MHSC ANNUAL REPORT 2020

MINE HEALTH AND SAFETY COUNCIL ▪ ANNUAL REPORT 2019/20

The MHSC `s Annual Plan forms the basis of the CEO’s performance scorecard to ensure that all the deliverables are tracked for successful delivery. These deliverables are cascaded into the performance scorecards of the Executives in line with their specific functional areas. The further cascading to other levels within the organisation is therefore easier and affirms the alignment of what every employee is working towards. Quarterly performance assessments are conducted and where gaps were identified during the performance management process, training was conducted to address those gaps.

4.4 EMPLOYEE WELLNESS PROGRAMMES

The Mine Health and Safety Council (MHSC) entered into a contract with Life Employee Health Solutions (Life EHS) for the development and management of the MHSC Employee Wellness Programme. The Employee Wellness Programme (EWP) provides a confidential consultation to employees and their immediate household/family members on personal problems that threaten their well being or work performance, and assist employees experiencing potentially work hampering personal problems such as work stress, marital conflict, family problems, emotional conflict, substance abuse, and trauma counselling. The Programme is structured to assist MHSC employees resolve personal problems before they impact on their work performance. The Mine Health and Safety Council hopes that the Employee Wellness Programme helps its staff and immediate household/family members to handle difficult management problems more effectively and serve to demonstrate our concern and appreciation for all our staff members.

4.5 POLICY DEVELOPMENT

In order to ensure that MHSC`s HC policies remain consistent with changes in legislation and relevant to the operational requirement, HC policies are reviewed and updated on a regular basis in line with the time frames stipulated and as and when legislation requires so. To preserve HC Policies` legality and efficiency, the following policies were reviewed: Performance Management Policy; Leave Policy and Recruitment and Selection Policy. In order to provide the employees with necessary support in the event the death of an employee or their immediate family members MHSC has introduced Bereavement Policy.

4.6 ACHIEVEMENTS

The Human Capital Business Unit achieved the following strategic objectives in the 2019/2020 financial year: • Developed and successfully implemented a Management Advancement Programme • Implemented an HR administrative system (VIP Premium)

4.7 CHALLENGES

The Human Capital Strategy for 2019/2020 was not implemented in its entirety and as a result, impacted negatively on the organisation. This was mainly as a result of capacity within Human Capital Business Unit. The lack of readily available skill within the business unit, the challenges faced by other business units and the need to provide service to the organisation provided no room for any delay, which led to the urgent appointment of external service provider that is well capacitated to assist with the challenges and respond to the needs of the organisation without causing any more harm than the organisation had already endured. This assisted in accelerating the development and implementation of some of the deliverables contained in the HC strategy. The sudden and immediate resignation of the Chief Human Capital Officer also impacted negatively on HC in terms of providing strategic leadership and ability of the business unit to fully implement the HC strategy.

51

“EVERY MINE WORKER RETURNING FROM WORK UNHARMED EVERYDAY”