Common use of Ongoing Maintenance and Review Clause in Contracts

Ongoing Maintenance and Review. 7.2.1 The CEO will be responsible for ensuring the ongoing maintenance and review of the plan. This includes appointing appropriate officials to ensure that the following is done: a) Reports of fraud and corruption received are evaluated and highlight areas of fraud and corruption risk within Mintek. b) Fraud and corruption threats to Xxxxxx are considered and recommendations to appropriate committees or management are made. c) Criminal activities threatening Xxxxxx are considered, and fraud and corruption prevention recommendations with regard to areas that should be examined are made. d) Action taken to implement recommendations relating to incidents of fraud and corruption are monitored. e) The code and the fraud policy are reviewed, and appropriate amendments are made. f) The awareness programme, as necessary, is amended, and the changes are implemented. g) Ongoing communication and implementation strategies are developed and implemented. 7.2.2 The plan will be reviewed as the risk profile of Xxxxxx changes, while progress with the implementation of the various components will be reviewed regularly. In the latter regard, specific priorities stemming from the plan, actions to be taken, responsible persons and feedback dates relating to progress made will also be set. APPENDIX V – GOVERNANCE AND MANAGEMENT STRUCTURE Mintek Shareholder’s Compact I 2021/22 Xxxxxx’s Executive Management team Name Position Gender Race Qualifications Years of service at Mintek Areas of expertise Board memberships Xxxxxx Xxxxxx Chief Executive Officer Male African BSc in Physics BSc in Mechanical Engineering MSc in Materials Engineering PhD in Materials Engi- neering 2 year Research and develop- ment, technology and innovation manage- ment, strategy, leader- ship and management Graduate School of Technology Management (GSTM), University of Pretoria UJ Faculty of Engineering and Built Environment Industrial Advisory Board (FEBE IAB) Xxxxx Xxxxxxxx Chief Financial Officer Male African BCom BCom Hons (Auditing) MBA 12 years Finance and auditing, general management National Department of Economic Development, Public Service Commis- sion (Audit Committee), Xxxxxx (Pty) Ltd Xxxx XxXxxxxx General Manager: Technology Male White BSc Hons MSc 29 years Pyrometallurgy, mineral processing and general management None APPENDIX VI – RISK MANAGEMENT POLICY 1. LEGAL MANDATE Mintek is classified in terms of the PFMA as a Schedule 3 public entity. The following sections of the PFMA are relevant to this Risk Management Policy: (1) Every public entity must have an authority which must be accountable for the purposes of this Act. (2) If the public entity has a board or other controlling body, that board or controlling body is the accounting authority for that entity. 51 (1) An accounting authority for a public entity: (a) must ensure that public entity has and maintains: (i) effective, efficient and transparent systems of financial and risk management and internal controls; (ii) a system of internal audit under the control of an audit committee. 56 (1) The accounting authority for a public entity may: (a) in writing delegate any of the powers entrusted or delegated to the accounting authority in terms of this Act to an official in that public entity. (2) A delegation or instruction to an official in terms of subsection (1): (b) may either be to a specific individual or to the holder of a specific post in the relevant public entity; and (c) does not divest the accounting authority of the delegated power or the performance of the assigned duty. In terms of the above, the Mintek Board delegates the duties of risk management to the General Manager: Business Development, who will, hereafter, be referred to as the Risk Management Officer (RMO). A model for the governing structures responsible for the management of risk in Mintek is illustrated in Figure 1. 2. CORPORATE GOVERNANCE Feedback Feedback Internal Audit Audit and Risk Committee Corporate governance is the system by which an organisation is directed and controlled at its most senior levels in order to achieve its objectives and meet the necessary standards of accountability, probity and openness. Demand for improved corporate governance has grown over the last decade. This has led to a body of guidance on corporate governance, including risk management and internal control. A set of responsibilities must be established in order to cascade the governance requirements down into Mintek. These responsibilities cover the following:

Ongoing Maintenance and Review. 7.2.1 6.2.1 The CEO Chief Executive Officer will be responsible for ensuring the ongoing maintenance and review of the planPlan. This includes appointing appropriate officials to ensure that the following is donethat: (a) Reports of fraud and corruption received are evaluated and highlight areas of fraud and corruption risk within Mintek.; (b) Fraud and corruption threats to Xxxxxx Mintek are considered and recommendations to appropriate committees or management are made.; (c) Criminal activities threatening Xxxxxx Mintek are considered, considered and fraud and corruption prevention recommendations with regard to areas that should be examined are made.; (d) Action taken to implement recommendations relating to incidents of fraud and corruption are monitored.; (e) The code Code and the fraud policy Fraud Policy are reviewed, reviewed and appropriate amendments are made.; (f) The awareness programme, programme as necessary, necessary is amended, and the changes are implemented.; and (g) Ongoing communication and implementation strategies are developed and implemented. 7.2.2 6.2.2 The plan Plan will be reviewed as the risk profile of Xxxxxx Mintek changes, while whilst progress with the implementation of the various components will be reviewed regularly. In the latter regard, specific priorities stemming from the planPlan, actions to be taken, responsible persons and feedback dates relating to progress made will also be set. APPENDIX V – GOVERNANCE AND MINTEK EXECUTIVE MANAGEMENT STRUCTURE Mintek Shareholder’s Compact I 2021/22 Xxxxxx’s Executive Management team Name Position Gender Race Qualifications Years of service at Mintek Areas of expertise Board memberships TEAM NAMES POSITION GENDER RACE QUALIFICATIONS YEARS OF SERVICE AT MINTEK AREAS OF EXPERTISE BOARD MEMBERSHIPS Xxxxxx Xxxxxx Chief Executive Officer Male African BSc PhD and MSc degrees in Physics Materials Engineering, BSc in Mechanical Engineering MSc in Materials Engineering PhD in Materials Engi- neering 2 year Eng., BSc Physics 1 Year Research and develop- mentdevelopment, technology and innovation manage- mentmanagement, strategy, leader- ship leadership and management management. Graduate School of Technology & Management (GSTM), University of Pretoria UJ Faculty of Engineering and Built Environment Industrial Advisory Board (FEBE IAB) Xxxxx Xxxxxxxx Chief Financial Officer Sakhi Simelane GM: Finance Male African BCom MBA, BCom Hons (Auditing) MBA 12 years ), BCom 11 Years Finance and auditing, general management Auditing. General Management UNISA Council; National Department of Economic DevelopmentDevelopment (EDD), Public Service Commis- sion Commission (Audit Committee), Xxxxxx MINDEV (Pty) Ltd LTD. Gugu Nyanda GM: Corporate Services Female African MBA, BA Hons; B Paed; Dip. HRM 6 Years Human Resources Management, Strategic Planning, Communication, Integrity & Compliance Management and General Management None Xxxx XxXxxxxx General ManagerGM: Technology Male White MSc, BSc Hons MSc 29 28 years Pyrometallurgy, mineral processing Mineral Processing and general management None APPENDIX VI – RISK MANAGEMENT POLICY 1. LEGAL MANDATE Mintek is classified in terms of the PFMA as a Schedule 3 public entity. The following sections of the PFMA are relevant to this Risk General Management Policy: (1) Every public entity must have an authority which must be accountable for the purposes of this Act. (2) If the public entity has a board or other controlling body, that board or controlling body is the accounting authority for that entity. 51 (1) An accounting authority for a public entity: (a) must ensure that public entity has and maintains: (i) effective, efficient and transparent systems of financial and risk management and internal controls; (ii) a system of internal audit under the control of an audit committee. 56 (1) The accounting authority for a public entity may: (a) in writing delegate any of the powers entrusted or delegated to the accounting authority in terms of this Act to an official in that public entity. (2) A delegation or instruction to an official in terms of subsection (1): (b) may either be to a specific individual or to the holder of a specific post in the relevant public entity; and (c) does not divest the accounting authority of the delegated power or the performance of the assigned duty. In terms of the above, the Mintek Board delegates the duties of risk management to the General Manager: Business Development, who will, hereafter, be referred to as the Risk Management Officer (RMO). A model for the governing structures responsible for the management of risk in Mintek is illustrated in Figure 1. 2. CORPORATE GOVERNANCE Feedback Feedback Internal Audit Audit and Risk Committee Corporate governance is the system by which an organisation is directed and controlled at its most senior levels in order to achieve its objectives and meet the necessary standards of accountability, probity and openness. Demand for improved corporate governance has grown over the last decade. This has led to a body of guidance on corporate governance, including risk management and internal control. A set of responsibilities must be established in order to cascade the governance requirements down into Mintek. These responsibilities cover the following:None

Ongoing Maintenance and Review. 7.2.1 6.2.1 The CEO Chief Executive Officer will be responsible for ensuring the ongoing maintenance and review of the planPlan. This includes appointing appropriate officials to ensure that the following is donethat: (a) Reports of fraud and corruption received are evaluated and highlight areas of fraud and corruption risk within Mintek.; (b) Fraud and corruption threats to Xxxxxx Mintek are considered and recommendations to appropriate committees or management are made.; (c) Criminal activities threatening Xxxxxx Mintek are considered, considered and fraud and corruption prevention recommendations with regard to areas that should be examined are made.; (d) Action taken to implement recommendations relating to incidents of fraud and corruption are monitored.; (e) The code Code and the fraud policy Fraud Policy are reviewed, reviewed and appropriate amendments are made.; (f) The awareness programme, programme as necessary, necessary is amended, and the changes are implemented.; and (g) Ongoing communication and implementation strategies are developed and implemented. 7.2.2 6.2.2 The plan Plan will be reviewed as the risk profile of Xxxxxx Mintek changes, while whilst progress with the implementation of the various components will be reviewed regularly. In the latter regard, specific priorities stemming from the planPlan, actions to be taken, responsible persons and feedback dates relating to progress made will also be set. APPENDIX V – GOVERNANCE AND MANAGEMENT STRUCTURE Mintek ShareholderBOARD OF DIRECTORS (NON-EXECUTIVE) NAMES POSITION GENDER RACE QUALIFICATIONS (HIGHEST) AREAS OF EXPERTISE OTHER BOARD MEMBERSHIPS Masemola, ND Male African Master’s Compact I 2021/22 Xxxxxxin Public Management; BBA in Local Government; Executive Leadership in Management Governance, General Management, Local government, project management; Business administration; Public management Dlamini, D. Chief Financial Officer at the National Arts Council of South Africa Male African MCom; PGD in Business Management; BTech Taxation; N Dip Accounting; Professional Accountant SA Accounting, tax, business management KZN FET College Du Toit, D. Deputy Director General for International Cooperation & Resources at the DST Male White LLM; LLB; BA Law, international relations, government relations None XxXxxxx, K. CEO for Closure & Rehabilitation Solutions Female African BA in Fine Arts Mining, mine rehabilitation, public affairs, communication, transformation, governance, fine art None Moatshe, R.A. Chief Director of Mine Environmental Management at the DMR Male African Masters in Environmental Management Environmental management, project & cost management, data analysis Director of ARM Environmental Consulting (company currently not operational) Mohlala, M.S. Researcher at Vaal University of Technology’s Executive Management team Name Position Gender Race Qualifications Years Research Directorate Office Female African PhD, Chemistry; MSc; BSc Hon Chemistry R&D, strategy, business intelligence None Mkhombo, P.L. Associate Director: Business Recoveries at PwC Africa Male African LLM; LLB; BProc Law, Labour Relations, Contract Risk Management, Financial Law, Corporate Governance National Board of service at Mintek Areas of expertise Board memberships Xxxxxx Xxxxxx the South African Restructuring & Insolvency Practitioners Association (SARIPA) Ngwenya, S. Wealth Coach,, TNC Wealth Partners Female African MBA, PGD in Management, BCom Banking; Finance; Accounting; Taxation and Auditing None Rachidi, M.J.T. Chief Executive Officer at Tetelo Computer Services (Pty) Ltd Male African BSc in Physics BSc in Mechanical Engineering MSc in Materials Engineering PTC; MDP: Computer Operations and Programming Information Technology, risk management, human resources, governance, project management Kamhlabane Timber; Abacus Forestries; SAFCOL; Siyaqhubeka Forests (SQF); Komatiland Forests (KLF); Industrias Florestais xx Xxxxxx, XX (IFLOMA); Mountains- to-Oceans (MTO); University of Limpopo Simayi, S Manager, Metallurgical at Coega Development Corporation Male African PhD in Materials Engi- neering 2 year Research Operations Management; MBA; BTech; N Dip Metallurgical Engineering Mining and develop- mentenvironmental geology, technology and innovation manage- mentmetallurgy, strategy, leader- ship and management Graduate School of Technology Management business administration AFIWAM (GSTM), University of Pretoria UJ Faculty of Engineering and Built Environment Industrial Advisory Board (FEBE IABPty) Ltd – Company is currently dormant MINTEK EXECUTIVE MANAGEMENT TEAM NAMES POSITION GENDER RACE QUALIFICATIONS YEARS OF SERVICE AT MINTEK AREAS OF EXPERTISE BOARD MEMBERSHIPS Xxxxx Xxxxxxxx Chief Financial Officer Msiza Acting CEO Male African BCom BSc. Mining Engineering Executive Development Programme (EDP) <1 Years Mining, Mine Health and Safety, Skills Development, General Management, Mine Management Board Chairperson of the Mine Health and Safety Council (MHSC) and the Mining Qualifications Authority (MQA). Chairperson of the Risk Committee at the Department of Health. Sakhi Simelane GM: Finance Male African MBA, BCom Hons (Auditing) MBA 12 years ), BCom 9 Years Finance and auditing, general management Auditing. General Management UNISA Council; National Department of Economic DevelopmentDevelopment (EDD), Public Service Commis- sion Commission (Audit Committee), Xxxxxx MINDEV (Pty) Ltd LTD Gugu Nyanda GM: Corporate Services Female African MBA, BA Hons; B Paed; Dip. HRM 4 Years Human Resources Management, Strategic Planning, Communication, Integrity & Compliance Management and General Management None Xxxxx Xxxxxx GM: Business Development Male White PhD (Chem Eng; MSc(Eng)(Metallurgy); BSc (Hons)(Metallurgy); GDE (Metallurgy), Professional Engineer, FSAIMM, FMES 1 Year Minerals processing, Coal processing, Management of commercial operations, General Management None Xxxx XxXxxxxx General ManagerGM: Technology Male White MSc, BSc Hons MSc 29 26 years Pyrometallurgy, mineral processing Mineral Processing and general management General Management None APPENDIX VI – RISK MANAGEMENT POLICY 1Makhapa Makhafola GM: Research & Development Male African PhD (Analytical Chemistry), MSc, Post-Graduate Diploma in Project Management, BSc Hons, Executive Development Programme 7 Years Analytical Chemistry, Quality Assurance and General Management Centre of Excellence in Strong Materials. LEGAL MANDATE Mintek is classified in terms of the PFMA as a Schedule 3 public entity. The following sections of the PFMA are relevant to this Risk Management Policy: (1) Every public entity must have an authority which must be accountable Karoo Centre for the purposes of this ActHuman Rights. (2) If the public entity has a board or other controlling body, that board or controlling body is the accounting authority for that entity. 51 (1) An accounting authority for a public entity: (a) must ensure that public entity has and maintains: (i) effective, efficient and transparent systems of financial and risk management and internal controls; (ii) a system of internal audit under the control of an audit committee. 56 (1) The accounting authority for a public entity may: (a) in writing delegate any of the powers entrusted or delegated to the accounting authority in terms of this Act to an official in that public entity. (2) A delegation or instruction to an official in terms of subsection (1): (b) may either be to a specific individual or to the holder of a specific post in the relevant public entity; and (c) does not divest the accounting authority of the delegated power or the performance of the assigned duty. In terms of the above, the Mintek Board delegates the duties of risk management to the General Manager: Business Development, who will, hereafter, be referred to as the Risk Management Officer (RMO). A model for the governing structures responsible for the management of risk in Mintek is illustrated in Figure 1. 2. CORPORATE GOVERNANCE Feedback Feedback Internal Audit Audit and Risk Committee Corporate governance is the system by which an organisation is directed and controlled at its most senior levels in order to achieve its objectives and meet the necessary standards of accountability, probity and openness. Demand for improved corporate governance has grown over the last decade. This has led to a body of guidance on corporate governance, including risk management and internal control. A set of responsibilities must be established in order to cascade the governance requirements down into Mintek. These responsibilities cover the following:

Ongoing Maintenance and Review. 7.2.1 6.2.1 The CEO Chief Executive Officer will be responsible for ensuring the ongoing maintenance and review of the planPlan. This includes appointing appropriate officials to ensure that the following is donethat: (a) Reports of fraud and corruption received are evaluated and highlight areas of fraud and corruption risk within Mintek.; (b) Fraud and corruption threats to Xxxxxx Mintek are considered and recommendations to appropriate committees or management are made.; (c) Criminal activities threatening Xxxxxx Mintek are considered, considered and fraud and corruption prevention recommendations with regard to areas that should be examined are made.; (d) Action taken to implement recommendations relating to incidents of fraud and corruption are monitored.; (e) The code Code and the fraud policy Fraud Policy are reviewed, reviewed and appropriate amendments are made.; (f) The awareness programme, programme as necessary, necessary is amended, and the changes are implemented.; and (g) Ongoing communication and implementation strategies are developed and implemented. 7.2.2 6.2.2 The plan Plan will be reviewed as the risk profile of Xxxxxx Mintek changes, while whilst progress with the implementation of the various components will be reviewed regularly. In the latter regard, specific priorities stemming from the planPlan, actions to be taken, responsible persons and feedback dates relating to progress made will also be set. APPENDIX V – GOVERNANCE AND MANAGEMENT STRUCTURE Mintek Shareholder’s Compact I 2021/22 Xxxxxx’s Executive Management team Name Position Gender Race Qualifications Years of service at Mintek Areas of expertise Board memberships Xxxxxx Xxxxxx Xxxxx Makatini Chief Executive Officer Officer: Ngwane Mining Female African LLM International Law; BA Law (LLB) Law; Business and Strategy Consulting Xxxxx Xxxx Educational Trust Xxxxxx Xxxxxxx Xxxxx Management Consultant Male Coloured LL.B, B. Iuris , H Dip Tax Corporate Governance, Legal & Ethics, Compliance, Risk Management Member of South African BSc in Physics BSc in Mechanical Engineering MSc in Materials Engineering PhD in Materials Engi- neering 2 year Research Veterinary Council and develop- ment, technology and innovation manage- ment, strategy, leader- ship and management Graduate School Member of Technology Management (GSTM), University of Pretoria UJ Faculty of Engineering and Built Environment Industrial Advisory Board (FEBE IAB) Xxxxx Xxxxxxxx South African Weather Service Xxxxxxxxx Xxxx Chief Financial Officer Male African BCom BCom Hons (Auditing) MBA 12 years Finance and auditing, general management National Information Officer: Department of Economic DevelopmentMineral Resources Female African BTech in Business Administration, Public Service Commis- sion NDip in Information Technology ICT technologist and portfolio management in financial services & automobile sector. None Khomotso Ramasela Mthimunye Managing Partner: XX Xxxxxxxxx CA (Audit CommitteeSA) Female African B.Compt (Hons), Xxxxxx ; X.Xxx; Higher Diploma in Tax Law; Chartered Accountant (SA) Finance; Accounting; Auditing; Strategy and Business Development Member of the National Energy Regulator; Board of the Council for GeoScience; Board of Konica Minolta Medical; Xxxxx Nurse (Pty) Ltd Xxxx XxXxxxxx General Manager: Technology Male White BSc Hons MSc 29 years PyrometallurgyLtd; Ditulo Office (Pty) Ltd; Develop SA; OCESA; Xxxxxxxx Group; Member of SAICA, mineral processing Independent Regulatory Board of Auditors and general management None APPENDIX VI – RISK MANAGEMENT POLICY 1. LEGAL MANDATE Mintek is classified in terms of the PFMA as a Schedule 3 public entity. The following sections of the PFMA are relevant to this Risk Management Policy: (1) Every public entity must have an authority which must be accountable for the purposes of this Act. (2) If the public entity has a board or other controlling body, that board or controlling body is the accounting authority for that entity. 51 (1) An accounting authority for a public entity: (a) must ensure that public entity has and maintains: (i) effective, efficient and transparent systems of financial and risk management and internal controls; (ii) a system of internal audit under the control of an audit committee. 56 (1) The accounting authority for a public entity may: (a) in writing delegate any of the powers entrusted or delegated to the accounting authority in terms of this Act to an official in that public entity. (2) A delegation or instruction to an official in terms of subsection (1): (b) may either be to a specific individual or to the holder of a specific post in the relevant public entity; and (c) does not divest the accounting authority of the delegated power or the performance of the assigned duty. In terms of the above, the Mintek Board delegates the duties of risk management to the General Manager: Business Development, who will, hereafter, be referred to as the Risk Management Officer (RMO). A model for the governing structures responsible for the management of risk in Mintek is illustrated in Figure 1. 2. CORPORATE GOVERNANCE Feedback Feedback Internal Audit Audit and Risk Committee Corporate governance is the system by which an organisation is directed and controlled at its most senior levels in order to achieve its objectives and meet the necessary standards of accountability, probity and openness. Demand for improved corporate governance has grown over the last decade. This has led to a body of guidance on corporate governance, including risk management and internal control. A set of responsibilities must be established in order to cascade the governance requirements down into Mintek. These responsibilities cover the following:Investment Analyst Society

Ongoing Maintenance and Review. 7.2.1 6.2.1 The CEO Chief Executive Officer will be responsible for ensuring the ongoing maintenance and review of the planPlan. This includes appointing appropriate officials to ensure that the following is donethat: (a) Reports of fraud and corruption received are evaluated and highlight areas of fraud and corruption risk within Mintek.; (b) Fraud and corruption threats to Xxxxxx Mintek are considered and recommendations to appropriate committees or management are made.; (c) Criminal activities threatening Xxxxxx Mintek are considered, considered and fraud and corruption prevention recommendations with regard to areas that should be examined are made.; (d) Action taken to implement recommendations relating to incidents of fraud and corruption are monitored.; (e) The code Code and the fraud policy Fraud Policy are reviewed, reviewed and appropriate amendments are made.; (f) The awareness programme, programme as necessary, necessary is amended, and the changes are implemented.; and (g) Ongoing communication and implementation strategies are developed and implemented. 7.2.2 6.2.2 The plan Plan will be reviewed as the risk profile of Xxxxxx Mintek changes, while whilst progress with the implementation of the various components will be reviewed regularly. In the latter regard, specific priorities stemming from the planPlan, actions to be taken, responsible persons and feedback dates relating to progress made will also be set. APPENDIX V BOARD OF DIRECTORS (NON-EXECUTIVE) NAMES POSITION GENDER RACE QUALIFICATIONS AREAS OF EXPERTISE OTHER BOARD MEMBERSHIPS Masemola, N.D. Private Consultant Male African Master’s in Public Management; BBA in Local Government; Executive Leadership in Management Governance, General Management, Local government, project management; Business administration; Public management None Dlamini, D.S. Chief Financial Officer at the National Arts Council of South Africa Male African MCom; PGD in Business Management; BTech Taxation; N Dip Accounting; Professional Accountant SA Accounting, tax, business management Chairperson of Audit committees for various municipalities. Du Toit, D. Deputy Director General for International Cooperation & Resources at the DST Male White LLM; LLB; BA Law, international relations, government relations None XxXxxxx, X.X. CEO for Closure & Rehabilitation Solutions Female African BA in Fine Arts Mining, mine rehabilitation, public affairs, communication, transformation, governance, fine art Chairperson of the MPRDB of South Africa. Member of the Boards of MELCO South Africa, AECI; Manganese and Metals Company, and Village Main Reef. Moatshe, R.A. Chief Director of Mine Environmental Management at the DMR Male African Masters in Environmental Management Environmental management, project & cost management, data analysis Director of ARM Environmental Consulting (company currently not operational) Mohlala, M.S. Researcher at Vaal University of Technology’s Research Directorate Office Female African PhD, Chemistry; MSc; BSc Hon Chemistry R&D, strategy, business intelligence None Mkhombo, P.L. Associate Director: Business Recoveries at PwC Africa Male African LLM; LLB; BProc Law, Labour Relations, Contract Risk Management, Financial Law, Corporate Governance National Board of the South African Restructuring & Insolvency Practitioners Association (SARIPA) Ngwenya, S.S. Wealth Coach, TNC Wealth Partners Female African MBA, PGD in Management, BCom Banking; Finance; Accounting; Taxation and Auditing None Rachidi, M.J.T. Chief Executive Officer at Tetelo Computer Services (Pty) Ltd Male African PTC; MDP: Computer Operations and Programming Information Technology, risk management, human resources, governance, project management Kamhlabane Timber; Abacus Forestries; SAFCOL; Siyaqhubeka Forests (SQF); Komatiland Forests (KLF); Industrias Florestais xx Xxxxxx, XX (IFLOMA); Mountains- to-Oceans (MTO); University of Limpopo Simayi, S. Programme Director: Shared Services at Coega Development Corporation Male African PhD in Operations Management; MBA; BTech; N Dip Metallurgical Engineering, PR Tech. Eng. Mining and environmental geology, metallurgy, business administration AFIWAM (Pty) Ltd – GOVERNANCE AND Company is currently dormant MINTEK EXECUTIVE MANAGEMENT STRUCTURE Mintek Shareholder’s Compact I 2021/22 Xxxxxx’s Executive Management team Name Position Gender Race Qualifications Years of service at Mintek Areas of expertise Board memberships TEAM NAMES POSITION GENDER RACE QUALIFICATIONS YEARS OF SERVICE AT MINTEK AREAS OF EXPERTISE BOARD MEMBERSHIPS Xxxxxx Xxxxxx Chief Executive Officer Male African PhD and MSc degrees in Materials Engineering, BSc in Mech Eng, BSc Physics BSc in Mechanical Engineering MSc in Materials Engineering PhD in Materials Engi- neering 2 year <1 Years Research and develop- mentdevelopment, technology innovation, leadership and innovation manage- ment, strategy, leader- ship and management Graduate School of Technology Management (GSTM), University of Pretoria UJ Faculty of Engineering and Built Environment Industrial Advisory Board (FEBE IAB) Xxxxx Xxxxxxxx Chief Financial Officer management. None Sakhi Simelane GM: Finance Male African BCom MBA, BCom Hons (Auditing) MBA 12 years ), BCom 10 Years Finance and auditing, general management Auditing. General Management UNISA Council; National Department of Economic DevelopmentDevelopment (EDD), Public Service Commis- sion Commission (Audit Committee), Xxxxxx MINDEV (Pty) Ltd LTD. Gugu Nyanda GM: Corporate Services Female African MBA, BA Hons; B Paed; Dip. HRM 5 Years Human Resources Management, Strategic Planning, Communication, Integrity & Compliance Management and General Management None Xxxx XxXxxxxx General ManagerGM: Technology Male White MSc, BSc Hons MSc 29 27 years Pyrometallurgy, mineral processing Mineral Processing and general management General Management None APPENDIX VI – RISK MANAGEMENT POLICY 1Makhapa Makhafola GM: Research & Development Male African PhD (Analytical Chemistry), MSc, Post-Graduate Diploma in Project Management, BSc Hons, Executive Development Programme 8 Years Analytical Chemistry, Quality Assurance and General Management Centre of Excellence in Strong Materials. LEGAL MANDATE Mintek is classified in terms of the PFMA as a Schedule 3 public entity. The following sections of the PFMA are relevant to this Risk Management Policy: (1) Every public entity must have an authority which must be accountable Karoo Centre for the purposes of this ActHuman Rights. (2) If the public entity has a board or other controlling body, that board or controlling body is the accounting authority for that entity. 51 (1) An accounting authority for a public entity: (a) must ensure that public entity has and maintains: (i) effective, efficient and transparent systems of financial and risk management and internal controls; (ii) a system of internal audit under the control of an audit committee. 56 (1) The accounting authority for a public entity may: (a) in writing delegate any of the powers entrusted or delegated to the accounting authority in terms of this Act to an official in that public entity. (2) A delegation or instruction to an official in terms of subsection (1): (b) may either be to a specific individual or to the holder of a specific post in the relevant public entity; and (c) does not divest the accounting authority of the delegated power or the performance of the assigned duty. In terms of the above, the Mintek Board delegates the duties of risk management to the General Manager: Business Development, who will, hereafter, be referred to as the Risk Management Officer (RMO). A model for the governing structures responsible for the management of risk in Mintek is illustrated in Figure 1. 2. CORPORATE GOVERNANCE Feedback Feedback Internal Audit Audit and Risk Committee Corporate governance is the system by which an organisation is directed and controlled at its most senior levels in order to achieve its objectives and meet the necessary standards of accountability, probity and openness. Demand for improved corporate governance has grown over the last decade. This has led to a body of guidance on corporate governance, including risk management and internal control. A set of responsibilities must be established in order to cascade the governance requirements down into Mintek. These responsibilities cover the following: