
Newcaste Various towns 2 0.4%
Eastern Cape
King Sabata Dalindyebo Various towns 4 0.8%
Western Cape
None Various towns 1 0.2%
Gauteng
CITY OF TSWANE LOCAL MUNICIPALITY Various towns 2 0.4%
EMFULENI LOCAL MUNICIPALITY Various towns 1 0.2%
JOHANNESBURG CITY MUNICIPALITY Various towns 5 1.4%
16
SHARED SERVICES
Staff
Local Municipality Town
Number %
LESEDI LOCAL MUNICIPALITY Various towns 1 0.2%
MERAFONG MUNICIPALITY Various towns 3 0.6%
METROPOLITAN MUNICIPALITY Various towns 3 0.6%
NIGEL LOCAL MUNICIPALITY Various towns 1 0.2%
ROODEPOORT MUNICIPALITY Various towns 2 0.4%
TSHWANE METROPOLITAN MUNICIPALITY Various towns 1 0.2%
WEST RAND DISTRICT MUNICIPALITY Various towns 1 0.2%
Free State
Matjhabeng Welkom 10 2.8%
Foreign Countries
Namibia 1 0.25
Unknown
Unknown 0.9%
Total Other Recruits 116 25.3%
Total 356 100.0%
1.6 Current Employees and Business Plan

The current operational philosophy of Tweefontein 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.
Tweefontein 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 Tweefontein Mine will utilise their database of unemployed
individuals in the communities from which the mine will preferentially recruit.
The permanent workforce at Tweefontein Mine and Shared Services are listed in the table below.
Table 2: The permanent workforce at Tweefontein Mine and Shared Services
Occupational 2020 2021 2022 2023 2024

level
Professionally qualified 9 9 9 9 9
and experienced
specialists and mid-
management
Skilled technical and 174 174 174 174 174

academically qualified
workers, junior
management, supervisors
and foreman
17
Occupational 2020 2021 2022 2023 2024
level
Semi- skilled and 479 479 479 479 479

discretionary decision
making
Unskilled and defined 312 312 312 312 312

decision-making
Total 974 974 974 974 974
Shared Services
Occupational 2020 2021 2022 2023 2024

level
Senior Management 13 13 13 13 13
Professionally qualified 31 31 31 31 31
and experienced
management
Skilled technical and 122 122 122 122 122

workers, junior
management, supervisors
and foreman
Semi- skilled and 174 174 174 174 174

discretionary decision
making
Unskilled and defined 16 16 16 16 16

decision-making
Total 356 356 356 356 356
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 address challenges
18
4. Regular meetings will be held between Samancor ECM and the contractors to monitor their
implementation plan with regards to the SLP commitments
Figure 2: Methods of Implementing the SLP
19
SECTION 2
HUMAN RESOURCES
DEVELOPMENT PROGRAMME
Regulation 46(b)
20
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 organization. The
programme should also enable them to exploit alternative income-generating opportunities outside the
organization 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 Tweefontein Mine’s permanent
employees and contractors.
Tweefontein 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.
21
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.
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 3: Simplified Strategic Human Resources Development Model at Tweefontein Mine
2.4 Skills Development Plan

2.4.1 Introduction
Tweefontein 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.
22
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
Tweefontein 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)
23
Form Q – Educational levels of the Workforce
Tweefontein 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 Tweefontein Mine and Shared Services
in terms of Regulation 46(b)(i)
Permanent employees at Tweefontein Mine

NQF
Band Classification system Male Female Total
level
A C I/A W F A C I/A W F M F
Declined opportunity 30 0 0 0 0 7 0 0 0 0 31 7
No schooling/unknown 11 0 0 0 0 6 0 0 0 0 11 5
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
0 0 0 0 0 0 0 0
General Education and Training (GET)
Grade 3/Std 1/AET 1 22 3 22 3

Grade 4/Std 2 6 0 0 0 0 0 0 0 0 0 6 0
Grade 5/Std 3/AET 2 15 0 0 0 0 5 0 0 0 0 17 5
Grade 6/Std 4 17 0 0 0 0 0 0 0 0 0 17 0
Grade 7/Std 5/AET 3 21 0 0 0 0 2 0 0 0 0 24 2
Grade 8/Std 6 10 0 0 0 0 1 0 0 0 0 10 1
1 Grade 9/Std 7/AET 4 35 0 0 0 0 2 0 0 0 0 35 2
2 Grade 10/Std 8/N1 116 0 0 7 0 24 0 0 1 0 127 26
3 Grade 11/Std 9/N2 184 0 0 3 0 34 0 0 0 0 192 35

Education
Training
0 0 0 0 0 0 0
Further
4 Grade 12/Std 10/N3 216 9 61 230 61

(FET)
and
5 Certificates 66 0 0 28 0 22 0 0 0 0 94 23
Diplomas/Advance 7 1 0 1 0 0 0 0 0 0 9 1
Higher Education and Training
6
Certificates/Occupational
Degrees/Advance
Certificates 0 0 0 0 0 1 0 0 0 0 0 1
7 Diploma/Post-Graduate
Certificate
Honours/Post-Graduate 0 0 0 0 0 0 0 0 0 0 0 0
8 Diplomas
9 Masters 0 0 0 0 0 0 0 0 0 0 0 0
(HET)
10 Doctorate 0 0 0 0 0 0 0 0 0 0 0 0
Total 756 1 0 48 0 168 0 0 1 0 805 169
24
Shared Services
Permanent employees at ECM Shared Services

NQF
Band Classification system Male Female Total
level
A C I/A W F A C I/A W F M F
1 0 0 0 0 0 0 0 0 0 5 1
Declined opportunity
No 12 0 0 0 0 0 0 0 0 0 12 0
schooling/unknown
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 2 0 0 0 0 0 0 0 0 0 2 0

General Education and Training (GET)
Grade 4/Std 2 1 0 0 0 0 0 0 0 0 0 1 0
Grade 5/Std 3/AET 2 5 0 0 0 0 1 0 0 0 0 5 1
Grade 6/Std 4 0 0 0 0 0 0 0 0 0 0 0 0
Grade 7/Std 5/AET 3 5 0 0 0 0 1 0 0 0 0 5 1
Grade 8/Std 6 2 0 0 0 0 0 0 0 0 0 2 0
1 Grade 9/Std 7/AET 4 3 0 0 1 0 0 0 0 0 0 4 0
2 Grade 10/Std 8/N1 22 0 0 2 0 3 0 0 1 0 25 5
31 0 0 0 0 7 0 0 1 0 37 11
and Training
3 Grade 11/Std 9/N2

Education
60 0 0 20 0 29 0 0 13 0 155 87
Further
4 Grade 12/Std 10/N3

(FET)
5 Certificates 50 0 0 13 0 27 0 0 8 0 64 35
6 Diplomas 7 0 1 3 0 9 0 0 2 0 11 11
Higher Education and
7 Degrees 7 0 0 0 0 3 0 0 0 0 7 3
Honours/Post- 0 0 1 0 0 1 0 0 1 0 1 2
8
Training (HET)
Graduate Diplomas
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 208 0 2 39 0 81 0 0 26 0 249 107
A = African; C = Coloured; I/A = Indian/Asian; W = White; F = Foreign

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
25
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 Tweefontein Mine and Shared Services
AET EMPLOYEE AET TARGETS

Base Line 2019 YEAR 5 - TOTAL
Level YEAR 1 - 2020 2021 YEAR 3 - 2022 YEAR 4 - 2022
2024
AET 1 15 2 3 2 0 0 7
AET 2 30 4 2 3 2 0 11
AET 3 39 6 4 2 3 2 17
AET 4 27 4 6 4 2 3 19
FLC 12 4 5 5 5 7 26
Total 123 20 20 16 12 12 80
Budget 70 000 77 000 67 760 55 908 61 488 R332 156
AET
Base Line 2019 COMMUNITY AET TARGETS
YEAR 2 - YEAR 5 - TOTAL
Level Total ECM YEAR 1 - 2020 YEAR 3 - 2022 YEAR 4 - 2022
2021 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 31 500 30 800 42 0350 32 613 40 992 R556 255
Shared Services
AET
Base Line 2019 EMPLOYEES AET TARGETS
YEAR 1 - YEAR 2 - YEAR 3 - YEAR 4 - YEAR 5 - TOTAL
Level Q-Form Actual
2020 2021 2022 2022 2024
AET 1 11 13 1 2 1 0 0 4
AET 2 3 9 1 1 2 1 0 5
AET 3 6 5 1 1 1 2 1 6
AET 4 10 9 3 1 1 1 2 8
FLC 0 16 3 4 5 5 5 22
26
Total 30 52 9 9 10 9 8 45
Budget 31 500 34 650 42 0350 41 931 40 992 R569 423
AET
Base Line 2019 COMMUNITY AET TARGETS
YEAR 1 - YEAR 2 - YEAR 3 - YEAR 4 - YEAR 5 - TOTAL
Level Total ECM
2020 2021 2022 2022 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 31 500 30 800 42 0350 32 613 40 992 R556 255
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:
• 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 Tweefontein 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.
27
• Employee’s educational profiles are revised after completion of each AET level.
Table 5: AET Action Plan

Anticipated Responsible
Action needed
completion person
Plan AET programme Annually,Q1

Align AET facilitators according to AET requirements Annually,Q1 HRD
Superintendent
Conduct AET awareness campaigns to promote participation Bi-annually (Technical)
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 HRD
Arrange Graduation Ceremony Annually Superintendent
(Technical)
Update Educational profile and training matrix Ongoing
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 Tweefontein 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, Tweefontein 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
28
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 Tweefontein Mine and Shared Services
18.1 - INTERNAL LEARNERSHIP ENROLMENT TARGETS
18.1 Base Line 2019 YEAR 1 - 2020 YEAR 2 - 2021 YEAR 3 - 2022 YEAR 4 - 2023 YEAR 5 - 2024
Learnerships Roll- Roll- Roll- Roll- Roll- Roll-
New Total New Total New Total New Total New Total New Total
over over over over over over
Mining 0 3 3 2 0 2 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 5 12 17 5 14 19 5 10 15 5 8 13 5 8 13 5 8 13
Budget 3 068 233 2 396 973 2 071 799 2 071 799 2 071 799
18.2 - EXTERNAL LEARNERSHIP ENROLMENT TARGETS
18.2 Base Line 2019 YEAR 1 - 2020 YEAR 2 - 2021 YEAR 3 - 2022 YEAR 4 - 2023 YEAR 5 - 2024
Learnerships Roll- Roll- Roll- Roll- Roll- Roll-
Mining 1 1 2 2 1 3 2 2 4 2 2 4 2 2 4 2 2 4
Engineering 6 15 21 3 21 24 3 9 12 3 6 9 3 6 9 3 6 9
Total 7 16 23 5 22 27 5 11 16 5 8 13 5 8 13 5 8 13
Budget 5 888 620 3 327 760 2 649 200 2 649 200 2 649 200
Shared Services
18.1 - INTERNAL LEARNERSHIP ENROLMENT TARGETS

18.1
Base Line 2019 YEAR 1 - 2020 YEAR 2 - 2021 YEAR 3 - 2022 YEAR 4 - 2023 YEAR 5 - 2024
Learnerships
Roll- Roll- Roll- Roll- Roll- Roll-
Mining 9 5 14 2 9 11 2 2 4 2 2 4 2 2 4 2 2 4
Engineering 0 0 0 1 0 1 2 1 3 1 3 4 1 4 5 1 3 4
Total 9 5 14 3 9 12 4 3 7 3 5 8 3 6 9 3 5 8
Budget 1 836 017 1 096 280 1 258 867 1 421 453 1 258 867
18.2 18.2 - EXTERNAL LEARNERSHIP ENROLMENT TARGETS

Learnerships
Base Line 2019 YEAR 1 - 2020 YEAR 2 - 2021 YEAR 3 - 2022 YEAR 4 - 2023 YEAR 5 - 2024
29
Roll- Roll- Roll- Roll- Roll- Roll-
Mining 0 0 0 2 0 2 2 2 4 2 2 4 2 2 4 2 2 4
Engineering 8 18 26 2 26 28 1 10 11 1 3 4 2 2 4 1 3 4
Total 8 18 26 4 26 30 3 12 15 3 5 8 4 4 8 3 5 8
Budget 6 639 986 3 101573 1 518 267 1 518 267 1 518 267
2.4.3.3 Action Plan
The mine will continue its current learnership programme in disciplines relevant to the strategic
operational requirements of Tweefontein 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 Tweefontein 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
completion person
Plan Annual Learnership targets Annually
Advertise, Select and appoint learners as per set targets May

HRD
Implement Learnerships June
Superintendent
Allocate learners in programme to mentors Annually (Technical)
Evaluate learner performance Monthly
Update IDPs and training matrix Ongoing
2.4.4 Skills Training Programmes
2.4.4.1 Overview
Skills training programmes offered at Tweefontein 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.
30
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 Tweefontein Mine and
Shared Services
Skills Training Programmes 2019 Tweefontein Targets

Tweefontein Base Line 2020 2021 2022 2023 2024
Certificated Training 14 12 12 12 12 12
Computer Based Training 29 19 19 19 19 19
MQA Skills programmes 149 80 80 80 80 80
Mine Licenses 454 418 418 418 418 418
Skills Training 315 263 263 263 263 263
Supervisory & Management 4 24 24 24 24 24
Total 965 816 816 816 816 816
Budget 1 525 922 1 525 922 1 525 922 1 525 922 1 525 922
Shared Services
Shared Services Targets

Skills Training Programmes 2019
Shared Services Base Line 2020 2021 2022 2023 2024
Certificated Training 31 23 23 23 23 23
Computer Based Training 22 13 13 13 13 13
MQA Skills programmes 71 57 57 57 57 57
31
Skills Training Programmes 2019
Shared Services Base Line 2020 2021 2022 2023 2024
Mine Licenses 127 113 113 113 113 113
Skills Training 158 102 102 102 102 102
Supervisory & Management 10 12 12 12 12 12
Total 419 320 320 320 320 320
Budget 523 855 523 855 523 855 523 855 523 855
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

Anticipated
Action Required Responsible person
completion
Plan Annual skills training April
Communicate skills training Ongoing HRD Superintendent

Implement skills training Ongoing (Technical)
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, Tweefontein 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 Tweefontein Mine and Shared Services
Targets
Portable Skills Tweefontein 2019
2020 2021 2022 2023 2024
Base
Line
License: TLB Operator 0 0 0 0 0 0
License: Forklift 4 Wheeler 2 1 0 1 0 1
32
Targets
Portable Skills Tweefontein 2019
2020 2021 2022 2023 2024
Base
Line
License: Manitou (Telescopic Boom Handler) 46 4 4 4 4 4
ECM Heavy Duty Truck 2 1 2 1 2 1
License - Truck Mounted Crane (HIAB) 8 2 1 2 1 1
License: Counterbalance Lift Truck 6 1 0 1 0 1
ECM License: Mine Bobcat 1 0 1 1 1 0
Advanced Rigging 14 2 2 2 2 2
Basic Rigging 69 8 10 8 10 8
License: Electric Hoist 18 2 3 2 2 2
Training: Basic Computer 45 8 5 5 8 5
Skills Programme: Generic Engineering 0 0 0 0 0 0
Skills Programme: Operative - Diesel Mech 2 0 1 0 1 0
Skills Programme: Operative – Fitter 4 1 0 1 0 1
Skills Programme: Operative – B/maker Plater 1 0 0 0 0 0
Skills Programme: Operative – Electrical 2 0 1 0 0 0
Skills Programme: Medium Voltage 5 1 1 1 1 1
COMSOC 0 0 0 0 0 0
Training: ISO 9001 : 2015 Auditors Course 0 0 0 0 0 0
Total 225 32 32 30 33 28
Budget 134 805 215 355 133 905 135 255 131 205
Targets
Portable Skills Shared Services 2019
2020 2021 2022 2023 2024
Base
Line
License: TLB Operator 0 1 0 0 1 0
License: Forklift 4 Wheeler 9 1 2 1 2 1
License: Manitou (Telescopic Boom Handler) 2 0 2 0 2 0
ECM Heavy Duty Truck 3 0 1 0 1 1
License - Truck Mounted Crane (HIAB) 3 0 2 0 2 2
License: Counterbalance Lift Truck 13 2 2 2 2 2
33
Targets
Portable Skills Shared Services 2019
2020 2021 2022 2023 2024
Base
Line
ECM License: Mine Bobcat 0 0 0 1 0 0
Advanced Rigging 0 1 0 1 0 1
Basic Rigging 16 2 3 2 3 2
License: Electric Hoist 1 0 1 0 1 0
Training: Basic Computer 52 7 7 7 7 7
Skills Programme: Generic Engineering 0 0 1 0 1 0
Skills Programme: Operative - Diesel Mech 0 1 0 1 0 1
Skills Programme: Operative – Fitter 0 0 1 0 1 0
Skills Programme: Operative – B/maker Plater 0 1 0 1 0 1
Skills Programme: Operative – Electrical 0 0 1 1 1 1
Skills Programme: Medium Voltage 0 1 0 1 0 1
COMSOC 5 0 5 0 5 0
Windows Microsoft Courses 5 5 5 5 5 5

Total 113 25 35 25 35 26
Budget 219355 219595 288505 244195 281155
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

Anticipated
Action Required Responsible person
completion
Conduct needs analysis annually Ongoing
Source and appoint relevant service providers Ongoing

HRD
Schedule and Implement training interventions Q2 Annually Superintendent
(Technical)
Capture Data on LMS Ongoing
Update training matrix Ongoing
34
2.4.6 Hard-to-Fill vacancies
Tweefontein 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 Job title of scarce and Main reason for inability to
Intervention
level critical skill fill the vacancy
To source HDSA candidates Succession Planning and Head
Engineering Manager (EL)
with the required experience. hunting
Top Management
Mining finance and

Finance and Admin
administration experience Succession Planning
Manager (EL)
shortage.
More attractive offers from
Mine Manager (EL) other mining houses in the Succession Planning
area
Metallurgy Superintendent Experience of candidates and
Succession Planning
(DU) market demands
Maintenance Experience of candidates and Succession Planning and Head
Superintendent (DU) high salary demands hunting
Maintenance Specialist all Experience of candidates and Succession Planning and Head
engineering disciplines (DL) high salary demands hunting
Finance and Admin
Experience of candidates Succession Planning
Superintendent (DU)
Transformation
Experience Succession Planning
Superintendent (DU)
Senior Management
Mine Overseer (DU) Experience Succession Planning

Succession Planning and GIT
Rock Engineer (DU) Shortage in the market
programme
Geology Specialist (DL) Shortage in the market
programme
SHEQ Specialist
Experience and qualifications Succession Planning
Environmental (DL)
Metallurgy Supervisors (CU) Experience and qualifications Succession Planning
experienced specialist and
Professionally qualified and
Maintenance Supervisor
Experience and qualifications Succession Planning
(CU)
Instrumentation Internal training and
Market scarcity
mid management
Technicians (CU) development

Mining Shiftboss (CU) Experience Succession Planning
Internal training and succession
Miners (C2) Qualification
planning
Strata Control Officer (CU) Shortage in the market
programme
2.5 Career Progression Plan

2.5.1 Overview
Career progression planning at Tweefontein 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,
35
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
Tweefontein 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
Tweefontein 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 Tweefontein 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
Tweefontein 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
Tweefontein 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.
36
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
completion person
Identify potential employees for talent pools Yearly, February
Review talent pools Yearly, February
Update IDP’s and training maps for all in the talent pool Yearly, March
Update training matrix and implement interventions identified in HR Specialist (OD)

Annually
the IDPs
Allocate employees in the talent pool Annually
Monitor mentorship relationships and development progress

Quarterly
2.5.6 Targets
Table below shows targets for talent pool and fast tracking for Tweefontein Mine. The five-year targets
are set by considering labour planning, labour turnover and projections of possible increased production.
37
Table 15: Talent pool and fast tracking programme targets at Tweefontein Mine and Shared Services
Tweefontein
Talent pool and Fast tracking targets

Employee categories
2020 2021 2023 2023 2024
IDPs (Learnerships,
84 69 70 74 76
Bursars, Succession
Fast-tracking programme 20 20 20 20 20
TOTAL 104 89 90 94 96
Shared Services
Shared Services
Talent pool and Fast tracking targets
Employee categories
2020 2021 2022 2023 2024
IDPs (Learnerships, 93 71 74 75 77
Bursars, Succession
Fast-tracking programme 7 7 7 7 7
TOTAL 100 78 81 82 84
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.
38
2.6.2 Targets
The targets for the five-year period for both mentees and mentors follows.
Table 16: Mentorship Plan for (Mentees): Tweefontein

Tweefontein
Programme 2020 2021 2022 2023 2024
4 4 4 4 4
Professional and experienced specialist
and mid-management ̶ D band
Junior engineers 1 1 1 1 1
Mine managers/Overseer’s Certificate 3 3 2 2 2

of Competency
30 35 40 45 45
Succession development programmes
38 43 47 52 52
TOTAL
SHARED SERVICE
Programme 2020 2021 2022 2023 2024
4 4 4 4 4
Professional and experienced specialist
and mid-management ̶ D band
Junior engineers 2 2 2 2 3
Mine managers/Overseer’s Certificate 2 3 2 2 2

of Competency
38 38 38 38 38
Succession development programmes
46 47 46 46 47
TOTAL
Table 17: Mentorship Plan for ECM (Mentors)
Department 2020 2021 2022 2023 2024
Tweefontein 9 9 9 9 9
Shared Services 45 45 45 45 45
TOTAL 54 54 54 54 54
2.6.3 Action plan

Table below contains the commitments, activities and time frames for mentorship.
39
Table 18: Mentorship action plan
Anticipated
Action needed Responsible person
completion
All D& E band employees to be trained as mentors to February Annually
create a Mentor pool
Identify suitable mentors for mentees in various March Annually
development programs
HR Specialist (Organisational
Formalise relationship by ensuring signed mentorship Ongoing
Development)
agreements are in place
Mentorship follow-ups Quarterly
2.7 Bursary and Internship (Experiential Training)
2.7.1 Overview
Tweefontein 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.
Tweefontein 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 Tweefontein’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.
Anticipated
completion
Identify all Secondary Schools within the footprint Done
Identify the top performing Maths and Science students Yearly, March
from Grade 10 to 12
Identify and implement interventions that will support
HR Specialist
the top performing students as well as improve the Yearly, May
(Organisational Development)
overall performance in Maths and Science E.g. Extra
classes, Career Guidance/ Camps etc.
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.
40
2.7.2 Targets
Table 19: Five-year plan for bursary and experiential training targets at Tweefontein and Shared
Services
Targets
Field
2020 2021 2022 2023 2024 Total
Bursaries 2 1 1 1 1 6
TOTAL BURSARY HOLDERS 2 1 1 1 1 6
Budget R252 000 R134 820 R144 257 R154 355 R165 160 R850 592
Internships and Experiential’s 1 1 1 1 1 5
TOTAL Internships and Experientials 1 1 1 1 1 5
Budget R72 000 R72 000 R72 000 R72 000 R72 000 R360 000
Financial Contribution R324 000 R206 820 R216 257 R226 355 R237 160 R1 210 592

Field
2020 2021 2022 2023 2024 Total
Bursaries 2 0 1 0 1 4
TOTAL BURSARY HOLDERS 2 0 1 0 1 4
Budget R252 000 R0 R144 257 R0 R165 160 R561 417
Internships and Experiential’s 1 1 1 1 1 5
TOTAL Internships and Experientials 1 1 1 1 1 5
Budget R72 000 R72 000 R72 000 R72 000 R72 000 R360 000
Financial contribution R324 000 R72 000 R216 257 R72 000 R237 160 R921 417
2.7.3 Action Plan

Table below contains the commitments, activities and time frames for internships and bursaries.
Table 20: Bursary and experiential training action plan
Anticipated
completion
Recruit and identify candidates from labour sending-areas

July
according to targets
HR Specialist
Provide practical exposure according to various programmes Ongoing
(Organisational
Provide regular updates and monitor students Ongoing Development)
Appoint of bursary students for work-back commitment Ongoing
41
SECTION 3
EMPLOYMENT
EQUITY PLAN
Regulation 46(b)
42
3. EMPLOYMENT EQUITY PLAN
3.1Overview
Tweefontein Mine upholds the purpose of the Employment Equity Act of 1998 of transforming from
previous injustices and imbalances in the workforce environment. Tweefontein Mine adopts the
Employment Equity Act as a strategy to promote equal opportunity and fair treatment of its employees
regardless of their variances. At Tweefontein 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 Tweefontein 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 ECM acknowledges the imbalances in the within its
an organisational transformation element. 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 Responsible senior managers sign off monthly EE
Employment Equity plan by senior reports endorsing that they are informed of the EE
management and recruitment team. status and recruitment teams use the EE report as a
baseline when recruiting new staff.
Limited regular feedback on organisational Quarterly meetings are scheduled where in the EE
Employment Equity status. report is analysed in detail. Strategies and initiatives
aimed at addressing identified gaps are highlighted in
this meetings.
Poor systematic alignment of organisational All skills development and organisational development
development initiatives programmes and initiatives are tailored to be
interdependent on each other with EE as the core link.
Inconsistent implementation of the Although ECM has set targets, compelling reasons
Employment Equity improvement plans. might rarely influence compliance to the strategy.
Provision of facilities for people with Infrastructural Facilities to accommodate people with
Disabilities. 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.
43
Table 22: Employment Equity baseline for permanent employees at Tweefontein as per Form S in the
Annexure II of the MPRDA Regulations.
Employment Equity Baseline at Tweefontein Mine
Male Female Disabled

Occupational levels Total
A C I/A F W A C I/A F W M F
Senior management 0 0
0 0 0 0 0 0 0 0 0 0 0
(Shared Services)
Professionally qualified 0 0
and experienced
6 1 0 0 2 0 0 0 0 0 9
management
Skilled technical and 0 0
workers, junior
101 0 0 5 42 25 0 0 0 1 174
management,
supervisors, foremen and
superintendents
Semi-skilled and 0 0
discretionary decision- 435 0 0 1 2 40 0 0 0 0 478
making
Unskilled and defined 1 0
209 0 0 0 2 101 0 0 0 0 312
decision-making
TOTAL 751 1 0 6 48 166 0 0 0 1 973 1 0
Shared Services
Employment Equity baseline at Shared Services
Male Female Disabled

Occupational levels Total
A C I/A F W A C I/A F W M F
Senior management
6 0 1 6 0 2 0 0 0 0 15 0 0
(Shared Services)
Professionally qualified
and experienced
12 0 0 1 10 8 0 0 0 0 31 0 0
management
Skilled technical and
workers, junior
51 0 0 0 17 29 0 0 0 25 122 1 0
management,
supervisors, foremen and
superintendents
Semi-skilled and
discretionary decision- 129 0 0 0 0 44 0 0 0 1 174 1 0
making
Unskilled and defined
16 0 0 0 0 0 0 0 0 0 16 0 0
decision-making
TOTAL 214 0 1 7 27 83 0 0 0 26 358 2 0

A = African; C = Coloured; I/A = Indian/Asian; W=White, F = Foreign
44
3.2 HDSAs in management targets
Tweefontein 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 Tweefontein 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
Tweefontein Mine
Table 23: Tweefontein Five year plan and targets for the participation of permanent employees in
HDSAs in management
Tweefontein HDSA Targets

Occupational 2022 2023 2024
2020 2021
level Mining
Baseline
Charter % % %
% %
Targets
Middle 60% 60%
60% 80% 60% 60% 60%
Management
Junior
70% 73% 70% 70% 70% 70% 70%
Management
Shared Services HDSA Targets

2020 2021
level Mining
Baseline
Charter % % %
% %
Targets
Senior 60% 60%
60% 62% 60% 60% 60%
Management
Middle 60% 60% 60%
60% 66% 60% 60%
Management
Junior
70% 66% 66% 67% 67% 68% 70%
Management
3.3 Participation of women in mining at ECM
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. Tweefontein 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.
45
Tweefontein 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 Tweefontein Mine and Shared Services
TWF WIM Targets

2020 2021
level Mining
Baseline
Charter Percentage Percentage Percentage Percentage Percentage
Targets women women women women women
D level 25% 0% 0% 12% 12% 25% 25%
C level 30% 15% 13% 14% 20% 25% 30%
B level N/A 9% 9% 10% 10% 10% 10%
A level N/A 33% 10% 10% 10% 10% 10%
Shared Services
SS WIM Targets
2020 2021
level Mining
Baseline
Charter Percentage Percentage Percentage Percentage Percentage
Targets women women women women women
E level 25% 15% 17% 17% 23% 23% 25%
D level 25% 25% 23% 23% 25% 25% 25%
C level 30% 43% 22% 23% 24% 27% 30%
B level N/A 26% 10% 10% 10% 10% 10%
A level N/A 0 10% 10% 10% 10% 10%
46
SECTION 4
MINE COMMUNITY
DEVELOPMENT
Regulation 46(c)
47
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 Tweefontein
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 focuses 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
Tweefontein 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
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 - -
49
Annual Income Levels
Unspecified
R 102 401 - R 204 800
R 25 601 - R 51 200
R 6 401 - R 12 800
R 1 601 - R 3 200
R 401 - R 800
No income
0 200 400 600 800 1000 1200 1400 1600 1800 2000
2001 2007 2011
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.
Total Number of Beneficiaries

160000 1. Old Age
140000
2. Disability Grant
120000
100000 3. War Veteran
80000 4. Combination
60000
5. GIA
40000
20000 6. Foster care grant beneficiary
0 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
50
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 illegal water 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; et 21638 17.26
Flowing water/stream/river/spring/rain water 17203 13.72
Do not know 2258 1.8
Unspecified 117 0.09
Grand Total 125361 100
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
51
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.
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 Tweefontein,
Tweefontein 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 Tweefontein 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
52
Tweefontein 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. Tweefontein Mine’s spending on goods and services also contributed
significantly to the local economy.
 Small, medium and micro-enterprises (SMMEs) and local contractors:

Tweefontein 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 Tweefontein Mine,
as well as in other enterprises in the area.
 Poverty eradication:
Besides the positive impact Tweefontein 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.
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, Tweefontein Mine is involved in significant poverty eradication and infrastructure

development projects in the FTLM, SDM and other major labour-sending communities. To date,
Tweefontein 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
53
A detailed file on the CSR activities of Tweefontein Mine is available from the company’s HR Department.
The FTLM has established an LED Forum aligned with the municipal’s IDP. ECM 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

Tweefontein 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, Tweefontein 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?
Tweefontein 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
54
 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
(Tweefontein, Tweefontein 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.
Tweefontein Mine LED Project: Project 1
Project Name: Tweefontein Mine: Contribution towards the construction of the bridge at Ngwaabe
Project Category: Road Infrastructure Development
The improvement and replacement of the steel-bridge in Ga-Malekane Village to a more safe and
efficient bridge is a significant project. The project will be jointly funded by government and
Introduction to various mining houses, including Samancor Tweefontein Mine. The project is intended to improve
Project: traffic in and out of the surrounding villages along Tubatse River in Ga-Malekane Village.
Project
Improve the current dilapidated steel bridge
Objectives:
Deliverables Year 1 ( 2020) Budget
Measurable R5 000 000
Deliverables:
Contribution towards the project
Deliverables: Year 2 (2021)
Measurable
Contribution towards the project R5 000 000
Deliverables:
Total Budget R10 000 000
Provisional
Upon approval
Project Start Date:
Provisional
31 December 2024
Project End Date:
Target Group/
Malekane, Kalkfontein and Ngwaabe villages
Beneficiaries:
Number of Jobs
To be determine by Scope of Work
Created:
55
Tweefontein Mine LED Project: Project 2
Project Name: Tweefontein Mine Water Provision
Project Category: Infrastructure Development
Mining sector has grown rapidly over the last two decades in Fetakgomo Tubatse Local
Municipality and this has brought about rapid associated urbanization. Additional water is urgently
required for the optimal functioning of existing and proposed mines in the area and to meet the
increased human needs as a result of increased population and improved living standard.
To accommodate all these additional water requirements, the President in his 2003 State of the
Nation Address announced the construction of a dam in the Olifants River system to unlock the
rich mineral deposits in the Limpopo Province and with such a catalyst, also economically supply
of water to towns, industries and poorly serviced rural communities in the Sekhukhune area.
Tubatse Consulting Engineers was appointed by the Sekhukhune District Municipality to conduct
the feasibility study and compile the technical report for the upgrading of the existing De Hoop
Water Treatment Works (Ga-Malekane WTW) from 12Ml/day current capacity to 36Ml/day.
Projected water supply from the De Hoop Dam WTW to towns and villages in Sekhukhune
District Municipality in:
 The Steelpoort Valley

2015 2020 2025 2030 2035
Introduction to Water demands in kl/day
Project:
Population 60 000 64 000 69 000 73 000 77 000
Total water demand 4 100 5 000 5 800 6 700 7 500
Ground water 1 600 1 600 1 600 1 600 1 600
De Hoop WTW 2 500 3 300 4 000 5 000 6 000
(water demands allow for system losses)
Maphopha Kalkfontein Ga-Rantho

Hlalanekahle Ga-Masha Kalkfontein
Ga-Ratau Ga-Maepa Annex A
Ga-Malekana Legotong Tsakane
Kutullo Buffelshoek
Maseven Ga-Mphana
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.
 Provision of basic water services to the community

 To improve the quality of water supply to the affected communities
Project
Objectives:
 Alignment with the Sekhukhune District Municipality as the water authority
 Support municipal and provincial growth initiatives for the area
Deliverables Year 1 ( 2020) Budget

 Appoint consultants to:
o Define scope of work and other related studies
Measurable o Review of the available water sources R4 000 000
Deliverables: o Report on water quality
o Analysis of the existing infrastructure
o Design water infrastructure plan
56
Project Name: Tweefontein Mine Water Provision
 Tender process
 Appoint a contractor
Measurable
 Implement as per Scope of Work still to be conducted R3 000 000
Deliverables:
Measurable
Deliverables:
Measurable
Deliverables:
Measurable
 Project hand over R0
Deliverables:
Total Budget R10 000 000
Provisional
Upon approval
Project Start Date:
Provisional
31 December 2024
Project End Date:
Target Group/
Malekane, Kalkfontein and Ngwaabe villages
Beneficiaries:
Number of Jobs
To be determine by Scope of Work
Created:
4.6.4 SMME Development
The objective of SMME development will be for job creation and poverty alleviation for the Host
Communities surrounding Tweefontein 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 Tweefontein’s supplier base to include local business in areas where we

operate
 To develop local industries that will supply Tweefontein with high quality, competitively
priced, goods and services.
57
 To have an impact that is measurable (set targets), monitored (follow up and continuous
support) and evaluated (results orientated) to ensure continuous improved quality of and
competitiveness (pricing, quality, delivery) of goods and services, jobs created, local
beneficiation and skills transfer.
 To develop credible local suppliers for preferential procurement not only at Tweefontein
but all surrounding mines operated by other mining houses.
 To enhance participation of local communities in the mainstream economy
Tweefontein 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 Tweefontein with an Enterprise Development plan which should make
reference to transfer of technical skills. Should that plan involve establishment of a
Joint Venture, Tweefontein’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
58
- 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 Tweefontein with an ED plan which related
to transfer of both technical and business management skills
- Sub-contracting, joint ventures or any other option should form part of the plan
The following opportunities will be ring-fenced for local procurement:
 Civil Construction
 Laundry Services
 Parks and Gardens
 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 Tweefontein
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
Tweefontein 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.
59
 Joint ventures have been identified as one of the tools which actively assist in
transformation facilitation,
 Tweefontein 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
(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 Tweefontein’s expectations. Such will be
presented to Tweefontein, 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. Tweefontein will annually review its business
requirements in order to identify Enterprise Development opportunities.
60
Table 27: Enterprise Development Budget Tweefontein
Financial Total Budget

2020 2021 2022 2023 2024
Year
Enterprise
Development R 1 267 060 R 1 393 766 R 1 533 143 R 1 686 457 R 1 855 103 R 7 735 529
Budget
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 Ongoing ED Specialist

tenders
Assist with training, Commercial Skills, technical skills, ED Specialist
On going
professional accreditation (ISO, NHBRC, CIBD)
Assist with monitoring of business legal documentation tax Annually ED Specialist

clearance, letter of good standing and BEE certificate
Ensure big Business’s sub- contract small business’s On going ED Specialist/Tender
(measures in place before awarding the tenders) Board
Criteria for the Selection of Viable SMME Alternatives

The following specific criteria will be applied when selecting the Tweefontein’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 Tweefontein SLP.
4. The programme should be sustainable and ideally be able to continue once support from
Tweefontein Mine ends.
Table 29: Tender Action Plan
Tender action plan

Identify potential companies to be invited for tender (local On going Contract/Commercial
data base) Dept./ED Specialist
Provide tender information (scope of works) on opportunities Contract/Commercial
On going
to be tendered (set-a-side projects) Dept./ED Specialist
Encourage Joint-venture opportunities between big non- Contract/Commercial

On going
compliant companies and local SMME’s Dept./ED Specialist
61
SECTION 5
PREFERENTIAL
PROCUREMENT
Regulation 46(b)
62
5. PREFERENTIAL PROCUREMENT
Tweefontein Mine recognizes 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 recognizes that BEE
is vital in meeting the expectations of the South African Mining Charter. The company recognizes 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 Tweefontein 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 finalized 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 Tweefontein 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 programs.
 Tweefontein 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.
63
5.1.1 The Baseline Situation
In line with the company’s Procurement Policy, Tweefontein 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 Tweefontein Mine as one of the primary mechanisms to effect LED
in the communities affected by its operations. Where preferential procurement is not possible due to a
lack of capacity in local communities, local people may first be developed through various mechanisms
depending on nature of services.
Table 30: Current level of spend by the company on BEE or HDSA vendors
Category 2019 spend on HDSA vendors

Mining goods 59%
Services 83%
5.1.2 Action plan
Tweefontein 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. Tweefontein
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
21% 21% 21% 21% 21%
owned and controlled company
Goods produced by a women or youth owned and controlled
5% 5% 5% 5% 5%
company
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
50% 50% 50% 50% 50%
owned and controlled company
Services supplied by a women or youth owned and controlled
5% 5% 5% 5% 5%
company
Services supplied by a BEE compliant company 10% 10% 10% 10% 10%
The action plan for implementing the Procurement Plan in respect of Tweefontein Mine are as follows:
Anticipated
Action Responsible person
completion
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
Ongoing ED Specialist
Programmes, Training, JV’s
Graduates from the Mentorship/Training Programme are Ongoing ED Specialist
referred to local mines for tender opportunities
64
SECTION 6
HOUSING & LIVING CONDITIONS

AND HEALTH AND NUTRITION
Regulation 46(c)
65
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 Tweefontein 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 dependents, 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
 Collaborating with the municipality, surrounding land owners and mining houses to prevent and
control informal settlements on mine-owned properties
66
 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.
Anticipated
completion
Housing Committee Established Completed
Housing survey conducted Ongoing

HR Manager
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. Tweefontein 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 dependents 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 dependents, 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.
67
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:
Anticipated
completion
Conduct an assessment on current employee nutrition March
Design a nutrition plan based on the results of the SHEQ and HR

April
assessments Manager
Implement a nutrition plan June
Monitor and evaluate the implementation of the plan Ongoing
The following measures will be implemented by Tweefontein 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.
68
SECTION 7
PROGRAMME FOR
MANAGING DOWNSCALING
AND RETRENCHMENT:
Regulation 46 (d)
69
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 Tweefontein, 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.
 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.
70
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
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:
71
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
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
72
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.
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.
73
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.
74
SECTION 8
FINANCIAL PROVISION FOR

IMPLEMENTING THE SOCIAL
AND LABOUR PLAN
Regulation 46(e)
75
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: Tweefontein SLP expenditure for the period 2020‒2024
COMPONENTS OF SLP 2020 2021 2022 2023 2024 TOTAL

Human Res ources Devel opment R20 649 293 R12 859 383 R11 731 644 R10 551 366 R10 619 054 R66 410 740
Local Economi c Devel opment R9 000 000,00 R8 000 000,00 R2 000 000,00 R1 000 000,00 R0,00 R20 000 000
Hous i ng and Li vi ng Condi ti ons R0,00 R0,00 R0,00 R0,00 R0,00 R0
Enterpri s e Devel opment Budget R1 267 060 R1 393 766 R1 533 143 R1 686 457 R1 855 103 R7 735 529
Management of downs cal i ng R1 106 250,00 R1 183 688,00 R1 266 546,00 R1 355 204,00 R1 450 068,00 R6 361 756
TOTAL R32 022 603 R23 436 837 R16 531 333 R14 593 027 R13 924 225 R100 508 025
SECTION 9
UNDERTAKING
Regulation 46(e)
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 Tweefontein Mine, undertake to adhere to the information, requirements,
commitments, and conditions as set out in the Samancor Chrome Eastern Chrome Mines (ECM)
Tweefontein Social and Labour Plan.
Signed at ________________________ on this ________ day of _______ 2019
Signature of responsible person _________________________________________
Designation ________________________________________
APPENDIX I: CAREER PROGRESSION PATHS AT SAMANCOR ECM
ENGINEERING- CAREER PATH
Education Profile and
Legal Requirements
Min Role Requirements
Min 7 Years Management Experience Engineering Degree/Technicon

ENGINEERING
E1 E LOWER of which 5 Years should be in Mining Diploma
MANAGER
Project Management Experience GCC Electrical or Mechanical
Min 6 Years relevant Post-Qualification Degree / Diploma in Engineering

MAINTENANCE
D4 D UPPER Experience GCC Electrical or Mechanical
SUPERINTENDENT
2 Years Managerial Experience Legal Appontment in terms of MHS Act
MAINTENANCE Min 6 Years relevant Post-Qualification Degree / Diploma in Engineering

D2 D LOWER
Experience GCC Electrical or Mechanical
SPECIALIST
MATERIAL
Grade 12/N3 Numeracy & Literacy
LOGISTICS Min 5 Years Experience with a
5 Years Experience with relevant
C5 C UPPER MAINTENANCE Qualification in Engineering or Mining
Engineering Qualification
SUPERVISOR 2 Years Supervisory Experience
Valid Drivers License
FOREMAN
Grade 12/N3
Min 3 Years Production Experience as
MULTI SKILLED Certified Competent as Artisan for
C3 LEVEL 6 an Artisan
more than 1 Disscipline
ARTISAN
2 Years Supervisory Experience
Valid Drivers License
Min 3 Years Production Experience as Grade 12/N3 + Trade Certificate

C2 LEVEL 5 ARTISAN an Artisan NQF Level 3 Learnership
2 Years Supervisory Experience Valid Drivers License
Grade 10/N2 Maths & Science

Level 2 Artisan Aide Learnership
Min 7 Years relevant Production
CI LEVEL 4 APPRENTICE
Experience
Certificate of Fitness
Competent B Certificate
Vaild Drivers License

Operative Training
SINGLE SKILLED Min 5 Years relevant Production
B4 LEVEL 3
Experience
APPRENTICE
Min 3 Years relevant Production Grade 10/N2 Maths & Science

MULTI TASK Experience Operative Training
B3 LEVEL 2 MAINTENANCE Basic Business Understanding, Safety Certificate of Fitness
SERVICEMAN & Health, Mining Knowledge. Competent B Certificate
Various Certified Unit Std Skills Vaild Drivers License

ENGINEERING Generic Engineering Skills
B2 LEVEL 1 OPERATOR
Experience
ATTENDANT Competent B Certificate
ENGINEERING Grade 10/N2 Maths & Science

B1 LEVEL 1 OPERATOR
Experience
ATTENDANT Competent B Certificate

ENGINEERING Min 3 Years relevant Production
A4 A
Experience
ATTENDANT
79
PROCUREMENT - CAREER PAT H
Education Profile and Minimum
Legal Requirements
Role Requirements
FINANCE
D 3 D UPPER Min 4 Years Relevant Experience Degree or Technicon Diploma
MANAGER
COMMERCIAL
D 3 D UPPER Min 4 Years Relevant Experience Degree or Technicon Diploma
SUPERINTENDENT
COMMERCIAL
D 1 D LOWER Min 4 Years Relevant Experience Degree or Technicon Diploma
SPECIALIST
COMMERCIAL Studying towards a relevant

C 5 C UPPER Min 4 Years Relevant Experience
Degree or Technicon Diploma
PRACTITIONER
COMMERCIAL Studying towards a relevant

C 4 LEVEL 4 Min 3 Years Relevant Experience
PRACTITIONER
Studying towards a relevant

C 1 LEVEL 6 STOCK BUYER Entry Level - No Experience Required
HUMAN RESOURCES - CAREER PATH

Legal Requirements
HUMAN RESOURCE
E1 E LOWER 5 Years Managerial Experience Degree or Technicon Diploma
MANAGER
HR Min 5 Years Experience

D4 D UPPER
2 Years Managerial Experience
SUPERINTENDENT
Min 5 Years Experience

D2 D LOWER HR SPECIALIST

C5 C UPPER HR PRACTITIONER
C3 LEVEL 6 HR CO-ORDINATOR Min 2 Years Experience Grade 12
C1 LEVEL 3 HR ADMINISTRATOR Min 1 Year Experience Grade 12
B6 LEVEL 3 CRUSH CLERK Min 1 Year Experience Grade 12
80
SHEQ - CAREER PATH
Education Profile and Legal Requirements /
Min Role Requirements Qualifications
SHEQ Min 6 Years Experience

E1 E LOWER
MANAGER
SHEQ Min 6 Years Experience Degree or Technicon Diploma

D3 D UPPER
2 Years Managerial Experience ISO 9001 ; 14001; 18001 Experience
SUPERINTENDENT

VENTILATION,
Cert. in Mine Environmental Control
SHEQ,
Min 4 Years Experience in Safety ISO 14001,9001 & OHSAS 18001
D 2 D LOWER ENVIRONMENT
Mining Experience Advantageous Implementation / Experience,
& CONTRACTOR COMSOC 1, 2 & 3 - Recommended,
SPECIALIST Cert. in Risk Management

VENTILATION,
Cert. in Mine Environmental Control
SHEQ,
ISO 14001,9001 & OHSAS 18001
D 1 D LOWER ENVIRONMENT Min 5 Years Production Experience
Implementation / Experience,
& CONTRACTOR
COMSOC 1, 2 & 3 - Recommended,
SPECIALIST Cert. in Risk Management
Intermediate Cert. in Mine

VENT ASSISTANT Min 5 Years Production Experience Environmental Control
C5 C UPPER
2 Years Supervisory Experience COMSOC 1, 2 & 3 - or similar Safety
SHEQ PRACT
Certification
Intermediate Cert. in Mine

VENT ASSISTANT Min 5 Years Production Experience Environmental Control
C4 LEVEL 4
2 Years Supervisory Experience COMSOC 1, 2 & 3 - or similar Safety
SHEQ PRACT
Certification
Grade 12/N3 with Maths

FULL-TIME
Min 5 Years Production Experience Safety Representative Certificate
C2 LEVEL 4 H & S REP
2 Years Supervisory Experience 1 Year Technical Experience
SHEQ ADMIN
Computer Experience Essential & SAP
FULL-TIME Grade 12/N3 with Maths

H & S REP Safety Representative Certificate
C1 LEVEL 3 Min 3 Years Production Experience
1 Year Technical Experience
SHEQ DATA
CAPTURER Computer Experience Essential & SAP
81
METALLURGY - CAREER PATH
Legal Requirements
METALLURGICAL Min 8 Years Experience B.Sc Degree or Technicon Diploma

E 1 E LOWER 3 Years Managerial Experience HIGHER DIPLOMA NQF 6
MANAGER
METALLURGICAL Min 7 Years Experience

D 3 D UPPER 2 Years Managerial Experience
SUPERINTENDENT
MET SPECIALIST
D 1 D LOWER LOGISTICS
SPECIALIST
METALLURGICAL Min 3 Years Experience

C 5 C UPPER 1 Year Supervisory Experience
PRACTITIONER
GRADUATE IN
C 3 LEVEL 4 Stepping Stone for Granduates Studying B.Tech or B.Ing Degree
TRAINING
Grade 12 / N3 Maths & Science

SHIFT
C 1 LEVEL 4 Min 5 Years Production Experience Certificate of Fitness
SUPERVISOR
Drivers License

LOGISTICS
B 4 LEVEL 3 Min 4 Years Production Experience Certificate of Fitness
ADMINISTRATOR
Drivers License

LOGISTICS LOCO
B 3 LEVEL 2 Min 3 Years Production Experience Certificate of Fitness
DRIVER
Drivers License
MET OPERATOR Grade 12 / N3 Maths & Science

B 2 LEVEL 1 WEIGH BRIDGE Min 2 Years Production Experience Certificate of Fitness
CLERK Drivers License
LNR PLANT
OPERATOR
A 4 A LEVEL Entry Level - No Experience Required Certificate of Fitness
SAMPLER ATTEND Drivers License
OPERATOR ASSIST
82
83
MRM GEOLOGY - CAREER PATH
Education Profile and Minimum Role
Legal Requirements
Requirements
MINE GEOLOGY CERTIFICATE OF

AT LEAST 6 YEARS EXPERIENCE
D 4 D UPPER CHIEF GEOLOGIST
2 YEARS MANAGERIAL EXPERIENCE
COMPETENCE
NHD MINERAL RESOURCE MANAGEMENT
MINERAL RESOURCE AT LEAST 5 YEARS EXPERIENCE

MINE GEOLOGY CERTIFICATE
D 1 D LOWER SPECIALIST - PRODUCTION
OF COMPETENCY
SECT GEOLOGIST 2 YEARS SUPERVISORY EXPERIENCE
AT LEAST 5 YEARS EXPERIENCE GRADE 10 / N1 MATHS & SCIENCE

C 5 C UPPER GEOLOGIST PRODUCTION ELEMENTRY SAMPLING
2 YEARS SUPERVISORY EXPERIENCE CERTIFICATE OF FITNESS
AT LEAST 7 YEARS EXPERIENCE GRADE 10 / N1 MATHS & SCIENCE

C 3 LEVEL 6 GRADUATE GEOLOGIST PRODUCTION ELEMENTRY SAMPLING
2 YEARS SUPERVISORY EXPERIENCE CERTIFICATE OF FITNESS
GRADE 12 / N3 MATHS & SCIENCE

GEO STATS BSC TECH GEOLOGY
SAMPLING AT LEAST 5 YEARS RELEVANT EXPERIENCE
C 2 LEVEL 5 ADMINASTRATOR PRODUCTION
CERTIFICATE OF FITNESS
COMPETENT PERSON B
DRIVERS LICENSE
GRADE 10 / N1 MATHS TECHNICON

AT LEAST 4 YEARS RELEVANT EXPERIENCE COMMINICATION IN ENGLISH
B 3 LEVEL 2 SAMPLER
PRODUCTION COMPETENT PERSON B
GRADE 10 / N1 MATHS TECHNICON

SAMPLER AT LEAST 3 YEARS RELEVANT EXPERIENCE COMMINICATION IN ENGLISH
B 1 LEVEL 1 GEOLOGIST ASSISTANT PRODUCTION COMPETENT PERSON B
AT LEAST 3 YEARS RELEVANT EXPERIENCE GRADE 10 / N1 MATHS

A4 A ATTENDANT SAMPLING
PRODUCTION CERTIFICATE OF FITNESS
84
MRM - SURVEY - CAREER PATH
Legal Requirements
Mine Survey Cert of Competence
Min 6 Years Production Experience NH Dipl Mineral Resource Management
D4 D UPPER CHIEF SURVEYOR
2 Years Managerial Experience Nat Diploma Mine Surveying
Managerial Skills
Mine Survey Cert of Competence

ASSISTANT Min 5 Years Production Experience NH Dipl Mineral Resource Management
D3 D UPPER
CHIEF SURVEYOR Nat Diploma Mine Surveying
Managerial Skills

SURFACE Min 5 Years Production Experience
D 1 D LOWER 2 Years Supervisory Experience
Nat Diploma Mine Surveying
SURVEYOR
Advanced Survey & Sampling

Min 5 Years Production Experience
C5 C UPPER SNR SURVEYOR
Nat Diploma Mine Surveying
Advanced Survey & Sampling
SNR SURVEYOR Min 5 Years Production Experience Grade 12 / N3 Maths & Science
C4 C UPPER
2 Years Supervisory Experience Elementary Survey & Sampling
ADVANCE SURVEY

C3 LEVEL 6 SURVEYOR
Elementary Survey & Sampling

C2 LEVEL 5 JUNIOR SURVEYOR
Basic Survey & Sampling

LEARNER
C1 LEVEL 4 Min 3 Years Production Experience Basic Survey & Sampling
SURVEYOR

SURVEY TEAM
B4 LEVEL 3 Min 3 Years Production Experience Competent Person B
LEADER

SERVICE SURVEY
ASSISTANT

SURVEY
ASSISTANT

ATTENDANT
A4 A Min 3 Years Production Experience Competent Person B
SAMPLING
85
APPENDIX II: SKILLS DEVELOPMENT FACILITATOR APPOINTMENT LETTER
86
APPENDIX III: PROOF OF SUBMITION OF WORKPLACE SKILLS PLAN
87
APPENDIX IV: PROOF OF CONSULTATION WITH STAKEHOLDERS
88
APPENDIX V: FORM T (MINE PROCUREMENT)
Capital BEE Spend 2018
R 12 543
NORTHLITE ELECTRICAL 206.42
GO GOLA MINING (PTY) LTD R 5 117 653.01
BABEREKI ADMINISTRATION AND PROJECT R 3 731 657.28
NOMAKANJANE MINING SUPPLIES AND SER R 593 946.69
AIR ROTORY SERVICES (PTY) LTD R 535 768.73
CBI ELECTRIC AFRICAN CABLES R 472 434.96
MCCARTHY LIMITED (PTY) LTD R 452 562.63
ZIZWE OPEN CAST MINING (PTY) LTD R 445 063.06
BRELKO CONVEYOR PRODUCTS (PTY) LTD R 348 484.70
SUGAR CREEK TRADING 363 (PTY) LTD R 217 167.51
WILLBATT PRODUCTS (PTY) LTD R 145 336.24
ABERDARE CABLES (PTY) LTD R141 139.97
EPIROC SOUTH AFRICA (PTY) LTD R 137 128.78
ZEST WEG ELECTRIC (PTY) LTD R 124 146.00
Doornbosch RITCHIE CRANE HIRE (PTY) LTD R 121 963.95
ROCK TOOL SERVICES CC R 102 762.16
GHH MINING MACHINES (PTY) LTD R 87 228.28
Letaba Dewatering (Pty) Ltd R 85 017.54
TUBATSE PRODUCTS CC R 84 607.86
ELECTRO DIESEL GROUP (PTY)LTD R 53 234.62
MACSTEEL SERVICE CENTRES SA (PTY) L R 40 759.10
AQS LIQUID TRANSFER (PTY) LTD R 39 137.27
SASOL SOUTH AFRICA LTD R 32 592.20
MBOJOMANE PLANT AND TRANSPORT HIRE R 25 578.93
VIDEX WIRE PRODUCTS (PTY) LTD R 24 564.50
AFROX R 20 242.47
TRUCO SOUTH AFRICA (PTY) LTD R 3 519.72
SWEET ORR & LYBRO (PTY) LTD R 1 046.00
R 25 727
Total Spend 887.58
Services BEE Spend
TUBATSE PRODUCTS CC R 63,574,389.38
MINPROTECH (PTY) LTD R 10,338,421.50
GHH MINING MACHINES (PTY) LTD R 4 547 668.81
EPIROC SOUTH AFRICA (PTY) LTD R 3,879,523.84
MBOJOMANE PLANT AND TRANSPORT HIRE R 3,707,731.84
MASAKHANE TRANSMISSIONS CC R 3 200 512.06
KUTTING MPUMALANGA (PTY) LTD R 2 726 059.94
AQS LIQUID TRANSFER (PTY) LTD R 2,040,079.63
Doornbosch
NOMAKANJANE MINING SUPPLIES AND SER R 2,005,232.34
AIR ROTORY SERVICES (PTY) LTD R 1,986,443.36
WILLBATT PRODUCTS (PTY) LTD R 1,673,048.59
ROCK TOOL SERVICES CC R 1,603,521.50
NORTHLITE ELECTRICAL R 1,349,963.08
GO GOLA MINING (PTY) LTD R 1,214,515.92
UNITRANS PASSENGER (PTY) LTD R 921,894.01
RITCHIE CRANE HIRE (PTY) LTD R 873,180.92
89
ZIZWE OPEN CAST MINING (PTY) LTD R 553,410.59
ZEST WEG ELECTRIC (PTY) LTD R 428,611.73
FRASER ALEXANDER (PTY) LTD R 408,490.64
Sugar Greek R2 200
OLD AARD MINING EQUIPMENT (PTY) LTD R 392,377.42
Total Spend R 107 425 277.10
Consumables BEE Spend

AECI EXPLOSIVES LTD R 16,107,733.98
GHH MINING MACHINES (PTY) LTD R 7 069 276.21
GO GOLA MINING (PTY) LTD R 4,353,368.58
NORTHLITE ELECTRICAL R 1 923 580.64
EPIROC SOUTH AFRICA (PTY) LTD R 1,481,638.11
MULTOTEC PROCESS EQUIPMENT (PTY) LT R 1 368 265.18
ABERDARE CABLES (PTY) LTD R 1,054,233.90
ELECTRO DIESEL GROUP (PTY)LTD R 653 226.26
AQS LIQUID TRANSFER (PTY) LTD R 577,471.89
SASOL SOUTH AFRICA LTD R 525,682.50
Doornbosch BRELKO CONVEYOR PRODUCTS (PTY) LTD R 451,403.67
ROCK TOOL SERVICES CC R 424,016.00
EXXARO FERRO ALLOYS (PTY) LTD R 420,102.80
ZEST WEG ELECTRIC (PTY) LTD R 405,213.51
OLD AARD MINING EQUIPMENT (PTY) LTD R 327,881.00
VIDEX WIRE PRODUCTS (PTY) LTD R 172,648.30
CBI ELECTRIC AFRICAN CABLES R 157,007.24
MUSKETEER ENGINEERING & SALES (PTY) R 75,179.60
LETABA DEWATERING (PTY) LTD R 72,837.90
TRUCO SOUTH AFRICA (PTY) LTD R 61,144.40

Total spend R 37 681 911.67
90
APPENDIX VI: SKILLS TRAINING PROGRAMME LIST
Skills Training Programme List
SAP: Basic
SAP: HR Time Managers Workplace
SAP: HR Organisational Management
SAP: HR Reporting
SAP: HR Training & Events
SAP: HR Disciplinary (IT0743)
SAP: HR LSMW
SAP: HR Personnel Administration (PA)
SAP: MM Requisitioner (PR)
SAP: MM Store Reservation Computer Based Training
SAP MM Buyer Training
SAP: PM Basic Planner
SAP: PM Artisan
SAP: PM Supervisor Training
SAP: PM Advance Planner
SAP: Workflow for Managers
SAP: Workflow Training
Integrated Management Systems Training (IMS)
Dover Assessment
Skills Programme: Blasting Assistant

Skills Programme: Competent A
Skills Programme: Competent B
Skills Programme: Health and Safety Rep Training
Skills Programme: Rock Drill Operator (RDO)
Skills Programme: Trackless Mobile Machine
Skills Programme: Mineral Processing - Dense Medium Separation MQA Sills Programmes
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

License: Basic Rigging - LOPT
License: Advanced Rigging - LOPT
License: Electric Hoist (LOPT)
License: Overhead Crane Code C30/31 LOPT
Mine Licences
License: ECM Chairlift Operator
License: ECM Conveyor Belt Operator
License: ECM GDI
License: Diamond Drill Rig
License: ECM Drill Rig (MDR) Operator
91
License: Secondary Rock Breaker Operator
License: Tip Attendant
License: Underground Ambulance
License: Load Haul Dumper - LHD GHH SLP5
License: Load Haul Dumper - LHD GHH SLP5.1
License: Load Haul Dumper - LHD GHH SLP6
License: Load Haul Dumper - LHD 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)

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 Certificated 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

Training: Hazard Awareness
Job Specific Technical Skills
Training: GDI Sentinel
Training: SCAS 2 Safe lite (PDS Training)
92
Training: Secondary Rock Breaker Operator
Training: Load Haul Dumper (LHD 115)
Training: Load Haul Dumper (LHD 777)
Training: Load Haul Dumper LHD GHH SLP5
Training: Load Haul Dumper LHD GHH SLP5.1
Training: Load Haul Dumper LHD GHH SLP6
Training: Load Haul Dumper LHD GHH SLP6.1
Training:Load Haul Dumper LHD GHH SLP6.2
Training: Mine Load Haul Dumper (LHD AARD 5.5)
Training: Mine Drill Rig Operator
Training: MPV/UV Operator
Training: Conveyor Belt Operator
Training: Control Room Operator
Training: Supervisory - Knowing Yourself - insert training in front

Training: Supervisory - Managing Yourself and Team
Training: Supervisory - Management Principles
Supervisory and management
Training: Supervisory - Competence Coaching
Training: Supervisory - Time Management
Training: Supervisory - Team Leadership and Performance Management
93
APPENDIX VII: FUTURE FORUM CONSTITUTION (Signed)
94
95
96
97
98
99
100

Tweefontein SLP 2020 2024

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Tweefontein SLP 2020 2024

Uploaded by

Copyright:

Available Formats

SOCIAL AND LABOUR

1. INTRODUCTION TO AND BACKGROUND INFORMATION ABOUT THE OPERATION………………… …..11

1.1 Introduction…………………………………………………………………………………………………………………………… ……11

1.2 Particulars of the operation …………………………………………………………………………………………………………12

1.3 Location of the Mine…………. …………………………………………………………………………………………………………12

1.4 Background ………………………………………………………………………………………………………………………………….13

1.5 Breakdown of employees per labour sending area …………………………………………………………………..14

1.6 Current Employees and Business Plan ……………………………………………………………………………….17

1.7 Methods to facilitate SLP implementation ……………………………………………………………………………….18

2. HUMAN RESOURCES DEVELOPMENT PROGRAMME (HRDP) ………………………………………………………21

2.1 Introduction …………………………………………………………………………………………………………………….21

2.2 Approach ………………………………………………………………………………………………………………………………….21

2.3 HRDP Model ……………………………………………………………………………………………………………………..22

2.4 Skills Development Plan…………………………………………………………………………………………………………. ……22

2.4.1 Introduction………. ……………………………………………………………………………………………………………………..22

2.4.2 Adult Education and Training……………………………………………………………………………………………… ……23

2.4.2.3 Action Plan………………………………………………………………………………………………………………………………28

2.4.3 Learnerships…. ………………………………………………………………………………………………………………. ……28

2.4.3.1 Overview………….………………………………………………………………………………………………………………. ……28

2.4.3.2 Targets …………..……………………………………………………………………………………………………………………..29

2.4.3.3 Action Plan……… …………. …………………………………………………………………………………………………………30

2.4.4.2 Targets …………..…………………………………………………………………………………………………………………….31

2.4.4.3 Action Plan………………….. ………………………………………………………………………………………………….. ……32

2.4.5 Portable Skills Training………………… ……………………………………………………………………………………… ……32

2.4.6 Hard-to-Fill vacancies …………..…………………………………………………………………………………………….35

2.5 Career Progression Plan…………………………………………………………………………………………………………. ……35

2.5.1 Overview………….…………………………………………………………………………………………………………………. ……35

2.5.2 Career paths………. …………..…………………………………………………………………………………………………………36

2.5.3 Career Progression Plan …………..…………………………………………………………………………………………….36

2.5.4 Establishing a talent pool …………..…………………………………………………………………………………………….36

2.5.5 Action plan …………..…………………………………………………………………………………………………………37

2.5.6 Targets…. …………..……………………………………………………………………………………………………………………..37

2.6 Mentorship Plan……………….. ………………………………………………………………………………………………….. ……38

2.6.1 Overview …………..……………………………………………………………………………………………………………………..38

2.6.2 Targets …………..……………………………………………………………………………………………………………………..39

2.6.3 Action plan …………..…………………………………………………………………………………………………………39

2.7 Bursary and Internship (Experiential Training) …………..………………………………………………………40

2.7.1 Overview …………..……………………………………………………………………………………………………………………..40

2.7.2 Targets …………..……………………………………………………………………………………………………………………..41

2.7.3 Action Plan …………..…………………………………………………………………………………………………………41

3. EMPLOYMENT EQUITY PLAN …………..…………………………………………………………………………………………….43

3.2 HDSAs in management targets …………..……………………………………………………………………………….45

4. MINE COMMUNITY DEVELOPMENT PROGRAMME …………..………………………………………………………48

4.1 Overview …………..……………………………………………………………………………………………………………………..48

4.2 Socio-economic background …………..…………………………………………………………………………………………….48

4.2.1 Introduction …………………….. …………………………………………………………………………………………….48

4.2.2 District and local socio-economic regional analysis …………..………………………………………………………48

4.2.3 Overview …………..……………………………………………………………………………………………………………………..48

4.2.4 Population demographics …………..…………………………………………………………………………………………….49

4.3 Basic Service Delivery and Infrastructure Development Analysis ………………………………………….51

4.3.1 Free basic water ……………………………………………………………………………………………………………………..51

4.3.2 Access to safe drinking water …………………………………………………………………………………………….51

4.3.3 Rivers as a Natural Water Source…………………………..……………………………………………………………. ……52

4.5 Socio-economic impact of operation ‒ Regulation 46 (c) (ii) (b)……….. ………………………………………….52

4.5.1 The Impact………………………………………………………………………………………………… …………………………….52

4.6.1 Approach ………………………………………………………………………………………………………………………………….53

4.6.2 Baseline Situation ……………………………………………………………………………………………………………………..53

4.6.3 Action plans and projects …………………………………………………………………………………………………………54

4.6.4 SMME Development …………………………………………………………………………………………………………57

5. PREFERENTIAL PROCUREMENT…………………………………………………………………………………………….. ……63

5.1 Approach ………………………………………………………………………………………………………………………………….63

5.1.1 The Baseline Situation …………………………………………………………………………………………………………64

5.1.2 Action plan ……………………………………………………………………………………………………………………..64