The Company is governed by legislative requirements set out in the revised (2010) Mining Charter and  the Employment Equity Act (No 55 of 1998), both of which ask that employers show progress in ensuring that their workforce profiles become mirrors of the economically active population of the country. The Mining Charter specifies that the representation of historically disadvantaged South Africans (HDSAs) in large companies ought to have reached a minimum of 40% by 2014.

Amplats continues successfully to implement the transformation aspects of employment equity. At the end of 2012, its proportion of HDSAs in management positions reached 58.3%, while its proportion of women in mining stood at 12.7%. As required by the Employment Equity Act and its amendment regulations, Amplats submitted a consolidated employment equity report to the Department of Labour for the 2012 reporting period ending 31 May. A summary of this information is shown in the employment equity table provided 
on page 62.

Overall, the Company’s employment equity status shows good progress towards achieving equitable representation of designated groups across all occupational levels and categories of the workforce. 
When compared with the previous report (31 May 2011), the 2012 report showed improvements in designated employee categories as follows: from 37% to 39% in the senior management category; 53% to 56% in the professionally qualified, experienced specialist and mid-management categories; and 69% to 70% in the skilled technical and academically qualified worker, junior management, supervisor, foreman and superintendent categories.


Nhkonhla Mboweni, Virginia Legong and Leka Seloana repairing flotation cell pumps at Mogalakwena


Women in mining

In the Mining Charter, the representation of women in the country’s mining companies by 2014 is stipulated based on a minimum demographic representation of 40% of HDSAs at the top, senior, middle and junior management levels; and on figures for economically active women in the country.

In the third quarter of 2012 the economically active population profile for women was as follows: African women: 33.9%; coloured women: 5.0%; Indian women: 1.1%; and white women: 5.3%. When based on the 40% for HDSAs, the targets for women in all four levels of management become 14.2% for African women, 2.2% for coloured women, 0.6% for Indian women and 2.3% for white women.

The percentage of women in management positions within the Company at the end of 2012 was as follows: 13% in top management; 11% in senior management; 22% in middle management; and 20% in junior management.

The number of women employed by the Company increased from 5.1% to 12.7% of all employees between 2005 and 2012; while the number of those in core skills grew from a very small 405 to 4,674 (10% of the total number of employees in those skills).

Progress has been made possible by the introduction of fast-tracking programmes, targeted recruitment and improvements in the working environment. Changes to the working environment include the supply of sufficient and suitable change houses, the provision of appropriate personal protective equipment, and the formation of women’s forums at all operations. A women-in-mining portfolio was created in 2006, and charged with attracting, developing and retaining female employees.

These interventions have contributed to our winning the award for the top gender-empowered company in the resources category for the past three years (2010, 2011 and 2012).

The employment of African women remains a key challenge and efforts have been in place to increase their participation. Between 2011 and 2012 there were no changes in the number of women in senior management or junior management, but the numbers employed in middle management increased from 9.5% to 10.5% when assessed against the Mining Charter’s 2014 minimum target of 14.2% cited above.

For more information on women in mining at Amplats, see also the section on “Fast-tracking programmes” on page 59.


Sean Heukelman, Greg Georgali and Mbanza Sichone at the Waterval Smelter Complex


Our values and culture journey

During 2011, a follow-up culture and values survey was conducted. 
The project’s objective was threefold: to measure the extent to which the values were being “lived”; to determine the impact of leadership academy and other programmes implemented in support of the values; and to strengthen employees’ engagement with the crucial values and culture initiative.

In February 2012, the results of the 2011 Values and Culture Survey were presented to the Central Partnership Forum, which includes senior company and union management, together with a list of suggested activities and tasks that had been developed to drive the values and culture initiative. This was followed by the adoption of a five-phase programme, as shown in the table on page 58.

Personal change programme

The personal change programme − which began in 2009 as part of the organisation’s broader culture-change programme − was discontinued in the second quarter of 2012 owing to financial constraints. By then, it had covered 40% of all employees (30% in 2011).



Virginia Legong who works at the Mogalakwena North Concentrator

Jeane Matsobane, a section rock mechanic at Anglo American Platinum Limited, won the 2012 Women in Mining trophy for “positively contributing to women in mining in the southern African mining industry”. She was presented with her award at the South Africa Institute of Mining and Metallurgy MineSAFE conference in Johannesburg in August 2012. Dedicated to helping South African mines achieve Zero Harm, the conference was the appropriate event for the presentation.

In an interview for Anglo American’s publication, Our World, Jeane shared her experiences and wisdom with other Anglo American employees:

“I was given a merit award for my performance in the Chamber of Mines (CoM) written exams for the rock engineering ticket. The course is part of a Mining Qualifications Authority (MQA) and CoM initiative to combat the current shortage of qualified people in the rock engineering field. In a way, it was a celebration of the success of the course and the studying materials that were put together.

“For me, safety is the most important value, so the MineSAFE conference was a good place to receive the award.

“Rock engineering is all about maintaining the stability of mine excavations to ensure the best possible production with maximum safety. There’s no point in producing 
if the safety performance is poor. But ultimately safety is everybody’s responsibility: we all need to ensure hazards are not overlooked in working areas.

“I’ve seen improvements in safety even in the two years since I joined Platinum from university. At Bathopele Mine, where I now work, we’ve had no falls of ground this year − so things are working well.

“Hopefully, courses like the one that I have just completed will help too. There’s a real shortage of rock engineers in the industry but now we should see more qualified people coming through. The more qualified rock engineers we have, the more people there’ll be to contribute to our safety culture.”

Leadership academy – the frontline supervisor programme

The vision of the Leadership Academy is to provide customised leadership development to various tiers of management in the Company. Since its inception in 2008, the Leadership Academy has rolled out and continues to maintain two culture-change programmes, namely the frontline supervisor programme (C1 to D1) and the personal change programme (all employees). In addition, safety commitment workshops were implemented in 2009.

The objectives of the frontline supervisor programme are as follows:

  • To instil the Amplats values
  • To provide knowledge for applying the values in everyday work tasks
  • To bring about sustained cultural change

Training began in December 2008, and by the end of 2011 a total of 5,648 employees within the C1 to D1 bands had received training on the programme. Owing to various constraints only 487 employees within the C1 to D1 band registered for training during 2012.

Feedback from the electronic measurement tool introduced during 2012 to measure the impact of the programme has demonstrated the positive impact of the frontline supervisor programme.