RBM Sustainable Development Report 2015 - Rio · PDF fileRichards Bay Minerals South Africa...

Development Report

Condensed

for stakeholders

Sustainable

Richards Bay MineralsSouth Africa

August 2015www.rbm.co.za

RBM SUSTAINABLE DEVELOPMENT REPORT | 2

Our business, like most others, grappled with challenges posed by weak commodity prices, power shortages, and an unsettled global economic environment. We are particularly proud that, despite these challenges, our team rallied, demonstrating resilience, commitment and creative problem solving. We remain steadfast and continue to learn during these cycles.

2014 was focused on rebuilding our safety foundation, and ensuring good business practices. This yielded excellent results.

It was our best year ever in terms of safety performance, and it could not have been achieved without the commitment and dedication of our entire workforce.

Our environmental performance during the past year also presented us with reasons to celebrate. We accepted a Waste Management Award from the Institute for Waste Management South Africa, a Water Conservation and Water Demand Management Award, and the National Association of Clean Air Award for Industry.

We were truly sorry to hear about the passing of the leader of the Dube Traditional Council, Mr Mahlawula. The tragic circumstances under which he lost his life left us completely shocked. Our thoughts and prayers go out to his family and the Dube community.

I am passionate about Leadership Matters, our Leadership Development Programme. It will make sure RBM is an organisation that engages its employees at all levels, that celebrates diversity and encourages inclusion, and where employees embrace the philosophy of being ‘My Brother’s Keeper’.

Conditions for doing business continue to be tough in 2015. We will need to use the creativity, wisdom and experience of our most valuable resource, our people, to find better, safer and smarter ways of doing things.

I would like to thank all our employees for their hard work and dedication, and our stakeholders for their support and for continuing to partner with us.

Mpho L. Mot hoaMANAGING DIRECTOR

MD’S MESSAGE


TOWARDS A CULTURE OF ZERO HARM

SO, HOW ARE WE DOING?

2013 - 12014 - 0

2013 - 0.712014 - 0.28

2013 - 0.502014 - 0.15

2013 - 02014 - 0

2013 - 202014 - 6

2013 - 742014 - 53

2013 - 02014 - 0

Fatalities

All injury frequency rate (AIFR)

Occupational diseases frequency rate (ODFR)

Lost-time injuries

Lost time injury Frequency rate

(LTIFR)

First aid cases (minor injuries)

Occupational diseases

Leadership in the field Leadership in the Field is a dedicated time each day for leaders to spend in the field interacting with employees. This time is used to set, establish, and reinforce expectations on critical safety issues and to review our performance in key safety areas. It is also to allow time for employees to interact with their leaders and express their opinions and concerns.


TOWARDS A CULTURE OF ZERO HARM

FPP WORK STREAMS

1. Leading Adaptive Change – Change behaviour

2. Risk & Hazard Identification – Raise level of awareness

3. Permit-to-Work – Strengthen permit-to-work process

4. Preventing an Imminent Fatality – Eliminate risk

FATALITY PREVENTION PROGRAMME (FPP)

The FPP aims to identify the possible causes of fatalities in our business and then look at processes and actions that can be taken to ensure that we achieve Zero Harm.


Ore GradesA decrease in ore grades in the northern reaches of our operation has had a direct impact on the amount of mineral concentrate

from the ore body. To counteract this decrease in ore grade, we have initiated the Zulti South project [see page 18].

DroughtIn 2014, the region experienced a severe drought – the worst since the 1930s. Although our process water is recycled 21 times, continued

drought conditions and a lack of water supply infrastructure throughout the region will have an impact on our operation [see page 09].

TransportationDuring the last two years, our ability to transport finished product to the harbour has been hampered by the performance of Transnet. In

the third quarter of 2014 we were forced to implement road transportation. By the end of the year we had transported approximately 20% of our product by road.

CHALLENGESWe have experienced particular challenges recently that have required special attention.

ORGANISATIONAL OVERVIEW AND PERFORMANCEOur main drive is creating and maintaining a lean operation that puts safety first, while being responsive to changes in market demand.

Our focus on cost reduction continued in 2014. Our strategy changed from a production-driven to a market-driven one. We have been very successful in reducing working capital and inventories.

10 000 000

0

20 000 000

30 000 000

40 000 000

50 000 000

60 000 000

70 000 000

80 000 000

90 000 000

San

d M

ined

2010 2011 2012 2013 2014

500 000

1 000 000

1 500 000

2 000 000

2 500 000

3 000 000

3 500 000

Min

eral

Con

cen

trat

e R

ecov

ered

From

Ore

Bod

y

Mineral Concentrate Recovered From Ore Body

Sand Mined

MINING ACTIVITY (tonnes) 2010 - 2014

BENEFICIATED PRODUCT PRODUCED (tonnes) 2010 - 2014

0

500 000

1 000 000

1 500 000

2 000 000

2010 2011 2012 2013

2014

Rutile

Zircon

2 500 000

Iron

Slag / Titanium

From an asset point of view, we are in a strong position. Three out of four furnaces have been rebuilt. Our just over 2,000 employees all work full-time.


OUR EMPLOYEES

Lungile Mdluli is a graduate of the Imbokodo programme.

She began studying through the programme in 2005 and has since worked her way up to become a Shift Supervisor leading a team of 12 people.

We are a major employer and the single largest taxpayer in KwaZulu-Natal. Over the past 10 years, the company has contributed 5% of the province’s total GDP.

We are proud of our diverse team of talented, enthusiastic employees and contractors. Our contractors are regarded as much a part of our team as our employees. The safety and well-being of both are of paramount importance to us.

IMBOKODOImbokodo, a programme that runs every two years, is aimed at empowering women from the uMhlathuze area to gain mining qualifications for entry-level employment at mines or related industries. In 2014, eight students met stringent qualifying criteria and were selected out of hundreds of applicants. Two students have been hosted by each Mining pond A, C, D and E. To date, 82 women have been through the programme with 34 appointed to positions within RBM in core mining operational positions.


Top Management

Female Male

African 1 2

Coloured 0 0

Indian 0 1

White 0 3

Total 1 6

Specialist Technical, Qualified Workers, Junior Management,

Supervisors, Foremen, Superintendents

Female Male

African 76 392

Coloured 4 20

Indian 22 94

White 24 177

Total 126 683

Senior Management

Female Male

African 4 4

Coloured 0 1

Indian 3 6

White 4 13

Total 11 24

Semi-Skilled & Discretionary Decision Making

Female Male

African 101 910

Coloured 4 6

Indian 16 23

White 23 18

Total 144 957

Professional Qualified & Experienced Specialists &

Mid Management

Female Male

African 11 32

Coloured 1 0

Indian 5 17

White 6 46

Total 23 95

Temporary Employees

Female Male

African 12 7

Coloured 0 0

Indian 1 0

White 1 4

Total 14 11

2014 EMPLOYMENT FIGURES

LEADERSHIP MATTERS

The Leadership Development Programme (LDP), which began in 2009 and ran for three years, moved into a new phase in 2014, called Leadership Matters. The programme centres on people engagement as the driver of Zero Harm. The inclusion of contractors in the programme supports the creation of an environment of trust and care, where we live the value of being ‘My Brother’s Keeper’.

SOUND ENVIRONMENTAL PRACTICES

Respect for the environment is at the heart of our development strategy. We have developed a range of practical environmental programmes, including using our technological expertise to reduce emissions, recycle water and progressively rehabilitate land into functional ecosystems that provide a range of ecological services.

Environmental awards received in 2014 Waste Management Award from the Institute for Waste Management South Africa

Water Conservation and Water Demand Management Award

National Association of Clean Air Award for Industry



WATERWaterWe use water at every stage of our operation. 2014 marked one of the driest years since the 1930s. Without adequate rainfall during 2015, our communities, ecosystems and operations will be significantly impacted. In response, we have implemented several water saving strategies.

We monitor source levels on a daily basis and manage the amount of water we abstract, as well as surplus storm water, groundwater and discharges. Improved

water treatment capabilities ensure that we reuse water 21 times before it is sent to the mining ponds. We set a target to reduce municipal water consumption by 2% per year over the next five years. In 2014 we achieved a 17% saving in water usage from this source, surpassing both the annual target and the 2018 overall target.

Approximately 6.62 million cubic meters of water was captured and reused in 2014.

TOTAL WATER WITHDRAWAL BY SOURCE (m3) 1994 - 2014

-

5 000 000

10 000 000

15 000 000

20 000 000

25 000 000

1994

1996

30 000 000

Mposa/Lake Nsezi uMfolozi River Lake Nhlabane

1998

2000

2002

2004

2006

2008

2010

2012

2014

WATER REUSE IN MINING OPERATIONS (%)

20142013

31% 34%

ENERGY

We work in an energy-intensive industry, and a secure, efficient and cost-effective electricity supply is important to help our operations respond to energy and climate challenges. In order to reduce our heavy reliance on fossil fuels, we invest in the research and development of new technologies that provide alternative sources of energy.

We reuse waste gas from the smelter plant as an energy source in the production process, which also allows for the reduction of GHG emissions. The refurbishment of all four smelter furnaces has improved production efficiency and reduced our energy consumption and emissions. Rehabilitated dunes act as a net carbon sink.

TOTAL ENERGY CONSUMPTION (GJ)

2 000 000 2 000 000

4 000 000 4 000 000

6 000 000 6 000 000

8 000 000 8 000 000

10 000 000 10 000 000

12 000 000 12 000 000

2014 2014

Other sources of energy (GJ) * Electricity Anthracite (GJ)

2 000 000

4 000 000

6 000 000

8 000 000

10 000 000

12 000 000

2014

Energy consumption was higher in 2014 than in 2013. This was mainly due to resumption in normal operation from our Smelter Plant after a period of refurbishment.

Overall energy consumption, however, has reduced over the last five years, primarily because of improved smelter performance after the furnace refurbishments.

GJ CONSUMED PER SOURCE (%) 2014

3%

Electricity (GJ) Anthracite (GJ)

52%

Other sources of energy (GJ)

45%

2013 2013 2013



ENERGY

Our vision and uncompromising mission is to be the safest, most reliable and sustainable industrial minerals supplier.Mpho Mothoa, Fundi Dlamini and Joey Kunji-Behari meet with President Jacob Zuma in 2014.

Our ability to create a healthy and sustainable business is directly linked to our ability to maintain relationships with those who affect or are affected by our business. This is especially true of the communities that host our operations. Continuously maintaining and improving these relationships is both a priority and a challenge.

RBM’s Stakeholder Engagement Policy involves intensive outreach programmes around our operations. Dedicated teams hold regular meetings with stakeholders on many issues, including community projects, local economic development initiatives, labour demands and environmental issues.

Our community stakeholder engagement plan was enhanced this year to include a focus on youth structures, affected peoples’ forums, business forums and heritage task teams, in addition to our usual engagement with traditional councils, municipalities, government departments and NGOs.

Together with the Business Development Centre’s efforts [see page 14], this has yielded a remarkable improvement in our relationship with youth and local entrepreneurs.

We use different platforms to engage, from hosting high-profile visitors at RBM, to face-to-face meetings, community Izimbizo, meetings, workshops and conferences. Our approach to stakeholder engagement is multi-level and integrated. This year, our MD’s Townhall Sessions were well attended, with active participation from employees. We introduced RBM Talk, a weekly newsletter for employees. 2014 also saw the launch of Izindaba Zomphakathi, a quarterly newsletter for our host communities.

STAKEHOLDER ENGAGEMENT

COMMUNITY DEVELOPMENT

COMMUNITY INVESTMENTS (%) 2014

Port Dunnford Thusong CentreMpembeni Road (D887)Maphelane Road (P232)HousingEnterprise/ Supplier Development ProgrammeSubsistence to Small-Sacle FarmingEducation programmes & InfrastructureZulti-South Skills Development

Since 1976, RBM has practiced a philosophy of partnership in its approach to development and has partnered with a number of government departments and non-governmental organisations to plan, fund and implement a variety of highly effective community development projects.

In 2014 over 300 jobs have been created during the implementation of these projects. The involvement of host community enterprises during the construction phase has been a priority for us.

Our spend on LED projects is significant in host communities, including small-scale farming, business development, refurbishment and improvement of community roads, as well as the construction of houses for destitute families, education and healthcare.

7

2617

11

1311

24



CASE STUDY: GROOMING FUTURE LEADERS

The Bambisanani programme continues to run in partnership with the KwaZulu-Natal Department of Basic Education and Grantleigh College.

The Bambisanani Learning Community Programme gives high school learners the opportunity to improve their matric results especially in the area of Maths and Science, increasing their chances to access bursaries and study further in technical or engineering fields. 350 grade 10 to 12 learners participated in the programme in 2014, with 107 learners writing their Grade 12 exams and achieving an 81.2% pass rate.

The programme’s Executive Director, Shaun McMurtry, says he has seen pupils with little confidence grow in leaps and bounds during the three years they spend attending extra lessons at Bambisanani. David Tshobo, an 18 year old learner from Ntongande Secondary School in Mbonambi is one such pupil. According to Nokulunga Mntambo, Vice Principal at the school, his grades were mediocre until he participated in the programme. He now achieves between 70 and 90% in all his subjects. Since its inception, we have noticed a significant improvement in matric results at local schools and this area proudly boasts some of the province’s top learners.


LOCAL ECONOMIC DEVELOPMENT

PROCUREMENT PRACTICES

The development of local suppliers and host community enterprises is one of the most effective means of ensuring that the benefits of our mining activities are directed to our host communities and will contribute to their sustainability beyond the life of our operations.

99% of our total supplier spend is in South Africa, with 80% in KwaZulu-Natal and 42% in the Richards Bay area. Supplier spend in local communities increased from 6% in 2013 to 8% in 2014 – R180 million in real terms.

Sokhulu Clinic

Port Durnford Thusong Centre

Khayalethu Home for Care

Small-scale farming assistance

SUPPLIER SPEND (%) 2014R2,2bn

Local CommunitiesKwaZulu-NatalNational

InternationalRichards Bay

8

35

36

1

20

BUSINESS DEVELOPMENT CENTRE

Our supplier and enterprise development initiatives are housed in and managed by the Business Development Centre (BDC), which was officially opened by the Deputy Minister of Mineral Resources, Minister Oliphant, on 30 September 2014. The Centre aims to create and develop commercially viable and sustainable small, medium and micro-enterprises within our four host communities.

The BDC is currently managing and implementing four key programmes which aim to address skills gaps and fast-track the development of host community enterprises. One such programme includes the opportunity for 60 entrepreneurs to obtain a formal business management qualification from Monash University. The programme has an intake of 40% women owned business and 40% being youth owned businesses.


LOCAL ECONOMIC DEVELOPMENT

LOCAL ECONOMIC DEVELOPMENT SPEND (ZAR) 2012 - 2014

Agricultural Livelihood

Housing for the Destitute

Construction of Maphelane Road

Enterprise Development

Total Spend

Community Thusong Centers

Construction of Mpembeni Road

2013

17.4m 63.95m

-

1.17m

2.29m

-

10.42m

2.25m

23.54m

1.62m

22.85m

6.74m

5.62m

3.58m

2014


SOCIAL AND LABOUR PLAN: HOW HAVE WE DONE?

Literacy: ABET

• L1 targets exceeded.

• An opportunity has been provided to all employees who qualify for ABET.

Employment equity: proportion of females

• The company is reasonably happy with this aspect of EE.

• There has been a steady intake of females across management.

• There has been a significant increase in top and senior management over 2012 and 2013.

External bursaries awarded

• Bursaries are awarded to external candidates in order to secure a future pool of skilled employees for the business.

• Bursaries awarded to HDSA candidates have surpassed targets in 2012 and 2013.

Internship programme

• Opportunities were created for candidates in order to create a pool of graduates to acquire industry experience.

• Number of male interns have outpaced females within the period of interest – steady rise of female interns from 2011.

Mining companies in South Africa are required by the Department of Mineral Resources to comply with the Mineral Petroleum Resources Development Act (MPRDA), whereby all mining companies establish a Social and Labour Plan (SLP) which enables mining companies to empower their employees as well as their host communities.

RBM’s SLP has run from 2009. Here we look back at some of the results and findings from the first five years.

Internal bursaries awarded

• Closed bursaries are awarded to internal employees to further their studies and enhance their skills set.

• 322 bursaries were awarded between 2009 and 2013.

• Targets were exceeded in four of the five years from 2009 to 2013.

Learnerships

• Target for intake of female HDSAs was exceeded in 2013.

• We continue to endeavour to provide learnership opportunities to the targeted number of male candidates.

Talent management

• Talent management applies to individuals identified as having potential, but not necessarily enrolled in a career-progression programme.

• The talent pool is predominantly male.


LOOKING TOWARDS THE FUTURE

Closure Planning

Mineral resources have a finite life span and all mines will eventually close. We continuously review our closure management plans to ensure adequate preparation is made for closure, from a financial, environmental and social perspective.

Our sustainable post-mining land-use strategy involves working closely with stakeholders, including

local authorities, communities and key conservation NGOs to understand their needs and concerns. Our goal is to realise a sustainable end-land use that will satisfy both local and economic development and conservation goals beyond mining.

2014 - 2016

2017 - 2019

2020 - 2022

2023 - 2025

2026 - 2028

2029 - 2031

2032 - 2034

2035 - 2037

ESTIMATED HEAVY MINERAL CONCENTRATES (HMC) RESERVES (tonnes)

Zulti North

Zulti South

7 179 833

6 078 115

5 902 024

6 026 024

6 766 693

4 099 817

2 562 011

2 605 812

3 585 720

4 478 355

4 458 666

4 117 028

3 738 250

3 329 332

Closure Management Plan

A closure management strategy that aligns with existing environmental, health and safety and community liaison systems

A closure management plan for each operational area

Detailed bill of quantities for demolition 1 2 3


THE FUTURE (continued)

Zulti South Project

In order to successfully continue to deliver RBM products for the benefit of our shareholders, employees, the environment and our host communities, the Zulti South Project has been developed. The Zulti South Project will sustain the slag production capacity for the RBM smelter, while maintaining the highest standards of health, safety and environmental performance. A project feasibility study has been endorsed by the RBM board and the Rio Tinto investment committee.

Resettlement

In 2014, the renovation of 10 relocated households was completed. Current relocation activity is largely focused on the proposed Zulti South mine extension.

A comprehensive impact assessment has resulted in a significant reduction in the anticipated number of affected households - from the original estimated 79, to only 18 households.

To date, 135 graves have been identified and protected and these will be relocated according to both South African national regulation and Rio Tinto standards before any project construction work happens.

We are not only committed to ensuring fair compensation of assets for affected communities, but also to upholding the principle of ‘no-worse-off’ resettlement and aim for ‘better-off’ relocation and resettlement, in accordance with World Bank policy and International Finance Corporation (IFC) standards.


Richards Bay MineralsThe Farm RBMPO Box 401, Richards Bay, 3900KwaZulu-Natal, South Africa

T +27 (0) 35 901 3111F +27 (0) 35 901 3442

www.rbm.co.za

We would like to hear from you.Please submit your suggestions and comments to:

Communication and Stakeholder Relations Tel: +27 (0) 35 901 3244 Fax: +27 (0) 35 901 3442 Email: [email protected]

www.rbm.co.za

Rio Tinto plc2 Eastbourne TerraceLondon W2 6LGUnited Kingdom

T +44 (0) 20 7781 2000

riotinto.com

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