Our strategy

is to be the world’s best platinum-producing company, delivering superior value to stakeholders relative to our peers
is to safely mine, process, refine and market our products at the best possible cost, ensuring sustainable value creation for all our stakeholders
is to safely and responsibly produce platinum group metals (PGMs) to make a meaningful contribution to the sustainability of our planet


For more information please refer to the 2018 Integrated Report

Improve efficiencies through operational excellence and safe production

Cash conservation

Maintain our social licence to operate

Investment through the cycle

Maintain optionality and position for the future

2018 sustainability performance summary



Safety and health

2018   2017 2016
Work-related fatal injuries 7# 9 11
All injury frequency rate 11.93# 13.14 12.31
New noise-induced hearing loss (NIHL) cases (+10% shift) 102# 88 61
Number of HIV-positive employees known to be receiving antiretroviral treatment 5 942# 5 174 4 843
Annualised TB incidence rate per 100 000 population 530   519 447


2018    2017 2016
Energy consumption (GJ000) 16 978# 18 065 17 328
Energy intensity (GJ/tonne milled) (for detail on measurement units refer to page 4) 0.7663    0.8577 0.8225
GHG emissions (Mt CO2-equivalent) (for detail on measurement units refer to page 4) 3.6    3.7 3.7
Total CO2 intensity (t/tonne milled) (for detail on measurement units refer to page 4) 0.1610    0.1761 0.1741
Total direct SO2 intensity (t/6E refined oz) (for detail on measurement units refer to page 4) 0.0097    0.0095 0.0108
Water intensity (Mℓ consumed/tonne milled) (for detail on measurement units refer to page 4) 0.0021    0.0023 0.0022
Total water withdrawn (Mℓ) 25 790# 25 709 26 703
% water recycled (total water recycled Mℓ/total water consumed Mℓ) 45    46 41
Number of level 3-5 environmental incidents 31 level 3    35 level 3 51 level 3


2018 2017 2016
Socio-economic development spend in South Africa (Rm) 137# 106 105
Socio-economic development spend in Zimbabwe (US$000)* 4 918    5 274 4 743
Total discretionary procurement spend in South Africa (Rbn) 9.1    8.7 8.1
Procurement: BEE expenditure in South Africa (Rm) 6.7# 6.7 6.1
Expenditure with local indigenous suppliers (51% indigenous ownership) in Zimbabwe (US$m)* 112    80 104
* Excludes Mimosa


2018 2017 2016
Labour turnover (%) (for detail refer to page 42) 10.5# 8.6 8.2
Gender diversity: managers who are female in South Africa (%) 22    21 20
Gender diversity: women in workforce in South Africa (%) 11    11 11
Historically disadvantaged South Africans (HDSAs) in management (%) 57    54 53
* Excludes Mimosa.
# Indicates independently assured numbers.

Statement by the Chairperson of the social, transformation and remuneration committee


Mpho Nkeli
Chairperson: social, transformation
and remuneration committee


It gives me pleasure to introduce Implats’ annual Sustainable Development report and to share some high-level refl ections about our sustainability performance over the year. In conjunction with this opening review, I encourage you to refer to the review by my colleague, CEO Nico Muller (page 12), which outlines Implats’ corporate strategy to shift the organisation away from a labour-intensive model and towards being a value-focused PGM producer. This strategy, which is underway, informs the strategic transformation of the Impala Rustenburg operations. He outlines the issues critical to Implats’ longer-term sustainability, which include:

  • the restructuring of Impala Rustenburg over the next two years
  • delivering on our commitment to zero harm
  • fostering an organisational culture of performance, delivery and accountability
  • addressing growing levels of community activism
  • proactively responding to the legislative and policy environment in South Africa and Zimbabwe.

Further detail on these and other issues contained in the opening reviews are provided in the respective sections of this report, which supplements our Integrated Annual Report, and outlines what Implats has done to deliver on its strategic commitments across its material sustainability focus areas.

I encourage you to share your feedback on this report in terms of our performance and the quality of disclosure. Frank feedback from stakeholders is essential to foster greater accountability and helps us deliver more effectively on our sustainability goals.

Enhancing our oversight

Implats has maintained an impressive ethical culture, supported through our corporate values and visible, ethical leadership.

An important development this year has been the establishment of a social and ethics sub-committee at Impala to strengthen our resources, focus and approach. The transformational restructuring being undertaken at Impala Rustenburg has implications for our sustainability activities and the work of the social, transformation and remuneration (STR) committee. In observing the requirements outlined in King IV™*, the social and ethics sub-committee will undertake complementary work, examining and addressing social and ethics issues impacting employees and communities with a focus on Impala Rustenburg. The transformation of the Rustenburg complex will result in unavoidable job losses. The group is committed to ensuring due care will be taken to minimise job losses. A phased restructuring approach will ensure the Group mitigates the various implementation risks and socio-economic impacts as far as possible. Community development, in consultation with our partners, will also be prioritised to further mitigate socio-economic impacts.

The STR committee’s work during 2018 was substantially supported by the outcomes of a series of deep-dive “bow tie” risk analyses, undertaken as part of the annual work plan. Given the challenges facing the South African mining sector and the organisational change in the Group, the strategic importance of managing human resource-related risks and developing and maintaining positive relationships with employees has taken on renewed signifi cance. As such, the committee focused on gaining a deeper understanding of our people-related risks.

To monitor and improve our sustainability reporting, we engaged external advisory services to provide a critique on our 2017 Sustainable Development report. This evaluation was benefi cial in identifying our strengths and areas for improvement. We acted on several recommendations to improve the quality of disclosure in this 2018 report.

Focusing on our people

I am particularly encouraged by developments this year aimed at fostering our desired organisational culture of performance, delivery and accountability. We are implementing a more strategic approach to managing our people, to drive our desired workforce culture and capability. Our approach is to instil organisational discipline, enhance people engagement and people management capabilities, empower line managers to take responsibility for people management, and ensure effective performance management to deliver on objectives. We have already seen positive results, refl ected in improved safety performance and productivity, especially at our more challenging mines, Impala Rustenburg and Marula.

The sustained good relations the Company enjoys with employees and their union representatives has been evident throughout the restructuring undertaken at Impala Rustenburg during the year. We made every effort to ensure effective consultation and to provide affected employees with the necessary support and assistance. For example, our voluntary separation packages include the opportunity to receive training in a portable skill to use in other occupations/jobs in the future. We have been pleasantly surprised by the understanding shown by many affected stakeholders. Due to the further restructuring expected, the STR committee directed an in-depth review of the employee relations climate, which resulted in focused actions being taken to address areas identifi ed for improvement.

To support the wellbeing of our employees and their families, we initiated a process to review and redefi ne our accommodation strategy. The outcomes of a comprehensive accommodation and living out allowance survey, across the Impala Rustenburg workforce, will provide valuable input to the strategic review. A key objective is to address those employees at Impala Rustenburg operations who are still living in informal settlements.

Employee over-indebtedness is an ongoing challenge we are tackling at our South African and Zimbabwean operations. We have intensifi ed efforts to encourage more employees to use our fi nancial wellbeing services. We monitor levels of indebtedness and suspected cases of indebtedness through payroll checks and have seen pleasing improvements in debt levels. Recognising the signifi cance of emotional wellbeing on safety and productivity, Zimplats has embarked on an aggressive programme to address key mental health issues, in the workforce and broader community.

Across the Group, the management of TB remains under control due to comprehensive screening, case tracing and effective treatment. At our South African operations, the TB incidence rate of 530 per 100 000 employees remains well below the national average of 1 000 per 100 000. Through proactive monitoring and management, we have maintained a 95% level of adherence to treatment for employees on our HIV and TB programmes. In mitigating the major occupational health risk associated with our mining activities, noise-induced hearing loss (NIHL), we have decreased the proportion of employees working in higher risk categories. A particular focus going forward is on the silencing or replacement of rock drills at Impala Rustenburg and Marula operations, to ensure noise levels emitted are below 107dB.

Social transformation

Making a meaningful and visible difference to social transformation is central to our ability to create long-term value and contributes to a sense of ownership and enhanced motivation among employees.

Across the Group we made good progress this year, increasing our levels of localised and preferential procurement. In South Africa, we increased our expenditure with black-owned and black women-owned suppliers. We gained momentum in building local supplier capability, supported through incubation programmes and promoting supplier sub-contracting and skills transfer opportunities.

Through our social investment programme, we contributed meaningfully to mitigating ongoing social challenges in neighbouring communities, notably by developing and improving infrastructure and other social services. Our operations focus on low-cost, high-impact investments and seek opportunities to partner with others to deliver greater impact. We face increasing expectations to deliver greater socio-economic benefi ts, particularly employment and procurement opportunities. Ongoing Company fi nancial constraints impact our spending on social investments and due care is being taken to engage effectively with community representatives and authorities to manage expectations.

In Zimbabwe, Zimplats implemented a highly successful albinism campaign, aimed at promoting levels of awareness and social integration and distributing sun protection materials for people with albinism. The campaign received three national awards and continues to expand its reach across the country. The refurbishment of the Kadoma General Hospital was a major achievement during the year – the facility had not had material maintenance works done in the past 15 years. During the four-month refurbishment, Zimplats worked with seven local enterprises, which used an average labour force of 150, the majority of which were from the surrounding community.

Environmental protection

A good performance across key areas of responsible environmental stewardship was maintained. Impala Springs, Impala Rustenburg, Mimosa and Zimplats are certifi ed against the ISO 14001:2015 standard for their environmental management systems and Marula is on track to be certifi ed against the updated standard in 2019. This year, there were no major non-compliances at our operations. Financial constraints have resulted in limited progress in implementing additional effi ciency improvements in our water and energy usage. Water use will remain a critical priority in years to come, along with our focus on driving environmental compliance and ensuring full environmental disclosure on any material incidents.

In appreciation

In closing, I extend my thanks and congratulations to our chief executive, Nico Muller, for his visionary and exemplary leadership, to management, my colleagues on the STR committee, and all employees for their work towards delivering on Implats’ sustainability commitments. I convey my particular appreciation to community representatives and government offi cials for our constructive relationships. We have navigated a diffi cult year through effective collaboration with our stakeholders. We are better positioned to safely and effi ciently mine and produce our metals, ensuring sustainable value creation for all our stakeholders.

Sustainability governance


Our management approach

We have a structured and systematic approach to managing our most signifi cant social, economic and environmental impacts and to addressing the material interests of our priority stakeholders.

Board level: At board level, sustainability issues are addressed through the following committees:

  • The social, transformation and remuneration (STR) committee is responsible for the Group’s activities relating to: social and economic development; transformation; public safety; consumer relationships; labour and employment issues; and remuneration. The committee has delegated the oversight for health and environment to the health, safety, environment and risk (HSER) committee and the oversight of ethics to the nominations, governance and ethics (NGE) committee.
  • social and ethics committee (SET) has been established to undertake complementary work examining and addressing social and ethics-related issues impacting employees and communities with a focus on Impala Rustenburg operations. The committee held its inaugural meeting on 25 May 2018.
  • The HSER committee guides strategy, assesses the adequacy and appropriateness of HSE policies, standards and procedures and reviews Group-wide performance and risk management practices quarterly. The committee also investigates and reviews all major incidences within the ambit of its work.
  • The audit committee oversees the appointment of the assurance provider for non-fi nancial performance each year. The results are presented to both the audit and STR committees with the necessary recommendations and action.

The Group’s risk function is disseminated throughout all committees, except the NGE committee.

Further details of the composition and activities of these board committees are provided in our Integrated Report.

Executive level: At an executive level, sustainable development falls under the responsibility of the executive committee (Exco), which is responsible for reviewing performance in terms of the Group’s non-fi nancial indicators. The Exco lends support to the board’s HSER committee, STR committee, SET committee and audit committee.

Performance evaluation: Sustainability objectives form part of the key performance indicators (KPIs) against which Implats’ management and executives are measured.

People management

Focus areas, policies and procedures: Management of our employees is headed up by a dedicated Group executive for human resources reporting to the CEO. The scope of work includes remuneration, human resource development, talent management and employment equity. Group policies and procedures on people management issues are established at corporate level and apply at our operations. Our policies and procedures are aimed at contributing to sound employee relations, attracting and retaining talent and ensuring the continuous development of our employees, while offering opportunities for career progression with a particular emphasis within our South African operations on historically disadvantaged South Africans (HDSAs). All contracting employees are vetted and assessed according to our own internal standards. The human resources function was identifi ed as a strategic priority in the FY2018 business plan and a series of deep-dive risks analyses were undertaken into human resource related risks.

Transformation: Each operation has a transformation committee comprising representatives from management, unions and women, as well as various other stakeholder groups who contribute to overseeing and advancing transformation at each operation. The operational committees report to the Group STR committee. Our operations also have community forums, at which issues of concern to local communities – such as employment opportunities, skills development, procurement, community development projects and health, safety and environmental performance – are discussed. Issues arising from these community forums are relayed to the operational committee and, ultimately, to the Exco. These are elevated to the STR committee quarterly and to the board as required.

Managing health, safety and environmental (HSE) issues

Group and site-specifi c HSE policies, procedures and standards are in place to ensure compliance with legislative requirements and support our vision of zero harm. Responsibility for implementing HSE policies and procedures rests with line management. All operations submit quarterly performance reports to the boardappointed HSER committee. Group and operational level HSE specialists support line management to implement the strategy and to monitor and manage performance.

The Group’s environmental team has close links with operational and project management and is involved in due diligence exercises in connection with acquisitions and the development of strategic initiatives. Policy implementation is enhanced by our commitment to maintaining ISO 14001 certifi cation for our environmental Sustainability governance Implats Sustainable Development Report 2018 16 management systems. The Group’s internal auditors and external auditors conduct regular compliance audits. In addition to the ISO 14001 certifi cation, the refi neries are signatories to Responsible Care® and retained their certifi cation. We follow the International Council on Mining and Metals (ICMM) guidelines to improve our approach and practices. Key sustainability data are externally assured.

At Impala Rustenburg, Marula and Impala Springs we have identifi ed and are addressing compliance gaps relating to the ISO 45001 standard (which replaced the widely implemented OHSAS 18001), with a view to achieving certifi cation. (The health and safety management systems standards will be rolled out at all non-certifi ed operations during FY2019.)

Various internal and external review and assurance programmes ensure that priority unwanted risks are identifi ed and that adequate controls are in place to manage them. A detailed review of our risk management practices is provided in our Integrated Report.

Managing our social impacts

Our approach to social performance is informed by our values and our business and ethics principles; all our operations apply high social performance standards in line with our sustainable development policy, community policy and legal frameworks of the countries in which we operate. We are investigating the implementation of ISO 26000 to provide guidance on social responsibility. We seek to engage with affected communities to avoid, prevent and mitigate adverse impacts of our activities, and to build development opportunities. We invest in developing and maintaining constructive relationships with the stakeholders and communities around our operations. This is essential to maintain and strengthen our sociopolitical licence to operate. Inclusive stakeholder engagement underpins our approach to respecting human rights and to responding to legitimate stakeholder aspirations and concerns. Extending the positive benefi ts of mining, notably by developing infrastructure and creating opportunities for local businesses, also promotes social stability and builds resilience within communities to prosper beyond mine closure.

Managing our investments in socio-economic development

The sustainable development department at Impala Rustenburg manages the socio-economic development initiatives at our South African operations. A technical team is responsible for implementing the projects, working with the stakeholder engagement department. We identify community projects based on a needs analysis, undertaken in consultation with stakeholder representatives from communities, local government and employees. The sustainable development project steering committee reviews the proposed projects after due diligence. Once approved by the project steering committee, the projects are recommended to the Group’s executive committee, a multi-disciplinary executive-level management team that evaluates the merits of investing in each project. In Zimbabwe, sustainable development initiatives are implemented and managed by the stakeholder engagement executive supported by technical personnel from the operations. Each year an independent verifi cation is conducted on selected social projects, based on the fi nancial, legal and reputational risk as well as to determine impact, progress and potential remedial action where a project faces possible failure. A summary of this can be found on Page 58.

Supply chain management

We have a large and diverse base of more than 2 200 suppliers from which we procure goods and services including heavy equipment, process chemicals, fuel and lubricating oils, labour, explosives, underground support grinding media, drilling equipment, electrical equipment, safety clothing, tyres and many more. There is an increasing expectation of business to demonstrate accountability in ensuring responsible business conduct by all parties in corporate supply chains. We have clear principles that guide the selection of reputable contractors with the right skills and values systems to do specifi c tasks that we are not able to do.

All our suppliers are appraised of our policies and business practices and are expected, as a minimum, to abide by these principles in their business conduct and practices at all our operations. To strengthen our approach, we are developing a supplier code of conduct which will detail the mandatory standards that suppliers must achieve, and those that we strongly encourage. We conduct ad hoc supplier audits against our standards on various criteria including health, safety and labour practices. In the year under review, there were no incidents of supplier non-compliance.

We are progressively implementing a SAP Ariba system that will ensure that all our suppliers are legally compliant. We focus on increasing our levels of expenditure with local and black-owned suppliers and on developing existing procurement capacity in the areas close to our operations. We also support initiatives to stimulate local manufacture and technology development, thereby increasing our contribution to empowerment. Increased pressure is being exerted during all interactions with untransformed suppliers to improve the pace of transformation.

Voluntary codes and social compacts

We follow the International Council on Mining and Metals guidelines

We subscribe to the United Nations Guiding Principles on Business and Human Rights

We are committed to the United Nations Global Compact

We support the Extractive Industries Transparency Initiative (EITI)

We participate in the annual climate change and water disclosures of the CDP

We are a member of the National Business Initiative (NBI)

Our initiatives support the United Nations Sustainable Development Goals

Safe and effective people who respect and care

An engaged and productive workforce is essential for delivering on our objectives.

We focus on ensuring that our employees are motivated, have the ability and requisite skills to carry out their duties and that they operate in a safe, fair and ethical work environment. In return for the skills, capabilities and experience our employees bring to our business, we aim to offer a compelling employee value proposition and a great place to work. Our longer-term vision is to progressively mechanise our mining processes, while continuing to improve levels of workforce proficiency, satisfaction and diversity.

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Building social capital

The sustainability of our mining activities depends ultimately on the wellbeing and prosperity of our mine communities.

In seeking to build and maintain our social licence to operate, we invest in socio-economic development initiatives drive our legislated transformation requirements and engage proactively with community representatives and government officials at all levels.

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Conserve natural resources and mitigate impacts

Our environmental policy commits the Group to demonstrating responsible stewardship of our natural resources and to mitigating the unavoidable environmental impacts of our mining activities with a particular focus on the following areas:

  • Ensuring full compliance with regulatory requirements
  • Promoting responsible water stewardship by minimising water use and water pollution
  • Responding to climate change risks and opportunities, and promoting responsible energy management
  • Minimising our negative impacts on air quality
  • Managing our waste streams
  • Promoting responsible land management and biodiversity practices

Regular engagement with our key stakeholders is central to our efforts to identify and address issues and impacts timeously. An overview of our management approach to responsible environmental stewardship is provided on page 16.

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Performance data

Human resources

Measurement 2018 2017 2016 2015 2014
  Own (permanent) employees** Number 36 002 38 334 38 189 40 019 40 238
  Contractors** Number 15 336 14 334 13 221 14 729 15 602
  Turnover Percentage 10.5# 8.6 8.2 5.1 4.5
  Women turnover Percentage 0.7 1.0 0.5 0.3 0.6
  Women in total workforce in SA Percentage 11 11 11 11 10
  Managers who are female Percentage 22 21 20 20 19
  Unionised workforce in South Africa Percentage 81 76 75 82 79
  Female to male pay ratio in South Africa 1.06:1 1.07:1 1.07:1 0.9:1 1.05:1
  Female to male pay ratio in Zimbabwe 1.09:1 1.02:1 1:1 1:1
  Skills development expenditure in South Africa Rm 485 548 512 523* 331*
  Skills development expenditure in Zimbabwe US$ 000 4 991 4 838 4 905 5 304 5 909
* Strike impacted.
** Includes Mimosa employees and contractors attributable to Implats.


Measurement 2018 2017 2016 2015 2014 2013
  Work-related fatal injuries (own employees and contractors) Number 7# 9 11 7 4 9
  Reportable injuries1 Number 433 450 461 318 252 421
  Medical treatment cases* Number 747 881 702 546 545 702
  Lost time injuries Number 650 723 782 559 369 579
  Employee hours worked Number 177 021 537 122 070 071 120 520 676 121 034 823 94 056 773 137 598 336
  Fatal injury frequency rate Pmmhw** 0.060 0.074 0.019 0.058 0.043 0.065
  Lost time injury frequency rate (including restricted work cases) Pmmhw 5.55# 5.95 6.49 5.27 6.10 5.80
  Total injury frequency rate Pmmhw 11.93# 13.14 12.31 9.78 11.9 10.91
  Medical treatment case frequency rate Pmmhw 6.37 7.22 5.82 4.51 5.79 5.11
  Total injuries Number 1 396 1 604 1 484 1 183 1 119 1 501
  Section 54 stoppages (excluding Section 55s) Number 39 92 80 55 52 65
# Indicates independently assured numbers.


Measurement 2018 2017 2016 2015 2014
  Employees on wellness programme Number 7 087 7 278 6 891 6 140 6 286
  Voluntary counseling and testing interventions Number 12 154# 16 733 10 867 11 875 10 086
  Employees known to be receiving antiretroviral treatment Number 5 942# 5 174 4 843 4 429 4 276
  Total new cases of pulmonary tuberculosis (TB) Number 154# 199 171 304 268
  Total new HIV cases Number 650 1,077 823 952 830
  Total new noise-induced hearing loss (NIHL) cases submitted (+10% shift) Number 102# 88 120 49 36
  Total NIHL cases compensated Number 65 57 59 36 19
  TB incidence rate Per 100 000 employees 530 519 447 755 841
  HIV total medical incapacitation Number 836 265 377 505 331


Measurement 2018 2017 2016 2015 2014
  Tonnes milled (excluding Mimosa) 000t 19 355 18 332 18 426 16 024 13 916
  Tonnes milled (including Mimosa) 000t 22 157 21 061 21 067 18 610 16 369
  Refined platinum 000oz 1 468 1 530 1 438 1 276 1 178
  PGMs (6E) 000oz 2 925 3 099 2 908 2 618 2 370
  Revenue Rm 35 854 36 841 35 932 32 477 29 028
  Capital invested Rm 4 606 3 432 3 560 4 287 4 345
  Income tax paid Rm 1 336 1 312 883 401 144
  Unit cost1 per oz Pt Rand 25 230 22 691 21 731 22 222 19 430
1 Excluding share-based payments.
# Indicates independently assured number.


Measurement 2018 2017 2016 2015 2014
  Group material consumption            
  Diesel 000 litres 23 921 23 072 22 523 21 748 21 776
  Petrol 000 litres 397 453 476 602 830
  Coal Tonnes 138 079 161 446 153 309 138 653 127 883
  Industrial burning of oil 000 litres 1 884 1 316 1 222 1 633 1 264
  Energy consumed GJ000 16 978# 18 065 17 328 15 937 14 395
  Energy intensity GJ/tonne milled 0.7663 0.8577 0.8225 0.8564 0.8794
  Total water withdrawn Ml 25 790# 25 709 26 703 25 376 21 365
  Water re-used/recycled in processes Ml 21 245 21 776 18 825 14 325 13 409
  Total water consumed Ml 47 040# 47 485 45 528 39 701 34 775
  Total water consumed which is re-used/ recycled Percentage 45 46 41 36 39
  Unit water consumption Ml/tonne milled 2.12 2.25 2.16 2.13 2.12
  Direct CO2e emissions Tonnes 393 480# 409 785 381 780 349 000 323 997
  Indirect CO2e emissions Tonnes 3 174 975# 3 298 899 3 286 098 3 001 522 2 714 157
  Total CO2 intensity t000/t milled 0.1610 0.1761 0.1741 0.1801 0.1855
  Direct SO2 emissions Tonnes 28 266 29 373 31 392 27 706 30 735
  Total direct SO2 intensity Tonnes/6E refined Oz 0.0097 0.0095 0.0108 0.0106 0.0130
  Total NOx Tonnes 14 156# 14 574 14 435 13 459 12 107
  Land management            
  Company-managed land Hectares          
  Disturbed areas rehabilitated Hectares 19.5 71.2 27.5 9.4 46.6
  Rehabilitation liabilities/current costs Rm 2 378 1 932 1 770 1 434 1 199
  Rehabilitation provisions Rm 1 225 1 099 1 081 848 675
  Waste management            
  General waste to landfill Tonnes 5 323 4 467 4 457 6 884 3 001
  Hazardous waste disposed of to landfill Tonnes 13 573 10 918 8 997 7 131 8 251
  Tailings disposed to tailings facilities 000 tonnes 22 166 21 258 20 936 17 891 16 004
  Waste rock disposed to rock dumps 000 tonnes 776 869 911 824 778
  Environmental incidents            
  Level 3 Number 31 35 99 94 40
  Level 4 or 5 Number 0 0 0 0 0
# Indicates independently assured numbers.


Measurement 2018 2017 2016 2015 2014  
  Community development expenditure (South Africa) Rm 137# 106 105 83 71  
  Community development expenditure (Zimbabwe) US$000 8 967 4 918 4 743 5 105 8 915  
  Total discretionary procurement in South Africa Rbn 9.1 8.7 8.1 7.6 7.9  
  Procurement: BEE expenditure in South Africa Rbn 6.7# 6.7 6.1 7.6 5.1  
  Procurement: localised expenditure in South Africa Rbn 2.9# 2.6 2.5 2.4 2.0  
  Procurement: localised expenditure in South Africa Percentage of total 31 29 31 32 26  
  Total supplier expenditure in Zimbabwe US$m 436 429 416 295* 326*
  Procurement: localised expenditure in Zimbabwe* Percentage of total 75 71 73 73 66  
* Excluding Mimosa.
# Indicates independently assured number.

Workforce diversity profile1 for our South African operations (as at 30 June 2018)

    Male Female Foreign
  Combined (South Africa) A C I W A C I W Male Female Male Female       Total    
  Top management 0 0 0 3 0 0 1 0 0 0 3 1       4  
  Senior management 25 2 3 42 7 0 1 6 3 0 75 14       89    
  Professionally qualified and experienced                                    
  specialists and mid-management 169 8 17 218 54 1 11 61 9 1 421 128       549 4    
  Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents 3 141 21 6 618 590 7 3 84 273 3 4 059 687       746    
  Semi-skilled and discretionary decision making 8 493 13 4 82 987 6 1 24 1 593 4 10 185 1 022       11 207    
  Unskilled and defined decision making 12 824 10 0 9 1 790 1 0 0 1 408 36 14 251 1 827       16 078    
  Total permanent employees2 24 652 54 30 972 3 428 15 17 175 3 286 44 28 994 3 679       32 673  
  Non-permanent employees 48 2 0 4 38 0 0 2 0 0 54 40       94  
  Grand total 24 700 56 30 976 3 466 15 17 177 3 286 44 29 048 3 719       32 767  
A – African, C – Coloured, I – Indian, W – White.
1 Workforce diversity profile as per the South African Department of Labour Guidelines.
2 Non-permanent employees employed for more than three months are counted as permanent employees.
3 Foreign nationals are employees employed in South Africa that are not South African citizens.