Training and organisational development

We are continuously striving to support and contribute to the development of Namibia as a whole, through sponsoring employee development and ensuring funding for the development of young people in Namibia. These contributions are pivotal to the progression and advancement of our workforce and the Namibian nation. As such, a multitude of processes and initiatives support us in our goal of empowering and developing our workforce and the nation. A total of N$15.5 million benefiting 417 participants was spent on such programmes in 2010. The amount is slightly less than the N$18.3 million spent in 2009 as fewer new bursaries than planned were awarded to a lower number of suitable applicants.

Frontline Leadership programme

The main aim of the Rio Tinto Global Frontline Leadership programme (FLP) is to align and synergise frontline leadership training and development across Rio Tinto, ensuring that all frontline leaders are on par with the requirements of their role as leaders in Rio Tinto. Our FLP started in the middle of 2010 with Module 1 and ended in November with Module 4. Two groups of frontline leaders and prospective future frontline leaders were nominated to be part of this new training initiative. The training stretched over a 6-month period with four classroom-based training sessions. The 23 participants made their final presentations to management. The FLP was a great success as participants were highly committed and dedicated. We will continue with six FLP groups of 16 participants each in 2011.

Graduate development programme

We are committed to the development of graduates within the business in order to increase our pool of professionals who are appropriately qualified and capable of filling leadership roles in the future. The Graduate Development programme (GDP) aims to provide graduates with skills and competencies, by reinforcing theory with practice. This will allow them to progress in leadership roles once they have completed the programme. The programme started off with 8 new graduates at the beginning of 2010 and to date we have 15 graduates on the programme. A total of 15 new graduates are expected in 2011. This programme stretches over a period of two years, during which time the graduates are expected to demonstrate the capability to undertake work of differing levels of complexity and to develop appropriate leadership skills and attributes.

Artisan bursary scheme

A total of 142 bursary apprentices were supported during 2010. In May 2010, 18 apprentices passed their Trade Test, and in November 2010 another 19 apprentices took their national Trade Test.

A total of 9 non-Rössing bursary holder apprentices did their practical job attachment at our site during 2010. In addition, we also sponsored top performing bursary apprentices and employees to pursue further technical studies in South Africa on a three month block release basis. A total of five employees and 16 bursary apprentices furthered their N4 – N6 studies in Electrical or Mechanical Engineering in South Africa.

University bursary scheme

A total of 59 students received bursaries from us in 2010. The selection process for bursaries in 2011 was completed and 8 bursaries were awarded in the fields of study where we experience manpower shortages. An astounding 1,234 applications were received. One of our bursary students, Mark Volkmann, received approval to do his Masters Degree in 2011. This decision was based on merit, as he received distinctions for each subject during his four years of studies. He studied towards a BEng Electrical and Electronics with Computer Science. Another bursary student, Carmen Loots, attained her BComm majoring in Actuarial Science, achieving Cum Laude. Another new 2011 bursary recipient is Adriana Mutimili who has registered at UNAM to study Mining Engineering. She studied at Kolin Foundation in Arandis and obtained high symbols for all her subjects, including Mathematics and English, a testimony that the establishment of the Mathematics and Science Centres in Arandis is starting to bear fruit. 2010 was also the first year that subjects were taught at higher level in Arandis.

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Organisational development

Employee engagement survey

Rio Tinto conducts regular Employee Engagement Surveys, as studies have shown that there is a correlation between employees' engagement levels and their productivity. We participated in the second Employee Engagement Survey in July 2010 with the objective of understanding how our employees perceive the company and to develop action plans to remedy any areas of concern. Employees from various levels within the organisation took part in the survey. Results were extensively communicated and action plans developed from the feedback received.

In 2011 we plan to implement succession planning to establish an effective talent pipeline to fill leadership, professional and critical roles. Strategic Workforce Planning will be an area of focus to ensure that we have the right people with the correct skills, in the right places, at the right time and cost, to execute our business strategy and improve our return on human capital investments.

Technical training

Open Pit training

A highlight during 2010 was the intake and recruitment of 67 equipment operators. Intensive training was conducted by the Open Pit training personnel and verified by a Komatsu trainer. The time spent with these trainees ranged from 48 to 65 days. Another highlight of the Open Pit training was a slight increase in shovel efficiency during 2010. One of the contributing factors was the fact that we continued visiting the shovel operators, coaching and assisting them with techniques on how to operate the shovel more efficiently.

Processing Plant training

The Processing Plant technical training section put considerable effort into training in the Processing Plant area. Various training events took place with plant operators, dispatchers from mining, maintainers, supervisors, shift controllers, central processing control technicians and graduates during the course of 2010. Significant areas of improvement included developing and implementing seven new plant refresher training courses and conducting training for process plant maintainers.

Continuous Improvement Programme (CIP)

A CIP suggestion refers to either a new idea, or a modification of an old idea, capable of benefitting us in the following categories: Health, Safety and Environment (HSE), cost saving and production efficiency. Cash incentives are offered to encourage employees to participate in the CIP. In 2010, the CIP suggestion scheme ended on a high note, with 161 suggestions received for the year. Of these suggestions, 68 were related to safety improvements and 93 to cost saving improvements. An amount of N$143,009 was awarded during 2010, with a potential saving of N$935,121.

New graduates receiving their induction training at Rössing after successfully completing their studies with support from the mine.