People development

PEOPLE DEVELOPMENT

Exceptional performance, delivered safely, cost-effectively and competitively, requires optimally developed people.

An integrated human-resources-development model

Amplats uses an integrated and holistic human resources development strategy that enables it to identify individual potential and to develop each employee. All employees are provided with the opportunity to obtain skills and competencies in order to advance along a predetermined career path, based on opportunity and suitability. The following enabling measures are in place to ensure sustainability:

  • Unambiguous, up-to-date career paths for all disciplines and job categories.
  • Current learning continuums linked to the career path for each discipline and job cluster.
  • Assessment methodologies appropriate for developmental purposes.
  • Suitable associated documents and templates used to record information regarding assessment, performance and development.

Progress has been achieved by implementing systems and processes that:

  • apply the appropriate assessment methodology to determine employee potential
  • translate assessment results into an Individual Development Charter (IDC) for each employee
  • prioritise the developmental and training needs of employees according to career-path requirements
  • ensure that there is a training plan for employees in line with their respective development needs
  • action the training plan for employees in the lower-level categories

During 2012, a total of 3,856 employees were assessed for potential and 2,326 new IDCs were developed. To date, 13,010 A to D1 employees have an IDC in place based on identified developmental needs. A further 1,976 employees were promoted as part of our skills development plan in 2012.

Amplats runs several ongoing training initiatives for employees. The two main aims of the training are, firstly, to support and build employees’ competence in their current roles; and, secondly, to prepare them for potential future roles within the Company. Included among the training on offer are the following:

  • Leadership and management development programmes
  • Fast-tracking programmes in engineering and mining
  • Operational skills development
  • Conventional training in mining
  • Conventional training in engineering
  • Training in mechanised mining
  • Adult basic education and training programmes
  • Training in dealing with corruption

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The Company’s Human Resources People Development Way was launched on 19 June 2012, which sets guidance for development as follows: 70% of learning should take place on the job, 20% should be derived from peers and 10% should result from formal learning such as a course.

Leadership and management development programmes

To enhance their performance at the managerial and supervisory levels, employees attended various internal and external development programmes in 2012. In total, 47 first-line managers attended the junior management programme and 60 senior managers graduated from the programme for management excellence. Some 500 managers attended mentoring workshops. In addition to this, a number of senior managers completed the Leaders in Anglo American programme, which began during 2012.

Various development programmes have been initiated to enhance performance at the supervisory level. They focus on areas such as personal and professional mastery; introduction to supervision and generic supervision skills; change management; performance management; and employee relations and communication. In 2012, 2,243 supervisors attended the programmes.

Young professional development

The objectives of the Company’s young professional scheme are to support the pipeline of future leadership into the Company, and to meet employment-equity objectives and targets by providing bursaries and graduate in-training programmes in identified fields. The scheme continues to provide an appropriate number of bursaries to ensure the long-term supply of professional employees to the Company. It thus ensures that we are able to attract and develop young professionals who will be able to create value for Amplats.

The following table indicates the number of young professionals on 
the scheme who received bursaries between 2006 and 2012. The number of bursars supported reflects Company human resource requirements. HDSAs made up 83% of all bursars on the scheme in 2012:

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Fast-tracking programmes

Fast-tracking programmes address the shortage of business-critical skills and in the process help the Company comply with legislative requirements. The Company has two fast training programmes which address shortage of skills among HDSAs in Engineering and Mining. Recruitment into fast-tracking programmes is done through a rigorous recruitment and selection process.

Engineering fast-tracking programmes

Five engineering development programmes are in place. They are the foreman development programme; measurement control and instrumentation; the planned maintenance officer programme; training towards the Government Certificate of Competence (GCC); and project manager training.

A total of 59 employees were taken through these programmes, 31% of whom were women. Of these, eight (four of them women) were placed in substantive positions within the Company in 2012.

The overall scarcity of female engineers prompted a drive for a higher percentage of female intakes. Sourcing strategies implemented to increase the female pool include the recruitment of female students from the National Skills Accord Programme, which is a partnership between the Government and Amplats aimed at addressing the shortage of critical and scarce skills. These students spend 6 to 12 months of their practical training with the Company. Students who display potential for further development are absorbed into the business, for inclusion into our fast-tracking programmes once they have completed their electrical or mechanical engineering studies.

Besides this, existing female employees who show potential for upward mobility and leadership roles are sourced from lower levels and developed in line with their career paths and aspirations, to make them ready to meet the criteria for inclusion in the fast-tracking programmes.

Mining fast-tracking programmes

During the year, 192 employees participated in the shift supervisor programme, 39 in the mine overseer programme and 13 in the section manager course. Six of the participants obtained the mine overseer certificate of competency, while four obtained the certificate of competency for mine managers. Of the three women who participated in the section manager certificate course, one was promoted to the position of safety manager.

There were two participants in the mineral resources manager programme, one of whom has now been appointed.

Operational skills development

Safety training

The training of 38 safety trainees, 11 of whom were female, continued in 2012.

The Safety On-boarding Programme was designed to inform all new Band 5 and Band 6 employees about the Company’s safety performance, key safety focus areas, and safety, health and environment policies and strategies. This programme was converted to computer-based training during 2012, thereby enabling employees to access the programme from their offices and complete the training on-site. The programme was launched in October. To date, 13 new employees have completed it successfully. This programme will become part of the greater on-boarding initiative, which is due to 
be implemented during the second quarter of 2013.

Training under the Safety Risk Management Process (SRMP) continued during the year. 
The department co-ordinated all the SRMP courses (A4, A3, A2 and A1) across the Company. SRMP A1 was implemented at all the process operations.

The Commitment to Zero Harm initiative continued during 2012, and has trained 5,175 employees since its inception.

The safety team facilitated numerous training sessions on the concept of visible felt leadership during the year, and 650 employees completed the courses.

The operational skills development team conducted a technical gap analysis on safety officers at each of the process operations during 2012. This culminated in individualised reports that detailed technical shortfalls. Generic training gaps were identified and training to address these started in October 2012.

Various other projects, such as the defence course for women in mining, the roll-out of Anglo American’s safety, health and environment (SHE) induction course for contractors and the implementation of the Anglo American Environmental Matters programme, were also successfully completed during the year.

Critical skills development in engineering

By the end of 2012, Amplats had a total of 427 learners in training. Internal employees made up 37% of the total, while newly appointed employees made up 63% of the total.

By the end of 2012, a total of 84 learners had qualified, 68 of whom were HDSAs.

In order to ensure that Amplats has a constant supply of qualified artisans, 50 engineering employees were selected for a fast-tracking programme. Of these, 18 qualified 
and have been appointed within different operations.

Engineering training was also involved in the training of community learners in engineering. A total of 81 learners were recruited from the communities near which Amplats operates and have been registered on engineering learnerships in different engineering disciplines. All these learners will qualify as artisans in 2013.

The medium-voltage scheme training drive for artisans continued in 2012, with a total of 594 employees trained.

All foremen within Amplats must have a foreman’s certificate. The engineering foreman, senior foreman and specialist foreman schemes were implemented during 2012. To date, 159 certificates have been issued to foremen in mining and 77 to foremen in process.

Training for winding engine drivers and onsetters was aligned to the requirements of the new national Mining Qualifications Authority (MQA). Four winding engine drivers and ten onsetters successfully completed the qualification and were issued with the their MQA certificates.

Critical skills development in mining

Conventional mining

The HRD delivered additional training to 109 replacement miners during the strike. The development of learning material for 14 critical skills was completed using a new approach and methodology. The initiative also saw the introduction of “Safe profitable platinum” into all new material.

The team provided valuable input into the design of all conceptual drawings for the School of Mines.

Bathopele mechanised training centre

The Bathopele Mine Training Centre maintained its accredited provider status from the MQA in 2012. A total of 2,687 learners obtained certification and/or qualifications at the centre during 2012. In addition, 13 learner miners attended the rock-breaker learnership developed specifically for mechanised mining.

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Pre-work meeting at an underground waiting place

 

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James Winch and Martin Mphulo checking historical samples at Mogalakwena core yard


Adult basic education and training

The Company continued to invest significant resources in adult education and training (ABET) in 2012. Access to recognition of prior learning has been provided and every learner writes placement assessments prior to enrolment. Learners are able to continue through five levels of education, beginning with mother-tongue courses and culminating in the introduction to mining and minerals qualification registered at Level 1 on the National Qualifications Framework.

More than 489 people (consisting of 360 employees, 127 community members and 2 contractors) registered for full-time ABET in 2012, with 182 people completing a level (Pre-ABET: 12; ABET Level 1: 62; ABET Level 2: 52; ABET Level 3: 35; and NQF 1: 21). Several successful ABET learners have been offered further development opportunities in line with their career development plans and are progressing well.

Voluntary own-time programmes are offered across the Company. Classes are offered on a three-shift basis, enabling shift workers to attend. A total of 1,987 learners were registered for this stream during the year under review and 418 of them have already completed their respective levels (i.e. Pre-ABET: 82; ABET Level 1: 155; ABET Level 2: 112; ABET Level 3: 63; and NQF 1: 6).