Post on 01-Jun-2020
SUSTAINABLE DEVELOPMENT REPORT - 2018
Towards inclusive growth
www.fraseralexander.co.za
Compiled by The MSA Group | Tel: +27 11 880 4209 | www.msagroupservices.com
Design and layout by Synergy Graphics | +27 82 871 6320
About this report
This report is intended to provide stakeholders
interested in and affected by Fraser Alexander’s
operations and sustainability activities with a transparent
account of how we are seeking to address our most
material sustainability challenges.
The report is written for those interested in gaining
insight into our approach to sustainability, including
people who work for and with us, shareholders,
regulators and communities impacted by our operations.
The report focuses on our performance in working
with people and managing societal and environmental
challenges during the past financial year, which ended
31 December 2018, and in several instances alludes to
our journey into the first half of 2019. The report covers
all our operations and all data and information apply to
the Group, unless indicated otherwise.
The Chief Executive Officer (CEO) and the Social and
Ethics Committee have collectively reviewed and
approved this report.
We would value your comments and feedback.
Please contact Claire McMaster at
clairem@fraseralexander.co.za.
i iiFRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
01 OVERVIEW 1 Our business at a glance 3
Our strategic priorities 15
Statement from the Chair of the Social and Ethics Committee 19
Statement from the CEO 21
Sustainability performance snapshot 23
02 OUR PEOPLE 25
Safety, health and wellbeing 27
Workforce culture and capability 33
Diversity and inclusivity 43
03 VALUE FOR SOCIETY 51
Local and preferential procurement 53
Supplier Development and Enterprise Development 57
Social investment 63
04 ENVIRONMENTAL MANAGEMENT 67
Understanding and responding to environmental risk 68
Environmental focus areas 74
05 GOVERNANCE AND MANAGEMENT APPROACH 81
Sustainability governance 82
Business ethics and integrity 87
Risk management 90
Stakeholder engagement 91
Contents
OVERVIEW
OUR PEOPLE
ENVIRONMENTAL M
ANAG
EMEN
T
VA
LUE FO
R S
OC
IET
Y
GOVERNANCE AND
MA
NA
GEM
ENT APPROACH
OVERVIEW
OUR PEOPLE
ENVIRONMENTAL M
ANAG
EMEN
T
VA
LUE FO
R S
OC
IET
Y
GOVERNANCE AND
MA
NA
GEM
ENT APPROACH
1 2FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
01 OVERVIEW
Fraser Alexander is a global partner adding value to mining, waste and infrastructure through smart solutions.
BACK TO MENU <
3 4FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Minerals Processing Division Manages coal processing facilities
Construction Division Constructs tailings storage facilities, tackles civil infrastructure development projects, pipeline construction, landfill construction and specialised pollution control civil works
Tailings Division Operates and manages over 200 tailings dams on an outsourced basis
Water Treatment Division
Provides turnkey solutions in water treatment and management
Technical Services Provides support and technical risk management of tailings operations.
OUR BUSINESS AT A GLANCE
Fraser Alexander has been providing customised solutions to the mining industry since 1912.
We are a South African-based, black-owned group with a global footprint, delivering new or improved ways to move, manage and add value to resources and infrastructure across the mining and industrial value chains.
Group Services Ensures efficiency and leverage of key management functions
BACK TO MENU <
5 6FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
OUR VALUES
EXCELLENCE
INNOVATION
INTEGRITY
CARE
TEAMWORK
5 6BACK TO MENU <
7 8FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Our footprintAFRICASOUTH
AMERICAAUSTRALIA
BACK TO MENU <
9 10FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
1912 Fred and Fraser Alexander founded ‘Alexander and Company’ – the first tailings deposition service in the Witwatersrand to use cocopans to remove tailings from processing plants
1946 1955 19791970 -1979
1980
1912-1999 Pioneering – Early days of the mining services industry
A century of adapting and innovating
Fraser Alexander wins first slimes dam contracts on the West Rand, introducing slimes dams techniques that became an industry standard for the next 50 years
Civil engineering division created
Extended services beyond the gold sector to the uranium, diamond and platinum industries
Acquisition of Empangeni Earthmovers, effective start of construction division
Fraser Alexander reverse listed on the Johannesburg Stock Exchange (JSE) as a public company
Fraser Alexander
1984 1986 1991 1990s 1999
Coal Mining Division created
Ash-Mech acquired, later the basis of the Bulk Mech division
Waste-tech purchased, extending waste management capabilities
Activities expand beyond Africa’s borders with registration of companies in Namibia, Botswana, Zimbabwe and Chile
Company delisted from the Johannesburg Stock Exchange (JSE), registering as Fraser Alexander (Pty) Ltd in 2005
The company’s first project was construction of a reservoir: the picturesque Alexander Dam in Springs
BACK TO MENU <
11 12FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
2000-2015 Reconceiving – Building our developmental ethos
Royal Bafokeng Holdings acquired 100% shareholding in the Company, a partnership that has strengthened both Company and community prospects
2011 2012 2008 -2013
2014
Awarded supplier of the year by Anglo American in the sustainability category
Established our Water Treatment Division
Further expansion into Zambia, DRC and Tanzania
Quality and skills development recognised in ISO ISO9001 certification for Fraser Alexander Workshop (2013) and SETA accreditation for key training programmes, including tailings management
2006
“As Bafokeng, we know that the only way to
build a future is to have the purpose of a vision
and mission, and to go by the guidance of a
plan and a strategy.”
Kgosi Leruo Molotlegi
A Fraser Alexander Shareholder
2015 2015 - 2018
2017 2018
2015-2020 Consolidating – Towards inclusive growth
2019
Build-Own-Operate-Transfer (BOOT) model introduced, delivering innovative financing to build mineral processing project
Centralisation of Shared Services in support of a single business. Registration of companies in Brazil, Mozambique and Lesotho
The Public Investment Corporation (PIC) becomes a Fraser Alexander Shareholder, building strong capital investment backbone
Digitalisation strategy developed in support of safety, productivity and growth
Taking our place as a Global Partner adding value to mining, waste and infrastructure through smart solutions
The RBH mandate
RBH is an African community investment company which, together with their sole shareholder, the Royal Bafokeng
Nation Development Trust (RBNDT or the Trust), are entrusted with the unique responsibility of preserving and creating
inter-generational wealth for the RBN.
In seeking to secure sustainable inter-generational financial and social returns for the Nation, RBH have embarked on a
portfolio diversification journey which has seen investment in defensive, non-cyclical stock.
RBH manage a portfolio with a net asset value of R27.9 billion (as at December 2018) consisting of listed and unlisted
assets in a diverse range of sectors, including infrastructure, property, financial services, telecoms, resources and
industrials, located in diverse geographies.
BACK TO MENU <
13 14FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
13 BACK TO MENU <
15 16FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
OUR STRATEGIC PRIORITIES
INNOVATION REQUIRES INTEGRATION
Supply chain solutions must move beyond incremental improvements to deliver innovations that optimize operations to deliver value to multiple stakeholders.
This is our inspiration.
Our Group-wide business strategy highlights five priority areas that guide our allocation of efforts and investments.
SOUTH AFRICAN MINING TRENDS
» High volatility (currency and commodity mix)
» Declining productivity of South African mining operations
» Challenging cost position1
» Water and energy challenges
» Disaffected Communities
» Misalignment with labour and government
GLOBAL MINING TRENDS
» Redefinition of mining and
industrial value chain through technological advances
» China’s slowdown and changing economic focus from
infrastructure development to new commodities impacting
demand
» Increasing expectations on social licence to operate in
a purpose-driven era
» Scale up of clean energy and circular resource systems
» Climate change and adaptation
Renewal of the mining sector is critical to SA’s growing economy
and vision of inclusive growth. Globally, mining must redefine
itself in the face of digital disruption and increasing societal
expectations.
To achieve this, forward-looking mining companies are seeking to:
» Increase productivity
» Demonstrate local
community empowerment
» Embrace the resource challenge
» Digitalise
OPERATING CONTEXT
1 - 42% of SA mining revenue and 47% of jobs in bottom quartile
of global cost-competitiveness (McKinsey 2019)
15
Responsibility » Zero harm and enhanced employee wellness
» Localisation of supplier base
» Innovation in water, energy and waste (including tailings) management
» Zero waste to landfill
Customers» Acquire new customers
» Enhance customer satisfaction
Business processes » Build systems and processes to support high
performance
» Strong corporate governance
and discipline
» Cultivate high trust environment
1 2
Financial » Strong budgeting
» Control and management of input costs
» Allocation for optimal asset utilisation
3
Learning and growth » Focus on talent attraction, retention and capability
development
» Grow diversity and vibrancy through transformation
» Build culture of innovation, future thinking and
ethical leadership
4
5
BACK TO MENU <
17 18FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
LOOKING AHEAD
EMBRACE DIGITALISATION
EFFECTIVE AND TRANSPARENT RISK MANAGEMENT
FURTHER UPSKILLING
SUPPORT LOCALISATION
CONTINUED RESEARCH AND DEVELOPMENT INVESTMENT
supported by digital platforms and enhanced
disclosure of performance and ESG data.
to reduce costs and make mining safer and cleaner.
of staff to respond effectively to new trends and
operating challenges supported by enhanced
Employee Value Proposition, rollout of employee
wellness programmes and expansion of leadership
training to senior and middle management.
through further development and expansion of
local supplier development and integration into
our value chain.
to achieve step-changes in safety,
productivity and reduction of
negative environmental impacts.
BACK TO MENU <
19 20FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
STATEMENT FROM THE CHAIR OF THE SOCIAL AND ETHICS COMMITTEE
Rosalie Manning
Chair of the Social and Ethics Committee
In the last five years, after a number of iterations of restructuring, the company has again reinforced the need to consider sustainability and ethics as core to our to business approach.
BACK TO MENU <
21 22FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
CEO STATEMENT
The leadership and board of Fraser Alexander are deeply committed to ethical, transparent and consistent custodianship of the business.
Keith Scott
Chief Executive Officer
BACK TO MENU <
23 24FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
SUSTAINABILITY PERFORMANCE SNAPSHOT
281million paid in taxes
in South Africa
94% of our workforce are black
(historically disadvantaged
South Africans)
0.22Our Lost Time Injury
Frequency Rate was below
our ambitious threshold
3 687in South Africa
4 276 employees
18.7% of women make up
our management
workforceR570
million
R19million in training
employees, contractors
and community
members
R4.2million
Our total expenditure in
2018 on SD, ED and SED
initiatives
40%
spent on black-owned
enterprises
of our expenditure is with
qualified small enterprises
(QSE) and exempt micro
enterprises (EME)Our employee turnover was
within benchmark
expectation
0.24%
23% spent on
black, women-owned
enterprises 23%
Preferential procurement:Preferential procurement:
BACK TO MENU <
25 26FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Our business is about our people.
We strive to implement an effective people strategy that promotes a people focused, safety conscious culture and supports the business in developing, acquiring and retaining the right skills to meet current and future business needs. We place a strong emphasis on innovation and creative thinking, which encourages inspiration, ownership and commitment.
02 OUR PEOPLE
BACK TO MENU <
27 28FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
SAFETY, HEALTH AND WELLBEING
SafetyWe enforce a high level of focus on near-miss
management reporting aimed at pro-actively addressing
deviations in the workplace before they are realised as
an unwanted event. Planned task observations (PTOs)
are part of this programme and focus on all hazards
and associated risks in the workplace. Over and above
these, the business is rigorously managed by standard
operating procedures.
We continue to increase our leadership visibility
through our visible-felt leadership (VFL) interventions,
which involves positively engaging with employees
and encouraging incident-based learnings, safe work
processes and workplace observations.
Fraser Alexander’s safety procedures and protocols are,
where required, fully aligned to that of the respective
client and the client’s code of practices. This is agreed
prior to project or contract start-up. Our managers,
supervisors and safety officers are legally appointed by
our client’s management to ensure compliance to the
mine’s safety systems and thus ensuring ownership and
accountability.
We continuously invest in researching and developing
safer and more effective production equipment and
approaches within our service offering. This is part
of a progressive shift towards mechanisation and
automation, particularly in areas of high safety risk.
For example, we are in the process of developing
remotely operated and partially autonomous hydraulic
re-mining equipment – that meets internationally best
standards – and that will ultimately result in safer, more
productive and efficient solutions in the industry.
Safety within our business is paramount and should never be compromised.
We maintain strong and reliable safety management
systems at all our operations. Safe practices are enabled
through operational discipline and effective visible
leadership. Safety is managed as part of an integrated
approach to managing safety, health, environment and
quality (SHEQ), reviewed on page 67.
Our beyond-Zero-Harm policy (always alert, always
focused, never complacent) is firmly practised from
Board and Exco levels, through to the operational front
lines. This is evidenced by our lost-time injury frequency
rate (LTIFR) consistently outperforming our industry
average. Tragically, however, in January 2019 we
recorded a fatality at one of our sites. This prompted us
to revisit and reinforce our safety practices to ensure we
were not becoming complacent or missing an essential
element of safety. In response, several additional
initiatives were undertaken.
For example, we shifted our focus to near misses to
grow awareness before such incidents manifest.
The principal safety risks facing employees across our
operational divisions typically relate to working at heights,
isolation and lock-out, trackless mobile equipment
and light driven vehicles (on and off site). Fatigue and
stress management are overlying focus areas that play
an important role in being ever vigilant of safety risk.
Continuous improvements are driven through learning
from incidents and near misses while we are constantly
improving our hazard identification and controls to
mitigate safety risks.
In memoriam
We extend our sincere condolences
to the family, friends and colleagues
of Mr Remember Mnisi, a monitoring
gun operator in our Tailings Division in
South Africa who was fatally injured on
25 January 2019 when a vertical high
wall at a safety berm collapsed, at a
project in Limpopo, South Africa.
The incident was subject to a rigorous
independent investigation and although
human error was attributed as the
principal contributor to the incident,
management actions were immediately
taken to further improve controls to
prevent any possible recurrence of a
similar incident.
In the unlikely event of any fatality,
we appoint our employee assistance
provider for specialised trauma
counselling for the dependants of the
deceased and his / her co-workers.
BACK TO MENU <
29 30FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Our safety performance
In 2018, we recorded 13 lost-time-injuries (LTIs) for our
business that resulted in a LTIFR of 0.22, surpassing our
threshold of 0.29. A significant percentage of these LTIs
were low-level incidents, including finger related injuries
associated with materials handling, and “slip, trip and
fall” type incidents. Through our analysis and mitigation
efforts, we have identified a strong correlation between
LTIs relative to fatigue and in particular employee’s leave
balance and / or overtime work. We are consequently
driving a new campaign that encourages employees to
reduce excessive leave balances and working hours,
thus targeting fatigue type underlying contributors to
unsafe behaviours in order to mitigate the risk of fatigue
and injury.
The Group is setting a more ambitious LTIFR benchmark
of 0.24 with a stretch goal of 0.20 in 2019, and a total
recordable injury frequency rate (TRIFR) of 0.76 with a
stretch goal of 0.72.
LTI – lost-time injury is a work-related injury resulting in
the employee / contractor being unable to attend work,
or to perform the full duties of his / her regular work, on
the next calendar day after the day of the injury, whether
a scheduled work day or not.
LTIFR – lost-time injury frequency rate - the number of
lost time injuries (sustained by employees who have
missed a shift or have been booked off work), multiplied
by the 200 000 hour factor divided by the total number
of man-hours worked in a 12 month period.
TRIFR - total recordable injury frequency rate -
The number of total recordable injuries (fatalities,
Lost Time Injuries and Medical Treatment Injuries),
multiplied by the 200 000 hour factor divided by the
total number of man-hours worked in a 12 month period.
TRCFR – total recordable case frequency rate
(calculated) is the number of recordable injuries
(fatalities + lost-time injuries + medical treatment
cases) per 1,000,000 hours worked (TRC times
1,000,000 / total hours worked).
Definitions:
2017 2018
TRIs
LTIs
MTCs
FAIs
46
9
37
38
TRIs
LTIs
MTCs
FAIs
30
12
18
29
TRIs
LTIs
MTCs
FAIs
46
13
32
49
2016
Total recordable injuries - TRIs - (fatal, LTIs and MTIs)
Lost-time injuries (LTIs) Medical treatment cases (MTCs)
First aid injuries (FAIs)
Cindy Nell started working for Fraser Alexander in 2008 as a SHEQ
coordinator. In her journey with the company, one of her key
accomplishments was her role in designing and implementing a safety
turnaround strategy for a key Fraser Alexander client. These days she
values her role in mentoring and coaching safety assistants, and in
encouraging people in performance and teamwork. She is motivated
by her family, integrity and her passion for people and trying to make
a difference in their lives. Cindy is one of a number of employees
inspired by their role in growing a safety culture through positive
influence and connection.
Lost-time injury frequency rate (LTIFR)
2017
TH
RE
SH
OL
D
2016
2018
TH
RE
SH
OL
D
0.16
0.23
0.22
0.29
0.25
Total recordable case frequency rate (TRCFR)
2017
2016
2018
0.81
0.58
0.79
BACK TO MENU <
31 32FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Fraser Alexander focuses on health and wellbeing of
its employees as a fundamental operational need.
Our role as service provider requires that we align
with our internal approach, as well as meeting
the needs of a particular client. This requires an
awareness of health and wellbeing at the outset
of project development, as well as being open to
learning and exchange.
A principal health risk associated with our business
activities is noise induced hearing loss (NIHL) as
a result of high noise zone areas in our mineral
processing division. To mitigate the risk of NIHL, we
provide all employees at risk with customised hearing
protection devices and education / training regarding
the effects of noise and how to use the protection
devices properly. There were no confirmed new
occupational disease cases reported at our operations
in 2018.
Any detected disability is referred to independent
third parties for assessment and possible
compensation. In 2018, we submitted 18 disability
claims on behalf of employees to our risk insurer.
The illness types included musculoskeletal
conditions, pulmonary diseases, nervous system
disorders, epilepsy, vision and hearing disorders, and
cardiothoracic illnesses / diseases. Five of the cases
submitted were compensated within 2018. In 2018,
we also tracked progress on 22 outstanding historical
death claims, most of which were historical, dating
back to 2016. To date, ten have been settled with the
recipients.
The most common underlying health risks facing our
employees relate to chronic and lifestyle diseases,
mental wellbeing challenges and fatigue.
To promote employee wellness, rather than simply
addressing workplace health, we are taking a
more holistic approach. Our new programme was
designed in 2018 and will be piloted across five sites
in 2019. The approach takes into account biological,
psychological and social influences on an employee’s
wellbeing. Employee-related data is gathered
through individual employee engagements which
include a propensity to take risks. In order to help
employees deal with the identified concerns, they are
encouraged to make use of the employee assistant
programme (EAP) offered by an independent service
provider. The toll-free services include counselling
(eg. psychological / trauma / financial), health
information and legal assistance.
Other initiatives in 2018 also included a wellness
day held at our head office, with all employees
being screened for diabetes, high blood pressure,
cholesterol and HIV. This was well received and
we plan to continue this into the coming years. We
also continue to deliver HIV / Aids education toolbox
talks and promote awareness around our HIV /
Aids policy and support programmes. Our Mineral
Processing Division have taken this a step further by
training 12 employees as peer educators. Our World
Aids Day in December 2018 was a noted success,
with employees actively participating in thoughtful
dialogue and volunteered inputs that will assist us in
future programme design.
Our leadership and managerial training programme
also empowers current and future leaders to identify
and manage stress in the working environment.
Financial difficulties is one such stress that has been
recognised within the broader mining sector. We
are in discussions with two large banks to improve
their financial offering to our staff. This includes debt
consolidation and interest rate improvements.
Health and wellbeing
BACK TO MENU <
33 34FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
WORKFORCE CULTURE AND CAPABILITY
Collectively our employees hold the knowledge, skills and experience that has enabled our business to deliver service
excellence and value to mining, waste and infrastructure operations through the provision of smart solutions for
more than a century. Our collaborative culture enables us to create customised, cross-discipline solutions to new and
complex challenges. We continue to build the Fraser Alexander brand as an employer of choice, fostering a high-
performance culture led by inspiring leaders and underpinned by our values.
Our global workforce of 4 276 employees forms the cornerstone of our service offering and competitive advantage.
At the end of 2018, we started an initiative aimed
at reviewing and shaping our organisational culture
‘towards sustainable innovation’, ensuring better
collaboration, ethical engagement and a high
performance work environment. To better understand
the strengths and weaknesses in our current culture,
we conducted an employee engagement survey with a
diverse pool representing 12% of the workforce from
across the company. The results of this survey informed
a revised approach, and this was communicated to
employees during CEO roadshows in 2018. Our analysis
of the interviews with employees leaving the company
were also included in this process. Areas identified for
improvement related primarily to direct management,
followed by working conditions, remuneration, career
growth and communication. Action plans to close gaps
or ensure improvements have been developed and will
be implemented through divisional scorecards in 2019.
We also held internal discussions and developed a
culture improvement charter to address weaknesses
identified in relation to the Company values of integrity,
excellence, innovation, care and team work. Key culture
focus areas are on developing leadership capability
and diversity awareness and training, supported by a
pay-for-performance approach and a strong evaluation
of contribution. We have recently updated our employee
value proposition (EVP) and, following the 2018 pilot
studies, will be rolling this out through an employee
wellness programme (see page 31 on Health and
Awareness).
Our 2018 culture change was supported by an
organisational restructuring to foster closer employee
and management ties within the business. For example,
General Managers were brought into EXCO meetings,
an increase in employee awareness and two-way
communication, and a senior management road-show
was rolled-out to all operations. This, we believe, further
strengthens the pride our employees have in the Fraser
Alexander brand.
Further employee engagement surveys will be
conducted in 2020 as part of an ongoing annual process.
This will help us to measure the extent to which we
have managed to embed the ‘one team’ ethos and
culture. This focus on variables such as the performance
management scorecard (PMS), cultural climate,
labour turnover, culturally sensitive incidents and the
effectiveness of decision making.
EXCELLENCE INNOVATION INTEGRITY CARE TEAMWORK
Shaping our workforce culture
Our values
BACK TO MENU <
35 36FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Attracting, developing and retaining skills
Fraser Alexander is committed to developing, acquiring and retaining high performing employees with the required
competencies (knowledge, skills, qualifications and attributes) to meet the immediate and future operational and stra-
tegic needs of the Company. As a market leader, particularly in tailings management, we are targeted for recruitment
by competitors. Our approach has been to enhance our employee value proposition to ensure that employees once
trained, remain with the organisation.
In 2018 we went back to basics, helping our employees to understand their roles better, which in turn has increased
motivation. The process highlighted strengths and weaknesses of each employee, with management providing target-
ed training and assistance to help address these areas.
Talent management initiatives are implemented through our performance management process. We are committed
to implementing sound and consistent practices in order to ensure that Fraser Alexander remains a fair, equitable and
transparent employer, with a compelling Employee Value Proposition (EVP). As a growing and innovative group,
with a wide range of career opportunities, we strive to maintain a competitive advantage in retaining and attracting
scarce skills.
Management approach and systems
Fraser Alexander has a central human resources
development policy, framework and a structured
management approach in place for all divisions. In 2018,
we rolled out a company performance scorecard and
a human resources roadmap to drive performance and
change. The business went through a harmonisation
programme aimed at synchronising all policies,
procedures and remuneration practices across our
divisions. This included the development of one set of
payscales (standardised remuneration and performance
systems) that took both the benchmarked Paterson
Paygrade bands and individual roles into consideration.
We are also reviewing all our international policies and
seeking to align these with our policies in South Africa,
subject to local conditions, as appropriate. We have
upgraded our SAGE people software to enable better
functionality and integration of systems. The system
has been expanded to incorporate people management
processes including training and development and
performance management, with further expansion
anticipated in 2019.
Performance management
Our performance management policy and procedures
are designed to drive high performance, through:
» Aligning the divisional and individual employee
objectives with the organisational strategy and
objectives to ensure optimum business performance
through a balanced scorecard approach
» Instilling a culture in which performance is both
recognised and rewarded
» Driving the development and growth of our
employees through the implementation of
development plans, mentoring and coaching
programmes
» Establishing engaged teams who practice open and
honest communication
The balanced scorecard approach is built around the
strategic priorities of the Company as outlined on
page 16.
Remuneration
Through our performance management programme,
we have committed to offering attractive
remuneration and employment benefits, together
with effective incentives, to retain and attract the
right talent. We undertake regular benchmarks
of pay and conditions to ensure that we remain
competitive. Fraser Alexander has over the years
always paid above the average in its class, with
no differentiation between contract and
permanent employees.
BACK TO MENU <
37 38FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Learning and Development
We focus on leadership development throughout the organ-
isation as well as development of all-round managerial skills
at middle and senior management levels. We offer a broad
spectrum of training programmes and invest significantly in
closing gaps identified at various levels of basic education
and skills. For example, in support of financial sustainability,
we trained senior managers, site administrators and Senior
Superintendents in understanding financial statements, cost
control and how to manage assets. Our internally developed
training collateral consists of accredited trainers and courses,
with a comprehensive development programme starting from
general worker, wage staff through to middle management.
External training partners assist with accredited management,
leadership and industry specialist training.
Leadership capacity building
In developing the business through our people, with a focus
on ensuring that the right skills are embedded where needed,
we implemented a new leadership and managerial training
programme. This has enabled senior management to define
and focus their efforts and performance. This successful
programme will be continued into 2019 with the inclusion of a
wider management pool from across the Group.
Specialist training
Fraser Alexander’s management consist of industry
specialists and we pride ourselves in continuous development
to keep in line with international best practice. As such, we
often contribute towards new industry innovative initiatives.
The company’s strategy is to recruit and develop highly
qualified experts in each of our divisions in order to maintain a
high level of specialisation.
As an example, the Tailings South Africa is currently rolling
out a three-tier training approach initiative for employees at
supervisory level and above to enhance their technical and
operational related skills and competencies.
BACK TO MENU <
39 40FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Key training interventions in 2018
NUMBER OF PARTICIPANTS EXPENDITURE (R)
Fraser Alexander’s total training spend in 2018 was R 19.6 million, amounting to 2.42% of our salary bill.
1686
593
269
139
6916
Work Integrated Learning (Skills Programmes)
Informal Training - External Short Courses, Workshops, Seminars, Conference, Memberships (CDP)
Informal Training - Internal Training (Salaries)
Learnerships, Artisans and Internships
Financial Study Assistance
Bursaries
Artisan - Education and Training
0.65m0.1m
0.5m
2.1m
5.1m
5.2m
6m
2%
98%
8%
63%
75%
97%
69%
100%
10%
35%
43%
23%
31%
Info
rmal
Tra
inin
g
- Int
erna
l Tra
inin
g (S
alar
ies)
Art
isan
- ed
ucat
ion
and
trai
ning
Wor
k In
tegr
ated
Lea
rnin
g (S
kills
Pro
gram
mes
)
Info
rmal
Tra
inin
g -
Ext
erna
l Sho
rt C
ours
es,
Wor
ksho
ps, S
emin
ars,
C
onfe
renc
e, M
embe
rshi
ps
(CD
P)
Lear
ners
hips
, Art
isan
s an
d In
tern
ship
s
Fina
ncia
l Stu
dy A
ssis
tanc
e
Bur
sarie
s
% African / Coloured / Indian representation
% Women Representation
100
90
80
70
60
50
40
30
10
20
83%
Talent Management
The learning and development team focuses on coordinating training throughout the business and ensuring that
training achieves the desired impact. We are enhancing competency-based training outcomes by reviewing role
profiles and inherent requirements, establishing career paths and personal development plans. This process also
assists with succession planning and the identification of critical / scarce skills.
Our training choices and investment are aligned with our strategic objectives and changes in the global mining
industry. We continue to develop our people to take on new challenges to equip them for the 4th industrial revolution -
introducing new technologies, progressive digitisation, automation, real-time information and business intelligence for
quick decision making.
Juliet Shayi– young female graduate
Juliet Shayi was appointed for in-
service training at Fraser Alexander in
Rustenburg in 2016 after obtaining a
national diploma in industrial engineering
from the Vaal University of Technology.
Now a graduate student in engineering
based at Kelvin Power Station, in
Kempton Park and at 22 years of age,
she is the youngest, and only female,
at the operation. In her current position
as a construction supervisor for an
ash reclaim project, her innovative
engineering adjustments have helped
to increase efficiencies, allowing the
project thresholds to be exceeded.
BACK TO MENU <
41 42FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Recognising the importance of
developing our leadership capacity
to drive the desired transformation
of our organisational culture, in 2018,
we delivered an accredited leadership
course through an external provider to 25 of our
senior leaders over a six-month period.
The course is designed to provide various leadership
skills, with a focus on developing emotional and
social intelligence. Key areas included promoting
growth through reflection and on-going personal
development, diversified thinking and problem
solving approaches, and a mind-set of valuing
diversity in the building of diverse teams. As part
of the group project element of the programme,
the course ended with presentations from the
participants crafting ideas and solutions for driving
strategy, the ideal culture, collaborative leadership
and leadership reward and recognition initiatives
within Fraser Alexander.
The course has resulted in improved collaboration
on matters such as sharing resources, safety,
community development, building high performance
teams, and employee development. This is further
supported by quarterly meetings where all senior
leaders convene to collectively discuss and address
challenges and opportunities. This assists in fostering
ongoing supportive relationships and building a
culture of innovative and collaborative leadership.
Recruitment and selection
For both permanent and contract employees, Fraser
Alexander is committed to ensuring equality of access
and opportunity, and will not discriminate on the basis of
age, religion, culture, race, gender and sexual orientation
or any other arbitrary basis. We have strengthened our
recruitment standards to ensure that these processes
are always fair and transparent.
Affirmative action strategies are taken into consideration
when recruiting candidates and we prioritise filling
positions from within the company. Within South
Africa, we also work with our clients to hire and
develop individuals based in host communities. In
tailings management, for example, our approach is to
source 80% of employees from the local community,
exposing them to a mix of experts and experienced
employees from other areas in a manner that allows for
development of skills and capability. In our Construction
Division, our local employment drive is often
constrained by the limited availability of management
skills within communities. When sourcing local
managers, they often require prior development.
At our international operations, our workforce is 99%
localised. We utilise our expatriate teams to contribute
to the project development and skills transfer into the
local arena, hence having a positive influence across the
continent and the world.
In assessing a potential candidate for promotion or new
hire, we may incorporate a psychometric assessment
to ensure that they operate at the right level and have
potential to grow into other roles.
Building senior leadership capacity Middle management programme graduates
In May 2019, 24 of our employees in
middle management from different
divisions graduated with certificates
of excellence after completing the
year-long leadership development
programme at North West
University.
The course comprised seven
modules; financial accounting,
managerial accounting,
management economics,
organisational behaviour, operations
management, labour relations and
marketing.
Our employee value proposition
In addition to the opportunities we provide for
professional and personal development and competitive
remuneration for performance, the benefits the
company provides include: annual leave, pension fund
/ retirement annuity, overtime pay, medical aid, an
employee incentive scheme, and bonus pay.
It is compulsory for all permanent South African and
expat employees to become members of a retirement
fund, which provides for a retirement benefit, disability
benefit, death benefit and funeral cover. We also
have policy provisions such as for maternity, paternity
and family responsibility leave. Additional allowances
applicable to certain positions and roles includes
the provision for relocation, travel, housing, and
subsistence.
BACK TO MENU <
43 44FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
DIVERSITY AND INCLUSIVITYThis informs our commitment to promoting an inclusive
and diverse environment where every colleague is
valued and respected for who they are and is able to
fulfil their potential. We implement a comprehensive
human resources transformation strategy to promote
sustainable and tangible transformation in our business.
Within South Africa, our employment equity (EE) plans
include numerical thresholds and goals for EE, including
affirmative action measures to address past inequalities.
Our progress is driven and overseen by an Employment
Equity Committee and we recently appointed a diversity
specialist to assist in this process. Promoting localisation
is also a focus for Fraser Alexander operations worldwide
(reviewed on page 41).
We believe diverse organisations make better decisions, are innovative and more sustainable.
The desired transformation of our Board and support
team has been achieved and we continue to focus
on improving the demographics of our workforce.
Our transformation and equity highlights in 2018 are
included on page 46, but include:
» In the semi-skilled and discretionary decision-
making job category, 90% of vacant positions were
filled with Historically Disadvantaged South African
(HDSA) candidates
» In the category skilled technical and academically
qualified workers, junior managers, supervisors,
foreman and superintendents), 69% of vacant
positions were filled with HDSA candidates
» In the professionally qualified and experienced
specialists and mid management job category,
67% of vacant positions were filled with HDSA
candidates
» Internal appointments (promotions) mostly occurred
within the Tailings South Africa operations and
within the SHEQ governance function
» 12 graduate learners (HDSA) were absorbed and
appointed within Fraser Alexander in 2018, mostly
within the Tailings South Africa operations.
As indicated, our international operations workforce
is 99% localised, with an expatriate team undertaking
project development and skills transfer across the
continent and globe.
We are striving to empower women in mining, especially
at the operational level. In 2018, at one particular
new site, we appointed approximately 30% female
employees, with the understanding that we need to
create a suitable and safe environment for them.
By year end, women made up 7.5% of our total
workforce and 10.4% of our total permanent workforce.
A total of 18.7% of our managers are women.
Our Code of Ethical Conduct is supported by policies on
conditions of employment, sexual and other harassment,
and anti-discrimination. We are implementing initiatives
aimed at advancing gender equality at Fraser Alexander
by including women in roles historically deemed to be
for males. Recent examples include our first female
business unit manager appointed in our Minerals
Processing Division and a female regional manager in
our Tailings South Africa Division.
BACK TO MENU <
45 46FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Targeted transformation of our workforce
South Africa:
Top Management
Male - White
Male - Indian, Coloured
Male - Black
Female - White
Female - Indian, Coloured
Female - Black
Middle Management
2020
2018
Semi-skilled
Workforce diversity profile - South Africa (as at end 2018)
Group - South Africa
MALE FEMALE
Total
Afr
ican
Col
oure
d
Indi
an
Whi
te
Afr
ican
Col
oure
d
Indi
an
Whi
te
Top management 0 0 0 1 0 0 0 0 1
Senior management 3 1 1 17 3 0 0 2 27
Mid management -
Professionally qualified and
experienced specialists
27 2 2 47 8 0 3 6 95
Junior management - Skilled
technical and academically
qualified workers, supervisors,
foremen, and superintendents
234 7 5 77 31 0 1 20 375
Semi-skilled and discretionary
decision making802 2 0 6 94 2 1 25 932
Unskilled and defined
decision making1 403 11 0 1 103 8 0 0 1 526
TOTAL 2 469 23 8 149 239 10 5 53 2 956
Internationally there were 26 fixed term management employees for Fraser Alexander. This is expected to remain
the same in 2020, with 6 of these employees being female.
In South Africa, our transformation shift, based on gender and equity is detailed in the table below and charts
opposite. This illustrates our firm commitment in this area of the business.
2020
2020
2018
2018
Senior Management
Junior Management
Unskilled
2020
2020
2020
2018
2018
2018
BACK TO MENU <
47 48FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
0 500 1000 1500 2000 2500 3000 3500
We maintain constructive relationships with our
representative unions on various matters of interest
and rights. Unionised employees at Fraser Alexander
constitute 53% of the bargaining level category.
The Association of Mineworkers and Construction Union
(AMCU) is the dominant union at our operations in South
Africa, commanding a 65% majority in our South African
Tailings Division and a 31% membership in our South
African Mineral Processing Division. Our Tailings Division
has a three-year wage and collective agreement that
expires in 2020. Various other agreements are also in
place including two full-time shop stewards and a full-
time regional official seconded to the union. The division
has also ratified a five-year Minimum Service Agreement
(related to an Essential Services declaration).
The National Union of Mineworkers (NUM) has 13.5%
representation at our Tailings Division and 37% in
our Mineral Processing Division, which has a one-
year agreement with the union that will expire in
August 2019. A new wage agreement is likely to be
comprised of a mixed team of AMCU and NUM. Both
NUM and AMCU have a small presence within our
Construction Division. The South African Forum of Civil
Engineering Contractors (SAFCEC) union has a marginal
representation at Fraser Alexander.
All unions are key social partners to our business and
worker representatives are involved in representing their
members in disciplinary matters and participating in
employment equity programmes and skills development
committees. Unions engage robustly on a regular basis
on various strategic topics of mutual interest and concern.
Relationships with employees and unions
Number of employees (as at 31 Dec 2018)
African / Coloured / Indian
Female
Breakdown of full-time employees
GroupTotal
Tailings South Africa
Mineral Processing
Construction
Tailings Africa & International
Group Services
Technical Services
3687
In 2018, 83 employees were dismissed and 333
employees were issued with written warnings for
various transgressions across the Group. 45 employee
grievances were referred also to the South African
Commission for Conciliation, Mediation and Arbitration
(CCMA). The most common challenges relate to
absenteeism, followed by poor work performance, failure
to comply with safety rules and substance abuse related
incidents.
Our efforts to foster a culture that cares for and
develops people is underpinned by intensive employee
engagements and includes activities aimed at
celebrating our employees and promoting inclusivity.
For example, Fraser Alexander celebrates its long service
employees at a formal year-end function. Meaningful
recognition of business expertise is also celebrated
through ringing a bell named “Manqoba” at Head
Office. This is done to celebrate new major contracts
and stimulate a culture of inclusion within the business.
Attention is also given to important national events such
as Mandela Day, World Aids Day and Heritage Day,
to strengthen our recognition of social diversity and
encourage employee environmental awareness.
Workforce movement
At 2018 year end, our workforce totalled 4 276 employees, of which 86% are full-time permanent employees (3687
employees). The annual average labour turnover rate in 2018 remained low and within our forecasted threshold for
the year at 0.24%. Within this percentage was a voluntary turnover of 0.14% and an involuntary turnover of 1.53%
(which includes retrenchments and dismissals). We consider this a very positive sign that our employee value
proposition is delivering for both our workforce and our business.
Disciplinary Sanctions by type in 2018
Written Warnings: 233
Final Written Warnings: 100
Dismissals: 83
CCM Cases: 45
BACK TO MENU <
49 50FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Abraham Kwinana joined Fraser Alexander in
1983 as a general worker at a tailings dam in
Welkom. Through training and focused effort, he
progressed through the positions of occupational
clerk and plant clerk, to become a trainer in the
human resources function in Stilfontein. In 2015
he was appointed as learning and development
officer, which provided him as opportunity to
integrate work with his commitment to national
development.
“Providing training at new sites is important to
me, as I am training people from surrounding
communities, adding to the knowledge growth of
our country”.
BACK TO MENU <
51 52FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
As a community-owned business, accountable to
the Royal Bafokeng Nation (RBN), we are proud of
our reputation for caring for the communities in which
we operate. We have established relationships of mutual
respect with local communities and local government in
our principal areas of operation in South Africa
as well as internationally.
Several studies point to the existence of the “resource
curse”, where persistent developmental challenges
- in terms of poverty, inequality, and deprivation -
are often found in those countries with the greatest
natural resource endowments. South Africa, in particular,
continues to face the deep-seated challenges of poverty,
inequality and high unemployment. This underscores the
importance of sustainable community development as
a social and business imperative for Fraser Alexander.
Working collaboratively, we engage with communities,
clients and partners in the areas where we serve, to
collectively identify and realise opportunities that will
promote the long-term socio-economic sustainability of
our host communities. With our international operations,
we ensure that we add value to the communities around
our operations through local employment and the
identification and upliftment of promising candidates
to supervisory roles. An example of this is in the DRC
where we provide education assistance of R 900 / yr for
every employee’s child. We have also sponsored a youth
development initiative in Zambia (to the cost of R70 000)
through our client and partner in the region.
It is through our core business activities – servicing
our customers, employing people, paying taxes to
government and procuring from local communities –
that we make our most significant positive contribution
to host country economies. We focus on providing
employment and preferential and local procurement
opportunities, developing small businesses, and making
social investments.
03 VALUE FORSOCIETY
BACK TO MENU <
53 54FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
LOCAL AND PREFERENTIAL PROCUREMENT
Our supplier base currently includes 369 Qualifying Small Enterprises with greater than 51% black ownership (QSEs with R10 million to R50 million turnover).
369 51%
R962 million
2018
2017R703 million
37% increase in spend
R411 million
R570 million
39% increase in spend
QSEs and EMEsSupplier category
Spend across all B-BBEE levels
R60,4 million
R274.1 million
354% increase in spend
Black Women-Owned Enterprises
BACK TO MENU <
55 56FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Our performance - 2017 / 2018
Total B-BBEE Spend
R 962 million
R 703 million
QSE and EME
2017 2018
In 2018, Fraser Alexander achieved full points in terms of the South African Department
of Trade and Industry’s (DTI) requirements in the procurement spend category. 2017 2018
R 133 million
R 278 millionR 233 million
R 337 millionQSE
EME
BACK TO MENU <
57 58FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
SUPPLIER DEVELOPMENT AND ENTERPRISE DEVELOPMENT
Our investments in Enterprise Development (ED) and Supplier Development (SD) are predominantly directed at supporting businesses that are existing or potential suppliers to our operations.
We follow a structured approach to identifying,
managing and monitoring our SD and ED investments
to ensure their continuous positive impact. Initially, we
identify gaps and opportunities in Fraser Alexander’s
product and / or services demand. We then identify
potential QSE and EME suppliers operating close to
the respective operations who qualify as ED or SD
beneficiaries.
We follow the DTI’s B-BBEE codes selection criteria;
these criteria support the selection of black women
and youth owned businesses. The selection process
also includes an analysis of the beneficiary’s processes,
including finances, quality, compliance, safety, labour
and environmental performance.
We engage with the beneficiaries and identify their
needs, which we seek to fulfil through an ED or SD
partnership. As the beneficiaries develop, we assess the
narrowing of the initial Fraser Alexander product
and / or services demand gap, and assess the
beneficiary’s growth, for example, in its workforce
and client base.
Community Portal
ED
SD
Zamani Engineering Services
Are Direng
Mentoring
“Pig Style” project
RBEDRoyal Bafokeng Enterprise Development
Mmutle Mining ProjectsGreen Leaf
BACK TO MENU <
59 60FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Supplier developmentIn 2018, we invested R 2.1 million in supplier development, allocated across several projects and beneficiaries. Some examples include:
Zamani Engineering Services
Are Direng
Fraser Alexander funded the
purchase of ten weed-cutting
machines, helping Are Direng
extend their service offering in
Rustenburg, NW (profiled in case
study below).
Saluting two of our supplier development beneficiaries
Mogomotsi Komane – Are Direng
Founded by Mogomotsi Komane
as a start-up in 2007, Are Direng
provides plant hire and grass cutting
services. Through the Fraser Alexander
enterprise development programme,
the purchase of equipment worth more
than R200 000 helped them grow their
business. This assisted to secure two
more contracts with large corporates
over and above the ongoing contract
with Fraser Alexander. Today, Are
Direng employs 89 full time employees,
mainly from the local community with a
focus on unemployed youth.
Community Portal Registration Project
Launched in 2018,
Fraser Alexander’s web-based
procurement portal established a
database of local SMMEs to aid
local procurement and allocation of
supplier development funds.
Fraser Alexander funded the
purchase of machinery, enabling
Zamani’s provision of manufacturing
engineering services to mineral
processing operations in Witbank.
Thabo Matlou – Matlhasedi Development
Services
Matlhasedi and Thabo Matlou are
brothers who own and operate
Matlhasedi Development Services
CC, a vegetation control service
provider that secured its first
contract in 2010, providing grass
cutting services to Fraser Alexander.
Fraser Alexander provided training
that included competency classes,
risk assessments and driving
courses. The business today has
two full-time projects, with a team of
14 people working at one platinum
mine and the other team of 5 at
another platinum mine.
Early Payments
In order to alleviate cash flow
challenges experienced by small
businesses providing services to
Fraser Alexander, an early payment
facilitation of not more than 15 days
is made available.
Provision of mentoring by Fraser Alexander employees
Senior Fraser Alexander employees provide
mentoring to small companies in business
management, financial management and
other forms of business administration,
measured as time spent in relation to their
annual remuneration.
BACK TO MENU <
61 62FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Saluting two of our enterprise development beneficiaries
Khumo Sekete – Pig farming business
In 2012, Khumo Sekete started his own
company, with an ambitious vision
to expand his family-run pig farming
business. In 2017, he participated in the
Royal Bafokeng’s Enterprise Development
(RBED) business mentoring programme
and in 2018, he received a grant from
Fraser Alexander to purchase building
materials to build a piggery. He is currently
in discussions to sub-lease an area of
tribal communal land that has access to
electricity and water for the piggery.
Over the next five years Khumo aspires to
lease and eventually acquire his own land to
farm up to 200 breeding pigs.
Enterprise developmentWe invest in developing local, small enterprises to become self-sustained job-creating businesses and part of our
supplier base, where possible. In 2018, we invested just under R1 million in funding for the following beneficiaries:
Green Leaf
Green Leaf is a 100% black owned media company
situated in Phokeng, North West. Fraser Alexander
purchased photographic and video-graphic equipment
valued at over R 100 000. This enabled the company to
graduate to supplier status at Fraser Alexander.
Pig Style
Pig Style is a pig farming company that has been
struggling to get going due to lack of funds.
Fraser Alexander provided over R 100 000 for the
purchase of initial stock and the construction of an
operating structure, namely, a pig shed for housing and
handling the pigs (see case study below).
Kenny Mokalane – Greenleaf Systems
Kenny Mokalane received
business coaching through the
RBED mentoring programme and
started providing videography and
photography services to Fraser
Alexander in 2017. Fraser Alexander
sponsored the purchase of
photography equipment, agreeing
to fund replacement equipment a
year later when it was destroyed in
an accident. Greenleaf is thriving
with offices at RBED in Phokeng
and four members of staff hired on
a part time basis.
RBED
We donated over R 500 000 to Royal Bafokeng
Enterprise Development (RBED) to provide enterprise
development assistance to the qualifying beneficiaries.
The funding also covers the provision of accreditation
training for fire extinguisher companies servicing Fraser
Alexander in the North West area.
Mentoring
Fraser Alexander provided mentoring valued at
over R 200 000 for Mmutle Mining Projects (MMP), a
growing private business enterprise providing mining
services to the mining sector in the North West and
Mpumalanga provinces. The mentoring process was
carried out in the form of ‘Time of Employee’ spent with
the mentee.
BACK TO MENU <
63 64FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
SOCIAL INVESTMENT
Our Socio-Economic Development
(SED) spend is strategically
orientated around education-based
initiatives aimed at upskilling local
community members, enabling them,
where possible, to become future
employees or suppliers.
Other interventions in our
communities relate to healthcare and
safety. In 2018, training initiatives
included first aid and safety
representative for 130 community
members in areas of need.
In 2018, we also invested R 1 million
in socio-economic development
initiatives, with almost half of this
spend allocated to the rollout of an
e-learning maths platform.
We continuously evaluate the
effectiveness of the projects delivered
and work with our operations to
identify SED opportunities and select
interventions.
It is through our social investment initiatives that we make our most visible contribution to uplifting lives in the communities around our operations.
Mathemaniacs is a 100% black youth and female
owned private company that we contracted in 2015 to
provide maths support to 29 learners at Matale High
School in Phokeng, North West. We invested around
R 400 000 in 2018 as part of a three-year project which
ended in 2018. The investment did not deliver as
effectively as envisaged, and Fraser Alexander has since
evolved the programme with an additional R 450 000
investment in the ‘School within a School’ project being
currently piloted by the RBN at Matale High School.
The concept supports the idea that more learners can
be reached through the use of technology and on-line
platforms.
The project combines maths tutoring and online learning
in order to improve knowledge transfer.
Our 2018 projects
In conjunction with Tshegofatso Foundation,
Fraser Alexander donated 100 reusable sanitary
towels valued at over R 13 000 to Thethe and
Molotlegi secondary schools in Rustenburg, North
West as a commemoration of the 2018 Women’s Day
celebrations.
We donated 269 scientific calculators and 276 maths
sets valued at over R 40 000 to Mabotha High School in Ga-Dankie, Limpopo. The school is part of
a community situated near Venetia mine where Fraser
Alexander runs water purification operations for Venetia
mine. This donation forms part of a number of SED
projects agreed between Fraser Alexander and the
Venetia Social responsibility Committee in 2018.
We donated school laboratory equipment valued at over
R 75 000 to Aggeneys International Academy at Black Mountain, Northern Cape where we operate a
tailings facility.
We purchased 200 pairs of school shoes valued at
over R 34 000 for Ramakwapeng Primary School in
our host community of Lephalale, Limpopo where we
operate a tailings facility.
We hosted a Career Day on behalf of Women in Mining South Africa (WIMSA), which included
a donation of over R 15 000 to pay for students’
transportation to attend the WIMSA exhibition at
Greenstone, Johannesburg. Two hundred young
girl-learners attended the event and received career
guidance and one-on-one talks with women already
working in the mining industry.
BACK TO MENU <
65 66FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Fraser Alexander participates in several community forums in areas where we operate. Issues of concern to local
communities are discussed at these forums, such as employment opportunities, skills development, procurement,
community development projects and health, safety and environmental performance. This keeps Fraser Alexander - as a
business - connected with the challenges and needs of the communities within which we operate. At one of our client’s
mines, for example, where we procure services from about 22 local suppliers, we participate in structured and delivery
orientated meetings that are held quarterly with not only the client, but all contractors including Fraser Alexander.
We have other community engagements with the following, but not limited to: Lephalale Community Association;
Royal Bafokeng Council of the Khosanas; Mfidikwe Community Forum; Lydenburg Business Foundation;
Tshegofatso Mekgwe youth foundation; Venetia Social Responsibility Committee; Carolina Youth Movement.
Our engagements with these groups help us to monitor our relationships with the surrounding communities.
Olga Marimo has driven and overseen remarkable achievements at Matale Secondary School, Phokeng, North-West,
South Africa, since she became the school principal in 2012. The school has been upgraded and expanded its offering,
increasing its number of learners from 169 to 600. The school produced its first matric results in 2018, with an 88%
pass rate. Within this environment the introduction of e-learning, including Fraser Alexander’s Mathemaniacs learner
support programme, is making maths a more creative and exciting subject and has helped Matale to become a leading
school in the area.
Olga Motshwanedi Marimo - Principal at Matale Secondary School
Building relationships through community forums
BACK TO MENU <
67 68FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
04 ENVIRONMENTALMANAGEMENT
We strive as a minimum to ensure regulatory
compliance, and to minimise our environmental impact
through our activities. Fraser Alexander has always
been committed to high performance, innovation
and technological advancements in our equipment
and practices. These typically improve performance
in efficiency and reduce resource demands and as
such assist in mitigating environmental impacts. Our
management focus is on both risk mitigation and
opportunities to optimise efforts in this area with the
recognition that continuous improvement is essential.
UNDERSTANDING AND RESPONDING TO ENVIRONMENTAL RISK
Fraser Alexander’s operating divisions (Tailings Deposition and Re-mining, Mineral Processing, and Construction) are
inter-linked with our clients’ value chain throughout the mine’s project life-cycle. The broad range of environmental
impacts associated with these activities include water consumption, energy consumption, dust generation (impacting
air quality), materials consumed through our construction business, waste generated, noise and disturbance, land
disturbed / occupied, and sensitive species and ecology in areas where we operate. Fraser Alexander does not own
properties in biodiversity sensitive areas, however we are cognisant of the international norms and standards that apply
to our industry.
BACK TO MENU <
69 70FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
MINERAL PROCESSING CONSTRUCTION
TAILINGS (South Africa, Africa
and International)
Our mineral processing
services include design,
fabrication, installation and
operations of coal pro-
cessing plants.
These are predominantly
hydro-metallurgical processes,
including movement of water
and materials.
Bulk earthworks, mining
infrastructure, tailings storage
facilities, water infrastructure,
waste infrastructure, mine
rehabilitation and civil engineering
works in the industrial sector.
Management of tailings storage
facilities, stockpiles, discard
dumps, hydraulic remining and
industrial waste.
AC
TIV
ITIE
SIM
PA
CT
S U
ND
ER
MA
NA
GE
ME
NT
» Water management
» Energy management
(primarily electricity from
national grid, diesel
generators in remote
regions)
» Limiting impact on
surrounding environment
» Compliance with client’s
approved Environmental
Management Plans.
» Water management (for dust
control, cooling, construction)
» Energy management (primarily
electricity from national
grid, diesel-powered mobile
equipment and generators in
remote regions)
» Materials management
» Waste avoidance and
management
» Compliance with client’s
approved Environmental
Management Plans, including
aspects of land disturbance
and wetland preservation.
» Water management (reliance
on water for the movement of
slurries and dust control)
» Water pollution prevention
» Energy management (mobile
machinery has a hydrocarbon
demand, with the associated
impacts including carbon
emissions)
» Limiting impact on surrounding
environment
» Compliance with client’s
approved Environmental
Management Plans.
Environmental impacts across the divisions
WATER TREATMENT GROUP SERVICES
Our water treatment services
include the design, fabrication,
installation and operations of
sewage treatment plants, water
treatment and purification plants
and water optimisation solutions
for our clients.
» Water management
» Water pollution prevention,
re-use with an aim for zero
discharge
» Compliance with Client’s
approved Environmental
Management Plan.
At our head office we strive to
limit our environmental impact by
managing our office waste, paper
consumption, water and power
usage and carbon emissions as a
result of travel requirements.
TECHNICAL SERVICES
Technical and Group Services are located at our head office in
Greenstone, Johannesburg, South Africa.
The sustainability of the solutions
reviewed, investigated and
introduced into the business is a
key consideration.
BACK TO MENU <
71 72FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Our approach to environmental management is part of
our integrated approach to managing SHEQ (Safety,
Health, Environment and Quality) challenges in an
integrated manner (reviewed on page 85). We manage,
measure and report our environmental performance
through our environmental management systems (EMS).
In particular, our Construction Division’s EMS is ISO
14001:2015 certified and subject to regular prescribed
environmental audits.
From a regulatory perspective the company does not
own any properties / facilities or activities that would
require a regulatory management plan (i.e. in South
Africa this would be known as an environmental
management programme or EMP). Operational divisions
may however on occasion perform tasks to assist
clients to comply with their EMPs if contracted to do
so and where responsibility has been devolved to our
management team.
The company implements emergency preparedness and
response plans at client sites related to our contracted
work specification and the SHEQ risks on site. For
the most part, however, we operate our business
within the structures of our host client, our contractual
requirements for the project and the operational design
parameters. We adhere to our clients’ environmental
management programmes operating within their
frameworks, legal compliance, risk management, waste
management, incident management and water and
energy consumption.
In instances where we do not operate like this, we have
our own international standards to which we subscribe
that are then applied. As such, for any particular project
where an environmental policy or procedure is not
applicable, this is due to the nature of the business and
the host client.
Environmental compliance and management systems
BACK TO MENU <
73 74FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
The principal areas of legislation for our business
are South Africa’s National Environmental
Management Act (NEMA) and the associated
Air Quality and Waste Acts. The Mineral and
Petroleum Resources Development Act also still
has bearing as well as the NEMA Biodiversity
Act. For 2018, none of our operations or projects
required any waste, air quality or water licences
to be applied for, maintained or reported on by
Fraser Alexander, beyond those already acquired
by our clients.
Incidents and non-conformances
All material incidents and non-conformances are
reported immediately and directly to our clients
and our management. These are recorded in our
system for internal learnings and management
mitigation. In 2018, we recorded five minor
environmental incidents in the Tailings Division.
These related to tailings erosion and spillages
that did not impact on surrounding communities
or water bodies. These were non-reportable
incidents, as they were contained within the
respective tailings facilities, but were still
uncontrolled activities. Fraser Alexander has not
recorded any environmental penalties from clients
and any regulator in the last five years.
ENVIRONMENTAL FOCUS AREASFraser Alexander is improving its approach to managing natural capital and as such is focusing on its water and energy
usage, and waste activities. Given the nature of our services, for the most part, our water and energy usage forms part
of the greater demand of the respective client. Where we have our own contracts and supply, we accurately measure
and track our consumption. This is reported to our shareholders quarterly through our Environment, Social and
Governance (ESG) framework reporting.
We also recognise that there are key environmental drivers that will shape our business in the future. These areas
require a longer-term approach and focus. As such, priority environmental focus areas for Fraser Alexander include:
energy and climate change; water efficiency; waste minimisation and tailings dam risk.
Fraser Alexander does not currently have a formal energy
conservation or carbon emission strategy in place for
the Company. We recognise that energy use and climate
change are directly linked through a carbon-based
economy and we plan to focus on these as a holistic
element and going forward. In collaboration with our
clients, the consumption of electricity (kWh) and other
energy sources will be recorded for all Fraser Alexander
facilities and operations. This more comprehensive
monitoring programme will inform the development
of subsequent efficiency thresholds, and performance
measures that will be integrated in our future business
performance scorecards. In 2018 we recorded a spend
of R 465 315 on electricity (direct spend).
We serve various clients across South Africa, many of
whom measure their carbon footprints, which include
emissions generated through Fraser Alexander’s
outsourced operations undertaken as part of the mining
client’s activities. We use our clients’ resources (primarily
water, electricity and fuel) to execute our operations.
As a result, Fraser Alexander’s Scope 1 emissions are
minimal. As of 2019, we will record data for our Scope
1, 2 and 3 emissions. This will be used to establish a
baseline carbon footprint for our own operations and will
inform the setting of thresholds to reduce our fuel and
energy usage. In 2019, Fraser Alexander will place greater
focus on integrating climate change considerations into
business strategy and operations.
Energy and climate change
BACK TO MENU <
75 76FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Waste and tailings damsFraser Alexander is an industry leader in tailings
storage facility (TSF) management, specialising in
both mineral residue / tailings deposition and tailings
reclamation for reprocessing. Our hydraulic re-mining
solutions remain at the forefront of waste tailings re-
mining (see case - overleaf). We focus on optimised
and best practice placement of mine waste to meet
the most stringent of safety, health and environmental
design requirements.
We also recognize that we generate our own non-
mineral waste and where this is not integrated into our
client’s waste management systems we have our own
procedures to separate and manage waste streams
into recyclables, domestic and hazardous.
Water efficiencyFraser Alexander does not currently have formal water
conservation measures in place. We recognise that
water is a critical aspect of our business, how we
operate and the communities within which we are a
part. As such, we are focused on developing more
comprehensive water measurement and reporting that
will enable better business decisions for water at an
operational level.
Typically, individual sites / projects comply with the
client’s water management plans. Going forward, in
collaboration with our clients, we will prioritise the
development of a formal monitoring and measurement
programme for the consumption of water at all
our facilities and operations. This will inform the
development of water conservation and recycling
thresholds and performance will be integrated in our
future business performance scorecards.
As with electricity, in 2018 we spent over R 72 000 on
water usage on directly owned Fraser Alexander facilities
(direct spend).
Water is however a multi-dimensional element of the
business and has a significant impact based on its
quality. Fraser Alexander is required to comply with
water quality criteria as part of our contracted work
relating to water, in some cases this is through the client
managed systems and in others this would be through
direct interventions.
The integrity of tailings storage dams (TSFs) is under
increasing scrutiny following a number of serious TSF
dam breaches in the mining industry in recent years,
including most notably the collapse of a tailings dam in
Brazil in January 2019 that killed an estimated 300 people.
The widespread adoption of international best practice
guidelines for tailings and mine waste management
continues to influence the design, operation, closure and
rehabilitation of mining waste disposal sites.
Over the course of more than a century, Fraser
Alexander has raised the practice of mineral residue
and tailings management to a science, delivering
best-practice solutions globally. With our highly skilled
and trained professional team and our proven tailings
management systems, we are able to routinely monitor
the ‘health’ of each TSF, intervening proactively
whenever necessary. Our internal training ensures that
site personnel have the necessary skills to oversee and
manage the TSFs under their individual appointments.
Mineral residue and tailings management
Fraser Alexander delivers
global best-practice risk
management in tailings
management.
BACK TO MENU <
77 78FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
In managing internal and external risks posed by TSFs
contracted to Fraser Alexander (which includes dormant
TSFs, deposition and re-mining contracts), we are in the
process of further developing and embedding a world
class tailings management and risk monitoring digital
system called TORAS (Technical and Operational Risk
Assessment System).
This digital platform is based on the Company’s
developed operational, management and assurance
processes and procedures that are compliant to industry
best practice and meet international legislative and
governance requirements.
The system enables us to determine and monitor
operational risk and manage it collectively with our
clients and appointed Engineers of Records. It is audited
by tailings industry leaders on a regular basis. In-house
training provides a thorough understanding of risks at
the ground level.
Going forward, we will continue to place an emphasis
on effective and transparent risk management in the
tailings space through world class internally developed
processes, digital platforms and the development of
supportive software for both internal use as well as
external client and industry benefit.
Fraser Alexander was contracted by
a multidisciplinary engineering group
in 2017 to construct a new tailings
storage facility (TSF) at a gold mine in
Mpumalanga. The solution included
installation of a larger four-drive track gun (water
cannon), as opposed to the standard two-drive track
gun, to accommodate the required higher than
standard tonnages.
Elikhulu re-mining project
Value to environment and society:
» Automated track-gun is able to deliver the most
efficient re-mining process, resulting in reduced energy
and water use.
» Automation also improves safety as the process can
be undertaken from the control room, minimising
the presence of employees in the vicinity.
» The project has created more than 400 permanent
jobs, with the majority held by local people.
Value to the business:
» Retreatment of gold tailings projected to deliver
about 55 000 oz/m of gold over the next 14 years.
» Cost effective use of hydraulic mining technology.
» Installation of automated four-drive track gun reduces
weather-related losses.
BACK TO MENU <
79 80FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Non-mineral waste
We plan to start measuring and monitoring our waste
data in 2019 and in future we will report on quantities
of waste generated and recycled. We are also
developing a waste minimisation programme that will
be rolled out across our operations in 2020. This will
include investigating the feasibility of bio-remediating
hydrocarbon-based wastes into compost, to reduce
volumes of hazardous waste disposed to landfill sites.
Our current waste recycling initiatives predominantly
focus on used oil and scrap metal.
In instances where our clients require us to comply with
certain hazardous substance criteria as part of
our contracted work, we outsource all transportation
of hazardous material to certified hazardous
transportation contractors.
Waste and end-of-life tyres are another waste source
generated by our business. In South Africa, mining
equipment tyres are no longer managed by the
Recycling and Economic Development Initiative of SA
(Redisa). The disposal of mining waste tyres is currently
being managed through disposal at registered stockpiles
that have been granted for specific mining sites.
Teams rescue spotted eagle owl chicks from danger
What happens when you find a pair of spotted eagle owl chicks being raised in a ventilation pipe?
Our Mineral Processing Division, while undertaking a re-commissioning process at a Colliery in
Mpumalanga in 2018, conducted a maintenance inspection that revealed two chicks with dead mice
alongside to feed them. The team immediately ceased working in the area and called the Owl Rescue
Centre near Pretoria for assistance. The centre responded quickly in collecting the chicks and taking them to the centre
where they were hand reared before being safely released into a protected conservation area.
Environmental awareness regarding our effect on the environment we operate within is something that we encourage
with all our employees. This is a growing area of focus in our business and not only speaks to resource consumption,
but also the impacts we can have on ecology and biodiversity.
Environmental Awareness
BACK TO MENU <
81 82FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
05GOVERNANCE AND MANAGEMENT APPROACH
Sustainability considerations are well-established
in Fraser Alexander’s governance structures and
integrated into our core business activities.
Our approach to sustainability is underpinned by
processes for identifying and evaluating the risks and
opportunities that are most material to the business.
Our ability to create value for our stakeholders is
underpinned by maintaining robust ethics, governance
and risk management processes and structures.
Operating responsibly is central to Fraser
Alexander’s business strategy, seeking
to strike a balance between economic
imperatives and environmental, social and
governance (ESG) considerations.
SUSTAINABILITY GOVERNANCE
Oversight and accountabilityThe role of the Fraser Alexander Board of directors is to promote the long-term success of the business with integrity,
ethically and with fairness and transparency. Directors steer the Company in the right direction through a combination
of strategy, effective leadership and sound corporate governance. The Board delegates responsibility for the
governance of sustainability to its Social and Ethics Committee, chaired by Rosalie Manning.
Board members from left to right:
Greg Kietzmann (seated left), John Wates, Brian Harvey, Keith Scott, Nakedi Ramaphakela and Rosalie Manning (seated).
BACK TO MENU <
84FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
83
The committee oversees and monitors Fraser
Alexander’s activities in relation to:
» Social and economic development, including the
principles of the United Nations Global Compact and
Broad-Based Black Economic Empowerment (B-BBEE)
» Good corporate citizenship, which includes promotion
of equality, prevention of unfair discrimination,
corporate social responsibility, ethical behaviour and
managing environmental impact
» Client relations
» Labour and employment, including skills development
» Safety, health and environmental challenges
» Stakeholder management.
Reports are delivered to the Social and Ethics Committee
twice a year, with non-financial data being submitted
to the principle shareholder on a quarterly basis.
Environmental, social and governance (ESG) challenges
are integrated into the strategic plans, and updated on an
annual basis.
Committees
MANCOs
Fraser Alexander Board
Remuneration Social and Ethics Audit and Risk Investment
EE and Skills Development Committee
Executive Committee
Minerals processing Tailings including Water Treatment Construction Tailings Africa and International
Group Services
Technical Services
RISK MANAGEMENT FUNCTION CORPORATE CULTURE and VALUES
Senior Management Team
Working Group
BACK TO MENU <
85 86FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Management approach
Safety, health, environmental and quality (SHEQ)Fraser Alexander has a combined SHEQ policy. Approximately 2 000 people were trained on this policy in 2018 in an
ongoing initiative to bring awareness into this area of the business. The policy is supported by procedures and standards
in place to ensure compliance with legislative requirements and support our quest for zero harm and world-class quality.
The management of SHEQ challenges is interrelated and we plan to appoint a general manager and constitute a Board
Health and Safety Committee for SHEQ in 2019. This will further drive an integrated approach to SHEQ management
that is fully aligned to best practice standards. Our construction business is ISO 9001:2015 (Quality Management
System) and ISO 14001:2015 (Environmental Management System) certified. We have broadened the implementation
of an online SHEQ management system across the Group as part of embedding SHEQ into the business and this will
continue into 2019 with a formal gap analysis of the current SHEQ systems and practices undertaken in the second half
of 2019. Areas of concern will subsequently be addressed in a revised SHEQ strategy for the business going into 2020.
BACK TO MENU <
87 88FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
EXCELLENCE INNOVATION INTEGRITY CARE TEAMWORK
Our values
Reinforcing a good corporate cultureFraser Alexander aspires to embed an ethical culture in the Company through its corporate values and by
demonstrating ethical leadership throughout the business. We maintain a zero tolerance stance on fraud, corruption,
misconduct or dishonesty.
BACK TO MENU <
89 90FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
Respecting human rightsRespect for human rights is an integral part of the Company’s Code of Ethical Conduct and Values. Our human rights
policy commits us to implementing the human rights principles and requirements associated with the United Nations
Global Compact (UNGC). Our approach is aligned with the UN Guiding Principles on Business and Human Rights.
We uphold the basic human rights of the International Labour Organisation through the implementation of fair
employment practices. We have clear policies and processes in place to ensure observance of human rights, including
the right to freedom of association and collective bargaining, the eradication of child and forced labour and
non-discrimination. Observance of these rights is required of all our employees and business partners.
RISK MANAGEMENTFraser Alexander continuously reviews and enhances its approach to identifying, prioritising and controlling the risks
that threaten our ability to meet objectives.
The Company’s objectives in managing risk include:
» Anticipating and responding to changing social, environmental, economic and legislative conditions
» Managing risk in accordance with international best practice standards and demonstrating due diligence in
decision making
» Ensuring the sustainability of the business, as sustainability is a source of both opportunities and risks;
» Ensuring legislative compliance as a minimum standard
» Balancing the cost of managing risk with the anticipated benefits.
We implement an integrated risk management strategy that is reviewed annually with the aim of improving its
adequacy and efficacy. To achieve our objectives, we have an enterprise wide risk management framework that is
aligned with the ISO 31000 International Risk Management Standard and the requirements of South Africa’s King IV
Governance Code. This standard process of risk assessment to identify and evaluate our risks in a manner that enables
the Board and management to take decisions regarding possible trade-offs between risk and reward. This then assists
management to identify and pursue appropriate strategic growth opportunities informed by an approved risk appetite
and tolerance level. The allocation of roles and responsibilities is consistent with the guidelines provided in King IV.
BACK TO MENU <
91 92FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
STAKEHOLDER ENGAGEMENTOur ability to deliver value depends on the contribution and activities of a range of different stakeholders.
Being sufficiently responsive to relevant stakeholders’ interests is essential to maintaining positive stakeholder
relationships. In the table opposite, we briefly outline those stakeholder groups who have a substantive impact on our
ability to create value, outlining how they impact on value and identifying some of their primary interests relating to
our business activities.
Impact our ability
to cost-effectively
provide services
Their skills, experience
and productivity drive the
development and execution
of our strategy
Procure our services,
providing the basis for
revenue growth
Impose regulatory
measures with potential
cost implications.
Tax beneficiaries.
Royal Bafokeng Nation (RBN);
Public Investment Corporation (PIC),
MOGS - Owners of the business, and providers
of financial capital
Add to the longer-term
viability of our markets
by strengthening the
socio-economic context in
which we operate
Shareholders
Communities Government, regulators
and industry
(within the client framework)
Clients
Employees
Suppliers
STAKEHOLDERS
» Direct and internal communication
» Engagement with unions
» Leadership roadshows
» Intranet and electronic communication blasts
» Employee hotline
» Formal Meetings
» Opportunities for personal and career development
» Enhancing leadership capacity
» Competitive remuneration
» Conditions of employment and fair practices
» Progress with transformation
» Business performance and strategic direction
» Presentation of 2 technical papers at the Mining and Industrial Waste
Conference, October 2018.
» Peer review of 4 technical papers for the Paste Conference, 2018 in Perth.
» Presentation of an annual tailing course to clients and industrial representatives.
» Representation on committee for revising tailings management guidelines
(SANS10286)
» Participation in global webinar on tailings management
» Labour relations
» Opportunities for job creation and
socioeconomic development
» Regulatory compliance
» Taxation
» Board representation
» Annual and interim reports
» ESG Reports
» Strategy to ensure sustained financial growth
» Responsible allocation of capital
» Sound corporate governance practices
» Transparent executive remuneration
» Stable dividend policy
» Community forums
» Ethics hotline
» Community investments and engagement
» Web-based local procurement portal
» Tenders
» Supplier assessments
» Access to opportunities
» Fair and ethical relationships
» Timeous payment
» Client survey system in place to establish the client
position and view of the Company
» Comprehensive and competitive service / solution offering
MEANS OF ENGAGEMENT PRIORITY INTERESTS
Employees
Clients
Government, regulators and industry
Shareholders
Communities
Suppliers
BACK TO MENU <
93 94FRASER ALEXANDER SUSTAINABLE DEVELOPMENT REPORT 2018
Towards inclusive growth
www.fraseralexander.co.za
BACK TO MENU <