MHSC ANNUAL REPORT 2020

MINE HEALTH AND SAFETY COUNCIL ▪ ANNUAL REPORT 2019/20

4.1 INTRODUCTION

The Human Capital unit aims to ensure that the Mine Health and Safety Council has the right human capital in place to respond to current and emerging needs to deliver quality services to its stakeholders. Key to the continuous functioning and stable workforce is the retention of employees. This has subsequently led to the MHSC prioritizing the development of retention strategies to meet the demands for adequate service delivery, ensuring that the MHSC is well-resourced with the right level and type of skills, expertise, and knowledge across the organisation. This further necessitated the revision of policies and development of new policies that will enable MHSC to retain key staff and attract new employees with the necessary skills for the successful implementation of its mandate and strategic objectives. These policies will also enable MHSC to compete with the external market as a forward thinking organisation and enhance MHSC employee value proposition. The reviewed policies were consulted with all relevant stakeholders before implementation. Training of employees remains a priority for the MHSC through implementation of the Annual Workplace Skills Plan, with priority given to scarce and critical skills. The Council continues to improve labour relations environment across and maintain harmonious relationship with the union. This was achieved through signing of the recognition agreement with the new union (NEHAWU) and ensuring that there are engagements held with NEHAWU to resolve any labour issues and disputes. MHSC has implemented an Employee Wellness Programme to respond to wellness challenges of employees to safeguard the health, well being, and safety of employees at work. 4.2 WORKFORCE PLANNING FRAMEWORK AND KEY STRATEGIES TO ATTRACT AND RECRUIT A SKILLED CAPABLE WORKFORCE MHSC does not only focus on the labour economics of supply and demand, but also examines the implications of Employment Equity. The Council has experienced challenges in recruiting for certain position within the organisation, and to mitigate it, Council has introduced and is currently participating in the implementation of a number of interventions in order to address these challenges. These include the following: Human Capital Strategy: MHSC has embarked on a broader HR transformation drive with the purpose to: ◊ support the achievement of MHSC’s strategic objectives; ◊ give clear direction in relation to HC management practices; and ◊ create a harmonious working environment that enhances productivity within MHSC. Vacancy Management: MHSC implemented a project aimed at dealing with the vacancies at critical levels within the organisation. This addressed some of the gaps on the establishment resulting in the finalisation of the all the strategic positions. HR Capacity Building: As a basis for addressing broader HR management challenges, the MHSC embarked on a turnaround project to develop the competency and capabilities for the HR function. MHSC continues to invest in the development of its workforce. The MHSC vacancy rate was at 13% as at 31st March 2020 based on the approved structure of 62 positions. The MHSC has continuously provided occupationally directed and other learning initiatives that enhance practical skill, knowledge, and workplace experience for current and future to the employees through Capacity Building initiatives, Bursary Scheme, and employee`s Personal Development Plan. 4.3 EMPLOYEE PERFORMANCE MANAGEMENT FRAMEWORK The central tenant of institutionalising performance management in MHSC is not only about results, but also producing great results. Despite the absence of an automated performance management system, the performance management framework used within the organisation clearly outlines the process to be followed.

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“EVERY MINE WORKER RETURNING FROM WORK UNHARMED EVERYDAY”