Common use of – Human Resources Division Clause in Contracts

– Human Resources Division. The Human Resources Division (HRD) is a strategic business partner to Mintek Divisions that provides advice and support on people-related issues impacting on productivity, profitability and sustainability, while ensuring that the well-being of employees. The work of HRD is organised into three strategic programmes, namely: • Recruitment, training and skills development; • Employee relation, health and wellness; and • Human resource management and administrative systems. The Recruitment, Training and Skills Development Programme entails all activities related to the on-boarding of employees and development initiatives undertaken for continuous professional improvement. The recruitment arm is geared towards addressing short, medium and long term human capital requirements of Mintek. Succession planning and retention strategies support the medium to long-term requirements, while the short term needs are met through recruitment drives for specific positions as they become vacant. Mintek also maintains a talent pipeline through a full-time study bursary scheme, which ensures a steady flow of young graduates into the organisation. The training and skills development arm has two categories of human capital development initiatives that are undertaken. The first category includes Mintek‟s contribution to the country‟s human capital in the mineral and metallurgical resources sector. In pursuit of this goal, Mintek participates actively in the promotion of Science, Engineering, Technology, Mathematics and Innovation (STEMI) as fields of study that are essential in creating a human capital base. Mintek has firmly established itself in the calendar of STEMI promotion the Minquiz initiative, and will continue to do so in the current financial year. There are significant partnerships that have been established with Higher Education Institutions (HEIs) as part of this programme and Mintek will continue to extend partnerships to previously disadvantaged HEIs in order to increase the pool of previously disadvantaged students that can specialize in our area of operation. Initiatives undertaken in this category are of benefit, not only to Mintek, but to the country as a whole. Mintek also partners with a number of state institutions in human capital development, including the Mining Qualifications Authority (MQA), the DST, and the NRF. In these partnerships, Mintek either provides funding by means of bursaries and scholarships, or on-the- job training and structured learning in a workplace environment. The second category of human capital development initiatives focuses internally on Mintek staff. The intention is to ensure that Mintek retains its credibility as a science council that is innovative and leads knowledge production in relation to minerals technologies. . As the current contingent of researchers and scientists age, it is important to retain a steady stream of new entrants to ensure that the age profile maintains a healthy balance in terms of length of experience on the one hand, and age on the other hand in an integrated way. Mintek is also focused on rectifying traditional gender imbalances in the STEM field by recruitment and development of women in line with the economically active population demographics. One of the most successful programmes is Mintek‟s Graduate Development Programme (GDP) through which recent graduates in science and engineering are taken through a structured learning programme that is both educative and experiential. The implementation of the GDP will continue in the next few years as the programme has gained momentum, although it will continue in a revised format that has been designed to align with Mintek‟s performance management cycle. By the end of the programme, participants emerge as well-rounded professionals in mineral and metallurgical processing. This programme also includes an area that deals with organisational capacity and addresses issues relating to attracting, motivating and retaining staff, as well as organisational performance management. Mintek places a lot of emphasis on retaining staff that is motivated, while also maintaining a performance culture that rewards top performance and innovation, in keeping with Mintek‟s mandate as a science council. One of the successful initiatives that bring out top, competitive performance from researchers is the annual Apex awards, which recognizes and rewards technological innovation and excellence. The Human Resource Management and Administrative Systems programme aims to provide effective HR administration and information. The programme has been focusing on a progressive migration of business processes from manual to electronic systems in the last two years, and will continue for the next three years. The main objective for automating business processes is to improve efficiencies and allow human resource practitioners to dedicate valuable time on providing strategic business advice to divisions instead of pushing paper. The time and attendance system implemented in the previous financial year is already showing results in planning and allocation of available resources to optimise productivity. In the next three years, business process improvement will continue through the automation of other critical processes that are in the three- year HR plan.

– Human Resources Division. The Human Resources Division (HRD) is a strategic business partner to Mintek Divisions that provides advice consultative and administrative support to Mintek on people-related issues impacting on productivity, profitability and sustainability, while ensuring that the well-being of employees. The work of HRD is organised into three strategic programmesunits, namely: • Recruitment Organisational development, training HR planning and skills Training & development; •  Employee relationRelations, health and wellnessWellness; and •  Human resource management Resource Management and administrative systems. Delivery of HR services is by a team of Generalists who provide operational support to the Divisions as well as managing recruitment and a team of Specialists who provide more strategic support to the Divisions. The RecruitmentHR Division has three focus areas and a number of goals which align to Mintek’s strategic objectives. In terms of Mintek’s objectives to enhance visibility and credibility to all stakeholders as well as to uphold good governance practices, HRD strives to execute its work with excellence, complies with standards and legislation and ensures that Mintek has effective HR systems in place. Most of HRD’s projects are executed under the Mintek strategic objective which is to develop human capital and organisational skills to build world class R&D excellence. These projects include the development of skills and leadership and the transfer of these skills, to build a talent pipeline and retain this talent, accelerate transformation, drive high performance culture, cultivate good EE/ER relations and enhance employee health and wellness. The Organisational development, HR planning and Training and Skills Development Programme entails all activities & development unit provides a comprehensive service related to the recruitment, selection and on-boarding of employees and development initiatives undertaken for continuous professional improvement. The recruitment arm Recruitment is geared towards addressing short, medium and long term human capital requirements of Mintek. Succession planning and retention strategies support the medium to long-term requirements, while the short term needs are met through recruitment drives for specific positions as they become vacant. Mintek also maintains a talent pipeline through a full-time study bursary scheme, which ensures a steady flow of young engineer and scientist graduates into the organisation. The training and skills development arm has programmes support two categories of human capital development initiatives that are undertakeninitiatives. The first category includes Mintek‟s Mintek’s contribution to the country‟s country’s human capital in the mineral and metallurgical resources sector. In pursuit of this goal, Mintek participates actively in the promotion of Science, Technology, Engineering, Technology, Mathematics and Innovation (STEMI) as fields of study that are essential in creating a human capital base. Mintek has firmly established itself in the calendar of STEMI promotion by partnering with various higher education institutions and having a strong presence in career fairs across the country. The flagship Minquiz initiativeprogramme enjoys a high profile, and will continue to do so in the current financial year. There are significant partnerships that have been established with Higher Education Institutions (HEIs) as part of this programme and Mintek will continue to extend partnerships to previously disadvantaged HEIs in order to increase the pool of previously disadvantaged students that can specialize specialise in our area of operation. Initiatives undertaken in this category are of benefit, benefit not only to Mintek, Mintek but to the country as a whole. Mintek also partners with a number of state institutions in human capital development, including the Mining Qualifications Authority (MQA), the DST, and the NRF. In these partnerships, Mintek either provides funding by means of bursaries and scholarships, or on-the- the-job training and structured learning in a workplace environment. The second category of human capital development initiatives focuses internally on Mintek staff. The Training & development unit administers a part-time bursary programme for Mintek staff and also a calendar of skills programmes throughout the year. The intention is to ensure that Mintek retains and enhances its credibility as a science council that is innovative and leads knowledge production in relation to minerals technologies. . As the current contingent of researchers and scientists age, it is important to retain Mintek has a steady stream of new entrants to ensure that the age profile maintains a healthy balance in terms of length of experience on the one hand, and age on the other hand in an integrated way. Mintek is also focused on rectifying traditional gender imbalances in the STEM field by recruitment and development of women in line with the economically active population demographics. One of the most successful programmes is Mintek‟s 15-month Graduate Development Programme (GDP) through in which recent graduates in science and engineering are taken through a structured learning programme that is both educative and experiential. The implementation of the GDP will continue in the next few years as the programme has gained momentum, although it will continue in a revised format that has been designed to align with Mintek‟s performance management cycle. By the end of the programme, participants emerge as well-rounded professionals in mineral and metallurgical processing. The implementation of the GDP will continue as an important developmental programme in Mintek. This programme unit also includes an area that deals with organisational capacity and addresses issues relating to attracting, motivating and retaining staff, as well as organisational performance managementmanagement and organisational culture. Mintek places a lot of emphasis on retaining staff that is motivated, while also maintaining a performance culture that rewards top performance and innovation, in keeping with Mintek‟s Mintek’s mandate as a science council. One of the successful initiatives that bring out top, competitive performance from researchers is the annual Apex awards, which recognizes recognises and rewards technological innovation and excellence. The Human Resource Management and Administrative Systems programme aims to provide unit provides effective HR administration and information. The programme unit has been focusing on a progressive migration of business processes from manual to electronic systems in the last two three years, and will continue for the next three yearswith this focus. The main objective for automating business processes is to improve efficiencies and allow human resource practitioners to dedicate valuable time on providing strategic business advice to divisions instead of pushing paper. The time and attendance system implemented in supports the previous financial year is already showing results in planning and allocation of available resources to optimise productivity. In New employees go through a comprehensive induction programme to familiarise themselves with the next Mintek working environment as well as the Code of Conduct and Business Ethics and the Disciplinary Code. The Employee Relations and Wellness unit focuses on maintaining a harmonious working relationship between the employer and its employees. Training of staff and managers in labour relations matters is provided on a regular basis. Mintek has on on-site clinic and conducts medical surveillance and biological monitoring as well as performing entrance and exit medicals. The clinic also renders prompt emergency care and runs a number of occupational health programmes to support the wellbeing of employees. There is also an in-house Employee Assistance Programme which provides counselling and proactive interventions in respect of employee wellbeing. Mintek has an active HIV/AIDS programme which provides support and treatment to employees who are affected by HIV. Participating employees are provided with nutrition boosters as well as treatment to maintain a relatively healthier immune system. There is an active cohort of peer educators in Mintek who provide information to employees and screening is offered to employees during Wellness Day events. Mintek submitted an Employment Equity Plan for the three years, business process improvement year period 2015-2018 to the Department of Labour. This will continue through the automation of other critical processes that are be implemented as set out in the three- year HR planEmployment Equity Act. . Our overall employment equity target of 90% has not been achieved although we are tracking close at 89%. Efforts to improve on this metric will continue. Mintek is committed to transformation and has stretch targets in place. There is a particular focus on rectifying traditional gender imbalances in the STEMI field by recruitment and development of women in line with the economically active population demographics as well as recruitment of people living with disability. The Board continuously monitors Mintek’s performance in this regard.

– Human Resources Division. The Human Resources Division (HRD) is a strategic business partner to Mintek Divisions that provides advice and support on people-related issues impacting on productivity, profitability and sustainability, while ensuring that the well-being of employees. The work of HRD is organised into three strategic programmes, namely: •  Recruitment, training and skills development; •  Employee relation, health and wellness; and •  Human resource management and administrative systems. The Recruitment, Training and Skills Development Programme entails all activities related to the on-boarding of employees and development initiatives undertaken for continuous professional improvement. The recruitment arm is geared towards addressing short, medium and long term human capital requirements of Mintek. Succession planning and retention strategies support the medium to long-term requirements, while the short term needs are met through recruitment drives for specific positions as they become vacant. Mintek also maintains a talent pipeline through a full-time study bursary scheme, which ensures a steady flow of young graduates into the organisation. The training and skills development arm has two categories of human capital development initiatives that are undertaken. The first category includes Mintek‟s contribution to the country‟s human capital in the mineral and metallurgical resources sector. In pursuit of this goal, Mintek participates actively in the promotion of Science, Engineering, Technology, Mathematics and Innovation (STEMI) as fields of study that are essential in creating a human capital base. Mintek has firmly established itself in the calendar of STEMI promotion the Minquiz initiative, and will continue to do so in the current financial year. There are significant partnerships that have been established with Higher Education Institutions (HEIs) as part of this programme and Mintek will continue to extend partnerships to previously disadvantaged HEIs in order to increase the pool of previously disadvantaged students that can specialize in our area of operation. Initiatives undertaken in this category are of benefit, not only to Mintek, but to the country as a whole. Mintek also partners with a number of state institutions in human capital development, including the Mining Qualifications Authority (MQA), the DST, and the NRF. In these partnerships, Mintek either provides funding by means of bursaries and scholarships, or on-the- job training and structured learning in a workplace environment. The second category of human capital development initiatives focuses internally on Mintek staff. The intention is to ensure that Mintek retains its credibility as a science council that is innovative and leads knowledge production in relation to minerals technologies. . As the current contingent of researchers and scientists age, it is important to retain a steady stream of new entrants to ensure that the age profile maintains a healthy balance in terms of length of experience on the one hand, and age on the other hand in an integrated way. Mintek is also focused on rectifying traditional gender imbalances in the STEM field by recruitment and development of women in line with the economically active population demographics. One of the most successful programmes is Mintek‟s Graduate Development Programme (GDP) through which recent graduates in science and engineering are taken through a structured learning programme that is both educative and experiential. The implementation of the GDP will continue in the next few years as the programme has gained momentum, although it will continue in a revised format that has been designed to align with Mintek‟s performance management cycle. By the end of the programme, participants emerge as well-rounded professionals in mineral and metallurgical processing. This programme also includes an area that deals with organisational capacity and addresses issues relating to attracting, motivating and retaining staff, as well as organisational performance management. Mintek places a lot of emphasis on retaining staff that is motivated, while also maintaining a performance culture that rewards top performance and innovation, in keeping with Mintek‟s mandate as a science council. One of the successful initiatives that bring out top, competitive performance from researchers is the annual Apex awards, which recognizes and rewards technological innovation and excellence. The Human Resource Management and Administrative Systems programme aims to provide effective HR administration and information. The programme has been focusing on a progressive migration of business processes from manual to electronic systems in the last two years, and will continue for the next three years. The main objective for automating business processes is to improve efficiencies and allow human resource practitioners to dedicate valuable time on providing strategic business advice to divisions instead of pushing paper. The time and attendance system implemented in the previous financial year is already showing results in planning and allocation of available resources to optimise productivity. In the next three years, business process improvement will continue through the automation of other critical processes that are in the three- year HR plan.

– Human Resources Division. The Human Resources Division (HRD) is a strategic business partner to Mintek Divisions that provides advice consultative and administrative support to Mintek on people-related issues impacting on productivity, profitability and sustainability, while ensuring that the well-being of employees. The work of HRD is organised into three strategic programmesunits, namely: • Recruitment Organisational development, training HR planning and skills Learning & development; •  Employee relationRelations, health and wellnessWellness; and •  Human resource management Resource Management and administrative systems. Delivery of HR services is by a team of Generalists who provide operational support to the Divisions as well as managing recruitment and a team of Specialists who provide more strategic support to the Divisions. The RecruitmentHR Division has three focus areas and a number of goals which align to Mintek’s strategic objectives. In terms of Mintek’s objectives to enhance visibility and credibility to all stakeholders as well as to uphold good governance practices, Training HRD strives to execute its work with excellence, complies with standards and Skills Development Programme entails all activities legislation and ensures that Mintek has effective HR systems in place. Most of HRD’s projects are executed under the Mintek strategic objective which is to develop human capital and organisational skills to build world class R&D excellence. These projects include the development of skills and leadership and the transfer of these skills, to build a talent pipeline and retain this talent, accelerate transformation, drive high performance culture, cultivate good EE/ER relations and enhance employee health and wellness. The Organisational development, HR planning and learning & development unit provides a comprehensive service related to the recruitment, selection and on-boarding of employees and development initiatives undertaken for continuous professional improvement. The recruitment arm Recruitment is geared towards addressing short, medium and long term human capital requirements of Mintek. Succession planning and retention strategies support the medium to long-term requirements, while the short term needs are met through recruitment drives for specific positions as they become vacant. Mintek also maintains a talent pipeline through a full-time study bursary scheme, which ensures a steady flow of young engineer and scientist graduates into the organisation. The training and skills development arm has programmes support two categories of human capital development initiatives that are undertakeninitiatives. The first category includes Mintek‟s Mintek’s contribution to the country‟s country’s human capital in the mineral and metallurgical resources sector. In pursuit of this goal, Mintek participates actively in the promotion of Science, Technology, Engineering, Technology, Mathematics and Innovation (STEMI) as fields of study that are essential in creating a human capital base. Mintek has firmly established itself in the calendar of STEMI promotion by partnering with various higher education institutions and having a strong presence in career fairs across the country. The flagship Minquiz initiativeprogramme enjoys a high profile, and will continue to do so in the current financial year. There are significant partnerships that have been established with Higher Education Institutions (HEIs) as part of this programme and Mintek will continue to extend partnerships to previously disadvantaged HEIs in order to increase the pool of previously disadvantaged students that can specialize specialise in our area of operation. Initiatives undertaken in this category are of benefit, benefit not only to Mintek, Mintek but to the country as a whole. Mintek also partners with a number of state institutions in human capital development, including the Mining Qualifications Authority (MQA), the DST, and the NRF. In these partnerships, Mintek either provides funding by means of bursaries and scholarships, or on-the- the-job training and structured learning in a workplace environment. The second category of human capital development initiatives focuses internally on Mintek staff. The Learning & development unit administers a part-time bursary programme for Mintek staff and also a calendar of skills programmes throughout the year. The intention is to ensure that Mintek retains and enhances its credibility as a science council that is innovative and leads knowledge production in relation to minerals technologies. . As the current contingent of researchers and scientists age, it is important to retain Mintek has a steady stream of new entrants to ensure that the age profile maintains a healthy balance in terms of length of experience on the one hand, and age on the other hand in an integrated way. Mintek is also focused on rectifying traditional gender imbalances in the STEM field by recruitment and development of women in line with the economically active population demographics. One of the most successful programmes is Mintek‟s 15-month Graduate Development Programme (GDP) through in which recent graduates in science and engineering are taken through a structured learning programme that is both educative and experiential. The implementation of the GDP will continue in the next few years as the programme has gained momentum, although it will continue in a revised format that has been designed to align with Mintek‟s performance management cycle. By the end of the programme, participants emerge as well-rounded professionals in mineral and metallurgical processing. The implementation of the GDP will continue as an important developmental programme in Mintek. This programme unit also includes an area that deals with organisational capacity and addresses issues relating to attracting, motivating and retaining staff, as well as organisational performance managementmanagement and organisational culture. Mintek places a lot of emphasis on retaining staff that is motivated, while also maintaining a performance culture that rewards top performance and innovation, in keeping with Mintek‟s Mintek’s mandate as a science council. One of the successful initiatives that bring out top, competitive performance from researchers is the annual Apex awards, which recognizes recognises and rewards technological innovation and excellence. The Human Resource Management and Administrative Systems programme aims to provide unit provides effective HR administration and information. The programme unit has been focusing on a progressive migration of business processes from manual to electronic systems in the last two three years, and will continue for the next three yearswith this focus. The main objective for automating business processes is to improve efficiencies and allow human resource practitioners to dedicate valuable time on providing strategic business advice to divisions instead of pushing paper. The time and attendance system implemented in supports the previous financial year is already showing results in planning and allocation of available resources to optimise productivity. In New employees go through a comprehensive induction programme to familiarise themselves with the next Mintek working environment as well as the Code of Conduct and Business Ethics and the Disciplinary Code. The Employee Relations and Wellness unit focuses on maintaining a harmonious working relationship between the employer and its employees. Training of staff and managers in labour relations matters is provided on a regular basis. Mintek has on on-site clinic and conducts medical surveillance and biological monitoring as well as performing entrance and exit medicals. The clinic also renders prompt emergency care and runs a number of occupational health programmes to support the wellbeing of employees. There is also an in-house Employee Assistance Programme which provides counselling and proactive interventions in respect of employee wellbeing. Mintek has an active HIV/AIDS programme which provides support and treatment to employees who are affected by HIV. Participating employees are provided with nutrition boosters as well as treatment to maintain a relatively healthier immune system. There is an active cohort of peer educators in Mintek who provide information to employees and screening is offered to employees during Wellness Day events. Mintek submitted an Employment Equity Plan for the three years, business process improvement year period 2019-2021 to the Department of Labour. This will continue through the automation of other critical processes that are be implemented as set out in the three- year HR planEmployment Equity Act. . Our overall employment equity target of 90% has been exceeded with the designated groups currently at 92%. The female representation is currently at 42% versus a stretch target of 46%. Efforts to improve on this metric will continue. Mintek is committed to transformation and has stretch targets in place. There is a particular focus on rectifying traditional gender imbalances in the STEMI field by recruitment and development of women in line with the economically active population demographics as well as recruitment of people living with disability. The Board continuously monitors Mintek’s performance in this regard.