SECTION 2 SECTION 2: HUMAN RESOURCES DEVELOPMENT PROGRAMMES - REGULATION 46 (b) (i)

2.2 Skills Development plan: Regulation 46 (b) (i)The Education levels of employees are shown in Table 3.

Table 3: Form Q – The number and educational levels of the workforce – January 2020

2.3. ADULT EDUCATION AND TRAINING (AET)

Table 4: ABET – Employees (Internal)

2.4. Critical and scarce skills (Hard-to-fill)

The following table outlines the critical and scarce skills as reported by the Mining Qualifications Authority which informed the identification of training and development of internal (the Mine and Contractors) and external candidates.

Table 6: Identified critical and scarce skills according to the MQA

2.5. Core skills training

The purpose of a skills programme is to equip employees with the required skills and competencies to successfully implement their employment responsibilities. These programmes are also designed to equip employees with the required capacity and skills to progress to higher levels of employment at ZAC, in line with mentorship programmes and HDSA participation. ZAC is actively promoting education and skills training opportunities among its employees during its Induction programmes, through regular Imbizo’s and via the Partnership Forum and Employment Equity Forum. Skills development programmes that are offered to employees at ZAC will be implemented at the on-site training centre.

2.6. LEARNERSHIPS

The purpose of the learnership programme is to equip learners with skills to assist them in undertaking their responsibilities more efficiently and which may allow their progression into other positions at ZAC, where a need exists.

Table 7: Learnerships (Internal) 18.1

A total of six internal candidates will be placed on a two- year learnership programme with the mine. The budget indicated in Table 7 includes the following costs; toolboxes, accommodation, basic phase training, advance phase training, final phase training, and stipend.

Table 8: Learnerships – External (Communities) 18.2

A total of twelve external candidates will be placed on a two- year learnership programme with the mine. The budget indicated in Table 8 includes the following costs; toolboxes, accommodation, basic phase training, advance phase training, final phase training, and stipend.

2.7. INTERNSHIP PROGRAMME

ZAC’s internship programme is a monitored work or service experience in which a student has intentional learning goals and reflects actively on what she or he is learning throughout the experience. The internship program and goals will be measured by the company’s management team and coaches in the various departments. The programme will structure the experience for the intern will be used to measure goals and accomplishments.

Table 9: Internship plan

2.8. Mentorship Programme

ZAC defines mentoring as the transfer of experience and attributes from a mentor to a junior employee with less experience in the relevant field of expertise) with the intention of improving the competencies of the junior employee to meet the current and future job requirements. Coaching is however, a more hands-on and interactive transfer of experience geared towards developing the less experienced individual during implementing actions whilst on the job. Mentorship is a key process and tool in support of people development, employment equity, HRD planning, and performance management.

The objective is to ensure that the maximum potential of the mentee is unlocked that is mutually beneficial to the mentee, mentor and the mine. Each employee is required to have an annual skills development interview with his/her supervisor during which his/her Career Development Plan (CDP) is discussed and reviewed. As part of the skills development process, supervisors are responsible for mentoring individual employees. This forms part of the talent management process. The core business contractor also has their own mentoring structures in line with the operations’ objectives of facilitating suitable support systems for the development of employees. This includes the annual skills development interview driven by the individual’s career path or Individual Development Plan (IDP) and particular focus is placed on the fast-tracking of HDSAs and women in mining occupations through the mentoring mechanisms.

Table 10: Mentorship and Coaching Plan

Table 11: Illustration of the Mentoring and Coaching Plan

2.8.1. CAREER PATHS

2.8.1.1. CAREER PATH FOR ENGINEERING DEPARTMENT

2.9. BURSARIES

Table 12: Bursaries – Internal (Employees)

Table 13: Bursaries – (External) Communities

30. EMPLOYMENT EQUITY (EE) PLAN – REGULATION 46 (b) (v)

ZAC currently report, and will continue to report, annually to the Department of Labour in respect of the operation’s employment equity progress. The Employment Equity Plans for the operation will continue to be drafted in accordance with the requirements of the Employment Equity Act and will be published and submitted to the Department of Labour on an annual basis for the remaining life of the operation. The objectives of the Employment Equity Plans are to ensure the maintenance of the principle of equity throughout the operation and to develop strategies to promote affirmative action amongst designated groups.

Preceding the COVID-19 Pandemic ZAC had EE Plan for the period 2019 to 2021. Accordingly, we have been submitting the report as per the approved EE Plan. Post March 2020, COVID-19 Pandemic negatively affected our operations resulting in LRA Section 189A. In that the EE Plan were negatively impacted. Table 14 below provides actuals based on the figured post May 2020 LRA Section 189A. However, the numerical targets are based on the EE Plan dating back to 2019 approved EE Plan.

Figure 14.1 below provides for the numerical targets for 2021 as per the EE Plan 2019-2021.

The report for the 2021 target will be submitted in January 2022. It must be indicated that the EE Plan changed as a results of LRA Section 189A of May 2020. Table 14.2 will therefore provide overall, the numerical targets for the purpose of the EE Plan starting from year 2022.

EE Plan Strategic Approach: 2022 – 2025, ZAC have developed HRD Programmes that cater for development and fast tracking.

We have looked at Mentor and Mentees and within the current SLP Plan have 9x Mentors and 16x Mentees in critical mining field of studies.

Learnership equalling 18x Learners
Internships equalling 35x Interns
External Bursaries equalling 9x Bursars
Internal Bursaries equalling 7x Bursars

Observing the current labour of 427x staffing of which 42x Leaners, 1x Junior Engineer and 19x Interns. ZAC has potential of promoting few of the current staff going forth. This also open doors for equity candidates upwards movement. Accordingly from 2022 to 2025 ZAC expects to recruits a minimum of 67x new staff and the plan is according to staff planning excluding internal movements and natural attrition.

Table 14: EE current status as at January 2021. The figures below are based on a EE Plan Pre-LRA Section 189 May 2020. New EE Plan is based on Table 14.2 & 14.3