JWANENG MINE SEAT 3REPORT 2017 - 2020 Contents

INTRODUCTION TO JWANENG MINE’S SEAT 14 EXISTING SOCIAL PERFORMANCE 40 1. PROCESS 4. MANAGEMENT ACTIVITIES 1.1. Background and Objectives 14 4.1. Debswana’s Approach to Social Performance 41 and Corporate Social Investment 1.2. Approach 15 4.1.1. Approach to Social Performance 41 1.3. Stakeholders Consulted During SEAT 2017 16 4.1.2. Approach to CSI Programmes 41 1.4. Structure of the SEAT Report 19 4.2. Mechanisms to Manage Social Performance 41 2. PROFILE OF JWANENG MINE 20 4.3. Ongoing Stakeholder Engagement towards 46 C2.1. Overview of Debswana’s Operational Context 20 Social Performance Management 2.2. Overview of Jwaneng Mine 22 DELIVERING SOCIO-ECONOMIC BENEFIT 49 2.2.1. Human Resources 23 5. THROUGH ALL MINING ACTIVITIES 2.2.2. Procurement 23 5.1. Overview 50 2.2.3. Safety and Security 24 5.2. Assessment of Four CSI/SED Projects 52 2.2.4. Health 24 5.2.1. The Partnership Between Jwaneng Mine 53 Hospital and Local Government 2.2.5. Education 24 5.2.2. Diamond Dream Academic Awards 54 2.2.6. Environment 25 5.2.3. Lefhoko Diamond Village Housing 55 2.3. Future Capital Investments and Expansion 25 Plans 5.2.4. The Provision of Water to Jwaneng Township 55 and Sese Village 2.3.1. Cut-8 Project 25 5.3. Assessing Jwaneng Mine’s SED and CSI 56 2.3.2. Cut-9 Project 25 Activities 2.3.3. The Jwaneng Resource Extension Project 25 SOCIAL AND ECONOMIC IMPACTS 58 (JREP) 6. 2.4. Debswana Mine Closure Plans 25 6.1. Summary of Issues Raised During the 58 Engagement Process 2.5. Human Rights Due Diligence 26 6.2. Description of Areas for Improvement 59 OVERVIEW OF JWANENG MINE’S ZONE OF 27 3. INFLUENCE 6.2.1. Social Infrastructure and Services 59 6.2.2. Contractor Employee Salaries: Payment 61 3.1. Introduction 28 Timeliness and Salaries Commensurate with 3.2. Socio-Political and Governance Context 29 Jwaneng’s Cost of Living 3.2.1. District Administration 29 6.2.3. Expectations of Employment at the Mine Amidst 62 Low Skill Levels 3.2.2. Tribal Administration 29 6.2.4. The Mine’s Participation in Community Events 63 3.2.3. Village Development Committee (VDC) 29 6.2.5. The Fulfillment of Legacy Commitments Made 64 3.2.4. Village Extension Team (VET) 29 by the Mine 3.2.5. Land Allocation 29 6.2.6. The Extension of Safety Practices by Mine 64 3.3. Overview of the Settlements within Jwaneng 30 Employees Beyond the Mine Borders Mine’s Zone of Influence MANAGEMENT RESPONSES TO ISSUES 76 3.4. Demographics 33 7. RAISED AND FUTURE MONITORING 3.5. Gender, Language and Religion 33 7.1. Management Measures 78 3.6. Age Profile and Settlement 34 RESPONSIBILITY, NEXT STEPS AND CONTACT 101 8. 3.7. Economic Activities 34 DETAILS 3.8. Education 37 8.1. Responsibility for the SEAT Process 101 3.9. Health 38 8.2. Next Steps 101 3.10. Housing 38 8.3. Contact Details 101 3.11. Infrastructure and Services 38 9. REFERENCES 102 3.11.1. Water 38 GLOSSARY OF KEY TERMS AND 103 10. ABBREVIATIONS 3.11.2. Electricity 39 APPENDIX A: ALIGNMENT OF DEBSWANA 105 3.11.3. Sewage 39 11. TO IFC PERFORMANCE STANDARDS IN 3.11.4. Telecommunications and Radio 39 MANAGING IMPACTS 3.11.5. Roads 39 SEAT 2017 - 2020 3.12. Vulnerable Groups 39 Foreword

It is with great pleasure that Jwaneng Mine presents its with the principle of Zero Harm, the Mine has also second Socio-Economic Assessment Report, prepared instituted rigorous measures to improve our safety, health in accordance with the Socio-Economic Assessment and environmental compliance both to employees and Toolkit. The report provides a summary of Jwaneng interested and affected parties. Mine’s involvement in the communities surrounding the Mine, the current social and economic impacts as seen by The mine has forged strategic partnerships with key stakeholders within the zone of infuence and consequently stakeholders among them administrative districts and the social management plan which outlines the path that local authorities, legal and regulatory bodies, whose Jwaneng Mine will take to address the impacts and issues support guides on how best to integrate efforts into for the years 2018 ending in 2020. collective planning, execution, monitoring and evaluation of programmes aimed at uplifting the socio-economic This SEAT Report is a public document that has primarily status of the area. been prepared for all stakeholders who are affected by and interested in the operations of Jwaneng Mine. It is Jwaneng Mine recognizes that its present and future envisaged that the information contained in these pages are dependent on the goodwill, trust and consent of will lead Jwaneng Mine and its stakeholders to beneft external stakeholders, particularly those within the zone from enhanced levels of understanding, greater levels of of infuence, hence the need to behave in a manner that commitments and much closer collaboration to improve exemplifes responsibility, accountability and transparency. engagement; manage impacts and live up to the goal of The socio-economic assessment contained in this report contributing to sustainability of livelihoods. demonstrate our responsible conduct and inclusive and consultative approach. Jwaneng Mine is committed to being a partner of choice to the communities within which it operates. The concept The SEAT process has facilitated Jwaneng Mine to of mutual beneft is of great importance to Jwaneng understand its level of effectiveness and effciency in Mine hence the frm belief in strong partnerships – with delivering on commitments made to stakeholders, areas government, communities and the private sector. Based of improvement on relationship management and the on this principle, Jwaneng Mine continues to work with general outlook of relations between the Mine and all stakeholders in making a lasting and positive contribution external stakeholders key to its existence. to communities within its zone of infuence. It is our fervent hope at Jwaneng Jwaneng Mine is the world’s richest diamond mine by value, Mine that the SEAT process operating an open cast pit of approximately 624 meters continues to assist all of us to and employing around 6000 people, an overwhelming better our relations towards the majority of which are citizens. The Site continues to socio-economic development be the world bench-mark in terms of its performance of Jwaneng Mine zone of on the Social Performance Framework, with a score of infuence. Thank you. Proactive 4.4 on the social way maturity measurement matrix. The remarkable score attests to the dedication of the Mine towards building resilient and self-sustainable communities beyond the life of mine Albert Milton General Manager Corporate neighbor – our delivery in the past years -Jwaneng Mine During 2014 – 2017 period Jwaneng Mine used its core business to deliver socio-economic benefts for local stakeholders. These included programs such as skills development, signifcant direct investment through corporate social investment with a focus on health, education, arts and culture, small business skills development and community development. In keeping

2 SEAT 2017 - 2020 Jwaneng Mine is the world’s richest diamond mine by value, operating an open cast pit of approximately 624 meters and employing around 6000 people, an overwhelming majority of which are citizens.

Super pit - Jwaneng Mine, Mining with Precision

SEAT 2017 - 2020 3 Executive Summary

This report presents a summary of fndings from the Socio-Economic Assessment (SEAT 3) conducted at Jwaneng Mine during 2017 in an endeavour to actualise the goals of turning diamond dreams into a lasting reality for the country.

The Socio-Economic Assessment study (SEAT) is a three year litmus test through which the strength of the partnership between the Mine and communities is tested, managed and validated. The inaugural study was conducted in 2014 while this Report is the second one running until 2020. This report is a comprehensive consolidation of the fndings of the 2017 study which gave feedback on how communities perceive Jwaneng Mine. A series of interviews from a number of stakeholders culminated into this report which slightly varies from the 2014 SEAT document. The current 2017-2020 SEAT report includes an assessment on Human Rights impacts and associated risks to rights-holders. It also pays particular attention to gender equity, inclusion of Vulnerable and Marginalised (VnMs) groups which include amongst others; the boy and girl child, the unemployed and the elderly

Botswana as a member of the United Nations (UN) subscribes to the UN Guiding Principles on Human Rights as well as the Sustainable Development Goals (SDG). Key to the UN and SDG goals is increased participation of women in leadership and decision making roles and responsibilities in the work place, enhancement of women’s economic empowerment as well as recognition of core human rights in the work place. All these desires sit at the heart of Jwaneng Mine’s business strategy and planning.

To deliver the above aspirations, Jwaneng Mine SEAT report (2017 – 2020) details the site roadmap on managing past and present social impacts that emerged during the SEAT process, operational processes as well as other relevant stakeholder consultations. Progress on the 2014 impacts is briefy provided as well as a detailed description of how best to manage, reduce, minimise and where possible eliminate potential risk before they develop into incidents. This is in compliance with the Social Performance framework which recognises that core to delivering a positive contribution to communities is the effective management of actual and potential negative social impacts.

There is also the background and objectives section under which the overarching intent is treated. This part of the SEAT report lists all internal and external stakeholders which were engaged during the study. For purposes of this report, internal stakeholders are employees and Jwaneng Mine business partners while external stakeholders encompass all the fve district administration centers under which the mine operates; these are Jwaneng, Mabutsane, Kanye, Kweneng and Moshupa. Other external stakeholders are communities within the Zone of Infuence; Jwaneng, Sese, Maokane, Samane, Tsonyane, Lefhoko, Pitseng, Betesankwe, Maboane, Mahotshwane, Samane, Sesung, Mokhomma, Seherelela and Mabutsane.

4 SEAT 2017 - 2020 DEBSWANA VALUES There is also an overview of Jwaneng Mine which explains where the mine is situated, its long term sustainability programmes such as Mine Closure plans which are meant to deliver Socio-economic benefts during and post mining. Key issues that fts into the mine sustainability programme as well as the impact management programme including legacy commitments and Corporate Social Investment programme.

We are exhilarated by the product we mine and Jwaneng Mine considers SEAT as a critical deliverable because it helps sell, the challenges we face and the opportunities better understand stakeholder perceptions and how best to enhance we create. We will always be ahead in everything its Social Performance programme towards nurturing relationships and we do. partnerships with stakeholders. SEAT facilitates free, honest and open communication and thus allows the mine to better understand positive and negative impacts of its activities within its Zone of Infuence and the types of management responses that are effective to address the impacts.

The Rationale to Engage Stakeholders A key emphasis in the process is to give external and internal stakeholders Being united in purpose and action, we will turn the opportunity to share their perceptions and experiences of the the diversity of our people, skills and experience Debswana operation. This is done with a view to enhancing understanding into an unparalleled source of strength. and fnding solutions to issues and concerns raised. Stakeholders include neighbouring communities and various organisations within them; traditional authorities; land-users; schools; businesses; non-governmental organisations; and local, district and regional governmental bodies. For purposes of the SEAT process a reasonable sample of these stakeholders are engaged.

A Synopsis of the 2014 SEAT Study We will always listen first, then act with The 2014 SEAT study fndings identifed several issues and concerns that openness, honesty and integrity so that our Jwaneng Mine needed to take cognizance of. To this end, management relationships flourish. measures were put in place to intensify engagement and this resulted in an improved footprint in the Zone of Infuence. Continued focus on our internal stakeholders was central to the plan because without internal awareness, the integration of social performance across the Mine was bound to be a challenge to the site.

The table below provides a summary of impact issues identifed and progress in how Site closed the identifed impacts and issues of concern.

We care deeply about each other and the people whose lives we touch, our communities and the environment we share. We will always think through the consequences of what we do so that our contribution to the world is real, lasting and makes us proud.

Put Safety First

We will find new ways. We will set demanding We consider all risks to people and the environment targets and take both tough decisions and before proceeding with any activity. We address risks considered risks to achieve them. We will insist before beginning any activity , even if this means on executional excellence and reward those who stopping a task. Zero Harm is always our goal. deliver.

SEAT 2017 - 2020 5 Table 1: Summary Update on Impacts Identified during the 2014 SEAT Study

1.0 Stakeholder Engagement, Participation and Representation in Development Forums/Committees Impact Issue Management Action Implementation Update 1.1 Inadequate Develop and Implement an • An integrated SEP has been developed and guides all Site Stakeholder overarching Stakeholder engagement activities Engagement Engagement Plan (SEP) • All the 14 communities in ZOI have been engaged on a variety of issues including: community profling, socialising social performance policies and procedures, partnership on CSI projects: Capacity building initiatives including enterprise development, human rights and VPSHR trainings, frst aid and chemical spillage; Debswana Government School Development Programme with benefciary schools; engagement with marginalized and vulnerable populations • To ensure avoidance, prevention and remediation where feasible, Site developed a complaints and grievance procedure. Established a systematic The procedure facilitated Site to effectively and manage public approach to managing complaints and grievances for closure of the legitimate concerns complaints and grievances from stakeholders 1.2 Mine Representation Ensure mine is represented Jwaneng Mine continued to participate in different development in Development in development planning and forums amongst them: Council Briefng Sessions; District Health Forums engagement forums Management Team meetings; District Multi-sectoral AIDS Committee meeting, District Disaster Management Committee meetings 2.0 Expectations of Employment in the Context of Low Skills Levels in the ZOI 2.1 Expectations of local • Increasing awareness of • Whilst advertising job opportunities within the ZOI, the employment benefts the employment law and Mine also continued to increase awareness on the Botswana procedures employment law • Advertise vacancies • To ensure increased reach and access to employment using methods accessible opportunities by locals within the ZOI, the Mine started to Zone of Infuence advertising vacancies for semi-skilled opportunities at the residents Kgotla Offces in the ZOI communities in 2016. 2.2 Improve levels In partnership with Ministry Altogether the programme is targeting 7 Primary schools in the ZOI. of education at of Basic Education, implement The project has been implemented since 2002 with an end view foundation levels to the Debswana Government of improving teacher capacity to deliver curriculum and enhance increase long-term School Development Primary School leaving Examination results especially in the core employability Programme (DGSDP) to subjects of ZOI communities. improve teacher capacity in delivering the curriculum 3.0 Water Accessibility & Supply to Communities around Northern Wellfelds 3.1 Vandalism of wellfeld Increase surveillance along the • Site in partnership with multi-disciplinary stakeholders has equipment’s pipeline route as a deterrent for established a Task Team to manage water security issues. vandalism. • A policing Cluster Committee has also been established within Magagarape with the aim of managing vandalism incidences

3.2 Perceived water Ensure that water users in As part of the CSI programme, Jwaneng Mine has delivered a shortage around the water extraction areas have water tank and an upgraded electricity operated borehole worth wellfelds adequate water supply P800.000 in Maboane village. This facility has increased water capacity to feed Maboane, Takatokwane and Dutlwe villages.

Through an Agreement between the Mine & water Utilities corporation the Mine continues to supply water to Sese and Jwaneng communities

6 SEAT 2017 - 2020 4.0 Concerns around the effects of blasting on locally built houses in Jwaneng Impact Issue Management Action Implementation Update 4.1 Perceived structural Engage further with Jwaneng An independent study was undertaken in 2015 to investigate damage to locally built Local Authorities and the alleged structural damages perceived to be caused by Mining houses in Jwaneng affected groups to undertake activities. investigations to explore validity of concerns raised The report concluded that the damages to houses in Jwaneng Township are not linked to blasting activities in the Mine

5.0 Expectations of community benefts such as Mine employment and local procurement opportunities 5.1 Expectations of Increasing awareness of The mine through the Human Resources Department and regular employment from recruitment and procurement stakeholder engagements created awareness in communities on the mine amidst low policies, procedures and what the Employment Law stipulates in terms of hiring skills levels and high opportunities through unemployment Stakeholder Engagements Over and above awareness raising, the mine initiated a programme of advertising semi-skilled job opportunities in the Tribal Offces of Maximizing employment communities in the ZOI. This was meant to increase access to jobs opportunities by advertising for the productive population who have no economic means to get vacancies using methods to Labour Offce in Jwaneng or other administrative centres and media accessible to ZOI residents

5.2 Expectations of local procurement opportunities into the Debswana vendor process Procurement Implement the Citizen The Mie continued to implement the Citizen Economic Challenges around Economic Empowerment Empowerment Policy through the Supply Chain function. skills and inaccessible Policy (CEEP) with focused Preferential margins and reservation of goods and services for procurement policies attention on preference to citizen owned companies were established citizen and wholly citizen- owned companies and During the period 2015 – 2017, Site surpassed or matched set preferential margins. targets for local spend and actual citizen spend

6.0 Infux of contractors and job-seekers (in particular to Sese) and associated strain on social infrastructure 6.1 Infux of Contractors Collaborate with key The mine continues to engage and share information on major & Job-seekers & stakeholders to manage risks mining projects with District Authorities: associated strain on associated with infux linked to social services Jwaneng In 2015, the Mine in collaborated with multi-stakeholders including District Authorities to manage illegal Squatters issue

• In 2015, investigations were carried out to fnd root causes of illegal squatting • Through multi-stakeholder partnerships, the district facilitated relocation of squatters to their places of origin

7.0 Concerns around the effects of blasting on locally built houses in Jwaneng Perceived effects of On-going use of advanced Site continued to comply with legislation on the allowable blasting blasting on locally blasting techniques limits as per the blasting standards built houses in The mine through Corporate affairs developed a Public Incident & Jwaneng Manage and close public Grievience mechanism which facilitated the mine jointly to resolve complaints related to blasting some of the public complaints activities

Jwaneng Mine has undertaken many activities to support the alleviation of social infrastructure pressure

SEAT 2017 - 2020 7 Issues and impacts Identified during the 2017 SEAT Study

The results of our engagement process raised both positive issues and areas for improvement. More in-depth is provided in Section 5 – Delivering Socio-Economic Beneft through All Mining Activities, and Section 6 - Social and Economic Impacts. The results are summarised as follows:

EXTERNAL STAKEHOLDERS IDENTIFIED POSITIVE IMPACTS LISTED BELOW: Increased engagement by the mine with communities, including by mine leadership;

Active involvement of Chiefs in social development projects and strong partnership with traditional leadership;

A formalised socio-economic development (SED) programme that includes a focus on local employment and local procurement; Following the SEAT More noticeable Corporate Social Investment (CSI) projects and initiatives findings, a multi- disciplinary team Support for learner and teacher development through the Debswana Government School Development Programme (DGSDP), the Diamond Dream scrutinised all the Academic Awards (DDAA) and the Adopt-a-School programme; issues and concerns raised during the Establishment of a number of forums where people can raise concerns and grievances directly with the mine; SEAT engagement and developed a The mine’s role in the provision of infrastructure and services in Jwaneng Township and the local communities; and management and monitoring plan (see Capacity building of local small and medium enterprises (SMEs). Section 7 - Management and Monitoring Plan). Implementation immediately started. A summary of these THE FOLLOWING MATTERS WERE RAISED BY STAKEHOLDERS AS AREAS OF CONCERN: measures per issue are Increased provision of social infrastructure and services by the mine; provided in the table below. The time taken to pay salaries to contractor employees, as well as salaries commensurate with Jwaneng living standards;

Expectations of employment at the mine amidst low skill levels;

Increased participation of the mine in community events;

The fulfilment of legacy commitments made by the mine;

The extension of socially acceptable behaviours and safety practices by mine employees beyond the mine borders, particularly contractor employees residing in hotspot communities.

Water security threats due to vandalism of the mine’s water infrastructure

Perceived environmental impacts on stakeholders due to Mining activities

Cultural and Heritage Management

8 SEAT 2017 - 2020 Table 2: Executive Summary of Management Measures

1. Social infrastructure and services 2. The time taken to pay salaries to contractor employees, as well as salaries commensurate with Jwaneng’ s living standards Feedback from stakeholders is that the mine The ZOI raised a concern regarding late and low should provide infrastructure and social services to salary payments by some contractors communities. Below are management measure: Jwaneng Mine has undertaken many activities to support the alleviation of social infrastructure pressures; however, the • Engaging contractors on issues of social performance and mine recognises that the continued pressure to provide social how to detect social risks and manage negative impacts; infrastructure and services emanates from lack of understanding • Ensuring that contractual agreements with suppliers include on the roles and responsibilities of government and the mine. the identifcation and management of negative social impacts On this basis, the mine will focus its management response on • Rolling out a revised Contract Management Framework with engaging stakeholders to increase awareness on the core business social performance deliverables to ensure that the issue of of the mine and that of government. salaries is monitored regularly; • Ensuring that compliance with Social Performance Below are management measures: requirements is mandatory to both the mine, contractors and business partners. • Implementing the mine’s overarching Stakeholder • Sharing the Social Way’s requirements and expectations Engagement Plan (SEP) to reach the maximum number around labour law compliance at the monthly contractor of stakeholders with messages around the options and social performance induction; limitations of the mine’s social service support; and, Sharing and discussing messages around social impact, including • Maintaining the stakeholder engagement log and register to salary issues, at the Contractor’s Engagement Forums. continuously monitor which stakeholders have been engaged and their level of understanding on the role of the mine.

However, where feasible and commensurate with mine strategic intent, Jwaneng Mine will continue to assist through alleviating social infrastructure pressures on a need basis.

3. Expectations of employment at the mine amidst 4. The mine’s participation in community events low skill levels Stakeholders expect the mine to employ from the Interviewees within the ZOI also raised concern that ZOI. mine employees do not participate in community events Below are management measure: Jwaneng Mine recognises the importance of maintaining healthy • To create awareness about the national law on employment. stakeholder relationships through appropriate and on-going The law emphasises that opportunities for employment engagements, should not be confned to residents of a particular geographical location but rather to all qualifed individuals at Below are management measures: national level • The mine to manage expectations regarding mine and • Implementing the mine’s overarching Stakeholder contractor employment opportunities. The mine to be Engagement Plan to reach the maximum number of transparent and inform the ZOI that while expectations are stakeholders with messages around the options and high, opportunities remain limited; limitations of the mine’s participation in community events; • The mine to continue advertising vacancies using various • Maintaining the stakeholder engagement log and register to methods, including methods accessible to the zone of continuously monitor which stakeholders have been engaged infuence; kgotla offces; clinics; sub-district administrative and, buildings; newspapers; labour offce; training centres, etc.; • Create awareness around areas where and when the mine • Continue to implement the teachers development can participate in community activities, in order to manage programme with an aim to improve levels of education at stakeholder expectations and to support communities to foundation levels, with the objective of increasing long-term make realistic and targeted requests. employability in the zone of infuence; and, • Maintain and expand existing partnerships with training institutions to create sector-relevant skills.

SEAT 2017 - 2020 9 5. The fulfillment of legacy commitments by the mine 6. Alleged social ills - Sese Some communities; Betesankwe, Maboane and Sese community raised a complaint that the conduct Mabutsane raised a query that the mine has not of contractor employees residing in Sese is in conflict fulfilled its legacy commitments from the past; clinic with the norms and traditions of the community. For in Maboane, multi-purpose hall in Mabutsane and a example; noise pollution and not attending kgotla borehole in Betesankwe meetings. A concern was also registered on financial and sexual risk behaviours by contractors. Below are management measures: • Continue managing the Commitment Register to ensure Management measures include: that all commitments are captured and duly implemented or • Perception survey in Sese and other selected communities managed; where negative impacts were picked during 2017 SEAT. The • Maintain oversight of the fulflment of commitments and survey was used to gauge the magnitude of improvement on immediately address and communicate any changes, negative and positive impacts; challenges or delays to close commitments; • To give feedback to affected contractors and sub-contractors • Sensitise the Commitment Procedure with employees and on the negative impacts of indulging in activities that all relevant persons to make sure that no commitments are are detrimental to the sustenance of good relations with made without the right mandate and authority; and, communities; • Upgrading legal/regulatory Commitments Management on • Use the mine Re-Mmogo and Wellness Programme to the mine’s database to ensure all commitments are managed. increase internal awareness around reckless behaviour in the This will include any commitments linked to ongoing project community space; development (environmental and social impact assessment). 7. Water security threats due to vandalism of the 8. Perceived environmental impacts on stakeholders mine’s water infrastructure due to mining activities The Mine continues to experience vandalism of the Some stakeholders raised complaints that some Magagarape wellfield infrastructure from illegal mining activities such as blasting are affecting them settlers with no water rights and farmers in the area negatively. that do not pay syndicate fees. This compromises water security for both the mine and community Management measures include: • Jwaneng Mine’s implement an environmental management Management measures include: system through ISO 14001 to ensure that all impacts that • The mine will continue with the surveillance management may affect interested and affected stakeholders are managed measures to reduce vandalism incidences • The Mine will promote relationships and collaboration − The mine implements programmes to ensure compliance with communities around the water infrastructure and to the set legal and regulatory limits in the different national key strategic stakeholders ensuring joint collaboration in and international standards. The programme ensures that; addressing some of the identifed impact concerns; ° a blasting management programme is in place to • Where feasible, through corporate Social Investment ensure compliance to vibration exceedance limits and Programme, legacy funding and projects delivered through synergies with Mine infrastructure initiatives the Mine will monitoring any deviations for corrective actions augment government water provision efforts to ensure that ° o a dust management programme is in place to water users in the water extraction areas have adequate minimise dust impacts through suppression techniques water supply; and and ensure compliance to the set dust emission limits • Implement water based reduction programmes such as ° a water management programme is in place to ensure optimising effciency around waste water re-use through compliance and adherence to the conditions of the projects such as the Jwaneng wastewater utilisation and water license and its stipulated legal limits; storm water harvesting project geared towards reducing the use of portable water from the wellfelds and preventing • Implement water effciency programmes to reduce environmental pollution dependency on portable water and enhance water effciency within the mine value chain • Manage public complaints and grievances to ensure issues and risks affecting interested and affected parties are managed for closure • Implement capacity building and awareness raising initiatives to proactively manage potential environmental risks and impacts to stakeholders.

10 SEAT 2017 - 2020 9. Cultural and Heritage Management Communities have requested that cultural Heritage in the Zone of influence should benefit people.

Management measures include: • Ensure preservation of the Tsonyane Cultural Heritage Site • Ensure preservation of the Jwana Park Artefacts • Site to continue briefng the policy and the procedure internally and externally to business partners and stakeholders • As per the s of the Archaeological impact Assessments mitigation plan, Culture and heritage artefacts and sites, will be protected from adverse social impacts and where feasible some artefacts will have their value enhanced to prolong their lifespan for legacy and livelihood purposes

Next Steps

This SEAT report will be communicated to all our stakeholders, as part of our on- going stakeholder engagement process. The management and monitoring plans identified herein will be used to update our Stakeholder Engagement Plan on an annual basis, as well as to review and revise our social performance risks and strategies each year.

SEAT 2017 - 2020 11 Acknowledgements Corporate Affairs Manager would like to express gratitude to all those who participated in the SEAT process, whether through provision of data and information, participation in focus groups and interviews, or involvement in internal workshops. Without the participation and contribution of our stakeholders a meaningful SEAT report would not have been possible. Departmental information was provided by the following:

Montlenyane Baaitse Social Performance Lead - Jwaneng Mine

JWANENG EXECUTIVE COMMITTEE

Albert Milton Senior Mineral Resources Manager General Manager Koolatotse Koolatotse Assistant General Manager Phillip Lisindi Sedireng Serumola Senior Finance Manager Senior Ore Processing Manager Rory Greyvensteyn Senior Mining Manager - Projects Mpho Mosate Nicholas Ematang Senior Sustainability Manager Senior Engineering Manager Tshepang Mazwigwila Senior Human Resources Manager Thatayaone Keitumetse Dr Mwamba Nsebula Senior Security Manager Hospital Superintendent Keodumetse Mosarwa Asset Management Dudu Thebe & Luka Mannathoko Montlenyane Baaitse Supply Chain (Contracts Manager & Corporate Affairs Manager Phenyo Maoto Materials Manager)

SEAT CHAMPIONS

Dudu Thebe Shado Moofise Wellness Coordinator Contracts Manager Environmental Coordinator Elizabeth Manamela Luka Mannathoko Emson Serebotseng Nursing Manager Materials Manager Biodiversity Conservation Coordinator Israel Mogonono Thabani Moyo Oteng Nkape Security Advisor Project Management IT Administrator Tsetsa Motaneko Keodumetse Mosarwa Tshegofatso Montshiwa Mining Engineer Asset Management Contracts Management Administrator Baitshupi Omphile-Otsile Keone Modikwa Walesedi Ntloyakhumo Security Advisor Human Resource Manager Senior Process Engineer Edwin Moepi Joseph Tshabalala Obone Mabote Senior Teacher - CSI Safety & Health Coordinator Hydrogeology Manager Thero Raborokgwe Tibe Tiyo Compliance & risk Officer

12 SEAT 2017 - 2020 ADMINISTRATION CENTERS

Jwaneng Town Council Southern District Council Moshupa Sub Council Mabutsane Sub District Council

COMMUNITY REPRESENTATIVES

Jwaneng Sese Maokane Maboane Mokhomma Betesankwe Pitseng Lefhoko Tsonyane

This report has been prepared by an external SEAT consulting team from Synergy Global Consulting comprising:

Alison McCallum Tanja Rasmussen Christelle de Wit Local engagement was carried out Overall project coordinator SEAT project manager Editor by Loci Environmental (Pty) Ltd

SEAT 2017 - 2020 13 Introduction to Jwaneng Mine’s SEAT Process

1.1. Background and Objectives Since its establishment, Debswana Jwaneng Mine has contributed signifcantly to the socio-economic development of Botswana. Jwaneng Mine continues to be committed to making a lasting positive contribution in the communities associated with its operations. The effective management of the mine’s social impacts is critical to retaining Debswana’s social licence to operate.

As part of this commitment to responsible social performance management, Jwaneng Mine undertakes a socio-economic assessment study every three years, including an assessment of human rights risks and impacts. This study helps us understand how we are perceived by stakeholders, what we are doing well and where we can do better. The overall objective is to improve social performance through the wise investment of time, fnances and personnel.

The assessment facilitates free, honest and open communication, which gives us a better understanding of both the positive and negative impacts of our operation, and the types of management responses that are required to address them. Anglo American’s Socio-Economic 1 Assessment Toolbox (SEAT), Version 3, guided this study.

14 SEAT 2017 - 2020 Jwaneng Mine had six primary 1.2. Approach objectives for the SEAT 3 process: The SEAT process is comprised of seven key steps: • To improve risk management by identifying key social and Step 1 Profile the operations economic impacts and issues; Step 2 Profile and engage with stakeholders • To assess human rights impacts Step 3 Assess and prioritise impacts and issues and risks to rightsholders, including any vulnerable Step 4 Improve social performance management groups or other significant Step 5 Deliver enhanced socio-economic benefits human rights issues specific Step 6 Develop a social management plan to communities in the zone of influence; Step 7 Prepare a SEAT report and feedback to stakeholders

• To assess existing social performance initiatives and During the 2017 cycle, there were four dominant shifts in how SEAT was identify where improvements are carried out. These entailed the following: required; 1. A consideration of risks to business as part of the SEAT impact assessment • To facilitate the capture and process; sharing of best practice within 2. Linked to the above, a specifc focus on human rights impacts and risks; Debswana; 3. A more detailed consideration of vulnerable groups (which is also linked to point 1 and 2 above); and • To improve the operation’s 4. Linking the SEAT process to the development and review of our social approach to stakeholder performance strategy (SPS) and social management plan (SMP). management by: - Understanding the full range of The above considerations have already been used to inform and revise our local stakeholders, their views SPS and SMP. and interests - Developing and updating annual The compilation of this report included the following: stakeholder engagement plans, and • A desktop study of available demographic and socio-economic - Increasing trust and goodwill background information; amongst host communities; • Engagement with key internal and external stakeholders in our zone of infuence; • To support sustainable socio- • An internal workshop to analyse and assess the comments and responses economic development in host received during the stakeholder engagement process; and communities; and • A series of internal workshops to develop management responses to the identifed issues and impacts. • To provide guidance and support for achieving full compliance Various internal and external documents and reports were also consulted.2 with the Social Way (SW).

This is our second SEAT process and represents both the mine and Debswana’s dedication to transparency and accountability.

2These are included in the reference list at the end of this report.

SEAT 2017 - 2020 15 1.3. Stakeholders Consulted During SEAT 2017

Stakeholder engagement is a key pillar of the SEAT process as it gives stakeholders an opportunity to provide honest feedback on the mine’s performance in social engagement. This in turn provides the mine with valuable insight into how we are perceived, and where improvements are required. Although the SEAT process has a social/community focus, the feedback received from The zone stakeholders tends to span all areas of the of infuence for mine’s operation. Jwaneng Mine is defned as those settlements that are considered to be the most affected by the operation. This tends to be within an 80km radius of the mine, but also includes settlements further afeld that fall within the mine’s key water extraction areas. Other settlements identifed for the SEAT engagement process were those which, although slightly further away from the mine, have not been actively engaged in the past. SEAT was thus used as an opportunity to initiate engagements with these settlements. One-on-one Table 2 provides a summary of the stakeholders engaged during the 2017 Jwaneng SEAT process. These can be divided into the interviews or small following categories: focus group sessions • Directly affected stakeholders who reside within the mine’s were held with most zone of infuence; of the stakeholders. • Authorities (either traditional or governmental bodies, both local and district headquarters); and • Internal stakeholders, both at corporate and operations level.

Table 1: Stakeholders Consulted During the 2017 SEAT Assessment Stakeholder Category/Group Method of Engagement Date/Venue COMMUNITIES WITHIN THE ZONE OF INFLUENCE Maboane (within key water extraction area) 20 July 2017 Kgosi, village elders (headmen, spiritual leaders, councillors) Focus group Kgotla Farmers’ Committee Focus group Kgotla Village Extension Team (VET) Focus group Kgotla Village Development Committee (VDC) chairman Focus group Kgotla Magagarapa cluster committee Focus group Kgotla Youth Focus group Kgotla Women Focus group Kgotla

16 SEAT 2017 - 2020 Stakeholder Category/Group Method of Engagement Date/Venue Jwaneng Town 14 August 2017 Town mayor One-on-one Jwaneng town council offces Deputy town clerk One-on-one Jwaneng town council offces Councillor One-on-one Jwaneng town council offces Tribal leadership (DiKgosi) Focus group Main kgotla in Jwaneng Deputy district commissioner, district AIDS coordinator, district Focus group Dithuso House development offcer Ward development committees Focus group Main kgotla in Jwaneng Sese 24 - 25 July 2017 Kgosi and village elders Focus group Kgotla VDC Focus group Kgotla VET Focus group Kgotla Women and youth Focus group Kgotla Family or household One-on-one At their home Men Focus group Kgotla Small business owners Focus group Tuck shop Marginalised and vulnerable peoples (those living with disabilities, One-on-one Kgotla orphans and vulnerable people, women, girls, etc.) Mokhomma 24 July 2017 Village leadership (kgosi and ward headmen) Focus group Kgotla VDC, Farmers’ Committee, cluster committee, Village Health Focus group Kgotla Committee (VHC) Men Focus group Kgotla Women and girls Focus group Kgotla Betesankwe 21 July 2017 Village leadership and VDC Focus group Kgotla VDC, Farmers Committee, cluster committee, VHC Focus group Kgotla Youth Focus group Kgotla Women Focus group Kgotla Tsonyane 26 July 2017 Village leadership (kgosi and ward headmen) Focus group Kgotla VDC, VET, Farmers Committee, VHC Focus group Kgotla Women Focus group Kgotla Youth Focus group Kgotla Maokane 24 July 2017 Village leadership (kgosi and ward headmen) Focus group Kgotla VDC, VHC, Farmers Committee, VET Focus group Kgotla Women Focus group Kgotla Youth Focus group Kgotla Lefhoko 26 July 2017 Village leadership (kgosi and ward headmen) Focus group Kgotla VDC, VHC, Farmers’ Committee Focus group Kgotla Women and youth Focus group Kgotla VET Focus group Kgotla

SEAT 2017 - 2020 17 Stakeholder Category/Group Method of Engagement Date/Venue Pitseng 21 July 2017 Village leadership (kgosi and ward headmen) Focus group Kgotla Women and youth Focus group Kgotla Men Focus group Kgotla Mabutsane Sub-District 11 August 2017 Village leadership (kgosi and ward headmen) and VDC Focus group Kgotla Deputy district commissioner, district AIDS coordinator, assistant council secretary, district development offcer, district health One-on-one Mabutsane administration offces management team, tribal administration Kanye 25 July 2017 Tribal leadership (Kgosi Malope) One-on-one Kanye main kgotla Moshupa 25 July 2017 Tribal leadership (Kgosi Mosielele) One-on-one Moshupa main kgotla Assistance district commissioner One-on-one Moshupa administration offces

INTERNAL STAKEHOLDERS Operations-Level Stakeholders 7 – 8 August 2017 General manager One-on-one Jwaneng Mine Senior ore processing manager One-on-one Jwaneng Mine Senior fnance manager One-on-one Jwaneng Mine Material manager One-on-one Jwaneng Mine Senior security manager One-on-one Jwaneng Mine Senior Safety and Sustainable Development manager One-on-one Jwaneng Mine Senior human resources manager One-on-one Jwaneng Mine Supply chain management One-on-one Jwaneng Mine Senior mining manager One-on-one Jwaneng Mine Majwe mining management One-on-one Jwaneng Mine Women in Mining One-on-one Jwaneng Mine Debswana and Union Employees 8 August 2017 Union executive One-on-one Jwaneng Mine Debswana employees One-on-one Jwaneng Mine Union executive One-on-one Jwaneng Mine Socio Economic Delivery Assessments 10 August 2017 Asset management One-on-one Jwaneng Mine Water Utilities Corporation One-on-one Jwaneng Mine Health services department One-on-one Jwaneng Mine District health management team One-on-one Jwaneng Mine Diamond Dreams Awards One-on-one Jwaneng Mine Mabutsane sub-district One-on-one Mabutsane council offces Lefhoko village One-on-one Jwaneng Mine Corporate social investment One-on-one Jwaneng Mine

18 SEAT 2017 - 2020 Over and above the formal SEAT engagement process, Debswana personnel from a range of departments (at both corporate and operations level) participated in key workshops to assist in the analysis of issues raised by stakeholders, and development of suitable management responses.

Since the assessment carried out in 2017, Jwaneng Mine has proceeded with implementing the management measures arising from the SEAT process. Thus, while this document represents the reporting phase of this SEAT process, addressing the issues raised is already well underway.

1.4. Structure of the SEAT Report This report follows the structure contained in the SEAT 3 Toolbox, along with some modifcations that make it relevant to the circumstances and conditions at Jwaneng Mine.

This introduction, which includes the report’s objectives and a brief explanation of the approach used to gather the information and compile the report, also includes a table of the stakeholders consulted during the SEAT assessment.

• Section 2 provides information about the operations themselves. It includes information about size and production, employment and procurement, safety and health, and a brief description of environmental impacts. This section closes with a review of future capital expansion plans and the mines’ closure plans.

• Section 3 paints a picture of the communities in our zone of infuence. This context is helpful when reviewing the social and economic impacts raised in Section 6.

• Section 4 ccovers the mine’s social performance activities in general, while Section 5 looks at the numerous ways we are contributing to socio-economic development through our core business activities, as well as our corporate social investment (CSI) programmes.

• Section 6 examines the social and economic impacts of the mining operations raised by the various stakeholders.

• Management responses to the issues raised providing transparency and accountability are in Section 7.

• Finally, Section 8 identifes the key responsibilities and the next steps that will be taken as the mine seeks to address the issues raised. This is followed by a list of the reports and documents referenced.

The report is bookended by an executive summary in the beginning and a glossary at the end.

SEAT 2017 - 2020 19 Profile of Jwaneng Mine

2.1. Overview of Debswana’s Operational Context Debswana Diamond Company is the world’s leading producer of gem diamonds, contributing about 30% of the world’s output by value from four mines. Debswana is a 50/50 joint venture between the government of the Republic of Botswana and De Beers.

Debswana’s four diamond mines are:

• Orapa, which commenced production in 1971; • Letlhakane, which is situated only 40km from Orapa, and which began production in 1975; • Jwaneng, which was discovered in 1975 and became operational in 1982; and • Damtshaa, which is 20km east of Orapa and was opened in 2004.

Debswana also has a coal mine, Morupule Coal Mine, which opened in 1973.

20 SEAT 2017 - 2020 The extractives industry in Botswana experiences pressure from several avenues, from government initiatives around employment, to local communities’ expectations for infrastructure delivery, as well as the influx of both employed and unemployed people and the associated pressures on services and infrastructure. All these have been exacerbated by the closure of several metals mines in the country in 2016.

To compound matters, shifts in the demand for diamonds in China, India and the United States have resulted in market volatility. This requires mines to be flexible, adjusting their output in order to meet the lowered demand.

SEAT 2017 - 2020 21 Figure 1: Locations of Debswana Diamond Mines expectations of responsible business practices are increasing and therefore more scrutiny is focused on ethical means of doing business before a product hits the market. Furthermore, Kasane environmental, social and governance issues are key areas where mined diamonds can either win or lose the battle Chobe National park for public acceptance, reinforcing the need to ensure social impacts are effciently and effectively managed to assure Okavango Delta business continuity. Maun National Context Makgadikgadi Pans Francistown Jwaneng Mine operates in an agrarian landscape that has under-developed industrial activity. Industries that form Mopipi Damtshaa Jwaneng Township’s economic base are mainly Orapa Letlhakane Ghanzi service industries and workshops that are S/Phikwe heavily centred on mining activities.3 Serowe Central Kalahari Palapye Game Reserve Skill shortages, particularly amongst artisans, Shoshong Mahalapye present a signifcant challenge since the zone of infuence cannot readily beneft from large scale expansion

Molepolole projects due to the lack of skilled labour provision. Like Gemsbok the rest of the country, the mine’s zone of infuence is also National Park Sekoma Kanye Gaborone affected by high levels of unemployment amongst youth. This Jwaneng is exacerbated by an infux of people in search of employment. Lobatse These challenges have required both the government and the mine to proactively seek avenues for economic diversifcation, Debswana also has a coal mine, Morupule in line with Vision 20364 and National Development Plans5 . Coal Mine, which opened in 1973. With all this in mind, it is our specifc intent to align the mine’s International Context socio-economic activities with these national priority areas. Diamonds are a luxury consumer good, with a strong growth At a site level, Jwaneng Mine will continue to support district forecast due to consumer demand. Man-made or synthetic and town development plans by reviewing and aligning our diamonds are becoming a less expensive alternative, with a socio-economic development strategy to support the broader strong competing narrative as “green diamonds”. Consumer development objectives.

2.2. Overview of Jwaneng Mine depth of 624m by the end of 2017. Debswana’s Jwaneng Mine, located in the In 2017, the operation is expected to produce about 11.8 southern district of Botswana, is about million carats – the bulk of Debswana’s supply – in response 160km west of Gaborone and 80km north to market demand. (By comparison, in 2014, the mine west of Kanye, in the Naledi River Valley of produced 11.3 million carats.) It will also provide additional the Kalahari. work from the Cut 9 waste dump relocation project.

Jwaneng Mine is the world’s richest diamond mine by value. The mine complies with international safety and security The kimberlite pipes at Jwaneng Mine are among the oldest standards for the protection of its employees, stakeholders, in southern Africa and each of the three pipes has a distinct the environment and the product. The mine maintains an ISO geology and diamond grade signature. Jwaneng Mine is an 14001 certifcate for environmental compliance and is also open pit mine, with a depth of about 408m and an expected OHSAS 18001-certifed for occupational health and safety.

3Jwaneng Urban Development Plan, 2017 - 2023 4As per the Vision 2016 report, the country is faced with unemployment rates that are above 20%, especially amongst the youth. This high unemployment is due, in part, to the reality that school leavers’ skills do not align with the needs of the job market. This skills mismatch has led to an oversupply of certain skills, resulting in high graduate unemployment, even though other skills are in short supply. The Vision 2036 report thus encourages economic diversifcation across different sectors of the economy, including infrastructure development, the service sector and tourism. 5Per the Keynote Policy Paper for the National Development Plan 11, presented on 11 September 2015, the relevant aspects include: “…medium term priority areas: developing diversifed sources of economic growth; human capital development; social development; sustainable use of national resources; consolidation of good governance and strengthening of national security; and implementation of an effective monitoring and evaluation system.”

22 SEAT 2017 - 2020 Figure 2: Map Showing Location of Jwaneng Mine countries in Southern Africa, Australia and Europe.

The mine does not employ anyone under the age of 18, and a policy of non-discrimination is enforced. Employment positions are graded, and employees are paid according to their position’s grade. The Human Resources Department conducts surveys to ensure that employee remuneration is in accordance with market demands.

The mine recognises the right of employees to free association and accordingly engages with the Botswana Mine Workers’ Union (BMWU) on issues of collective bargaining and the general running of operations. Internal Figure 3: Aerial View of Jwaneng Mine grievance policies exist and it is the task of the Human Resources Department to implement these policies. Debswana complies with the National Employment Act that stipulates the minimums of paid holiday, sick leave and parental leave.

2.2.2. Procurement Debswana recognises that long-term business success depends on the company’s ability to create value for all its stakeholders. The goal is to facilitate inclusive, shared value and sustainable development.

In 2016, over P777 million was spent on citizen companies, with just over P3.4 billion spent on Botswana-based companies. Over P855 million was spent on multi-national procurement. In 2014, over P966 million was spent on citizen companies, with just over P6.6 billion spent on Botswana-based companies while over P1.4 billion was spent on multinational procurement. 2.2.1. Human Resources In 2016, Jwaneng Mine had 2,028 employees and 4,103 While the overall spend is down in 2016 when compared with contractors. Looking at the employee fgures, labour from 2014, this difference should not be used as a performance outside Botswana amounts to 1.6% of Jwaneng’s total labour yard stick because annual spend is dependent on the scope of force, with national labour amounting to 98.4%. At the time ongoing projects for that particular year. of the SEAT process, a total of 4,342 persons (employees and their families) were residing in accommodation supplied by A more accurate refection on achieved targets comes by the mine. looking at citizen spend and the preferential treatment of citizen-owned companies. In line with the company’s efforts to increase citizen shared value, the performance of citizen Mine records indicate that 96% of Jwaneng spend versus local spend in 2015 and 2016 increased by Mine employees are Batswana, with the 4% (from 19% to 23%), and citizen spend versus total spend remaining 4% coming from different increased by 2% (from 16% to 18%).

SEAT 2017 - 2020 23 2.2.3. Safety and Security 2.2.4. Health Debswana maintains an excellent safety record Debswana’s Jwaneng Mine hospital operates a 55-bed referral across all its operations and has rigorous hospital that serves both as a mine and district hospital. It is fully standards and processes in place to prevent funded by Debswana at approximately P75 million annually, injuries. All operations run initiatives to and serves an estimated 36,000 people a year within a radius of promote a common culture of Zero Harm and 200km. This encompasses all the communities within the zone deploy processes to facilitate swift reporting of infuence, including Jwaneng, Sese, Betesankwe, Lefhoko, and investigation of every incident to identify Tsonyane, Maokane, Mokhomma, Pitseng, Sesung, Seherelela, root causes, initiate remedial action, and to Mahotshwane, Samane, Sekoma and beyond. The hospital disseminate lessons learned. is governed by a memorandum of understanding between Debswana and the Botswana Ministry of Health and Wellness. The Debswana safety performance continues to trend positively. Based on the Occupational A series of programmes are run in order to manage employee Safety and Health Administration’s formula, the and community health risks. Free antiretroviral therapy (ART) Total Recordable Injury Frequency Rate (TRIFR)6 has been provided to employees since May 2001 as part of the for 20167 was 0.21 against a threshold target Debswana Disease Management Programme. Debswana was of 0.38 and a stretch target of 0.36. the frst mining company in the world to offer free ART to HIV- positive employees. In 2013, Debswana’s HIV and AIDS policy Security at Debswana mines is governed by was extended to include spouses and up to three children under the Precious and Semi-Precious Stones Act the age of 21 years. of 2003 (Section 66.03) which specifes that every person who enters the mines must have a Debswana’s Employee Wellness Programme primarily addresses valid permit. Debswana also has an Integrated employee health, social, fnancial and wellness issues. A health Security Management Systems plan, which risk assessment identifed non-communicable diseases - diabetes, includes plans to introduce the Scannex, a low- hypertension and stress – as the top three conditions affecting dose x-ray personnel search system. Debswana employees.

We seek to protect human rights 2.2.5. Education through leading safety and security Jwaneng Mine operates an English-medium preschool and practices. To ensure compliance on primary school, called Acacia Primary School, which serves the these aspects, the mine is a signatory children of both mine employees and parents in the community. to the Voluntary Principles on The school has 54 teaching staff (22 for pre-school and 32 for Security and Human Rights (VPSHR). primary school) and one administrative assistant. In 2017, the preschool had 291 learners and the primary school had 517.

In 2016, Acacia Primary School achieved the following results in the Primary School Leaving Examinations: 79% achieved an A pass, 17% achieved a B pass and 4% achieved a C pass grade.

The Debswana Government Schools Development Programme (DGSDP) is an education-based programme whose objective is to provide specialised support in selected subjects like mathematics, English, science and agriculture. Through this programme, three subject specialists were recruited and are salaried by Debswana to enhance the quality of teaching and learning in seven government schools in the mine’s zone of infuence.

6The TRIFR references a mathematical calculation from the Occupational Safety and Health Administration (USA) that describes the number of employees per 100 full-time employees that have been involved in a recordable injury or illness (i.e. number of fatalities, lost time injuries, cases of substitute work and other injuries requiring medical treatment by a medical professional) relative to the total number of hours worked in the company. 7Debswana 2016 Sustainability Report

24 SEAT 2017 - 2020 2.2.6. Environment of the Jwaneng Cut-9 project is an expanded open pit, which Jwaneng Mine’s primary environmental impacts include will facilitate continued and uninterrupted operations post dust and waste generation, use of scarce water resources Cut-8 project. and greenhouse gas emissions. These impacts are carefully monitored and mitigated. 2.3.3. The Jwaneng Resource Extension Project (JREP) We use dust suppression measures like the spraying of Jwaneng Resource Extension Project (JREP) will increase water to mitigate the effects of dust. Debswana has waste the mine’s depth to 850m with completion of Cut-9. This is management procedures, which provide guidance on the one of the largest resource programmes undertaken on the disposal of specifc types of waste. mine and endeavours to lead the way in kimberlites resource extension projects. The company also has a water management strategy that recognises that the company shares the same water table with communities. Because of this, we apply stringent 2.4. Debswana Mine Closure Plans conditions to the extraction of water; Debswana recycles and It is good practice for mining operations to produce and reuses water at each operation in order to reduce the demand implement mine closure plans that are designed to mitigate on fresh water supplies. the potential impacts of mine closure. A closure plan typically identifes not only the impacts, but also suggests ways to As part of Jwaneng’s contribution to the conservation of foster economic independence for local businesses as well as fauna and fora and environmental awareness, the mine has a ways to best utilise the mine’s infrastructure and land, once game park which conducts educational tours for schools, the that land has been rehabilitated. community, tourists and employees. The Jwana Game Park lies within the boundaries of Jwaneng mining lease area and Our closure vision is to leave behind a rehabilitated mine site measures roughly 15,453 hectares. It is home to over 1,700 that is safe, stable and non-contaminated, situated within animals. The park is also home to a number of vulnerable and local communities that, during the period of mining, have endangered species such as cheetahs, lappet-faced vultures been enabled to establish and sustain livelihoods that are an and kori bustards. alternative to mining.

2.3. Future Capital Investments and The company’s overarching closure objectives state the Expansion Plans following: • Debswana will leave an enduring and sustainable 2.3.1. Cut-8 Project positive legacy in the communities within which they Cut-8 is a waste mining project that will strip 713 million operate; tonnes of waste at a peak rate of 122 million tonne per year • Debswana will attain closure certifcates from relevant in order to expose a further 75 million tonnes of ore and 95 authorities without conditions attached; million carats. This project will effectively promote our mine • Debswana will make mine closure planning part of to super-pit status once it is completed. The project will its operational philosophy and integrate mine closure expand the current life of mine by seven years and maintain planning in their strategic business plans; and a minimum throughput of 10 million tonnes per year from • Debswana will undertake effective stakeholder 2017 to 2024. The open pit depth will reach 650m at the engagement as a key component of mine closure end of Cut-8. The project currently employs around 1,000 planning and implementation. people.

The modular tailings treatment plant, with a capacity to Jwaneng Mine’s preliminary closure plan outlines several treat 2.5Mtpa was commissioned in 2012 and is expected key areas that may contribute to continued sustainability: to produce 18 million carats over 20 years8. In 2016, the tourism, agriculture and small and medium enterprises total ore treated at the plant amounted to 1.2 million tonnes, (SMMEs). Various feasibility studies have been undertaken compared to 0.9 million tonnes in 2015. by the mine to identify relevant projects under each proposed area. 2.3.2. Cut-9 Project An example of a project intended to address the socio- Cut-9 is a resource defnition project that is currently at the economic needs that arise from mine closure is the Agricultural prefeasibility stage. The concept study and stage A of the Service Centre. This is intended to be a partnership between prefeasibility study were completed in 2016. At the time of the mine and the Department of Agriculture that will provide the SEAT process, the project was undertaking Prefeasibility ongoing support for surrounding farmers. The project is B and environmental assessment processes. The end result currently at the prefeasibility phase.

8http://www.mining-technology.com/projects/jwaneng-diamond-mine/

SEAT 2017 - 2020 25 2.5. Human Rights Due Diligence Jwaneng Mine is committed to doing no harm, to avoid infringing upon the human rights of others and to address adverse human rights impacts by managing human rights risks to contractors, suppliers and host communities.

The mine continuously identifes opportunities to support and promote human rights to make informed decisions in managing risks to people and to our business. To this end, a rigorous due diligence process with a multi-disciplinary approach has been established to facilitate the assessment of human rights impacts.

Through the integration of common core processes from the health, safety, security, supply chain, human resources, environment and social space, as well as from SEAT impacts and issues, we have identifed potential human rights risks. Control measures – which seek to avoid, prevent, mitigate and remediate impacts associated with mine activities – were developed and integrated into our risk management process.

Through a centralised CURA9 risk system which captures, tracks and reports risk information, we have been able to effectively and effciently employ a risk- and performance-based approach in managing our social and human rights risks. Part of this approach includes our adherence to the Voluntary Principles on Security and Human Rights (VPSHR).

VPSHR is a best practice model that facilitates smooth relations between security personnel and all stakeholders. On an annual basis Jwaneng Mine conducts VPSHR training for a multi-stakeholder team that includes Debswana employees, contractors, private security, Botswana police, traditional leaders, public servants, village development committees and cluster policing committees.

This is done in order to create a common understanding of the human rights issues related to security so that everyone jointly monitors progress in that area. A VPSHR Risk Assessment is subsequently conducted by the multi-disciplinary team each year upon completion of training, and is closely monitored, tracked and updated at the monthly risk meeting. The data is then captured in CURA and made available to the mine.

9CURA is a software company that provides technological solutions to help customers maximise the benefts of governance, risk and compliance no matter where they are located.

26 SEAT 2017 - 2020 3Overview of Jwaneng Mine’s Zone of Influence.

SEAT 2017 - 2020 27 3.1. Introduction Botswana is divided into nine districts. The Southern District is further divided into four sub-districts, of which Jwaneng is one (the other three are Good Hope, Mabutsane and Moshupa). Each of these has its own administrative centre.

The Southern District, according to the 2011 census:

• Covers 28,570km2; • Has a population of approximately 215,775 persons; and • Has the fourth largest population and the sixth largest land area.

The dominant industries include mining, tourism, trade and agriculture.

28 SEAT 2017 - 2020 3.2. Socio-Political and Governance Context In October 2014, Botswana held its eleventh general election. The Botswana Democratic Party (BDP), which has ruled the country since independence in 1966, won the election. Botswana has a two-tier (bicameral) parliamentary system which consist of parliament and Ntlo ya Dikgosi (House of Chiefs). Currently there are 61 members of parliament and 35 members of Ntlo ya Dikgosi.

International rating agencies, including Transparency International, ranked Botswana as Africa’s least corrupt country in 2014, ahead of many European and Asian countries. In 2016, the Corruption Perceptions Index – reported by Transparency International – ranked Botswana as the 35th least corrupt nation in the world out of 175 countries, and the least corrupt African nation.

3.2.1. District Administration Jwaneng Town is its own district, complete with a town council. The table below shows the various administrative centres associated with each village.

Table 2: Villages around Jwaneng and their Administrative Centres

Village Administrative Centre District is responsible for the provision of services like education, health, roads, rural village water supply and Betesankwe Mabutsane wastewater treatment, social welfare and community Jwaneng Jwaneng development. Tribal administration is responsible for Lefhoko Mabutsane traditional duties, customary courts and facilitating local development. Maboane Letlhakeng Mahotshwane Mabutsane 3.2.3. Village Development Committee (VDC) Maokane Mabutsane The VDC is recognized as a grassroots development structure Mokhomma Mabutsane composed of members selected by the community at the kgotla. The committee ensures local representation in the Pitseng Moshupa decision-making process and in the management of projects. Samane Mabutsane There is a VDC in each of the zone of infuence villages. Seherelela Moshupa Sekoma Mabutsane 3.2.4. Village Extension Team (VET) The VET, which comprises of government departments within Sese Mabutsane a village, plays an advisory role with regard to developmental Sesung Moshupa issues. These mostly include the nurses, teachers, Tsonyane Mabutsane veterinarians, water utilities and wildlife offcials, social and community development offcers and the Botswana Police.

3.2.2. Tribal Administration 3.2.5. Land Allocation Four authorities administer the district: district councils, All customary land is held by a land board or eligible applicants tribal administrations, land boards and sub-land boards, in the form of leases. The main functions of land boards and district administration. These authority structures are include land allocation and registration, land use planning decentralised: decision-making structures include district and monitoring, as well as land acquisition and adjudication council meetings, district development committees and (including compensation). village development committees. At village level, ikgosi and headmen collectively form the tribal administration, which is The Maokane Sub-Land Board also have the mandate to supported by a VDC, the local police service and customary allocate land in the zone of infuence. They also allocate courts. borehole rights, which, once allocated, allow owners individual and communal rights to the specifed boreholes. When it comes to the provision of services, the Southern

SEAT 2017 - 2020 29 3.3. Overview of the Settlements within Jwaneng Mine’s Zone of Influence Jwaneng, which means “where you fnd a stone”, is a mining town that was built and established when diamonds were discovered. Prior to the discovery of diamonds, the area was a grazing land and a cattle post for farmers.

The mine’s zone of infuence10 includes the villages of Sese, Maokane, Mokhomma, Betesankwe, Maboane, Tsonyane, Lefhoko, Sesung, Seherelela, Pitseng, Mahotshwane, Sekoma, Samane and Jwaneng Township.

Figure 4: Map Showing the Settlements and Communities Affected by Jwaneng Mine

-160,000 -140,000 -120,000 -100,000 -80,000 -60,000 -40,000 -20,000 0 20,000 40,000 60,000 80,000 100,000 Boroka Mmakgotsane Monkane Lekotswane Kasane Khutse Game Reserve & Maseru Tshatshane Ngware 0

0 Kolojwane

0 Dikole , 0 6 Matsabana Sebabeng Rabutase Kweneng KhudumelapyeMarotswane Lotse Mothale Mmamonageng Gamosimane Malatswane Bagwasi Kusuwe Ü Sowa Sebonwane & Dutlwe Malwelwe Madiaketso Francistown Takatokwane Orapa & & .! BotlGhahpaantlzoiu ! & 0 . Metsebotlhoko Kgope

0 .! 0 ,

0 .! 4 .! .! Medie .! .! .! .! Mabo.!ane Letlhakeng .! K.!hang.!.!o Sesung .!.! .! .! .! .! .! .! .! .! Hatsalatladi .!M.!asop.!e Tshwabi Dikgonnye .! .! .!.!.! .!.! .! .! .! M.!aga.!garape Northern We.!llfields Ditshegwane .! .! Gaborone .! .! .! & & ! .! .! .! .! .! .!

0 Dikgatlho 0 0

, .!

0 .! .! Mahetlwe 2 .! .! Tsabong ! & .! . Khudumajakwe To W .! Monwane indh oek Jwaneng Mine Relative to Botswana Boundary

Mmakgodi

.! MolepololeMokgopeetsane

0 Mahotshwane .! .! Mmakanke Moshawang Gakuto Kotolaname Mmanoko Gamodubu Sekoma Gasese Gakgatla Konkhwa 0 0 0 , Jwaneng Town 0

2 Keng - .!

Losilakgokong Sese Pitseng Ralekgetho

Tlanege 0

0 Mokhomma 0 , Moshupa 0 Semane Senyamadi 4 .! - .! .! Bikwe Lotlhakane West Bikwane Lefhoko Mogonye .! Tsonyane .! Seherelela Sesung Maokane Moshaneng Thankane .! Ranaka Lekgolobotlo Gatlhaba Lojwaneng 0

0 Selokolela 0 , 0 6 - Kanye Ntlhantlhe Mogobane Moilwa Matshogo .! Magotlhwane Tshaane

Kgomokasitwa Gasita 0 10 20 40 60 80 100 0 0 0 , Kilometers 0 8 -

SegwagwaSegwagwa JWANENG MINE ZONE OF INFLUENCE MAP Diabo Drawn By: K. Ntlotlang JWANENG MINE ZONES OF INFLUENCE LANDUSE JWANENG NORTHERN WELLFIEDS OTHERS MINE/DISTRICT BOUNDARIES Checked by:E. Kgamule Date: 11 July 2016 INFRASTRUCTURE Lease Hold Farms Human Settlements Blue Area .! Settlement Earmarked for Profiling Wildlife Management Areas SURVEY REFERENCE: Coordinate System: BOTSWANA LO25 Projection: Transverse Mercator Water Distribution Network Datum: Cape Free Hold Farms Tarred Road Mogojwagojwe Data Sources: Department of Surveys and Mappings 0 For Current Profilling and Engagements Game Reserve Jwana Game Park

0 Survey Section, Debswana Jwaneng Mine

0 Hydrogeology Section, Debswana Jwaneng Mine ,

0 Lorolwane .! Monitoring/Production Boreholes Mmathethe 0

1 Gravel Road - For Future Engagements - 2017 and Beyond Pastural/Arable/Residential Jwaneng Lease PrDoitgeacwtiaonne Area JNWF Plant Tracks Botswana Livestock Development Corporation Ranches (BLDC) District Administration Boundary 80 Kilometer Buffer Zone from Current BlueArea Footprint Dry Pans Gatwane Lejwana Tribal Grazing Land Policy Ranches (TLGP) Metlobo

10The mine’s zone of infuence is defned as an 80km radius from the mine.

30 SEAT 2017 - 2020 The table below provides additional information on the communities around Jwaneng Mine. This information provides a backdrop to the sections that follow.

Table 3: Key Characteristics of Communities in the Zone of Infuence11

Village, and Total Educational Health Facility Economic Ethnic Groups Most Reported distance to Population Facilities Activities Health Concerns Jwaneng Mine Betesankwe, 389 1 government 1 mobile clinic Farming, Bangwaketse Hypertension, 21km pre-school and 1 government TB, HIV/AIDS primary school employees, social beneft programmes like Ipelegeng,12 domestic work and agriculture Jwaneng 18,008 14 pre-schools, 1 mine hospital with Mine and Bangwaketsi, Hypertension, 5 primary schools, a maternity facility, government Bakgatla, TB, diabetes, 2 junior secondary a Voluntary Testing employees, Bakgalagadi pneumonia, schools, and Counselling contractors and HIV/AIDS, 1 tertiary Centre (VTC), service providers, gastroenteritis institution and an Infectious SMMEs (like Disease Control tuck-shops, Centre (IDCC); 2 beauty parlours mine clinics and 3 and driving government clinics, schools) where 1 clinic has a maternity facility and all have VTC and IDCC Lefhoko, 534 1 government pre- 1 health post Government Bangwaketsi, Hypertension, 25km school, employees, Bakgatla, musculoskeletal 1 primary school SMMEs (tuck- Bakgalagadi diseases, TB shops), Ipelegeng and agriculture Maboane, 1,085 1 primary school 1 health post Ipelegeng, Baboloongwe, Hypertension, 60km agriculture, Bashaga, HIV/AIDS, SMMEs (tuck- Bakhubiditswane musculoskeletal shops and diseases general dealers, harvesting and sales of morama nuts Mahotshwane, 861 1 primary school 1 health post Government Bakwena, Hypertension, 80km employees, Bakgalagadi, HIV/AIDS, Ipelegeng, Bangwaketse common cold agriculture, SMMEs (tuck- shops)

11Population statistics are estimates provided by the Population and Housing Census 2011. Additional information provided by village authorities. 12Ipelegeng is the government’s poverty eradication/social beneft programme.

SEAT 2017 - 2020 31 Village, and Total Educational Health Facility Economic Ethnic Groups Most Reported distance to Population Facilities Activities Health Concerns Jwaneng Mine Maokane, 40km 2,044 1 government pre- 1 clinic with a Ipelegeng, Bangwaketsi, / school, 1 primary maternity facility agriculture, Bakgatla, school, 1 junior and a VTC unit domestic work Barolong school Mokhomma, 959 1 pre-school, 1 1 health post Ipelegeng, Bangwaketsi, / 55km primary school agriculture, Bakgatla SMMEs (tuck- shops) Pitseng, 1,074 1 pres-chool, 1 1 health post Ipelegeng, Bakgalagadi, Hypertension, 35km primary school agriculture, Bangwaketsi, HIV/AIDS, SMMEs (tuck- Bakgatla tuberculosis (TB) shops), herding Samane, 549 1 primary school 1 health post Ipelegeng, Bangwaketse, Hypertension, 80km agriculture, Bakgalagadi, HIV/AIDS, SMMEs (tuck- Bakgatla musculoskeletal shops), herding diseases Seherelela, 723 1 primary school 1 health post Government Bangwaketse Musculoskeletal 41km employees, diseases, skin Ipelegeng, conditions, agriculture, hypertension SMMEs (tuck- shops) Sekoma, 1521 1 primary school 1 health post Government Bakgalagadi Hypertension, 98km employees, HIV/AIDS, Ipelegeng, musculoskeletal agriculture, diseases SMMEs (tuck- shops) Sese, 2,721 1 government pre- 1 clinic, with a Government Bakgalagadi, HIV/AIDS, 9km school, 1 primary maternity facility employees, Bangwaketsi, TB, sexually school and a VTC Centre Ipelegeng, Bakgatla transmitted and IDCC mine contract diseases employees, agriculture SMMEs (like tuck- shops and house rentals) Sesung, 752 1 primary school 1 health post Government Bangwaketsi, HIV/AIDS, 43km employees, Bakgatla musculoskeletal Ipelegeng, diseases agriculture, SMMEs (tuck- shops) Tsonyane, 37km 745 1 primary school 1 health post Government Bakgagodi, HIV/AIDS, TB, employees, Baboledi, hypertension Ipelegeng, Batshephe agriculture, small and medium enterprises (tuck- shops)

32 SEAT 2017 - 2020 3.4. Demographics According to the 2011 census, Jwaneng Township has a population of 18,008 persons, up from 15,176 in 2001.

In 2011, Sese had a population of 2,721. However, during stakeholder engagements in 2014, the village chief stated that the population of Sese had doubled to almost 4,000 people. This was attributed to an infux of contractors and job-seekers who prefer Sese to Jwaneng, because of Jwaneng’s accommodation shortages and higher rentals.

Most villages have mixed populations varying from elders to children. Elders often dominate villages because people return to rural life and farming once they retire from formal employment.

Table 4: Population Figures for Jwaneng and Surrounding Table 5: Comparison of Population Figures for Jwaneng Villages (2011)13 and Surrounding Villages, 2001 and 201114

Village Female Male Total Village 2001 2011 Population Population Population Population Population Betesankwe 187 202 389 Betesankwe (not available) 389 Jwaneng 8,177 9,831 18,008 Jwaneng 15,179 18,008 Lefhoko 262 272 534 Lefhoko (not available) 534 Maboane 595 490 1,085 Maboane 813 1,085 Mahotshwane 454 407 861 Mahotshwane 775 861 Maokane 1,052 992 2,044 Maokane 977 2,044 Mokhomma 486 473 959 Mokhomma 839 959 Pitseng 588 486 1,074 Pitseng 850 1,074 Samane 299 250 549 Samane 533 549 Seherelela 391 332 723 Seherelela 536 723 Sekoma 730 791 1,521 Sekoma 1,327 1,521 Sese 1,338 1,333 2,721 Sese 1,465 2,721 Sesung 401 351 752 Sesung 385 752 Tsonyane 346 399 745 Tsonyane 609 745

3.5. Gender, Language and Religion The population census shows that there are slightly more females than males in the zone of infuence. This is in keeping with national gender Jwaneng Township population statistics15. The 1991, 2001 and 2011 censuses had 91.6, 93.8 and (2001- 2011) 95.5 males per 100 females respectively. 2011 18,008 According to the Human Settlement Report, Jwaneng Township had 2001 15,179 9,831 men and 8,177 women in 2011 - an 18.6% increase since 200116.

The dominant languages include English, Setswana and Sekgalagadi, % and the main religions in the mine’s zone of infuence are Christianity 18.6 and African Traditional Religions.

13Population and Housing Census 2011: Analytical Report, by Statistics Botswana 14Population and Housing Census 2011: Analytical Report, by Statistics Botswana 15Botswana Environment Statistics: Human Settlement Report, by Statistics Botswana, 2013, pg. 11 16Botswana Environment Statistics: Human Settlement Report, by Statistics Botswana, 2013, pg. 13

SEAT 2017 - 2020 33 3.6. Age Profile and Settlement Botswana has a high percentage of youth. According to the national population projections17, in 2014, 33% of Botswana’s population was estimated to be younger than 15 years of age while 58% of the population was estimated to be between the ages of 15 and 64. The estimated median age for Botswana, in 2014, was approximately 23.

More than 50% of Botswana’s population is regarded as urbanised18– and along with this comes the concurrent growth around urban centres.

In general, the rural areas, like those settlements covered by this SEAT report, have more youth and elderly people, whereas the urban areas tend to have a higher proportion of economically active people19. However, the proximity of employment opportunities related to the mine means that there is a higher than usual percentage in the economically active age cohort than in other rural settlements.

This means that the youth are a vulnerable group, given the high rates of youth unemployment in the context of already high levels of unemployment in rural areas in general.

3.7. Economic Activities The mainstay of the Jwaneng economy is diamond mining and processing and its associated construction activities. The service sector is also well developed with potential to grow even further, given the projected life of mine and the high purchasing power of mine employees. The working population in Jwaneng Township is estimated to be around 6,000; the rest of the inhabitants comprise students, retired persons, job seekers, homemakers and seasonal workers.

Jwaneng Mine is the largest employer, followed by government. However, there are still high rates of unemployment due to an infux of job seekers.

The government has a poverty eradication programme (Ipelegeng) where unemployed, productive people are temporarily employed for community service work and on a rotational basis.

17Botswana Statistical Services: Population Projections 2001-2030 18Botswana Environment Statistics: Human Settlement Report, by Statistics Botswana, 2013 19Botswana National Atlas, 2001 20Population and Housing Census 2011: Analytical Report, by Statistics Botswana

34 SEAT 2017 - 2020 The mainstay of the Jwaneng economy is diamond mining and processing and its associated construction activities.

SEAT 2017 - 2020 35 Table 6: Employed Population of Jwaneng Township by Industry and Gender, 201120

Agriculture - 162 Mining & Quarrying - 2 527 Manufacturing - 166 100 62 2 156 371 111 55 Public Administration - 758 223 253

Electricity & Water - 46 Construction - 1 828 Local Government - 640 Hotels & Restaurants - 279 36 10 1670 158 274 266 85 194

Wholesale Transport Private Household - 475 Health - 209 & Retail Trade - 887 & Communication - 93 27 448 63 143 383 507 77 19

Finance - 96 Education - 431 Real Estate -758 23 70 137 294 Other community sectors - 209 408 350 111 98

Male 5894 =9,292 Female 3398 Employed Population

36 SEAT 2017 - 2020 3.8. Education Development Programme (DGSDP), initiated in 2002 at both the OLDM and Jwaneng mines, whose objective In addition to the information provided in Table 4 above, this section seeks to provide more detail about the educational is to supplement what is taught in government schools landscape. in selected subjects like mathematics, English, science and agriculture. Through this programme teachers are Jwaneng Township has 14 privately-owned pre-schools, recruited and paid for by Debswana. four government-run primary schools and two government- run junior secondary schools. In addition to these is Acacia Primary School, run by the mine (more detail is provided below). Maokane has a junior secondary school that admits boarders from neighbouring villages. After completion of their junior certifcate, children are then sent to various senior schools across the country, mostly in Good Hope, Ghantsi and Matsha in Kang.

The Department of Non-Formal Education uses one of the community junior secondary schools, Morama JSS, for evening classes for adult and distance learners, including mine employees.

The government has also introduced a national back-to- • To encourage and celebrate high academic excellence school programme for those who want to better their grades, in both the Primary School Leaving Examination and and a national internship programme for university graduates. Junior School Certifcates, the mine launched the inaugural Debswana Diamond Dreams Academic Jwaneng Mine is investing in a variety of educational Awards (DDAA) for best performing learners, teachers opportunities: and schools under the DGSDP in 2017. Benefciaries of these awards are 24 primary schools and four secondary • The mine has established an English-medium pre-school schools from Mabutsane, Moshupa, Letlhakeng sub- and primary school, called Acacia Primary School. districts, Southern and Kweneng districts, and Jwaneng The school caters for mine employees as well as the Town Council. The awards will run for three years after community. In 2016, the school boasted the following results in the Primary School Leaving Examinations which they will be reviewed. (PSLE): 79% achieved an A pass, 17% achieved a B pass, • Jwaneng Technical College (JTC), which opened in August and 4% achieved a C pass rate. This is in contrast to the 1988, offers a variety of technical courses ranging from 2014 results: 48% A pass, 42% B pass, and 10% C pass electrical and mechanical engineering to certifcates in rate. the automotive trades. The mine has partnered with JTC • Debswana has a Debswana Government Schools to offer mining courses and internship opportunities.

100 Figure 5: DGSDP 90 Benefciaries: 80

PSLE Results 70 Jwana 60 Kgalagadi Dinonyane 50 Teemane 40

30

Percentage Pass (ABC) Pass Percentage 20

10

0

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 YEARS

SEAT 2017 - 2020 37 In addition to Debswana Jwaneng Mine Hospital, there are fve 3.9. Health clinics, two of which are mine clinics and three are government clinics. One of the government clinics offers in-patient services. According to reports at The mine hospital services include holistic district level hospital Jwaneng Mine Hospital, care, a dental clinic, an IDCC offering ARV therapy, community the top ten health outreach, an Intensive Care Unit and rehabilitation services. The concerns are: hospital also provides laboratory services to all the clinics and health posts in the district, and acts as a referral hospital from the 1. Cardiovascular diseases, communities around the mine and beyond. including hypertension The HIV/AIDS prevalence rate for Jwaneng Township has 2. Respiratory diseases, seen a decline in the male and female infection rate between excluding TB and pneumonia 2007 and 2013 (see Table 8). This could be attributable to 3. Muscular-skeletal conditions the rigorous Debswana HIV/AIDS prevention programme and overall collaborative efforts offered through the District Multi- 4. HIV/AIDS Sectoral AIDS Committee (DMSAC). Jwaneng Township’s 2013 5. Tuberculosis prevalence rate (12.8%) compares favourably to the Debswana prevalence rate of 18.5% nationally. 6. Gastroenteritis / intestinal conditions 7. Urinary tract infections Table 7: Percentage HIV/AIDS Prevalence Rate for Jwaneng Township as per BAIS III in 2008 and BAIS IV in 2013 21 8. Maternal and child health 9. Oral health 2008 2013 10. Pneumonia 11. Diabetes 21.4% 20.8% 8.5% 16.7%

20.9% 12.8%

3.10. Housing country depends on underground aquifers as a source of water supply because there is no surface water. Rainwater is poorly Jwaneng Mine provides accommodation to its employees, retained by the soil, seeping into underground aquifers. This whilst the Botswana Housing Cooperation (BHC) provides means that groundwater is the predominant source of supply housing for government workers. There is also a government for domestic, agricultural (crop and livestock), industrial and scheme, the Self-Help Housing Agency (SHHA) programme, mining activities in the area. that assists residents in building houses in the township. Rainfall is low and highly variable from year to year. As a result, Due to the infux of contractors and job seekers, there is most rivers are ephemeral. The risk of climate change (with a shortage of accommodation in Jwaneng which has led increased temperatures and decreased rainfall to recharge to an infux into Sese village, just 9km away from Jwaneng aquifers) is signifcant when the cultural and economic Township. livelihoods of the region depend on water.

3.11. Infrastructure and Services Many institutions make use of rainwater harvesting, using 3.11.1. Water storage tanks, but even this harvesting does little to meet Because Botswana is a water scarce country, most of the local water needs.

21Evian Clive Dr, Social Impact Assessment report for Jwaneng Mine Cut-8 project, 2009, page 40, and Statistics Botswana, Botswana AIDS Impact Survey, Summary Results, 2013.

38 SEAT 2017 - 2020 The Department of Water Affairs is the key authority to survey There are two public radio broadcasters (RB1 and RB2) boreholes, whilst the Water Utilities Corporation (WUC) accessible in Jwaneng, as well as Botswana television. There ensures the provision of water. As per Statistics Botswana is also one private radio station (Duma FM). (2015), 99.8% of the Jwaneng population has access to potable water. All the villages in the zone of infuence have 3.11.5. Roads a water connection, except Betesankwe, which is currently The roads linking Jwaneng to other major centres are in being serviced by water bowsers from the town council. good tarred condition. The roads linking Jwaneng to the immediate surrounding settlements (like Maboane, Maokane, 3.11.2. Electricity Mokhomma and Sese) are gravel. The road to Maboane Jwaneng Township and the surrounding villages receive is maintained by the mine as it is along the Magagarape electricity from the Botswana Power Corporation (BPC). In wellfelds. some instances, solar energy is used for water heating and lighting in schools and health facilities. 3.12. Vulnerable Groups Jwaneng Mine recognises that potentially vulnerable and 3.11.3. Sewage marginalised groups could be disproportionately impacted In Jwaneng Township, sewage is disposed of by several or less able to beneft from the mine’s activities. Through methods: a sewage reticulation network connection, the mine’s social performance management mechanisms, waterborne sewage, pit latrines and septic tanks. However, marginalised and vulnerable groups are given particular the sewerage infrastructure needs to be upgraded as it can consideration. no longer support the growing population. To date, Jwaneng Mine has invested over P3 million to replace sewerage pipes Jwaneng Mine has identifed women and girl children as to alleviate the problem. vulnerable. We also recognise the groups identifed by government social beneft programmes, like orphaned and 3.11.4. Telecommunications and Radio vulnerable children, those affected by extreme poverty, The Botswana Telecommunications Corporation (BTC) peoples living with disabilities and those participating in the provides telecommunication services throughout the rural area dweller programme. country and is accessible in most of the areas included in this study. Cellular services from the three mobile operators Due to high unemployment rates nationally, most productive are accessible in most areas surrounding the mine, as well as populations are not gainfully employed and therefore their further afeld. vulnerability profles are increased – this is especially true for the youth.

Jwaneng Township and the surrounding villages receive electricity from the Botswana Power Corporation (BPC).

SEAT 2017 - 2020 39 Existing Social Performance Management Activities.

Social performance management activities are the full range of internal policies, procedures, plans, systems, and initiatives in place to ensure that all aspects of a mine’s social performance are managed to the highest levels possible. The purpose of this section is to summarise all the social performance management activities that take place at the mine.

The following is laid out below: • Debswana’s approach to social performance and corporate social investment, • The various mechanisms the mine uses to implement social performance management, and • A review of the stakeholders with which the mine has 4 engaged over the last three years since the last SEAT cycle.

40 SEAT 2017 - 2020 4.1. Debswana’s Approach to Social Debswana has a CSI programme, which it has been Performance and Corporate Social implementing for over 10 years. The aim of the programme Investment is to create a legacy of empowered, sustainable communities in the areas in which it operates, ensuring that mining 4.1.1. Approach to Social Performance communities are not left worse off as a result of our presence. It is our desire to deliver a lasting, positive contribution to communities. We do this by managing our risks and impacts, respecting human rights, engaging with affected and interested stakeholders, and empowering vulnerable and marginalised groups within our zone of infuence.

As part of the company’s alignment with international best practice, Debswana has adopted the Social Way. The Social Way defnes Debswana’s governing framework for social performance. This has implications for what is expected of all the leaders within the company, from Corporate Centre to general managers, to line managers and supervisors22. The heart of these principles includes: Jwaneng Mine’s approach is aligned to the national objectives of economic diversifcation and job creation. Consistent with • Delivering a lasting positive contribution to communities; our strategy and the National Vision 2016, the areas we • Managing risk and impacts; focus on include education, the environment, small business • Respecting human rights; and skills development, arts and cultural development, • Engaging with affected and interested stakeholders; health (and particularly HIV/AIDS), community and sports • Empowering vulnerable and marginalised groups; and development. • Integrating social performance within relevant departments and activities within the operation. The budget for CSI is divided, with 50% allocated to the corporate centre and 50% to the mines (Jwaneng Mine There are practical steps to embedding best practice social and OLDM). At both corporate and operations level, the performance. These include conducting a comprehensive implementation of any CSI activity is guided by specifc SEAT assessment every three years – and reporting annually guidelines for selecting and funding such initiatives. At to stakeholders on the progress we’ve made with addressing Jwaneng Mine, the Sustainability Committee (made up of our impacts. Other practical aspects include, amongst others: heads of department from Sustainability, Human Resources, implementing grievance mechanisms; recording, tracking and Finance, Hospital and Corporate Affairs) is responsible for reporting on all the social commitments made to stakeholders; being proactive about safety, security and health issues • Selection, monitoring and evaluation of local projects; on-site; and developing specifc plans when it comes to • Authorising funding within their allocated CSI budgets; resettlement and the protection of cultural heritage sites. • Visiting of CSI projects; A multi-disciplinary team, which includes representatives • Communication to staff on a quarterly basis regarding from each department, as well as our contractors and which projects are being implemented; stakeholders, are responsible for the implementation of our • Quarterly reporting to the Corporate Sustainability social performance goals throughout the mine. Committee; and • Preparing of auditable public information, reports and We seek assurance of compliance with the Social Way external communication of CSI activities. through a number of different mechanisms, one of which is the implementation of the SEAT process every three years 4.2. Mechanisms to Manage Social at all relevant operations. Other assurances of compliance include: Good Citizenship Business Principles letters of Performance assurance process; Social Way self-assessments; peer review; The table below outlines all the various ways that the mine is community consultation; and third-party audits. working to integrate social performance mechanisms cross- functionally in order to allow for the most accountability and 4.1.2. Approach to CSI Programmes effectiveness.

22Leadership implications include: Ensuring appropriate resourcing (staff and training) in order to meet the requirements of the Social Way; conducting effective and inclusive engagement with local stakeholders; proactively identifying, assessing and managing impacts, consistent with the objective of avoiding or minimising negative impacts; and developing an integrated approach to socio-economic development, focused on leveraging our core business activities in order to maximise the positive developmental contribution of our business.

SEAT 2017 - 2020 41 Table 8: Mechanisms to Manage Social Performance at Jwaneng Mine

Name of Purpose/Objective of Mechanism The Mine Department How Long the Stakeholders Affected Mechanism Responsible for Mechanism by Mechanism Mechanism’s Has Been in Implementation Place To ensure proactive identifcation, Coordination by January 2015 Internal stakeholders assessment and management of social Corporate Affairs, with • Mine departments Social Performance impacts and risks. a multi-disciplinary Impacts and Risks approach across External stakeholders departments • Government • Communities • Business sector • NGOs Details the site’s strategy for preventing Coordination by November Internal stakeholders and mitigating longer term socio-political Corporate Affairs, with 2016 • Mine departments risks and maximising opportunities a multi-disciplinary required to achieve the Life of Mine Plan, approach across External stakeholders Social Performance HPO23 2018 strategy and Debswana’s departments • Government Strategy (SPS) overall aim which is to leave an enduring • Communities and sustainable positive legacy in the • Business sector communities in which we operate. • NGOs

Provides a framework to proactively Coordination by January 2015 Internal stakeholders engage and communicate with Corporate Affairs, with • Mine departments stakeholders appropriately. a multi-disciplinary Stakeholder approach across External stakeholders Engagement Plan departments • Government • Communities • Business sector • NGOs Leveraging our core business activities Corporate Affairs, Yet to be Internal stakeholders as a means to contributing toward the in partnership with signed-off • Mine departments Socio-economic socio-economic development of the Safety and Sustainable Development communities in our ZOI. Development External stakeholders Strategy • Government • Communities • Business sector • NGOs To manage stakeholder expectations Corporate Affairs, with September Internal stakeholders and any social risks that may be all mine departments 2016 • Mine departments Social and Legal/ associated with business as a result of responsible to ensure permitting non-compliance with regulatory and implementation External stakeholders Commitments legal requirements, as well as unmet and • Key government unfulflled stakeholder commitments. stakeholders • Community leadership To create a legacy of prosperity, Corporate Affairs 2000 External stakeholders Corporate Social sustainability and empowered • Vulnerable and Investment Policy communities beyond the life of mine. marginalised groups • Community service providers

23 This is a business strategy where HPO stands for High Performance Organisation.

42 SEAT 2017 - 2020 Name of Mechanism Purpose/Objective of Mechanism The Mine Department How Long the Stakeholders Affected Responsible for Mechanism by Mechanism Mechanism’s Has Been in Implementation Place Avoid or remediate impacts associated Social incidents and July 2015 Internal and external with the mine through an open and complaints from the stakeholders Complaints transparent complaints and grievance public are coordinated • Community and Grievance mechanism. by Corporate Affairs members Procedure, and and managed through • Key government Social Incident a multi-disciplinary stakeholders Management committee made of • NGOs Procedure mine departments • Mine employees designated according to the subject of the complaint

To identify, assess and document Safety and Sustainable October 2016 Internal and external potential emergency and crisis Development, and stakeholders Stakeholder situations and their potential impact on Corporate Affairs • Mine departments engagement in communities with the involvement of all • All government emergency planning relevant external stakeholders. departments • Community members • NGOs A due diligence process assessing Security and Corporate 2014 Internal and external potential public and private service Affairs stakeholders Voluntary principles providers to understand their ability to • Public securities on security and respect human rights in their operations • Private securities human rights including to meet requirements of • Key government (VPSHR) VPSHR. This also includes capacity stakeholders building of community stakeholders, like • Community the local authorities. members • Non-governmental organisations

General Manager - Mr Albert Milton, Paramount Chief of Bangwaketse - Kgosi Malope II, Kgosi Biki Nthomang of Lefhoko Village and Southern District Council Chair - Hon Alex Seametso

SEAT 2017 - 2020 43 Name of Purpose/Objective of Mechanism The Mine Department How Long the Stakeholders Mechanism Responsible for Mechanism’s Mechanism Affected by Implementation Has Been in Mechanism Place Integrate social performance within Multi-disciplinary, from the 2016 Internal and external relevant operational processes including Supply Chain Department stakeholders within business partners, suppliers and (the Contract Management • Communities contractors’ contractual agreements to Offce) to Project • Government ensure potential adverse social impacts Management and Corporate • NGOs Contractor are minimised and that signifcant positive Affairs • Business sector management impacts from development opportunities are maximised and delivered.

Contractor management also involves ensuring that Botswana’s Citizen Economic Empowerment Policy (CEEP)24 is implemented in the contractor agreements. Address previous disadvantages, involve Across the mine, led by 2015 External stakeholders marginalised and vulnerable groups Corporate Affairs • Vulnerable and Vulnerable in decision making and support their marginalised groups groups empowerment through socio-economic • Communities development opportunities. • Service providers

24The CEEP was signed in June 2014. Details are provided in Debswana’s 2015 Report to Society (http:// www.debswana.com/Media/Reports/Debswana%20RTS%202015%20Final.pdf). In summary, its inten- tion is to ensure the economic empowerment of Batswana, with the aim of:

Promoting and facilitating the establishment, growth and development of for wholly citizen and citizen owned SMMEs by ensuring that the tendering and procurement process for Debswana is made more accessible to SMMEs through products and budget reservation programmes as well as encouraging the implementation of quality management systems; Towards Sustainable Establishing capacity building programmes for wholly citizen and citizen owned companies to facilitate and support the emergence of SMMEs in which citizens take the initiative to Mining (TSM) generate employment; Programme. Promoting and facilitating the establishment of joint ventures between citizen and foreign A set of tools and owned companies; and Encouraging local companies to engage in meaningful capacity building for citizens (e.g. indicators designed training and skills development, CSI activities, outsourcing and subcontracting of work to to drive performance citizen owned companies, amongst others). and ensure that

Currently CEEP has a list of reserved goods and services for citizen-owned companies aims key environmental, to increase local participation in certain spheres. There is also a tender evaluation matrix safety and community that takes account of a company’s ownership structure, training programmes, employment risks are managed demographics—all of which are important during the evaluation of tender submissions. responsibly at each In addition, CEEP uses preferential margins for determining fnal allocation of contracts. mining facility. This means that after evaluating and scoring tender proposals, a citizen-owned company will be given preferential margins around expense (i.e. if the cost of a citizen-owned proposal is higher than a non-citizen-owned proposal, but within a certain percentage of project value, then the former will be given preference).

The 2017 revised CEEP has integrated social performance as a coordinated approach to socio-economic development (SED), in particular pillars 4 (SED-Local Procurement) and 8 (Contractors, Suppliers and Business partners).

44 SEAT 2017 - 2020 Name of Mechanism Purpose/Objective of Mechanism The Mine Department How Long the Stakeholders Affected Responsible for Mechanism by Mechanism Mechanism’s Has Been in Implementation Place To develop and implement plans for Multidisciplinary: The Preliminary External stakeholders economic diversifcation from a mining- Planning by Safety Mine Closure • Communities around dependent local economy to a non- and Sustainable Plan was the mine Planning for the mining-dependent economy to sustain Development; developed in • Government social dimensions of the regional and local economy beyond implementation and November • NGOs mine closure the life of mine, and to ensure our oversight by Engineering, 2013 • Business sector voluntary compliance with the Towards Health Services and Sustainable Mining (TSM)25 initiative. Corporate Affairs Culture and Heritage Preservation of culture and heritage Safety and Sustainable December Internal stakeholders Management Plan, through avoidance or minimisation of Development, and 2015 • Mine departments and Chance Find impacts on cultural heritage. Corporate Affairs Procedure A set of tools and indicators designed Safety and Sustainable 2012 Internal stakeholders to drive performance and ensure Development • Mine departments that key environmental, safety External stakeholders and community risks are managed • Communities around Towards Sustainable responsibly at each mining facility. the mine Mining (TSM) The protocols include: health and • Government Programme safety, energy use, greenhouse gas emissions management, community outreach, crisis management planning, tailings management, and biodiversity conservative management.

25TSM is an industry-led voluntary programme, developed by the Mining Association of Canada (MAC) to demonstrate the industry’s commitment to responsible min- ing in a tangible and credible manner. It contains a set of tools and indicators designed to drive performance and ensure that key environmental, safety and community risks are managed responsibly at each mining facility. TSM verifcation for OLDM was completed in 2013.

SEAT 2017 - 2020 45 4.3. Ongoing Stakeholder Engagement towards Social Performance Management Across the company, at both corporate and operations level, various departments undertake external stakeholder engagement activities. The previous SEAT process found that we could do a better job of engaging with our stakeholders. Since then, we have sought to improve stakeholder communication; the table below is a refection of our progress in this regard.

Table 9: External Stakeholders Engaged, 2014 to 2017

Stakeholder Mine Department Doing the Engagement Activity Frequency of Currently Engagement Engagement Engaged? Yes/No SEAT Engagements All stakeholder Corporate Affairs Socio-economic assessment Every 3 years Yes categories in our engagements for SEAT Study zone of infuence (ZOI) - authorities, interested and affected parties All stakeholder Corporate Affairs in 2017 SEAT study fndings and Quarterly Yes categories in our collaboration with closure activities ZOI - authorities, departments (impact/issue interested and based) affected parties Community Profiling Communities in our Corporate Affairs Baseline socio-cultural and Quarterly Yes ZOI economic assessments of communities around the mine CSI Engagements Communities in our Corporate Affairs Socio-economic needs of Monthly Yes ZOI communities in the ZOI Cultural Heritage Management All stakeholder Corporate Affairs and Educate and create awareness Quarterly Yes categories in our Sustainability in collaboration about cultural heritage management ZOI - authorities, with other departments and Chance Find Procedure interested and (project-based) affected parties All stakeholder Corporate Affairs and Identifcation of tangible and During EMP Yes categories in our Sustainability in collaboration intangible culture and heritage to engagements, ZOI - authorities, with other departments protect and prevent them from project interested and (project-based) adverse impact. implementation affected parties Public Complaints, Grievance and Social Incident Management All stakeholder Corporate Affairs in Raise awareness of the public Monthly Yes categories in our collaboration with other complaints and grievance ZOI - authorities, departments (impact/issue procedure; and provide interested and based) feedback on emerging complaints affected parties and social incidents trends and mitigation in place. Affected Corporate Affairs in Community participation initiatives Monthly Yes communities or collaboration with involving affected communities parties Departments (impact/issue and parties in the investigation and based) remediation of complaints

46 SEAT 2017 - 2020 Stakeholder Mine Department Doing Engagement Activity Frequency of Currently the Engagement Engagement Engaged? Yes/No Management of Social Commitments All stakeholder Corporate Affairs Sensitise communities about the mine’s Monthly/ Yes categories in our commitments procedure, and address issues Quarterly ZOI - authorities, around previous commitments and consult interested and regarding implementation of current and affected parties future commitments Mine Impacts and Emergencies Preparedness District and Jwaneng Mine-wide Conduct mine impact simulations, identify Quarterly Yes Mine disaster commonalities, areas of collaboration and management teams augmentation of available resources Emergency high risk Mine-wide Mine impacts and emergencies awareness Quarterly Yes areas and preparedness initiatives Farming Corporate Affairs Training and exchanging experiences and Quarterly Yes communities around learnings the mine All stakeholder Corporate Affairs Dust assessments, water level monitoring, Monthly/ Yes categories in our and Sustainability in blasting vibrations monitoring Quarterly ZOI - authorities, collaboration with other interested and departments (impact/issue affected parties based) Human Rights and Voluntary Principles on Security and Human Rights (VPSHR)26 Private and Mine departments involved VPSHR Training Biannual Yes public securities, in the provision of security Address Human Rights issues emanating Monthly/ Yes community leaders, from the security space Quarterly key stakeholder (like authorities) Inclusion/Mainstreaming of Vulnerable and Potentially Marginalized Groups Vulnerable and Corporate Affairs, Health Socio-economic needs assessment, Quarterly Yes marginalized groups Services/Wellness Section psychological support, capacity building/ in our ZOI empowerment initiatives and provision of resources Social Ills Mitigation ZOI hotspots Corporate Affairs, Health Analysing the root causes and remedies of Quarterly Yes Services/Wellness Section prevalent socio-economic ills Health Services Related Engagements Hospital and Corporate Affairs, Health Discussing of issues in the district relating to Monthly/ Yes wellness service, Services/Wellness Section HIV and AIDS: ARV treatment, condom use, Quarterly district health Discussing issues affecting health in the management teams, district: environmental, water, sanitation, district multi-sectoral clinics, hospital and resources for all those AIDS committees, aspects district planning Referral processes, medical aid cover, forum payment of bills for clients covered by Debswana

26Established in 2000, the Voluntary Principles on Security and Human Rights is a multi-stakeholder initiative involving governments, companies and nongovernmental organizations that promotes implementation of a set of principles that guide oil, gas and mining companies on providing security for their operations in a manner that respects human rights. Specifcally, the Voluntary Principles guide companies in conducting a comprehensive human rights risk assessment in their engagement with public and private security providers to ensure human rights are respected in the protection of company facilities and premises.

SEAT 2017 - 2020 47 Stakeholder Mine Department Doing the Engagement Activity Frequency of Currently Engagement Engagement Engaged? Yes/No Environmental and Social Impact Assessments All stakeholder Corporate Affairs, Potential environmental and social Quarterly (Project Yes categories in our Sustainability and Project impacts of projects in the ZOI prefeasibility ZOI - authorities, Management Offce and construction interested and phases) affected parties Contractor Management Mine contractors General Manager’s Inclusion of Social Way Framework - Quarterly Yes Offce, Supply Chain Social Performance in revised Supply Management as a lead and Chain Management Framework all Mine departments present Requirement; the role contractors contractor issues play in our implementation of the framework as per Human Rights, social risk and impact management; Social Performance Induction Package for contractors; educating and creating awareness around social performance policies and procedures Mine Closure District and Safety and Sustainable A brief synopsis of the Jwaneng Quarterly Yes sub-district Development (S&SD) Mine Closure Plan; closure objective; administration of proposed land uses for Jwaneng villages within our Mine; socio-economic projects ZOI, as well as the related communities Diamond Security Awareness Team Priority communities Mine wide (volunteers) Raise awareness of diamond Quarterly Yes security Educational Capacity-Building Initiatives Schools around our Debswana Government Work force development Monthly Yes ZOI Schools Development needs assessment/analysis; Programme designing of interventions; implementation and evaluation / follow-up

GMs and Senior Management Leadership Consultative Forums District and Senior management Community development around Quarterly Yes sub-district potential mine impacts; address administration and perceptions arising from complaints tribal leadership of and engagements; provision of social villages within our amenities; approach to community 5 ZOI development, social performance and CSI.

48 SEAT 2017 - 2020 Delivering Socio-Economic Benefit through all Mining Activities.

The following section of this report describes the avenues through which Debswana and its mines contribute both locally and nationally to a stronger economy and increasingly independent communities.

Botswana is a country that has been hailed as an economic success, largely due to the development of its mineral resources. The country also fnds itself at a crossroads, keenly aware of the need to diversify the economy away from diamonds. Debswana recognises the key role that it needs to play in order to contribute to this diversifcation, which goes hand-in- hand with the building of resilient, sustainable communities that will thrive beyond diamond mining.

Although expected socio-economic disparities exist between rural and urban areas, youth unemployment is a critical concern that cuts across geographical location. These high levels of youth unemployment even exist amongst the educated and college graduates.

It is against this background that Debswana has developed a socio-economic development strategy to inform socio-economic community benefts and post-closure initiatives.

Contributions include far more than CSI initiatives as benefts are derived from leveraging 5core business activities. The areas through which benefts are derived include: • Local procurement; • Local employment; • Enterprise development; • Employee volunteering; • External capacity building; • Synergies on infrastructure use; and • Corporate Social Investment.

SEAT 2017 - 2020 49 5.1. Overview The table below highlights the signifcant socio-economic interventions delivered by Jwaneng Mine. It covers programme identifcation per SED pillar and its description.

Table 10: Socio-Economic Delivery from 2015 to 2016

SED Pillar Programme Initiative Description of Programme/Initiative Local The Citizen Economic The purpose of CEEP is to ensure the economic empowerment of citizen-owned companies Procurement Empowerment Policy through: (CEEP) • Promoting, facilitating and establishing the growth and development of SMMEs • Establishing capacity-building programmes for wholly citizen and citizen-owned companies • Promoting and facilitating the establishment of joint ventures • Listing reserved goods and services for citizen-owned companies • Preferential margins are used for determining fnal allocation of contracts

The performance of the 2015/2016 citizen spend versus local spend increased by 4% (from 19% to 23%), whereas citizen spend versus total spend increased by 2% (from 16% to 18%). Local Workforce Workforce Development Programmes support community members (usually youth) in Employment Development accessing employment opportunities outside Debswana by providing hard and soft skills (workforce Programmes training, and introducing them to potential employers (other companies in the area, suppliers, development) SMMEs in enterprise development programmes, government). These programmes include:

• Attachment programmes – 41 attachés from various tertiary institutions • Internship programmes - 23 provisionally temporary positions earmarked for Government Internship Programme

Enterprise Entrepreneurship The aim is to help develop entrepreneurship skills in unemployed youth, women, men or Development capacity-building vulnerable groups so that they can create their own sustainable livelihoods, thereby reducing extreme poverty. Tokafala Programme Supplier and enterprise development for SMMEs geared towards transformation and sustainability. External Emergency Response Capacity development trainings were facilitated for different community structures including Capacity and Preparedness the Community Policing Cluster, traditional leadership, public security offcers and members Building of the Jwaneng Town Council. These trainings were facilitated to enhance the capacity of the stakeholders to respond during a disaster or emergency. Infrastructure Water provision Provision of water to the Water Utilities Company at a subsided cost, for the Jwaneng and Use Synergies Sese communities. Hospital services Provision of health care services to mine employees, communities in our zone of infuence, and to those who have been referred (usually within a 200km radius) by other medical practitioners.

Jwaneng Mine, Majwe Mining and Contractors joining the community of Sese to clean the environment

50 SEAT 2017 - 2020 Programme name/institution Items/services donated Date programme/ Total spend receiving donation donation was (BWP) initiated Education Debswana Government School Computer awareness course for 15 primary 2015 52,500 Development Programme (DGSDP) school teachers under the DGSDP education benefciary Schools programme DGSDP benefciary schools Annual budget for the DGSDP - enhances 2015 800,000 the quality of teaching and learning in government schools 2016 400,000 Jwaneng Technical College Refurbishment of the college library and 2015 152,000 partnership to enhance learning in the felds of ftting, fabrication, welding and electrical Kgalagadi Primary School Donation of portable desk and solar light 2015 47,000 to 25 less privileged learners to enhance learning Kgalagadi Primary School Provision of school uniforms for 25 less 2015 30,000 privileged learners at the school, including CSI jerseys, tracksuits, long and short sleeve shirts, ties, socks, hats, trousers, tunic and shoes Kgalagadi, Teemane, Jwana, Support primary schools with garden netting 2015 200,000 Betesankwe and Maboane Primary and gardening tools as part of the drive to Schools promote agricultural skills in schools Kgalagadi and Dinonyane Primary Adopt a School Programme: Revamping 2015 800,000 Schools of the libraries and science laboratory to include reader’s shelves, desks, computers, wall paintings, a TV and DVD player, bean bags and cushions, carpeting, posters, stools, games and puzzles. Metlobo Primary School Donation of an HP Colour LaserJet multi- 2016 55,000 functional digital printer 24 schools (20 primary and 4 Debswana Diamond Dream Awards 2016 310,000 secondary), including southern and Kweneng districts Community development Jwaneng Community Donation of wheel chairs to people living with 2016 350,000 disability Communities in the ZOI (Kanye, First Aid Course to police offcers and Village 2016 55,000 Betesankwe, Sese, Jwaneng & Cluster Committees Mabutsane, Moshupa) CSI Jwaneng needy resident Construction of a house for a needy family 2015 450,000

Lefhoko Community Construction of Village Development 2015 700,000 Committee houses to alleviate shortage of accommodation for public servants posted in 2016 800,000 the village

SEAT 2017 - 2020 51 Programme name/institution Items/services donated Date programme/ Total spend receiving donation donation was (BWP) initiated Maboane, Dutlwe, Takatokwane Construction of a water reservoir, pump 2015 800,000 Communities station and the upgrading of three electricity- CSI operated boreholes Tsonyane Community Construction of kgotla offces 2015/16 800,000 Mahotshwane Community Construction of kgotla offce for 2015/16 800,000 Mahotshwane chief Arts and culture development Maboane Community Inauguration of Maboane Community kgosi 2015 10,000

Ngwaketse District Support of annual cultural activities that aim 2015 30,000 to promote and preserve the cultural heritage of the district communities through arts, craft and other traditional activities Tsabong and surrounding Donation of funds towards the annual 2016 20,000 CSI communities Tsabong Agricutural Fair Jwaneng Community Raphalane cultural day celebration 2016 20,000

Moshupa Community Support towards Moshupa Dikgafela to 2016 20,000 promote arts and culture in communities around the mine Jwaneng, Sese, Lefhoko, Maokane Donations towards BOT50 independence 2016 75,000 and Maboane Communities celebration activities Total CSI spend for 2015 and 2016 P7,796,500

5.2. Assessment of Four CSI/SED Projects As indicated in the table above, Jwaneng Mine implemented 78 CSI projects during 2015 and 2016, with a total spend of close to P8 million. Socio-economic delivery (SED) and corporate social investment (CSI) are part of the overall social performance remit of Debswana. A key objective of SEAT is to assess the effectiveness of these social performance activities – including the CSI/SED activities. Because CSI/SED is a very specifc activity, the SEAT process includes a very specifc assessment of these activities. Jwaneng Mine selected four projects for evaluation, based on their maturity and degree of impact. The learnings from these four His Hon the Vice President of Botswana Slumber Tsogwane; projects can then be extrapolated to other ongoing Member of Parliament; Jwaneng - Mabutsane, Hon Shawn initiatives. We engaged with the following projects in Nthaile and Jwaneng Mine Assistant General Manager at more depth: one of the Jwaneng CSI project handover.

• The partnership between Jwaneng Mine Hospital and Local Government; • The Debswana Diamond Dream Awards; • Lefhoko Community Housing; and • The provision of water to Jwaneng Township and Sese.

52 SEAT 2017 - 2020 Figure 6: SEAT Questions used to Assess SED/CSI 5.2.1. The Partnership Between Jwaneng Mine Hospital Projects and Local Government Established in 1982, Jwaneng Mine Hospital was initially Project external stakeholders were assessed with the built to provide for the medical and health-related needs of below set of questions. They were applied under each the mine workers and their dependents. Recognizing that the project: success of any primary health care system is highly dependent 1. Describe the project representative’s upon an effcient patient referral system, Jwaneng Mine and understanding of the project’s objectives, the the Government of Botswana entered into a memorandum of target area, the amount of financial support Understanding (MOU) to extend health services to communities received per year, any non-financial support and the Debswana personnel involved in the project. in the zone of infuence and even beyond. 2. Explore the extent to which the project representative and the project beneficiaries Under the current MOU, the mine hospital serves as a district participated in project identification and planning hospital, attending to all referrals from council clinics in its (including needs assessment)? catchment area and beyond the zone of infuence. The mine 3. Explore the project representative’s perceptions carries almost all costs, from overhead and medical treatment of key needs within his/her community in order to costs to the supply of medication and referrals to other hospitals understand the extent to which the SED initiative for specialized care. The overall maintenance and upgrading addresses key needs within the target area. of the hospital is also the sole responsibility of the mine. Only 4. What is the number of project beneficiaries? 5. Who benefits from the project? the Masa Treatment Programme (the antiretroviral therapy 6. What are the quantifiable project benefits? programme) has a cost share component for non-medical aid 7. What are the non-quantifiable project benefits? patients, where the government covers the cost of the medicines 8. What transferrable skills beyond mining have while the mine covers personnel and equipment costs. The been developed as a part of this initiative? hospital spends approximately P70 million per annum. 9. What measures/records does the project representative have to measure/show extent of Whereas the mine has assumed responsibility for almost all the benefits (e.g. attendance register; certificates; services provided in the hospital, the Ministry of Health and number of vaccinations; health records etc.)? Wellness provides oversight and an advisory role as the custodian 10. How is the project managed? (e.g. there’s a project manager; there are accounts and a of the health care system in Botswana. The hospital is one of the bookkeeping system; a management committee, legacy projects under the mine closure plan. Upon closure of the etc.) mine, the government will assume overall management of the 11. How is the project monitored? (Who monitors the facility. success/effectiveness of the project? What data is used to do this? Who is the data reported to?) The hospital’s reach is about 200km. The hospital conducts 12. How long do you anticipate Debswana being between 75,000 and 80,000 consultations a year, involved in this project? predominantly on a referral basis from surrounding health 13. What lessons have been learnt since the project’s facilities from Jwaneng, Sese, Betesankwe, Lefhoko, Mokhomma, inception? 14. Have there been any unintended consequences Samane, Tsonyane, Maokane, Pitseng, Sesung, Seherelela and of the project? Sekoma and communities beyond the mine’s 80km zone of 15. In what way/areas have your expectations of the infuence. project not been met? In addition to the usual services offered by a hospital, Jwaneng 16. Linked to the above, what/where are the areas Mine Hospital also has an Infectious Disease Centre Clinic for improvement? (Focus, management/ (IDCC)26, and since 2002, has been accredited by the Council for governance, beneficiaries, partners, etc.) Health Service Accreditation in Southern Africa (COHSASA)27.

In 2010, Jwaneng Mine’s Cut 8 Project (a waste removal project that has extended the life of mine) completed a P2.2 million expansion of facilities at the hospital28.

26The IDCC has a trifold focus: • To support HIV-positive people who know their status by identifying, tracking and following up with patients to minimise ARV-default; • To help in the prevention of TB infection by means of education and training; and • To support teenagers who are HIV-positive by providing training in life skills, by giving emotional support through group sessions, and by assisting with ARV adherence. 27COHSASA is an independent organisation that assists healthcare facilities in providing quality healthcare to all Southern African peoples. This accreditation provides standards for employee safety, the working environment and client service. 28This expansion project included two additional dispensing rooms and a waiting area at the pharmacy; improvements to the outpatient department facilities to separate outpatient from emergency; and an offcial ambulance bay. To ensure access during emergencies, a separate line was installed and the emergency line’s ring tone changed to make it more recognizable to reception staff.

SEAT 2017 - 2020 53 In an effort to increase health services and serve communities to conduct medical circumcisions. And when there is training better, the mine is currently upgrading the hospital. One of from the MoH, the mine medical team is also invited. the compelling reasons for the upgrade is the need to adapt to the current trends of emerging diseases and patient Monthly reports are sent to Jwaneng Town Council and the management. Furthermore, the emergence of more informed Ministry of Health, who combine statistics from the mine and quality demanding customers calls for up-to-standard hospital and government facilities. Quarterly meetings facilities and services. provide a forum to discuss challenges, like HIV patients not showing up for their scheduled check-ups. Customer Feedback from the External Stakeholders Interviewed questionnaires help to assess the level of service at the A representative of the District Health Management Team hospital. (DHMT) was interviewed for the purposes of this SEAT assessment. The DHMT stated that they would like to partner 5.2.2 Diamond Dream Academic Awards with the mine more extensively in providing healthcare services in the following areas:

• The DHMT team would also like to work with Debswana on setting up public condom points. • The interviewee raised the need for an induction process at both the mine hospital and government clinics. This would help explain the arrangement between the mine and the government, make lines of reporting clear, and manage staff expectations. • Continue sharing health data that enables district health profle analysis and decision making

A benefciary interviewed for this assessment expressed appreciation for the HIV education that the mine offers, and reiterated that the program has contributed to the decrease in discrimination that used to be high. She also expressed appreciation for access to specialised medication that the Initiated in 2016, the Diamond Dream Academic Awards mine hospital provides, as well as the level of care provided by (DDAA) is a short-term project that falls under the broader the doctors, the counselling services and the mental health DGSDP29. The goal of the DDAA is to further encourage practitioners. improved standards of education by creating healthy competition between the 23 primary schools and the four One area that was noted as challenged was in relation to secondary schools in the zone of infuence and beyond. transport availability. The benefciaries pointed out that, due This includes the four administrative centres found within to the remoteness of the areas around Jwaneng, they are Jwaneng Mine area, which are: Jwaneng Town Council, mostly challenged when it comes to transportation to the Moshupa, Mabutsane and Letlhakeng Sub District Council. hospital. Debswana delivers the programme in partnership with Because of the experiences of benefciaries like the one Ministry of Basic Education. Both parties agreed on the mentioned above, the mine hospital experiences infux of token incentive, competition categories as well as the budget patients including those from areas further away. In addition, distribution. patients come to the mine hospital with conditions that requires specialised care and because the mine hospital The programme incentive targeted the top three schools, provides those specialist services and has experienced the top three teachers and the best student per subject practitioners, clients reported improved health status. (Mathematics, Science, English, Social Studies, Agriculture and Moral Education) for both primary and secondary On the part of knowledge and skills exchange, both Practioners schools. In addition to the prize money, trophies and from Government and Mine hospital confrmed that, there is stationery bags were also awarded. The token prize for 2016 an interchange of knowledge and skills between the Ministry amounted to P310 000 and was handed out at an offcial of Health and Wellness (MoHW) and the mine medical team. award ceremony, with participation from community leaders, For example, the mine’s medical team showed the MoH how Ministry of Basic Education and other key stakeholders.

29The Debswana Government School Development Programme (DGSDP) is an in-service training and development programme that trains government school teachers on English, mathematics and science in an effort to enhance academic performance in these subjects.

54 SEAT 2017 - 2020 Accountability is an inherent part of the programme because the winning schools have to submit a proposal to Debswana for funding, outlining project oversight to ensure that projects are delivered and beneft the students and the schools at large.

Initial success of the programme includes an atmosphere of excitement and hope experienced by teachers and students. The programme is also showing signs of broader sustainability: schools who did not make it into the awards are visiting the winning schools in order to benchmark their approach and methods.

5.2.3 Lefhoko Diamond Village Housing The Lefhoko Diamond Village The Lefhoko Diamond Village house project is a corporate house project is a corporate social social investment initiative, delivered with the goal of relieving the accommodation shortage for social and investment initiative, delivered public service employees. The shortage of accommodation with the goal of relieving the compromised the ability of communities to deliver key social accommodation shortage for social services. The project took on a multi-stakeholder delivery model, with clear roles and responsibilities for the village and public service employees. development committee, the Mabutsane sub-district, the tribal administration authorities and Jwaneng Mine. and provides regular technical assistance, helps with the fabrication of parts at the mine workshop and supplies spare The project leveraged community assets like the Village parts as and when the WUC is short of supply. Development Committee (VDC) plot and the provision of skilled builders and labourers who effciently delivered In its efforts to reduce the use of potable ground-water, the project, in turn building their capacity and experience. the mine has embarked on the refurbishment of Jwaneng To ensure sustainability, the project was handed over to Township’s waste-water infrastructure, which has surpassed the Mabutsane sub-district, who will be responsible for its holding capacity. To seal this partnership, Debswana ensuring the maintenance of the infrastructure and estate and the WUC signed a memorandum of agreement to management including collection of rentals and further give the mine a go ahead to reconstruct and refurbish the development. The project facilitated the VDC to open an infrastructure and eventually facilitate the re-use of the water account to manage, track and monitor funds. from the sewerage treatment works. The utilities company noted in the interview that they were happy with the outcome The project was handed over in February 2017 and had of the upgrades to the waste water infrastructure as this will 100% occupancy in June 2017. The full monthly rental will not only relieve resource pressure but also eliminate odorous go into sustainably developing the local communities. spillages, which could cause health concerns.

5.2.4 The Provision of Water to Jwaneng Township and The transfer of technical skills – like telemetry, spares Sese Village maintenance and the monitoring of the condition of Jwaneng Mine provides water to the Water Utilities equipment – is ongoing when the maintenance teams from the Corporation (WUC) at subsidised prices for the use of mine and the utilities company work together. Management the people of Jwaneng and Sese - approximately 22,000 at the utilities company say they beneft from learning new, residents combined. proactive, preventative ways to plan for infrastructure maintenance. Stakeholders at WUC appreciated how quickly Furthermore, the mine continues to partner with the WUC Debswana technicians resolve technical problems, and for maintenance and repairs to the reticulation system requested more formalised capacity-building.

SEAT 2017 - 2020 55 5.3 Assessing Jwaneng Mine’s SED and CSI Activities The formalisation – that is, the tracking and measuring – of Debswana’s CSI initiatives began in 2013. The frst SEAT assessment in 2014 highlighted areas for improvement in CSI, as well as areas where the mine had done well; this SEAT process has done the same. The integration of CSI into the larger socio-economic delivery construct is a recent one, and this SEAT assessment reports for the frst time on this aspect as well.

SUCCESSES There is a plan for all the partners to assume responsibility for The previous SEAT report indicated a need for additional the services delivered by the project. The mine recognises that staff to address the mine’s social performance. The team was healthy communities are built when they are encouraged to expanded, and now the mine is seeing the results: be increasingly interdependent. Sustainability is critical when one considers that the mine will not be open forever. • There has been a signifcant increase in understanding across all departments of the importance of social LEARNINGS performance and socio-economic beneft delivery, Debswana appreciates the opportunity to grow in the especially because each department is encouraged to following ways: engage with stakeholders; • The team has made deliberate and intentional linkages Improving communication with project stakeholders with communities which has improved the mine’s social strengthens partnerships licence to operate; Jwaneng Mine recognises that clear communication on • The mine enjoys the opportunity to co-create sustainable intended project goals and the results of initiatives to all our solutions with stakeholders; relevant stakeholders is vital to strengthening partnerships. • The other departments beneft from the information the Opportunities to strengthen communication, clarify roles Corporate Affairs Department gives them about their and responsibilities exist that will ensure the greater success performance in the community – they act as an internal of the assessed projects. accountability mechanism; • The mine hears from stakeholders that they have seen Inviting more project partners to the table improves changes in how the mine manages sustainability social performance, and they feel Jwaneng Mine recognises The SEAT assessment highlighted the they have a voice now; that clear communication on perception amongst our stakeholders • There are tangible results. For intended project goals and the that Debswana has unlimited resources, example: results of initiatives to all our and even, that mine closure is far - Village chiefs are handing over the relevant stakeholders is vital to away enough to ignore. Jwaneng Mine Diamond Dream Academic Awards, strengthening partnerships. endeavours to leave a lasting and which has improved community resilient communities post mining involvement and pride; communities that are not reliant on the - Village chiefs were invited to attend a training on human mine. In order to attain this, Jwaneng Mine will have to widen rights. This has helped them learn new ways to address the project-partner feld with communities and development disputes and come up with solutions. partners taking the leading role. • Perceptions are reversing. There used to be the perception that the mine just took from the community and left, but Leveraging projects to train others builds sustainability some internal stakeholders feel this perception has been To ensure sustainability of projects, Jwaneng Mine has to shifting since the mine deployed the team and became leverage successful projects by building the capacities of more involved in social performance issues. This has been stakeholders to replicate efforts and identifying opportunities helped by tours of the mine, which give the community of investment from other partners. The Diamond Dream the chance to see the hard work that goes on behind the Academic Awards have proven successful in just one year scenes and become more informed about mine practices, of roll-out. The project is currently tied to Debswana’s rather than relying on hearsay. involvement and sponsorship, and thus longevity is limited; however, additional sustainability – beyond the investment Jwaneng Mine is becoming increasingly better at bringing in the winning teachers’ and students’ lives - can be achieved together multiple project partners. The Lefhoko Diamond by fnding ways to capitalise on what it was that made Village Housing project is an example of this. The initiative has the winners win. Formal benchmarking, mentoring and a lasting benefcial impact beyond Debswana’s contribution. knowledge sharing are examples of ways this might happen.

56 SEAT 2017 - 2020 Jwaneng Mine, through the Social Performance Strategy and SED Strategy takes a holistic approach to delivering community benefits by Improved planning of CSI stakeholder engagements will leveraging core business. This will provide broader feedback ensure all projects are delivered in The SEAT process requires that at least three stakeholders alignment with the vision of leaving be interviewed for each SED/CSI project assessed. Due to a lasting legacy, that the project a misunderstanding on the part of the mine, this was not maximise the efficient use of resources planned for. The mine recognises the beneft that can be and identify partnerships for co- derived from hearing the perspective of additional project funding. benefciaries, and will certainly make provision for this in the next assessment.

Including vulnerable groups in projects brings livelihood Better balancing staff energies with project commitments sustainability to more people allows for focused involvement Section 3 identifed the vulnerable and marginalised groups Jwaneng Mine, through the Social Performance Strategy in the mine’s zone of infuence. Jwaneng Mine recognises and SED Strategy takes a holistic approach to delivering that women, youth, children, and the destitute could be community benefts by leveraging core business. This will disproportionately impacted or less able to beneft from the ensure all projects are delivered in alignment with the vision of mine’s activities. The mine will thus proactively seek creative leaving a lasting legacy, that the project maximise the effcient ways of intentionally including these groups in ongoing use of resources and identify partnerships for co-funding. projects. Adopting a proactive approach allows for more focused Formalising agreements clarifes stakeholder expectations initiatives Providing information on the following will go a long way Debswana will be able to be more strategic in the spend of towards helping stakeholders have realistic expectations: the intended goal and outcomes of a project, the project its fnite resources – and potentially have greater impact – if tenure, the amount donated, the donation ceiling, the key it takes a step back and determines what the business would service providers or stakeholders, grievance mechanisms, like to accomplish and the types of projects that will support key performance indicators, as well as associated roles and the vision to leave a lasting legacy. Conducting pointed responsibilities. Doing so will also improve accountability and needs assessments will enable Jwaneng Mine to gather the good governance practices. information needed to make sound decisions.

SEAT 2017 - 2020 57 Social and Economic Impacts.

6.1. Summary of Issues Raised During the Engagement Process During the stakeholder engagement conducted as part of the SEAT process, a wide range of internal and external stakeholders identifed positive impacts associated with the mine. They also indicated areas that they felt the mine should attend to. These issues, together with information gathered to develop the communities’ socio-economic profle, inform the impacts described below.

The positive issues and impacts identifed by stakeholders include:

Increased engagement by the mine with communities, including by mine leadership (heads of departments);

Active involvement of chiefs in social development projects;

A formalised socio-economic development programme that includes a focus on local employment and local procurement;

Support for learner and teacher development through the Debswana 6 Government School Development Programme (DGSDP), the Diamond Dream Academic Awards (DDAA) and the Adopt-a-School programme;

Establishment of a number of forums where people can raise concerns and grievances directly with the mine;

The mine’s role in the provision of infrastructure and services in Jwaneng Township and the local communities; and

Capacity building of local people.

58 SEAT 2017 - 2020 External stakeholders indicated that they would like to see improvement in:

Increased provision of social infrastructure and services by the mine;

The time taken to pay salaries to contractor employees, as well as salaries commensurate with Jwaneng living standards;

Expectations of employment at the mine amidst low skill levels;

Increased participation of the mine in community events;

The fulfilment of legacy commitments made by the Expectations of mine; and, employment at the mine The extension of socially acceptable behaviours and amidst low skill levels. safety practices by mine employees beyond the mine borders.

Internal stakeholders mentioned that they’d like to see improvements related to:

Clarifying the roles and responsibilities of the Corporate Affairs team with other mine departments; Outlining the available support to internal departments; and

Strengthening the capacity of the Corporate Affairs team to manage large infrastructure projects.

6.2. Description of Areas for Improvement 6.2.1. Social Infrastructure and Services Impact/Issue # 1 Pressure on social infrastructure • Pressure on social infrastructure affects access of communities to education, health, water and waste management services. Brief description • Stakeholders have highlighted that service provision is increasingly inadequate to serve the population. of the Impact Jwaneng Mine through Mine Infrastructure Synergy projects and Corporate Social investment (CSI) has stepped in to support the district authorities to provide some social services through, expansions, maintenance and refurbishment of some social infrastructure

NB: The Mine has previously, and is currently, providing various types of social infrastructure support to the communities, through physical infrastructure maintenance and upgrade, within the township and through Corporate Social Investment projects.

Potential Root • Strain on social infrastructure services due to increased populations from infux of people or job-seekers to Causes Jwaneng. • The knock-on effects of this infux includes: - Shortage of accommodation for the current or future population; - Capacity strain on utilities such as water and electricity - High rates of unemployment and poverty (national), exacerbated by infux of job seekers; • Available government resource allocation is far out-weighed by the demand for social services

SEAT 2017 - 2020 59 Through the CSI programme, the mine also focuses on education through the construction of classroom infrastructure; construction of tribal administration offices.

Impact/Issue # 1 Pressure on social infrastructure • Poor service delivery and poor-quality infrastructure affects Jwaneng Mine employees and stakeholders alike Potential • Perceptions that Mine should provide and augment social service and infrastructure for communities around Impacts the Mine, leading to misunderstanding that compromises company – community relationships (Negative) Key Affected Community members in the zone of infuence, including Jwaneng Mine employees. Stakeholders Inherent Risk or • Mine infrastructure Synergies projects and Corporate Social Investment Projects provides relief to social Opportunities services infrastructure for Jwaneng Township & communities around the Mine • In response to the increased pressure on social infrastructure, Jwaneng Mine provides support to the local authorities through the refurbishment and maintenance of social infrastructure in the Jwaneng Township. Through the CSI Policy and legacy projects the Mine also provides community development initiatives aligned to the CSI Policy focus areas of education; health including HIV/AIDS; arts and culture development; small business development and skills training; community development; environment and sports all at the mine’s cost. • The mine currently provides potable water to Water Utilities Corporation at highly subsidized prices and this water is subsequently provided to Jwaneng Township and other communities including Sese village. Through the Maboane CSI project, water access and supply reliability have been established in the communities of Effectiveness Maboane, Dutlwe and Takatokwane. of existing • Furthermore, the mine through its own resources, provides health services to the communities through the Management mine hospital. The current hospital and contractor’s camp expansion projects are bound to increase health Measures reach and access to communities around the mine as well as decreasing pressure on township accommodation respectively. • Jwaneng Waste Water Utilization (JWWU) Project is another project that will optimize the use of treated wastewater from Jwaneng Township, thereby freeing up more portable water for human consumption and other developments. From an environmental perspective, this project provides an environmental solution by harvesting treated wastewater for use in the production pipeline, relieving Water Utilities Corporation of the waste water disposal burden as well as providing a water conservation solution by using water that is ft for purpose. The project eliminates the current wastewater overspill pollution challenge experienced at Jwaneng Township as well as stopping the ongoing pollution of WUC discharging the wastewater to the local environment. • Through the CSI programme, the mine also focuses on education through the construction of classroom infrastructure; construction of tribal administration offces serving as one-stop centers for both public service access and carrying out tribal administrative roles building decent working spaces for tribal authorities; construction of clinics to increase health service capacity in the zone of infuence; and projects aimed at improving livelihoods and sustainability of communities

60 SEAT 2017 - 2020 The mine ensures that measures are taken to address local employment. This includes hiring locally for semi- and un-skilled positions.

6.2.2 Contractor Employee Salaries: Payment Timeliness Impact/Issue # 2 Late Salary Payments to Contractor Employees • Contractor’s labour and employment practices that leads to non-compliance to employment standards & conditions of work results in reported late salary payments of contractor employees. This non-compliance Brief description negatively affects employees and their dependents, as it impacts on their ability to meet their monthly living of the Impact requirements. • One identifed factor infuencing the perceptions of late payment is lack of knowledge among stakeholders that if salary payments are received before the third of the next month, by law, this is not a late payment. Currently, there are no reported cases where contractors have paid after the cut-off time of the third of the subsequent month; however, the specifc legalities around payment dates may not be stipulated clearly enough to contractor employees. This can lead to the perception of late payment.

Potential Root • Noncompliance to contractual agreements and/or policies, procedure & applicable legislation around Causes employment (labour standards) • Non-compliance to Site Rules & Regulations (inclusive of the social performance requirements) by contractors and their sub-contractors • Poor fnancial management practices by contractor management Potential Impacts • Negative impacts on employee morale and productivity (Negative) • Poor family living (socio-economic) standards Key Affected Contractor employees and their family members (dependents) Stakeholders Inherent Risk or The negative social impacts by contractors might invalidate Jwaneng Mine’s efforts towards managing social Opportunities impacts and hence compromise company – community relations.

SEAT 2017 - 2020 61 Impact/Issue # 1 Late Salary Payments to Contractor Employees • Jwaneng Mine expects contractor companies to comply with the labour & Employment Acts and the guidance of Mines Machinery Quarries & Works Act which stipulates basic conditions of work and other related legislation governing these conditions such as remuneration provisions. Debswana Site Rules and Regulations also stipulates provisions for contractor compliance to the above employment and work conditions. A standardized Social Performance induction for contractors is in place, to ensure that contractors manage socio-economic impacts in line with the social way requirements. Effectiveness • A key measure to counter these perceptions is to communicate the national legal framework for salary cut-off, of existing in addition to the guidance from the mine’s Site Rules and Regulations, which is being shared with contractors. Management • According to Botswana law, contractors are required to pay, at the very least, the minimum wage; and they Measures must, in addition, provide the mine with monthly labour returns. This is currently the practice; no contractors pay below the minimum wage. • To orientate contractors on labour law-related issues, the mine partnered with the Department of labour through a labour clinic to address a range of issues: employment law/labour relations, code of conduct, fair labour practices, disciplinary hearing procedures, wage rates and payment systems, overtime payment, terminal benefts, maternity allowance mediation, arbitration processes, and industrial court. • The mine has put a complaints and grievance procedure in place for contractor-related issues. Additionally, the Contractors’ Engagement Forum provides a platform where contractor employees can raise issues of late payment for investigation and follow-up. The mine is also monitoring payment schedules of contractors to detect any issues in order to address them with the relevant party • Through functional coordination between departments such as Safety & Sustainable Development, Supply Chain Management, Project Management Offce & Corporate Affairs, the Mine monitors emerging social impacts from contractors and jointly monitors implementation of the proposed improvement plans.

6.2.3 Expectations of employment at the Mine in the context of low skills levels and high unemployment rates nationally Impact/Issue # 3 Expectations of employment at Jwaneng Mine in the context of low skills levels and high unemployment, particularly within the Zone of Infuence • Within the zone of infuence, but also more broadly, there are expectations that the mine will provide employment to local people. These expectations are driven by high unemployment in the area (a challenge not Brief description unique to Jwaneng District alone), particularly among the youth, which is in turn caused by low skills levels of the Impact which prevents companies from hiring locally. • Stakeholders noted that the mine’s service providers are not hiring locally, rather they are seen to bring their own workforce with them to the area. • Community members notice that local skill levels do not match the advertised vacancies, and consequently feel that local skill levels are not considered by Jwaneng Mine.

Potential Causes • Aspirations for job-seekers (unskilled or semi-skilled) to obtain jobs in Jwaneng in particular from mine contractors • Inadequate skills not commensurate with advertised vacancies (locally) prevents economic inclusion • Labour scams happening in villages where people misrepresent themselves as contractor representatives. • All-inclusive Employment Act which requires competitiveness and open advertising of post (hire on merit and not on place of origin- the Act recognizes everyone as local and therefore it does not pronounce affrmative action on local hire) • Inadequate viable alternatives for youth development initiatives Potential Impacts • Potential Social instability due to unmet employment expectations and (Negative) • Perception of exclusion from employment opportunities in favor of people from outside the ZOI Key Affected • Local communities, unemployed unskilled/semi-skilled people Stakeholders Inherent Risk or • Potential public complaints due to unmet expectation for employment benefts Opportunities

62 SEAT 2017 - 2020 Impact/Issue # 3 Expectations of employment at Jwaneng Mine in the context of low skills levels and high unemployment, particularly within the Zone of Infuence • In Botswana, employment law regards a local person as anyone within any locality in Botswana. In line with national law, Debswana’s hiring process does not include affrmative action to promote local hire per se; Effectiveness however, as and when environmental and social impact assessments make such recommendations, the Mine of existing ensures that measures are taken to address local employment. This includes hiring locally for semi- and un- Management skilled positions. Measures • Where there are no such stipulations, the Mine continues to encourage contractors to consider hiring from the immediate localities. For instance, currently the Mine has mandated that all semi- and un-skilled vacancies be advertised in kgotla offces around the mine. This ensures that community members who can’t travel to the labour offces in Jwaneng, or who can’t afford to buy newspapers where adverts are placed, are able to access the relevant job opportunities thereby increasing job accessibility

6.2.4 The Mine’s Participation in Community Events Impact/Issue # 4 Inadequate mine participation in community events • According to local stakeholders, the mine does not attend all the events to which it is invited to. In addition, the mine is perceived to engage primarily to meet legal requirements, like during Environmental and Social Brief description Impact Assessments. Furthermore, there were requests for increased participation by senior management in of the Impact/ public events. issue • In addition, community events often take place during working hours which makes it diffcult for the mine to send people – especially since the mine operates according to shifts.

Potential Impacts Complaints from communities of less visibility of the mine in Community activities (Negative) Potential Impacts • Lack of awareness by communities on areas/opportunities where the mine can participate • Inappropriate/late channelling of requests for participation in community events • Community events take place during working hours, hence limited participation Key Affected Local communities and stakeholders in the zone of infuence Stakeholders Inherent Risk or • Isolated cases of under-engagement and expectations by some stakeholders leads to compromised Opportunities community – company relationships Effectiveness • Currently, the mine responds formally to all invitations and, where possible, sends a representative to such of existing events. While mine representatives may not be able to attend all community events, the mine still engages on Management a regular basis with communities. Furthermore, Jwaneng Mine has a mine-wide stakeholder engagement plan Measures that coordinates engagement across three levels: - It includes the involvement of mine leadership in community activities; - It coordinates ongoing internal and external engagement across numerous mine departments; and - It outlines the regular engagement that the Corporate Affairs team has with the villages in the zone of infuence.

The Mine has developed a Culture and Heritage Management Policy & Chance Find Procedure that is being implemented.

SEAT 2017 - 2020 63 6.2.5 The Fulfillment of Legacy Commitments Made by the Mine Impact/Issue # 5 Mine not Adequately Fulflling its Past Legacy Commitments • Local stakeholders mentioned that the mine was not fulflling its past commitments and that communities are waiting for projects to be implemented. Brief description • These commitments are reported to be legacy commitments and some were perceived commitments (from of the Impact unconfrmed and non-formal sources) • NB: Legacy commitments are previous or historic commitments around community development, mostly inked to specifc mine operational developments

Potential Root • Lack of commitment procedure and register at the time to control proliferation of commitments from Causes unauthorized personnel. This led to employees and unauthorized people making commitments without proper internal consultation and following procedures that were in place at the time (e.g. the Code of Conduct) • This led to commitments not followed up for closure

Potential Impacts Unmet expectations resulting in lack of trust by stakeholders (Negative) Key Affected Stakeholders/Communities where unfulflled commitments were made Stakeholders Inherent Risk or Compromised community – company relationships due to unmet social commitments Opportunities Effectiveness Since the last SEAT process in 2014, the mine has put in place a Commitment Procedure and Commitment of existing Register for managing social and legal commitments. In addition, all reported unfulflled commitments are currently Management being managed to close out remaining deliverables. To ensure that no further commitments are being made outside Measures the scope of the procedure, the mine continues to communicate the procedure widely to relevant stakeholders both internally and externally

6.2.6 The Extension of acceptable Social Behaviors that promotes Health and Wellbeing and Safety Practices by Mine Employees Beyond the Mine Borders Impact/Issue # 6 Socially unacceptable behaviors including social ills and unacceptable safety practices outside the mine linked to Debswana and contractors employees • Feedback from SEAT & Perception studies points out that, stakeholders are concerned about a number of social ills or social behaviors practiced by mine and contractors employees that impact negatively on the Brief description well-being and lifestyles of both the individuals concerned and community members, particularly in hot spot of the Impact villages of Jwaneng and Sese. • Furthermore, Stakeholders have noticed that mine employees seemingly adopt high safety standards only when they are within the mine area. Once employees leave the work areas, they are observed to behave recklessly: driving irresponsibly (speeding, using cell phones while driving, driving under the infuence of alcohol) and seeking out drinking spots in the community.

Potential Root • Socially criticized behavior towards young women, particularly school going girls, related to alcohol, risky Causes sexual behaviors and inter-generational sex • Mine employees not practicing safety outside the Mine – over-speeding, drunken driving, use of cell-phones whilst driving

Potential Impacts • A perceived link between increased contractors and increase in social ills leading to perceived marriage (Negative) breakups, gender-based violence, teenage pregnancies (school drop-out), alcohol and drug abuse, family breakdown amongst local residents • Increase in crime & social confict, increase in communicable and non-communicable diseases including sexually transmitted diseases and HIV/AIDS • Potential injuries or fatalities Key Affected • Vulnerable target populations(in respect of social ills) Stakeholders • Community members and • Contractor & Debswana employees Inherent Risk or Compromised business image and reputation as communities continue to experience and encounter negative Opportunities social behaviors and unacceptable safety practices from Mine employees

64 SEAT 2017 - 2020 Impact/Issue # 6 Socially unacceptable behaviors including social ills and unacceptable safety practices outside the mine linked to Debswana and contractors employees Effectiveness • Jwaneng Mine recognizes employee wellness as a critical lever in the creation of a high performance and has of existing therefore adopted a holistic approach to employee well-being. The Mine continues to implement the wellness Management programme with a focus on; Measures - Disease Management programme whose main focus is on HIV/AIDS prevention and treatment for employees and their immediate family members - Wellness promotion programme mainly focused on health, wellness, lifestyle and physical ftness; addressing non-communicable diseases, awareness raising initiatives on a range of health and wellness issues such as sexual behaviors, gender-based violence, HIV, STI, TB awareness raising and medical screening and counselling - Employee Assistance Programme, which deals with a range of psycho-social challenges to address emotional, social and fnancial factors. Included here are issues of employee indebtedness, fnancial management, • Safety continues to be a priority goal for Jwaneng Mine. Achieving the Zero Harm goal is one of the sustainability strategic objective which ensures zero harm to employees, zero harm to the environment and zero harm to the Communities. The mine continues to implement the Remmogo safety programme ensuring that employees practice safety both internally and externally.

6.2.7. Compromised water security due to vandalism of the mine’s water infrastructure Impact/Issue # 7 Compromised water security due to vandalism of the mine’s water infrastructure Jwaneng Mine obtains its water from Magagarape northern wellfelds in the nearby Kweneng district. The predominant landuse/economic activity in the area is pastoral farming. As it is the case with most parts of the Brief description country, the community relies on groundwater resources for water supply. This scenario has led to vandalism of of the Impact Debswana water infrastructure due to communities seeking to access the much needed resources for livestock; • A number of cattle farmers range their cattle within the area traversed by the mine’s water pipes, and feel that they do not have adequate water access for their cattle as they are reported to be illegally occupying the land. • Periodic incidents of vandalism of the mine water infrastructure (man-holes) have been reported and more often puts to danger the farmer’s livestock as they can fall in the vandalized man-holes putting the mine into disrepute • Furthermore, cases of illegal occupancy of some of the Mine’s ‘observation boreholes at the wellfelds have been reported. The seizure of the water asset increases vulnerability of water resources which benefts both the mine operation and the communities around the Mine. • Pressure on social services has been blamed on increased population perceived to be of job seekers attracted by the lure of the Mine. Inspite of these perceptions, the mine continues to augment and partner with the communities around the Mine to provide portable water to communities and through synergies with mine infrastructure is refurbishing and constructing wastewater treatment plant for Jwaneng Township

Potential Root • Farmers with no access to water rights within the Magagarape wellfelds reportedly vandalizing the Mine’s Causes water assets further compromising community water security • Vandalized water infrastructure exposes farmers livestock to danger as there are possibilities of drowning due to vandalized man-holes left open • Non-functional waste water network blamed on the pressure from would-be job seekers purported to be attracted by the lure of the Mine

Potential Impacts • Potential strain on stakeholder relations due to water security threats from Potential destruction of assets (Negative) (e.g. vandalism of wellfeld including the water pipe line) • Illegal occupancy of mine observation boreholes – compromising water security and availability for Jwaneng and communities around the Mine

Key Affected • Mine employees Stakeholders • Jwaneng & other Community around the Mine including Sese community

SEAT 2017 - 2020 65 Impact/Issue # 7 Compromised water security due to vandalism of the mine’s water infrastructure • Potential social or community unrest due to water security perceptions by communities remains a high risk for Inherent Risk or the Mine Opportunities • The opportunities for greater effciencies in the management of water as a scarce resource is a strong value proposition offered by Jwaneng Mine through the wastewater utilization project

• The Magagarape northern well-felds and surrounding communities are key water extraction areas for Jwaneng Mine. Currently, water is pumped from the wellfelds into Water Utilities Corporation (WUC) reservoirs. This water feeds both the Mine’s production pipeline as well as Jwaneng Township benefting both mine employees and Jwaneng and Sese communities through partnership agreement between the Mine & WUC. • The water tank and the electricity operated boreholes delivered to Maboane Community in 2017 has increased access to water for the three communities of Maboane, Takatokwane & Dutlwe communities • The on-going prospecting and hopefully delivery of the Machana underground water project for the Machana Effectiveness community will also ease water insecurity experienced by the communities around the mine of existing • In addition to the groundwater export project from Magagarape wellfelds, the Mine through the water Management effciency project, is currently reconstructing and refurbishing Jwaneng Township wastewater treatment plant Measures to return additional treated effuent water for re-use into the production process. Apart from effuent water harvesting, the project - Stands to relieve WUC of the wastewater disposal burden currently experienced - it further will eliminate the current wastewater overspill pollution challenges at Jwaneng Township and - Further provide water conservation solution by using water that is ft for purpose and - fnally the treatment plant will be given to the WUC as a legacy infrastructure to beneft the township • In adherence to the Mines, Quarries, Works and Machineries Act, Jwaneng Mine ensures that all water regulatory requirements are adhered to. There is on-going monitoring and reporting on water use and supply, water savings progress, re-use of water and effciency. • The Mine participates in the national water board and regularly engages with impacted farmers and conducts technical and operational meetings with key stakeholders and signifcantly affected stakeholders to monitor water levels as well as ensuring wellfelds security through engagements of multi-stakeholder task teams and surveillance through both technical controls and oversight management through the Technical Advisory Committee made of multi-stakeholders and policing and reporting by the community cluster committee.

6.2.8. Environmental Impact Management Impact/Issue # 8 Perceived environmental impacts from mining activities by stakeholders adjacent to the mine lease area Complaints and grievances reported related to environmental impacts from mining activities have been received from Stakeholders around the Mine lease. The environmental impacts related complaints received include; - Water unavailability perceived to be the result of the Mine’s dewatering activities leading to water drawdown - Perceived negative dust impacts on people’s health and fertility of their soil which ultimately affects their livelihood - Perceived cracking of houses due to blasting activities

Stakeholders in close proximity to Jwaneng Mine reports that they are affected by mining activities such as blasting and water dewatering activities that leads to high levels of dust, cracking of their houses and water drawdown Brief description • As per documented complaints received through the Mine’s complaints and grievance mechanism, of the Impact stakeholders adjacent to the Mine lease area believe that dust emissions from mine blasting activities reaches their farm areas at high levels and have therefore posited that, the dust impacts negatively on their health and fertility of their soil which is the source of their livelihood as they practice pastoral and horticultural farming. • Furthermore, the farmer complains of the Mine’s blasting activities that has resulted in cracking of his houses • Social impacts related to dewatering activities have been raised by one stakeholder adjacent to the Mine lease area. The stakeholder cites that groundwater is drawdown and thus has become unavailable for his farming needs Potential Root • Mining blasting activities Causes • Mine’s dewatering activities Potential Impacts Deteriorating relationship between Jwaneng Mine and directly impacted stakeholders characterised by low trust (Negative) and low satisfaction levels

66 SEAT 2017 - 2020 Key Affected Stakeholders adjacent to the Mine lease area Stakeholders Inherent Risk or • Strains on company-community relationships due to unresolved environmental and social impacts induced by Opportunities Mining activities • Possibilities of drawn-out legal battles about impacts on farmers could ensue and cause reputational damage if the farmers complaints are not adequately managed Effectiveness Jwaneng Mine’s environmental performance is guided by the implementation of a mine-wide Environmental of existing Management Plan and the Environmental Management System (EMS). The operation is committed to managing its Management environmental impacts in compliance with regulatory requirements. There is regular interaction between the Mine Measures and the various regulators to discuss and report environmental compliance. • In compliance to the Environmental Impact Assessment Act, the Mine continues to monitor the impacts of blasting on an on-going basis by means of vibrations measurement at the identifed stations around the mine to ensure compliance to vibration exceedance limits. • Dust management processes are also in place to ensure dust impacts are minimized. For instance, the mine continues to effect blasting during low human traffc times, monitors PM10 on a monthly basis, regularly monitors ambient air quality, uses dust suppression technologies to ensure minimized dust impacts • Similarly, water monitoring is an ongoing process that ensures adherence to the conditions of the water license and its stipulated limits. The Mine’s water abstraction rates fall well within its allowable water abstraction conditions as stipulated in the license. • Complaints logged by farmers adjacent to the Mine have been assessed through the Mine’s complaints and grievance due diligence process and currently the mine has partnered with affected stakeholders in carrying out studies to verify the allegations scientifcally and also continues to monitor impacts with the affected parties - In 2016, the Mine through the S&SD department contracted an external consultant to carry out independent environmental dust survey as part of the environmental monitoring programme. The frst study was carried out in March 2016 and the other one in November 2016. The outcome of both studies proved that dust emissions have no health impacts - Following the release of the study fndings to the affected stakeholders, participatory dust monitoring with the affected farming communities was carried out jointly at selected point within the farm area for 12 months. Joint monitoring results have confrmed dust levels are very low to cause any health impacts

6.2.9. Cultural and Heritage Management Impact/Issue # 9 Inadequate due diligence in the preservation of cultural and heritage sites by mine employees during mine operations and social activities (religious, cultural activities) which might lead to negative impacts on sites of cultural heritage importance to the communities Potential Causes • Land take & Use • Lack of awareness of cultural & heritage preservation initiatives by mine employees and contractors • Inadequate knowledge about the Mine’s existing Cultural & heritage management policy & Chance Find Procedure Potential Impacts • Destruction of items/areas of cultural value leading to socio-cultural impacts • Restricted access to sites of cultural value, including graves and prayer sites • Damage to diamond equity & reputation loss Key Affected Local communities and stakeholders in the zone of infuence ((Authorities, interested and Affected parties) Stakeholders Inherent Risk or • Noncompliance to Mine Policies, National Acts and international standards that advocates for the Opportunities preservation and promotion of cultural heritage resulting in Mine operations and activities negatively impacting on cultural heritage and infringing on people’s rights. Effectiveness • Archeological Impact assessments (AIA) are carried as part of Environmental Impact Assessments for mining of existing projects. As such all proposed mitigations emanating from AIA processes are implemented and monitored Management • The Mine has developed a Culture and Heritage Management Policy & Chance Find Procedure have been Measures developed and are being implemented • The Mine also continues to socialize the Policy and the Procedure both internally and externally to ensure extensive awareness and compliance as per the provisions of the policy and procedure. • Working in collaboration with the Department of National Museum, Monuments & Relics as well as the Community Based Natural Resource task Team, the mine continues to implement the Tsonyane C&H Site Implementation Plan as well as preservation of the cultural and heritage artifacts in the Mine lease area

SEAT 2017 - 2020 67 Table 12: Jwaneng Mine’s Human Rights Impact Management Measures

Over and above the 2017 SEAT engagement process that facilitated identifcation social impacts, the human rights due diligence process which was carried out by an external expert and a multi-disciplinary team of experts also facilitated the identifcation of potential human rights impacts. These are summarized in Table 12 below with proposed management measures. As is the case with the social management measures above, the human rights management measures are already being implemented at Jwaneng Mine, thus allowing for the address of key human rights impacts issues raised during both the SEAT process and the human rights due diligence process.

Contractors to comply to the conditions of employment and work (hours, wages and leave).

1. Employment Practices Human Right Impacts Conditions of Issue Description Human Affected Affected Proposed Management Employment and Rights Stakeholders vulnerable groups Measures Work Affected (and women, girls where relevant) Management Objectives: 1. To ensure that contractors and business partners comply with labour law, Debswana Site Rules and Regulations and other Mine Policies and procedures • Payment of employees on time • Comply to the minimum wage Contractors to Contractors to comply to the The right to Contractor Contractors • Integrate and mainstream comply to the conditions of employment and dignity employees and Employee social performance into conditions of work (hours, wages and leave) dependents contractor and business employment as per SEAT Tool IA, Section 8 The right partner contracts and work (hours, to enjoy wages and leave) Non-compliance to just and • Monitoring and as per SEAT Tool employment standards & favourable inspection of contractual IA, Section 8 conditions of work conditions of obligations on Site Rules work and Regulations); • Poor fnancial management and controls leading to The right to • Inductions to contractors failure to pay employees in fair pay on social performance accordance with contractual agreements (late salary • Strategic partnerships payment) with Ministry of Labour to manage labour related • Poor conditions of work obligations resulting in negative impacts on employee morale and 2. Manage employee operational consequences contractor Complaints & leading to low productivity & Grievances through supply increased incidences chain processes.

68 SEAT 2017 - 2020 Community Health & Safety Impact i. Security of Issue Description Human Rights Affected Affected vulnerable Proposed Management Measures persons Affected Stakeholders groups (and women, girls where relevant) Management Objectives • Ensure that security personnel doing business on behalf of the company adhere to Voluntary Principles on Security and Human Rights (VPSHR) (Debswana Security, Public and Private Security) Debswana Potential violation Freedom from • Community • Women, girl & boy Carry-out annual VPSHR trainings Security of human rights Torture and members child and assessment of key stakeholder personnel, of employees, Degrading • Employees including Public and communities and Treatment including • Debswana Security personnel Private Security offenders by private contractors, • Public and private security to comply to or public security Right to visitors, & • Key stakeholders SEAT Tool Box service providers Life, Liberty, offenders 4H when protecting Personal • Labour groups asset resulting in Security • Participants injuries, fnancial in labour loss, reputational demonstrations damage i. Environmental Health & Safety Management Objectives 1. To reduce or eliminate potential harm caused by mine activities and emergencies in the zone of infuence • Ensure to have in place emergency preparedness and response plan to minimise safety and health related Human Rights Impacts that could affect the communities around the Mine • Put in place an effective and effcient complaints and grievance procedure to manage community queries. The business to Social impacts of • Right to life Community People Living with 1. Implement the Joint district adhere to SEAT mine emergencies/ • Right to members Disabilities (PLWD’s) disaster management plan Tool Box 4b and activities due to health, especially in Elderly Children, 1A Section 8 structural failures, • Right to close proximity boys and girls and • Undertake EPRP Capacity mining activities, adequate to the mine women Building initiatives for transportation Living activity relevant community (as per accidents, non- Standards prioritised emergency impact adherence to areas) Standard Operating Procedures, etc. • Review community risk map that could lead to based on the prioritised loss of life, injury possible social and human & community’s rights impacts from mine sources of activities livelihood 2. Implement public Complaints & Grievance mechanism to address social and human rights impact issues due to mine activities

Reduce or eliminate potential harm caused by mine activities and emergencies in the zone of influence.

SEAT 2017 - 2020 69 Water Security Issue Description Human Affected Affected vulnerable Proposed Management Measures Rights Stakeholders groups (and women, Affected girls where relevant) Management Objectives: • To manage water security issues including vandalism of northern wellfelds equipment’s Compliance to Lack of access Right to Mine Children, elderly Community participatory SEAT Tool Box to water due to water employees, (higher health management measures 1A, Section 8 vandalism of mine Jwaneng risk linked to • Multi-disciplinary stakeholder wellfelds that also & Sese possible water technical advisory committee supplies water to the community contamination) • Strengthen governance communities. members capacity of community policing committee Preservation of artefacts and Sites of Cultural & Heritage value Compliance to Non-compliance Right to Members • Religious & • Develop and implement a Cultural International to Mine Policies, Participate of the cultural groups heritage Management Policy, Plans & Financial National Acts in the communities Chance Find Procedure (CFP) Corporation and international Cultural where the Standard (IFC) standards resulting Life of mine activities 8 and national in Mine activities Community may impact Laws negatively impacting on heritage ON cultural heritage sites. Compliance to and infringing on SEAT Tool Box community/people’s 1A Section 8 rights. (B2.4) Manage social behavioral impacts that could compromise health & safety of employees & the community Management Objectives • To increase awareness amongst Debswana employees and contractors on the necessity to respect cultural practices and rights of communities around the mine. - Unacceptable safety practices (drunken driving, driving beyond speed limits etc.) - Uphold company image and reputation - Strategic partnerships with key stakeholders to impart knowledge on gender rights and equality - Capacity building on adolescent sexual reproductive health amongst schools and out of school youth Compliance to Safety and health • Right to Local Children & women • Joint Implementation with SEAT Tool Box human rights health community affected communities to close 5J.3 (bullet 4) impacts linked to • The right members, out social ills fndings behavioural practices to Personal employees, • Public Education and awareness by employees Security contractor to employees and contractors on that could result employees safety outside the mine in compromised living locally. • Undertake Life skills training safety and health of for vulnerable population and community members service providers and employees

Strategic partnerships with key stakeholders to impart knowledge on gender rights and equality.

70 SEAT 2017 - 2020 ASSESSMENT OF SIGNIFICANCE OF KEY IMPACTS directly into Jwaneng Mine Social Management Plan (SMP). AND ISSUES Analysis of issues was undertaken with the singular purpose The Social Economic Assessment Toolbox (SEAT) distinguishes of responding through meaningful measures to mitigate issues from impacts: issues raised by stakeholders are only negative impacts, enhance positive impacts and manage recognized as “impacts once the link between the issue and the issues as far as they are within the sphere of infuence or span Jwaneng Mine has been verifed or substantiated with facts of control of Jwaneng Mine and fgures. The operation is directly or indirectly responsible Of importance to note, is that issues raised during for impacts. Issues include stakeholder perceptions of impacts consultations are only recognized as “impacts” once the link (not yet verifed), socio-economic needs and concerns, trends between the issue and the operation can be made. Therefore, and developments. Issues are as signifcant as impacts, as the assessment in this section links the issues and impacts they infuence the relationship between the operation and its raised during the SEAT process with the mine’s actual stakeholders. There are usually a number of issues associated activities. The main objective here is to ensure that issues with the impact, depending on the stakeholder consulted. The raised by stakeholders are linked to the operation, provides issues are varied and relate to the world view and the basic stakeholders that are impacted by the issues raised and needs or mandate of a stakeholder group. further identify if there are existing management measures. Key impacts and issues discussed in this section feed The assessment is presented in the below table

Table 11: Assessment of Signifcance of Key Impacts and Issues Ref Impact/Issues Role Potentially Who is Signifcance Mine management Plan Already Risk to the Mine if the Raised By Played by the Impacted of Impact in Place? issue is not Addressed Stakeholders Mine 1 Pressure on Perceptions Those liv- Moderate Current Management Plans Moderate social infra- of population ing within • The Mine provides housing • The responsibility structure increase due to areas including contractor’s camp to provide social the lure of the serviced to employees which takes off infrastructure lies mine hence infux by the pressure with government. of job-seekers admin- • Bus-in-bus-out arrange- istrative ments to labor sending areas • Indirect impacts of district (Kanye) increased infux due councils • Township sewerage system to job seekers asso- within maintenance in partnership ciated with mining Jwaneng with Town council activities increases Mine area • Jwaneng Mine Hospital risks to Jwaneng (currently under expansion) mine as this creates serving as a district referral perception that the hospital serving all commu- Mine has to provide nities in the ZOI and beyond for these additional • Mine supplies water to Wa- people ter Utilities Corporation at a subsidised cost for reticula- tion to Jwaneng and Sese communities.

New Proposed Management Plans • Address community percep- tion that the mine should provide basic services by continuing stakeholder engagement with an aim to provide clarity increase awareness on what the mine can be expected to do and what it cannot do

SEAT 2017 - 2020 71 Ref Impact/Issues Role Poten- Who is Signif- Mine management Plan Already Risk to the Mine if the Raised By tially Played by Impacted cance of in Place? issue is not Addressed Stakeholders the Mine Impact 2 Late salary Non-com- Contractor Signifcant • The minimum wage limit is set Signifcant (issue being payments to pliance to employees in the employment and work addressed) contractor Site Rules & and their condition legal regulations • Non-compliance employees regulations by dependents • Contractors are required to to regulatory and contractors submit monthly labour returns statutory require- and their sub- by the second of every month ments by the mine contractors • Partnership with government compromises the (labour offce) to address late maintenance of payment issue, through aware- both its legal and ness raising and compliance to social licenses to labour practices operate • Supply Chain Manages contractor complaint concerns through a multi-disciplinary team approach • Contractor’s Engagement Forums are held to engage on work condition and welfare issues of employees • Social Performance Contrac- tor’s Induction is performed for new contractors on site 3 Expectations The mine is Local people Moderate • Advertise vacancies using Moderate (issue being of employment a potential seeking em- methods and media accessible addressed) at the mine source of em- ployment to zone of infuence residents amidst low skill ployment, both (e.g. Kgotla offces, labour • Where there are levels directly and offce etc.) semi-skilled job op- indirectly • Continue to implement portunities Contrac- existing school development tors are encouraged programme (DGSDP) to to source their improve levels of education labour locally at foundation levels, with the • There is no legal objective of increasing long- stipulation for the term employability in the zone mine to employ lo- of infuence cals but it has taken initiative to catalyse employability of communities in its zone of infuence through the school development pro- gram (DGSDP) 4 The mine’s The Mine has Local stake- Low Current Management Plans Low (issue being inadequate established a holders and • Debswana formally commu- addressed) participation community communities nicates feedback to requests • Mine recognizes the in community relations func- around the for participation in community importance of com- events tions to man- mine events pany-community age company- • There is a stakeholder engage- relations and hence community ment plan that coordinates it has rolled out its relations. multi-disciplinary stakeholder community rela- engagements across the Mine tions programme (Internal & external) which has increased the Mine’s footprint New Proposed Management Plans in the Zone of Infu- • Create awareness around ence areas where the mine can participate

72 SEAT 2017 - 2020 Ref Impact/Issues Role Potentially Who is Signifcance Mine management Plan Already Risk to the Mine if the Raised By Played by the Impacted of Impact in Place? issue is not Addressed Stakeholders Mine 5 Mine not ade- Non-compliance Communities Moderate • Commitment Procedure in Low (issue being quately fulflling to business in the Zone place to manage all Jwaneng addressed) its past legacy policies and of infuence Mine commitments commitments procedures by (where com- • A Commitment Register with • All unfulflled Mine employees mitment were monitoring and accountabil- commitments compromising made) ity metrics in place to record have been at- the reputation of Mine commitments and tended to and the Mine (unful- ensure their fulflment are being man- flled promises) aged for closure • A robust and comprehensive commitment register exists monitoring and ensuring fulfl- ment of commit- ments made by the Mine

6 Socially Employees • All local Signifcant The Mine continues to implement Signifcant unacceptable failing to take road users the wellness programme with a Negative social behaviors responsibility in • Highly vul- focus on; behaviour portrayed including social managing their nerable target - Wellness Promotion Pro- through unacceptable ills and unac- personal social populations(in gramme mainly focused on safety practices and ceptable safety affairs, Practic- respect of health, wellness and lifestyle social ills outside practices outside ing unaccepta- social ills) management: the Mine lease area the mine linked ble social and • Local - addressing non-communi- compromising the to Debswana safety behaviors community cable diseases, awareness company’s image and employees and that are not in members raising initiatives on a range reputation contractors ills alignment with • employees of health and wellness issues local community such as sexual behaviors, cultural practices gender-based violence, HIV, and behavioral STI, TB awareness raising norms and medical screening and counseling - Employee Assistance Program, which deals with a range of psycho-social chal- lenges to address emotional, social and fnancial factors. - Disease Management Pro- gramme whose main focus is on HIV/AIDS prevention and treatment for employees and their immediate family members • Life skills training for vulner- able and marginalised popu- lations including school going and out of school youths • Rremmogo safety pro- gramme that promotes safety awareness culture internally and externally outside the mine lease areas

SEAT 2017 - 2020 73 Ref Impact/Issues Role Potentially Who is Signifcance Mine management Plan Already in Place? Risk to the Mine Raised By Played by the Impacted of Impact if the issue is not Stakeholders Mine Addressed 7 Compromised - Mine Jwaneng & Signifcant • The Magagarape northern well-felds Moderate water proactively Sese Com- and surrounding communities are key Vandalism security due harnesses munities, water extraction areas for Jwaneng of the water to vandalism greater water Jwaneng Mine. Currently, water is pumped infrastructure of the mine’s effciencies Mine from the wellfelds into Water Utilities compromises water through employees, Corporation (WUC) reservoirs. This water security infrastructure construction communities water feeds both the Mine’s produc- to feed both of water around the tion pipeline as well as Jwaneng communities management wellfeld Township benefting both mine and the mine projects (e.g employees and Jwaneng and Sese activities wastewater communities through partnership utilization agreement between the Mine & WUC. project) • The water tank and the electric- - Securing ity operated boreholes delivered to water for use Maboane Community in 2017 has in- by communities creased access to water for the three through communities of Maboane, Takatok- participatory wane & Dutlwe communities community • The Mine through the water effciency monitoring of project, is currently reconstructing water asset and refurbishing Jwaneng Township to prevent wastewater treatment plant to return and reduce additional treated effuent water for vandalism re-use into the production process. incidences Apart from effuent water harvesting, the project • Stands to relieve WUC of the wastewater disposal burden currently experienced • it further will eliminate the current wastewater overspill pollution chal- lenges at Jwaneng Township and • Further provide water conservation solution by using water that is ft for purpose and • fnally the treatment plant will be given to the WUC as a legacy infra- structure to beneft the township

Compromised water security due to vandalism of the mine’s water infrastructure

74 SEAT 2017 - 2020 Ref Impact/Issues Role Potentially Who is Signifcance Mine management Plan Already in Place? Risk to the Mine Raised By Played by the Impacted of Impact if the issue is not Stakeholders Mine Addressed 8 Perceived Mining activities • Com- Signifcant • There is regular interaction between Signifcant environmental such as blasting munities the Mine and the various regulators (mitigation impacts and dewatering adjacent to discuss and report environmental measures from mining have potential to to the compliance. ongoing) activities by heighten public Mine lease • In compliance to the Environmental stakeholders complaints area Impact Assessment Act, the Mine Failure to adjacent to the related to dust continues to monitor the impacts manage mine lease area and water of blasting on an on-going basis by compliance drawdown means of vibrations measurement obligations by at the identifed stations around the the mine could mine to ensure compliance to vibra- compromise tion exceedance limits. company • Dust management processes are also reputation as in place to ensure dust impacts are well as the SLTO minimized. The mine continues to ef- fect blasting during low human traffc times, monitors PM10 on a monthly basis, regularly monitors ambient air quality, uses dust suppression technologies to ensure minimized dust impacts • Similarly, water monitoring is an on- going process that ensures adherence to the conditions of the water license and its stipulated limits. The Mine’s water abstraction rates fall well within its allowable water abstraction conditions as stipulated in the license. • Complaints logged by stakeholders adjacent to the Mine are being man- aged for closure in partnership with the affected stakeholders 9 Negative Mining activities Communi- Moderate • Archeological Impact assessments Moderate social impacts throughout the ties and (AIA) are carried as part of Envi- Preservation including mine life cycle stakehold- ronmental Impact Assessments for mitigation infringed have potential ers around mining projects. As such all proposed measures human rights to heighten the Mine mitigations emanating from AIA ongoing due to non- negative impacts lease area processes are implemented and compliance to around culture monitored Mine Policies, and heritage • The Mine is implementing a Cultural National and Heritage Management Policy & Acts and Chance Find Procedure developed to international ensure preservation of Cultural and standards that Heritage artefacts advocates • The Mine also continues to socialize for the the Policy and the Procedure both preservation internally and externally to ensure and promotion extensive awareness and compliance of cultural as per the provisions of the policy and heritage Sites procedure. of signifcance • Through partnership with Key to communities stakeholders, preservation initiatives are ongoing for the identifed Cultural and Heritage Sites and artefacts

SEAT 2017 - 2020 75 Impact Management Measures & 7Monitoring Plan.

76 SEAT 2017 - 2020 The needs, issues and impacts raised during the SEAT process were discussed at length during impact management workshops with relevant stakeholders including the Mine leadership, Social performance Champions and departmental Managers. A set of management responses were identified, including an outline of performance targets and indicators to fulfil monitoring and reporting requirements.

SEAT 2017 - 2020 77 7.1. Social & Human Rights Impact Management Measures The tables below summarises the proposed social and human rights impact management measures identifed to address each of the issues raised by external stakeholders during the SEAT engagement process, human rights impacts identifed during the human rights due diligence assessment and other impacts identifed during other mine activities. The proposed interventions will be implemented over three years from 2018 until 2020.

Table 12: Jwaneng Mine’s Social Management Measures Management and Monitoring Measures for Issues Identifed Impact/Issue # 1 Pressure on social infrastructure Brief description of • Pressure on social infrastructure affects access of communities to education, health, water and waste the Impact management services. • Stakeholders have highlighted that service provision is increasingly inadequate to serve the population. Jwaneng Mine through Mine Infrastructure Synergy projects and Corporate Social investment (CSI) has stepped in to support the district authorities to provide some social services through, expansions, maintenance and refurbishment of some social infrastructure NB: The Mine has previously, and is currently, providing various types of social infrastructure support to the communities, through physical infrastructure maintenance and upgrade, within the township and through Corporate Social Investment projects. Issue/Impact: Phase Lifecycle Phase during which issue/impact Operation and Decommissioning occurs Duration of impact if Temporary Short-term (2-5 years) Long-term (5-25 years) Permanent unmanaged

Geographical Scope of Zones of Infuence Sub-District District National Impact Communities Potential Impacts • Poor service delivery and poor-quality infrastructure affects Jwaneng Mine employees and (Negative) stakeholders alike due to increase in population • Stakeholder expectations that the that Mine should provide and augment social service and infrastructure for communities around the Mine, leading to misunderstanding that compromises company – community relation Management In light of the 2017 SEAT engagements and analysis, one of the management objective focuses on Objectives management of perceptions and expectations towards a sustainable relationship between the Mine, the communities the district/government by: • Continuing implementation of the Mine’s overarching stakeholder engagement plan (SEP) to reach the maximum number of stakeholders with messages around the options and limitations of the mine’s social service support. Thus the Mine is to; - Increase awareness amongst Jwaneng Mine stakeholders on what the Mine can and cannot do and clarify government’s role in service provision through stakeholder engagement. • The Mine through Mine Infrastructure Synergy Projects & CSI Projects directly benefts Jwaneng Township infrastructure and service delivery and community infrastructure respectively. Under the reporting period the Mine will deliver the following projects that will reduce the current social service needs: - Expansion of the Contractors Camp and Jwaneng Mine Hospital - Construction & Refurbishment of Jwaneng Township Wastewater Treatment Network - Community Development Project through Corporate Social Investment (Tribal Administration Offces, Classroom Blocks, Clinic & School Kitchen)

Key Affected Community members in the zone of infuence, including Jwaneng Mine employees. Stakeholders

78 SEAT 2017 - 2020 No. Management Performance Target Person Timelines/ Key Monitoring & External Actions or Team frequency: Performance Evaluation: stakeholders - Responsible: Indicators Method implementation Create Awareness around the Options and Limitations of the Mine’s Social Service Support SStakeholder key stakeholders Corporate 2018 Sese & Jwaneng Stakeholder Sese & Jwaneng engagement within Sese & Affairs Community satisfaction forums with Jwaneng where Satisfaction analysis reports identifed the issues on social levels community pressure were raised stakeholder are aware of the groups to create Mine’s limitation Community awareness to provide social Engagement about the services Registers mandate of the mine vis a viz government Four (4) District Corporate 2018 - Number Meeting Local Authorities 1 institutions Administration Affairs 2020 of District Feedback and as well as the Authorities Administration action notes limitations of briefed on social Centres engaged the mine to performance policies Engagement provide social and procedures Registers services and limitations District to provide social Administration services and Representatives employment Reached opportunities Augment shortage of District Social Infrastructure through Synergies with Mine Infrastructure Jwaneng Mine Hospital Health 2019 Completed Project Progress Project Mine Hospital expansion completed Services & and functional Reports Management Expansion & according to Jwaneng hospital Offce Upgrade specifcations, on Project structure time and on budget Management Increased health Offce 2019 - Number of Hospital Hospital access by clients in 2020 clients from Management Management the Mine’s zone of the Mine’s zone Report operation (non-mine of operation employees) accessing jwaneng Mine Hospital services Annual committed 2018 - Annual budget health service 2019 spending budget

Induced indirect 2018 Number of ZOI Project Labour Contractor/PMO employment created locals employed Reports for ZOI locals by the project

SEAT 2017 - 2020 79 No. Management Performance Person Timelines/ Key Performance Monitoring & External Actions Target or Team frequency: Indicators Evaluation: stakeholders - Responsible: Method implementation Contractor’s Contractor’s Camp Project 2018 - Completed and Project Progress Contractors Camp infrastructure Management 2019 functional Camp Reports Expansion completed Offce Accommodation Project delivered according to structure to augment specifcations, on employee time and on budget accommodation Increase Camp 2018 - Number of Contractor’s Contractor shortage and Carrying Capacity 2020 employees Camp relieve pressure to alleviate accommodated at Accommodation from the shortage of Contractor’s Camp Registers township accommodation for Accommodation Employees facility

Induced indirect 2018 - Number of ZOI Project Progress Contractor/PMO employment 2019 locals employed by Reports created for ZOI the project locals Construction Jwaneng Project 2019 Completed Project Progress Contractor of the Jwaneng Wastewater Management and functional Reports waste water treatment Plant Offce - DCC Wastewater works infrastructure treatment Plant 1 infrastructure completed structure to recycle waste according to water for use for specifcations, on mine projects time and on budget and reduce Reduced water Hydrogeology 2019 - Percent reduction Water Hydrogeology abstraction of abstraction rate 2020 rates of ground Monitoring portable/clean due to available water abstracted Reports water from alternative water from the Wellfeld Magagarape resource for use in wellfelds the production Water Provision Volume of water Engineering 2018 Cubic Metres of Water & Water Utilities to Jwaneng & provided to Water -2020 water shared with Cost sharing Corporation, Communities Utilities at a communities Statistics Report Engineering around the subsidised cost for services Mine through supply of Jwaneng, Number of people Water Utilities & Communities & communities Corporation around the Mine beneftting Agreement from the water resources

Annual Water Total expenditure Provision Costs by towards water the mine provision Cost Share value of WUC

80 SEAT 2017 - 2020 No. Management Performance Person Timelines/ Key Performance Monitoring & External Actions Target or Team frequency: Indicators Evaluation: stakeholders - Responsible: Method implementation Reducing Pressure from Jwaneng Township Social Infrastructure through delivery of Corporate Social Investment Projects Tsonyane Clinic infrastructure Corporate 2019 Completed and CSI Committee Mabutsane Clinic completed Affairs, functional clinic Minutes Administration, Upgrading according to Project structure Local Contractor Project to specifcations, on Management & Community improve health time and on budget Offce, services of the Increased health Finance, CSI 2019 - Number of Facility Patient village and its services access Committee 2020 benefciaries Log surrounding by Tsonyane (EXCO) accessing the health communities & neighboring & Group facility communities SUSCOM Number of locals 2018 – Number of project Project Mabutsane employed by the 2019 full-time jobs Employment Administration & project Records Tsonyane village NB: Adhoc as Number of part- Development per available job time jobs Committee opportunities Construction Kitchen Corporate 2018 Completed and CSI Committee Mabutsane of Lefhoko infrastructure Affairs, functional kitchen Minutes Administration, Primary School completed Project structure Local Contractor Kitchen to according to Management & Community offer conducive specifcations, on Offce, 1 learning time and on budget Finance, CSI environment Total number of Committee 2019 - Number of School Mabutsane for the pupils benefting (EXCO) 2020 benefciaries Enrolment Administration, students and supported by & Group supported by registers Local Contractor the school kitchen SUSCOM the kitchen & Community infrastructure Part-time/ Number of locals 2018 Number of project Project Mabutsane temporary jobs employed by the full-time jobs Employment Administration created for project Records & Village locals through NB: Adhoc as Development the Lefhoko per available job Number of part- Committee & CSI project opportunities time jobs Chief Construction 1 Classroom Corporate 2019 Completed CSI Committee Moshupa District of Classroom block completed Affairs, and functional Minutes Administration Block at according to Project Classroom Local Contractor Pitseng specifcations, on Management Number of School constructing the Primary School time and on budget Offce, benefciaries Enrolment Classroom Block to augment Finance, CSI supported by the Registers shortage of Committee infrastructure classrooms (EXCO) Number of Students & Group 2019 - Reduce number of School Inventory accommodated in SUSCOM 2020 students who are Register the new classroom taught outside block

Part-time/ Number of locals 2018- Number of project Project Mabutsane temporary jobs employed by the 2020 full-time jobs Employment Administration & created for project Records Community local locals through NB: Adhoc as Number of part- Communities the Pitseng CSI per available job time jobs project opportunities

SEAT 2017 - 2020 81 No. Management Performance Person Timelines/ Key Performance Monitoring & External Actions Target or Team frequency: Indicators Evaluation: stakeholders - Responsible: Method implementation Reducing Pressure from Jwaneng Township Social Infrastructure through delivery of Corporate Social Investment Projects Construct Mahotshwane Corporate 2018 Tribal CSI Committee Mabutsane Mahotshwane Tribal Affairs, Project Administration Minutes District Tribal Administration Management Offce block Administration, Administration Offce block Offce, completed and Local Contractor Offces to bring completed Finance, CSI handed- over constructing the public services according to Committee Classroom Block nearer to people specifcations, on (EXCO) time and on budget & Group Construct Tsonyane Tribal SUSCOM 2018 Tribal CSI Committee Mabutsane Tsonyane Tribal Administration Administration Minutes District Administration Offce block Offce block Administration, Offces to bring completed completed and Local Contractor public services according to handed- over constructing the nearer to people specifcations, on Classroom Block time and on budget Rental savings Amount of rental Corporate 2018 - Cumulative Rental Lefhoko Village accrued from collected monthly Affairs, Project 2020 amount of rentals Collection log- Development the Lefhoko from Lefhoko Management monies raised from book Committee, & Diamond Village Diamond Village Offce house rentals Community VDC Bank leadership Statements

Reducing Pressure from Jwaneng Township Social Infrastructure through delivery of Corporate Social Investment Projects.

82 SEAT 2017 - 2020 Management and Monitoring Measures for Issues Identifed Impact/Issue # 2 Late Salary Payments to Contractor Employees Brief description of • Contractor’s labour and employment practices that leads to non-compliance to employment standards & the Impact conditions of work results in reported late salary payments of contractor employees. This non-compliance negatively affects employees and their dependents, as it impacts on their ability to meet their monthly living requirements. • One identifed factor infuencing the perceptions of late payment is lack of knowledge among stakeholders that if salary payments are received before the third of the next month, by law, this is not a late payment. Currently, there are no reported cases where contractors have paid after the cut-off time; however, the specifc legalities around payment dates may not be stipulated clearly enough to contractor employees. This can lead to perceptions of late payment. Issue/Impact: Lifecycle Phase during which issue/impact occurs Operation and Decommissioning Phase Duration of impact Temporary Short-term (2-5 years) Long-term (5-25 years) Permanent if unmanaged Geographical Zones of Infuence Sub-District District National Scope of Impact Communities Potential Impacts • Negative impacts on employee morale and productivity (Negative) • Poor family living (socio-economic) standards Management • To ensure inclusion of social performance requirements in contractual agreements to avoid and minimize Objectives material adverse social impacts. • To ensure that contractors and business partners comply with labour law, Debswana Site Rules and Regulations and other Mine Policies and procedures ( to align with timeous salary payments and compliance to the stipulated minimum wage)

Key Affected Contractor employees and their family members (dependents) Stakeholders

No. Management Performance Person Timelines/ Key Monitoring & External Actions Target or Team frequency: Performance Evaluation: stakeholders - Responsible: Indicators Method implementation Socialize Social New and existing Corporate 2018 - Number of new Contractors Contractors Performance Policies contractors Affairs, 2020 and existing induction and Procedures undergo contractor Supply Chain contractors registers with contracts social performance Management inducted through Contractor induction & Safety & Social Performance NB: Number Sustainable 2019 - Reduction of Contractor Induction. dependent on new Development 2020 late salary Issue Log contractors signing payment Agreements with complaints business Social performance Social performance Corporate 2018 - Number of Signed Contractors & KPI’s included KPI’s included into Affairs, 2020 Contractor Contractor Sub-contractors 2 into new contract contract agreement Supply Chain Agreements Agreements agreement of Socially material Management with SP KPI’s contractor & Safety & Sustainable Development

Increase awareness Closure rate of Corporate 2018 - Rend analysis of Contractor Contractors & to contractor reported cases of Affairs, 2020 labour related Welfare Sub-contractors management on the non-conformance Supply Chain issues Improvement Training implication of non- to conditions of Management Reports facilitators compliance to labour work including late & Safety & (external & employment salary pay issues Sustainable resource) standards & law Development including late salary CA & Security Closure rate of Labour Case payment issues labour Cases reports

SEAT 2017 - 2020 83 No. Management Performance Person Timelines/ Key Performance Monitoring & External Actions Target or Team frequency: Indicators Evaluation: stakeholders - Responsible: Method implementation Social Socially material Corporate 2018 - Number of Training Contractors & Performance Contractors Affairs, & 2020 Contractors & Registers Sub-contractors Capacity trained on Human Security Sub-Contractors Training Building Rights in the trained on Human facilitators Initiatives on extractive sector Rights & VPSHR (external Human Rights and Voluntary resource) in the extractive Principles on sector, Security and Voluntary Human Rights Principles on annually Security & Human Rights (VPSHR) for contractors

Management and Monitoring Measures for Issues Identifed Impact/Issue # 3 Expectations of employment at Jwaneng Mine in the context of low skills levels and high unemployment, particularly within the Zone of Infuence Brief Description of • Within the zone of infuence, but also more broadly, there are expectations that the mine will provide the Impact/issue employment to local people. These expectations are driven by high unemployment in the area (a challenge not unique to Jwaneng District alone), particularly among the youth, which is in turn caused by low skills levels which prevents companies from hiring locally. • Stakeholders noted that the mine’s service providers are not hiring locally, rather they are seen to bring their own workforce with them to the area. • Community members notice that local skill levels do not match the advertised vacancies, and consequently feel that local skill levels are not considered by Jwaneng Mine.

Issue/Impact: Lifecycle Phase during which issue/impact occurs Operation and Decommissioning Phase Duration of impact Temporary Short-term (2-5 years) Long-term (5-25 years) Permanent if unmanaged Geographical Zones of Infuence Sub-District District National Scope of Impact Communities Potential Impacts • Potential Social instability due to unmet employment expectations and (Negative) • Perception of exclusion from employment opportunities in favor of people from outside the ZOI

84 SEAT 2017 - 2020 Impact/Issue # 3 Expectations of employment at Jwaneng Mine in the context of low skills levels and high unemployment, particularly within the Zone of Infuence Management • To manage employment expectations on mine employment opportunities by creating awareness on non- Objectives exclusiveness of citizen employment versus local locals • To ensure compliance by Contractors to legal or regulatory commitments as stipulated in environmental & Social Impacts Reports in relation to maximizing socio-economic benefts of employment creation to locals (indirect employment benefts) To improve short-term employability in the ZOI communities. • Improve access to semi-skilled and unskilled job opportunities through advertising vacancies at the Tribal Administration Offces as well as through other methods accessible to ZOI residents To improve long-term employability in the ZOI communities. • Supporting teacher and learner development through Education & Skills Development through implementation of DGSDP • To encourage and promote academic excellence in the schools around the zone of infuence through the Diamond Dream Academic Awards (DDAA) Enterprise & Capacity Skills Development (reduce dependency on mine employment opportunities) • Debswana – Techno-serve (Tokafala) partnership for Youth Enterprise Development (ED) aimed at delivering a youth economic inclusive ED program • Capacity building in the construction industry of locals through Debswana and Construction Industry Trust Fund (CITF) Partnership - facilitating construction certifcation of locals within the zone of infuence in CITF Courses through recognition of prior learning Entrepreneurial Skills Development • SSME’s, Village Development Committees Cultural Heritage Trust in the ZOI e.t.c NB: Marginalised & Vulnerable Target Groups to be prioritized Key Affected Local communities, unemployed unskilled/semi-skilled people Stakeholders No. Management Performance Person Timelines/ Key Performance Monitoring & External Actions Target or Team frequency: Indicators Evaluation: stakeholders - Responsible: Method implementation Engage Stakeholders to create awareness on the Mine’s Limited Employment Opportunities & Employment Law Requirements Stakeholder Two (2) Public Corporate 2018- Community Perception Local engagements meeting through Affairs, & 2020 awareness and Survey communities through community Human knowledge about Roadshows around the Mine community outreach/ Resources the Mine’s limited (2019) outreach roadshows in Sese Teams employment program/ & other identifed opportunities & roadshows communities funds employment law to create allowing requirements awareness on the Mine’s limited Local communities 2019 - Community Perception 3 employment engaged with 2020 awareness and Survey opportunities & awareness knowledge about employment law messages the Mine’s limited requirements employment opportunities & employment law requirements Kgolagano Delivery of the Corporate 2018 - Assessment in Perception Communities in Newsletter newsletter to Affairs 2020 2019 to clarify Survey the mine’s zone clarifes the communities stakeholder of operation mine’s limited understanding employment opportunities and the national employment law requirements

SEAT 2017 - 2020 85 No. Management Performance Target Person Timelines/ Key Performance Monitoring & External Actions or Team frequency: Indicators Evaluation: stakeholders - Responsible: Method implementation Increase Access to Job Opportunities in Communities around the Mine (+) Advertise Available semi-skilled Human 2018 - Number of Annual Annual Mine job job opportunities are resources, 2020 semiskilled jobs Employment Employment opportunities advertised in locally Supply Chain advertised in Update Update Report through accessible locations/ Management locally accessible Report methods and venues & Corporate locations/venues media accessible (ad-hoc – when Affairs to zone of employment Number of infuence opportunities are community residents such available) employed through as kgotla offces as a result of this and labour initiative 3 offces Maximize Number of Jobs Project 2018 - Number of locals Labour Labour Reports indirect local created indirectly Management 2020 employed by Reports employment through ongoing Offce, Safety contractor projects opportunities Contract Projects & Sustainable (ad-hoc – when Development, employment & Corporate opportunities are Affairs available) Improve Long-Term Employability in the ZOI Communities Implement the Debswana Government Schools Development Program to improve levels of education at foundation levels (+) Support Percentage Human 2018 - Percent pass rate Ministry Ministry of Basic learner’s Improvement in Resources 2019 in PSLE annual of Basic Education & academic Primary School – Training results Education Participating capacity Leaving Examinations Section Results schools through the (PSLE) grades of Reports DGSDP benefciary schools Support Teacher 15 School Leadership Human 2019 Number of Capacity Training competency Team trained Resources teachers trained Building Consultants through on Supervisory – Training on Supervisory Reports capacity Development Section Development (Portfolio development Programme (SDP) Programme (SDP) of Evidence - Supervisory (POE) Development Programme (SDP) Teacher 30 teachers Human 2019 - Number of Post Participating Capacity workshopped Resources 2020 teachers trained evaluation school teacher Improve to improve – Training on Supervisory report Workshops understanding of Section Development (Reactionary) (Topic Based subject topic Programme (SDP) 85% of Improvement teachers reports validation improvement report in the topic understanding

86 SEAT 2017 - 2020 No. Management Performance Target Person Timelines/ Key Performance Monitoring & External Actions or Team frequency: Indicators Evaluation: stakeholders - Responsible: Method implementation Support Student Academic Performance through Diamond Dream Academic Awards (DDAA) Support 18 Students with Human 2018 - Number of quality Annual Botswana learner quality Pass (A&B) Resources 2019 (A&B grades) pass rate Diamond Examination academic awarded/year in core – Training awards Dream Council & excellence subjects (Mathematics, Section & CA Academic Ministry of Basic through Science, English, Awards Education Diamond Social Studies & Moral Impact Dream Education) Assessment Academic 6 best performing Number of best Report Awards Schools awarded/ learners, teachers & (DDAA) year schools recognized for program 6 best teachers academic excellence awarded/year Enterprise & Capacity Skills Development Tokafala/ 100 Youth Mobilized CA, 2018 Number of Youth Mobilisation STRYDE/ STRYDE Youth for the programme Debswana -2019 Mobilised against the Reports Techno-serve Enterprise Corporate targeted number Development Centre Initiatives (focused on start-ups and micro- businesses

1 80 youth trained 2019 Number of Youth Core Skills on Core Skills Trained on Core Skills Development Development Development Programme Report 80 benefciaries Number of Youth Core Skills taken through supported in the Development Aftercare Support aftercare programme Report Program

Capacity 7 locals in the zone Corporate 2018 MoU between Programme Construction Building in the of infuence Certifed Affairs Debswana & CITF implementa- Industry Trust 2 construction by CITF Number of local tion report Fund (CITF) Industry benefciaries certifed personnel through partnership with Construction Industry Trust Fund (CITF)

SEAT 2017 - 2020 87 Management and Monitoring Measures for Issues Identifed Impact/Issue # 4 Inadequate mine participation in community events Brief Description of • According to local stakeholders, the mine does not attend all the events to which it is invited to. In addition, the Impact/issue the mine is perceived to engage primarily to meet legal requirements, like during Environmental and Social Impact Assessments. Furthermore, there were requests for increased participation by senior management in public events. • The challenge is that, community events often take place during working hours which makes it diffcult for the mine to send people – but where possible senior management attend public events Issue/Impact: Lifecycle Phase during which issue/impact occurs Operation and Decommissioning Phase Duration of impact Temporary Short-term (2-5 years) Long-term (5-25 years) Permanent if unmanaged Geographical Zones of Infuence Sub-District District National Scope of Impact Communities Potential Impacts • Complaints from communities of less visibility of the mine in Community activities (Negative) • Weak relationships Management • Create awareness amongst stakeholders of on areas/opportunities where the mine can participate Objectives • Maintain healthy stakeholder relationships through appropriate and on-going engagements Key Affected Local communities and stakeholders in the zone of infuence Stakeholders

No. Management Actions Performance Person Timelines/ Key Performance Monitoring & External Target or Team frequency: Indicators Evaluation: stakeholders - Responsible: Method implementation Participation in Mine’s Corporate 2018 - Awareness Forum Perception Communities strategic forums and representation in Affairs 2020 Survey around the district/community district strategic Mine & Local events. forums where authorities possible Stakeholder Public meeting Corporate 2018 Community knowledge Sese Community engagements through through Affairs awareness and and aware- community outreach community knowledge about ness levels program/roadshows outreach/ the Mine’s limited analysis to create awareness roadshows in employment report around areas Sese and other opportunities & where the mine can communities employment law participate and where funds allowing requirements it has limitations to participate District 4 district Corporate 2018 - Number of Stakeholder Corporate administrative administration Affairs 2020 administrative Engagement Affairs authorities centers engaged centers and Presentations engagement forums with awareness authorities reached & Feedback to create awareness messages Notes around areas where the mine can participate and where it has limitations to participate Kgolagano Newsletter Delivery of the Corporate 2018 - Assessment in 2019 Assessment Communities in clarifes areas newsletter to Affairs, 2020 to understand levels analysis the mine’s zone where the mine can communities of awareness report of operation participate and areas where it may not participate

88 SEAT 2017 - 2020 Management and Monitoring Measures for Issues Identifed Impact/Issue # 5 Mine not Adequately Fulflling its Past Legacy Commitments Brief Description of • Local stakeholders mentioned that the mine was not fulflling its past commitments and that communities the Impact/issue are waiting for projects to be implemented. • These commitments are reported to be legacy commitments and some were perceived commitments (from unconfrmed and non-formal sources) NB: Legacy commitments are previous or historic commitments around community development, mostly inked to specifc mine operational developments and where possible mine has engaged the community/s or has closed the commitment. Issue/Impact: Lifecycle Phase during which issue/impact occurs Operation and Decommissioning Phase Duration of impact Temporary Short-term (2-5 years) Long-term (5-25 years) Permanent if unmanaged Geographical Zones of Infuence Sub-District District National Scope of Impact Communities Potential Impacts Unmet expectations resulting in lack of trust by stakeholders (Negative) Management Implement the site’s social commitment procedure, where applicable, ensuring fulflment of all commitments by Objectives the mine including all identifed unfulflled legacy commitments from the past Key Affected Stakeholders/Communities where unfulflled commitments were made Stakeholders

The mine has put in place a Commitment Procedure and Commitment Register for managing social and legal commitments.

SEAT 2017 - 2020 89 No. Management Performance Target Person Timelines/ Key Performance Monitoring & External Actions or Team frequency: Indicators Evaluation: stakeholders - Responsible: Method implementation Create 7 Mine department Corporate 2018 - 70% of Mine Briefng CA Resources awareness of briefed on the Affairs 2020 departments briefed Registers the commitment commitment procedure procedure annually internally to ensure that commitments are made by authorized personnel Create 5 ZOI communities Corporate 2018 Number of Briefng Local awareness of engaged with Affairs communities briefed Registers communities the commitment awareness raising around the Mine procedure messages & the externally 5 ZOI communities 2019 Number of Briefng District to ensure engaged with communities briefed Registers Administration communities and awareness raising Centers other stakeholders messages are aware of the right channels 4 district 2018 - Number of District Briefng and authorized administration 2020 Administration Registers personnel who centers engaged with Centres authorities should make awareness messages briefed commitments Management Mine to commit to Corporate 2025 A functional Clinic CSI Commit- Local of unfulflled deliver Maboane Affairs structure delivered tee Progress contractors commitments Clinic Reports

90 SEAT 2017 - 2020 Management and Monitoring Measures for Issues Identifed Impact/Issue # 6 Socially unacceptable behaviors including social ills and unacceptable safety practices outside the mine linked to Debswana and contractors employees • Stakeholders engaged during SEAT assessment raised concerns about social ills that are linked to social behaviours of some mine employees. • Furthermore, Stakeholders also noted that mine employees adopt high safety standards only when they Brief Description of are within the mine area. Once they leave the work areas, they are observed to behave in ways that do not the Impact support safety cultures including driving irresponsibly (speeding, using cell phones while driving) etc. Issue/Impact: Lifecycle Phase during which issue/impact occurs Operation and Decommissioning Phase Duration of impact Temporary Short-term (2-5 years) Long-term (5-25 years) Permanent if unmanaged Geographical Zones of Infuence Sub-District District National Scope of Impact Communities Potential Impacts • A perceived link between increased mine employees and increase in social ills believed such as gender-based (Negative) violence and alcohol abuse • Increase in crime & social confict as well as increase in communicable and non-communicable diseases

Management • Through joint partnership with highly affected communities, Jwaneng Mine and business partners Objectives (contractors) will develop joint mitigation plans to facilitate identifcation of concerns and issues related to contractor employees. • To increase awareness amongst Debswana and contractors employees regarding the consequences of socially unacceptable behaviors • Manage social behavioral impacts that could compromise health & safety of employees & the community by: - Increasing awareness amongst Debswana employees and contractors on the need to respect cultural practices of communities around the mine in respect of unacceptable safety practices such as; - Offer HIV/AIDS awareness, counselling and screening and preventative initiatives to employees, their spouses - Address challenges around community health and safety in partnership with the District social service providers such as Multi-Sectoral AIDS Committee (DMSAC), Social Welfare & development Unit, District Health Management Team, Community Health Outreach Programmes and Environmental Health Departments etc

Key Affected • Vulnerable populations such as pupils, Orphaned & Vulnerable children etc Stakeholders • Community members and • Contractor & Debswana employees

SEAT 2017 - 2020 91 No. Management Performance Target Person Timelines/ Key Performance Monitoring & External Actions or Team frequency: Indicators Evaluation: stakeholders - Responsible: Method implementation Participatory and joint implementation & Monitoring of Social ills with Sese Community Committee Joint Formalise a Majwe Mining 2018 Sese Community Community Sese Community Participatory community structure & Jwaneng Committee Committee implementation in Sese to manage Mine (led by Formalised Guidelines & monitoring of social ills related Corporate management issues Affairs) impacts with Reduction of 2018 - Social ills case Perception affected complaints 2020 analysis Study stakeholders (Sese Case analysis Community) report Contractor & Business Partner Engagements on 2017 SEAT Study Findings Briefng sessions 75% of MMJV Corporate 2018 Participation Briefng Business with Majwe Contractors SEAT in Affairs by Contractor Registers Partners – Mining Joint the briefngs Management and Briefng Contractor Venture (MMJV) their Employees Notes & Ac- Management & its contractors tions on the fndings of the 2017 SEAT & Perception Studies Health screening Planned awareness Majwe 2019 Number of Community Sese & Jwaneng and HIV & AIDS sessions completed Mining & community engagement Community Awareness and health screened Jwaneng Mine members registers and Education undertaken (Wellness participating during Coordinators 50 Sese Screening community & Corporate Community registers outreach - Affairs members screened roadshow Offcers) External & Internal Capacity Initiatives Life skills 75 Majwe & Debswa Majwe & 2019 Number of Majwe Lifeskills Life-skills trainings (Majwe Peer educators and Debswana & Debswana Peer Training technical & Debswana stakeholder service Wellness educators and Report external expert Wellness providers in the ZOI Sections, service providers champions & trained on lifeskills Corporate trained on lifeskills Training Peer educators Affairs & Participant Lifeskills Registers Experts Life skills 30 out of school Majwe & 2018 - Number of ZOI Lifeskills Majwe & awareness for youths in Sese Debswana 2020 M&V’s trained on Training Debswana marginalized reached on lifeskills Wellness lifeskills Report Wellness & vulnerable in Sese Sections, Sections, CA (M&V) groups 25 out of school Corporate 2019 - Offcer, in hot-spot youths trained on Affairs & 2020 Lifeskills training communities life-skills in Jwaneng Lifeskills experts Experts 120 Sese Primary 2018 - Training School students - 2020 Participant Standard 6 trained Registers on lifeskills 20 Jwaneng Teen- 2019 - club Members 2020 trained on lifeskills

92 SEAT 2017 - 2020 To build capacity 40 care givers and Majwe & 2019 - Number of ZOI Training Majwe & of service service providers Debswana 2020 M&V’s trained on Participant Debswana providers dealing from Jwaneng Mine Wellness lifeskills Registers Wellness with social zone of infuence Sections, CA Sections, CA behaviours trained & Lifeskills Offcer, Lifeskills issues including Experts training experts social ills

No. Management Performance Target Person Timelines/ Key Performance Monitoring & External Actions or Team frequency: Indicators Evaluation: stakeholders - Responsible: Method implementation Community Outreach & Partnership Initiatives Partner with Sese Participation of Debswana & 2018 Number Waste Mabutsane Sub Community for Jwaneng Mine Majwe Mining Participating Campaign - Environmental Waste Campaign & Majwe Mining during Waste Participant Health initiatives during Sese Clean- Campaign Register Department up Campaign initiatives Create awareness 200 Employees Majwe 2018 - Number of Participants Wellness Section amongst Mine sensitized on Mining & 2020 employees Registers employees around Gender Based Jwaneng Mine sensitized on Gender Based Violence (Wellness Gender Based Violence during Coordinators) Violence the Sixteen Days of Activism Against Violence

Management and Monitoring Measures for Issues Identifed Impact/Issue # 7 Compromised water security due to vandalism of the mine’s water infrastructure Jwaneng Mine obtains its water from Magagarape northern wellfelds in the nearby Kweneng district. The predominant landuse/economic activity in the area is pastoral farming. As it is the case with most parts of the country, the community relies on groundwater resources for water supply. This scenario has led to vandalism of Brief Description of Debswana water infrastructure due to communities seeking to access the much needed resources for livestock; the Impact • A number of cattle farmers range their cattle within the area traversed by the mine’s water pipes, and feel that they do not have adequate water access for their cattle as they are reported to be illegally occupying the land. • Periodic incidents of vandalism of the mine water infrastructure (man-holes) have been reported and more often puts to danger the farmer’s livestock as they can fall in the vandalized man-holes putting the mine into disrepute • Furthermore, cases of illegal occupancy of some of the Mine’s ‘observation boreholes at the wellfelds have been reported. The seizure of the water asset increases vulnerability of water resources which benefts both the mine operation and the communities around the Mine. • Pressure on social services has been blamed on increased population perceived to be of job seekers attracted by the lure of the Mine. Inspite of these perceptions, the mine continues to augment and partner with the communities around the Mine to provide portable water to communities and through synergies with mine infrastructure is refurbishing and constructing wastewater treatment plant for Jwaneng Township Issue/Impact: Lifecycle Phase during which issue/impact occurs Operation and Decommissioning Phase Duration of impact Temporary Short-term (2-5 years) Long-term (5-25 years) Permanent if unmanaged Geographical Zones of Infuence Sub-District District National Scope of Impact Communities Potential Impacts • Potential strain on stakeholder relations due to water security threats from potential destruction of assets (Negative) (e.g. vandalism of wellfeld including the water pipe line) • Illegal occupancy of mine observation boreholes – compromising water security and availability for Jwaneng and communities around the Mine

SEAT 2017 - 2020 93 Impact/Issue # 7 Compromised water security due to vandalism of the mine’s water infrastructure Management • Step up surveillance management controls around the wellfeld to reduce vandalism incidence to minimize Objectives loss of water resources • Promote activities towards improving relations between Debswana and stakeholders around the water infrastructure • Facilitate Provision of reliable water supplies through CSI, legacy & synergies with Mine infrastructure initiatives to ensure that water users in water extraction areas have adequate water supply (Maboane Water Tank, Machana underground water project & Jwaneng Township waste water network refurbishment/ construction - with indirect benefts of optimising waste water re-use, reducing the use of portable water from the wellfelds and prevention of environmental pollution.) Key Affected • Mine employees Stakeholders • Jwaneng & other Community around the Mine including Sese community

No. Management Performance Person Timelines/ Key Performance Monitoring & External Actions Target or Team frequency: Indicators Evaluation: stakeholders - Responsible: Method implementation Refurbishment of Jwaneng Project 2019 Completed Project Contractor the old Jwaneng Wastewater management and functional schedule Township waste treatment Plant Offce (PMO) structure & Progress water treatment infrastructure - DCC Reports network completed on time infrastructure and on budget

Amount of Ore 2019 - Volume of effuent Quarterly Ore Processing generated treated Processing 2020 water produced for report effuent water re-use from water produced from the management plant for re-use Reduced water Hydrogeology 2019 - Volume of ground Water Hydrogeology abstraction rate 2020 water abstraction monitoring due to available from the Wellfeld update reports alternative water resource Maboane Water Increased water Corporate 2019 - Satisfaction levels Satisfaction Water Utilities Tank & electric access for supply Affairs 2020 of communities analysis Corporation pump-station of Maboane, with water Reports continues to Takatokwane accessibility increase water & Dutlwe accessibility for communities the communities of Maboane, Takatokwane & Dutlwe Machana Borehole Hydrogeology 2019 Completed Project Southern District underground infrastructure and functional Completion Administration water project completed on time structure Report Council and on budget 2019 - Reliable water Satisfaction 2020 supply to Machana levels of water village accessibility by the Machana community Increase Reduced number Engineering 2018 - Number of Incident Botswana Police surveillance along of vandalism 2020 reported vandalism Reports Services the Magagarape incidents/ per incidents pipeline route as annum a deterrent for vandalism

94 SEAT 2017 - 2020 Management and Monitoring Measures for Issues Identifed Impact/Issue # 8 Perceived environmental impacts from mining activities by stakeholders adjacent to the mine lease area Stakeholders in close proximity to Jwaneng Mine reports that they are affected by mining activities such as blasting and water dewatering activities that leads to high levels of dust, cracking of their houses and water drawdown Brief Description of • As per documented complaints received through the Mine’s complaints and grievance mechanism, the Impact stakeholders adjacent to the Mine lease area believe that dust emissions from mine blasting activities reaches their farm areas at high levels and have therefore posited that, the dust impacts negatively on their health and fertility of their soil which is the source of their livelihood as they practice pastoral and horticultural farming. • Furthermore, the farmer complains of the Mine’s blasting activities that has resulted in cracking of his houses • Social impacts related to dewatering activities have been raised by one stakeholder adjacent to the Mine lease area. The stakeholder cites that there is water shortage for his farm due to water drawdown

Issue/Impact: Lifecycle Phase during which issue/impact occurs Operation and Decommissioning Phase Duration of impact Temporary Short-term (2-5 years) Long-term (5-25 years) Permanent if unmanaged Geographical Zones of Infuence Sub-District District National Scope of Impact Communities Potential Impacts • Relationships between Jwaneng Mine and directly impacted stakeholders not cordial (Negative)

Management • Reduce generation of fallout dust from source on the environment to ensure employees and communities Objectives adjacent to the Mine lease area are not affected • Apply dust suppression technologies to ensure dust from haul roads is minimized. • Reduce potential hazard to infrastructure and buildings by maintaining allowable minimizing blasting frequency and complying to set vibration limits • Implement the water management programme ensuring regular ongoing water monitoring and set up of water conservation measures (collect and store within catchment & recycle) • Manage Community relations with stakeholders especially farmers adjacent to the Mine - Create awareness on mine activities and undertake emergency preparedness and response initiatives with stakeholders who could be signifcantly affected - Manage public complaints from affected stakeholders to ensure closure within reasonable timelines

Key Affected Stakeholders adjacent to the Mine lease area Stakeholders

No. Management Performance Person Timelines/ Key Performance Monitoring & External Actions Target or Team frequency: Indicators Evaluation: stakeholders - Responsible: Method implementation Undertake a Improved Corporate 2018 - Improved Perception Affected Perception study perception Affairs, Safety 2020 perceptions Study Findings stakeholders within zone of indicators & Sustainable studies infuence of affected Development, stakeholders Manage and close Level 4 - 5 Corporate 2018 - 100% closure Number of Affected public complaints incidents Affairs 2020 rate of level 4-5 level 4-5 stakeholders and grievances managed for incidents incidents related to mine closure and recorded on activities recorded on Isometrix Isometrix Quarterly Incident management Reports

SEAT 2017 - 2020 95 No. Management Performance Person Timelines/ Key Performance Monitoring & External Actions Target or Team frequency: Indicators Evaluation: stakeholders - Responsible: Method implementation Participatory Timely response Corporate 2018 - Record of Stakeholder Multi- implementation to public concerns Affairs & 2020 discussed engagement disciplinary & monitoring of within the agreed Safety & issues and their forums reports - mine management timeframe as per Sustainable resolutions Departments impacts with the grievance Development Stakeholder affected & incident satisfaction levels stakeholders management mechanism 2019 Stakeholder satisfaction levels Application of Manage dust Mining & 2018 - Dust fallout levels Dust Contractors dust abatement generation such Safety & 2020 within or below monitoring responsible for technologies to that dust levels are Sustainable legal limits reports - dust suppression reduce Particulate below or within Development, analysis of (Mining) Matter and legal limits fall out dust manage nuisance monitoring data dust released into at identifed the environment locations Manage impacts Manage blast Mining & 2018 - Compliance to the Blast Vibration Mining, S&SD of blasting on vibrations to levels Safety & 2020 ground vibration Reports & CA communities in within compliance Sustainable compliance close proximity to obligations Development, obligations the Mine Northern Adhere to Hydrogeology 2018 - Number of Monthly Hydrogeology wellfelds to ensure the borehole 2020 boreholes where monitoring that neighboring operation/pumping drawdown reports communities’ plan exceeded planned boreholes do not Maintain water drawdown levels Annual dry up abstraction legal Water abstraction Groundwater limits limits monitoring Report

fogger truck suppressing dust at Jwaneng Mine

96 SEAT 2017 - 2020 No. Management Performance Target Person Timelines/ Key Performance Monitoring & External Actions or Team frequency: Indicators Evaluation: stakeholders - Responsible: Method implementation Emergency Preparedness & Response Planning Jointly revise A district disaster Joint Disaster 2018 Updated Progress National and develop a management plan Management District Disaster on disaster Disaster Offce district disaster developed Team Management Plan management management initiatives plan Conduct 20 Potentially Corporate 2019 - 20 Stakeholder Training Multi- preparedness Affected Affairs & 2020 aware of risk participant disciplinary and response stakeholders trained Safety & potential Register depending capacity (per risk profle and Sustainable on prioritized building and training priority Development, trainings risk awareness needs) Multi- Training for potentially disciplinary participant affected depending Register stakeholders on prioritized trainings Emergency Simulation Multi- 2019- Simulation Simulation Joint District Preparedness disciplinary 2020 completed Report disaster & Response team include Management Initiatives Jwaneng Team Conduct District 100% of Improvement Simulations Management simulation gaps Plan Team closed 30 stakeholders Simulation participating in the participant simulation exercise Register

Management and Monitoring Measures for Issues Identifed Impact/Issue # 9 Inadequate due diligence in the preservation of cultural and heritage sites by mine employees during mine operations and social activities (religious, cultural activities) which might lead to negative impacts on sites of cultural heritage importance to the communities. Issue/Impact: Lifecycle Phase during which issue/impact occurs Operation and Decommissioning Phase Duration of impact Temporary Short-term (2-5 years) Long-term (5-25 years) Permanent if unmanaged Geographical Zones of Infuence Sub-District District National Scope of Impact Communities Potential Impacts • Destruction of items/areas of cultural value leading to socio-cultural impacts • Restricted access to sites of cultural value, including graves and prayer sites • Damage to diamond equity & reputation loss Management • Raise awareness of the Cultural and Heritage Management Policy and Chance Find Procedure both Objectives internally with employees and externally in the ZOI • Identify tangible and intangible culture and heritage and protect them from adverse social impacts • Enhance the value of the identifed cultural heritage sites/artefacts for community benefciation Key Affected Local communities and stakeholders in the zone of infuence (Authorities, interested and Affected parties) Stakeholders

SEAT 2017 - 2020 97 No. Management Performance Target Person Timelines/ Key Monitoring & External Actions or Team frequency: Performance Evaluation: stakeholders - Responsible: Indicators Method implementation 1 Raise awareness 8 Mine departments Corporate 2018 - # of Policy & Key external of the Cultural briefed on the Policy Affairs 2020 Departments Procedure stakeholders and Heritage & the Procedure briefed on the Brief Registers including Management CHMP & CFP communities Policy (CHMP) 4 district 2018 – Number and Chance Find administration 2020 of external Procedure (CFP) centers briefed on stakeholders internally and the Policy & the briefed on the externally Procedure CHMP & CFP 7 ZOI communities 2019 - briefed on the Policy 2020 & the Procedure Development of Signed Constitution Corporate 2018 Constitution Report on Community a Constitution in place and used to Affairs of Tsonyane Tsonyane Based Natural for the proposed govern the Tsonyane Cultural Heritage Cultural Site Resource Tsonyane Culture C&H Trust Trust Activities Management and Heritage Site Task Team Community Trust & Department Registration of the A registered Corporate 2019 Constitution Progress of National Community Trust Tsonyane C&H Site Affairs of Tsonyane Report on the Museums and Community Trust Cultural Heritage preservation Monuments Trust of Tsonyane Cultural Site Accredited EIA consultant Develop and Preservation of Corporate 2019 - Refurbished & Museum implement Jwana Park cultural Affairs and 2020 preserved Jwana gallery of the impact mitigation and heritage Safety & Park Cultural refurbished plans for the artefacts Sustainable Artefacts artefact preservation of the Development Tsonyane culture & heritage Site & Preservation of the 2019 - Trust to apply for Site lease the Jwana Park Tsonyane cultural 2020 land Allocation document C&H Artefacts and heritage Site of the Site by in collaboration land authority with relevant stakeholders Environmental Approved Impact Tsonyane Assessment (EIA) Cultural for the Tsonyane heritage Site Cultural heritage EMP report site 8

Enhance the value of the identified cultural heritage sites/artefacts for community beneficiation

98 SEAT 2017 - 2020 Responsibility, Next Steps and Contact Details.

8.1. Responsibility for the SEAT Process The General Manager, together with the Corporate Affairs Manager, will be responsible for the ongoing management, monitoring and reporting of the progress made in addressing the issues raised by stakeholders during the SEAT process.

8.2. Next Steps The management measures detailed in Section 7 will form the basis of a detailed Social Management Plan for Jwaneng Mine. This plan will guide the mine’s efforts towards improved social performance management over the next 12-month period. Progress against this plan will be tracked on a monthly basis by the Corporate Affairs Manager, and reported to the General Manager and to the Group’s executive committee. External stakeholders will also receive updates on performance against the management measures. This will happen as part of regular stakeholder engagement, as laid out in the Stakeholder Engagement Plan arising from the SEAT process.

As part of completing the SEAT process, the Corporate Affairs Manager will oversee the feedback of results from this SEAT assessment to external stakeholders.

SEAT is a three-yearly assessment process. The next assessment process is therefore due to take place in 2020. In the interim, the SMP and SEP will be updated on an 8annual basis. 8.3. Contact Details

Albert Milton Montlenyane Baaitse General Manager Corporate Affairs Manager Tel: 5884210 Tel: 5884000/4340 Email: [email protected] Email: [email protected]

SEAT 2017 - 2020 99 9 References

The following reports proved useful as references:

• Bertelsmann Stiftung, BTI 2014, Botswana Country Report. Gütersloh: Bertelsmann Stiftung, 2014 • Botswana Environment Statistics: Human Settlement Report, by Statistics Botswana, 2013 • The Jwaneng Urban Development Plan 4 for 2017 - 2023 • The keynote policy paper for the National Development Plan 11, presented on 11 September 2015 • Debswana’s Sustainability Report, 2016 • Statistics Botswana, Botswana AIDS Impact Survey, Summary Results, 2013 • Population and Housing Census 2011: Analytical Report, by Statistics Botswana, 2014 • Social Impact Assessment Report for Jwaneng Mine’s Cut-8 Project, 2009 • The Revised National Education Policy, Botswana Government, April 1994 • The Health Statistics Report, Central Statistics Office of Botswana, 2004 • Botswana Statistical Services: Population Projections 2001-2030 • Botswana National Atlas, 2001

100 SEAT 2017 - 2020 Glossary 10 of Key Terms and Abbreviations

Activities: The things that an Engagement: A general term used DDAA: Diamond Dream Academic operation has (e.g. a tailings dam) to describe the many forms of Awards or does (e.g. employment) in order stakeholder interaction undertaken DGSDP: Debswana Government to do business or to meet required with the aim of developing a Schools Development Programme standards and policies (local and continuous exchange of views and corporate). information. Engagement is essential DMSAC: District Multi-Sectoral AIDS Committee BHC: Botswana Housing for operations seeking to understand Cooperation host communities’ attitudes towards Focus Groups: A means of engaging them, their issues of concern, as well with a selected group of stakeholders BMWU: Botswana Mine Workers’ as their socio-economic development through encouraging a relatively Union needs. small group to discuss specifc issues. BPC: Botswana Power Corporation Environmental Impact Assessment As the name suggests, focus groups Capacity Building: interventions (EIA): A process for assessing the normally focus on a particular topic designed to develop the ability of environmental implications of new of interest to stakeholders or the organisations, including the skills projects. An assessment should cover organisation which convenes the and experience of staff, to plan and all relevant environmental impacts of group. Depending on the feedback deploy resources in order to achieve a project (water, air, soil, noise, waste, being sought, they can involve a objectives, and to serve community land disturbance, etc.), and include cross-section of the community or development needs more effectively a management and monitoring plan include members of a specifc social and effciently. to mitigate and manage negative or demographic group (for example, impacts. Such assessments are the young or a culturally distinct CEEP: Citizen Economic group). Empowerment Policy normally a legal requirement for any signifcant development (including Human Rights: The right of every Corporate Social Investment any new mine development or individual to liberty, freedom of (CSI): This includes contributions extension project). In addition, association and personal safety. (monetary, staff time or gifts in kind) there are international standards These are the foundation of a human that bring benefts to communities established by organisations such as rights code at the core of national over and above an operation’s core the World Bank and the International and international law. The United activities. Benefciaries can range Finance Corporation. Debswana is Nations Universal Declaration of from local, district and national committed to meeting or exceeding Human Rights is widely regarded as stakeholders. The scope may range such standards. EIAs and Social the minimum set of standards that from donations to charities to Impact Assessments (see below) are must be observed. Increasingly NGOs initiatives that complement business often undertaken together to provide will also refer to economic, social needs, for example, improving the a comprehensive assessment of a and cultural rights enshrined in other skills base of local people. project’s impacts. conventions. DCAT: Diamond Control Awareness Team

SEAT 2017 - 2020 101 IDCC: Infectious Disease Control Partnerships: Agreements or Social Licence to Operate: A concept Centre alliances with external organisations used to describe the importance of Impact: Changes attributable to to further common goals. These having broad-based and on-going a project, programme, policy or include the support of socio- community acceptance, support or process. Impacts (also referred economic development and approval of a company’s’ operations to as effects) may be planned or environmental protection. and major projects. The social licence unplanned; positive or negative; PMO: Project Management Offce to operate concept is normally seen primary or secondary; achieved as being additional to the need to PSLE: Primary School Leaving secure formal licences, planning immediately or only after some time; Examinations and sustainable or unsustainable. permissions and permits from SCM: Supply Chain Management government agencies. Failing to ISO 14001: A certifcation developed SHHA: Self-Help Housing Agency address community concerns and for environmental management hence losing community support systems (EMS) by the International Socio-Economic (Beneft) Delivery (the licence to operate) has resulted Standards Organisation. An EMS (SEBD or SED): The term “socio- in severe disruption to, or closure provides a framework for managing economic beneft delivery” (SEBD) of, many large investment projects, environmental responsibilities so refers to all the ways in which a including some in the mining they become more effcient and mine contributes to socio-economic industry. more integrated into overall business development, whether through operations. core or non-core business activities. SPS: Social Performance Strategy JREP: Jwaneng Resource Extension As such, SEBD includes local Stakeholder: An individual or group Project procurement, local employment, that may be affected by, have an enterprise development, employee interest in, or can infuence the JTC: Jwaneng Technical College volunteering, external capacity operations of the company. Management Measures: Ways building, synergies on infrastructure Stakeholder Engagement Plan of trying to reduce or enhance a use, and corporate social investment (SEP): This is a plan that details particular impact that an operation (CSI). how stakeholder engagement may be having, on the environment, Small and Medium-Sized and stakeholder issues are to be the community or the economy. Enterprises (SMMEs): The term used managed. SEPs are mandatory, have Management and Monitoring to describe businesses that have a a three-year time horizon and must Plan (MMP): A plan that allows turnover of less than a million per be updated annually. managers to both measure and annum and often employ a small VDC: Village Development monitor impacts over a period of number of people. Committee time and specify activities that SMP: Social Management Plan will be implemented to manage or VET: Village Extension Team enhance impacts, and monitor the Social Impact Assessment (SIA): VHC: Village Health Committee This is the process of identifying the mines’ performance against its stated VTC: Voluntary Testing and management plan. impacts of a project on the social environment in which it operates. Counselling Centre Monitoring: The collection and A range of issues can be addressed, Zone of Infuence (ZOI): A zone analysis of fnancial and non- including cultural impacts, health, of infuence is the area within fnancial information on a regular demographic effects, resettlement, which direct and indirect impacts basis in order to check a project’s human rights and economic impacts. attributable to an operation can performance compared with its SIAs should include a management be expected. Typically, the zone stated objectives, budget and and monitoring plan to mitigate and of infuence is: unique to each work plan. Monitoring is normally manage negative impacts. As with operation, larger than the actual concerned with inputs, activities and Environmental Impact Assessments, footprint of an operation, and outputs. SIAs are a legal requirement. EIAs encompasses socio-economic issues Non-Governmental Organisations and SIAs are often undertaken and impacts as well as issues and (NGOs): Organisations, often not- together. There are international impacts associated with other for-proft, that provide information, standards for SIAs which have been disciplines (e.g. environment, health lobbying, community development established by organisations such as and safety). and environmental perspectives and the World Bank and the International advice. Finance Corporation (IFC).

102 SEAT 2017 - 2020 Appendix A Alignment of Debswana to IFC Performance Standards in Managing Social Impacts

Alignment & Compliance of throughout the lifecycle of projects guided by the International Labour Jwaneng Mine to International involving engagement of local organization Conventions). Finance Corporation Performance communities directly affected by the Standards project (the Affected Communities) and One of the objectives of this Performance Standards on other stakeholders. Other stakeholders Performance Standard is to promote Environmental and social Sustainability are those not directly affected by compliance with national employment developed by the international Finance the project but have an interest in it. and labour laws. In line with Corporation (IFC) of the World Bank These could include national and local Performance standard 2, Debswana Group are considered suitable to guide authorities, non-state actors such complies with Botswana laws regarding social performance work conducted as nongovernmental organizations, labour and working conditions and by Jwaneng Mine. The following development partners and the private ensure that all business partners and information indicates excerpts sector. contractors are also compliant to the from each of the eight performance same. standards IFC (2012) as they relate to One of the objectives of the Performance how Debswana Jwaneng Mine aligns Standard 1 is for the client to identify Performance Standard 4: work to ensure compliance to these and evaluate environmental and social Community Health, Safety, and standards. risks and impacts of the projects. This Security Socio-economic assessment process as Performance Standard 4 recognizes Performance Standard 1: documented in the 2017 SEAT report that project activities, equipment and Assessment and Management of as well as the environmental impact infrastructure can increase community Environmental and Social Risks and assessment carried out alongside exposure to risks and impacts. While Impacts other mine activities are an effort by acknowledging governments’ role Social and Environmental Assessment Jwaneng Debswana Mine to meet in promoting the health, safety and and Management Systems is the the requirements of this Performance security of the public, the Performance foundation of all other Performance Standard. Both these assessments Standard addresses Debswana’s Standards and establishes the have duly identifed impacts both responsibility to avoid or minimize importance of (i) an integrated from an environmental and social assessment to identify the social the risks and impacts to community and environmental impacts, risks perspectives and accompanying impact health, safety and security that may and opportunities of projects: (ii) management measures have been arise from project related-activities, effective community engagement identifed to manage those impacts with particular attention to vulnerable through disclosure of project related and risks groups. information and consultation with local communities on matters that Performance Standard 2: One of the objectives of this directly affect them: and (iii) the client’s Labour & Working Conditions performance standard is to anticipate management of environmental and Achieving development effectiveness and avoid adverse impacts on the social performance throughout the life is not only about quantity of jobs health and safety of the affected of the project. created, it is also about ensuring that community during the project life. job creation refects protection of basic Through the implementation of the Performance Standard 1 underscores rights of workers. Environmental Management Plans the importance of managing and the Social Management Plans, environmental and social impacts Performance Standard 2 recognizes Debswana Jwaneng Mine ensures throughout the life of a project. that the pursuit of economic growth compliance to the provision of the Fundamental to this standard is the through employment creation Performance Standards 4 ensuring embedding of an environmental and and income generation should be that Community Health, Safety, and social impact management system accompanied by protection of the Security issues are considered in all on- that is a dynamic and continuous fundamental rights of workers (as going mine activities.

SEAT 2017 - 2020 103 Performance Standard 6: Botswana) instead use Marginalized Biodiversity Conservation and & Vulnerable Populations Performance Standard 8: Sustainable management of living Of importance to note is that Cultural Heritage Natural Resources Botswana does not make any Performance Standard 8 recognizes Performance Standard 6 recognizes distinction to peculiar groups of people the importance of cultural heritage that protecting and conserving as indigenous rather all people are for current and future generations. biodiversity, maintaining ecosystem regarded as indigenous to Botswana. Consistent with the convention services, and sustainably managing However, there is a recognition that, concerning the protection of World living natural resources are fundamental there are particular people distinct Cultural and Natural Heritage, to sustainable development. Ecosystem from the mainstream groups within this Performance Standard aims services include: the society often amongst the most to ensure that Debswana protects i. Provision of services, which marginalized and vulnerable segments cultural heritage in the course of their are the products people obtain from of the population. In many cases, their project activities. For the purpose of ecosystems e.g. food, freshwater and economic, social and legal status limits this Performance standard, cultural medicinal plants; their capacity to defend their rights and heritage refers to: ii. Cultural services, which are interests in accessing resources and i. Tangible forms of cultural heritage, the nonmaterial benefts people obtain may restrict their ability to participate such as tangible moveable or from ecosystems such as natural in and beneft from development. immovable objects, property, sites, areas that are sacred sites and areas structures or groups of structures of importance for recreation and As a consequence, this grouping of having archeological (prehistoric), aesthetic enjoyment; and people may be more vulnerable to the paleontological, historical, iii. Regulating services, which adverse impact associated with project cultural, artistic and religious are the benefts people obtain from the development than other mainstream values regulation of ecosystem processes such community members. One of the ii. Unique natural features or tangible as surface water purifcation, climate objective of the Performance Standard objects that embody cultural regulation and protection from natural is to establish and maintain an ongoing hazards; relationship with highly marginalized values, such as sacred groves, and vulnerable peoples to ensure rocks, lakes and waterfalls; and The Performance Standard addresses impact mitigation throughout the iii. Certain instances of intangible how Debswana can sustainably project or operation lifecycle. Indeed forms of culture that are manage impacts on biodiversity and Jwaneng Mine through the proactive proposed to be used for ecosystem services throughout the identifcation of marginalized and commercial purposes, such as project lifecycle. One of the objective vulnerable groups from project cultural knowledge, innovations of the Performance Standard 6 is to and operation perspective does and practices of communities promote the sustainable management demonstrate that consideration is embodying traditional lifestyles of living natural resources through the given to these population groupings. adoption of practices that integrate Furthermore, Debswana does One of the objectives of Performance conservation needs and development collaborate with government in Standard 8 is to protect cultural priorities complementing their efforts in the heritage from the adverse impacts management of disadvantaged, of project activities and support its marginalized and vulnerable people as preservation. The work stream that Performance Standard 7: per government criteria. Debswana is already undertaking in all Indigenous People (not applicable to its operations.

104 SEAT 2017 - 2020 Debswana Jwaneng Mine Private Bag 02 Jwaneng, Botswana