DRD has been making up for lost time on the training and development front during the past year, according to group human resources manager Johann Engels.

    “A persistently low gold price meant the whole of the gold mining sector to a lesser or greater extent put the brakes on people development and now that things are starting to look up again, we have all had to scramble to find the skills and experience we need to fuel growth.”

    DRD, focused on resolving other severe operating and financial problems of its own, has had to come from behind to catch up.

    A primary response has been the launch of an R18.4 million training and development programme to help meet the human resource requirements of its South African operations, all of which are at various stages in implementing growth initiatives.

    Until last year, little more than basic refresher training required by law was being done. Since then, there have been several developments.

    “We have re-invested the company’s 2002 skills levy refund from government – R3.4 million in training and development and established partnerships with training institutions in the communities in which we operate.”

    While the company’s own training centre at its North West Operations is in the process of acquiring Mine Qualifications Authority (MQA) accreditation, links have been forged with the already-accredited Klerksdorp Technical College. Some 960 DRD employees are currently enrolled for Adult Basic Education and Training, Levels 1 to 4.

    At its various operations, the company has hosted metallurgical, engineering and mining students from the Wits, Peninsula and Free State Technikons for their 6 – 12 month compulsory practical training. And in partnership with the National Union of Mineworkers, it has offered relevant vacation work to students whose studies at various universities and technikons are being sponsored by the union.

    Multi-skilling of semi-skilled employees is an important thrust, says Engels. Employees in the semi-skilled Group 4 job categories can choose skills from among rock drilling, miner’s assistants, winch drivers, loco drivers and single drum winch drivers.

    As part of its community development initiatives, DRD targeted 600-800 unemployed people from the communities in which it operates for training in the multi-task job categories. Onsetter, winding engine driver and learner miner training is also available to community members at an economic cost. At the end of their training they may be offered jobs at one of the company’s operations; otherwise, they are free to seek work in the open market.

    Since September 2002, 111 employees have undergone or are still undergoing learner miner training; 13 learners are serving the initial 48–week stage apprenticeship in various trades; and 18 employees will begin learner official training in either the mining or mineral resources fields.

   At the start of the 2003 academic year five students were offered company bursaries to continue their studies at various South African institutions – all in engineering. Three senior line managers are now halfway through a one-year management development programme at the Graduate Institute of Business Studies. Three young high-fliers are being sponsored to study for their mine manager’s tickets and another six for their mine overseer’s tickets.

    The passage of the Mining Charter and its accompanying Scorecard into the statute books will give increased impetus to DRD efforts in respect of employment equity, Engels says.

    Currently the company has four women in training as winding engine drivers; two have already qualified and been placed as drivers. Another 14 are in training as onsetters and 12 have been placed as onsetters. On the mining side, the company has one woman learner miner, while at East Rand Proprietary Mine at Boksburg, an entire underground production crew is female. From the 111 learner miners currently in training 75% are from local communities and the rest are employees identified with potential and included in the succession plan of the operations. All of the operations have commenced with an accelerated programme of recruiting females for underground work according to a specific action plan and monitored by selected female mentors.

    “Each of our operations is required to submit skills development and employment equity plans at the start of each training cycle and are overseen by steering committee representatives of management and unions.

    “If we don’t reach targets, we don’t get the skills levy refund we would want; that is an important incentive. In terms of progress, we’re meeting targets at the lower levels but much more work is needed the higher up the echelons we go.”

    How does the company resolve a seeming contradiction between training and developing employees on the one hand, and retrenching them on the other?

    “There will always be a situation arising from time to time where operations need to be right-sized in terms of human and other resources,” says Engels.

    “It is very difficult to relocate workers with limited skills elsewhere in the organisation or to put them out to the open job market with real prospects of re-employment.

    “The scenario for the company and the individuals affected by right-sizing is a whole lot better, the better skilled they are. That’s justification enough for on-going training and development.”

    “ABET is also a major concern for us and we have a major drive to ensure that our workforce gets literate. Vocational training is also of utmost importance in order to ensure a sustainable community after further downsizing or eventual closure. Vocational training for disabled employees will ensure continued income once employment has been terminated.

    “In the new financial year we have also budgeted for the training of 40 'engineering servicemen' which will be made–up of 25 employees as well as 15 females from local communities to be trained as artisans,” says Engels.