Sustainable Development Report 2017

/ Our strategy

Our strategic objectives

For more information please refer to the 2017 Integrated Report

We have incorporated the following symbols indicating our strategies and objectives through this report:

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Improve efficiencies
through operational
excellence and safe

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Maintain our social
licence to operate

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through the cycle

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Maintain optionality
and position
for the future

Key material matters

For more information please refer to the 2017 Sustainable Development Report and the stakeholder engagement section of the 2017 Integrated Report

Human Resource

Safety and health

Progress with
transformation in South Africa and
indigenisation in Zimbabwe

Production and

Employment and

reduction and
relations climate

Political climate in Zimbabwe and South Africa

Future metal
prices, and PGM supply and demand dynamics

Cost control

Capex programme

Our contribution towards the SDGs is primarily through:

Supporting global goals for sustainable development

The United Nations Sustainable Development Goals (UN SDGs) set a sustainable agenda to end poverty, protect the planet and ensure prosperity for all by 2030. Implats is committed to playing its role in the attainment of the goals, supporting government and working with other stakeholders to build better societies.

/ Overview / Statement by the chairperson of the social, transformation and remuneration committee

We remain committed to ensuring Implats creates and shares value across its stakeholder groups. To do so without harm is our ongoing intent.

We have focused on driving visible, felt leadership, and improving critical controls and critical safe behaviours at our operations. These will remain priority focus areas for 2018.

Mpho Nkeli: social, transformation and remuneration committee


It gives me pleasure to once again introduce Implats’ Annual Sustainability Report. This report supplements our Integrated Annual Report, and outlines what Implats has been doing – and what the Company still plans – to deliver on its strategic commitments across its material sustainability focus areas.

In this opening review, I reflect on some of the key highlights and challenges relating to Implats’ sustainability performance over the year, and share some forward-looking perspectives. We remain committed to ensuring Implats creates and shares value across its stakeholder groups. To do so without harm is our ongoing intent.

Investing in our employees

Through collaborative efforts, we have maintained stable and constructive labour relations and partnerships with unions at all our operations. It is gratifying to see the wage negotiation and shop steward election processes at our South African operations concluded without a major incident. This is testament to the high level of consultation with employees and demonstrates Implats’ commitment to the values of respect and care.

Implats continued its investment in employee training and development programmes, and conducted various activities aimed at creating a pipeline of future talent sourced from communities surrounding our operations. Recruitment efforts for the year under review focused on the critical skills which are scarce in our communities. Total employee turnover increased to 8.6% from 8.2% in 2016. At our Marula operation, continued community protest action coupled with persistently low metal prices have necessitated a downsizing exercise, which is being closely monitored for sustainability.

We are proud of our sustained commitment to providing affordable and decent housing for employees and remain an industry leader in this area. In South Africa, our focus is on enhancing home ownership opportunities. Our vision is to have the majority of company employees living with their families in decent accommodation within a reasonable distance from work by 2020. At Impala Rustenburg, there is a high demand from employees wishing to purchase units in our flagship home ownership project, Platinum Village. Work on the last two phases of Platinum Village will start during 2018. During 2017 we launched the Platinum Village primary and secondary schools, which together have capacity for 1 700 learners. Following the conversion of our hostel buildings into single person per room units, completed in 2013, we have steadily converted a number of these units into family units to accommodate employees seeking to live with their families.

Driving a safety culture

The sustained expenditure and effort we have put into safety initiatives, technical solutions and training across the Group, are evident in the strong safety performance maintained at many of our operations, in particular Zimplats. Regrettably, however, nine of our employees died as a result of injuries sustained while on duty. We extend our sincere condolences to the families, friends and colleagues of these employees. As always with incidents of this nature, Implats has implemented appropriate remedial actions to avoid repeat occurrences. The fatalities are particularly disappointing in view of the renewed focus placed throughout 2017 on improving the safety culture of our employees, especially at Impala Rustenburg and Marula. Human error remains a common factor in safety incidents and we have made concerted efforts to better understand and address high-risk behaviour. We have focused on driving visible, felt leadership, and improving critical controls and critical safe behaviours at our operations. These will remain priority focus areas for 2018. We expect to see a further step change in our safety performance and ultimately achieve our goal of zero harm.

Promoting health and wellbeing

The principal health risks facing our employees remain pulmonary tuberculosis (TB), the associated human immunodeficiency virus (HIV) co-infection, and the occupational health risk of noise induced hearing loss (NIHL). We have placed a strong emphasis on managing chronic medical conditions, such as hypertension and diabetes. Our internal health drive is supported by our investments in community healthcare projects, the delivery and funding arrangements of which depend on local facilities and conditions, and thus differ between our operations in South Africa and Zimbabwe.

Employee indebtedness at our South African operations is an ongoing concern, affecting employee wellbeing and raising stress-related health and safety risks. We continued to implement initiatives aimed at helping employees reduce their debt and better manage their financial affairs.

Promoting transformation

Driving socio-economic transformation within Implats and across its value chain is a priority and informs much of the Group’s engagement with the government, communities and other stakeholders. Implats goes beyond compliance in this area and has played a leading role in industry discussions. There is a strong, Group-wide acknowledgement that delivering socio-economic transformation is non-negotiable.

In South Africa, our performance is well positioned relative to the 2010 Mining Charter targets, and we will align ourselves internally with the expectations of the Mining Charter III proposals, published in June 2017, once agreed between the relevant stakeholders. We also seek to align with the B-BBEE Act and work towards compliance with the new B-BBEE Codes of Good Practice. This year, Implats achieved a Level 4 verification certificate (100% B-BBEE recognition level), measured against the more demanding revised codes.

Advancing our progress in South Africa this year included:

  • Investing R529 million in the training and development of historically disadvantaged South Africans (HDSA) representing 5.3% of HDSA payroll against a target of 5%;
  • Achieving, and in most cases exceeding, the employment equity targets of the 2010 Mining Charter, where we are well positioned relative to our competitors; advancing the representation of women remains a challenge and focus area;
  • Complementing our housing efforts with investments in community development projects amounting to R106 million, inclusive of social and labour plan (SLP) commitments; and
  • Increasing our activities in supporting local and HDSA businesses through preferential procurement, supplier development and enterprise development initiatives; discretionary procurement expenditure for 2017 was R8.7 billion, of which 76%, or R6.7 billion, was from companies in which HDSA/BEE ownership was greater than 25%.

In Zimbabwe, representation of indigenous people is 99% at Mimosa and 100% at Zimplats. In terms of the 2016 presidential guidelines, mining companies in Zimbabwe are deemed indigenised if local spend is at least 75% of annual revenue. In 2017, our local spend at Zimplats was 82% of revenue generated.

While Zimplats has preformed well against the Presidential guidelines it is important to note that the guidelines are yet to be promulgated into law. As part of the indigenisation plan, we have successfully implemented an employee share option trust at Zimplats, which has been well received. We continue to engage with government on indigenisation.

Investing in our communities

The sustainability of our mining activities depends on our ability to contribute to the wellbeing and prosperity of our host communities. The challenging social context under which we are operating further highlights the need for sustainable community development as a commercial and social imperative. In South Africa, there is growing frustration and community activism in many of our neighbouring communities, particularly among the unemployed youth. With the slow pace of service delivery, reduced employment opportunities, and a rising cost of living, we faced a crisis of expectations during the period under review in terms of providing jobs, infrastructure, service delivery and procurement opportunities.

As far as possible, we seek to employ people from communities close to our operations. Despite efforts to hire more local people, migrant workers continue to play an important role in the industry, particularly for rock drill and winch operators. We invest in skills development in our local communities, and promote local employment through our local procurement practices.

This year we experienced minor community unrest at Impala Rustenburg and Two Rivers, and major, continued unrest at Marula. The management team at Marula continued to engage with community representatives and government officials to strengthen communication lines and relationships. Impala Rustenburg has maintained a good working relationship with its host communities, the Rustenburg local municipality and the Royal Bafokeng Nation.

Investment in the accommodation and living conditions of employees is one pillar of Implats’ contribution to the wellbeing of its host communities. Our social investment strategy complements this by providing schools, clinics and other amenities. Social programmes and investments are identified in collaboration with stakeholders in the areas in which we operate, and seek to address identified community needs by focusing on infrastructure, health, education, community employment, and empowerment initiatives.

This year in South Africa, total expenditure on social projects and housing amounted to R371 million. Our preferential procurement practices and enterprise and supplier development activities make a tangible difference to the lives and families of emerging black entrepreneurs, and stimulate economic development in our host communities. To this end we spent R2.6 billion on procurement from local businesses (all >25% BEE), within the Bojanala district for Impala Rustenburg operations and the Greater Sekhukhune district at Marula (2016: R2.5 billion or 31%).

In Zimbabwe total expenditure on social projects and housing was US$5.3 million. Zimplats spent US$80 million on local suppliers with at least 51% black Zimbabwean ownership, representing 23% of the total annual procurement spend (2016: US$103 million/31% of annual procurement).

Promoting responsible environmental stewardship

Mining companies need to manage environmental impacts. As such, it is critical we demonstrate responsible stewardship of the resources we share with neighbouring communities. Our principal environmental risks relate to the pollution of soil, surface water, ground water and air quality, with the associated impacts on health, safety and biodiversity. We engage with the South African and Zimbabwean regulatory authorities to ensure all applicable licences and permit applications are approved and in place, and that all requirements are met.

During 2017, there were no “major” (Level 5) or “significant” (Level 4) environmental incidents at our operations, and we recorded 35 “limited impact” (Level 3) incidents. This number remains high and we will strive for no Level 3 incidents. There were no non-compliance notices, fines or penalties issued to any of our operations during the review period.

We have increased the use of recycled water, this year accounting for 46% of the total water consumed across the Group, compared to 41% last year. Another focus area is the use of alternative energy sources. This year we continued to make good progress in advancing fuel-cell technology initiatives. We are currently evaluating proposals for the commercial development of a prototype fuel-cell driven load haul dumper (LHD) that we will initially utilise at Impala Rustenburg 14 shaft.

Maintaining strong stakeholder relationships

We strengthened our stakeholder engagement framework to ensure deeper engagement, which has assisted in building stronger relationships. I am particularly encouraged by the collaborative engagement with our employees and union representatives this year, and the stronger relationship we have built with the Department of Mineral Resources. In preparing for the years ahead it is essential Implats does not create expectations that cannot be realised. Establishing and maintaining trust with all stakeholder groups will be critical as Implats strives to meet its commitments to zero harm, transformation, socio-economic development and environmental protection.

In appreciation

In closing, I express my thanks to management, my colleagues on the STR committee, and all employees for their work towards delivering on Implats’ sustainability commitments. I convey my particular appreciation to community leaders and the government for our collaborative efforts.

I encourage all stakeholders to read this report and to give honest feedback on our performance and our disclosure. Greater stakeholder accountability and engagement is critical in helping Implats deliver effectively on its sustainability goals. We welcome the new CEO, Nico Muller, who brings valuable industry experience to drive this process.

Mpho Nkeli
Chairperson: social, transformation and remuneration committee

/ Our governance and management approach / Sustainability governance

Our management approach

We have a structured and systematic approach to managing our most significant social, economic and environmental impacts and to addressing the material interests of our priority stakeholders.

People management

Focus areas, policies and procedures: Management of our employees is headed up by a dedicated Group executive reporting to the CEO. The scope of work includes remuneration, human resource development, talent management and employment equity. Group policies and procedures on people management issues are established at corporate level and apply at our operations. Our policies and procedures are aimed at contributing to sound employee relations, attracting and retaining talent and ensuring the continuous development of our employees, while offering opportunities for career progression with a particular emphasis within our South African operations on historically disadvantaged South Africans (HDSAs). All contracting employees are vetted and assessed according to our own internal standards.

Transformation: Each operation has a transformation committee comprising representatives from management, unions and women, as well as various other stakeholder groups who contribute to overseeing and advancing transformation at each operation. The operational committees report to the Group STR committee. Our operations also have community forums, at which issues of concern to local communities – such as employment opportunities, skills development, procurement, community development projects and health, safety and environmental performance – are discussed. Issues arising from these community forums are relayed to the operational committee and, ultimately, to the Exco. These are elevated to the STR committee quarterly and to the board as required.

Managing health, safety and environmental (HSE) issues

Group and site-specific HSE policies, procedures and standards are in place to ensure compliance with legislative requirements and support our vision of zero harm. Responsibility for implementing HSE policies and procedures rests with line management. All operations submit quarterly performance reports to the board-appointed HSER committee. Group and operational level HSE specialists support line management to implement the strategy and to monitor and manage performance.

The Group’s environmental team has close links with operational and project management and is involved in due diligence exercises in connection with acquisitions and the development of strategic initiatives. Policy implementation is enhanced by our commitment to maintaining ISO 14001 certification for our environmental management systems. The Group’s internal auditors and external auditors conduct regular compliance audits. In addition to the ISO 14001 certification, the refineries are signatories to Responsible Care® and retained their certification. We follow the International Council on Mining and Metals (ICMM) guidelines to improve our approach and practices.

Managing our social impacts

Our approach to social performance is informed by our values and our business and ethics principles; all our operations apply high social performance standards in line with our sustainable development policy, community policy and legal frameworks of the countries in which we operate. We seek to engage with affected communities, to avoid, prevent and mitigate adverse impacts of our activities, and to build development opportunities. We invest in developing and maintaining constructive relationships with the stakeholders and communities around our operations. This is essential to maintain and strengthen our socio-political licence to operate. Inclusive stakeholder engagement underpins our approach to respecting human rights and to responding to legitimate stakeholder aspirations and concerns. Extending the positive benefits of mining, notably by developing infrastructure and creating opportunities for local businesses, also promotes social stability and builds resilience within communities to prosper beyond mine closure.

Managing our investments in socioeconomic development

The sustainable development department at Impala Rustenburg manages the socio-economic development initiatives at our South African operations. A technical team is responsible for implementing the projects, working with the stakeholder engagement department. We identify community projects based on a needs analysis, undertaken in consultation with stakeholder representatives from communities, local government and employees. The sustainable development project steering committee reviews the proposed projects after due diligence. Once approved by the project steering committee, the projects are recommended to the Group’s executive committee, a multi-disciplinary executive-level management team that evaluates the merits of investing in each project. In Zimbabwe, sustainable development initiatives are implemented and managed by the stakeholder engagement executive supported by technical personnel from the operations.

Each year an independent audit is conducted on selected social projects, based on the financial, legal and reputational risk as well as to determine impact, progress and potential remedial action where a project faces possible failure. A summary of this can be found on the 2017 Sustainable Development Report

Supply chain management

We have a large and diverse base of more than 2 000 suppliers from which we procure goods and services including heavy equipment, process chemicals, fuel and lubricating oils, labour, explosives, underground support grinding media, drilling equipment, electrical equipment, safety clothing, tyres and many more.

There is an increasing expectation of business to demonstrate accountability in ensuring responsible business conduct by all parties in corporate supply chains. We have clear principles that guide the selection of reputable contractors with the right skills and values systems to do specific tasks that we are not able to do. All our suppliers are appraised of our policies and business practices and are expected, as a minimum, to abide by these principles in their business conduct and practices at all our operations. We are implementing a SAP Ariba system that will assist us in future to screen suppliers on various criteria including health, safety and labour practices. We conduct ad hoc supplier audits against our standards and in the year under review, there were no incidents of supplier non-compliance.

We focus on increasing our levels of expenditure with local and black-owned suppliers and on developing existing procurement capacity in the areas close to our operations. We also support initiatives to stimulate local manufacture and technology development, thereby increasing our contribution to empowerment.

Increased pressure is being exerted during all interactions with untransformed suppliers to improve the pace of transformation. During the year, no services of suppliers were terminated.

Ensuring responsible mine closure

At our South African operations, we design, plan and operate our mines with closure in mind and plan for post-closure long-term sustainability in consultation with communities and other stakeholders. This approach seeks to reduce long-term risks and liabilities to our business from an environmental and socio-economic perspective, and to ensure that we leave a positive legacy when our mines conclude their operational lives. All our mining operations have closure plans in place that are reviewed every year and closure liabilities are updated.

Voluntary codes and social compacts

  • We follow the International Council on Mining and Metals guidelines
  • We subscribe to the United Nations Guiding Principles on Business and Human Rights
  • We are committed to the United Nations Global Compact
  • We support the Extractive Industries Transparency Initiative (EITI)
  • We participate in the annual climate change and water disclosures of the CDP
  • We are a member of the National Business Initiative (NBI)

Safe and effective people who respect and care

Safety strategy

Our safety strategy has three main pillars, each of which is underpinned by an accompanying set of action plans:

  • Ensuring that we have the right skills, teamwork, intelligence, knowledge, motivation, attitudes and abilities to achieve zero harm
  • Providing best practice policies and procedures, risk assessments, standards training and safety interactions
  • Ensuring a safe physical environment, reducing risks through appropriate equipment, housekeeping, engineering, planning and design

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Social capital and licence to operate

Social Investments

Of the 19 projects reviewed, 89% were rated ‘good’ and 11% ‘adequate’. The categories in which projects scored best were use of Implats funds and design; weaker scores were for results (often because the results are not adequately measured or have not been achieved fully), implementation (often because the activities were not being done at the scale/volume intended or because of community disruptions which pushed out the project timelines) and sustainability (mostly because of limited funds). Marula projects faced most significant risks due to community unrest in this area and high expectations on Implats.

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Conserve natural resources and mitigate impacts

Level 3 incidents in 2017 (%)

Number of 
  Water wastage
  Effluent and dirty water release 13 
  Tailings release
  Energy waste
  Excessive dust generation excluding point and fugitive emissions
  Fugitive emissions
  Point source air emissions 11 
  Waste management
  Hydrocarbon management
  Chemical management
  Disturbance of historical and archaeological sites
  Biodiversity management
  Non-compliance with an authorisation
  Non-comformance with internal standards
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/ Appendix / Performance data

Detailed performance data for our various operations can be obtained online at
Performance data is for the respective financial year – period (end June) unless otherwise stated.

Human resources

  Measurement 2017 2016 2015 2014   2013
Own (permanent) employees** Number 38 334 38 189 40 019 40 238   40 151
Contractors** Number 14 334 13 221 14 729 15 602   17 216
Turnover Percentage 8.6 8.2 5.1 4.5   5.7
Women turnover Percentage 1.0 0.5 0.3 0.6   5
Women in total workforce in SA Percentage 11 11 11 10   11
Managers who are female Percentage 21 20 20 19   18
Unionised workforce in South Africa Percentage 76 84 82 92   81
Skills development expenditure in South Africa Rm 548 512 523* 331* 428
Skills development expenditure in Zimbabwe US$000 4 836 4 905 5 304 5 909   5 285

* Strike impacted
** Includes Mimosa employees and contractors attributable to Implats


    2017 2016 2015 2014 2013
Work-related fatal injuries (own employees and contractors) Number  9 11 7 4 9
Reportable injuries Number  450 461 318 252 421
Medical treatment cases Number  881 702 546 545 702
Lost-time injuries Number  723 782 638 369 795
Employee hours worked Number  122 070 071 120 520 676 121 034 823 94 056 773 137 598 336
Fatal injury frequency rate Number* 0.074 0.019 0.058 0.043 0.065
Lost-time injury frequency rate Number  5.92 6.49 5.27 6.10 5.80
All injury frequency rate Number  13.14 12.31 9.78 11.9 10.91
Medical treatment case frequency rate Number  7.22 5.82 4.51 5.79 5.11
Total injuries Number  1 604 1 484 1 184 1 119 1 501
Section 54 stoppages (excluding Section 55s) Number  92 80 55 52 65

* Per million man-hours worked


    2017 2016 2015 2014 2013
Employees on wellness programme Number 7 228 6 891 6 140 6 286 6 014
Voluntary counselling and testing interventions Number 16 733 10 867 11 875 10 086 11 782
Employees known to be receiving antiretroviral treatment Number 5 174 4 843 4429 4276 4 039
Total new cases of tuberculosis (TB) Number 199 171 304 268 334
Total new noise-induced hearing loss (NIHL) cases (+10% shift) Number 88 61 49 36 50
Total NIHL cases compensated Number 57 59 36 19 40
TB incidence rate Per 100 000 employees 519 447 755 841 830
Total HIV medical incapacitation Number 265 377 505 331 588

Note: Data is for employees and contractors at all operations


    2017 2016 2015 2014 2013
Tonnes milled (excluding Mimosa) 000t 18 332 18 426 16 024 13 916 17 209
Tonnes milled (including Mimosa) 000t 21 061 21 067 18 610 16 369 19 590
Refined platinum 000oz 1 530 1 438 1 276 1 178 1 582
PGMs 000oz 3 099 2 908 2 618 2 370 3 233
Revenue Rm 36 841 35 932 32 477 29 028 29 844
Capital invested Rm 3 425 3 560 4 287 4 345 6 134
Income tax paid Rm 1 312 883 401 144 1 392
Unit cost1 per oz Pt Rand 22 691 21 731 22 222 19 430 16 526

1 Excluding share-based payments


  Measurement 2017 2016 2015 2014 2013
Group material consumption            
Diesel 000 litres 23 072 22 523 21 748 21 776 25 247
Petrol 000 litres 453 476 602 830 1 137
Coal Tonnes 161 446 153 309 138 653 127 883 158 732
Industrial burning of oil 000 litres 1 316 1 222 1 633 1 264 1 730
Energy consumed GJ000 18 065 17 328 15 937 14 395 17 574
Energy intensity GJ/tonne milled 0.8577 0.8225 0.8564 0.8794 0.8971
Total water withdrawn Ml 25 709 26 703 25 376 21 365 25 440
Water re-used/recycled in processes Ml 21 776 18 825 14 325 13 409 15 271
Total water consumed Ml 47 485 45 528 39 701 34 775 40 711
Total water consumed which is re-used/recycled Percentage 46 41 36 39 36
Unit water consumption kl/tonne milled 2.25 2.16 2.13 2.12 2.05
Direct CO2 emissions
410 344
381 780 349 000
323 997
400 261
Indirect CO2 emissions tonnes 3 298 899 3 286 098 3 001 522 2 714 157 3 332 442
Total direct CO2 intensity t/t milled 0.1782 0.1741 0.1801 0.1855 0.1934
Direct SO2 tonnes 29 373 31 392 27 706 30 735 18 536
Total direct SO2 intensity tonnes 0.0160 0.0170 0.0173 0.0220 0.0107
Indirect NOx tonnes 14 574 14 435 13 459 12 107 14 257
Land management            
Disturbed areas rehabilitated Hectares 71.2 27.5 9.4 46.6 28.2
Rehabilitation/current cost estimates Rm 1 932 1 773 1 434 1 199 1 263
Rehabilitation provisions Rm 1 099 1 082 848 675 815
Waste management            
Disposed tailings (on surface) 000 tonnes 21 258 20 936 17 891 16 004 20 770
Disposed waste rock (on surface) 000 tonnes 869 911 824 778 1 484
Total slag re-used/reprocessed 000 tonnes 835 946 485 472 955
General waste disposed to landfill tonnes 4 467 4 457 6 884 3 001 5 324
Hazardous waste disposed to landfill tonnes 10 918 8 997 7 131 8 251 9 194
General waste re-used/recycled tonnes 12 526 11 882 11 309 8 596 16 431
Hazardous waste re-used/recycled tonnes 33 357 30 895 27 706 23 963 27 994
Environmental incidents*            
Level 3 Number 35 51
Level 4 or 5 Number 0 0

* Group incident classification matrix established in 2016


  Measurement 2017 2016 2015 2014 2013
Community development expenditure (South Africa) Rm 106 105 83 71 102
Community development expenditure (Zimbabwe) US$000 5 274 4 743 5 105 8 915 11 373
Total discretionary procurement in South Africa Rbn 8.7 8.1 7.6 7.9 9.9
Procurement: BEE expenditure in South Africa Rbn 6.7 6.1 5.5 5.1 5.5
Procurement: local (tier 1, 2 and 3)            
HBSA >25%) expenditure in South Africa Rbn 2.6 2.5 2.4 2.0 2.4
Procurement: local (tier 1, 2 and 3)            
HDSA (>25%) expenditure in South Africa Percentage of total 29 31 32 26 24
Total supplier expenditure in Zimbabwe US$m 429 416 295* 326 331

* Excluding Mimosa

Workforce diversity profile1 for our South African operations (as at 30 June 2017)

  Male Female Foreign nationals3 Total  
Combined (South Africa) A C I W A C I W Male Female Male Female Total
Top management 1 0 0 2 0 0 0 1 0 0 3 1 4
Senior management 24 0 3 46 6 0 1 4 4 0 77 11 88
Professionally qualified and experienced specialists and mid-management 174 7 17 244 50 1 12 64 13 1 455 128 583
Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents 3 283 24 5 693 593 6 5 91 284 2 4 289 697 4 986
Semi-skilled and discretionary decision making 9 032 11 3 89 973 4 1 22 1 601 2 10 736 1 002 11 738
Unskilled and defined decision making 14 392 10 0 10 1 865 1 0 0 1 574 35 15 986 1 901 17 887
Total permanent employees2 26 906 52 28 1 084 3 487 12 419 182 3 476 40 31 546 3 740 35 286
Non-permanent employees 18 0 0 5 27 1 0 0 0 1 23 29 52
Grand total 26 924 52 28 1 089 3 514 13 19 182 3 476 41 31 569 3769 35 338

A – African, C – Coloured, I – Indian, W – White.
1 Workforce diversity profile as per the South African Department of Labour Guidelines.
2 Non-permanent employees employed for more than three months are counted as permanent employees.
3 Foreign nationals are employees employed in South Africa that are not South African citizens.

  Male Female Foreign nationals3 Total  
South Africa combined – People with disability (PWD) A C I W A C I W Male Female Male Female Total
Top management 0 0 0 0 0 0 0 0 0 0 0 0 0
Senior management 2 0 0 4 0 0 0 0 0 0 6 0 6
Professionally qualified and experienced specialists and mid-management 19 0 1 15 0 0 0 1 1 0 36 1 37
Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents 212 1 0 74 16 0 0 2 18 0 305 18 323
Semi-skilled and discretionary decision making 491 0 0 6 29 0 0 1 96 0 593 30 594
Unskilled and defined decision making 665 0 0 1 57 0 0 0 121 1 788 58 846
Total permanent 1 389 1 1 100 102 0 0 4 237 1 1 728 107 1 835
Non-permanent employees 0 0 0 0 0 0 0 0 0 0 0 0 0
Grand total 1 389 1 1 100 102 0 0 4 237 1 1 728 107 1 835