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Table of Contents

SECTION 1 ...... 6 UNDERTAKING (Regulation 46 (f) ...... 6

INTRODUCTION ...... 7 ACRONYMS AND ABBREVIATIONS ...... 7 GLOSSARY...... 9 SECTION 2 ...... 12 PREAMBLE (Regulation 46 (a) ...... 12

2.1 LOCATION OF MINE ...... 13 2.2 OWNERSHIP OF THE MINE ...... 13 2.3 OPERATION DESCRIPTION, COMMODITY AND LIFE OF MINE...... 13 2.4 DEMOGRAPHICS OF THE MODIKWA PLATINUM MINE WORKFORCE ...... 14 2.4.1 mine community ...... 14 2.4.2 mine labour...... 14 2.4.3 rural labour-sending areas...... 14

2.4.4 Employees ...... 15 Table 2.2 Mine Host Community Demography ...... 16

SECTION 3 ...... 17 HUMAN RESOURCE DEVELOPMENT PROGRAMME (Regulation 46b)...... 17

3. HUMAN RESOURCE DEVELOPMENT PROGRAMME (Regulation 46b) ...... 17 3.1 HRD EXECUTIVE SUMMARY...... 17 3.1.1. Skills Development Plan ...... 17

3.1.2 Strategy and objectives ...... 18 3.1.3 HRD Framework...... 19 SKILLS DEVELOPMENT PROGRAMME ...... 20

(Regulation 46(b)(i) ...... 20

3.2.1 Compliance with Skills Development Legislation...... 20 3.2.2 Skills Development Programme ...... 20 3.2.3 Employment Equity status/Workforce Profile ...... 21 3.3.1 Education and Training (AET)...... 24 3.3.2 AET Training Courses and Facilities ...... 24 3.3.3 Modikwa AET Need ...... 25 3.3.4 Challenges and measures for mineworkers to attend AET training...... 26

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3.4.1. Learnership and Skills Programmes ...... 27

3.6.1 Portable Skills...... 29 3.6.2 Training facilities...... 31 VACANCIES (Regulation (46 (b) (i) (aa) ...... 31

CAREER PROGRESSION AND ITS IMPLEMENTATION IN LINE WITH THE SKILLS DEVELOPMENT PLAN (Regulation 46 (b) (ii)...... 32 3.8.1 NDIVIDUAL PERFORMANCE AGREEMENTS ...... 32 3.8.2 CAREER PATH PROCESSES...... 33

3.8.3 FAST TRACKING AND CAREER MANAGEMENT...... 33 3.8.4 TRAINING AND DEVELOPMENT FOR LOWER LEVEL EMPLOYEES...... 34

3.8.5 FAST TRACKING: MINING AND ENGINEERING ...... 35 MENTORSHIP (Regulation (b) (iii) ...... 36

3.9 MENTORSHIP (REGULATION 46 (b) (iii)...... 36 Table 5.1 Mentorship Plan with Timeframes ...... 36 Table 5.2 Mentorship Targets ...... 36

STUDY ASSISTANCE (Regulation 46 (b) (iv) ...... 37 3.10. STUDY ASSISTANCE (Regulation 46 (b) (iv) ...... 37 EMPLOYMENT EQUITY (REGULATION 46 (b) (v) ...... 41 3.11 EMPLOYMENT EQUITY (Regulation 46 (b) (v) ...... 41 3.11.1 EMPLOYMENT EQUITY ...... 41

3.11.2 TARGETS FOR HDSA PARTICIPATION IN MANAGEMENT...... 42 3.11.3 EMPLOYMENT EQUITY: WOMEN IN MINING...... 44

SECTION 4 ...... 45 MINE COMMUNITY ECONOMIC DEVELOPMENT ...... 45 4. SOCIAL AND ECONOMIC BACKGROUND (Regulation (C) (i) ...... 45 4.1 SOCIAL AND ECONOMIC BACKGROUND OF THE FETAKGOMO TUBATSE LOCAL MUNICIPALITY (FTLM)...... 45 4.1.1 Municipal Demographics ...... 46 4.2 REGULATION 46 (c) (ii): KEY ECONOMIC ACTIVITIES ...... 46 4.2.1 Infrastructure ...... 46 4.2.2 Education ...... 46 4.3 THE SOCIO-ECONOMIC IMPACT OF MODIKWA ON MINE AND RURAL LABOUR SENDING AREAS (Regulation 46 (c) ii) ...... 46 INFRASTRUCTURE AND POVERTY ERADICATION PROJECTS ...... 47 4.4 REGULATION 46(c)(iii): INFRASTRUCTURE AND POVERTY ERADICATION PROJECTS ...... 47

4.4.1 Infrastructure and poverty eradication...... 47

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4.4.2 Alignment with Municipal IDP Programmes ...... 47 4.5 COMMUNITY DEVELOPMENT PROJECTS ...... 48 4.6 STRATEGIC APPROACH TO COMMUNITY DEVELOPMENT ...... 48 4.7 STAKEHOLDER ENGAGEMENT...... 49 MEASURES TO ADDRESS THE HOUSING AND LIVING CONDITIONS OF THE MINE EMPLOYEES (REGULATION 46 (C) IV)...... 63 4.5. MEASURES TO ADDRESS THE HOUSING AND LIVING CONDITIONS OF THE MINE ...... 63 (Regulation 46 (c) IV) ...... 63 4.5.1 MPLEMENTATION PLAN FOR EMPLOYEE HOUSING ...... 63 4.5.2 ENCOURAGING SUSTAINABLE COMMUNITIES AND FACILITATED HOUSING...... 63

MEASURES TO ADDRESS THE NUTRITION OF THE MINE EMPLOYEES ...... 64 (REGULATION 46 (C) V...... 64

4.6. MEASURES TO ADDRESS THE NUTRITION OF THE MINE EMPLOYEES (REGULATION 46 (C) V) ...... 64 THE PROCUREMENT PROGRESSION PLAN AND ITS IMPLEMENTATION FOR HDSA COMPANIES IN TERMS OF CAPITAL GOODS, SERVICE AND CONSUMABLES (REGULATION 46 (C) V)...... 65 4.7 THE PROCUREMENT PROGRESSION PLAN AND ITS IMPLEMENTATION FOR HDSA COMPANIES IN TERMS OF CAPITAL GOODS, SERVICE AND CONSUMABLES (REGULATION 46 (C) V) ...... 65 4.7.1 NCLUSIVE PROCURECUREMENT...... 65 4.7.2 HDSA MENTORING...... 65

Table 12.1 Modikwa Platinum Mine (Complex) Procurement Targets (MCIII)...... 65 4.7.3 PREFERENTIAL PROCUREMENT POLICY AND CRITERIA...... 65 ENTERPRISE SUPPLIER DEVELOPMENT PROGRAMME (MCIII) ...... 66

4.8 ENTERPRISE AND SUPPLIER DEVELOPMENT PROGRAMME (MCIII) ...... 66 4.8.1 ACHIEVING SLP, ENTERPRISE AND SUPPLIER DEVELOPMENT TARGETS...... 67

4.8.2 PLANS TO ACHIEVE TARGETS...... 68 SECTION 5 ...... 72 PROCESS PERTAINING TO MANAGEMENT OF DOWNSCALING AND RETRENCHMENT ...... 72

(Regulation 46 (d)...... 72 5.1. DOWNSCALING AND RETRENCHMENT (Regulation 46(d)(i)...... 72 ESTABLISHMENT OF A FUTURE FORUM...... 72 5.2 MANAGING DOWNSCALING WHICH MAY LEAD TO RETRENCHMENT ...... 72 Two years prior to the planned closure at end of life of the mine or anticipated downscaling which may lead to retrenchment, the mine will enter into consultations with all the recognized unions and affected employees to implement the processes outlined below...... 72 MECHANISM TO SAVE JOBS AND AVOID JOB LOSSES AND A DECLINE IN EMPLOYMENT (REGULATION 46 (d) (ii) and (iii))...... 73

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MECHANISM TO EMELIORATE THE SOCIAL AND ECONOMIC IMPACT OF INDIVIDUALS, REGIONS AND ECONOMIES WHERE RETRENCHMENT OR CLOSURE OF THE MINE IS CERTAIN (REGULATION 46 (d) (iv) ...... 74 5.4 MECHANISM TO AMELIORATE THE SOCIAL AND ECONOMIC IMPACT OF INDIVIDUALS, REGIONS AND ECONOMIES WHERE RETRENCHMENT OR CLOSURE OF THE MINE IS CERTAIN (REGULATION 46 (d) (iv)...... 74 5.4.1 ODIKWA PLATINUM MINE MAKES EVERY EFFORT TO AMELIORATE THE SOCIAL AND ECONOMIC IMPACT ON INDIVIDUALS, REGIONS AND ECONOMIES WHERE RETRENCHMENT OR CLOSURE IS CERTAIN .. 74 5.4.2 MINE CLOSURE PLAN...... 74 SECTION 6 ...... 78

FINANCIAL PROVISION (Regulation 46 (e) ...... 78 6.1 FINANCIAL PROVISION FOR THE HRD PROGRAMMES (Regulation 46(e)(i) ...... 78 Annexure 1: Career path matrices for Various Disciplines ...... 80 Annexure 2: HDSA employees in management (D1 and above ...... 90

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SECTION 1

UNDERTAKING (Regulation 46 (f)

I, _, the undersigned and duly authorized thereto by (Company) undertake to adhere to the information, requirements, commitments and conditions as set out in the Social and Labour Plan.

Signed at on this day of 20

Signature of responsible person

Designation

Approved

Signed at on this day of _20_

Signature:

Designation:

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INTRODUCTION

Regulation 41 of the MPRDA states:

“41. The objectives of the social and labour plan are to:

a) promote employment and advance the social and economic welfare of all South Africans;

b) contribute to the transformation of the mining industry; and

c) ensure that holders of mining rights contribute towards the socio-economic development of the areas in which they are operating.”

ACRONYMS AND ABBREVIATIONS

AET Adult Education and Training

BBSEE Broad-Based Socio-Economic Empow erment

BEE Black Economic Empow erment

CED Community Engagement and Development

CSI Corporate Social Investment

DMR Department of Mineral Resources

DoA Department of Agriculture

DoE Department of Education

DoH Department of Health

DSD Department of Social Development

ELDC Early Learning Development Centers

HDP Historically-Disadvantaged Person

HDSA Historically-Disadvantaged South African

HRD Human Resource Development

IDP Individual Development Plan

IPA Individual Performance Agreement

LED Local Economic Development

LIBSA Limpopo Business Support Agency

MPM Modikw a Platinum Mine

MPRDA Mineral and Petroleum Resources Development Act

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MQA Mining Qualifications Authority

NGO Non-governmental Organization

NPI National Productivity Institute

NQF National Qualification Framew ork

SADC Southern African Development Community

SED Socio-economic Development

SEDA Small Enterprise Development Agency

SMME Small, Medium and Micro-sized Enterprises

SLP Social Labour Plan

FTLM Fetakgomo Tubatse Local Municipality

UIF Unemployment Insurance Fund

WSP Workplace Skills Plan

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GLOSSARY

Black w omen African, Indian and Coloured w omen

Broad-Based Socio- A social or economic strategy, plan, principle, approach or act, w hich is aimed at: economic Empow erment a) Redressing the results of past or present discrimination based on race, gender or

(BBSEE) disability of historically disadvantaged persons in the minerals and petroleum industry, related industries and in the value chain of such industries; and b) Transforming such industries so as to assist in, provide for, initiate, facilitate or benefit from: i. Ow nership participation in existing or future mining, prospecting, exploration and beneficiation operations; ii. Participation in or control of management of such operations;

iii. Development of management, scientific, engineering or other skills of HDSAs; iv. Involvement or participation in the procurement chains of operations; and v. Integrated socio-economic development of host communities, major labour-sending areas and areas that (due to unintended consequences of mining) are becoming ghost tow ns, by mobilizing all stakeholder resources.

Community A coherent, social group of persons w ith interests or rights in a particular area of land w hich the members have or exercise communally in terms of agreement, custom or law . Demographics As def ined in the Mining Charter, the numerical characteristics of a population (e.g. population size, age, structure, sex/gender, race, etc.).

Employee An employee is defined as any full-time person w ho directly w orks for the ow ner of a reconnaissance permission/permit, prospecting right, mining right, mining permit, technical cooperation permit, exploration right and production right, and w ho is entitled to receive any direct remuneration from the holder of any of the above-mentioned rights, including any person w orking for an independent contractor.

Historically- a) Any person, category of person or community, disadvantaged by unfair discrimination Disadvantaged Person before the Constitution of the Republic of South (HDP) Africa, 1993 (Act No. 200 of 1993) took effect; b) Any association, a majority of w hose members are persons contemplated in paragraph (a); and c) Any juristic person other than an association, in w hich persons contemplated in paragraph (a), ow n and control a majority of the issued capital or members’ interest and are able to control a majority of the members’ votes.

Historically- Any person, category of persons or community, disadvantaged by unfair discrimination Disadvantaged South before the Constitution of the Republic of South Africa, 1993 (Act No. 200 of 1993) came African (HDSA) into operation. In this plan, HDSA refers to Black, Coloured, Indian males and all females (incl. w hite females).

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Integrated a) A plan aimed at the integrated development and management of a municipal area as Development Plan contemplated in the Municipal Structures Act (Act (IDP) No. 117 of 1998); and b) For the purposes of this Social and Labour Plan, IDP is taken to mean the IDP for all those municipalities falling w ithin the determined mine community from w hich more than 10% (the significance factor) of the mine’s labour is sourced.

Labour-sending areas As defined in the Mining Charter, areas from w hich a majority of minew orkers, both historical and current are or have been sourced.

Local labour Those employees recruited locally from w ithin the mine community.

Life of Mine Means, as defined in the Mining Charter, the number of years that a particular mine w ill be operational.

Management All employees w ithin the Paterson C, D, E and F Bands.

Mining Charter Means, as defined in the Mining Charter, the broad-based socio-economic empow erment Charter for the South African Mining and Minerals Industry.

Migrant labour Migrant labour refers to w orkers w ho originate from the rural labour sending areas, w ho live in hostels or other mine-provided accommodation, and w ho have no formal local dependents.

Three types of migrant labourers are referred to in this Social and Labour Plan:

a) Provincial migrant w orkers are those w ho come from areas w ithin the mine’s host province but outside the mine community; b) South African migrant w orkers are those w ho come from other South African provinces; and

c) Foreign migrant w orkers are those w ho come from neighbouring Southern African Development Community (SADC) states. It is these w orkers that are referred to as migrant w orkers in the Mineral and Petroleum Resources Development Act.

Social Fund Means, as defined in the Mining Charter, a trust fund that provides financing for investments targeted at meeting the needs of poor and vulnerable communities as informed by commitments made by companies in terms of their Social and Labour Plans.

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Sustainable development Means, as defined in the Mining Charter, the integration of social, economic and environmental factors into planning, implementation and decision-making to ensure that the mineral and petroleum resources development serves present and future generations.

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SECTION 2

PREAMBLE (Regulation 46 (a)

HOLDER OF MINING RIGHT Rustenburg Platinum Mines Limited and ARM Mining Consortium Limited. NAME OF MINE/PRODUCTION/ OPERATION Modikw a Platinum Mine

Onverw acht Hill 292 KT PHYSICAL ADDRESS Driekop 1129 Private Bag X 9120 POSTAL ADDRESS Driekop 1129 TELEPHONE NUMBER (013) 230 2044

FAX NUMBER (013) 230 2192

LOCATION OF MINE OR PRODUCTION Limpopo Province Fetakgomo Tubatse Municipality Sekhukhune District Municipality Platinum, palladium, rhodium, iridium, ruthenium osmium, gold, COMMODITY copper, nickel, cobalt sulphide, silver and chrome.

LIFE OF MINE 60 years

FINANCIAL YEAR 31 December 2018

REPORTING YEAR 2019

RESPONSIBLE PERSON Mr. Wessel Phumo

NUMBER OF EMPLOYEES 3752

GEOGRAPHIC ORIGIN OF EMPLOYEES (MINE COMMUNITY AND LABOUR SENDING AREAS) a) MINE COMMUNITY b) Labour-Sending Area (see table page 12 of this SLP)

PROVINCE Limpopo

LOCAL MUNICIPALITY Fetakgomo Tubatse Local Municipality (see tables on pages 43 & 44)

MINING RIGHT LP30/5/1/2/2/1/129 MR

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2.1 LOCATION OF MINE

The Modikwa Platinum Mine is situated in the Eastern limb of the Bushveld complex. It is approximately 140km South-East of Polokwane and about 28km from Burgersfort.

FIGURE 1: An aerial map of Modikw a Platinum Mine and Surrounding Villages.

2.2 OWNERSHIP OF THE MINE

The mine is located 15km North-West of Burgersfort, along the border between the South African provinces of Mpumalanga and Limpopo. The operation comprises of an underground mine, some 450m deep, with three decline shafts and a concentrator. ARM Mining Consortium holds 50%, while a 17% stake in ARM Mining Consortium is held by two Section 21 companies representing communities around Modikwa. ARM has an effective 41.5% economic stake in the Modikwa operation. Seven Mine Communities comprising some 80 000 residents hold 17% equity in ARM MC which translates into 8.5% participation in the joint venture. The mine is jointly managed through a joint executive committee by Anglo American Platinum and African Rainbow Minerals. The Mine Communities’ rights are held by two Section 21 companies, namely Mampudima Community Company and Matimatjatji Community Company respectively. The seven Mine Communities are: Diphale, Mamphahlane, Maroga, Sehlaku, Seuwe, Mpuru and Matimatjatji.

2.3 OPERATION DESCRIPTION, COMMODITY AND LIFE OF MINE

The commodities mined at Modikwa Platinum Mine include Platinum Group Metals (PGMs) and Base Metals. The concentrate produced includes the metals platinum, palladium, rhodium, iridium, ruthenium, osmium and Gold. Other metals, although not limited to, include copper, nickel and cobalt sulphide.

The Modikwa mine is 450m deep with an average density of 3.72t/m³. It hosts a North to North-west trending igneous layer that dips 10° towards the west. Modikwa represents one of the largest platinum reserves in South Africa, with estimated reserves topping 200 million tonnes of ore grading 2g/t platinum, 1.87g/t palladium and minor grades of gold, rhodium, ruthenium, and iridium. The mine has reserves of 13.8 million

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ounces of platinum and 12.9 million ounces of palladium; It produces around 120 000oz of platinum a year and 110 000oz of palladium a year.

2.4 DEMOGRAPHICS OF THE MODIKWA PLATINUM MINE WORKFORCE

2.4.1 Mine community

There are eight Mine Communities affected by the operations of Modikwa Platinum Mine. They are:

1. Diphale Community 2. Mamphahlane Community 3. Maroga Community 4. Sehlaku Community 5. Seuwe Community 6. Mpuru Community 7. Matimatjatji Community; and 8. Hwashi-Difagate Community.

2.4.2 Mine labour

In the context of this Social and Labour Plan, mine labour is defined as those employees who are employed directly by Modikwa Platinum and those who work for independent contractors.

2.4.2.1 Labour falls into one of the three categories:

1. Local employees are those who originate from the mine community; 2. Migrant workers refer to workers who originate from the rural areas. 3. The mine community is defined as those towns, villages and settlements that fall within the area

surrounding the mine.

In the case of Modikwa, the demarcated area of the mine community has been extended to include all mine workers living in the municipalities of Fetakgomo Tubatse Local Municipality and Makhuduthamaga Municipality.

2.4.3 Rural labour-sending areas

Although not particularly applicable to Modikwa Platinum because of the mine’s policy of employing residents from the mine community, a rural labour-sending area is a municipality outside the mine community from which the mine sources its labour. It is almost always located in what is traditionally regarded as a rural area.

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1. Labour-sending areas employees, who live in hostels or other mine-provided accommodation, and who have no formal local dependents. Three types of migrant labour are referred to in this Social and Labour Plan: a. Provincial migrant workers are those who come from areas within the mine’s host province but outside the mine community; b. South African migrant workers are those who come from other South African provinces; and c. Foreign migrant workers are those who come from neighbouring Southern African Development Community (SADC) states. These workers are referred to as migrant workers in the Mineral and Petroleum Resources Development Act.

2. Transitional workers are those who bridge the definition of local and migrant workers by falling into both categories. Generally, they are migrant workers with long service histories at the mine, who have become involved in relationships with local people and have established urban (second) families locally.

2.4.4 Employees

1. Total workforce: see Table 2.1 2. A high percentage of the Labour complement is sourced from the Fetakgomo Tubatse Municipality as indicated in Table 2.2 below. 3. The geographic sourcing of employees is shown in Table 2.2 indicates that 66% of the employees originate from the Mine Communities. A high percentage of employees at 76,5% is sourced from within Limpopo Province. A high percentage of the Labour compliment is sourced from Fetakgomo Tubatse Local Municipality. Special consideration is given to the municipalities hosting rural communities because of: a. The scattered nature of rural labour-sending areas and the need to focus the effort of the mine’s rural development strategy and its programmes; b. The need to work within the framework of the IDPs of these communities to leverage the mine’s efforts; and c. The need to ensure that those communities directly affected by the mine’s prospective closure are equipped to meet that eventuality.

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Table 2.1 Demography of Employees

% Appointed Appointed from Appointed from % Appointed from Sekhukhune Local Total Employees from Local Sekhukhune (Local Villages Communities Villages (incl local Included) Villages) A Band 219 316 388 56,4% 81,4% B Band 1149 1982 2901 39,6% 68,3% C Band 155 358 643 24,1% 55,7% D Band 1 6 55 1,8% 10,9% E Band 0 0 10 0,0% 0,0% Total 1524 2662 3997 38,1% 66,6%

Table 2.2 Mine Host Community Demography

Local Villages Number Percentage Diphale 218 14% Ga-Mamphahlane 289 19% Ga-Maroga 550 36% Ga-Mpuru 95 6% Matimatjatji 105 7% Sehlaku 190 12% Seuw e 77 5% Total 1524

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Table 2.3 Provincial distribution of Employees

76.5% of the employees are sourced from the local province of Limpopo where the mine is located. (See Table 1.3 below.)

The table below shows labour distribution at Modikwa Platinum Mine

Enrolled Recruitment Area Percentage Employees

Limpopo 3058 76,5% Mpumalanga 151 3,8% Gauteng 75 1,9% North West 113 2,8% Free State 29 0,7% Kw aZulu Natal 51 1,3% Eastern Cape 355 8,9% Northern Cape 6 0,2% Western Cape 0 0,0%

SADEC (Lesotho, Zambia, Zimbabw e, Malaw i, Botsw ana, 159 4,0% Mozambique etc.)

International 0 0,0% Total 3997

Of the 3997 employees, 1524 come from within the mine area and others from other provinces.

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SECTION 3

HUMAN RESOURCE DEVELOPMENT PROGRAMME (Regulation 46b)

3. HUMAN RESOURCE DEVELOPMENT PROGRAMME (Regulation 46b)

3.1 HRD EXECUTIVE SUMMARY

The Social and Labour Plan has been compiled as a commitment to contribute towards the advancement of the socio-economic welfare of South Africans with special focus on the social and economic impact that the operation has on the surrounding communities, as well as rural communities from which migrant labour tends to be drawn. Modikwa recognizes that minerals are non-renewable, therefore, the SLP also focuses on managing the impact of eventual downscaling and closure as part of strategic business planning. The SLP further makes provision for the development of historically-disadvantaged employees as well as equipping members of the surrounding communities through different training interventions. This plan has been developed in terms of MPRDA Regulation 46 (a-f) of the MPRDA.

In alignment with the new approved Mining Charter, this SLP seeks to improve on the targets which were set in the expired SLP. This SLP will cover Human Resource Development, Employment Equity, Procurement, Housing, Local Economic Development, Management of Downscaling and Retrenchments.

3.1.1. Skills Development Plan

Having established the demographic nature of the Modikwa workforce, the Social and Labour Plan uses this information together with the five-year business plan, the Workplace Skills Plan (WSP) and the Employment Equity Plan to provide the frame of reference within which to coherently address the regulatory requirements for the Human Resources Development (HRD) of the workforce.

The following section deals with the information required under Regulation 46 (b) with regard to Human Resources Development. This, in turn, is informed by the Broad-based Socio-economic Empowerment Charter for the South African Mining Industry (hereafter referred to as the Mining Charter), which is reviewed

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below to place this section of the Social and Labour Plan in context. Of particular importance, here is the need to develop and transform the South African mining industry, with the specific requirement being to fast track the development of Historically Disadvantaged South Africans (HDSAs). Modikwa Platinum together with the joint venture partners takes cognizance of the shortage of critical skills in the mining industry in South Africa.

The Fetakgomo Tubatse Municipality has a relatively high illiteracy level. Only 22% of the population has passed Matric and around 6.6 % of the population has obtained tertiary education according to the FTLM 2016 statistics report. The low skills levels reduce the ability of the municipality to be economically productive and to implement productive ventures.

The development of future HDSA leadership is a key strategic focus area. HRD is managed across all levels of employment at Modikwa and is seen as a critical component of achieving the mines employment equity and gender equity targets. Therefore, the mine’s HRD plans are continuously aligned with the Work Place Skills Plans (WSP) and integrated with the long-term business plan. In terms of this process, HRD plans are constantly assessed, reviewed and revised to cover the organization’s short, medium- and long-term human capital development requirements.

Modikwa Platinum Mine is committed to ensure that its employees are given the opportunity to acquire the skills and competencies to achieve both individual and organizational goals in the context of the mine’s operational and local economic development objectives.

3.1.2 Strategy and objectives

The MPM HRD strategy takes cognizance of the growing shortage of critical skills in the mining industry in South Africa. Development of future HDSA leadership is a key strategic focus area. HRD is managed across all levels of employment at Modikwa and is seen as a critical component of achieving the mine’s Employment Equity and Gender Equity targets. Consequently, the mine’s HRD plans are being continuously aligned with the Workplace Skills Plans (WSP) and integrated with the long-term business plan to cover the organization’s short-term, medium-term and long-term human capital development requirements as illustrated in Table 3.1 below.

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3.1.3 HRD Framework

The Mine’s HRD plans are aligned to the mine’s business plan. The development of future HDSA leadership is key and strategic to the survival of the mine.

Table 3.1 Human Resource Development Framework

The above table clearly illustrates how the driving forces – which are the Business Plan with projected labour requirements, the Workplace Skills Plan and the Employment Equity targets – superimpose each other to establish a base case-scenario for 2018. Form Q and Form S provide the gaps whereby identified talent pool employees are trained and fast-tracked along various channels depending on their required training interventions and career plans.

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SKILLS DEVELOPMENT PROGRAMME

(Regulation 46(b)(i)

3.2 SKILLS DEVELOPMENT PROGRAMME (Regulation 46(b) (i)

3.2.1 Compliance with Skills Development Legislation

Applicants w ho, by law , have to register w ith SETAs must provide the follow ing:

Name of SETA Mining Qualifications Authority

16/MQA/0585/AC4/180815 Registration number with the relevant SETA

Has your company appointed a Skills Development Facilitator? Peet Herbst If yes, provide name

To w hich institution have you submitted your w orkplace skills MQA plan?

3.2.2 Skills Development Program

The Skills Development Plan outlines how employees will be offered the opportunity to:

1. Become functionally literate and numerate; 2. Participate in learnerships; 3. Participate in skills programmes; 4. Acquire portable skills; and 5. Participate in various other training initiatives.

The Skills Development Plan includes a range of initiatives from the Literacy programme through to postgraduate education. These programmes will be consistent with the requirements of the National Qualifications Framework (NQF) and the Mining Qualifications Authority (MQA), NQF ACT, SDA and EE Acts. The purpose of the Skills Development Plan is to assess and formally record the current levels of skills and educational levels of all employees and to use this as a base for future skills development plans. These plans address the current skills and competency gaps at the mine and have a special focus on the training needs of HDSAs, the fast tracking of individuals within the talent pool and the various career path development and mentoring programmes.

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Note that the Fetakgomo Tubatse Municipality has a relatively high illiteracy level. Only 24.4% of the population has passed Matric and around 6.2 % of the population has obtained tertiary education. The demographics of Modikwa Platinum Mine and its workforce, together with the five-year business plan, the WSP and the Employment Equity Plan, provide the frame of reference to address the requirements for the HRD Programme of the SLP.

The training centre employ development practitioners and training staff, and each of the centers has both ISO certification and MQA accreditation ensuring that the training provided meets national requirements. The Skills Development Plan complies with skills development legislation and includes the regular submission of the Workplace Skills Plan (WSP) and Annual Training Report (ATR). This includes the paying and claiming of levies and grants with the relevant Sector Education and Training Authority (SETA) with which the operation is registered, i.e. the Mining Qualifications Authority (MQA). The attraction, retention and development of high-quality professional staff to manage and lead are a key element to the mining operation’s long-term success.

The ongoing shortage of certain critical skills in the mining industry in South Africa combined with Modikwa’s need for this has highlighted the importance of proper talent management and people development. Modikwa is committed to ensuring that its workers are given the opportunity of acquiring skills and competencies to achieve both individual and organizational goals in the context of both the mine’s operational objectives and the Local Economic Development (LED) objectives. This Skills Development Plan outlines how Modikwa intends to offer its employees opportunities to be functionally literate and numerate; to participate in learnerships, skills development programs and various other training initiatives; and to acquire portable skills.

3.2.3 Employment Equity status/Workforce Profile

While Adult Education and Training (AET) receives priority in this plan, the main thrust of Modikwa’s HRD plan is geared towards achieving its Employment Equity targets. It is therefore important that this plan commence with the current Employment Equity status of Modikwa in 2013 as illustrated in Table 3.2 below. (See Table 3.2 for details on numbers per gender and per race). Refer to Annexure 2 for a complete list of all HDSA employees in management (D1 and above) at Modikwa.

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Table 3.2 provides details of the expected workforce profile until 2019 as determined by the Modikwa’s Business Plan.

Occupational Levels Male Female Foreign Total Nationals

A C I W A C I W Male Female Top management 0 0 0 0 0 0 0 0 0 0 0

Senior management 7 1 0 2 0 0 0 0 0 0 10 Professionally qualified and experienced specialists and mid 22 0 1 23 6 0 0 0 1 0 53 management Skilled technical and academically qualified w orkers, junior management, supervisors, foremen, and superintendents 351 1 0 92 70 1 0 5 18 0 542

Semi-skilled and discretionary decision making 2424 1 0 4 217 0 0 0 122 0 2768 Unskilled and defined decision making 252 0 0 0 122 0 0 0 3 0 377 Total Permanent 3056 7 1 121 415 1 0 5 144 0 3750

Temporary Employees 1 0 0 0 1 0 0 0 0 0 2

Grand Total 3057 7 1 121 416 1 0 5 144 0 3752

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Table 3.3 Education Levels at Modikwa

Education Levels of Work African Coloured Indian White Grand Total

Band NQF Education Classification F M F M F M F Level System

General 0 Illiterate 5 504 0 0 0 0 0 509 Education and Training 1 AET 4, Std 7, Grade 9 (GET) 1 149 0 0 0 0 0 150

Further 2 Std 8, Grade 10, NATED Education and 1, NCV Level 1 19 285 0 0 1 0 12 317 Training (FET) 3 Std 9, Grade 11, NATED 2, NCV Level 2 106 796 0 0 1 0 22 925

4 Std 10, Grade 12, NATED, 3 NCV Level 3 268 1261 0 0 2 4 55 1590

Higher 5 National Higher Education and Certificate 16 71 1 0 0 1 10 99 Training

6 Higher Certificate, (HET) Diploma/ Advanced Certificate, NATED 4-6 10 35 0 0 0 0 4 49

7 Advanced Diploma, B- Tech, Bachelor’s Degree 9 16 0 0 2 0 6 33 (360 Credits)

8 Bachelors Honours Degree/ Post graduate 3 2 0 1 1 1 7 Diploma/ Bachelor’s Degree (480 Credits)

9 Master’s Degree 0 4 0 0 0 0 1 5

10 Doctoral Degree & Post- Doctoral Degree 0 1 0 0 0 0 1

Undefined 42 534 0 2 0 0 32 610

Grand Total 479 3658 1 7 2 5 143 4295

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3.3 ILLITERACY LEVEL AND AET NEEDS

The skills register (Table 3.3) is the foundation for all education, training and development programmes. These programmes specifically include:

1. The opportunity for every employee who has been assessed to become functionally literate and numerate, which is defined as having a minimum qualification of Adult Education and Training (AET) Level 4 (AET Level 4 is equivalent to NQF level 1, Grade 9 or Standard 7). 2. Learnerships and vocational skills development programmes. 3. Development of portable skills and life skills as mechanisms to mitigate the impact of job losses.

3.3.1 Adult Education and Training (AET)

Currently, 74% of the workforce is regarded as functionally literate as they have a qualification equivalent to AET Level 4 and beyond. This percentage was determined by adding the illiterate and undefined numbers together.

Modikwa Platinum Mine intends to offer every employee the training opportunity to become functionally literate and numerate. Functional literacy and numeracy has been defined by the Department of Minerals and Resources as AET Level 4 or higher. This means that Modikwa Platinum Mine will offer all functionally- illiterate employees the opportunity to attend AET classes to achieve sufficient levels of functional literacy and numeracy. All assessments and examinations will undergo a stringent quality assurance process by legislative bodies such as the MQA.

3.3.2 AET Training Courses and Facilities

Modikwa Platinum Mine is currently operating part-time AET courses: Pre-AET, AET Level 1 to AET level 4 (NQF Level 1) and Foundational Learning Competence (FLC). These courses include a breakthrough to literacy course, which run over six months. The company currently employs three trained AET Facilitators to teach these courses. Classes are held in the afternoons from 09:00 to 18:00. The AET Centre is currently utilized for the training. Relevant tutorial material is provided, and all existing curricula are accredited through the MQA and Media Works. In an effort to address concerns about current illiteracy rate among employees, Modikwa utilize training instructors during the induction process to raise awareness and enhance the understanding of different career paths.

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3.3.3 Modikwa AET Need

The overall education level as at May 2018 for the Modikwa’s workforce is given in Form Q in Table 3.4. Form Q shows that a total 509 employees are regarded as functionally illiterate as they have a qualification lower than AET Level 4 and 610 employees’ qualifications are unknown.

Table 3.4 Literacy and Numeracy Status May 2018

Education Levels of Work African Coloured Indian White Grand Total

Band NQF Education Female Male Female Male Male Female Male Level Classification System

General 0 Illiterate 5 504 0 0 0 0 0 509 Education & Training (GET) 1 AET 4, Std 7, 1 149 0 0 0 0 0 150 Grade 9

Undefined 42 534 0 2 0 0 32 610

Grand total 48 1187 0 2 0 0 32 1269

Modikwa acknowledges its obligation to uplift the literacy levels of all those employees who have not achieved an NQF 1 qualification and has offered the opportunity to obtain such a qualification to the majority of functionally illiterate employees. Modikwa is committed to improving the self-image of all employees, as well as developing their full potential toward safer and more efficient work practices. On returning from leave, all employees are informed about the personal and career advantages of furthering their educational levels. At the same time, their current levels of qualification are confirmed and captured. All employees who register for AET training are then assessed through a process of Recognition of Prior Learning (RPL) and the most appropriate placement level from which to begin further studies is recorded.

Besides offering AET classes to employees, Modikwa will expand its learning interventions into the wider mine community. This will form part of a strategy to enable members of the mine community to access further education opportunities, particularly in achieving AET Level 4 and Foundational Learning Competence (FLC). Women in immediate surrounding communities have been offered the opportunity to attend own-time classes and those excelling will be afforded the opportunity to apply for entry positions within Modikwa.

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3.3.3.1 Modikwa AET Targets

509 employees will be offered an opportunity to join programmes that will upgrade their literacy and numeracy levels to functional by 2023. Table 3.5 below over the five-year period. Table 3.5 Modikwa AET Plan 2019 - 2023

AET Level 2019 2020 2021 2022 2023 Total

20 20 20 20 20 80 FLC AET L4/NQF 1 33 33 33 30 30 159

25 25 25 20 25 120 AET L3 20 20 20 20 20 100 AET L2 10 10 10 10 10 50 AET L1 0 0 0 0 0 0 Pre-AET 108 108 108 100 105 509 Totals

Table 3.6 Number of AET facilitators 2019 - 2023

AET Facilitators

AET Level 2019 2020 2021 2022 2023

AET L4/NQF 1 and FLC 1 1 1 1 1

AET L3 and L2 1 1 1 1 1

AET L1 and Pre-AET 1 1 1 1 1

Totals 3 3 3 3 3

3.3.4 Challenges and measures for mineworkers to attend AET training

Challenges

Modikwa Platinum Mine is faced with the challenge of motivating staff to enroll for AET training to ensure that the projected numbers as shown in Table 3.5 are realized. The following are a couple of the challenges cited:

1. Level of interest from learners remains a challenge as learners cannot be forced to attend AET; and 2. Industry wide attrition rate and this have an impact on the number of enrolled learners at any given time;

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Table 3.7 Measures to address AET challenges

Challenge Action Step Measuring Criteria

Marketing of the Introduced marketing and recruitment drives in Increase in number of enrolments and Programme consultation w ith the unions and associations to attendance draw learners to AET. Measures also include marketing the programme during employee induction.

Motivation of employees To embark on an internal advertising and Increased number of enrolments to attend ow n-time AET marketing campaign w ith all stakeholders classes

Drop-out rate of learners Introduce measures that w ill give Fetakgomo Decrease in drop-out rate recognition to high performers and help motivate poor performers to continue to the next level of AET.

Incentivising AET through using MQA grants as a draw board to get learners to enroll and complete the appropriate AET level;

Extend an invite to prospective AET learners to AET graduation ceremonies.

Increasing need for AET Finalizing and enforcing job specific requirements, AET levels of new ly appointed recruits w hich w ill include levels of literacy and numeracy positions and learnership programmes like Team Leader, Blasting Assistant and others

3.4 TRAINING PROGRAMMES

The Human Resources Development Framework (Table 3.1) indicates how Modikwa plans to train and develop all employees in order to achieve its HDSA targets. AET programmes are aimed at achieving entry- level qualifications for Learnership Programmes that will feed into Supervisory Development Programmes and ultimately into the Leadership Development Programmes

3.4.1. Learnership and Skills Programmes

Modikwa sends its artisans and stope serviceman to an approved and accredited training provider, while mining and metallurgical learnerships are conducted in house at the Mine’s Surface and Underground training centres. (See Table 3.8 below for targets).

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Learnerships 2019 2020 2021 2022 2023 Total

Mining Learnerships/Skills Programme

Low er level Learner Miner 0 0 0 0 0 0 employees up Team Leader (MQA/Other 10 10 10 10 10 50 to Miners training) TOTAL 10 10 10 10 10 50 Engineering Learnerships/Skills Programme

Low er Level Electrical (Metalliferous) Level 4 3 0 0 3 0 6 employees up to artisan Fitting (Including Machining) 3 0 0 3 0 6 Hard rock Metalliferous (Level 3) Plater Boilermaker 3 0 0 3 0 6 (Metalliferous) Level 3

Instrumentation Mechanician 1 0 0 1 0 2 Engineering Skills Programme 0 0 0 0 0 0

Community 80 80 80 80 80 400 Learnerships MTT novice (Cadetship) 0 0 0 0 0 0 Fitter 0 0 0 0 0 0 Instrumentation Mechanician Electrical (Metalliferous) Level 4 0 0 0 0 0 0 Metallurgy National Certificate: Mineral 5 5 5 5 5 25 Processing TOTAL 95 85 85 95 85 445 GRAND TOTAL 105 95 95 105 95 495

The following action steps will enable Modikwa to achieve the above targets:

1. Learnerships will be advertised internally; 2. Commitment of 80% HDSAs to be selected for these programmes; 3. 50% of the Mining novice cadetship will be reserved for black women (see Table 3.8); and 4. Mentorship and coaching programs will be implemented for all learnership candidates (see Table 3.8).

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3.5 MANAGEMENT AND LEADERSHIP DEVELOPMENT

The interventions in Table 3.9 focus exclusively on the talent pool, particularly on those members of the pool that require certain skills to facilitate their progression into management.

Table 3.9 Supervisory development and Leadership Development Targets

Development Programme 2019 2020 2021 2022 2023 al Tot

1 Supervisory Development 20 20 20 20 20 100

2 Leadership Development 5 5 5 5 5 25 Course GRAND TOTAL 25 25 25 25 25 251

Note: Refer to Section 4 (Form R) that indicates a shortage in Supervisors and Section Managers. Table 3.9 provides fast tracking of Supervisory Programmes with annual targets. All these targets are aimed at ensuring a steady pipeline supply into the supervisory job levels.

The following action steps will enable Modikwa to achieve the above targets:

a) Identify high potential candidates from Supervisory and Junior Management ranks based on their performance and individual development progress; b) During Development Panel sessions, candidates will be identified to attend further leadership development programs; and c) Specific individual needs identified during performance reviews will be included in their Personal Development Plans and be addressed through attending short programs to assist to close the gap

3.6 PORTABLE SKILLS TRAINING

3.6.1 Portable Skills

Modikwa Platinum Mine recognizes that its operations have a limited life span and that the demands of the business could require a reduction in human resources in the future. As part of its corporate social responsibility, Modikwa Platinum Mine intends to equip the current work force with portable skills that will benefit the individuals concerned. The trained people will also receive business skills training to enable them to fit into the income generating initiatives beyond mining. Modikwa will endeavour to provide portable skills for employees so that when they exit the mining industry they can enter other sectors such as engineering and construction and agriculture.

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Table 3.10 Portable skills Targets

2019 2020 2021 2022 2023 Total Discipline

Basic Agricultural Skills 0 0 0 0 0 0

Basic Construction Skills 23 27 24 36 42 152

Basic Engineering Skills 20 27 24 36 41 148

Total 43 54 48 72 83 300

Even though the mine has identified some portable skills that can be offered to both Modikwa employees and members of the mine community for 2019 – 2023, the mine still believes that the programme can be improved by adopting the following approach: - 1. Develop matrix that differentiate between the jobs that can be classified as portable i.e. electrician, handyman etc. and those that are specialized such as specific operators. 2. Differentiate between those employees that are vulnerable in relation to downscaling and retrenchments in terms of qualifications i.e. those below Grade 12 will be classified as more vulnerable as they may find it difficult to find a job with no Matric. 3. Once employees have been identified that will require portable skills training, refer to demographics of labour to determine their area of residence – area that they would go back to if retrenched or upon mine closure. 4. Compile a short list of common skills shortages or skills that can be useful for employees to find any kind of employment after retrenchment or mine closure. The following action steps will be implemented to enable the Mine to achieve the targets set: -

1. Consult with employees on this matter by informing them about the possibility to learn portable skill(s) during ex leave induction programmes. 2. Determine their specific needs from their perspectives. 3. Determine their willingness to participate, which will be during own time after hours and 4. Keep records of consultations. The mine will then gather the needs identified by the employees and the community people with the needs identified by the mine via LED projects. A list will be compiled of people who want to access training and liaise with accredited service providers to conduct such training.

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3.6.2 Training facilities

Most of Modikwa’s core training requirements will be undertaken on-site. People-development interventions aimed at attracting and retaining staff with the required competencies will be a key focus area. Modikwa is also making plans to form strategic partnerships with TVET colleges.

VACANCIES (Regulation (46 (b) (i) (aa)

3.7 VACANCIES (Regulation 46 (b) (i) (aa)

Modikwa analyses the human resource requirements per discipline annually to determine scarce skills in order to implement relevant action plans such as learnership programs and bursaries. References to specific programmes are provided below to address scarce skills shortages.

Table 3.11 Numbers of Vacancies that Modikwa has been unable to fill, as per Form R in Annexure II of the MPRDA Regulations

Occupational levels Job title of vacancy Main reason for being unable Action plans to fill the vacancy

Senior Management Engineers w ith Mining Shortage of skills in the market Employ young Engineering GCC- HDSA graduates, put then on structured development program w ith mentors and monitor their progress.

Professionally Instrument Technicians Shortage of skills in the market Started apprenticeship program to qualified and prepare internal employees w ho meet experienced Instrument Mechanicians Shortage of skills in the market the requirements, offer practical specialist and mid exposure under the guidance of a management mentor.

Skilled tec hnic al and Surveyors HDSA Shortage of skills in the market Created development positions to academically qualified & remoteness of location of the groom employees w ith potential to w orkers, ERM Planner mine acquire required qualifications w hile junior getting practical experience on the management, Engineering Supervisors Shortage of skills in the market job. supervisors, and Artisans Shortage of skills in the market foreman Semi-skilled and LHD Operator Shortage of skills in the market Create talent pools for all TM3 discretionary decision operator positions making Drill Rig Operator

Dump Truck Operator

Unskilled and defined None n/a

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decision making

Note: The Bursary Plan, Learnership Plan and Annual Training Plan in this document aim to address the skills shortages as indicated above. The Company will provide a variety of training opportunities as described in this Social and Labour Plan to ensure that those that received training are absorbed in the workforce.

CAREER PROGRESSION AND ITS IMPLEMENTATION IN LINE WITH THE SKILLS DEVELOPMENT PLAN (Regulation 46 (b) (ii)

3.8 CAREER PROGRESSION AND ITS IMPLEMENTATION IN LINE WITH THE SKILLS DEVELOPMENT PLAN (Regulation 46 (b) (ii)

This section describes the intended throughput and upward career mobility of talent pool employees through the various job levels with the aim to staff the Business Plan requirement and reach Employment Equity targets.

Modikwa Platinum Mine has developed generic competency matrices per job and career path matrices for every discipline within its operations. The flow charts for each occupation will guide the mine and its employees on a desirable path for career progression. Role descriptions will be outlined with respect to minimum job entry requirements, desirable qualifications, and relevant courses for each position. Consideration will be given to the complexity, qualifications, previous experience and competence. The career development path process will be in line with the skills development program. Role descriptions will be outlined with respect to minimum job-entry requirements, desirable qualifications, relevant courses and the required duration for completing each step in the recommended career path for each position. Consideration will be given to complexity, qualifications, experience and competence.

Modikwa introduced a process where each role within a discipline serves as a base for detailed information on the following processes:

a) Identify shortcomings within training courses, continuously reviewing the training manuals and procedures; b) Identifying the need for influencing the development of national unit standards; c) Provide information to develop individual career paths; and d) Provide information for recruitment, selection and grading processes.

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3.8.1 INDIVIDUAL PERFORMANCE AGREEMENTS Decisions on individual career paths are made in consultation with the employee’s supervisor. These decisions are based on individual performance agreements, which is in place for level D2 and above, which highlight development gaps that have been agreed to, by the manager/supervisor and the employee, which covers:

1. Roles and competencies 2. Barriers to performance 3. Follow up of review cycle

With regard to future HDSA career path, Modikwa Platinum Mine does and will continue to:

1. Identify critical positions and scarce skills; 2. Implement training for HDSA employees; 3. Formulate career paths and establish talent pools for critical skills where shortages are anticipated; 4. Implement formal career planning for candidates with potential.

The following development programmes have been put in place:

1. Career paths and IDPs for employees with potential that is consistent with generic career path matrices for each discipline. This approach is supported by accelerated career paths for those HDSA candidates selected into talent pools.

Generic matrices have been developed for all core mining and service departments. In line with DMR requirements, the matrices will show the education, skills and experience requirements to progress from one level to the next.

3.8.2 CAREER PATH PROCESSES

Career path at Modikwa indicates possible routes to move or change from one role or position to another within a specific discipline. The movement could be either to a position on the same level or a position on a higher level. The career path will identify opportunities for people to excel and outline what is required to move forward in the company, based on company requirement. Career paths are used to create short term and long-term career plans for individuals, or to prepare for transitional changes or career changes that might occur in the future. The paths will also be used during selection for training and development, and talent management. The process will involve determining both the role potential and capacity requirements to enable delivery against key performance areas.

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3.8.3 FAST TRACKING AND CAREER MANAGEMENT Modikwa Platinum embarked on a process of establishing the principles and philosophy of talent management supported by a coaching and mentorship program within the business as part of the development of its human resources. Experienced and competent mentors aimed the above process at providing support and guidance in the process of transferring knowledge and life experiences.

Modikwa Platinum’s talent management strategy is directed towards: 1. Creating a talent pool to optimize the capacity of people who are identified as having potential to grow beyond current level. 2. Providing continuous training and development opportunities for individuals within the talent pool.

The affirmative action measures implemented are aimed at addressing the imbalances of the past by identifying and eliminating employment barriers for designated groups. These measures will be aimed at attracting designated group talent, to develop and retain them.

The following fast-tracking programmes are in place:

1. Leadership Development course 2. Supervisory Scheme course 3. Mining fast tracking program 4. Apprenticeship for Engineering 5. National Certificates in Mining Operations

The talent management strategy put in place is directed towards creating talent pools to optimize the capacity of people who are identified as having leadership potential, to ensure succession plans exist for all disciplines.

3.8.4 TRAINING AND DEVELOPMENT FOR LOWER LEVEL EMPLOYEES

The focus of Modikwa Platinum Mine’s skills development initiatives is to build human capital, ensure the transferability of skills and contribute to the Company’s performance and results. As such, Modikwa Platinum understands the importance of investing in its employees and working with them to develop career paths that enable them to maximize their contribution to the company, achieve job satisfaction, develop their marketability and reach their full potential. To maintain a strong complement of well-trained and motivated people, the Company concentrates on developing a culture of lifelong learning and encourage employees to maintain a personal career development plan based on continuous learning and development.

Modikwa Platinum Mine has therefore also set up discipline-specific HDSA training and development programs for all employees at a lower level such as A and B band employees to assist them and guide them towards career development and discovering hidden potential.

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Career path and the development of lower level employees in the Mining and Engineering disciplines through Level 1 and 2 programs as well as in the Services Departments will be discussed in this section.

3.8.5 FAST TRACKING: MINING AND ENGINEERING

Modikwa Platinum Mine has set up discipline-specific HDSA training and development programs for HDSA talent pool employees to fast track them in line with career paths. Tables 3.12 below shows Modikwa Platinum Mine’s career progression plan for the talent pool employees specifically to the core mining and engineering disciplines as it comprises more than 80% of the workforce. Similar career progression plans for the other disciplines have been introduced in accordance with the career paths.

Table 3.12 Career Progression Plan - Mining

The first level of supervision in the mining career path is that of a Blasting Assistant then a team leader. The team leader programme aims to develop all the required knowledge and skills as per the daily mining cycle.

Number of HDSAs w ith Potential (Talent Pool ) Team Leader

Team 2019 2020 2021 2022 2023 Leader Program Forecast

A - Band 10 10 10 10 10

The next requirement to be promoted to the next level as a crew captain (miner) is a blasting certificate. These candidates need to follow the DMR guidelines to obtain their blasting certificates. A log book is being provided to populate with the required shifts and then signed off by a supervisor as proof that the candidates have acquired the necessary practical exposure (see below).

Number of HDSAs w ith Potential (Talent Pool)

Crew Captain Learner 2019 2020 2021 2022 2023 (Miner) Miner Forecast

B - Band 0 0 0 0 0

The next step for a miner is to be appointed as a shift supervisor. A supervisory development program is presented on the mine ensuring that the incumbents are equipped with the necessary skills as a supervisor to manage an allocated section in the form of materials and people through proper planning and control skills. (See below).

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Supervisor Number of HDSAs w ith Potential (Talent Pool) Development Forecast Programme

2019 2020 2021 2022 2023

C - Band 20 20 20 20 20

MENTORSHIP (Regulation (b) (iii)

3.9 MENTORSHIP (REGULATION 46 (b) (iii)

Mentorship is a key process and tool in support of people development, Employment Equity, HR planning and performance management at Modikwa Platinum. In addition, mentorship and coaching support Modikwa Platinum’s career and succession management system, providing for a transfer of knowledge, work and life experiences under the formal or informal guidance of selected suitable individuals and competent role models who act as mentors.

Table 5.1 Mentorship Plan with Timeframes

Gender Year Mentoring Career Deliverables Target HDSA Non - Programmed Duration HDSA Male Female

Append as 2019-2023 Learnerships 3 years 2 0 1 1 attachment Append as 2019-2023 Bursars 3 years 2 0 1 1 attachment Append as 2019-2023 Graduates 3 years 2 0 1 1 attachment

Append as 2019-2023 Fast-tracking 2 years 2 0 1 1 attachment Append as Capacity Pool (D1 & 2019-2023 1 0 0 1 attachment below )

Append as Talent Pool (Band 6 & 2019-2023 1 0 0 1 attachment above)

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Table 5.2 Mentorship Targets

Targets and Timelines Field/Area of Training Note: Below , in year 1, 2, 3, 4, 5 put the actual calendar timelines 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 5-year target

Learnerships 2 2 2 2 2 10

Bursaries 2 2 2 2 2 10 Graduates 2 2 2 2 2 10 Fast-tracking 2 2 2 2 2 10 Capacity Pool (D1 and 1 1 1 1 1 5 below )

Talent Pool (Band 6 1 1 1 1 1 5 and above) Total Number 10 10 10 10 10 50

The table above provides the current and future targets for establishing mentorship relationships for all employees in the various training and development programmes, i.e. learnerships, bursars, graduates, fast- tracking and capacity talent pool candidates that is aimed at reaching the Employment Equity targets as well as meeting the staffing requirements for the future. The candidates that are in development programmes will be in mentorship programmes.

The following action steps will enable the achievement of the above targets: a) Mentors will be selected carefully and developed to ensure effective continuation of mentorship relations; b) Employees that are not participating in the mentorship programmes will be developed via standard development mechanisms, including relevant coaching by supervisors and Company coaching; c) Registered mentees and mentors participating in the mentorship programme will be given mentorship training; d) Needs identified as a consequence of the mentorship relationship will be reported to the direct supervisor via the mentee and included in the IDC; e) An agreement will be entered into for formal mentorship and will specify the Company or party’s expectations and commitments; and f) The mentorship systems will be reviewed regularly to ensure the effectiveness and efficiency.

Internal and External Monitoring:

The Human Resources Manager has been assigned as Senior Manager responsible for overall monitoring and implementation of the Mentorship programme.

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STUDY ASSISTANCE (Regulation 46 (b) (iv)

3.10. STUDY ASSISTANCE (Regulation 46 (b) (iv)

In order to support the successful implementation of the talent pool, employees are offered study assistance and bursaries (which are extended to Mine Communities) to further, their studies within their field of work and internships are offered to external students who require practical exposure to complete their qualifications. Modikwa Platinum Mine has extended bursaries to Mine Communities to further their studies in mining and geology related qualifications that the mine considers as critical and scarce.

Modikwa Platinum Mine also implemented a novice training program that equips Mine Communities with skills to be absorbed in positions should vacancies arise.

Tables 6.1, 6.2 and 6.3 below illustrate the study assistance, internships and bursaries offered to beneficiaries.

Table 6.1 Study Assistance for Employees – 2019 to 2023

Study Assistance Information

Discipline 2019 2020 2021 2022 2023

Total Total Total Total Total

Study Mining Engineering 5 5 5 5 5 assistance for Metallurgy 0 0 0 0 0 ow n Geology 0 0 0 0 0 employees Surveying 2 2 2 2 2 Mechanical Engineering 0 0 0 0 0 Electrical Engineering 5 5 5 5 5 Human Resources 0 0 0 0 0 Accounting /Finance 1 1 1 1 1 Security Management 0 0 0 0 0 Safety Management 0 0 0 0 0 10 10 10 10 10 Totals

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Table 6.2 Internship for External Students

Internship for external students

Discipline 20 19 20 20 20 21 20 22 20 23

Internship Mining Engineering 2 0 0 0 0 Metallurgy 2 2 2 2 2 Geology 4 4 4 4 4 Survey 2 2 2 2 2 Mechanical Engineering 0 1 1 1 1 Electrical Engineering 0 2 2 2 Finance 1 1 1 1 1 Human Resources 1 1 1 1 1 Safety 2 2 2 2 2

Totals 14 15 15 15 15

Table 6.3 Bursaries for Mine Communities and Novice Training Program (Cadetship)

Bursaries

Discipline 2019 2020 2021 2022 2023

Bursaries Mining Engineering 2 2 2 2 2 Geology 1 1 1 1 1 Metallurgy 1 1 1 1 1 Accounting / Finance 1 1 1 1 1 Mechanical Engineering 0 0 0 0 0 Electrical Engineering 0 0 0 0 0 Environmental Sciences 0 0 0 0 0 Business Management 0 0 0 0 0 Information Technology 0 0 0 0 0 Total 5 5 5 5 5

Note: Refer to Section 2.4 (Form R) for hard to fill vacancies specifically for engineers, geologists and accountants. The targets above intend not only to provide a steady pipeline supply of skills but also to address hard to fill vacancies.

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EMPLOYMENT EQUITY (REGULATION 46 (b) (v)

3.11 EMPLOYMENT EQUITY (Regulation 46 (b) (v)

3.11.1 EMPLOYMENT EQUITY

Modikwa Platinum Mine has developed a demographically representative talent pool, ensuring effective career planning to retain talent, develop and implement a sound mentorship programme that will support attainment of the Employment Equity targets. In addition, Modikwa has created development positions, which are directed at HDSA candidates to provide accelerated training and development opportunities to assist in their progression. Modikwa will ensure that the target of 12% participation of women in mining by 2023 is met.

Table 7.1 HDSA Participation at Modikwa

Male Female Foreign Total Nationals Occupational Levels A C I W A C I W Male Female

Top management 0 0 0 0 0 0 0 0 0 0 0

Senior management 7 1 0 2 0 0 0 0 0 0 10

Professionally qualified and experienced specialists and mid management 22 0 1 23 6 0 0 0 1 0 53

Skilled technical and academically qualified w orkers, junior 351 1 0 92 70 1 0 5 18 0 542 management, supervisors, foremen, and superintendents

Semi-skilled and 2424 1 0 4 217 0 0 0 122 0 2768 discretionary decision making

Unskilled and defined 252 0 0 0 122 0 0 0 3 0 377 decision making

TOTAL PERMANENT 3056 7 1 121 415 1 0 5 144 0 3750

Temporary Employees 1 0 0 0 1 0 0 0 0 0 2

Grand Total 3057 7 1 121 416 1 0 5 144 0 3752

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3.11.2 TARGETS FOR HDSA PARTICIPATION IN MANAGEMENT

Modikwa will ensure that a minimum of 40% in each level of management is composed of HDSAs during the employment process in 2019-2023.

This mechanism will result in “true” empowerment of individuals and contribute more to transformation of the mining industry. Modikwa hopes that by following this approach, the mine will be able to make a sustainable contribution to the affected communities.

3.11.2.1 Strategy and objectives of Modikwa EE plan

Modikwa’s strategy regarding employment equity is to ensure that by the end of 2023, Modikwa should have at least 58% of available management positions filled by HDSA employees and 12% by women. Modikwa

Platinum Mine has developed three main strategies to ensure that its Employment Equity targets are realistic and achievable:

1. Developing existing employees with potential; 2. Fast-tracking high flyers; and 3. Recruiting externally for qualified staff, trainees and bursars.

Table 7.2 Strategies to ensure that Modikwa’s Employment Equity targets are achieved

Strategy Time Frames Responsibility Start End (Designation) Top Management Not Applicable Not Applicable Not Applicable

Senior Management

Indian males and all w omen are underrepresented at 01/04/2019 30/03/2023 General Manager senior Management (E Band) level

There are tw o vacancies at this level and the plan is to fill these w ith one African Male and one African Female.

Professionally Qualified

African, Coloured and Indian Males and all w omen are 01/04/2019 30/03/2023 General Manager under-represented at Professionally Qualified (D Band) level

There are seven vacancies at this level and the plan is to fill these w ith 5 African Males, 1 White Male and one African Female. Staff turnover w ill create opportunities to employ at least one additional African Male and African Female per year of the plan.

Skilled Technical

Indian Males and African w omen are under-represented at 01/04/2019 30/03/2023 Heads of Skilled Technical (C Band) level. Departments

There are 42 vacancies at this level and the plan is to fill

these w ith 33 African Males,2 White Males, 4 African Females,1 Coloured Female and 1 Indian Female. Staff turnover w ill be used to increase African males by 13, Indian Males by 1, African Females by 16 and Indian Females by 1 over the next five years

Semi-Skilled

Coloured and Indian Males and all w omen are under- 01/04/2019 30/03/2023 Heads of represented at Semi Skilled Departments

(B Band) level.

There are 132 vacancies at this level and the plan is to fill these w ith 115 African Males,2Coloured Males,3 Indian Males 5 White Males,10 African Females,1 Coloured Female. Over the next years 201more African Males, 5 White Males, 20 African Females w ill be employed. Staff turnover w ill be utilized to replace Male employees w ith Females w henever possible

Unskilled

Coloured and Indian Males and all w omen are under- 01/04/2019 30/03/2023 Heads of represented at the Unskilled (A Band) level. Departments

The Unskilled level is over complement by 31 employees. Natural attrition and retirements w ill be used to reduce the number of employees to the required human resources budget. Staff turnover w ill be used to increase the representation of w omen over the next five years.

3.11.2.2 Implementation plan for providing training and development for HDSA candidates

The following action plans have been implemented to train and develop HDSA candidates for management positions: a. Consulting with the MQA and training service providers to accelerate and enhance training programs for HDSAs; b. Assessing and identifying high-potential candidates; c. Assessing needs and skills audits d. Providing experiential training through coaching and mentoring; e. Building management capacity through targeted in-house training and development Programmes from executive development through to technical training; f. Giving HDSA employees operational exposure through acting; g. Developing a focused bursary programme; and h. Appointing HDSA, candidates to vacancies on internship basis so that they can gain experience until they or other suitably qualified candidates are competent enough to be permanently appointed to the positions in question. i. Identification of EE barriers j. Benchmarking best practice k. Developing EE measures

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3.11.3 EMPLOYMENT EQUITY: WOMEN IN MINING

Numerical Targets of Women in Mining including people living w ith disabilities

2019 2020 2021 2022 2023

Occupational Levels

A C I W A C I W A C I W A C I W A C I W

Top Management 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Senior Management 1 0 0 0 1 0 0 0 1 0 0 0 1 0 0 0 1 0 0 0

Professionally 8 0 0 0 9 0 0 0 10 0 0 0 11 0 0 0 12 0 0 0 Qualified

Skilled Technical and academically qualified w orkers, junior management, 77 2 1 6 81 2 1 6 85 3 1 6 89 3 1 6 93 3 1 6 supervisors, foremen, and superintendents

Semi-skilled and 245 1 0 0 255 1 0 0 255 1 0 0 256 1 0 0 257 1 0 0 discretionary decision making Unskilled and defined 111 0 0 0 111 0 0 0 111 0 0 0 111 0 0 0 111 0 0 6 decision making

Total Permanent 442 3 1 6 457 3 1 6 462 4 1 6 468 4 1 6 474 4 1 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Temporary Employees

GRAND TOTAL 442 3 1 6 457 3 1 6 462 4 1 6 468 4 1 6 474 4 1 6

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SECTION 4

MINE COMMUNITY ECONOMIC DEVELOPMENT

4. SOCIAL AND ECONOMIC BACKGROUND (Regulation (C) (i)

4.1 SOCIAL AND ECONOMIC BACKGROUND OF THE FETAKGOMO TUBATSE LOCAL MUNICIPALITY (FTLM)

The Limpopo Development Plan (LDP 2015/2019) identified Fetakgomo Tubatse Local Municipality under the platinum cluster due to its competitive advantage and considerable potential for economic cluster development. The municipality is also identified as a provincial growth point and a Special Economic Zone.

According to the IDP, FTLM will be focusing on the following strategic programs amongst others for next five financial years:

- Eradication of poverty within the municipal area by creating jobs - Maintenance of the existing infrastructure to ensure effectiveness and efficiency of the municipal infrastructure - Implementation of the waste PPP program - Infrastructure development

Table 8.1 Overview of the Economic Background of the Fetakgomo Tubatse Local Municipality

2016 2011 Population 489 902 428 948 Age Sructure Population under 15 30.1% 34.7% Population 15 to 64 65.6% 59.5% Population over 65 4.3% 5.7% Dependency Ratio Per 100 (15-64) 52.4 67.9 Gender Ratio Males per 100 females 94.6 89.3 Population Grow th Per annum 3.02% n/a Labour Market Unemployment rate (official) n/a n/a Youth unemployment rate (official) 15-34 n/a n/a Education (aged 20 +) No schooling 16.2% 16.9% Matric 24.4% 22.6% Higher education 6.2% 6.2% Household Dynamics Households 125 361 105 948 Average household size 3.9 3.9 Female headed households 44.9% 48.8% Formal dw ellings 85.7% 85.6% Housing ow ned 82.4% 54.6% Household Services Flush toilet connected to sew erage 4.7% 5.4% Weekly refuse removal 9.6% 10.1% Piped w ater inside dw elling 3.8% 8.7% Electricity for lighting 84.2% 79.2%

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4.1.1 Municipal Demographics

The figure above illustrates the percentage distribution betw een females and males in FTLM. The figure demonstrates that there are less males in comparison to females (94.6 to 100 females).

4.2 REGULATION 46 (c) (ii): KEY ECONOMIC ACTIVITIES

According to Modikw a’s Socio Economic Report 2016/2017 over 50% of the people in the host, communities are unemployed, w hile over 80% of the residents reported to being unemployed and unable to support themselves. The report mentions that each household had an average of a single adult to none in w ork, those recorded as employed in either government sector or the mining sector as contractors for one or other basic skill job. Other types of w ork recorded included retail w ho w ere at least at 3% and security guards responsible for a similar percentage. Factors perpetuating the high unemployment rate w ere a by-product of the country’s current economic landscape that lacks grow th, affecting job creation. Those w ho are still actively looking for employment had an average of 8 years on the job market.

4.2.1 Infrastructure

A) Transport and Roads

The lack of adequate roads in the hosting communities is a great barrier. The roads, w hich had been tarred in the past, w ere neglected and had w orsened in state throughout the years and access to roads from one village to another is a challenge.

4.2.2 Education

The Fetakgomo Tubatse Municipality has an adult literacy rate of 26.5%. 247 schools (primary and secondary) are generally in good condition, although those in rural areas lack many facilities. Education is one of the key contributors to economic grow th and development. Literacy levels have improved in Limpopo during the period 2011-2016. This is observed by the decline in the number of people w ho did not have any schooling from 16.9 percent in 2011, to 16.2 percent in 2016. The decline is observed in all the districts in Sekhukhune District Municipality. Access to higher education, that includes Further Education and Training Institutions, has also improved in the district.

4.3 THE SOCIO-ECONOMIC IMPACT OF MODIKWA ON MINE AND RURAL LABOUR SENDING AREAS (Regulation 46 (c) ii)

Seven Mine Communities comprising some 80 000 residents in the Fetakgomo Tubatse Local Municipality hold 8.5% participation in the JV that ow ns Modikw a Platinum Mine. The Mine Communities are Diphale, Mamphahlane, Maroga, Sehlaku, Seuw e, Mpuru and Matimatjatji. The area that the traditional leaders of the Mine Communities preside over extends over Wards 2, 7, 8, 11, 12, and 17 of the Fetakgomo Tubatse Local Municipality.

The Hw ashi-Difagate Community is recognized as the eighth Mine Community affected by the mine in the area. This community ow ns the land on w hich most of Modikw a Platinum Mine’s infrastructure has been constructed. The land is leased to Modikw a Platinum Mine in return for w hich the community receives an annual rental income. The eight Mine Communities depend on the mine’s operations for employment and business opportunities. Labour sending communities also benefit from employment opportunities at the mine.

Modikw a Platinum Mine’s w ork force compliment totals 3752 employees. The mine employs 1380 permanent employees from the eight Mine Communities, 57% of the Mine’s w orkforce is from the Sekhukhune District Municipality and 64% is from the Limpopo Province. The SED Department discusses all proposed development projects w ith the Mine Communities and the LED Department at the municipality. Once consensus has been reached, the project plan is compiled, and implementation commences.

46

INFRASTRUCTURE AND POVERTY ERADICATION PROJECTS

REGULATION 46(c)(iii)

4.4 REGULATION 46(c)(iii): INFRASTRUCTURE AND POVERTY ERADICATION PROJECTS

4.4.1 Infrastructure and poverty eradication

Modikwa Platinum Mine participates in the Mining Forum of the Fetakgomo Tubatse Municipality, the Fetakgomo Tubatse Development Forum, the initiative of the Premier’s Office, and the newly established Sekhukhune District Integrated Development Forum championed by Limpopo Department of Economic Development, Environment and Tourism. These engagements are aimed at infrastructure and poverty eradication projects.

Modikwa Platinum Mine has initiated a number of poverty eradication projects that are aligned with the IDP priorities, and, importantly, aligned with the needs of the Mine Communities. Developing and assisting in the provision of quality education and skills development should assist in addressing poverty eradication in Mine Communities.

Modikwa Platinum Mine’s plan for LED is to pursue an integrated approach in line with the relevant Municipal IDP, Provincial and National Spatial Development Plan, and other legislative and policy imperatives. The projects identified and supported by Modikwa Platinum Mine because of these interactions endeavour to be sustainable and viable and attempt to promote maximum development and social impact in their area of operation.

4.4.2 Alignment with Municipal IDP Programmes

Modikwa Platinum Mine participates in the local IDP process at various levels of Government to ensure that the mine’s selection and sponsorship of SED initiatives is linked to the Government’s development priorities. Prior to implementation, all projects are discussed with the relevant municipal or district authorities responsible for the implementation of the IDPs, as well as with all other affected stakeholders.

SED program incorporates an established approach of developing relationships and partnerships with stakeholders in close proximity to the mine’s operations. Modikwa Platinum Mine established a forum where elected representatives from the Mine Communities and local government structures regularly get together to identify and align the community priorities with the Municipal IDP. The mine shall focus in the following categories as discussed with the recognized community structures and the Fetakgomo Tubatse Municipality.

Table 9.1 below and the subsequent project sheets show details of LED initiatives that Modikwa Platinum Mine will be supporting between 2019 - 2023.

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4.5 COMMUNITY DEVELOPMENT PROJECTS

Background and Context

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 in South Africa highlights the need for sustainable community development as both a commercial and a social imperative. Modikwa Platinum remains committed to the transformation and economic empowerment of the host communities of its operations. The empowerment is executed in partnership with the relevant stakeholders, particularly the members of the host communities. A broad stakeholder consultation and engagement was done as part of the development of this Social and Labour plan.

4.6 STRATEGIC APPROACH TO COMMUNITY DEVELOPMENT

Inclusive stakeholder engagement underpins our approach to ensuring that we are respectful of human rights, and responsive to stakeholder aspirations and concerns in the communities in which we operate and from where we source the labour. We are building durable relationships with these communities and delivering developmental benefits and opportunities aimed at increasing their capacity now and in the future. Our strategic intent is: • To create and deliver sustainable value to our stakeholders • To improve relations with stakeholders and the Company’s reputation • To create a sustainable business, communities and environments around our operations for the benefit of all stakeholders.

Most of our operations are located in rural areas characterized by low levels of formal economic activity, the inadequate infrastructure provision of infrastructure and poor levels of service delivery. Our mine represents a center of socio-economic activity and an important source of welfare. Our approach to community development is based on understanding local contexts and using our core business to promote development.

These activities typically involve: • developing local procurement and local suppliers; development; • building local capacity; • providing access to infrastructure, education and health facilities; and • Investing in enterprise and skills development.

Many of these programmes will be undertaken in partnership with Enterprise Development organizations, communities and local governments.

Our Social Economic Development department works closely with our sustainability, supply chain and local procurement departments to promote socio-economic upliftment in communities close to our operations and in the areas from which we draw our labour. We seek to align our social and infrastructure investment projects with the Municipal Industrial Development Plan and South Africa’s National Development Plan (NDP). All our operations have functioning community-engagement forums that meet at least quarterly. We continuously monitor the quality of our engagement and the structures and communication channels in place, especially at community level, to ensure that these are effective.

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4.7 STAKEHOLDER ENGAGEMENT

Our approach to engaging stakeholders is based on: • Understanding and being responsive to the interests and concerns of our stakeholders is one of our principal priorities and challenges. • Maintaining effective stakeholder relations. Our ability to create a sustainable business is inextricably linked to our stakeholders; most directly with our employees and the communities around our operations, but equally with the stakeholders who indirectly affect, or are affected by, what we do, including governments, shareholders, partners and suppliers. We are committed to working with our stakeholders in government, business and civil society to promote good governance and the responsible use of mineral wealth, and to prevent corruption. We believe that establishing relationships built on trust and respect is fundamental to our ability to create value. The need to invest in building mutually beneficial relationships is of increasing importance given the fact that many stakeholders currently have low levels of trust in business generally.

Our stakeholder engagement processes are underpinned by the following strategic intents: • to become a partner of choice in promoting integrated, sustainable local economic development in the municipality where we operate • to build a reputation for consistent and reliable delivery, whether on production or on social or environmental commitments made to stakeholders • To effectively engage stakeholders in obtaining the right to, and support for, safe and profitable mining.

49

Table 9.1 below and the subsequent project sheets show details of LED initiatives that Modikw a Platinum Mine w ill be supporting betw een 2019 - 2023.

Table 9.1 Community Development Projects

PROJECT NAME HOST COMMUNITY / BENEFICIARY 2019 2020 2021 2022 2023

A. Educational projects 1. Teacher and Learner development supportHigh schools (8 villages) R - R 500,000 R - R 500,000 R 500,000 2. Bursaries High schools (8 villages) R 1,500,000 R 1,600,000 R 1,700,000 R 1,800,000 R 1,900,000 C. Community Infrastructure 1. Tar road Upgrade on Mamphahlane R 8,000,000 R - R - R - R - Masojane Hill to Mpitikwane R - R 10,000,000 R - R - R - Upgrade on Maandagshoek road (D4167/4170) R - R 5,000,000 R - R - R -

2. Access roads 7 villages R - R - R - R 4,000,000 R -

3. Paving Moruladilepe Primary R - R 1,000,000 R - R - R - Molongwane R - R - R - R 5,000,000 R - Swale - Phase 2 R - R - R 2,000,000 R - R -

4. Admin block Marole High School R - R - R - R - R 3,000,000

5. Water supply Mpuru (1x borehole) R 500,000 R - R - R - R - Digabane (1x borehole) R - R 500,000 R - R - R - Matimatjatji/Hwashi (Extension of water pipes & reservoir) R 1,000,000 R - R 4,000,000 R - R - Sekiti R - R - R 1,000,000 R - R - Mahubane R - R - R 1,000,000 R - R - Balotjaneng R 1,500,000 R - R - R 1,000,000 R -

D. Enterprise Development 1. SMME Support & Mentorship Programme Female & Youth SMME's (8 villages) R 1,000,000 R 1,000,000 R 1,000,000 R 1,000,000 R 1,000,000 2. Business incubation Targeted SMME's (8 villages) R - R - R - R - R 5,000,000 3. Contractor development programme Host community ontractors R - R 1,000,000 R 1,000,000 R 1,000,000 R 4,000,000 E. Community Health & Wellness ANNUAL TOTALS R 13,500,000 R 20,600,000 R 11,700,000 R 14,300,000 R 15,400,000 CUMULATIVE FIGURES YR/YR R 34,100,000 R 45,800,000 R 60,100,000 R 75,500,000

MINE EDUCATION SUPPORT PROGRAMMES

Modikwa Platinum Mine Education Support Programme: Project Sheet 1 January 2019 to 31 December 2019 The Mampudima & Matimatjatji communities have 8 high schools and 14 primary schools in Project their midst, the schools are characterised by poor learning support infrastructure w hich affects Background the quality of education. Project The Program aims to contribute tow ards skills development of the area through support to Objectives learners to assist the learners to further their education.

High schools & Primary schools (8 Geographical Location of Beneficiaries villages) Project

Short-Term Employment Male Female Youth Disabled Opportunities Fetakgomo Tubatse Local 6 1 Municipality

Activity Timeframe FY 1 Responsible Output Budget Entity KPI (Key Performance Q 1 Q 2 Q 3 Q 4 Allocation Indicator) Modikw a Number of graduates in host Bursaries Platinum X X X X R1,500,000 communities. Mine Total: R 1 500 000 1 January 2020 to 31 December 2020

The Mampudima & Matimatjatji communities have 8 high schools and 14 primary schools in Project their midst, the schools are characterized by poor learning support infrastructure w hich affects Background the quality of education. Project The Programme aims to contribute tow ards skills development of the area through support to Objectives learners and teachers. As w ell as to give an opportunity to the youth to further their education.

High schools & Primary schools (8 Geographical Location of Beneficiaries villages) Project

Short-Term Employment Male Female Youth Disabled Opportunities Fetakgomo Tubatse Local 15 22 7 0 Municipality

Activity Timeframe FY 1 Responsible Output Budget Entity KPI (Key Performance Q 1 Q 2 Q 3 Q 4 Allocation Indicator) Support to Improvement of the pass rate Learner Modikw a X X X X R5,000,000 in schools. Development Number of graduates in host Bursaries Modikw a X X X X R1,600,000 communities. Total R6,600,000

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Modikwa Platinum Mine Education Support Programme: Project Sheet 1 January 2021 to 31 December 2021

The Mampudima & Matimatjatji communities have 8 high schools and 14 primary schools in Project their midst, the schools are characterized by poor learning support infrastructure w hich affects Background the quality of education.

Project The Programme aims to contribute tow ards skills development of the area through support to Objectives learners to assist the learners to further their education.

High schools & Primary schools (8 Geographical Location of Beneficiaries villages) Project

Short-Term Employment Male Female Youth Disabled Opportunities Fetakgomo Tubatse Local 6 12 3 1 Municipality

Activity Timeframe FY 1 Responsible Output Budget Entity KPI (Key Performance Q 1 Q 2 Q 3 Q 4 Allocation Indicator)

Modikw a Number of graduates in host Bursaries X X X X R1,700,000 Platinum Mine communities.

Total R1,700,000

Modikw a Platinum Mine Education Support Programme: Project Sheet

1 January 2022 to 31 December 2022

The Mampudima & Matimatjatji communities have 8 high schools and 14 primary schools in Project their midst, the schools are characterized by poor learning support infrastructure w hich affects Background the quality of education. Project The Programme aims to contribute tow ards skills development of the area through support to Objectives learners and teachers. As w ell as to give an opportunity to the youth to further their education.

High schools & Primary schools (8 Geographical Location of Beneficiaries villages) Project

Short-Term Employment Male Female Youth Disabled Opportunities Fetakgomo Tubatse Local 15 22 7 0 Municipality

Activity Timeframe FY 1 Responsible Output KPI (Key Performance Budget Entity Q 1 Q 2 Q 3 Q 4 Indicator) Allocation Support to Modikw a Improvement of the pass rate Learner X X X X R5,000,000 Platinum Mine in schools. Development Modikw a Number of graduates in host Bursaries X X X X R1,800,000 Platinum Mine communities. Total R6,800,000

52 Page | 53

Modikw a Platinum Mine Education Support Programme: Project Sheet

1 January 2023 to 31 December 2023

The Mampudima & Matimatjatji communities have 8 high schools and 14 primary schools in their Project midst, the schools are characterized by poor learning support infrastructure w hich affects the Background quality of education.

Project The Programme aims to contribute tow ards skills development of the area through support to Objectives learners and teachers. As w ell as to give an opportunity to the youth to further their education.

High schools & Primary schools (8 Geographical Location of Beneficiaries villages) Project

Short-Term Employment Male Female Youth Disabled Opportunities Fetakgomo Tubatse Local 6 12 3 1 Municipality

Activity Timeframe FY 1 Responsible Output Budget Entity KPI (Key Performance Q 1 Q 2 Q 3 Q 4 Allocation Indicator)

Support to Modikw a Improvement of teaching Teacher X X X X R 500,000 Platinum Mine methods for better learning. Development

Modikw a Number of graduates in host Bursaries X X X X R1,900,000 Platinum Mine communities.

Total R2,400,000

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INFRASTRUCTURE DEVELOPM ENT PROGRAMMES Modikw a Platinum Mine Basic Infrastructure Development Programme: Project Sheet

1 January 2019 to 31 December 2019

The Mampudima & Matimatjatji communities are situated in rural areas, characterized by lack of Project Background basic infrastructure such as Water Reticulation systems, Electricity and Road Infrastructure

The Programme aims to contribute tow ards improvement of the quality of life of the host Project Objectives communities through improved basic infrastructure

Sehlaku, Seuw e, France, Mpuru, Ga-Maroga, Beneficiaries Hw ashi/Matimatjatji, Maponong & Balotjaneng Geographical Location of Project Communities

Male Female Youth Disabled Greater Tubatse Employment Opportunities 150 120 110 2 Local Municipality Activity Timeframe FY1 Responsi Output KPA (key performance ble Entity area) Q 1 Q 2 Q 3 Q 4 Budget Allocation

TAR ROAD: Upgrade on Modikw a Mamphahlane Platinum Tar road X R8,000,000 Mine WATER SUPPLY: X R 500,000 Mpuru Modikw a Basic w ater supply Platinum Mine WATER SUPPLY: X R1,000,000 Matimatjatji/Hwashi Modikw a Basic w ater supply (Extension of water pipe Platinum lines and borehole) Mine BASIC: WATER X R1,500,000 SUPPLY: Modikw a Basic w ater supply Balotjaneng basic Platinum w ater supply Mine Total: R11,000,000 Page | 55

1 January 2020 to 31 December 2020

The Mampudima & Matimatjatji communities are situated in rural areas, characterized by lack of Project Background basic infrastructure such as Water Reticulation systems, Electricity and Road Infrastructure

The Program aims to contribute tow ards improvement of the quality of life of the host communities Project Objectives through improved basic infrastructure

Sehlaku, Seuw e, France, Mpuru, Ga-Maroga, Geographical Location of Beneficiaries Hw ashi/Matimatjatji, Maponong & Balotjaneng Project Communities

Male Female Youth Disabled Greater Tubatse Local Employment Opportunities 38 18 15 1 Municipality Activity Timeframe FY1 Responsible Output KPA (key performance Entity area) Q 1 Q 2 Q 3 Q 4 Budget Allocation

TAR ROAD: Upgrade Masojane Hill to Modikw a Platinum Tar road X X R10,000,000 Mpitikw ane Mine

PAVING: Upgrade of Modikw a Moruladilepe access Paving X R1,000,000 Platinum X road Mine

TAR ROAD: Upgrade Modikw a of road D4167/D4170 Tar road X X R5,000,000 Platinum Mine

WATER SUPPLY: Digabane Modikw a Platinum Basic w ater supply X X R 500,000 Mine

Total: R16,500,000

Modikw a Platinum Mine Basic Infrastructure Development Programme: Project Sheet

1 January 2021 to 31 December 2021

The Mampudima & Matimatjatji communities are situated in rural areas, characterized by lack of Project Background basic infrastructure such as Water Reticulation systems, Electricity and Road Infrastructure

The Program aims to contribute tow ards improvement of the quality of life of the host communities Project Objectives through improved basic infrastructure

Sehlaku, Seuw e, France, Mpuru, Ga-Maroga, Beneficiaries Hw ashi/Matimatjatji, Maponong & Geographical Location of Project Balotjaneng Communities

Male Female Youth Disabled Greater Tubatse Local Employment Opportunities 40 21 15 1 Municipality Activity Timeframe FY1 Responsible KPA (key performance Output Entity area) Q 1 Q 2 Q 3 Q 4 Budget Allocation

WATER SUPPLY: Modikw a Matimatjatji/Hw ashi Platinum Boreholes X X R4,000,000 (Extension of w ater Mine pipes & reservoir) WATER SUPPLY: Modikw a Mahubane Platinum Basic Water Supply X X R1,000,000 Mine

WATER SUPPLY: Basic w ater supply Modikw a X X R1,000,000 Sekiti Platinum Mine PAVING: Phase 2 of Paving Modikw a 56 Sw ale access road X X R2,000,000 Platinum Mine Total: R8,000,000

1 January 2022 to 31 December 2022

The Mampudima & Matimatjatji communities are situated in rural areas, characterized by lack of Project Background basic infrastructure such as Road Infrastructure

The Programme aims to contribute tow ards improvement of the infrastructure that allow s the host Project Objectives communities to access another community

Sehlaku, Seuw e, France, Mpuru, Ga-Maroga, Geographical Location of Beneficiaries Hw ashi/Matimatjatji, Maponong & Balotjaneng Project Communities

Male Female Youth Disabled Greater Tubatse Local Employment Opportunities 40 21 15 1 Municipality Activity Timeframe FY1 Responsible KPA (key performance Output Entity area) Q 1 Q 2 Q 3 Q 4 Budget Allocation

ACCESS ROAD: Modikw a Access roads X X R4,000,000 Platinum Mine PAVING: Modikw a Paving X X R5,000,000 Molongw ane Platinum Mine

WATER SUPPLY: Modikw a Basic w ater supply Balotjaneng Platinum Mine X R1,000,000

Total: R10,000,000

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57

ENTERPRISE SUPPLIER DEVELOPMENT PROGRAMMES

Modikw a Platinum Mine Enterprise Development Programmes: Project Sheet

1 January 2019 to 31 December 2019 We need to acknow ledge that Modikw a cannot create employment opportunities for every member of the host communities. Therefore, it is necessary to establish an Enterprise Project Development Programmes w here members of the host communities can be developed and Background empow ered. Through the programs the SMEs can also be assisted w ith entrepreneurial opportunities and list of services provided by the mine. Project The programmes aim to improve trust relationship betw een the communities and Modikw a Objectives Platinum Mine through entrepreneurial development. Female & Youth SMMEs (8 villages) Targeted SMMEs (8 villages) Geographical Location of Beneficiaries Host community contractors Project

Short-Term Employment Male Female Youth Disabled Opportunities Fetakgomo Tubatse Local 5 12 5 2 Municipality

Activity Timeframe FY1 Responsible Output Budget Entity KPI (Key Performance Q 1 Q 2 Q 3 Q 4 Allocation Indicator)

SME Support Modikw a Developed and empow ered and Mentoring X X X X R1,000,000 Platinum Mine SMEs. Programmes

Total R1,000,000

Modikw a Platinum Mine Enterprise Development Programmes: Project Sheet 1 January 2020 to 31 December 2020

Project We need to acknow ledge that Modikw a cannot create employment opportunities for every Background member of the host communities. Therefore, it is necessary to establish an Enterprise Development Centre w here members of the host communities can be assisted w ith entrepreneurial opportunities and list of services provided by the mine. Project The programmes aim to improve trust relationship betw een the communities and Modikw a Objectives Platinum Mine through entrepreneurial development. Beneficiaries Female & Youth SMMEs (8 villages) Geographical Location of Targeted SMMEs (8 villages) Project Host community contractors

Short-Term Employment Male Female Youth Disabled Fetakgomo Tubatse Local Opportunities 40 12 15 2 Municipality

Output Responsible Activity Timeframe FY1 Entity Q 1 Q 2 Q 3 Q 4 Budget KPI (Key Performance Allocation Indicator) SME Support and Modikw a Developed and empow ered X X X X R1,000,000 Mentoring Platinum SMEs. Programmes Mine

Contractor Modikw a Quality and credible contractors. X X X X R1,000,000 Development Platinum Program Mine Total R2,000,000

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Modikw a Platinum Mine Enterprise Development Programmes: Project Sheet 1 January 2020 to 31 December 2020

We need to acknow ledge that Modikw a cannot create employment opportunities for every member of the host communities. Therefore, it is necessary to establish an Enterprise Project Development Programmes w here members of the host communities can be developed and Background empow ered. Through the programs the SMEs can also be assisted w ith entrepreneurial opportunities and list of services provided by the mine. Project The programmes aim to improve trust relationship betw een the communities and Modikw a Objectives Platinum Mine through entrepreneurial development.

Female & Youth SMME's (8 villages) Geographical Location of Beneficiaries Targeted SMME's (8 villages) Project Host community contractors

Short-Term Employment Male Female Youth Disabled Opportunities Fetakgomo Tubatse Local 40 12 15 2 Municipality

Activity Timeframe FY1 Responsible Output Budget Entity KPI (Key Performance Q 1 Q 2 Q 3 Q 4 Allocation Indicator)

SME Support Modikw a Developed and empow ered and Mentoring X X X X R1,000,000 Platinum Mine SMEs. Programmes

Contractor Modikw a Development Quality and credible contractors. X X X X R1,000,000 Platinum Mine Programme

Total R2,000,000

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Modikw a Platinum Mine Enterprise Development Programmes: Project Sheet

1 January 2021 to 31 December 2021

We need to acknow ledge that Modikw a cannot create employment opportunities for every member of the host communities. Therefore, it is necessary to establish an Enterprise Project Development Programmes w here members of the host communities can be developed and Background empow ered. Through the programs the SMEs can also be assisted w ith entrepreneurial opportunities and list of services provided by the mine. Project The programmes aim to improve trust relationship betw een the communities and Modikw a Objectives Platinum Mine through entrepreneurial development. Female & Youth SMMEs (8 villages) Targeted SMMEs (8 villages) Geographical Location of Beneficiaries Host community contractors Project

Short-Term Employment Male Female Youth Disabled Opportunities Fetakgomo Tubatse Local 40 12 15 2 Municipality

Activity Timeframe FY1 Responsible Output Budget Entity KPI (Key Performance Q 1 Q 2 Q 3 Q 4 Allocation Indicator)

SME Support and Modikw a Developed and empow ered Mentoring Platinum X X X X R1,000,000 SMEs. Programmes Mine Contractor Modikw a Development Platinum Quality and credible contractors. X X X X R1,000,000 Programme Mine Total R2,000,000

Modikw a Platinum Mine Enterprise Development Programmes: Project Sheet

1 January 2022 to 31 December 2022

We need to acknow ledge that Modikw a cannot create employment opportunities for every member of the host communities. Therefore, it is necessary to establish an Enterprise Project Development Programmes w here members of the host communities can be developed and Background empow ered. Through the programs the SMEs can also be assisted w ith entrepreneurial opportunities and list of services provided by the mine. Project The programmes aim to improve trust relationship betw een the communities and Modikw a Objectives Platinum Mine through entrepreneurial development.

Female & Youth SMMEs (8 villages) Geographical Location of Beneficiaries Targeted SMMEs (8 villages) Project Host community contractors

Short-Term Employment Male Female Youth Disabled Opportunities Fetakgomo Tubatse Local 40 12 15 2 Municipality

Activity Timeframe FY1 Responsible Output Budget Entity KPI (Key Performance Q 1 Q 2 Q 3 Q 4 Allocation Indicator) SME Support and Modikw a Developed and empow ered Mentoring Platinum X X X X R1,000,000 SMEs. Programs Mine Contractor Modikw a Development Platinum Quality and credible contractors. X X X X R1,000,000 Program Mine Total R2,000,000

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Modikw a Platinum Mine Enterprise Development Programs: Project Sheet

1 January 2023 to 31 December 2023

We need to acknow ledge that Modikw a cannot create employment opportunities for every member of the host communities. Therefore, it is necessary to establish an Enterprise Project Development Programmes w here members of the host communities can be developed and Background empow ered. Through the programs the SMEs can also be assisted w ith entrepreneurial opportunities and list of services provided by the mine.

Project The programs aim to improve trust relationship betw een the communities and Modikw a Objectives Platinum Mine through entrepreneurial development.

Female & Youth SMMEs (8 villages) Targeted SMMEs (8 villages) Geographical Location of Beneficiaries Host community contractors Project

Short-Term Employment Male Female Youth Disabled Opportunities Fetakgomo Tubatse Local 40 12 15 2 Municipality

Activity Timeframe FY1 Responsible Output Budget Entity KPI (Key Performance Q 1 Q 2 Q 3 Q 4 Allocation Indicator)

SME Support and Modikw a Developed and empow ered Mentoring Platinum X X X X R1,000,000 SMEs. Programmes Mine

Modikw a Business Developed and Empow ered Platinum X X X X R5,000,000 Incubation SMEs. Mine

Contractor Modikw a Quality and credible Development Platinum X X X X R4,000,000 contractors. Programme Mine

Total R10,000,000

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Table 9.2 Summary of Local Economic Development Projects per Year

PROJECT 2019 2020 2021 2022 2023 TOTAL FOCUS AREA A. Educational projects R 1,500,000 R 2,100,000 R 1,700,000 R 2,300,000 R 2,400,000 R 10,000,000

B. Community R 11,000,000 R 16,500,000 R 8,000,000 R 10,000,000 R 3,000,000 R 48,500,000 Infrastructure D. Enterprise development R 1,000,000 R 2,000,000 R 2,000,000 R 2,000,000 R 10,000,000 R 17,000,000

TOTAL R 13,500,000 R 20,600,000 R 11,700,000 R 14,300,000 R15,400,000 R 75,500,000

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MEASURES TO ADDRESS THE HOUSING AND LIVING CONDITIONS OF THE MINE EMPLOYEES (REGULATION 46 (C) IV)

4.5. MEASURES TO ADDRESS THE HOUSING AND LIVING CONDITIONS OF THE MINE

(Regulation 46 (c) IV)

In the mining industry, it is widely acknowledged that housing and living conditions for the majority of mineworkers have historically been sub-standard. This situation affects mineworkers’ productivity, health, and well-being negatively. Modikwa Platinum Mine has a high number of local employees who are residing in their own houses. The Mine offers a home ownership allowance to employees residing in their own homes within 100 km radius.

Modikwa Platinum Mine will develop a housing strategy, which will address housing and living conditions in the context of both mine community development and employee accommodation.

● Sustainable communities: Modikwa believes that the provision of facilitated housing forms a preventative measure for encouraging the growth of informal settlements. Housing is a major factor in the creation and maintenance of sustainable communities. Modikwa Platinum Mine will work with the Government in planning its housing requirements around the identified municipal economic development nodes. ● Employee housing: As part of this strategy, the mine strives to recruit employees from local communities. The mine will be facilitating the social housing project for employees in lower job grades ● Hostels: The mine has bequeathed the old hostel facility to the local community company to manage as rental units for single-occupancy accommodation.

4.5.1 IMPLEMENTATION PLAN FOR EMPLOYEE HOUSING

Modikwa Platinum Mine is situated on tribal land, and the majority of employees live in their own homes. There is a demand for C1 employees and above housing in Burgersfort, situated 25km from the mine.

4.5.2 ENCOURAGING SUSTAINABLE COMMUNITIES AND FACILITATED HOUSING

Modikwa is in the process of investigating available housing schemes that make owning a home an attractive investment opportunity. Home ownership can represent a sound investment opportunity for mine employees and the provision of permanent housing contributes to sustainable communities. Some employees may

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prefer to invest in property in their rural housing residential areas rather than in the mine community and these preferences will be accommodated in the facilitated social housing plan.

In some instances, the mine will consider it necessary to provide housing to employees on C1 positions and above. In these situations, the mine will subsidize the rental of such houses. Modikwa offers a living out allowance for lower level employees to use for transport and accommodation. From Crew Captain (C1) positions, all costs of company benefits are included in the package and employees find their own accommodation of choice.

MEASURES TO ADDRESS THE NUTRITION OF THE MINE EMPLOYEES

(REGULATION 46 (C) V

4.6. MEASURES TO ADDRESS THE NUTRITION OF THE MINE EMPLOYEES (REGULATION 46 (C) V)

Modikwa currently supplies production employees with a sustenance meal. While the current food plan is meeting the nutritional requirements of the employees, a committee has been established which periodically reviews the menu to ensure continuous dietary improvements are made. Modikwa Platinum Mine is providing a well-balanced pre-shift meal daily to employees working underground.

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THE PROCUREMENT PROGRESSION PLAN AND ITS IMPLEMENTATION FOR HDSA COMPANIES IN TERMS OF CAPITAL GOODS, SERVICE AND CONSUMABLES (REGULATION 46 (C) V)

4.7 THE PROCUREMENT PROGRESSION PLAN AND ITS IMPLEMENTATION FOR HDSA COMPANIES IN TERMS OF CAPITAL GOODS, SERVICE AND CONSUMABLES (REGULATION 46 (C) V)

4.7.1 INCLUSIVE PROCURECUREMENT

Modikwa Platinum Mine recognises the need to participate meaningfully in the socio-economic development of South Africa. To remain relevant and compliant with our core values, legislation and communities, we have identified certain procurement principles and policies at the forefront whose implementation will address economic transformation imperatives.

An Inclusive Procurement Strategy has been developed to demonstrate the commitment to increasing local participation of aspiring entrepreneurs within our Primary and Secondary Zones of Influence. Modikwa Platinum Mine has further over and above the Mining Charter III and other regulatory frameworks set itself internal procurement targets to increase its procurement spend within its Zone of Influence.

4.7.2 HDSA MENTORING

An on-mine enterprise development support programme has been established which assists in developing managerial and financial management skills of local entrepreneurs supplying goods and services to Modikwa. Through the Preferential Procurement, Modikwa will put in place a system, which will actively inform all its HDSA suppliers of company tenders that may be of interest to them. Business support and professional advice will be given to existing as well as potential HDSA vendors.

Modikwa’s Procurement targets

Table 12.1 Modikwa Platinum Mine (Complex) Procurement Targets (MCIII)

Procurement Targets Categories 2019 2021 2021 2022 2023 2.1.1 Procurement of capital goods 55% 57% 59% 62% 65%

2.1.2 Procurement of services 70% 72% 74% 74% 75%

2.1.3 Procurement of consumables 65% 67% 70% 70% 70% Procurement Spend is calculated as Total Available Spend Less Non-Discretionary Spend.

4.7.3 PREFERENTIAL PROCUREMENT POLICY AND CRITERIA

Modikwa Platinum recognizes the need to participate meaningfully in the socio-economic development of South Africa. In order to remain relevant and compliant with our core values, legislation and our communities, Modikwa Platinum Mine signed off a local procurement policy in 2013, which, in the first instance seeks to benefit the eight Mine Communities, and, secondly, which aims to support Local BEE suppliers situated within the then Fetakgomo Tubatse Municipality now called Fetakgomo Tubatse Municipality.

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Modikwa has identified certain procurement principles and policies at the forefront whose implementation will address economic transformation. Irrespective of the nature of the procurement, preferential status will be granted where possible and economically justifiable to procurement from companies in which HDSA’s have a stake.

A strategy has been developed to demonstrate the commitment to increasing local participation of aspiring entrepreneurs in our areas of operation. The unbundling process has been designed to help fast track the empowerment of locals without placing any additional strain on the mining processes and compliance with our safety standards and technical requirements.

Strategic processes will be developed around the following key areas:

1. the development of new HDSA suppliers; 2. encouragement of existing non-HDSA suppliers to form partnerships/joint ventures with HDSA companies in circumstances where no HDSA company tenders to supply goods or services; and 3. utilization of existing HDSA vendors.

The process (of unbundling) entails identifying on, a continuous basis, and the opportunities that can be allocated to local suppliers in areas where they would otherwise not be able to access such opportunities, due to:

• Existing service provider with a contract; • No relevant skills available locally; or • Lack of capital and equipment needed by local suppliers.

The success of the programme also requires that the following requirements be met:

• Availability of a willing and readily available local supplier; • Willingness of the local supplier to undergo a training programme; and • Agreeing to a mentorship agreement with the existing service provider to receive such mentorship.

The process will be conducted annually where new opportunities are identified for local supplier participation. This process will be handled in collaboration with the Supplier Development programme to ensure that local supplier gaps identified are addressed through a dedicated training programme by external service providers.

ENTERPRISE SUPPLIER DEVELOPMENT PROGRAMME (MCIII)

4.8 ENTERPRISE AND SUPPLIER DEVELOPMENT PROGRAMME (MCIII)

THE ESD PROGRAMME WILL RUN FOR A PERIOD OF 5 YEARS (2019-2023) AIMING AT:

1. License to operate: Modikwa Platinum Mine delivering on its SLPs and meeting MCII targets 2. Procurement efficiencies: Increased Modikwa Platinum Mine local supplier base 3. Economic development: Capable and Sustainable Enterprises for mining and non-mining sectors. 4. Community satisfaction: Reduced unemployment in the Zone of Influence

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5. Youth and Women Development Empowerment: Increasing Youth and Women participation in both mining and non-mining sectors

Table 13.1 Enterprise and Supplier Development Targets

Targets and Timelines

Supplier Development SLP Targets set for a 5 Year Period 2019 2020 2021 2022 2023 5-year target 30 40 50 60 70 250 Assessment of suppliers in ZOI Number of training courses for suppliers 5 5 5 5 5 25 w ithin the ZOI 2 3 4 5 6 20 Supplier development partners 2 3 4 5 6 20 Role models created 5 8 10 10 10 43 New contract with local HDSA 3 4 5 6 8 26 Unbundling of opportunities 80 120 160 200 240 800 Training of local suppliers 3 3 3 3 3 15 Introduce Youth-owned companies 2 2 2 2 2 10 Introduce Women-ow ned companies Value Adding Refurbishments 2 3 4 5 6 20

ED Packages/Subcontracting 2 3 4 5 6 20

Manufacturing Facilities 1 1 1 1 1 5

Distribution/Reselling Centres 2 3 3 3 3 14

2 2 2 2 2 10 JVs (Opex & Capex) 141 200 257 312 368 1278 Total Number

4.8.1 ACHIEVING SLP, ENTERPRISE AND SUPPLIER DEVELOPMENT TARGETS

SLPs are Modikwa Platinum Mine’s commitments to the DMR and more importantly, to the communities within its Zone of Influence to provide procurement, enterprise and supplier development opportunities for local companies to participate competitively.

This includes:

1. Identifying potential suppliers and any developmental gaps through local supplier assessments 2. Addressing gaps identified a. Courses for local suppliers b. Training of local suppliers c. Supplier development partners

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3. Providing procurement opportunities to locals a. Identifying role models within the current local suppliers b. New contracts to local suppliers c. Foster partnership between bigger and smaller local suppliers d. Youth-owned, and women-owned companies

4.8.2 PLANS TO ACHIEVE TARGETS

Modikwa Platinum Mine shall use its internal ESD resources or outsource Local Supplier Assessments to professional consultants or Supplier Development partners who can assist the operation to deliver the ESD portion of the mine’s SLP.

4.8.2.1 Local supplier assessments

4.8.2.1.1 Supplier interviews

These are done to gather information about the types of businesses in a particular area and their experience and expertise (e.g. through CIDB grading or similar accreditation)

Local companies are invited to these through Social Performance teams, using appropriate communication methods (e.g. notice boards, business forums, traditional councils, hubs, local municipalities, etc.)

4.8.2.1.2 Tender drop-out lists

When companies participate in tender processes, it is obvious that as the process moves, some companies will fall out of the shortlist process due to not being able to meet the requirements. Understanding the point of dropout and the reasons for the dropouts allows better-targeted development.

4.8.2.1.3 Current suppliers (improvement identification)

Reviewing current local suppliers that are experiencing difficulties (e.g. safety, quality, delivery, etc.), this will allow specific development to address these areas and for the supplier to improve.

Reviewing suppliers that are performing well will allow a collaborative approach to further improving their competitiveness and potentially moving them into becoming role models

4.8.2.1.4 Number of courses for local suppliers

Regular courses that can be completed:

1. These may be generic courses on topics also applicable to companies that will not necessarily supply Anglo American Platinum and may include (tax, technology use, legal requirements, etc.).

2. These could be run on an annual basis or depending on the demand

Industry-specific course required:

These are expected to be specific to either;

1. Certain suppliers who need development in a particular area (e.g. fuel efficiency for transporters, etc.)

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2. Or industry specific courses to uplift the general local industry (e.g. specialized coatings, cement properties, eco-building techniques, for the building industry, etc.)

Required development

Where there is a need to develop specific skills in an individual or group of companies, development courses may be used to address these needs.

Supplier development partners

Who are supplier development partners?

1. These are any persons or organizations that provide development to companies or individuals. 2. The development may take the form of courses, training, mentorship or any other method as appropriate to the need identified. 3. The development partner may be contracted by Anglo American Platinum, be an NGO/NPO, be a collaboration partner (e.g. financial institute, government agency, or any other organization or individual that can add to the development of the companies with whom we work). 4. These can be long term partners or collaborators for a specific need. 5. These should be selected based on bullet 1 and 2 above.

Role models created

Potential role models:

1. Local companies with high potential to grow bigger 2. High employment potential 3. Sustainable, competitive businesses 4. Ideally these should be companies that Anglo-American Platinum can purchase from, but this may not necessarily be the case.

What does being a role model mean?

1. This should be a collaborative relationship where all parties contribute to the success of the role model company. 2. The potential role model should be willing to improve their company and performance. 3. Anglo American Platinum will provide more intensive support and mentorship where appropriate, directly or through a suitable 3rd party. 4. There is no guarantee that Anglo American Platinum will purchase from the potential role models

New contracts with local suppliers

How will we achieve this?

Look at the suppliers that we are currently working with on an ad hoc order basis that can be moved to contract.

If they are performing well and there is demand for their offering, we should put an appropriate contract in place with them.

If there are areas that they need to address before a contract is awarded to them and they are performing well in other areas or have high potential, they should undergo a supplier development intervention and if successful be reviewed to have an appropriate contract award.

Look at which suppliers we can potentially expand their scope

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There may be some suppliers who are already doing some work on contract and are performing well, if there is scope to expand their contract we should do so.

Partnering Large and Small local suppliers

Strategic Big and Small Suppliers Partnerships

● These can be where contracts are broken down into smaller portions or packages or ● Where the entire contract is awarded to local company or ● Where certain opportunities are set-aside for local companies only or ● Where local companies and non-local companies work together to deliver the goods or services. In these cases, the non-local company must demonstrate meaningful, appropriate skills transfer to the local company

Fostering partnerships between Large and Small Local Suppliers

1. Direct Contracts

● Implement opportunities identified, through tenders or other suitable means appropriate to the opportunity and the local supply market

● Identify next batch of opportunities, as the “low-hanging fruit” are implemented, the more challenging opportunities will be identified, and steps taken to implement these.

● Local suppliers can be encouraged to

● Local suppliers should be assisted to be and remain competitive so that they remain relevant to their clients and potential clients.

● They should also be encouraged to diversify their client base to reduce their sustainability risk.

2. Value Adding Refurbishments

● Establish value adding facilities that are fully equipped to maintain and service OEM equipment high quality

3. ED Packages/Subcontracting

● Unpack each medium and large contract for procurement or enterprise packages that can be awarded to smaller local companies.

4. Manufacturing Facilities

● Identify possible fast-moving mining or non-mining commodities for possible local manufacturing,

● Identify local suppliers or accept manufacturing proposals

5. Distribution/Reselling Centres

● Identify items which can be distributed by local smaller suppliers instead of getting them directly from manufacturers

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● Engage manufacturers to use mine local suppliers as distributers or resellers

6. JVs (Opex & Capex)

Initiative Joint Ventures between big and smaller local companies for both capital and opex contracts JVs to be established from tender phase.

7 Training of local suppliers

Attendance based on 2 above, this should be targeted at the identified needs.

● Based on the courses appropriate to the local companies, this measures the number of companies / individuals who attend training courses offered by Anglo American Platinum or the supplier development partners. ● As the courses offered may be aimed at various levels within the organization and could stimulate individuals to either be more productive in their current role or to create their own company in the community, we will measure the number of individuals present at the training.

8 Youth-owned companies

What are Youth-owned companies?

● Any company where 51% or more of the company’s shares are owned by persons 35 years old and under.

How do we identify youth-owned companies?

● This w ill be done through a combination of approaches (e.g. through company documents w hich state ow nership percentages and identity numbers of ow ners, through social performance and hub teams, through traditional offices and municipal offices, etc.) ● These identified companies will be provided with opportunity to participate in procurement opportunities. ● They will, where gaps are identified, be offered the opportunity to participate in development activities that will enable them to improve themselves and be better placed to participate in future opportunities.

9 Women-owned companies

What are Women-owned companies?

● Any company where 51% or more of the company’s shares are owned by woman/women.

How do we identify women-owned companies?

● This will be done through a combination of approaches (e.g. through company documents which state ownership percentages and identity numbers of owners, through social performance and hub teams, through traditional offices and municipal offices, etc.) ● These identified companies will be provided with opportunity to participate in procurement opportunities. ● They will, where gaps are identified, be offered the opportunity to participate in development activities that will enable them to improve themselves and be better placed to participate in future opportunities.

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SECTION 5

PROCESS PERTAINING TO MANAGEMENT OF DOWNSCALING AND RETRENCHMENT

(Regulation 46 (d)

5. MANAGING DOWNSCALING PROGRAMME (REGULATION 46 (d)

5.1. DOWNSCALING AND RETRENCHMENT (Regulation 46(d)(i)

ESTABLISHMENT OF A FUTURE FORUM

Date of Establishment: 20 July 2015

The Future Forum’s purpose is to:

1. minimize job losses and the harmful consequences thereof 2. promote regular engagements between worker representatives and the employer regarding the future of the mine 3. identify current and future problems, challenges and solutions regarding productivity and employment 4. develop turn-around and re-deployment strategies to mitigate job losses and to improve business sustainability 5. implement strategies agreed by the employer and worker parties 6. act as the communication channel regarding the SLP undertakings, targets and achievements; and 7. extend the life of mine in order to retain employment opportunities for current employees and achieve the objectives of the SLP as set out in the Mining Charter, the Scorecard and the MPRDA.

5.2 MANAGING DOWNSCALING WHICH MAY LEAD TO RETRENCHMENT

Two years prior to the planned closure at end of life of the mine or anticipated downscaling which may lead to retrenchment, the mine will enter into consultations with all the recognized unions and affected employees to implement the processes outlined below.

This process will specifically include: 1. A downscaling strategic plan and alternatives to avoid job losses and a decline in employment; and 2. A skills audit to determine skills within the workforce which may be most vulnerable or difficult to be reabsorbed into the employment market and employees who may require upskilling or retraining for self-employment and re-employment.

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MECHANISM TO SAVE JOBS AND AVOID JOB LOSSES AND A DECLINE IN EMPLOYMENT (REGULATION 46 (d) (ii) and (iii))

5.3 MECHANISM TO SAVE JOBS AND AVOID JOB LOSSES AND A DECLINE IN EMPLOYMENT (REGULATION 46 (d) (ii) and (iii))

5.3.1 The Mine’s Future Forum is currently developing mechanisms that will serve the purpose of:

1. saving jobs, avoiding job losses and mitigating decline in employment. 2. enabling mine management to introduce appropriate measures to prevent job losses in the event of circumstances threatening on going employment.

5.3.2 Specific mechanisms are set out below:

1. Transfers of employees to group companies of ARM and Anglo Platinum: subject to individual skills and capabilities, jobs are flexible within JV partners’ mines, divisions, departments and sections. Consequently, as part of the strategy to broaden the skills base, Modikwa Platinum Mine will provide Employees with training (including in new technological developments) in their career path to broaden their skills base. Skilled employees enable the JV to transfer employees to group companies of ARM MC and Anglo Platinum.

2. Assistance that Modikwa Platinum Mine may avail itself of: technical assistance and support from the National Productivity Institute (NPI), through which access is given to the DoL’s Advice Centres and Social Plan Centres.

3. Grants from the MQA (the mining sector’s education and training authority) in terms of the Skills Development Act, 97 of 1998; and

4. SMME initiatives which have the potential to create future employment opportunities in the event of a large-scale retrenchment.

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MECHANISM TO EMELIORATE THE SOCIAL AND ECONOMIC IMPACT OF INDIVIDUALS, REGIONS AND ECONOMIES WHERE RETRENCHMENT OR CLOSURE OF THE MINE IS CERTAIN (REGULATION 46 (d) (iv)

5.4 MECHANISM TO AMELIORATE THE SOCIAL AND ECONOMIC IMPACT OF INDIVIDUALS, REGIONS AND ECONOMIES WHERE RETRENCHMENT OR CLOSURE OF THE MINE IS CERTAIN (REGULATION 46 (d) (iv)

5.4.1 MODIKWA PLATINUM MINE MAKES EVERY EFFORT TO AMELIORATE THE SOCIAL AND ECONOMIC IMPACT ON INDIVIDUALS, REGIONS AND ECONOMIES WHERE RETRENCHMENT OR CLOSURE IS CERTAIN

These initiatives focus on: 1. Assessment and counselling services for affected individuals; 2. Comprehensive self-employment training and re-employment programs; and 3. Closure planning.

5.4.1.1 Assessment and counselling services.

1. Modikwa shall provide counselling to individuals through professional counsellors. Requests for such counselling are to be directed to the Manager Human Resources.

2. Self-employment training and re-employment programmes

3. Modikwa Platinum Mine intends to equip the current work force and individual members of the community with portable skills that will benefit the individuals concerned. Modikwa has identified the following portable skills as useful for gainful self-employment and self-maintenance for employees who leave the service of the company:

1. Farming 2. Baking (Bread making); and 3. Brick laying and construction

The Future Forum will coordinate the provision of the above self-employment training and re- employment programmes for all employees affected by retrenchments.

5.4.2 MINE CLOSURE PLAN

5.4.2.1 The objectives of Modikwa Platinum Mine’s closure plan are to:

1. Enhance individual and community well-being and welfare by following the path of economic development that safeguards the welfare of future generations; and 2. Protect biological diversity and maintain essential ecological processes and life support systems.

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5.4.2.2 The guiding principles on which this mine closure plan has been drafted are:

1. Integrating long term and short term economic, environmental, social and equity goals in policies, actions and activities; 2. Involving communities in decisions and actions on issues that affect them; 3. Ensuring that the closure of the mining operation incorporates a process which commences as soon as possible and continues throughout the remaining life of the operation and is implemented within internationally recognized frameworks and standards of sustainable development; 4. Assessing and quantifying all contingent risks to elements of the environment that must be proactively managed, which includes the gathering of relevant information throughout the remaining life of the mining operations; 5. Safeguarding the safety and health of humans and animals from hazards resulting from mining operations; 6. Minimizing environmental damage or residual impacts to such an extent that it is acceptable to all involved, interested and affected persons; 7. Ensuring that the land is rehabilitated to, as far as is practicable, its natural state or within the agreed concepts of this closure plan.

5.4.2.3 Modikwa Platinum Mine will, in consultation with landowners where necessary, develop a closure plan that considers the optimal use of mine land and infrastructure during the operational phase as well as the closure phase of the mining life cycle. This plan will be a focus area of Modikwa’s LED strategy to diversify the economy and will take into account the potential social benefits of utilizing existing land and infrastructure. Of importance is the consideration of alternative uses of the physical infrastructure in the event of mine closure, which will require an amendment to the mine’s EMPRs in consultation with the DMR.

5.4.2.4 Land and infrastructure for food production enterprises.

A principal issue in the reduction of risk exposure of Mine Communities is their lack of food security. In a rural environment, residents can often undertake subsistence farming as a substitute for purchased food. Inevitably, due to space constraints and the competition for formal sector employment in an urban environment, lower income groups will have the greatest difficulty in gaining alternative employment. They will also be the most restricted in their access to land to grow alternative subsistence sources of food.

For this reason, Modikwa Platinum Mine is examining the potential of using the mining area (with the permission of landowners) and elements of its infrastructure (electricity and run-of-mine pumped water) for food-production enterprises in which mineworkers, their families and Mine Communities can participate. This

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initiative will provide for the development of alternative sources of food for the dependent Mine Communities during the course of the mine’s operation that will be sustainable after mine closure.

Modikwa Platinum Mine will consider the option of outsourcing current jobs that could be performed on a contractual basis by existing mineworkers. The mine will develop and implement a policy in this regard in conjunction with labour representatives. A suggestion that will be considered involves the voluntary retrenchment of certain employees who would then be assisted in the establishment of businesses through a supplier assistance program. These employees could be allocated premises (with the permission of landowners) from which to operate on mine property. These premises could be:

1. Buildings, workshops or land no longer used by Modikwa that are essentially redundant; 2. Facilities currently used for the functions being considered for outsourcing that could be sub-let to the former employee.

5.4.2.5 Post-closure use of mine infrastructure:

Once the possibilities for concurrent use of mine land and infrastructure have been exhausted, the future of the remaining land and infrastructure belonging to or managed by the mine needs to be considered. It is not always possible to find alternative uses for mine-specific infrastructure or land-use such as waste dumps and slimes dams. However, Modikwa Platinum Mine will examine each component of its land and infrastructure and assess the extent to which post-mining use is possible. These options will include the following:

1. Transfer of land (where the land belongs to the mine) and associated infrastructure to mine communities for conversion and use in local economic development, skills development and training programs to build capacity in a number of vocational or technical areas; 2. Transfer of land (where the land belongs to the mine) and associated infrastructure to the government or state agencies; 3. Transfer infrastructure to the relevant landowner; and 4. Rehabilitation of the land or demolition and removal of the infrastructure.

5.4.2.6 Partnerships for these ventures.

Modikwa Platinum Mine will cease to exist when mining activity comes to an end. Responsibility for the programmes put in place by the mine has to be assumed by agencies designed to outlive the mine.

The establishment of partnerships for all of these programs is consequently a key success factor in any program emerging from the mine-closure planning process. These partnerships will be identified, explored and negotiated on a project-by-project basis.

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Potential partners include: a. Community-based organizations; b. Government departments and agencies; c. Non-governmental organizations; and d. Development agencies.

5.4.2.7 Training and mentorship of community members.

Modikwa Platinum Mine undertakes to assist in the establishment of the various business structures where shareholders or appointees will be trained and mentored in the appropriate business and technical skills involved. These initiatives include:

1. Training and educating community leaders and owners to manage the resources in a sustainable manner; 2. Understanding the post-mining use potential of the mining infrastructure, land and natural resources.

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SECTION 6 FINANCIAL PROVISION (Regulation 46 (e)

6. FINANCIAL PROVISION FOR SOCIAL AND LABOUR PLAN IMPLEMENTATION (REGULATION 46 (e)

6.1 FINANCIAL PROVISION FOR THE HRD PROGRAMMES (Regulation 46(e)(i):

Table 6.1 below highlights the budget provided to the HRD to drive all related interventions such as, AET, Learnerships, Supervisory and Management Development programmes, Portable Skills, bursaries for employees and community novice cadetship, internship, Women in mining and Mentorship training costs.

Table 6.1 SLP HRD Budget Breakdow n for 2019-2023 2019 2020 2021 2022 2023 AET R 2,032,061.51 R 2,153,985.20 R 2,283,224.31 R 2,420,217.77 R 2,565,430.84 Learnership Learner Miner R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 Team Leader R 4,140,542.44 R 4,388,974.98 R 4,652,313.48 R 4,931,452.29 R 5,227,339.43 MTT novice(Cadetship) R 1,442,242.64 R 1,528,777.19 R 1,620,503.83 R 1,717,734.05 R 1,820,798.10 Electrical (Metalliferous) R 817,826.60 R 866,896.20 R 918,909.97 R 974,044.57 R 1,032,487.24 Level 4 Fitting (Including R 817,826.60 R 866,896.20 R 918,909.97 R 974,044.57 R 1,032,487.24 Machining) Hardrock Metalliferous (Level 3) Plater Boilermaker R 817,826.60 R 866,896.20 R 918,909.97 R 974,044.57 R 1,032,487.24 (Metalliferous) Level 3 Instrumentation R 272,608.87 R 288,965.40 R 306,303.33 R 324,681.53 R 344,162.42 Mechanician Engineering R 681,522.17 R 722,413.50 R 765,758.31 R 811,703.80 R 860,406.03 Maintenance for Underground Hard Rock (Metalliferous) – Stope serviceman Development Program Mining Supervisory R 520,000.00 R 556,400.00 R 595,348.00 R 637,022.36 R 681,613.93 Scheme Leadership Development R 130,000.00 R 139,100.00 R 148,837.00 R 0.00 R 0.00 Course Internship Various Disciplines R 546,607.18 R 579,403.61 R 614,167.83 R 651,017.90 R 690,078.97 Study Assistance Various Disciplines Modikw a is currently running a programme in the form of a loan that gets deducted from an employee’s salary. Going forw ard, the study assistance policy w ill be revised Other Training External Developmental R 1,042,082.83 R 1,104,607.80 R 1,170,884.27 R 1,241,137.32 R 1,315,605.56 Course In-house Training Costs R 20,195,357.97 R 21,407,079.45 R 22,691,504.22 R 24,052,994.47 R 25,496,174.14 (skills programmes, inductions, infrastructure) Bursaries Total Budget R 848,000.00 R 898,880.00 R 952,812.80 R 1,009,981.57 R 1,070,580.46 Grand Total R 34,304,505.40 R 36,369,275.73 R 38,558,387.27 R 40,720,076.77 R 43,169,651.60

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FINANCIAL PROVISION FOR THE LED PROGRAMMES (Regulation 46(e)(ii):

The table below demonstrates that financial provision has been made for the LED initiatives. Please note that these figures are subject to review based on budgetary requirements and resource needs. Table 6.2 Financial Provision for the Implementation of the LED Programmes.

PROJECT 2019 2020 2021 2022 2023 TOTAL FOCUS AREA A. Educational R 1,500,000 R 2,100,000 R 1,700,000 R 2,300,000 R 2,400,000 R 10,000,000 projects

B. Community R 11,000,000 R 16,500,000 R 8,000,000 R 10,000,000 R 3,000,000 R 48,500,000 Infrastructure

C. Enterprise R 1,000,000 R 2,000,000 R 2,000,000 R 2,000,000 R 10,000,000 R 17,000,000 Development

TOTAL R 13,500,000 R 20,600,000 R 11,700,000 R 14,300,000 R15,400,000 R 75,500,000

6.2 FINANCIAL PROVISION TO MANAGE DOWNSCALING AND RETRENCHMENT (Regulation 46(e)(iii)

Financial provision will in due course be made for managing downscaling and retrenchments in terms of the processes as detailed in the table below:

Table 6.3 Processes involved in managing downscaling and retrenchments

No. Process 1 Consultation w ith stakeholders 2 Informing employees of possible retrenchments 3 Informing other affected parties 4 Informing external parties 5 Assessment and counselling services for affected employees 6 Self-employment training programmes (as per above-mentioned programmes) 7 Life skills training programmes (as per-above mentioned programmes) 8 Regeneration of local economies (as per above-mentioned programmes) 9 Other (as they arise during dow nscaling, retrenchment and or closure)

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Annexure 1: Career path matrices for Various Disciplines

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Annexure 2: HDSA employees in management (D1 and above)

Pers. No. Initials Last name PS group Gender Race Nationality ID number 80097604 GT Masango D LOWER Female African South African 7705290271086 80095569 ND Molomo D LOWER Female African South African 6709190229088 80009479 MMD Kale D LOWER Female African South African 7208081661086 80042096 TM Rantho D LOWER Female African South African 8612191140080 80085576 RP Makola D LOWER Female African South African 8702020962083 80075724 ZM Nala D LOWER Male African South African 7705245350084 80079785 T Phosa D LOWER Male African South African 8412065633082 80004814 MC Moela D LOWER Male African South African 7702105498087 80100494 LA Malekutu D LOWER Male African South African 8308255590084 80024267 SN Maripane D LOWER Male African South African 7406255549083 80096065 MG Mokgatle D LOWER Male African South African 7305215417086 80017761 JN Machumele D LOWER Male African South African 6206026053089 80103655 MM Mow asa D LOWER Male African South African 7503085334080 80103091 MA Chulu D LOWER Male African South African 7706085754088 80091954 BM Dlamini D LOWER Male African South African 6811185390089 80008526 BA Majara D LOWER Male African South African 6504015024180 80061797 TD Ngomane D LOWER Male African South African 8110165421081 80095206 MI Maesela D LOWER Male African South African 7701205701085 80087160 PKN Sikhakhane D LOWER Male African South African 8403286004088 80003098 SE Mathabatha D LOWER Male African South African 7303215544082 80013864 MW Mamaila D LOWER Male African South African 6008175633087 80091941 AV Ntantiso D LOWER Male African South African 5910155308088 80100030 PL Mphago D LOWER Male African South African 8211245490086 80099233 RS Mondela D LOWER Male African South African 6612085507081 80062586 PM Makuw a D UPPER Male African South African 7407125528083 80088972 ZK Nsibande D UPPER Male African South African 6009225813083 80101497 AM Moletsane D UPPER Male African South African 8205095431083 80076051 RG Mosiane D UPPER Male African South African 7302145877083 80022729 BA Nkosi D UPPER Male African South African 6409235412084 80029837 G Hungw e D UPPER Male African South African 6708315649089 80103408 D Pino D UPPER Male African South African 6012025649087 80032066 MS Zulu D UPPER Male African South African 7701016786085 80096939 SM Khumalo E LOWER Male African South African 6501175327080 80097265 KI Tose E LOWER Male African South African 7209025681081 80100673 KL Lengau E LOWER Male African South African 8107015579084 80100977 IK Moncho E LOWER Male African South African 7002265327089 80103349 NW Phumo E UPPER Male African South African 6703265360084 80103727 FJM Loubscher E LOWER Male Coloured South African 6610235053089 80096068 PE Bronn E LOWER Male Coloured South African 7008305251080 80058126 M Cherian D LOWER Male Indian South African 7009016175188 80103970 K Ponnan D UPPER Male Indian South African 8310295063080 80101966 N Jugmohan E LOWER Male Indian South African 8107015177087

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M O D .,I K W A

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