VENETIA MINE SOCIAL AND LABOUR PLAN 2013 2017
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VENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
CONTENTS
1. INTRODUCTION 4. EMPLOYMENT EQUITY 7. PREFERENTIAL PROCUREMENT PLAN
1.1 Objectives of the Social and Labour PLAN 7.1 Introduction
Plan 4.1 Objectives to be achieved for Each 7.2 Basis for Targets
1.2 Venetia Mine’s Mining Right Year of the Plan 7.3 Definitions
4.2 Workplace Barriers and 7.4 Influence of Preferential
2. PREAMBLE Affirmative Action Measures Procurement
2.1 Information 4.3 Employment Equity Profile and 7.6 Procurement Systems
2.2 Locality of the Mine Goals
2.3 Size and Breakdown of the 4.4 HDSA in Management 8. PROCESS TO MANAGE DOWNSCALING
Workforce AND RETRENCHMENTS
2.4 Labour Sending Areas 5. MINE COMMUNITY DEVELOPMENT 8.1 Introduction
PROGRAMME 8.2 Future Forum
3. HUMAN RESOURCES 5.1 Introduction 8.3 Process to be followed to avoid job
DEVELOPMENT PROGRAMME 5.2 Stakeholder Engagement losses and a decline in employment
3.1 Introduction 5.3 Socio-Economic Background 8.4 Mechanisms to provide alternative
3.2 Compliance with Skills 5.4 Key Economic Activities solutions and procedures for
Development Legislation 5.5 Social Impacts creating job security where job
3.3 Hard-to-Fill Vacancies 5.6 Community Needs losses cannot be avoided
3.4 Skills Development Plan 9. FINANCIAL PROVISION
3.5 Career Advancement Plan 6. HOUSING AND LIVING CONDITIONS
3.6 Mentoring Plan PLAN 10. UNDERTAKING
3.7 Bursar and Internship Plan 6.1 Introduction
6.2 Homeownership Survey
6.3 Deliverables
6.4 Scope and Limits
6.5 Milestones and Timelines
VENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
SECTION 1
INTRODUCTION
De Beers Consolidated Mines Limited method can only sustain the Life of Mine and more specifically the Blouberg and
(“DBCM”) officially opened Venetia Mine up until the end of 2022. In order to Musina Local Municipalities.
on 14 August 1992. Venetia Mine is extend the Life of Mine beyond this period,
situated on the farm Venetia 103-MS, Venetia Mine will then covert into an 1.2 V ENETIA MINE’S MINING
which lies approximately 80 km west underground mining method which will RIGHT
of Musina and 36 km north east of increase its Life of Mine to approximately DBCM converted its old order mining
Alldays in the Limpopo Province. The another 20 years. right in terms of Item 7 of Schedule II
mine is located in the Musina Local of the Mineral Petroleum Resources
Municipality of the Vhembe district. 1.1 O BJECTIVES OF THE SOCIAL Development Act, 28 of 2002 (“MPRDA”)
Specifically, the mine is situated just AND LABOUR PLAN to mine diamonds in kimberlite for its
off the R521 road between Alldays and In accordance with the Mineral and Venetia Mine on 02 September 2008.
Pontdrift; approximately 540 km north Petroleum Resources Development As part of the conversion of the above-
of Johannesburg as indicated in Figure 1 Act, No. 28 of 2002, the objectives of mentioned mining right, DBCM submitted
(see Figure 1). Venetia Mine’s Social and Labour Plan a Social and Labour Plan for the period
is to consider Venetia Mine’s social 2007 to 2012.
The mining method includes drilling,
development programmes in the context
blasting, loading and hauling waste rock
of generally recognized standards of In order to achieve the overall objectives of
and kimberlite using conventional truck
sustainable development by integrating the Social and Labour Plan associated to
and shovel methods. A waste rock dump
the social, economic and environmental Mining Right: LP:30/5/1/2/5/58MR
exists along the pit boundary and the
factors in planning the mining operations issued to DBCM for Venetia Mine,
kimberlite ore is stockpiled adjacent to the
throughout the life of the Mine. This will DBCM has developed a new Social and
plant where it is crushed and processed to
be accomplished by: Labour Plan for the period 2013 to 2017
recover the diamonds. A coarse resource
tailings dump is generated along with in terms of Regulation 46 as read with
a fines residue disposal facility for the •P
romoting employment and advancing Regulation 43 and 44 of the Act, and
kimberlite fines (silt and clay). As such the social and economic welfare of the will be referred to as the Venetia Mine’s
the production process is a physical people of the Blouberg and Musina Social and Labour Plan Version 2.
extraction process and not a chemical one. Municipalities and South Africans in The Social and Labour Plan Version 2
general; document will supersede the Social and
Venetia Mine currently follows an •C
ontributing to the transformation of Labour Plan dated 13 September 2007
Open Pit Mining method with a view the mining industry; submitted with the application for the
going underground in ten (10) years’ •E
xtending Venetia Mine’s contribution conversion of the old order mining right.
time. Based on the current Mine Works to the socio-economic development of
Programme, the current Open Pit mining the Capricorn and Vhembe districts
VENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
The number of permanent employees per In light of the above, DBCM will use its
2.3 S IZE AND BREAKDOWN OF
occupational level is reflected in Table 1. best endeavours through its contractual
THE WORKFORCE requirements to ensure compliance by
As at 31 December 2011, Venetia Mine its contractors with the requirements
DBCM as the holder of Venetia Mine’s
employed a total number of 1124 employees. of the Human Resources Development
mining right as defined in the MPRDA,
SECTION 2
The workforce is diverse in that it has 18% acknowledges that the holder of a mining and Employment Equity Programmes
women with 12% being women in mining, right remains responsible for compliance as stipulated in Regulation 46 of the
employees with disabilities representing 1% with the requirements of the MPRDA MPRDA, and will also make it known
PREAMBLE
and 41% HDSA in management. 54% of even if the holder appoints a contractor to not only to its own employees but also to
the employees are recruited from the labour perform work within the boundaries of the the employees of its contractors.
sending area articulated in paragraph 2.4. mining area.
TABLE 1: P ERMANENT AND TEMP EMPLOYEE PER OCCUPATIONAL
LEVELS AS AT DECEMBER 2011
Occupational Category Male Female Grand
A C I W FN Total A C I W FN Total Total
Senior Management 3 1 0 5 1 10 0 0 0 0 0 0 10
Professionally qualified and 15 1 0 32 6 54 7 1 0 3 1 12 66
experienced specialists and mid-
management
Skilled technical and 149 17 1 91 2 260 33 6 0 24 0 63 323
academically qualified
workers, junior management,
supervisors, foremen, and
2.1 INFORMATION superintendents
Name of the Company De Beers Consolidated Mines Limited Semi-skilled and discretionary 538 7 0 11 0 556 85 3 0 16 0 104 660
decision making
Name of the Mine Venetia Mine
Unskilled and defined decision 0 0 0 0 0 0 0 0 0 0 0 0 0
Mining Right Number LP:30/5/1/2/5/58MR making
Mine Physical Address 01 National Road, Musina, 0900 Total Permanent 705 26 1 139 9 880 125 10 0 43 1 179 1059
Mine Postal Address PO Box 668, Musina, 0900 Temporary Employees 32 2 0 4 0 38 20 2 0 5 0 27 65
Mine Telephone Numbers 015 534 9000 Grand Total 737 28 1 143 9 918 145 12 0 48 1 206 1124
Mine Fax Number 015 534 2019 Note: Senior management refers to all OPCO members irrespective of the band, whilst Professional, is all D band, Skilled is all C
Product Mined Diamonds, Diamond (Alluvial), Diamond (General), band, Semi-skilled is all B band and Unskilled is all A band.
Diamond (In Kimberlite)
Life of Mine 30 Years (2043) As indicated above, Venetia Mine currently follows an Open Pit Mining method with a view going underground in ten (10) years’
Financial Year 1 January to 31 December time. A team that will oversee the underground project has been put together and their labour is as follows:
Reporting By 31 March each year
Responsible Person General Manager: Ludwig von Maltitz
TABLE 2: PERMANENT AND TEMP VENETIA MINE UNDERGROUND PROJECT EMPLOYEES
PER OCCUPATIONAL LEVELS AS AT DECEMBER 2011
Occupational Category Male Female
2.2 L OCALITY OF THE MINE Grand
A C I W FN Total A C I W FN Total Total
Senior Management 0 0 0 2 1 3 0 0 0 0 0 0 3
Professionally qualified and 0 0 0 2 2 4 2 0 0 1 0 3 7
experienced specialists and mid-
management
Venetia Mine Skilled technical and 0 0 0 0 0 0 0 0 1 0 0 1 1
academically qualified
workers, junior management,
supervisors, foremen, and
superintendents
Semi-skilled and discretionary 0 0 0 0 0 0 0 0 0 0 0 0 0
decision making
Limpopo Unskilled and defined decision 0 0 0 0 0 0 0 0 0 0 0 0 0
making
Total Permanent 0 0 0 4 3 7 2 0 1 1 0 4 11
Temporary Employees 0 0 0 1 0 1 1 0 0 0 0 1 2
Grand Total 0 0 0 5 3 8 3 0 1 1 0 5 13
VENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
SECTION 2
PREAMBLE
2.4 LABOUR SENDING AREAS
Venetia Mine is located in the Musina Municipal area and Table 3 below reflects the
areas from which the majority of the workforce has been sourced.
TABLE 3: VENETIA MINE’S LABOUR SENDING AREAS
Municipal Cities/Towns/Villages Number %
Area
Musina Musina Town, Nancefield, 536 45.2%
Tshipise, Sagole, Muswodi,
Folovhodwe
Blouberg Alldays, Grootpan, Devrede, 206 17.6%
Taaiboschgroet, Ga-Kibi,
Ga-Makgato, Babirwa, Longden,
Juniorsloop, Dendron,
Eindermark, Harrietswich Village,
Kromhoek, Senwabarwana
Thohoyandou Dzanani, Mutale, Makonde, 116 16%
Nzhelele, Manenzhe, Mudimeli,
Shayandima, Sibasa, Masisi,
Vuwani, Dzimauli, Mashau.
Polokwane Polokwane, Mashashane, 85 7.1%
Ramokgopa, Seshego, Botlokwa,
Seleka, Modjadji, Tzaneen,
Chuenespoort, Phalaborwa,
Zebediela, Kgapane.
Louis Trichardt Polokwane, Makhado, Xitachi, 49 4%
Waterval, Sinthumule.
Other Johannesburg, Cape Town, 185 9.8%
Koffiefontein, Windhoek,
Nederland, Zimbabwe,
Bloemfontein
VENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
TABLE 4: HARD-TO-FILL VACANCIES
Occupational Levels Reason for Scarcity and Challenges Intervention / Learning Programme
Mining Engineer Relative scarce skill- geographical location Job specific development programme
Occupational Health and Safety Relative scarce skill- industry attractiveness Job specific development programme
SECTION 3 Manager
Mining Engineer Systems
Engineer Geotech
New and emerging skill
Relative scarce skill – geographical location
Job specific development programme
Job specific development programme
HUMAN RESOURCES
Surveyor Relative scarce skill – geographical location Job specific development programme
Analyst MRM Relative scarce skill – geographical location Job specific development programme
and lack of skilled people
Technicians Relative scarce skill – industry attractiveness Job specific development programme.
DEVELOPMENT
Learnership Programme
Apprentice – Riggers Lack of skilled people Apprentice programme
Engineering Operatives Relative scarce skill – geographical location 2 year operative programme
and lack of skilled people
PROGRAMME
Apprentice – Boilermakers Relative scarce skill – geographical location Apprentice programme
and lack of skilled people
Apprentice – Fitters Relative scarce skill – geographical location Apprentice programme
and lack of skilled people
Apprentice – Mechanicians Relative scarce skill – geographical location Apprentice programme
and lack of skilled people
The DBCM Human Resources MQA Skills Levy No
3.1 INTRODUCTION 3.4 S KILLS DEVELOPMENT “Form Q” – Depicts the numbers and education Levels of Venetia Mine employees
Development Programme will take L910750852 attached hereto as Annexure 3.
DBCM recognises that the achievement PLAN
of its strategic objectives is dependent on cognisance of a framework that include:
Skills Development Facilitator: The objective of DBCM’s Skills
optimising the capability and potential of Koos Nel Development Plan is to provide quality TABLE 5: EMPLOYEE EDUCATION PROFILES – DECEMBER 2011
• A Skills Development Plan:
its employees. DBCM is fully committed learning and growth opportunities Education Male Female Grand
• ABET
to the structured and systematic training Workplace Skills Plan Submission for people development in pursuit of Levels
• Learnerships A C I W FN Total A C I W FN Total Total
and development of all its employees Date: individual, operational, corporate and
• Skills Development Programmes 30 June of each year and WSP, SDL No schooling 2 0 0 0 0 2 0 0 0 0 0 0 2
on an on-going basis to enable them to national training and development goals.
• Career Progression Plan number T999990012 attached hereto as Unknown 23 2 0 1 1 27 2 0 0 0 0 2 29
perform their duties safely, effectively and The Skills Development Plan interprets
• Mentoring Plan Annexure 1 Grade 0/Pre-school 0 0 0 0 0 0 0 0 0 0 0 0 0
efficiently. Training and development the company’s strategy into workable and
• Internship Plan
also ensures that employees acquire standardised processes and procedures Grade 1 0 0 0 0 0 0 0 0 0 0 0 0 0
• Bursary Plan 3.3 HARD-TO-FILL VACANCIES which will harness the full potential of the
the necessary competencies and related Grade 2 0 0 0 0 0 0 0 0 0 0 0 0 0
The provision of quality training is not skills development processes operationally
qualifications to meet DBCM’s future 3.2 C OMPLIANCE WITH only a matter of upgrading employee
Grade 3/ABET 1 0 0 0 0 0 0 0 0 0 0 0 0 0
centrally and nationally.
human resources needs. SKILLS DEVELOPMENT skills, but forms the cornerstone of Venetia Grade 4 0 0 0 0 0 0 0 0 0 0 0 0 0
LEGISLATION Mine’s future success and sustainability. Grade 5/ABET 2 1 0 0 0 0 1 0 0 0 0 0 0 1
The main focus of the DBCM’s Skills
DBCM’s Human Resources Development DBCM Human Resources Development The alignment of training to key business Grade 6 1 0 0 0 0 1 0 0 0 0 0 0 1
Development Plan in respect of Venetia
Programme shall accordingly support Programme has been developed and will be outcomes is therefore integral to DBCM’s Grade 7/ABET 3 3 0 0 0 0 3 0 0 0 0 0 0 3
Mine is to provide an enabling
the Mining Works Programme, as well implemented in accordance with the National human resources development approach. Grade 8 0 0 0 0 0 0 0 0 0 0 0 0 0
environment that delivers:
as, the Country’s National skills strategy Skills Development Framework as provided Training and development interventions
Grade 9/ABET 4 4 0 0 0 0 4 0 0 0 0 0 0 4
for in terms of the Skills Development Act will be prioritised in terms of positions
and transformation objectives. Training • a n appropriately qualified workforce; Grade 10/N1 80 2 0 5 0 87 0 0 0 1 0 1 88
97 of 1998 and the general requirements of regarded mission critical and high impact
and development will flow from DBCM’s • the opportunity to develop the potential Grade 11/N2 48 6 0 22 1 77 4 0 0 2 0 6 83
the Mining Qualifications Authority. The and which are hard-to-fill. Table 4 reflects
strategic objectives, performance of its employees; Grade 12/N3 474 13 1 55 1 544 91 6 0 30 0 127 671
the relationship between mission critical/
management system, human resources following compliance details are pertinent in • the opportunity for employees to attain
high impact positions and the hard-to- Diplomas/ 30 0 0 18 0 48 10 0 0 2 0 12 60
this regard: self-mastery; Certificates
planning processes, as well as Skills fill positions of Venetia Mine. “Form
• the creation of a culture of continuous
Development and Employment Equity Q” – Depicts the Hard-to-fill vacancies 1st Degrees/ 61 4 0 34 2 101 36 5 0 9 1 51 152
Name of SETA: improvement; and Higher Dip
Plans. Human Resources Development at Venetia Mine attached hereto as
Mining Qualifications Authority (MQA) • the embedding of an organizational
Annexure 2. Honours/Masters 10 1 0 7 4 22 2 1 0 4 0 7 29
will take place in a coordinated and culture that promotes a stimulating
Doctorates 0 0 0 1 0 1 0 0 0 0 0 0 1
structured manner within the parameters Accreditation Number: working environment that is conducive
to skills development and retention. Total 737 28 1 143 9 918 145 12 0 48 1 206 1124
of annual budgets. 16/MQA/0312/AC4/170412
VENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
3.4.2 LEARNERSHIPS • Integrate a structured learner and work- •O re Processing; and
DBCM has identified learnerships as a place experience; • Mining.
•P rovide employees opportunities
key route to achieving its transformation
to obtain national recognised 3.4.3.1 S upervisory and Managerial
objectives. The company accordingly
SECTION 3
qualifications; Learnerships
offers learnerships in a number of
• F acilitate diversity and transformation DBCM has contracted a number of
supervisory, managerial and technical
in the workplace; and service providers to assist with the
disciplines. The number of learnerships
HUMAN RESOURCES
•B ridge a gap between the current development of accredited supervisory
is determined with reference to employee educational and labour needs. and managerial development programmes
turnover, DBCM’s employment equity outlined in Table 7. In most instances
objectives, as well as mission critical/high DBCM’s learnership programme focuses supervisory and managerial learners are
DEVELOPMENT
impact positions which are hard-to-fill. on the following fields of study: drawn from the workplace and developed
The objectives of DBCM’s learnership • S upervisory and Management; through a combination of in-service and
programmes are the following: • Engineering; class room training.
PROGRAMME TABLE 7: SUPERVISORY AND MANAGERIAL LEARNERSHIPS
Name of programme NQF level
Supervision for energised
work teams
Learnership programme purpose
NQF Level 3 The programme aims at equipping every first-line manager with the essential
knowledge and skills necessary to:
Develop, lead and inspire productive workplace teams.
Ensure that all team members are developed to their full potential.
Energised Leadership NQF level The qualification is intended for junior managers of small organisations, firs line-
3.4.1 ABET the Foundational Learning Certificate The selected ten employees will be allowed and Management of 4/5 managers of business units in medium and large organisations, or those aspiring
Venetia Mine have offered ABET (FLC). This certificate will be required five months to complete the FLC, after Productivity Programme to these positions. Junior managers include team leaders, supervisors, foremen and
training to all employees since 1998. for all the Level 2, 3 and 4 Occupational which another ten candidates will be section heads. It lays the foundation for further management development. The focus
Learnerships in future. selected. of this qualification it to enable learners to develop competence in knowledge, skills,
The opportunity to attend ABET classes
attitudes and values.
was widely communicated. Currently
Management Development NQF 7/8 To develop the management and leadership capability of employees occupying and/or
we have a total of 36 employees with a All employees selected for Learnerships (as The recruitment of engineering operatives
Programme those identified to, in future occupy management and/or leadership roles. Individuals
qualification less than Grade9/Std7. per the Learnerships tables) will do the is proving to be problematic due to most will gain knowledge and insight of their natural management and leadership styles,
FLC before embarking on the technical candidates not meeting the required how to enhance their styles and successfully manage and lead teams.
DBCM is committed to ensure its psychometric profile. In addition to the The numbers of participants identified to participate in the Supervisory and Managerial Learnership programmes for the duration
aspects of the Learnership.
workforce is given opportunity towards 10 employees mentioned, 5 additional of this plan are reflected in Table 8.
timeous, cost effective and appropriate community members will also be given
Venetia Mine will also make available
development programmes. Any of the an opportunity to participate in the TABLE 8: SUPERVISORY AND MANAGEMENT DEVELOPMENT PROGRAMMES
ten (10) positions for employees to do the
above employees wishing to attend programme. Type of Development Programme 2013 2014 2015 2016 2017
FLC certificate full-time and preference
ABET will be allowed to enrol in private
will be given to the six employees currently Intake Intake Intake Intake Intake
institutions offering ABET classes and The need for literacy and numeracy
enrolled in ABET. The remaining 25 will Supervisory Learnership (NQF Level 3) 20 0 20 0 20
Venetia Mine will provide financial training also exist more especially for
be consulted to determine their willingness Supervisory Learnership (NQF Level 5)18 months 20 14 0 0 0
assistance with regard to class fees. employees with formal qualifications
to participate in this programme. Management Development (NQF Level 7) 10 months 8 6 6 6 6
above Grade 9. A working literacy
With the latest developments in the Skills programme, which consists of 70%
Development arena and the establishment This will allow employees earmarked for curriculum of the FLC, will be provided
3.4.2.2 Engineering Learnerships • Mechanician; individuals in the full-time employ of the
of the Quality Council for Trades and further development the opportunity to free of charge to all employees who wish to
A relatively large proportion of • Electrician; company and are offered an opportunity
Occupations (QCTO), the focus will acquire the skills and thus meet the entry- improve their working literacy skills. This • Fitting and Turning; to complete a formal learnership. Section
DBCM’s learnerships are focused on
now move towards the attainment of level requirements. will be a part-time programme. • Instrumentation Technician; 18(2) learners are offered fix term
the development of technicians and
• Platter / Boilermaker; employment for the specific purpose of
artisans in the engineering field. The
TABLE 6: FOUNDATIONAL LEARNING CERTIFICATE INTAKE • Rigger; and completing a registered learnership.
focus on engineering learnerships is due Section 18(2) learnerships provide an
• Platter / Welder
Type of Development Programme 2013 2014 2015 2016 2017 to technicians and artisans being of important mechanism for the training of
Intake Intake Intake Intake Intake particular importance to DBCM and the DBCM’s Engineering Learnerships new entrants to the mining industry.
severe national shortage of these skills. encompasses both Section 18(1) and
Employees embarking on FLC training 20 20 20 20 20
DBCM offers engineering learnerships in Section 18(2) Learners as prescribed
Community members embarking on FLC training 10 10 10 10 10
the following fields: by the SDA. Section 18(1) learners are
VENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
3.4.2.3 Mining and Processing Learnerships
Venetia Mine also offers learnerships in the mining and ore processing disciplines, which is similar to the engineering disciplines.
Mining and processing learnerships are registered with the Department of Labour and comply with the NQF qualifications. The
learnerships will be demand-led in that they will address gaps identified through labour and talent reviews. The following mining
SECTION 3
and processing learnerships are offered by Venetia Mine;
•N
ational Certificate: Mineral Processing NQF Level 2;
HUMAN RESOURCES
•N
ational Certificate: Rock breaking: Surface Excavations NQF Level 3; and
•N
ational Certificate: Mineral Processing NQF Level 3.
DEVELOPMENT
Table 10 reflects the estimated number of beneficiaries for the Mining and Ore Processing learnerships for each year of the plan.
TABLE 10: MINING AND ORE PROCESSING LEARNERSHIPS
Type of Development Programme 2013 2014 2015 2016 2017
PROGRAMME Rock Breaking: Surface Excavations
National Certificate: Mineral Processing NQF Level 2
Intake
0
4
Intake
6
6
Intake
6
7
Intake
6
9
Intake
6
11
3.4.2.4 Other Skills Training Programmes
Skills programmes form an important component of the training and development programmes of the machine operator, drivers and
elementary workers within DBCM. Skills programmes offered by Venetia Mine comply with the unit standard requirements of the
Tables 9.1 and 9.2 below reflect the number of 18(1) and 18(2) National Qualifications Framework and the Mining Qualification Authority and therefore offer participants credits towards a NQF-
learnerships planned for each year of this Social and Labour Plan. registered qualification. The Skills Programmes offered by Venetia Mine is outlined in Table 11.
TABLE 9.1: 18.1 ARTISAN/ TABLE 11: VENETIA MINE’S SKILLS PROGRAMMES
APPRENTICE LEARNERSHIPS Skills Programme Objective
Type of Development Programme 2013 2014 2015 2016 2017 Dense Medium separation This skills programme is aimed at persons who work or intend to work within the Dense
Intake Intake Intake Intake Intake Medium Separation section of a processing plant and who seek recognition for essential skills
in this area.
Electrician 0 0 1 0 0
Skills programme in Crushing This skills programme is aimed at persons who work or intend to work within the Crushing
Fitter and Turner 0 0 0 0 1 and Screening section of a processing plant and who seek recognition for essential skills in this
area.
Mechanician 1 0 0 1 0
Skills programme in Diamond This skills programme is aimed at persons who work or intend to work within the Diamond
Plater / Welder 0 0 0 1 0 Recovery Recovery section of a processing plant and who seek recognition for essential skills in this area.
Rigger 1 0 0 1 0 Skills programme in Scrubbing This Skills programme is aimed at person who or intend to work within the Scrubbing and
and Screening Screening section of a processing plant and who seek recognition for essential skills in this
Total 18.1 2 0 1 3 1 area.
Skills programme in Water This skills programme is aimed at persons who work or intend to work within the Water
TABLE 9.2: 18.2 ARTISAN / Reticulation Reticulation section of a processing plant and who seek recognition for essential skills in this
APPRENTICE LEARNERSHIPS area.
Type of Development Programme 2013 2014 2015 2016 2017 Skills programme is for People credited with this skills programme are able to represent employees on all aspects of
Occupational Health and Safety occupational health and safety.
Intake Intake Intake Intake Intake Representatives
Electrician 0 2 2 1 1 The examination, making safe Fall of ground regulations promulgated by the Minister of Minerals and Energy requires a
and declaring safe on surface competent person to examine and make a workplace safe and determine that such competence
Fitter and Turner 2 2 2 1 1 mines, quarries, Dumps and will vest in a candidate having achieved the requirements of the relevant skills programme
Mechanician 0 0 0 0 0 stockpiles registered with the Mining Qualifications Authority.
Diamond Professional Graduate To develop Senior Management and leadership capability of employees occupying or those
Plater / Welder 2 3 2 1 2
Certificate identified, in future occupy management and/or leadership roles. Individuals will gain full
Rigger 0 0 0 0 0 understanding of the De Beers Business Diamond pipeline.
Total 18.2 4 7 6 3 4 Operator Mobile Machinery for There is a need in the industry for people to operate mobile machinery in surface mining and
Surface Excavations Operations quarrying operations and have expanded skills and knowledge.
Intake per annum (18.1 and 18.2) 6 7 7 6 5
Table 12 reflects the estimated number of beneficiaries for the various skills programme for each year of the plan.
VENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
TABLE 13: UNITS STANDARD AND MODULAR BASED TRAINING PROGRAMME
Unit Standard & Modular Based Training Programme Objective
Operate a pendant controlled overhead crane Demonstrating an integrated practical and theoretical grounding
in Crane Operations according to safe handling and maintenance
SECTION 3
practices in compliance with crane manufacturers and legislated
standards.
Operate Truck Mounted cranes A learner accredited with this standard will be able to demonstrate an
HUMAN RESOURCES
integrated practical and theoretical grounding in Crane Operations
according to safe handling and maintenance practices in compliance
with crane manufacturers and legislated standards.
Operating lift trucks A learner accredited with this standard will be able to operate lift
DEVELOPMENT
trucks for the safe and efficient movement and stacking of freight in a
variety of work environments, and take basic care of the equipment in
compliance with lift truck manufacturers` and legislated standards.
Operate counter-balanced lift truck The person credited with this Unit Standard is able to operate a counter-
PROGRAMME
balanced lift truck in a safe manner
Operate a Mobile Elevating Work Platform (MEWP) The person credited with this unit standard is able to safely operate and
use a Mobile Elevating Work Platform.
Monitor, report and make recommendations pertaining People credited with this unit standard will be able to describe the
to specified requirements in terms of working at heights requirements with regard to working at heights.
Operate a Skid Steer Loader Operating Skid Steer Loader’s and demonstrating knowledge of the
functions of Skid Steer Loader’s and starting, shutting down and
operating procedures for the machine.
TABLE 12: SKILLS TRAINING PROGRAMME
Lift and move a load using manual lifting equipment This unit standard is for a learner within the mechanical handling
Type of Development Programme 2013 2014 2015 2016 2017 and tackle (rigging) context.
Intake Intake Intake Intake Intake Lift and move a load using mechanical lifting This unit standard will be useful to people who are required to lift and
equipment move loads not exceeding five tons.
Ore Processing: Arrange and complete lifts on site using lifting The person credited with this unit standard will be able to prepare for,
Crushing 9 3 0 12 10 equipment lift and move a load. They are also able to prepare the equipment and
resources required to move the load.
Diamond Recovery 4 6 6 4 4
Operating Mobile cranes A learner accredited with this standard will be able to demonstrate an
DMS 9 13 12 12 10 integrated practical and theoretical grounding in Crane Operations
according to safe handling and maintenance practices in compliance
Scrubbing and Screening 9 12 12 12 10
with crane manufacturers and legislated standards.
Water Reticulation 9 13 12 12 10 Operating lift trucks A learner accredited with this standard will be able to operate lift
Mining: trucks for the safe and efficient movement and stacking of freight in a
variety of work environments, and take basic care of the equipment in
Competent A 18 18 18 18 18 compliance with lift truck manufacturers and legislated standards.
Operator Mobile Machinery for Surface Excavations Operations 90 90 90 90 90 Operating Rough Terrain Forklift Truck A learner accredited with this standard will be able to operate lift
trucks for the safe and efficient movement and stacking of freight in a
Technical Support: variety of work environments, and take basic care of the equipment in
Operatives: Phase 1 – Off the job 14 6 6 14 14 compliance with lift truck manufacturers and legislated standards.
Operatives: Phase 1 – On the job 15 14 6 6 14 Erect, alter/reposition and dismantle load bearing Learners who are assessed as competent against this unit standard will
scaffolding be able to erect, alter/ reposition and dismantle load bearing scaffolding
Operatives: Phase 2 – Off the job 6 15 14 6 6 under supervision.
Operatives: Phase 2 – On the job 4 6 15 14 6 Move trailing cable using cable reeler This unit standard will be useful to people who are responsible for
trailing cables using a Cable Reeler.
Safety and Health:
Operate a tractor Operating a Tractor and demonstrating knowledge of the functions of
Occupational Health and Safety Programme: SHE Representatives 50 38 33 6 29 Tractor’s and starting, shutting down and operating procedures for the
machine.
Convey dangerous goods by road The purpose of learning is to ensure safe loading, conveying and
3.4.2.5 Unit Standard and Modular Based Training off-loading of dangerous goods according to legal and organisational
In-service training forms an important component of Venetia Mine’s Skills Development Programme. In-service training incorporates requirements.
Provide risk-based primary emergency care/ Provide risk-based primary emergency care/first aid in the workplace.
a wide array of skills areas and is needs driven and linked strategically to Venetia Mine’s objectives. The following unit standard
first aid in the workplace
and modular based accredited in-service training programmes are offered by Venetia Mine.
VENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
employees in realizing tangible career her career development objectives and
3.5 C AREER PROGRESSION
progression and avoid setting unrealistic provision of the tools such as:
PLAN
expectations. DBCM has accordingly •C reating awareness of possibilities and
identified relevant and achievable challenges;
3.5.1 CAREER PATHING
SECTION 3
career path opportunities and enables •P erformance management reviews;
DBCM recognises the need for realism
employees to independently pursue these •A ssessment centres;
in career paths to sustain employee
opportunities. Career pathing within •A ssistance in meeting minimum
engagement and development over time.
HUMAN RESOURCES
DBCM is regarded as a process in educational qualifications;
Career paths essentially maps out the
which responsibility must be shared by •A ssistance in focusing on coaching in
successive steps and possible job titles
DBCM and employees alike. The onus areas of technical deficiency; and
available to employees during the course
•A ssistance in coaching/training in
DEVELOPMENT
of their employment with the Company. of creating career development goals
non-technical areas.
By ensuring that employees are matched and achieving those goals falls upon
with career paths that are both relevant the employee, while the Company’s role
and achievable, DBCM aims to assist includes support for the employee in his/
PROGRAMME A generic Job & Career Path Framework as well as discipline specific career paths has been developed to guide and standardise
leadership and technical career development in DBCM. The generic Job & Career Path Framework is reflected in Figure 2 below.
LEVELS LEADERSHIP PIPELINE (MANAGE OTHERS) TECHNICAL PIPELINE (MANAGE SELF)
Table 14 reflects the estimated number of beneficiaries for the aforementioned programmes.
TABLE 14: UNIT STANDARD AND MODULAR Leve l V I
TRAINING PROGRAMMES
Type of Development Programme 2013 2014 2015 2016 2017 Manage
Enterprise
10
Intake Intake Intake Intake Intake
Manage
Operate a pendant controlled overhead crane 28 36 36 36 36 Manage DeBeers FoC
Level V DeBeers FoC 9
Business
8-9
Master / Expert
Function
S S T
Operate Truck Mounted cranes 16 12 12 12 12
8-9
Operating lift trucks 8 8 8 8 8
L E V E L S
Operate counter-balanced lift truck 8 8 8 8 8 Manage Multi
Functions 7
Operate a Mobile Elevating Work Platform (MEWP) 4 4 4 4 4 Leve l IV Manage 8
Manage Self
Master / Expert
Functions
Monitor, report and make recommendations 7
pertaining to specified requirements in terms of working 96 50 50 50 50
at heights
O F
Manage
Self
Operate a Skid Steer Loader 4 2 2 2 2 Manage Less opportunity
Professional 6
Leve l III Specialist
W O R K
managers to cross pipelines
Lift and move a load using manual lifting equipment
4 4 4 4 4 6-7
and tackle
Operating Mobile cranes 1 2 2 2 2
4-5 4-5
Manage Manage Self
Operating lift trucks 0 4 4 4 4 Professional
Functions Best opportunity
Operating Rough Terrain Forklift Truck 4 2 2 2 2 Leve l II Manage Multi 4
to cross pipelines
Functions
Move trailing cable using cable reeler 2 1 1 1 1
Manage Self
Specialist
Operate a tractor 2 1 1 1 1
3
Convey dangerous goods by road 4 4 4 4 4 Manage Self
Operational
Level I
Provide risk-based primary emergency care/ 2-3
84 95 95 95 95
first aid in the workplaceVENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
SECTION 3
HUMAN RESOURCES
DEVELOPMENT
PROGRAMME
DBCM has also established discipline fast tracked in line with its needs and the planning is one way of ensuring that
specific career paths for employees in the above Framework. Venetia Mine’s future talent needs are
following core disciplines: met. The internal succession talent pool
• Mining; 3.5.2 TALENT POOL will assist in cultivating supervisory,
• Engineering; Talent planning (succession) and talent leadership and technical talent through
• Human Resources Management; pools is regarded as one of the most targeted individual and organisational
• Ore Processing; effective means to ensure an adequate skill development activities that are
• Mineral Resources Management; future supply of scarce and critical aligned with DBCM’s strategic 3 to 5
• Commercial Management; skills and to achieve the objectives of year plan.
• Public and Corporate affairs; and this Plan. DBCM and Venetia Mine
• Fast Track Talent Pool- Venetia Mine
• S ecurity, Safety, Health and have created a number of talent pools
has identified employees as part of its
Environment. aimed at accelerating the development
internal talent pool.
of high potential individuals, especially
Discipline specific career paths are from HDSA categories. This involves
attached hereto as Annexures 4. Generic the development of people within the
as well as discipline career paths will company, and is aimed at key leadership,
be used to guide employees regarding supervisory and technical skills positions.
potential career progression, development The following talent pools exist in DBCM
and output necessary to achieve the and Venetia Mine.
various job levels. Although all employees
have the opportunity to be developed, • Internal Succession Talent Pool (STP)
DBCM has identified a talent pool to be – Using talent pools for succession
TABLE 15 REFLECTS INDIVIDUALS TO BE FAST TRACKED FOR EACH YEAR OF THE PLAN
Current position Targeted position Training 2013 2014 2015 2016 2017
intervention
Intake Intake Intake Intake Intake
Artisan Planner Planner- 2 0 0 2 0
in-training
ProgrammeVENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
for young professionals, DBCM has the bursary scheme has evolved to reflect
3.7 B URSARY AND
weighted its development approach 100% EE and 100% females. This
INTERNSHIP PLAN
towards graduate trainees (internships) was done through targeted selection and
with particular emphasis on technical includes students from the communities
3.7.1 BURSARY PLAN professions and Women in Mining. surrounding De Beers’ mining operations.
SECTION 3 Talent and knowledge management is the
essential lifeblood of any organisation. It
is in the best interest of any organisation
Where a shortage of young graduates The number of bursars in the scheme
with technical skills has been identified has been determined based upon Venetia
HUMAN RESOURCES
to ensure that these two essential pillars in specific labour sending areas, DBCM Mine’s business plan the number of
in the human resources structure is augments its development programmes graduate interns identified from labour
maintained and optimized. Over the with the De Beers Bursary Scheme. sending areas and the need to achieve the
years, De Beers Consolidated Mines Company’s transformation objectives.
DEVELOPMENT
(DBCM) has implemented various The bursary scheme targets three key
initiatives to ensure a consistent flow of areas: - Mechanical and Electrical The table below reflects the number of
talent into the organisation. Engineering, Metallurgy and Mining. bursars’ Venetia Mine plans to have in
PROGRAMME
These target areas are reflective of the system per technical discipline for each
With the emphasis in South Africa on the direction pursued by The Mining year of the plan:
job creation and experiential training Charter. Over the years the EE profile of
TABLE 17: BURSARY PLAN
Bursaries 2013 2014 2015 2016 2017
Intake Intake Intake Intake Intake
Engineering 2 2 2 2 2
3.6 MENTORING PLAN TABLE 16: MENTORING PLAN
DBCM believes that mentoring is Mentee Name Career Deliverables Duration Target Gender Metallurgy 2 2 2 2 2
Mining 2 2 2 2 2
HDSA
HDSA
Non-
Male
Female
an important process to use in the
development of its people specifically in
regard to the transfer of knowledge and MD Shiloane Engineer in Training 2 years X X
skills. Mentorships will be prioritised LA de Carvalho Engineer in Training 2 years X X 3.7.2 INTERNSHIP PLAN are employed by DBCM, they are trained The following table provides a qualitative
towards individuals on the various C Bouwer Engineer in Training 2 years X X DBCM offers practical training to at different operations and an average of reflection of Venetia Mine’s Intern
company skills programmes, including: MC Molangoane Engineer in Training 2 years X X students and bursars in terms of graduate interns is assigned to Venetia allocations for 2013 – 2017.
SW Sadike Engineer in Training 2 years X X vacation work and experiential training. Mine annually.
• Learnerships LE Koto Metallurgist in Training 2 years X X Graduate trainees are also accommodated
• Internships MD Napo Metallurgist in Training 2 years X X through postgraduate training with each DBCM offers Graduate Training Programs
• Supervisors and Management Trainees KL Nndwammbi Metallurgist in Training 2 years X X professional-in-training being assigned a in Geology, Electrical and Mechanical
OC Kiessig Metallurgist in Training 2 years X X mentor. Although the graduate trainees Engineering, Mining and Metallurgy.
• I ndividuals with identified potential on
W Banda Team leader learnership 12 months X X
a planned career path
G De Bruyn Team leader learnership 12 months X X
F de Villiers Team leader learnership 12 months X X TABLE 18: INTERNSHIP PLAN
Individuals on these programmes will P Dikosha Team leader learnership 12 months X X Internships 2013 2014 2015 2016 2017
be assigned mentors to facilitate their A Dorman Team leader learnership 12 months X X
developmental needs, the transfer of skills, Intake Intake Intake Intake Intake
J Jacobs Team leader learnership 12 months X X
knowledge and competence. Details of N Lehong Team leader learnership 12 months X X Engineering 6 6 6 6 6
the number of employees who have been P Makgeta Team leader learnership 12 months X X Metallurgy 5 4 4 4 4
assigned formal mentors are reflected in A Manwatha Team leader learnership 12 months X X Mining 0 0 0 0 0
Table 14. M Mashaba Team leader learnership 12 months X X NB:* All mining trainees are placed at Anglo Development Centre in Rustenburg during their 3 years training, thereafter
M Mojalefa Team leader learnership 12 months X X substantively placed at operations.
G Molema Team leader learnership 12 months X X
T Moyo Team leader learnership 12 months X X
R Muchuane Team leader learnership 12 months X X
3.7.3 SELF-STUDY SCHEME leading to any approved qualification, organisational goals. Table 19 reflects
M Mulelo Team leader learnership 12 months X X
A key component of Venetia Mine’s provided the proposed studies falls the average number of recipients that
L Nemafhohoni Team leader learnership 12 months X X
in-service training is the DBCM within the relevant mine business benefits from the self-study scheme per
M Phaswana Team leader learnership 12 months X X
E Pieterson Team leader learnership 12 months X X self-study scheme. This scheme offers disciplines. The self-study scheme offers year.
V Rankoese Team leader learnership 12 months X X financial assistance to all permanent employees opportunities to further their
N Roets Team leader learnership 12 months X X employees for part-time courses of study development in line with personal andVENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
SECTION 3
HUMAN RESOURCES
DEVELOPMENT
PROGRAMME
TABLE 19: SELF-STUDY SCHEME
Study Field Actual No. of Recipients
Accounting 1
Commercial Practice 1
Engineering – Chemical 1
Engineering – Electrical 3
Engineering - GDE Rock 1
Engineering - Trade (Mechanician) 1
Engineering – Mining 3
Environmental Management 2
Human Resources Management 2
Information Technology 2
Logistics 2
Process Instrumentation 1
Productivity 1
Purchasing and Supply Chain Management 2
Safety Management 4
Security Risk Management 1
Transport Management 1
3.7.4 F INANCIAL STUDY ASSISTANCE that aims at providing learners from assistance that will help them cover part
SCHEME the Mine’s labour sending areas, who of their tuitions fees.
In 2012 Venetia Mine introduced a are registered with any public tertiary
Financial Study Assistance Programme institution, with financial
TABLE 20: FINANCIAL STUDY ASSISTANCE SCHEME
Field of study 2013 2014 2015 2016 2017
Intake Intake Intake Intake Intake
Any tertiary qualification from a Tertiary Public 10 10 10 10 10
Institution
SOURCE: Venetia Mine Financial Study Assistance PolicyVENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
4.2 OBJECTIVES TO BE ACHIEVED FOR EACH YEAR OF THE PLAN
Specific objectives have been set for each year of the plan to ensure reasonable progress towards a representative workforce. The
narrative objectives are reflected below.
SECTION 4 TABLE 21: OBJECTIVES TO BE ACHIEVED FOR
EACH YEAR OF THE PLAN
EMPLOYMENT
Timeframe Objective Who
2011-2012 Eliminate all barriers to employment equity by EE Policy
improving the efficiency of the EE Policy Committee Committee
EQUITY PLAN
Preferential treatment of suitably qualified employees HR Managers
from designated groups, with appointment and
promotions.
Achievement of numerical targets for each year of the DBCM Head: HR
plan
Retain critical skills and designated employees to DBCM Head: HR
achieve DBCM’s strategic objectives
Fast track employees from designated groups by HRD Practitioner-
implementing appropriate skills training measures OD
(coaching/mentoring)
Giving effect to these commitments Improve DBCM’S disability profile through targeted Snr HR Practitioner-
4.1 INTRODUCTION recruitment and workplace accommodation. Projects
require the development and
DBCM is committed to the socio-
implementation of a roadmap that 2012-2013 Preferential treatment of suitably qualified employees HR Managers
economic transformation of South embodies timeframes, goals and positive from designated groups, with appointment and
Africa and aims to establish a workforce promotions
measures through which DBCM’s
that more realistically reflects the Employment Equity objectives can Achievement of numerical targets for each year of the DBCM Head: HR
be achieved. DBCM has accordingly plan
demographics of the country. DBCM
developed a three year EE plan not only Retain critical skills and designated employees to DBCM Head: HR
accordingly supports the intent and
to comply with its statutory obligation achieve DBCM’s strategic objectives
principles underlying the MPRDA and
in terms of the MPRDA and the EEA, Fast track employees from designated groups by HRD Practitioner- OD
the Employment Equity Act, No. 59 but also seeks to address the Company’s implementing appropriate skills training measures
of 1998 (“EEA”). DBCM, through its strategic objectives by accessing a broader (coaching/mentoring)
commitment to Employment Equity, will skills base. This plan covers the period
Improving the number of females through internal Snr. HR Manager Northern Cape
therefore continually strive towards: 2012 – 2014. Following the expiry of learnerships and skills programmes
this plan, a subsequent plan will be
Improve DBCM’S disability profile through targeted Snr HR Practitioner Projects
developed and submitted to align with
• Eliminating unfair discrimination; recruitment and workplace accommodation
Venetia Mine’s Social and Labour Plan
• Promoting a broadly representative period. 2013-2014 Preferential treatment of suitably qualified employees HR Managers
workforce; from designated groups, with appointments and
promotions.
• Redressing imbalances caused by past
Achievement of numerical targets for each year of the DBCM Head: HR
practices of unfair discrimination;
plan
• Ensuring fair equality of opportunity
Retain critical skills and designated employees to DBCM Head: HR
for all; achieve DBCM’s strategic objectives
• Managing diversity for the long-term
Fast track employees from designated groups by HRD Practitioner-
benefit of the organisation and its implementing appropriate skills training measures OD
employees; (coaching/mentoring)
• Ensuring compliance with the Improving the number of females through internal Snr HR Manager Northern Cape
MPRDA and the EEA; and learnerships and skills programmes
• Valuing the contribution made by all Improve DBCM’s disability profile through targeted Snr HR Practitioner Projects
recruitment and workplace accommodation
employees.VENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
Categories Barriers (Narration) Affirmative action measures (narration)
Training and •T
here is no framework that guides Training and •D
o a succession Planning audit on skills and then
development development of employees that have been identified plan all the training and development accordingly.
as successors •A
lign the budget process closing date to the O&C
SECTION 4
timelines
Performance and • N/A • N/A
evaluation
EMPLOYMENT
Promotions • This talks to the succession planning issue
Transfers • N/A • N/A
Succession & •P
eople are identified as success, however when • Do a succession Planning audit on skills and then
EQUITY PLAN
experience planning positions become available they are not promoted plan all the training and development accordingly.
because they are not developed and trained • Align the budget process closing date to the O&C
timelines
Budget allocation • N/A
in employment
equity consultative
committee to meet
groups in various occupational categories the region in which it operates. Table 23
4.4 E MPLOYMENT EQUITY
and levels, Venetia Mine conducted a represents the current employment equity
PROFILE AND GOALS
4.3 W ORKPLACE BARRIERS AND AFFIRMATIVE ACTION MEASURES workplace profile analysis comparing staff profile according to gender and race
In accordance with the requirements of the EEA, an analysis of the employment equity policies, procedures and the working at Venetia Mine as at December 2011.
To determine the degree of under- its diversity profile against the economic
environment was conducted at Venetia Mine in order to identify employment barriers which adversely affect people from designated
groups. The workplace analysis for Venetia Mine is reflected in Table 22. representation of people from designated active population of South Africa and
TABLE 22: VENETIA MINE’S EMPLOYMENT EQUITY BARRIERS AND AFFIRMATIVE ACTION MEASURES TABLE 23: VENETIA MINE WORKFORCE PROFILE AS AT DECEMBER 2011
Occupational Levels Male Female Total Disabled
Categories Barriers (Narration) Affirmative action measures (narration)
A C I W FN A C I W FN Male Female
Recruitment • N/A Senior Management 3 1 0 5 1 0 0 0 0 0 10 0 0
Procedures
Professionally qualified and 15 1 0 32 6 7 1 0 3 1 66 0 0
Advertising • Line Managers tailor make adverts to suit their •O
nce job descriptions (JD’s) are signed all adverts experienced specialists and
positions preferred candidates. are to be drawn from JD’s mid-management
• Wording on the Advert especially Regarding Skilled technical and 149 17 1 91 2 33 6 0 24 0 323 6 0
company EE Policy does not attract PWD academically qualified
Selection criteria • Linked to Job classification and grading workers, junior management,
Appointments • Linked to Job classification and grading supervisors, foremen, and
superintendents
Job classification • Lack of signed JD’s make it easy for Line Managers • Line Managers to get access to the Portal Job Semi-skilled and 538 7 0 11 0 85 3 0 16 0 660 4 0
and grading to manipulate the process and get their preferred Description Link discretionary decision
candidates • Include guideline on the link on what can be making
changed or not on JD’s
Unskilled and defined 0 0 0 0 0 0 0 0 0 0 0 0 0
• Identify all the positions that don’t have JD’s and
decision making
do the JD’s and put them on the link
Total Permanent 705 26 1 139 9 125 10 0 43 1 1059 10 0
Remuneration and • Most HDSA employee’s query the TRP’s when they • Continue with dummy pay slips with the offer letter Temporary Employees 32 2 0 4 0 20 2 0 5 0 65 0 0
benefits get paid at the end of the month. That what the for potential candidates Grand Total 737 28 1 143 9 145 12 0 48 1 1124 10 0
offer letter states and the pay slip are not the same
The Employment Equity Act requires that a designated employer must, as part of its Employment Equity Plan, determine numerical
Terms and • COE state that when you are on Training and •R
econsider the COE rule that you forfeit allowances
goals and targets to achieve equitable representation of suitably qualified people from all designated groups (including persons with
conditions of development you forfeit your allowances (i.e. when on training
employment Contops etc.) and this becomes a barrier especially disabilities) within each occupational category of the workforce. The targets will form the framework for implementation of this plan.
on people that are dependent on this income Venetia Mine has made a policy decision to set goals at two levels:
Job assignment • N/A
Work environment • The environment and facilities are currently not • Venetia Mine to come –up with measure for the • National economic active population demographics taken into account at Top Management, Senior Management and
and facilities accessible and conducive for people with disabilities Long term on how to make the environment and Professionally qualified levels.
facilities more accessible • Regional economic active population demographics taken into account at Skilled Technical, Semi-skilled and Unskilled levels.VENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
TABLE 25: VENETIA MINE’S WORKFORCE
PROFILE AS AT 2013
Male Female Disabled
Occupational Levels Total
SECTION 4
A C I W FN A C I W FN Male Female
Senior Management 3 0 0 4 0 0 0 0 0 0 7 0 0
EMPLOYMENT
Professionally qualified and 18 2 0 30 15 2 0 6 7 1 81 0 0
experienced specialists and
mid-management
Skilled technical and 155 17 1 92 40 6 0 23 2 0 336 1 3
EQUITY PLAN
academically qualified
workers, junior management,
supervisors, foremen, and
superintendents
Semi-skilled and 550 7 0 11 90 3 0 12 0 0 673 5 0
discretionary decision
making
Unskilled and defined 0 0 0 0 0 0 0 0 0 0 0 0 0
decision making
Total Permanent 726 26 1 137 145 11 0 41 9 1 1097 6 3
Table 24 reflects the employment equity Employment Equity Plan. Targets for Venetia Mine’s Employment Equity Temporary Employees 5 1 0 1 2 0 0 0 0 0 9 0 0
goals Venetia Mine will endeavour each year of the plan are attached hereto Statistics attached hereto as Annexures 6.
Grand Total 731 27 1 138 147 11 0 41 9 1 1106 6 6
to achieve at the end of its current as Annexures 5 and “Form S” – Depicts
TABLE 26: VENETIA MINE’S WORKFORCE
TABLE 24: VENETIA MINE’S AS AT 2014
WORKFORCE PROFILE AS AT 2012
Male Female Disabled
Male Female Disabled Occupational Levels Total
Occupational Levels Total A C I W FN A C I W FN Male Female
A C I W FN A C I W FN Male Female
Senior 3 0 0 3 0 0 0 0 0 0 6 0 0
Senior Management 3 0 0 3 0 0 0 0 0 0 6 0 0 Management
Professionally qualified 17 2 0 32 13 1 0 4 8 1 78 0 0 Professionally qualified and 25 2 0 29 7 22 1 0 8 0 94 0 0
and experienced experienced specialists and
specialists and mid- mid-management
management
Skilled technical and 158 17 1 90 2 55 7 0 23 0 353 1 5
Skilled technical 156 17 1 92 40 6 0 24 1 0 337 1 4
academically qualified
and academically
workers, junior
qualified workers,
management,
junior management,
supervisors, foremen, and
supervisors, foremen, and
superintendents
superintendents
Semi-skilled and 567 7 0 12 0 107 3 0 15 0 711 5 2
Semi-skilled and 527 8 0 11 79 3 0 15 0 0 643 5 1
discretionary decision
discretionary decision
making
making
Unskilled and defined 0 0 0 0 0 0 0 0 0 0 0 0 0 Unskilled and defined 0 0 0 0 0 0 0 0 0 0 0 0 0
decision making decision making
Total Permanent 703 27 1 138 132 10 0 43 9 1 1064 6 5 Total Permanent 753 26 1 134 9 184 11 0 46 0 1164 6 7
Temporary Employees 44 2 0 4 27 1 0 3 0 1 82 0 0 Temporary Employees 0 0 0 1 0 0 0 0 0 0 1 0 0
Grand Total 747 29 1 142 159 11 0 46 9 2 1146 6 5 Grand Total 753 26 1 135 9 184 11 0 46 0 1165 6 7VENETIA MINE SOCIAL AND LABOUR PLAN 2013 – 2017
SECTION 4
EMPLOYMENT EQUITY PLAN
HDSA IN MANAGEMENT TABLE 27: HDSA IN MANAGEMENT
Recognizing that transformation
Total
HDSA %
within the mining industry remains a Occupational Male Female
Year
national imperative Venetia Mine is fully Category
committed to ensure diversity as well as A C I W FN A C I W FN
participation of HDSA’s at all decision- Top Management 1 1 0 5 1 0 1 0 0 0 9 33
making positions. Venetia mine firmly Senior Management 2 1 0 6 1 0 0 0 0 0 10 30
2012
believes that diversity is an organisational Middle Management 16 2 0 34 6 8 1 0 4 1 72 43
strength. Junior Management 63 7 0 53 0 2 0 0 2 0 127 58
Top Management 0 0 0 0 0 0 0 0 0 0 0 0
By the end 2012, 58% of total Senior Management 3 0 0 5 0 0 0 0 0 0 8 38
2013
management at Venetia Mine were Middle Management 18 2 0 29 7 15 2 0 6 1 80 54
categorised as being HDSA. This is Junior Management 155 17 1 92 2 40 6 0 23 0 336 72
compared with the Mining Charter target Top Management 0 0 0 0 0 0 0 0 0 0 0 0
Senior Management 3 0 0 4 0 0 0 0 0 0 7 43
of having 40% of management being 2014
Middle Management 25 2 0 28 7 22 1 0 8 0 93 62
HDSA. In line with DBCM’s commitment
Junior Management 158 17 1 90 2 55 7 0 23 0 353 74
of meeting the Mining Charter targets at Top Management 0 0 0 0 0 0 0 0 0 0 0 0
each level of management the following Senior Management 3 0 0 4 0 0 0 0 0 0 7 43
quantitative targets has been set for each 2015
Middle Management 25 2 0 28 7 22 1 0 8 0 93 62
year of the plan as reflected in Tables 27 Junior Management 158 17 1 90 2 55 7 0 23 0 353 74
and 28. Top Management 0 0 0 0 0 0 0 0 0 0 0 0
Senior Management 3 0 0 4 0 0 0 0 0 0 7 43
2016
Middle Management 25 2 0 28 7 22 1 0 8 0 93 62
Junior Management 158 17 1 90 2 55 7 0 23 0 353 74
Top Management 0 0 0 0 0 0 0 0 0 0 0 0
Senior Management 3 0 0 4 0 0 0 0 0 0 7 43
2017
Middle Management 25 2 0 28 7 22 1 0 8 0 93 62
Junior Management 158 17 1 90 2 55 7 0 23 0 353 74
TABLE 28: CORE AND CRITICAL SKILLS
Male Female
Year Occupational Category Total HDSA %
A C I W FN A C I W FN
2012 Core Skills 670 18 1 118 7 100 2 0 13 1 930 86
2013 Core Skills 674 21 1 116 8 112 4 0 23 1 960 87
2014 Core Skills 697 22 1 132 9 143 4 0 28 0 1036 86
2015 Core Skills 697 22 1 132 9 143 4 0 28 0 1036 86
2016 Core Skills 697 22 1 132 9 143 4 0 28 0 1036 86
2017 Core Skills 697 22 1 132 9 143 4 0 28 0 1036 86You can also read
