He has a proven track record in the full spectrum of human resource functions.
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Anton also has an outstanding record in managing labour matters, especially in conducting and guiding negotiations with organised labour. Executive: Environmental management. Melanie joined Harmony in Her expertise in sustainable development was built over 17 years in the private mining and public sectors in South Africa as well as in international environmental management exposure gained in the United Kingdom, Australia, Papua New Guinea, Fiji and elsewhere in Africa.
She is also a board member of CareSA. He has 21 years of underground deep-level gold mining experience in different supervisory and management positions. Before assuming his current role, he was the. He also serves as the chairman of the board of directors of Mine Rescue Services.
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Executive: Corporate and investor relations. Marian, an admitted attorney and conveyancer, has been employed by Harmony since February In , she resigned as company secretary, enabling her to accept her current position as executive: corporate and investor relations.
The Impact of Mine Downscaling on the Free State Goldfields | SpringerLink
Executive: Risk management and services improvement. He has held various positions in services and human resources prior to accepting his current position. Regional general manager. James joined Harmony in as a general manager. He has worked in Zimbabwe and South Africa. He has been in the mining industry for more than 20 years, initially as a postgraduate mining engineer with Gold Fields Limited at their various operations. His operational and managerial experience was developed at a number of gold and platinum mines.
At Harmony we understand that, as a business, we operate in a complex and ever-changing external environment — one that encompasses social, economic and environmental changes in the short, medium and long terms. At the same time, the business climate and context within our company are both dynamic and complex and, in many respects, are affected by the many changes in the external environment.
We need to understand the external and internal environments as well as the relationships between the two to help us understand how we should position Harmony for success. Identifying and understanding the factors that drive our internal and external business context require regular and consistent engagement with our stakeholders see page This section should be read in conjunction with the section Managing our Risks and Opportunities on page The mining environment in South Africa has been particularly challenging in recent years.
The industry and, in many cases, stakeholders have sought as far as possible to minimise negative impacts. However, there was a concurrent depreciation in the rand:dollar exchange rate, from R The depreciation in the rand helped to offset the reduced US dollar gold price with the rand per kilogram price remaining largely range bound during the course of the year.
The increased likelihood of the United States Federal Reserve increasing interest rates during the course of calendar has once again negatively affected gold prices. Investors turned to the growing Shanghai stock market in expectation of better investment returns and delayed gold purchases in anticipation of even lower prices. These interventions were. A slower.
Long-term fundamentals remain in place for continued growth in commodity demand. Unlike other precious metals,. While demand for all other metals is subject to changing. In the long term, we may well see an increase in the gold price,. It remains a fairly secure investment. And, while the price may. New Guinea, in investing in gold and, ultimately, in investing in Harmony. While investors may, at present, be generally bearish about.
Shareholders taking a shorter-term view on gold. While most appreciate that there are gold assets worth investing in, they have raised concerns about production losses due to industrial. Closely linked to this is the concern that higher wage demands will exacerbate the cost challenges most South African mining.
Many investors are also apprehensive about the potential changes to legislation both in South Africa and. We at Harmony have earmarked. On the policy and regulatory side, amendments have been proposed to the Mineral and Petroleum Resources Development Act,. The Department of Mineral Resources and the mining industry disagree on the interpretation of the Mining.
Negotiations with the government on the proposed amendments to the Mineral and Petroleum Resources Development Act. On the labour relations front, there were signs of a more stable environment in the period under review, though the environment has,. The two-year wage agreement came to an end on 30 June The negotiations started. At an industry level, representation of union. Relations on page The negotiations are focused on the sustainability of the industry, rather than affordability. A three-year wage settlement was reached with the unions representing the majority of employees at Harmony and was extended to.
For more detail on the wage agreement, please refer to www. It remains the responsibility of all role players to create an industry that will attract investment. Further features of the external environment are increasing expectations and, indeed, the demands of external parties — communities,.
As a company, we recognise that Harmony has. As a result, our relationships with all of our stakeholders are important — we engage. We have sponsored a number of youth development programmes, created. See pages 88 to 98 for more details. The most important aspects of our internal environment remain the safety and well-being of our employees, and the integrity and sustainability of our assets. Our internal environment is therefore shaped largely by factors which affect our employees or on which our employees have an impact.
The environment and mining processes, combined with the behaviour of people, bring with them certain risks to our employees, which we aim to avoid, mitigate or manage. See page Both in South Africa and in Papua New Guinea, the level of skills among employees and prospective employees remains of great concern.
High levels of illiteracy, often combined with relatively low levels of skills, limit the opportunity for growth and development among employees and their progression within the company. At Harmony we believe that our employees should be able to improve their lives through their work. As a result we offer extensive training and development programmes, including adult basic education and training, portable-skills training and on-the-job training. In addition, we invest in community education programmes to ensure that quality education is available at a young age and that promising students are given the tools to thrive.
For more on these initiatives see page We acknowledge the imbalance caused by historical systems in South Africa and work to remedy this through a recruitment policy that focuses on employing historically disadvantaged South Africans at all levels of the company, from the board through to entry- level employees. See page for more detail on how we have transformed the company in line with Mining Charter requirements. By identifying and understanding the risks and opportunities facing our business, we are able to mitigate them or manage them to the best of our ability, thereby positioning the company for future challenges and growth prospects.
At Harmony, our approach to risk relies on continuously monitoring and, when appropriate, revising our mitigation procedures. Our risk management strategy is a management tool that aims to be practical and effective, rather than focusing only on compliance. For this reason, risk management is embedded within the day-to-day activities of the business, rather than being something that is dealt with only once a year. The audit and risk committee plays an oversight role, while management is responsible for implementation and compliance. Because relationships form part of everything we do, our risk management process is designed to accommodate engagement — from conversations between management and the board regarding risk, to discussions with various stakeholders — to ensure that we are addressing the correct risks appropriately.
We need to understand what can affect our ability to deliver on our strategy, as well as to identify what opportunities will help us achieve our goals. In preparing their formal reports to the board, the executive committee and the audit and risk committee meet quarterly to examine risks and discuss any changes in their importance or in their mitigation. Each quarterly examination is based on the experiences at the operations, feedback from key stakeholders, external factors and management meetings.
In addition, various teams within the company address risk on a regular basis as part of their day-to-day roles. This creates a continual conversation about risk at different levels, allowing any changes to be captured on a continuous basis. Therefore the committee — supported by the various board sub-committees — examines all risks affecting our strategy. To do this, the committee spends considerable time reviewing and evaluating the processes in place to identify, monitor and manage risk.
These include our risk management policy and process, our methodology and planning, our formal risk assessment, our internal controls and assurance process, our risk appetite and tolerance and our responses to risks. In their turn, their task is to ensure that these risk processes are constantly applied in the day-to-day operations of the business. Understanding Harmony. The top ten risks and mitigating factors are reported to the board on a quarterly basis. During the year under review, we formulated group-level risk appetite and tolerance levels, and continued to monitor our risks to identify and manage the most material ones facing the company.
Our group-level risk appetite statement is:. It is a high-risk high-reward business.
We are involved in the whole gold mining value chain from exploration, feasibility studies, building and buying mines, operating mines and closing and rehabilitating mines at the end of their life. We are exposed to the volatility of the gold price and exchange rates, and are unhedged by choice. We operate well in emerging economies and have the ability to deal with the socio-political dispensations in these countries. Exploration remains one of the most effective ways to grow an ore-body and create value, and for this reason we continue to invest in exploration. We have an appetite for change and continuous improvement and are continuously looking for innovative ways to improve our existing mines and acquire mines that we can improve on operationally.
Deep-level gold mining in South Africa is very labour intensive — we have the skills to deal with the challenges of. We continuously improve the health and safety of our employees. We have experienced teams with strong values committed to deliver. Various risk factors contain an element of volatility, for example, commodity prices and exchange rates, labour dynamics and the regulatory environment.
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