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By Jacques Farmer, Managing Director at PRISMA Training

For mining companies, Social Labour Planning (SLP) should be more than a tick-box exercise when applying for a mining licence. If approached strategically, it is a powerful tool for fostering economic prosperity by building a skilled and diverse workforce. Through inclusive implementation, social labour planning can transform communities, bridge skills gaps, and create a mutually beneficial synergy for mining businesses and community residents.

Acknowledging the importance of social labour planning
Imagine a sustainable economy where everyone has the opportunity to contribute and support themselves. This is the vision behind social labour planning, a strategic approach that aims to tackle social and economic challenges while nurturing a skilled workforce.

In growing economies like South Africa, where unemployment and poverty are high, social labour planning cannot be overlooked. It fosters job creation through various initiatives, such as small business development and new investment attraction. It contributes to the reduction of inequality, helping to equip community residents with the skills needed to compete for better jobs and improve their livelihoods. When communities benefit from mining operations, social tensions ease, and a sense of shared prosperity emerges.

Getting social labour planning right from the outset
The success of social labour planning hinges on a deep understanding of community and economic needs. This means that a well-designed social labour plan must start with a needs assessment – a comprehensive analysis must be conducted to identify skills gaps, job opportunities, and social and economic challenges to be addressed within the community.

Access to education, training, and lifelong learning opportunities to build a skilled workforce must be prioritised, and all stakeholders, including government, businesses, labour unions, and the community must come together to shape the plan. This collaboration is the only way to ensure a well-rounded approach that addresses diverse needs.

Promoting economic opportunities beyond job creation
A well-designed social labour plan must think deeper than job creation through mining operations.  To maximise its impact, it should also give effect to skills development on a larger scale through human capital development, identifying the training required to equip community members with the skills to meet mining requirements, while stimulating local economic opportunity.

Social labour plans can empower communities by supporting local entrepreneurs with training and resources to establish and grow their businesses. Additionally, by creating a skilled workforce and fostering a stable environment, this can attract new businesses, which in turn creates even more employment opportunities. In this way, social labour planning is a powerful tool that empowers individuals to become active participants in their local economies.

Keeping social labour planning on track 
Given that the validity of a mining licence can depend on the performance of the social labour plan, regular monitoring and evaluation are essential to ensure it delivers on its promises. This involves tracking progress, identifying challenges, and making adjustments as needed. Training providers who specialise in social labour planning can play a critical role in ensuring success by giving human capital development the attention it deserves. They act as facilitators, bridging the gap between communities, mining houses, and government stakeholders.

Their expertise in needs assessment, community engagement, training program development, and implementation is vital for crafting effective plans that deliver positive outcomes for all parties involved. Furthermore, their ability to monitor progress, evaluate outcomes, and generate transparent reports is essential for ensuring accountability and demonstrating the positive impact of social labour planning on communities and the economy, which is an essential component of compliance for mining organisations.

A strategic investment in shared prosperity
In this way, social labour planning should be undertaken by mining organisations as a strategic intervention, not just for workforce development, but for fostering inclusive growth and shared prosperity within the communities surrounding their operations.  However, an effective social labour plan requires a deep understanding of the community it serves, focusing on its needs, skills gaps, and job opportunities. It demands inclusivity and participation from all stakeholders to a plan that addresses everyone’s needs and fosters a sense of ownership, through actively promoting job creation through diverse avenues.  By empowering communities, businesses, and the workforce, social labour planning paves the way for a more prosperous and equitable future, one that ensures the benefits of development are shared by all.

South Africa stands at a critical juncture in shaping its education landscape to meet the demands of the future workforce. Against this backdrop, Workforce Training and Consulting proudly announces the success of their recent breakfast seminar held at the Houghton Hotel, Johannesburg. The event, themed “Navigating South Africa’s Education Landscape for Future Skills,” convened leading experts and stakeholders to explore pivotal strategies and solutions.

The seminar served as a timely platform to dissect the challenges and opportunities inherent in South Africa’s education system, particularly in light of the evolving needs of the workforce. With an esteemed panel of speakers including Leigh-Ann Revill, CEO at Chartall Business College, Dr. Makhapha Makhafela, COO of SAQA, Tshediso Matona, BBE Commissioner, and Jonathan Goldberg, Labour Lawyer, attendees gained valuable insights into navigating this complex terrain.

Key discussions revolved around the imperative for inclusivity in the economy, the role of lifelong learning in tapping into untapped talent pools, and the transition to the Quality Council for Trades and Occupations (QCTO) as a pivotal step in enhancing skills development.

Dr. Makhapha Makhafela advocated for proactive, solution-oriented conversations, stressing the importance of leveraging the township economy and investing in lifelong learning to foster a skilled workforce capable of driving economic growth.

Leigh-Ann Revill raised critical questions about the effectiveness of training providers in equipping individuals with the skills demanded by the modern workplace, emphasising collaboration, research, and workplace integration as key components of effective training programmes.

Jonathan Goldberg shed light on the National Skills Development Strategy and the challenges associated with balancing BBBEE compliance and training for skills needed in business. He emphasised digital skills and the need for both degrees and .

Daniel Orelowitz, MD at Training Force, further emphasised the need for educational programmes to align with business needs and future-required skills, advocating for active involvement of businesses in curriculum development.

As South Africa strives to position itself competitively in the global economy, Workforce Training and Consulting’s seminar provided a pivotal platform for stakeholders to collectively navigate the education landscape, ensuring the nation’s workforce is equipped with the skills essential for future success.

By Jacques Farmer, Managing Director of Prisma Training Solutions

As the 2024 national election draws near, South Africa stands at a crossroad. The air is filled with a sense of expectation, where hope for a better future mingles with anxieties about the challenges ahead. Citizens are hungry for leaders who will confront the man on the street’s most pressing challenges – unemployment and the skills crisis.  The nation grapples with a staggering unemployment rate of 33.9%. These figures aren’t just numbers; they represent the harsh reality endured by millions, leading to widespread poverty, social unrest, and a deep-seated sense of despair. To break free from this crippling stagnation, a revolution is needed, not just political, but a revolution of education, skills, and opportunity.

Bridging the gap between education and employment

Such a revolution demands a concerted effort, from both the government and private sector. Investments in education must be intensified, ensuring quality learning reaches every corner of the country and vocational programmes must be given a complete overhaul. Gone are the days of generic qualifications; the modern, digital-first economy demands precision skills. But education alone is not enough, experience is necessary. Here, businesses must be geared to provide the right environment for learned theory to find practical application, to maximise opportunities for skills growth and development.

However, the government alone cannot orchestrate this revolution and the private sector, particularly industries like mining, must be used as a potent catalyst for change. Companies should look towards expanding employment opportunities through targeted training and development initiatives. For example, mining houses collaborating with local communities, nurturing the talent hidden within through multi-skilling programmes that equip locals to operate machinery, coupled with dedicated channels to integrate them into the workforce, would be a transformative step. To get to this point, it is crucial to move beyond skills development being a just tick-box exercise to garner points that only have corporate worth. We must transition to a mindset in which skills development becomes about igniting passion and fostering entrepreneurial spirit. This could be in the form of mentorship programmes led by industry veterans who share their wisdom and experience with eager young minds, or business incubators sprouting up in mining towns, nurturing the seeds of local innovation and enterprise.

Skills development as the catalyst for unity

The union of education and employment must be seen not merely as a transactional exchange, but rather a powerful force for progress.  Imagine a young woman from a rural village, equipped with the skills to operate a drone, mapping mineral deposits with precision. Imagine a young man, once struggling to make ends meet, transformed into a sought-after craftsman due to his welding capabilities. These are not stories; they are the building blocks of a brighter future when the right skills meet the right opportunities.

This is the future we must strive for, a future where skills development acts as a bridge, connecting education to a fulfilling professional life, in which individuals are empowered to provide for themselves and their families. As a result, poverty will recede, replaced by the dignity of economic self-sufficiency. Crime rates will plummet, and communities, once fractured by despair, will find unity in their shared prosperity. As is clear, this isn’t just an economic imperative; it’s a moral one. An opportunity is presented to build a South Africa where dignity and hope are not luxuries, but fundamental rights.

Forging strong partnerships between communities and corporates

The 2024 election acts as a watershed opportunity. Let us choose leaders who understand this fundamental interplay between education and employment, leaders who will champion the skills revolution, who will invest in our youth, equipping them to become the architects of our tomorrow. To this end, training providers in every sector can make a significant difference by embracing this philosophy wholeheartedly and manifesting such a commitment through the provision of tailored training that recognises the importance of forging strong partnerships between corporates and communities. Training providers can turn box-ticking exercises into initiatives that are specifically designed to empower individuals, transform lives, and ignite a brighter future for all. Training providers can achieve this by dispensing the tools, providing guidance, and delivering a platform for communities to take charge of their own path toward growth and prosperity.

Investing in the future of our country, starts today.

As we stand on the cusp of change, ready to cast our ballots, let us remember – the seeds of progress can only be sown in education, nurtured by skills development, and reaped in the fertile ground of employment. Let us make the 2024 election a catalyst for real, lasting change, a moment where South Africa embraces the transformative power of the integration of education and employment.

Prisma’s shining reputation in the East African gem

Prisma Training Solutions is finding incredible success with Barrick Gold in Tanzania, providing expert training solutions to not one, but two of their gold mining sites!

The Prisma team originally started work at the Barrick mine in Bulyanhulu (Tanzania) and found such great success that their contract was extended to cover the North Mara mining operations as well. 12 employees have been placed at North Mara, including a site manager, training coordinator, content developers, opencast mining trainers, safety trainers, underground mining trainers, and mineral processing trainers.

“The team will focus on increasing productivity at the site as well as improving safety standards through uplifting skills and bench marking international best practices.”
– Jacques Farmer, Prisma MD

Contact us today for leading international training solutions that help your operation grow safely and profitably.

By Jacques Farmer, Managing Director at PRISMA Training

In the African mining sector, the quest for local partnerships is driven by a combination of regulatory requirements and the desire to empower indigenous communities. However, the challenge lies in bridging the skills and expertise gap that often exists within these local partnerships. As African countries seek to maximise their mining potential, considering South African training companies as key local partners can be a strategic move with profound benefits.

South Africa’s rich mining legacy: over a century of expertise

South Africa blends both legacy and modern practices and the nation’s mining industry, steeped in a history that spans more than 150 years, has evolved into a benchmark for global mining standards. African countries, particularly those in emerging markets like West Africa’s Ghana, stand to gain significantly by accrediting South African training companies in their mining projects. The transfer of industry best practices from South African training partners to local companies addresses the crucial skills development objectives mandated by mining projects. This collaboration provides a unique opportunity for emerging markets to establish mining beneficiation programmes that make a tangible impact on their economic development.

Challenges in current training practices across Africa

Unfortunately, the existing training landscape in some African markets lacks a structured and comprehensive approach and many African countries look to established mining nations such as Australia, or Canada for guidance in training and development within the mining sector. Training programmes are often loosely oriented, with a primary focus on meeting minimum standards and qualifications. This approach may lead to inadequately trained individuals entering the mining workforce, posing risks to both safety and operational efficiency.

Anecdotal evidence suggests instances of individuals transitioning from unrelated professions, such as rice farming, to operating heavy machinery with minimal training. This highlights the need for a more rigorous and competency-based training approach to ensure not only job qualification but also the safety and well-being of workers within the mining sector.

The South African advantage: human capital development and competency training

South African training providers distinguish themselves by adhering to rigorous regulations and standards that align with those of first-world countries. The Mining Qualifications Authority, with its 150 years of experience, plays a critical role in shaping the nation’s mining training landscape. South African training is characterised by a human capital development-oriented approach that focuses on competency training and assessments.

Training modules encompass not only theoretical aspects but also practical components and on-site workplace integration. This ensures that individuals not only acquire theoretical knowledge but also gain hands-on experience within the mining environment before receiving certification. Reputable South African training providers can guarantee a comprehensive learning experience that clearly addresses the gap in current training practices observed in some African markets.

Overcoming challenges and changing perceptions

While there may be initial scepticism or stereotypical thinking regarding the capabilities of South African training providers, it is essential to dispel such notions. South African companies bring not only expertise on par with global standards but also a cultural understanding that resonates with their African counterparts. Overcoming the perception that training from South Africa may be inferior is essential to maximise the true potential of local partnerships.

Addressing the lack of perceived career paths within the mining industry for locals is another challenge that South African training providers aim to tackle. By offering comprehensive training programmes and fostering a mindset shift, these providers seek to empower local communities, enabling them to envision long-term careers within the mining sector and gain employability for life.

Cost-effectiveness and quality assurance

Choosing South African training providers over global counterparts presents a compelling economic advantage. The favourable exchange rate of the South African Rand against currencies like the Australian Dollar or the Canadian Dollar makes training programmes not only more cost-effective but also highly competitive for African mining corporations. However, the emphasis should not solely be on cost; the quality of training provided by South African companies is comparable, if not superior, to that offered by their global counterparts.

Equipping Africa’s mining sector for safety and effectiveness

South Africa stands ready to provide benchmarked and best-practice training solutions to global standards, offering cost-effective alternatives while ensuring excellence in efficiency, safety, and development. Positioned as an ideal local partner within Africa, South Africa, particularly in human capital development, holds the ticket to empowering local mining houses and communities for safe and effective operations. South African training providers are dedicated to entering African markets, fostering relationships, and facilitating skills transfer, with the aim of enabling local communities to independently sustain their training and development initiatives. As such, embracing South African training companies as local partners represents a strategic move towards unearthing Africa’s mining potential, addressing skills gaps, fostering local partnerships, and contributing to a sustainable and prosperous future for the African mining sector.

Mining has historically been a highly male-dominated industry, and despite a growing movement toward diversity and inclusion, women are dramatically underrepresented within the sector as a whole, not only in South Africa but around the globe. While there is legislation aimed at driving gender equality, progress has been slow in achieving this. Promoting gender equality and diversity in mining will take collective effort. Those in leadership positions should empower employees to challenge the stereotypes that exist and to shift mindsets toward a culture of inclusion throughout the industry.

Some statistics

According to the Minerals Council of South Africa, the number of women working in the mining sector has increased significantly in the past 15 years or so – from around 11,400 in 2002 to around 53,000 women in 2015, increasing to 54,154 in 2018. However, while there has been growth since gender equality legislation became enforceable, this rise has been slow. The statistics show that women represent just 12% of the mining labour force of almost half a million people, and just 16% of top management and 17% of senior management.

This is not a phenomenon that is exclusive to South Africa either. Data compiled for Osler’s 2020 Diversity Disclosure Practices report shows that just 16% of directors at Canadian mining companies in 2020 were women, up from 13% in 2019. Globally, fewer than one in five leadership positions in mining are filled by women.

“The mining industry is unfortunately held back by its traditionally patriarchal culture. The above statistics show that the numbers of women in mining are mostly in lower-level positions and this means that cultural change needs to be driven from the top,” says Carol Brandt, Metallurgy Training Manager at PRISMA.

Encouraging diversity and inclusion

It is widely acknowledged that diverse and inclusive workplaces are more successful in a world where innovation is a key driver – women think differently and can add value in many areas. While the traditional mindset around mining is that it requires nothing but physical strength and dominance, this has become increasingly less relevant as technology has evolved.

Today, innovation is key to success, and job satisfaction has become a driver for many in the workplace. Female leadership styles lend themselves to this, fostering a more supportive and nurturing environment that in turn drives greater employee engagement and improves motivation and morale. Companies recognise this, but acting on it has proven a challenge.

“Globally, we see plenty of companies spend time planning how they will hire more women in leadership roles without a clear plan to develop and keep them. Companies must establish a culture with models and policies to include women in the workplace,” says Alet Visser, Office Manager at PRISMA.

Fostering a female-friendly environment

Making the mining environment more conducive to a larger proportion of female employees means taking things right back to basics. Women have different needs to men, and policies such as maternity leave, sexual harassment, empowerment, and professional growth are a must. It is also imperative to provide access to childcare and decent housing in mining communities.

Even more basic, perhaps, but often overlooked, is access to the right personal protective equipment (PPE). Women are not the same size or shape as men, and they need gear tailored to their bodies, both for their safety and their dignity.

“Taking it even further back, companies should look at their hiring process, as this could also play a vital role in either encouraging or inhibiting gender equity. The way jobs are advertised, and even where they are advertised, impacts the type of person who will apply for the job,” says Visser.

Shifting paradigms

While promoting gender diversity in mining is a worthy goal, and one that needs to be addressed, it needs to be done in the right way. Management roles may be inherently gender-neutral, even in mining, and women are physically capable of many of the same tasks as men, especially with new technology, but the mindset remains an issue. The gender stereotypes are strong, and the reality is that women and men have different needs.

“In South Africa, there is insufficient published data on the health and safety concerns and issues of women in mining. These include, among others, the availability of welfare facilities underground, physiological changes and psychological vulnerability inherent among women that may affect their health and safety at work, and the impact of shift work on women’s family lives. There may also be resistance by their male counterparts to fully accept and regard women as equal partners,” says Brandt.

Ultimately the aim should not be simply to push numbers and comply with legislation, but to develop career paths for women within the mining sector, with initiatives such as mentorship of women by women. To do this, the culture needs to change, and stereotypes and mindsets need to be challenged. Women and men are not the same, but these differences are what makes the addition of women immensely valuable. By encouraging women to participate more fully in the sector, they can boost innovation and contribute to the growth and ongoing relevance of the industry.

By Jacques Farmer, MD at PRISMA, a company within the Workforce Training and Consulting Cluster, part of Workforce Holdings

Ongoing training is critical to ensuring the health and safety of all workers in a mining environment. However, with the Covid-19 pandemic requiring social distancing and reduced in-person interaction, this has become something of a challenge. While some organisations have extended the validity period of existing qualifications to reduce the burden around training, the reality is that this could put everyone at risk. Mandatory training must still take place to ensure everyone is up to date and on the same page with regard to safety, but training methods need to be adapted to the current environment. Digital transformation is the key to ensuring ongoing health and safety in mining.

A hazardous space

Mining is one of the most hazardous working environments, and as such is governed by many laws that require training around health and safety. This takes many forms, including hygiene, HIV awareness and, more recently, Covid-19, as well as hazard identification, risk assessment, incident assessment, standard operating procedure, baseline risk assessment, environmental awareness and more.

There is also training around mining-specific equipment and processes, and aspects such as working at heights, working in confined spaces and working with chemical substances. All of these areas require ongoing training to ensure that all workers maintain the highest levels of awareness and safety.

The Covid problem

Training has traditionally been done in person, in training centres specifically for this purpose, as well as on the equipment itself with a supervisor. With Covid, this ability has been severely limited, as the need for social distancing and limits on the number of people permitted in classrooms makes training challenging. In addition, the regular daily safety discussions are limited due to social distance requirements. Expired certificates mean that training is no longer current, which is dangerous in such a hazardous space. In-person discussions now need to take place virtually, which limits engagement and discussion.

Without the ability to get groups together for safety discussions, much of the conversation takes place on a one to one basis, but this is time consuming and does not ensure that everyone knows everything they need to. The upshot of this is a decrease in safety and an increase in risk. To maintain the necessary standards for safety in mining, it is vital to find innovative ways of offering the required training, without face to face contact.

Technology to the fore

Innovative technology offers the solution to these challenges, while simultaneously improving efficiency and effectiveness. For example, one of the issues with the daily safety briefing is ensuring that everyone receives and understands the message. In addition, things might change during the day, but this cannot necessarily be communicated to all relevant parties easily. Using tools like WhatsApp to send out news bulletins with brief, pertinent messages can help to keep everyone informed at all times.

Ongoing training also needs to be adapted to ensure the highest levels of safety in mines, and there are some benefits to this. Smaller groups may be more time consuming, but they also allow for better interaction and improved learning. In addition, training providers can bring in leading-edge technology like simulations and virtual reality. These enable training to be executed remotely, as needed.

A blended approach

Innovation is key when it comes to delivering training initiatives. It is essential to focus on the right level and quality of training to make it relevant, rather than taking a blanket approach which has become impossible in a post-pandemic world. While classroom availability remains a challenge, more proactive planning and targeted training initiatives can assist in the effective delivery of interventions.

Going forward, it is essential to develop a blended approach of simulation training and traditional classroom interventions, and leverage existing tools to improve communication and engagement. It is also important to be more proactive about applying health and safety training initiatives, to ensure current needs are addresses and training is customised according to organisational strategy. Ultimately, there is no one size fits all approach, so mines must work with training partners to deliver effective training now, and in the future.

By Carol Brandt, Metallurgy Training Manager at PRISMA Training Solutions, a member of the Workforce Training and Consulting Group

Youth unemployment is a longstanding issue for South Africa, and one which was made worse by the Covid-19 pandemic and lockdowns. The mining industry has a pivotal role to play in solving this crisis. As one of the largest economic sectors in the country, it employs many people, and additionally creates an entire value chain of peripheral services. Getting the youth involved in mining and related industries will not only benefit mines, but help to lessen youth unemployment, upskill vulnerable members of society, and contribute positively toward economic growth.

Youth unemployment an old problem

According to the Q4 2020 Quarterly Labour Force Survey from Stats SA, the percentage of young persons aged 15–34 years who were not in employment, education or training (NEET) increased by 1,7 percentage points from 40,1% in Q4: 2019, to 41,8% in Q4: 2020. This is not a new challenge, however, as a report released at the beginning of 2020 highlights: “The persistently high youth unemployment rate has long been one of the most pressing socio-economic problems in South Africa. Some of the young work-seekers are not well educated and do not possess sufficient skills and previous work experience demanded by employers in the labour market.” The high levels of unemployment create discouraged job seekers, who are unable to participate in economic activity, and therefore exacerbate existing low economic growth in the country.

Mutually beneficial

The lockdowns of 2020 also had a negative impact on the mining sector, which was forced to shut down. However, it was also one of the first industries to reopen, and has also enjoyed a commodities boom in iron, platinum and gold over the last decade. This means that the mining sector is well positioned to be an employer of choice for the youth, as well as offering mentorship and skills development programs. There are a wide variety of different careers available, from mining and metallurgy to mineral resource management, finance and administration, to name a few.

In addition, the mining industry creates a value chain beginning with the manufacture of machines and equipment, ending in the manufacture of goods from raw materials. The peripheral industries such as housing and food supply are also areas where people need to be employed. With such a vast supply chain, there are many opportunities for youth employment, especially given that a younger workforce is generally healthier and more able-bodied, which is an important factor for many mining-related tasks. Furthermore, as the use of technology increases, a younger workforce will be in a better position to use and exploit this, benefiting the mines with innovative new methods and techniques.

Working together to turn the tide

The historical method of studying prior to employment is becoming increasingly irrelevant in today’s world. To reduce unemployment and get the youth active in the labour force and the economy, we need to shift toward outcomes-based qualifications This will enable learners to develop skills while they work and earn an income. Training providers and mines also need to work together to better communicate the available opportunities and collaborate on accredited training programs through mining SETAs.

Financial resources are often the biggest barrier to entry for youth when it comes to obtaining qualifications for the job market. Being employed in the mining sector and gaining experience while completing qualifications that can take the learner from entry level through to middle management, enables learning and economic empowerment at the same time.

Training providers need to offer training solutions that develop a career path, not just a collection of unrelated short learning courses. Mines need to also focus on those career paths and on skills development in related industries such as construction and entrepreneurship.

The key is to create career opportunities for youth to learn while they earn, which will not only help to reduce youth unemployment, but benefit the mining sector and boost South Africa’s economy as well.