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Department:Mineral ResourcesREPUBLIC OF SOUTH AFRICA

mineral resources

2019/2020

ANNUAL PERFORMANCE PLAN

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Departm

ent of Mineral R

esources

South Africa is on a path of renewal and growth. The mining sector is without doubt central in the attainment of that objective, and as a department mandated to drive its growth, transformation and competitiveness, we are gearing ourselves to deliver on this madate.

The inaugural Investment Summit hosted by President Ramaphosa in 2018 demonstrated the high levels of interest in the South African economy by the investment community, both local and global, with the mining sector pledging almost R100 billion in investments. As government we view these pledges as firm commitments and we are confident that with the stability and predictability provided by our regulatory and policy environment, we are on course to attract higher levels of investment.

Last year we embarked on countrywide roadshows to key mining areas, to not only discuss our proposals on the Charter before it was finalised, but also to get the views of stakeholders on how we as a Department can better serve them. We have been able to reopen the door of engagement with our key stakeholders – mining companies,

employees in the sector, and mining communities. Our aim in the 2019/2020 year is to continue to engage, which will enable us to address issues as and when they arise. The Mineral and Petroleum Resources Development Amendment Bill has been withdrawn from Parliament to separate oil and gas from the mining legislation. A draft Upstream Petroleum (Oil and Gas) Bill is in the process of being developed. We believe that this will provide further certainty to the upstream petroleum industry and stimulate its growth and sustainable development. The discovery of gas condensate by Total in February, bodes well for the industry. We are therefore moving with the necessary speed to finalise this legislation, to ensure that it is presented early in the 6th Parliament.

The Department will continue with work to develop the Council for Goscience Act regulations, review the MPRDA regulations; review the Mine Health and Safety Act (MHSA) as well as the Diamond Amendment Act and the Precious Metals Act as well as related regulations.

Policy certainty will remain a key priority for the Department as we also support government with measures to address challenges in relation to, amongst others, administered prices and creating an environment conducive for investment as well as providing security of tenure for investors.

President Cyril Ramaphosa has, at the recent 2019 Investing in African Mining Indaba, called on the sector to implement ten value creating principles for a more modern, successful and productive mining industry. We as the Department, will be at the forefront mobilising the sector to heed the call by the President, as we seek to grow South Africa and better the lives of our people.

As we continue to engage with stakeholders in the sector, we urge mining companies to also proactively engage communities and other stakeholders where they operate,

Foreword by the Minister oF Mineral resources

The sector we are

regulating as the Department

of Mineral Resources remains

key to the economy and the

daily lives of our people

Mr Samson Gwede Mantashe, MPMinister of Mineral Resources

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contribute positively to the local economy and leave a meaningful legacy for generations to come.

Illegal mining continues to pose a health and safety risk for the illegal miners themselves, mineworkers and the communities around mines. Work by Mintek will continue to seal holings to ensure there is no access to old mine shafts.

As the world gets to grips with the 4th Industrial Revolution and its implications, we as a department are already engaging stakeholders in the sector on how we will be prepared for it. As technological advances made will have minerals as an input, it is important for us as a country to position ourselves for this. Work is underway at the Mining Precinct to coordinate research activities toward the development of next-generation mining equipment and systems which will also support the objectives of the Mining Charter to localise mining inputs.

The sector we are regulating as the Department of Mineral Resources remains key to the economy and the daily lives of our people. As we start this reporting timeframe, I urge all South Africans, business as well as officials from the Department to be part of Team SA as we promote and regulate the minerals and mining industry for transformation, growth and development. Together we can grow the sector, and ensure that all South Africans derive sustainable benefit from our mineral wealth.

Mr Samson Gwede Mantashe, MPMinister of Mineral Resources

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Departm

ent of Mineral R

esources

South Africa is a dynamic country with various opportunities for business and has an environment that enables the ease of doing business. Our country is endowed with minerals resources that have over the years been exploited for the purposes of trading with other countries and job creation. Mining has a significant contribution to the country’s Gross Domestic Product and will continue to do so for many more generations to come.

The Department of Mineral Resources (DMR) is mandated to, amongst others, ensure that all South Africans derive sustainable benefits from our mineral wealth. This can only be achieved by the collaboration of all stakeholders in the sector, inclusive approach in ownership, job creation.

As the DMR, we remain committed to creating an environment that is conducive for business, by amongst other things, ensuring policy certainty, ethically regulating the sector as well as promoting it for further investment. We urge mining companies to also play a positive role in transformation of the sector through minimizing environmental impact and damages; improving their health and safety performance, embracing the

Fourth Industrial Revolution, implementation of imperatives of the mining charter and contributing meaningfully to the communities in which they operate.

Mineral resources are still in abundance in South Africa and some of those mineral resources have not been explored or mined due to discomfort and perceived fears associated with handling them, divergent views on whether mining should be explored or other sectors instead, for an example shale gas, the Xolobeni case of titanium versus tourism, the case of KwaMachi etc. the department of mineral resources will engage with stakeholders in educating society at large to about mining, its potential for job creation, possibility to participate in investment and ownership, as well as explorations.

The Social Labour Plans, their implementations and compliance from mines remains a challenge due to lack of compliance and low capacity on monitoring, evaluation and consequence management. The department will increase its focus in this area, with its means to ensure communities, workers and mines are in aligned in what is contained in SLPs and their implementation.

The health and safety of mineworkers remains a priority for stakeholders in the sector, we will continue to work together with mining companies, unions, department of health and employees to address challenges that have been there and to achieve the slogan of Zero Harm at all our mines. The industry has seen a number workers dying due to various challenges in their working conditions i.e health, and safety of mines in the past few years. The most recent loss of lives in the sector has challenged us to work with even more urgency in resolving health and safety challenges facing the sector. This collaboration maybe already bearing some fruits as there has been reduction of deaths in the past year, however one life lost is too many, safety of workers is a must. Inspectors from the Department have intensified the monitoring and enforcement of the law through inspections and audits. Mining companies, support by the Mine Health and Safety Council, have been embarking on Health and Safety Days to ensure that all mineworkers return

As the DMR, we remain committed to creating an environment that is conducive for business, by amongst other things, ensuring policy certainty, ethically regulating the sector as well as promoting it for further investment

Bavelile Hlongwa, MPDeputy Minister of Mineral Resources

Foreword by the deputy Minister oF Mineral resources

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home from work unharmed every day. A continuous improvement approach is required to understand causes accidents, injuries and fatalities, so that there are no repetitions. Risks assessments before deployments of personnel in mines must be strengthened.

The Mine Health and Safety Council (MHSC) invested more than R250 million on research into seismicity associated with our deep-level mines. In addition, the MHSC spent R40 million on fundamental and applied research and technology transfer. The DMR through the MHSC and its project partners, is currently conducting research to explore technological innovations such as the deployment of underground drones for underground intelligence gathering which are aimed at improving safety as well as response time during mine rescue efforts. We will through the collaboration of MHSC and University of Pretoria give special attention to minimize occupational hazards relate to noise induced hearing loss (NIHL) and other occupational diseases such as Tuberculosis (T.B), Silicosis etc. It is through such investments and collaborations that we can achieve Zero Harm at our mines. We further call on the sector to consider new technologies to reduce human involvement in high safety risk tasks such as drilling and blasting, hazard identification and operator fatigue.

Another area of concern to us is the illegal mining activities taking place at the derelict and ownerless mines. We, together with other government departments and law enforcement agencies will continue to strive to fight and stop illegal mining activities due to the dangers it poses to illegal miners, the local communities and mining operations. The department working with stakeholders should also explore, understand and apply mitigations on market that is supplied by illegal miners.

In curbing the scourge of illegal mining, the department has to first properly address illegal mining working together law enforcement agencies and other stakeholders. Then work on mine rehabilitations, where possible give licenses to small miners attached with safety working conditions on those mines, also look into markets and involve them. For an example in Northern Cape, an example has been set to legalize and give licenses to some of these small miners . Such initiative will go a long way in creating and contributing to job creation as well as the growth of the industry. We will also continue to educate the public on applicable processes of acquiring necessary approvals to operate legally.

The department has taken a posture to lead transformation, continually improve its ways of working. A lot has been achieved by the department, yet there is still lot more to be done. to ensure that we become a leader in the transformation of South Africa through economic growth and sustainable development, I have no doubt that working together we will achieve all that we set out to do in this 2019/2020 Annual Performance Plan.

Bavelile Hlongwa, MPDeputy Minister of Mineral Resources

PART A • Strategic Overview

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It is hereby certified that this Annual Performance Plan:• Was developed by the management of the Department of Mineral Resources, under the guidance of the Honourable Minister S G Mantashe;• Was prepared with the main focus on the upcoming 2019 – 2020 and aligns the Department planning period to the DPME planning period covering 2015 – 2020;• Takes into account all the relevant policies, legislation and other mandates for which the Department of Mineral Resources is responsible; and• Accurately reflects the performance targets that the Department of Mineral Resources will endeavour to achieve given the resources made available in the budget for 2019/20.

Mr S D C MokoenaActing Chief Director: Strategy and Monitoring Signature:

Ms J D Morabe Acting Chief Financial Officer Signature:

Adv T S MokoenaAccounting Officer Signature:

APPROVED BYMr S G Mantashe, MPExecutive Authority Signature:

oFFicial sign-oFF

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table oF contents

part a: strategic oVerView 9

1. Updated situational analysis 101.1. Performance delivery environment 101.2. Organisational Environment 121.3. Description of the strategic planning process 17

2. Revision to legislative and other mandates 172.1. Constitutional mandate 172.2. Legislative mandate 172.3. Policy mandate 172.4. Planned policy and legislative initiatives 172.5. Key policy developments and legislative changes 18

3. Overview of 2019–2022 Budget and MTEF estimates 183.1 Expenditure estimates 183.2 Relating expenditure trends to strategic outcome-oriented goals 20

part b: prograMMe and sub-prograMMe plans 21

4. PROGRAMME 1: Administration 224.1 Strategic objectives, targets 2019/20-2021/22 (Corporate Services) 224.2 Strategic objectives, targets for 2019/20–2021/22

(Financial Administration) 344.3 Reconciling performance targets with the budget and MTEF

(Programme Administration) 395. PROGRAMME 2: Mine Health and Safety 40

5.1 Strategic objectives and Annual targets for 2019/20–2021/22 405.2 Reconciling performance targets with the budget and MTEF 46

6. PROGRAMME 3: Mineral Regulation 476.1 Strategic objectives and Annual targets for 2019/20–2021/22 476.2 Reconciling performance targets with the budget and MTEF 54

7. PROGRAMME 4: Mineral Policy and Promotion 557.1 Strategic objectives and Annual targets for 2019/20–2021/22 557.2 Reconciling performance targets with budget and MTEF 62

part c: linKs to other plans 63

8. Links to the long-term infrastructure and other capital plans 649. Conditional grants 6410. Public Entities 6411. Public-private partnerships 66

anneXure d 67

Vision 68Mission 68Values 68Strategic outcome-oriented goals of the Department 691. Programme 1: Administration 70

1.1 Strategic objectives: Financial Administration 731.2 Risk management 74

2. Programme 2: Mine Health and Safety 752.1 Strategic objectives 752.2 Risk Management 76

3. Programme 3: Mineral Regulation 773.1 Strategic objectives 773.2 Risk management 79

4. Programme 4: Mineral Policy and Promotion 804.1 Strategic objectives 804.2 Risk management 82

anneXure e 83

Technical Indicator Descriptors 84

anneXure F 199

Alignment of Departmental 2014/19 Strategic Plan to 2015 – 2020 Planning Cycle 200


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ABET Adult Basic Education and Training

AEMFC African Exploration Mining Finance Corporation

AMD Acid Mine Drainage

AMDP Advanced Management. Development Programme

AMTS Advanced Manufacturing Technology Strategy

APP Annual Performance Plan

B-BBEE Broad-Based Black Economic Empowerment

BCC Benguela Current Commission

CEO Chief Executive Officer

CGS Council for Geoscience

CIOM Chief Inspector of Mines

COIDA Compensation for Occupational Injuries and Diseases Act

COO Chief Operating Officer

D&O Derelict and Ownerless

DG Director-General

DMR Department of Mineral Resources

DPME Department of Planning Monitoring & Evaluation

DPSA Department of Public Service and Administration

DPW Department of Public Works

dti Department of Trade and Industry

EDP Executive Development. Programme

EMDP Emerging Management Development Programme

EMP Environmental Management Plan

ERM Enterprise Resource Management

ETDC Education Training and Development Committee

GCC Government Certificate of Competency

GCIS Government Communication and Information System

GDP Gross Domestic Product

GIAMA Government Immovable Asset Management Act

HDSAs Historically Disadvantaged South Africans

HR Human Resources

HRD Human Resource Development

ICT Information and Communications Technology

IGF Intergovernmental Forum

IOPC International Oil Pollution Compensation

IT Information Technology

MANCO Management Committee

MHS Mine Health and Safety

MHSA Mine Health and Safety Act

MIGDETT Mining Industry Growth Development and Employment Task Team

MHSC Mine Health and Safety Council

MHSI Mine Health and Safety Inspection

Mintek Council for Mineral Technology Research

MoU Memorandum of Understanding

MPRDA Mineral and Petroleum Resources Development Act

MQA Mining Qualifications Authority

list oF acronyMs/glossary

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MSP Master Systems Plan

MTEF Medium Term Expenditure Framework

MTSF Medium Term Strategic Framework

MWP Mining Work Programme

NDP National Development Plan

NEMA National Environmental Management Act

NGP New Growth Path

NIHL Noise Induced Hearing Loss

NIPF National Industrial Policy Framework

NPA National Prosecuting Authority

NSDS National Skills Development Strategy

NUSP National Upgrading Support Programme

ODMWA Occupational Diseases in Mines and Works Act

OHS Occupational Health and Safety

OLA Operational Level Agreement

PAIA Promotion of Access to Information Act

PAJA Promotion of Administrative Justice Act

PASA Petroleum Agency South Africa

PERSAL Personnel Salary System

PFMA Public Finance Management Act

PSETA Public Service Sector Education and Training Authority

PWP Prospecting Work Programme

RPL Recognition of Prior Learning

SADPMR South African Diamond and Precious Metals Regulator

SAMRAD South African Mineral Resources Administration System

SAMRASS South African Mines Reportable Accidents Statistics System

SARS South African Revenue Service

SCM Supply Chain Management

SDT State Diamond Trader

SETA Sector Education and Training Authority

SLAs Service Level Agreements

SLPs Social and Labour Plans

SMMEs Small, Medium and Micro-Enterprises

SMS Senior Management Service

SOCs State-Owned Companies

SOEs State-Owned Entities

SOMCO State Owned Mining Company

SOPs Standard Operating Procedures

SSA State Security Agency

UIF Unemployment Insurance Fund

WPL Workplace Learning

WSP Workplace Skills Plan

PART A

strategic oVerView

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1. updated situational analysis 1.1. Performance delivery environment

The South African economy has experienced a technical recession during the first half of 2018 following a quarter contraction in the first and second quarters of 2018. The tepid performance of the economy resulted in the mining industry also coming under extreme pressure by posting a decline of 9,9% in the first quarter, and a recovery of 4,9% in the second quarter of 2018. Despite the recovery of 2,2% (quarter to quarter) in the third quarter, the mining sector declined by 8,8% during the same period. Notwithstanding the contraction in the mining industry, and sluggish growth rate during 2018, the local economy is forecasted to grow by 1,6% in 2019 which is much higher than the 2018 anticipated growth rates. At the Investment Summit held last year as part of the Presidential investment drive to stimulate and reinvigorate the ailing economy, there was a total almost R100 billion worth of investment pledged by the mining companies for various project over the next five years. A total of R71,5 billion was from Anglo American; with R21,4 billion from Vedanta; R4,5 billion committed by Ivanplats; and Bushveld Minerals pledged R2,5 billion. The threat of job losses remains a source of major concern to the Department, and to this end, the Department will continue to engage industry and unions on finding solutions that will avoid job losses. The approval by Cabinet of the new Mining Charter allows the Department a renewed an opportunity to focus and strengthen its ability to transform the sector for the benefit of all South Africans.

The health and safety of mineworkers is a non-negotiable. The Department, through the work of the Mine Health and Safety Council (MHSC) and its project partners (e.g. Wits University and others), is currently conducting research to explore technological innovations such as deployment of underground drones for underground intelligence gathering, which are aimed at improving safety as well as response time during mine rescue efforts. The figure below shows a downward trend in fatalities per commodity since 1995 which attests to the effectiveness of inspections, audits as well as other efforts of the Department and industry.

However, despite these successes, the Department will continue to focus on major causes of fatalities, occupational diseases and injuries in the 2019/20 financial year and will implement appropriate enforcement measures where necessary to prevent harm against mineworkers. The Department is increasing its capacity to collect health and safety data directly and through third parties which will enhance its capability to respond effectively and proactively to health and safety matters within the industry. Other efforts aimed at minimising occupational hazards relate to noise induced hearing loss (NIHL) are undertaken by MHSC in collaboration with University of Pretoria. Among the key activities to be undertaken in 2019 are the completion of the drafting of Inspectors’ Enforcement Manual and Legal Framework and a schedule of Mine Health and Safety campaigns which will become a permanent feature of the Department’s work which will give a special attention to Zama-zamas.


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The Department has noted an increase in injuries and fatalities that occur on mines that were “offloaded” through Broad-Based Black Economic Empowerment (B-BBEE) transactions, and will undertake further research to establish if there was a correlation between the B-BBEE transactions concluded with the increase in health and safety incidents in these mines.

The recent Constitutional Court and North Gauteng High Court judgements on Lesethleng Village community and Xolobeni Village respectively, will have a major impact on the regulatory mandate and functioning of the Department. In summary the Constitutional Court judgement found that the two mine companies involved in this dispute failed to adequately consult with the community as prescribed in the Mineral and Petroleum Resources Development Act (MPRDA), and effectively overturned the eviction order granted by North West High Court and confirmed by the Supreme Court of Appeal. With regard to the Xolobeni Village matter, the court judgment effectively direct that the full and informed consent of communities must be obtained from affected communities before a license for mining rights is issued. The Department is currently studying the judgement and will seek a legal opinion on the Xolobeni Village ruling.

The transformation of the sector is not only a political necessity but a business imperative, and the Department will strengthen its management control systems to monitor the transformation of the sector in line with the MPRDA and the new Mining Charter. The Department intends to pursue its transformational agenda by using all the regulatory instruments at its deposal to drive transformation within the sector, with particular focus on the inclusion of women and youth into this strategic sector of the economy. In addition to this, the Department will pay particular attention on compliance by rights/permit holders to the terms and conditions of their licenses in line with the new Mining Charter.

The adherence to Social and Labour Plans will be vigorously monitored to ensure that these are implemented effectively and efficiently. This will be done by seeing to it that affected communities have access to these plans and are able to monitor their implementation. In addition to this the Department will use its oversight capacity to ensure effective monitoring and evaluation of implementation of the Social and Labour Plans (SLPs) by increasing the sector Monitoring and Evaluation capacity within the Department.

The mining regulatory outlook has improved tremendously following the finalisation of the Mining Charter to provide much needed policy certainty to the mining industry. In

recent months, South African business confidence’s prospects have been improving and remain resilient and is expected to be stronger going forward. However, the growth prospects remain fragile, weighed down by structural bottlenecks.

Renewable energy provides both opportunities and threats to the sustainable mining industry. In years to come, the rapid increase of electrical vehicles would have major implications for the platinum industry, of which South Africa has the largest global proven reserves. The outlook for greener transportation is gaining momentum as countries like the United Kingdom join France and Norway in saying they would ban fossil-fuelled cars in coming decades. These developments will facilitate an increase in the manufacturing sector and strengthen Government goals of massive industrialisation.

The push for renewable energy could also affect the coal industry in the coming years unless technology is developed to mine coal in a more environmentally friendly manner in order to offset the negative emission from its production. The strength of economy over the coming five years relies on South Africa remaining the trusted investment destination due to its stability within the region and continent, and significant mineral reserves. The prices of commodities such as iron ore and higher costs would potentially affect the profitability of mining industry in the coming years. The rising unemployment will contribute to an increase in illegal mining activities leading to growing risks of injuries and fatalities. The Department intends to work with all stakeholders to increase compliance with legislation.

Environmental management remains the cornerstone of sustainable mining. The Department is looking at mechanisms to improve the verification of data supplied by mining companies in relationship to minerals extracted. In addition, the Department will focus its energies on ensuring the rehabilitation of derelict and ownerless (D&O) mine sites continues as well as promote concurrent rehabilitation. The departmental environmental plan will be reviewed to ensure that it addresses all the gaps identified during its implementation.

The complexities relating to the oversight function of the industry coupled with limited financial resources have resulted in the growing realisation that improved coordination between different branches of the Department is necessary. Going forward a multi-disciplinary team approach encompassing specialist skills drawn from the Mineral Regulation, Mine Health and Safety and Mineral Policy and Promotion will undertake joint programme including research, inspections, monitoring and evaluation of the industry.

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1.2. Organisational Environment

The Department of Mineral Resources (DMR) consists of four programmes, as indicated in the table below.

SuMMARy OF THE DMR’S ORGANISATIONAL STRuCTuRE

Table 1: DMR Organisational Structure

prograMMe sub-prograMMes1. Administration 1.1 Ministry

1.2 Director-General (DG)’s office1.3 Internal Audit1.4 Chief Compliance Officer1.5 Corporate Services1.6 Financial Administration

2. Mine Health and Safety Inspectorate

2.1 Mine Health and Safety (Regions)2.2 Governance Policy and Oversight

3. Mineral Regulation 3.1 Mineral Regulation and Administration3.2 Management Mineral Regulation

4. Mineral Policy and Promotion 4.1 Mining and Mineral Policy4.2 Mineral Promotion and International Coordination 4.3 Economic Advisory Services4.4 Mine Environmental Management

In order to fulfil its mandate, the Department has resolved to strengthen its internal capabilities in order to effectively discharge its regulatory and transformational programme. This process would entail a comprehensive assessment of its internal weaknesses and the development of a clear programme to address the performance gaps. Among the areas to be prioritised is the increasing of the sector Monitoring and Evolution capacity, strengthening of research capacity that will enable the Department to improve evidence-based decision making, improvement in the quality of health and safety inspections, including the improving the re-organisation of serving of the sector to improve response time and quality of the services being offered by the Department. The filling of critical vacant funded posts will be prioritised with specific focus on the core business of the Department.

PROGRAMME 1: Administration

This programme provides strategic management and administrative support services to the Ministry and the Department and consists of the following:

1. Corporate Services• Human Resources• Auxiliary Support Services• Communication• Legal Services• Special Projects• Security Risk Management

2. Internal Audit

3. Financial Administration• Finance (Financial Accounting, Management Accounting and Supply

Chain Management)• Information Management (Information Technology and Systems Development

& Maintenance)

4. ChiefComplianceOfficer• State-Owned Entity Oversight • Risk Management • Strategic Planning, Monitoring and Evaluation

CORPORATE SERVICES

Following identified needs, Corporate Services will continue to align the Department’s organisational structure with its mandate. Structural needs will inform the content of the Department’s Human Resource Plan when it is reviewed.

Programme focus areas

Human ResourcesThe Corporate Services Branch will continue implementing the Department’s Integrated


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Human Resource Plan, which covers, among other things, human resource capital needs, individual human resource development strategies, talent management and knowledge management. The implementation of the Recruitment and Retention Strategy and the National Vetting Strategy will also continue during the year in order to ensure a well-capacitated organisation with fit-for-purpose personnel of high integrity. Corporate Services will continue with robust skills development programmes to strengthen and grow the talent of the current workforce, particularly in the area of scarce skills.

Increased focus will be placed on matters relating to the filling of posts, employment equity and staff retention. The Department is confident that in the ensuing period there will be a noticeable improvement in the turnover and vacancy rates, as well as employment equity. To ensure that there is a joint effort between Corporate Services and line functions towards the achievement of strategic objectives, the Corporate Services Branch will continue to build strategic relationships with the branches through an operational level agreement (OLA) and Human Resources Marketing Strategy.

CommunicationThe Chief Directorate: Communication, in conjunction with the GCIS and other stakeholders, will conduct a communications and marketing campaign to generate and popularise awareness of shale gas and hydraulic fracturing. The strategic aim will be to inform, educate and create an understanding among South Africans of the potential of the Shale Gas energy resource in contributing to the realisation of the objectives of the National Development Plan (NDP).

Through this campaign, the Department will inform and educate communities of the potential of shale gas and the intricacies of hydraulic fracturing and its associated extraction methodology. The Department will continue to communicate its programmes and promote the minerals and petroleum industry of the country both nationally and internationally in conjunction with all line functions, the CGS and the Council for Mineral Technology and Research (Mintek).

Legal ServicesThe unit will continue to improve litigation management, which should result in the saving of legal costs. Continuous review of the Promotion of Access to Information Act (PAIA) processes and an improved understanding of those processes will maintain the Department’s ability to meet legislative timeframes.

INTERNAL AUDIT

The Internal Audit unit is a critical partner to the Department’s line function and other support services. It provides independent and objective assurance and consulting services on internal control, risk management and governance processes to assist the Department to achieve its strategic objectives. The unit will continue to conduct compliance, financial, IT and performance audits, as well as special investigations. It will evaluate controls for adequacy, effectiveness and efficiency and recommend measures to optimise the control environment, where necessary. The unit reports administratively to the Accounting Officer and functionally to the Audit Committee.

The Audit Committee provides continuity in reviewing the effectiveness of internal controls, risk management and governance processes, as well as evaluating financial statements, the Department’s performance and the effectiveness of the internal audit function.

FINANCIAL ADMINISTRATION

Financial Administration provides strategic financial and Information and Communications Technology (ICT) support to the Department. Our limited financial resources could materially affect our planned programmes, our ability to exploit available technology and our ability to respond to unanticipated developments, thereby negatively impacting on service delivery and compliance with laws and regulations. The Branch will continue to ensure the efficient and effective management of the limited allocated resources to accomplish the objectives of the Department.

In order to operate efficiently, the Finance and Supply Chain Management will focus on reviewing current expenditure trends and implement cost reduction strategies as well as identify efficiencies, whereas the office of the Chief Information Office will work closely with programme managers to modernise the departmental processes through automation and integration of ICT systems. During the next term focus will be on ensuring that the South African Mineral Resources Administration System (SAMRAD), is operating optimally.

PROGRAMME 2: Promotion of Mine Health and Safety

This programme ensures the safe mining of minerals under healthy working conditions, and comprises two subprogrammes:

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• Mine Health and Safety (Regions)• Governance Policy and Oversight

Mine Health and Safety (Regions) is responsible for audits, inspections, investigations and inquiries, enforcing the Mine Health and Safety Act (MHSA) and its provisions, examination services and providing professional advice. The Policy and Oversight subprogramme develops policy and legislation to guide enforcement work, provide technical support to regional offices, chair tripartite structures and facilitate HIV/Aids work in the sector.


Capacity development and process improvement The Department and the Mining Qualifications Authority (MQA) will implement initiatives and ensure that strategies are in place to address the skills shortage in the mining industry. The branch will build capacity to be able to deal better with seismic events. This process will entail implementing strategic arrangements between the MHSC, MQA and institution of higher learning wherein education and training programmes at universities will be consolidated to improve workplace-integrated learning for health and safety inspectors. Internal capacity will be improved to focus on high-risk areas.

Monitoring and evaluation of occupational health programmes at mines The Department will consolidate and define occupational health functions to address current and emerging challenges. This includes improving health surveillance and monitoring at mine sites, as well as cooperating with other public agencies to promote occupational health at these sites.

Monitoring and evaluation of mine safety programmes Focus will also be placed on monitoring and evaluation of mine safety programmes. This involves monitoring compliance with mine health and safety-related legislation by way of audits, inspections, investigations and inquiries, and participating in matters likely to impact on the health and safety of mine employees and communities surrounding mining operations.

Review health and safety legislation to incorporate best practice The Department will provide leadership and participate in the initiatives and activities of tripartite institutions to ensure that the work programmes of these entities are responsive to current and future problems.

The branch will at all times ensure that the mine health and safety legislation incorporates best practices and implements Tripartite Summit actions and support initiatives dealing with illegal mining and other mining-related safety matters, especially blasting operations near residential areas and any other structures to be protected.

PROGRAMME 3: Mineral Regulation

This programme regulates the minerals and mining sector to promote economic growth, employment, transformation and sustainable development. Mineral Regulation is also responsible for the administration of prospecting and mining rights licensing and compliance with the MPRDA, including environmental management compliance by mines.

The programme comprises two sub-programmes:• Mineral Regulation and Administration• Management Mineral Regulation


During upcoming period, the branch will continue to improve service level delivery in respect of the adjudication of rights and permits in line with legislation. This will enhance sector competitiveness and ensure transparency and accountability. The refinement of the Department’s administrative processes, including the organisational structure, will ensure that the regulatory framework is implemented effectively. The branch will closely monitor the empowerment of historically disadvantaged South Africans, especially women, in terms of the related MPRDA. In this regard, the branch structure has been reassessed to optimally deal with challenges emanating from outcomes of compliance, monitoring and evaluation inspections.

The Department will continue to enhance the online system (SAMRAD) for lodging and administering mining and prospecting applications to ensure transparency and accountability from officials involved in processing applications. It is envisaged that the enhanced SAMRAD system would support departmental values of ethical, honest, integrity and accountable management.

Furthermore, the Department will adopt a more proactive approach for engaging the mining industry, communities and stakeholders about the quality, sustainability and


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transformation of the industry to achieve the objectives of the MPRDA. Improved consultations will enable the DMR to share information with the relevant stakeholders, as well as interested and affected parties, to achieve a holistic approach to regulating the minerals sector. Compliance with environmental management, the Mining Charter, the optimal utilisation of mineral resources and the eradication of illegal mining operations and provision of support to junior miners and artisanal miners will be key focus area.

PROGRAMME 4: Mineral Policy and Promotion

This programme develops mining, mineral and upstream petroleum industries’ policies and promotes investment and development of these industries. It comprises the following subprogrammes:• Mining and Mineral Policy• Mineral Promotion and International Coordination• Economic Advisory Services • Mine Environmental Management

Mineral PolicyThis unit develops new policies, reviews existing policies and amends legislation to promote investment growth and achieve transformation in the minerals, mining and petroleum industries.

Mineral PromotionThis unit promotes mineral development and advises on trends in the mining and minerals industry to attract additional investment into the sector through regional and global relationships.

Economic Advisory ServicesThe function of the Economic Advisory Services is to undertake macroeconomic research and analysis, to inform Executive Management and the Department in its engagements with industry stakeholders.

Mine Environmental ManagementThis unit provides strategic guidance on mine environmental management and mine closure issues, including the management of D&O mines.


The Branch’s main focus for the next five years will be to ensure continued regulatory certainty and to ensure continued interest in the minerals, mining and petroleum sectors, whilst promoting investments into the mining sector.

AdvancingMineralBeneficiationThe Nine-Point Plan identified the advancement of mineral beneficiation as one of the critical interventions to unlock requisite economic development. In this regard, the beneficiation projects have been identified in line with priority mineral value chains highlighted in the mineral beneficiation strategy, which include:• Strengthening section 26 of the MPRDA to ensure security of supply of critical mineral

feed stocks for local mineral beneficiating industries, including energy security, at cost competitive prices

• Review of the Mining Charter to leverage the country’s mining industry’s procurement capacity to drive demand for locally manufactured mining capital goods, consumables and services

• Energy value chain – assessment of uranium and thorium resources is being undertaken. In addition, the National Coal Policy is being developed. In both cases, the projects are intended to contribute to the national energy security initiative.

Shale Gas DevelopmentThe focus on the advocacy programme to increase awareness of the benefits and costs associated with this process. The shale gas exploration will be conducted with sufficient consultation with all stakeholders and would take into account all concerns in order to ensure sustainable utilisation of our natural resources.

Ocean PhakisaThrough Ocean Phakisa, Government is working on balancing conservation and exploitation of marine mineral resources so as to grow the ocean economy in a sustainable manner. Furthermore, Government will ensure that marine mining will be undertaken in an environmentally sustainable manner.

Promotion of the Mining industryThe South African mining industry remains the wealthiest in the world, with the geological potential for discovery of world-class deposits. The Department will focus on

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finalisation of a Mineral Investment Promotion Framework to ensure a well-coordinated promotion approach that balances international relations with a mineral and upstream petroleum resource diplomacy programme. Key to this will be the Department’s role in the Department of Trade and Industry (dti)-led initiative of a one-stop shop investment vehicle (InvestSA).

Derelict and Ownerless MinesThe Branch aims to rehabilitate 43 D&O mines, including asbestos sites and holings or mine openings during the 2019/20 financial year. The issue of closure of mine openings has become urgent and critical as witnessed by the recent increase in illegal mining of mainly gold by syndicates.

In-house Economic Research CapacityOver the next few years and beyond, the branch aims to build a world-class economic research unit to provide strategic support and guidance to the Department and its entities and wider mining sector.

Transformation in the mining sector

The Department will further accelerate transformation in the mining sector by monitoring and enforcing compliance with 2018 Mining Charter for the South African mining industry; promotion of exploration for onshore and offshore oil and gas resources and their optimal development, promotion of investments in the mineral and upstream petroleum sector and contributing more broadly to an equitable and inclusive economy. During the medium term, the Department will continue to improve service delivery levels in the adjudication of rights and permits in line with legislation. This will enhance sector competitiveness and ensure transparency and accountability. The refinement of the Department’s administrative processes, including the organisational structure, will ensure that the regulatory framework is implemented effectively. The department will closely monitor the empowerment of historically disadvantaged South Africans (HDSAs), especially women, in terms of the MPRDA. It will continue to extend monitoring, compliance and enforcement inspections.

Furthermore, the Department will adopt a more proactive approach to engaging the mining industry, communities and stakeholders about the quality, sustainability and

transformation of the industry to achieve the objectives of the MPRDA. Improved cooperative governance will enable the Department to share information with the relevant stakeholders, as well as interested and affected parties, to achieve a holistic approach to regulating the minerals sector. Compliance with environmental management, the Mining Charter, the optimal utilisation of mineral resources and the eradication of illegal mining remain key focus areas. The conflicts between communities living in mining areas are symptomatic of communication constraints that exist between all concerned and the Department intends to address this by having more workshops with both the communities and the mining companies.

Integrating mineworkers’ housing and living conditions into sustainable human settlements

In response to economic challenges, government has recognised the need to upgrade all human settlements, with a short- to medium-term focus on improving the living conditions of mineworkers and communities in both mining and labour-sending areas. Whilst business has recommitted itself to ensuring that Social and Labour Plans are aligned to the socio-economic needs of mining communities, living condition improvements and socio-economic interventions need to take place within the formal planning framework for sustainable and integrated human settlements.

Mine environmental management

The strategy for the management and rehabilitation of derelict and ownerless mines in South Africa aims to guide the management of mining legacies. The implementation of the strategy will continue with annual updates of the estimated state liability for the rehabilitation of derelict and ownerless. The job creation element of the rehabilitation programme is a key requirement for all projects as it contributes to the attainment of the NDP. The rehabilitation programme also has a positive impact on communities, resulting in economic growth through locally sourced labour and material, and improved health and wellbeing of communities. Furthermore, it reduces human and animal exposure to asbestos fibres from historical asbestos mine sites. The department aims to increase the scope and pace of the rehabilitation of dangerous derelict and ownerless mine sites, the plan is to rehabilitate a minimum of 129 sites at an estimated amount of R445 million during the medium term.


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Beneficiation Strategy

The Department will be taking a lead in driving the implementation of beneficiation strategy in collaboration with sister departments within the economic cluster. The Mineral Beneficiation Strategy seeks to facilitate economic diversification, increase productive capacity, create job opportunities, expedite progress towards technology development and a knowledge-based economy, as well as attain incremental GDP growth per capita in mineral value addition. The strategy will support the vision of government’s National Development Plan (NDP), Nine-Point Plan, fourteen-point plan, the National Industrial Policy Framework (NIPF), the infrastructure building programme and the Advanced Manufacturing Technology Strategy (AMTS).

Policy development and legislative instruments

The department is in the process of amending the Mineral and Petroleum Resources Development Act (MPRDA) to remove petroleum provisions and develop a Petroleum Resources Development Bill. Two separate Bills, one on mineral resources and one on petroleum resources will be finalized during medium term. During medium term a total of nine legislative instruments will be completed including, the review of MPRDA Regulations, the development of Council for GeoScience (CGS) Act Regulations, review of the Mine Health and Safety Act (MHSA), review the Diamond Amendment Act and the Precious Metals Act and related regulations.

1.3. Description of the strategic planning process

The Department and its entities held strategic breakaway sessions over a period of four (4) days beginning on the 24 - 25 August 2018 and later on 05 - 06 December 2018, under the leadership of Honourable Minister Mantashe and Deputy Minister Oliphant.

The session was attended by all Senior Managers within the Department, board chairperson and Chief Executive Officers (CEOs) of entities reporting to the Minister. The purpose of the session was to validate the mission of the DMR as well as review the organisational vision 2030. The deliberations of the forum came to a conclusion that the DMR’s mission as per founding legislation remains relevant, and as result current vision 2030 was adopted for the strategic planning period 2019-2020.

In the main the current strategic pillars of the DMR were deemed to be still appropriate for the delivery of vision 2030. The forum however decried the urgency of implementation of vision 2030, the individual branches were instructed to go and rework their strategic initiatives to demonstrate the urgency of transformation. The reviewed 2019-20 Annual Performance Plan aims to ensure urgency of strategy implementation.

The DMR’s four strategic outcome-oriented goals linked to the national outcome priorities and aligned with the balanced scorecard model are reflected in the next section.

2. reVision to legislatiVe and other Mandates2.1. Constitutional mandate

The Department’s mandate is found in section 24(b)(iii) of the Constitution of South Africa, No 108 of 1996.

2.2. Legislative mandate

The key principal legislation, namely, the Mineral and Petroleum Resources Development Act, No 28 of 2002, and the Mine Health and Safety Act, No 29 of 1996, provide the regulatory framework for promotion and regulation of the industry, equitable access, as well as sustainable development of the nation’s mineral and upstream petroleum resources.

2.3. Policy mandate

The Minerals and Mining Policy for South Africa (White Paper published in October 1998) ensures the transparent and efficient regulation of the development of South Africa’s mineral resources and mineral industry to meet national objectives and bring optimum benefit to the nation. The policy issues in the White Paper have been enunciated in relevant legislation. In addition, the Department’s programmes are guided by the NDP and the Nine-Point Plan aimed at growing the economy of the country in an inclusive manner.

2.4. Planned policy and legislative initiatives

The Department will continue working on, and also initiate and finalise policy and legislative initiatives as indicated below:

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• Separation of Mineral and Petroleum provisions in the MPRDA Bill through: » Amending the MPRDA to remove petroleum provisions; » Draft the Petroleum Resources Development Bill; » Review the MPRDA regulations once the Bill is promulgated

• Develop Geoscience Act Regulations• Review the MHSA• Review MHSA Guidelines

2.5. Key policy developments and legislative changes

Development of the Petroleum Resources Development Bill.

The key objectives of the Bill are to:• Make provision for equitable access to and sustainable development of the nation’s petroleum resources; • Establish the Petroleum Agency of South Africa for the Promotion of Petroleum Exploration and Exploitation as the national regulatory authority; to provide for the objectives and

functions of the Petroleum Agency; • Provide for the constitution of its Board and the management of the Petroleum Agency by the Board; • Provide for the Finances of the Petroleum Agency; • Provide for the CEO and other staff of the Petroleum Agency, and to provide for matters connected therewith.

3. oVerView oF 2019–2022 budget and MediuM terM eXpenditure FraMeworK (MteF) estiMates 3.1 Expenditure estimates

Table 2: Department of Mineral Resources

2019 – 2020 budget suMMary total to be appropriated

r’000

current payMents transFers and subsidies

r’000

payMents For capital assets r’000

coMpensation oF eMployees r’000

goods and serVices r’000

Administration 345 454 199 807 129 919 3 692 12 036

Mine Health and Safety 218 570 178 335 35 079 4 386 770

Mineral Regulation 444 364 209 403 45 228 188 990 43

Mineral Policy and Promotion 997 532 77 633 38 754 880 973 172

Total 2 005 220 665 178 248 980 1 078041 13 021


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prograMMe audited outcoMe adJusted appropriation

reVised estiMate

MediuM-terM eXpenditure estiMate

r million 2014/15r’000

2015/16r’000

2016/17r’000

2017/18r’000

2018/19r’000

2019/20r’000

2020/21r’000

2021/22r’000

Administration 315 220 359 067 361 050 362 470 335 000 335 000 345 454 365 736 387 945Mine Health and Safety 167 492 171 506 189 557 203 657 205 037 205 037 218 570 230 597 249 855Mineral Regulation 237 659 246 236 258 758 370 104 393 606 393 606 443 664 473 960 502 157Mineral Policy and Promotion 754 786 861 672 851 736 840 454 957 018 957 018 997 532 1 052 699 902 889Total 1 475157 1 638 481 1 661 101 1 776 685 1 890 661 1 890 661 2 005220 2 122 992 2 042846Change to 2018 budget estimates 1 526 -3 392 1 696

econoMic classiFication audited outcoMe adJusted appropriation

reVised estiMate

MediuM-terM eXpenditure estiMate

r million 2014/15r’000

2015/16r’000

2016/17r’000

2017/18r’000

2018/19r’000

2019/20r’000

2020/21r’000

2021/22r’000

Current payments 736 883 805 241 858 580 867 276 871 058 871 058 914 158 976 079 1 036900

Compensation of employees 484 619 526 265 558 799 588 355 617 628 617 628 665 178 715 604 762 119

Goods and services 252 264 278 976 299 781 278 921 253 430 253 430 248 980 260 475 274 781

Transfers and subsidies 723 733 819 706 791 316 896 740 1 007 253 1 007 253 1 078 041 1 133177 991 411

Departmental agencies and accounts 347 278 393 441 433 519 440 733 471 864 471 864 481 988 503 161 327 063 Public corporations and private enterprises 370 854 423 735 356 616 454 394 533 783 533 783 594 357 628 227 662 461Households 5 601 2 530 1 181 1 613 1 606 1 606 1 696 1 789 1 887

Payments for capital assets 14 541 10 626 9 919 12 669 12 350 12 350 13 021 13 736 14 535

Building and other fixed structures 2 937 1 140 153 263 1 954 1 954 2 056 2 169 2 332

Machinery and equipment 7 163 9 349 9 766 11 614 10 396 10 396 10 965 11 567 12 203

Software and other intangible assets 4 441 137 - 792 - - - - - Paymentsforfinancialassets - 2 908 1 286 - - - - - -

Total 1 475 157 1 638 481 1 661 101 1 776 685 1 890 661 1 890 661 2 005220 2 122992 2 042846

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3.2 Relating expenditure trends to strategic outcome-oriented goals

Over the medium term, the Department will contribute towards sustainable growth of the mining sector and in socioeconomic development as envisaged in the National Development Plan by focusing on capacity development and process improvement, skills development on mine health issues at mines and further focus on high-risk areas, such as uneven ground and occupational diseases as well as to improve effective prosecutions to those who violate safety and environmental legislation.

The allocated budget over the medium-term amount to R6.171billion. Transfer to the entities is estimated at 51.90% or R3.203 billion over the medium term. An additional

amount of R386 million over medium term will be transferred to Council for Geoscience following cabinet approval for laboratory analytical and research work.

The department’s baseline allocation for compensation of employees amounts to R2.143 billion or 34.73 per cent of the total budget as a result of the labour-intensive nature of the department’s work, which requires the department to conduct mandatory compliance monitoring, enforcement as well as statutory inspections of mines across the country. The department’s mandate has grown significantly due to the prospecting and mining licences issued over the medium period which has resulted to the increase on various inspections within the department without corresponding increase on financial resources. Goods and services represent 12.71 per cent or R784 million of the total budgets, and payment of capital assets remained consistent R41.3 million or 0.66 per cent over medium term.

PART B

PROGRAMME AND SUBPROGRAMME PLANS

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4. PROGRAMME 1: ADMiNiStRAtiONCorporate Services

4.1 Strategic objectives, targets 2019/20-2021/22

BRANCH: CORPORAtE SERViCES AUDitED EStiMAtE 2018/19

MtEF tARGEtSiNitiAtiVESOutcomes Strategic

ObjectivesMeasures 2014/2015 2015/2016 2016/2017 2017/2018 2019/2020 2020/2021 2021/2022

Equitable and sustainable benefit from mineral resources (customer / stakeholder)

1. Contribute to skills development

1. Number of mining career awareness initiatives – HRD

19 21 20 9 9 11 11 11 • Market DMR and mineral and mining sector career opportunities/skills requirements at institutions of higher education and training and career exhibitions

2. Number of mining career awareness initiatives – Special Projects

N/A N/A N/A 10 12 11 11 11 • Facilitate mining career guidance for vulnerable groups at basic education institutions and in communities (Special Projects)

3. Number of bursaries acquired and recipients identified to study towards mining-related qualifications

23 21 25 20 45 40 40 40 • Conduct targeted learner programme careers in mining

• Solicit bursaries for learners

2. Sustainably develop vulnerable groups

4. Number of identified projects facilitated to vulnerable groups

6 7 7 7 6 6 6 6 • Initiate and facilitate the implementation of projects targeting women, people with disabilities and youth

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3. Communicate DMR programmes with internal and external stakeholders

5. % of Implementation of the Communications Strategy

N/A N/A N/A 100% 100% 100% 100% n/a • Media and Stakeholder engagements held to promote DMR policies and programmes

• Revamp the intranet• Public participation

initiatives to promote DMR programmes’ media monitoring and analysis services

• Review of the media policy, guidelines and procedures

• Internal communication initiatives to raise awareness of DMR policies and programmes

4. Provide adequate facilities for effective service delivery

6. % of facilities aligned with business needs

94% 95% 95% 95% 95% 95% 95% 95% • Implement the Facilities Management Strategy

7. % of Implementation of Facilities Management Strategy

N/A N/A N/A N/A 100% 100% 100% 100% • Monitor and review all facilities management needs

• Submission of User Asset Management Plan to the Department of Public Works and National Treasury on a yearly basis for MTEF

• Facilitation of quarterly meetings for the Facilities Management Committee

• Conduct building compliance inspections every semester

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Efficient, effective and development-oriented Department (internal processes)

5. Develop, review and improve internal processes / guidelines / procedures

8. Number of policies / guidelines developed and / or reviewed

10 6 5 14 9 5 10 10 • Employment Equity Policy• Communication Policy• Review Records

Management Policy• Review Facilities

Management Policy• Review Subsidised

Vehicle Policy9. Number of

improved processes / re-engineered

15 17 17 19 15 15 15 15 • Map and re-engineer/improve Department processes

10. Number of Standard Operating Procedures developed

N/A N/A N/A 19 15 15 10 10 • Develop SOPs for processes mapped

6. Provide professional legal support and advisory service to Ministry and Department

11. % of timeous response to opinions, appeals, inquiries, agreements and litigations

84% 86% 83% 81% 80% 80% 80% 80% • Manage appeals emanating from implementation of DMR legislation and regulations

• Manage litigation by and against the Department

• Manage the drafting/vetting of agreements on behalf of the Department

• Process PAIA requests in accordance with the Act

• Manage inquiries into mine accidents

• Provide legal opinions to Ministry and DMR

• Legal Services had workshops and the root causes of appeals and litigation and certain recommendations

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7. Improve turnaround times

12. % of adherence to defined turnaround times

100% 100% 100% 100% 100% 100% 100% 100% • Receive and process Parliamentary questions and Presidential Hotline queries

• Compile monthly compliance reports

• Review and publish Service Catalogue on intranet

• Investigate grievances, misconduct and incapacity

• Conduct Employee Relations Management workshops

• Receive and process media queries

• Receive and upload information on the website and intranet

• Review compliance register

• Review Human Resource Plan to respond to the specialised skills requirement

13. % of adherence to service levels agreements (SLAs)

100% 100% 100% 100% 100% 100% 100% 100% • Enforce compliance with revised SLAs (cleaning, building maintenance, Government Garage (GG) vehicles

8. Ensure implementation of National Strategies

14. Number of vetting files completed and submitted to SSA (cumulative)

120 120 120 100 100 100 100 100 • Identify and vet strategic positions

15. % of pre-employment screening requests

100% 100% 100% 100% 100% 100% 100% 100% • Screen all prospective employees

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16. % of service providers and contractors’ screening requests processes

100% 100% 100% 100% 100% 100% 100% 100% • Screening of prospective service providers and contractors of the Department

17. Number of Gender Equality Strategic Plans implemented

N/A 9 10 8 8 10 10 10 • Develop annual action plans

• Incorporate the 8 Principle Action Plan in all managers’ performance agreements

• Review existing policies• Conduct gender audits• Facilitate gender

empowerment programmes

• Establishment of gender forum

• Compile a report to the Management Committee (MANCO)/the Department of Public Service and Administration (DPSA)

• Monitor recruitment of women and women with disabilities

• Provision of suitable facilities

18. Number of health, safety and wellness programmes implemented

20 8 8 8 8 8 8 8 • Ensure implementation of wellness, health and safety programmes

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9. Ensure compliance with legislation (HR and OHS)

19. Number of actions implemented to ensure submission of financial disclosures

N/A N/A 5 5 5 5 5 5 • Internal Memo circulated to SMS members reminding them about the submission of Financial Disclosure Forms

• Printout from E Disclosure system showing that new SMS members have been registered

• Internal Memo to update MANCO on submission rate of SMS members

• Submission to advise delegated authority to approve submitted disclosures of SMS members

• Submission to delegated authority to initiate disciplinary actions for non-compliance/submission to delegated authority to note 100% compliance of SMS members

20. HRD Plan/WSP submitted to DPSA, PSETA and MQA within the prescribed timeframe

100% 100% 100% 100% 100% 100% 100% 100% • Facilitate the submission of HRD Strategy inputs and performance development plans from branches by 30 April annually

21. Number of actions implemented to ensure submission of performance agreements

N/A N/A 4 4 4 4 4 4 • Internal Memo to update MANCO on submission rate of SMS members

• Initiate disciplinary actions for non-compliance/submission to delegated authority to note 100% compliance of SMS members.

• Circulation of an internal memo

• Capture performance agreements on PERSAL

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22. Number of HRD initiatives aligned to National Skills Development Strategy (NSDS) goals implemented

14 17 18 17 17 17 23 23 • Human Resource Development (HRD) Plan

• Workplace Skills Plan (WSP)

• Workplace Learning (WPL)• Adult Basic Education and

Training (ABET) • Bursary internal/external• Management

Development Programmes (EDP, AMDP, EMDP, Project Khaedu)

• Sector Education and Training Authority (SETA) partnership

• Professional programme• Career development/

pathing• Internships• Learnership/experiential

learning• Mentorship• Awareness and

promotion of growth and development

• Mobilisation of management support

• Strengthening and aligning governance roles in HRD (ETDC) attendance register and minutes/Memorandum of Understanding (MoU) and SLA with stakeholders

• Managing HRD policy and planning framework and guidelines (National Career Development Strategy, Bursary Policy, Internship Policy, Career Development and Assessment Centre Policy, Education and Training Policy)

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23. Maintain the vacancy rate at an acceptable level (10%)

14 14 6.4 10.29% ≤10% ≤10% ≤10% ≤10% • Fill vacancies within four months

• Draw a Personnel Salary System (PERSAL) report with the list of vacant funded posts and distribute the list to the relevant branches

• Follow up long outstanding vacant posts with the relevant branches

Efficient, effective and development-oriented Department (financial)

10. Promote Corporate Governance

24. % of implementation of management action plan (Internal Audit)

100% 100% 100% 100% 100% 100% 100% 100% • Develop an action plan and register of audit finding

• Implement action plan

25. % of implementation of management action plan (External Audit)

100% 67% 100% 50% 100% 100% 100% 100% • Develop an action plan and register of audit findings


26. % of adherence to compliance framework

100% 100% 100% 100% 100% 100% 100% 100% • Implement Compliance Checklist

27. % of implementation of risk management plans

97% 89% 94% 78% 100% 100% 100% 100% • Implement Risk Management action plans

• Enhance the practice of risk management beyond compliance

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QUARTERLy TARGETS FOR 2019/20

BRANCH: CORPORAtE SERViCES QUARtERLY tARGEtSiNitiAtiVESOutcomes Strategic Objectives Measures Annual target

2019/2020Q1 Q2 Q3 Q4



1. Number of mining career awareness initiatives – HRD (Cumulative)

11 4 8 8 11 • Market DMR and mineral and mining sector career opportunities/skills requirements at institutions of higher education and training and career exhibitions

2. Number of mining career awareness initiatives – Special Projects (Cumulative)

11 6 9 9 11 • Facilitate mining career guidance for vulnerable groups at basic education institutions and in communities (Special Projects)

3. Number of bursaries acquired and recipients identified to study towards mining-related qualifications

40 0 0 0 40 • Conduct targeted learner programme careers in mining• Solicit bursaries for learners


4. Number of identified projects facilitated to vulnerable groups (Cumulative)

6 0 2 4 6 • Initiate and facilitate the implementation of projects targeting women, people with disabilities and youth


5. % of Implementation of the Communication Strategy

100% 100% 100% 100% 100% • Media and Stakeholder engagements held to promote DMR policies and programmes.

• Revamp the intranet.• Public participation initiatives to promote DMR

programmes’ media monitoring and analysis services• Review of the media policy, guidelines and procedures• Internal communication initiatives to raise awareness of

DMR policies and programmes4. Provide adequate facilities

for effective service delivery


95% 95% 95% 95% 95% • Implement the facilities management strategy


100% 100% 100% 100% 100% • Monitor and review all facilities management needs.• Submission of User Asset Management Plan to the

Department of Public Works and National Treasury on a yearly basis for MTEF.

• Facilitation of quarterly meetings for the Facilities Management Committee

• Conduct building compliance inspections every semester.

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2019/2020Q1 Q2 Q3 Q4

Efficient, effective and development oriented Department (internal processes)


8. Number of policies / guidelines developed and / or reviewed (Cumulative)

5 0 0 2 5 • Employment Equity Policy• Communication Policy• Review Records Management Policy• Review Facilities Management Policy• Review Subsidised Vehicle Policy

9. Number of improved processes / re-engineered (Cumulative)

15 3 7 11 15 • Map and re-engineer/improve Department processes

10. Number of Standard Operating Procedures developed (Cumulative)

15 3 7 11 15 • Develop SOPs for processes mapped



80% 80% 80% 80% 80% • Manage appeals emanating from implementation of DMR legislation and regulations

• Manage litigation by and against the Department• Manage the drafting/vetting of agreements on behalf of

the Department• Process PAIA requests in accordance with the Act• Manage inquiries into mine accidents• Provide legal opinions to Ministry and DMR• Legal Services had workshops and the root causes of

appeals and litigation and certain recommendations7. Improve turnaround times 12. % of adherence to defined

turnaround times100% 100% 100% 100% 100% • Receive and process Parliamentary questions and

Presidential Hotline queries• Compile monthly compliance reports• Review and publish Service Catalogue on intranet• Investigate grievances, misconduct and incapacity• Conduct Employee Relations Management workshops• Receive and process media queries• Receive and upload information on the website and

intranet• Review compliance register• Review Human Resource Plan to respond to the

specialised skills requirement13. % of adherence to service

levels agreements (SLAs)100% 100% 100% 100% 100% • Enforce compliance with revised SLAs (cleaning, building

maintenance, government garage (GG) vehicles8. Ensure implementation of

National Strategies14. Number of vetting files

completed and submitted to SSA (cumulative)

100 25 50 75 100 • Identify and vet strategic positions

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2019/2020Q1 Q2 Q3 Q4


100% 100% 100% 100% 100% • Screen all prospective employees


100% 100% 100% 100% 100% • Screening of prospective service providers and contractors of the Department

17. Number of Gender Equality Strategic Plans implemented (Cumulative)

10 2 4 6 10 • Develop annual action plans• Incorporate the 8 Principle Action Plan in all managers’

performance agreements• Review existing policies• Conduct gender audits• Facilitate gender empowerment programmes• Establishment of gender forum• Compile a report to the management committee

(MANCO)/the DPSA• Monitor recruitment of women and women with

disabilities. • Provision of suitable facilities

18. Number of health, safety and wellness programmes implemented (Cumulative)

8 2 4 6 8 • Ensure implementation of wellness, health and safety programmes



5 4 5 5 5 • Internal Memo circulated to SMS members reminding them about the submission of Financial Disclosure Forms


• Internal Memo to update MANCO on submission rate of SMS members



20. HRD Plan/WSP submitted to DPSA, PSETA and MQA within the prescribed time frame

100% 100% 100% 100% 100% • Facilitate the submission of HRD Strategy inputs and performance development plans from branches by 30 April annually


4 3 4 4 4 • Internal Memo to update MANCO on submission rate of SMS members

• Initiate disciplinary actions for non-compliance/submission to delegated authority to note 100% compliance of SMS members.

• Circulation of an internal memo • Capture performance agreements on PERSAL

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2019/2020Q1 Q2 Q3 Q4


17 4 9 14 17 • Human Resource Development (HRD) Plan• Workplace Skills Plan (WSP)• Workplace Learning (WPL)• Adult Basic Education and Training (ABET) • Bursary internal/external• Management Development Programme (EDP, AMDP,

EMDP, Project Khaedu)• Sector Education and Training Authority (SETA)

partnership• Professional programme• Career development/pathing• Internships• Learnerships/experiential learning• Mentorship• Awareness and promotion of growth and development• Mobilisation of management support• Strengthening and aligning governance roles in HRD

(ETDC) attendance register and minutes/MoU and SLA with stakeholders

• Managing HRD policy and planning framework and guidelines (National Career Development Strategy, Bursary Policy, Internship Policy, Career Development and Assessment Centre Policy, Education and Training policy)


≤10% ≤10% ≤10% ≤10% ≤10% • Fill vacancies within four months• Draw a PERSAL report with the list of vacant funded

posts and distribute the list to the relevant branches• Follow up long outstanding vacant posts with the

relevant branchesEfficient, effective and development oriented Department (financial)



100% 100% 100% 100% 100% • Develop an action plan and register of audit findings• Implement action plan




100% 100% 100% 100% 100% • Implement Compliance Checklist


100% 100% 100% 100% 100% • Implement Risk Management Action Plans• Enhance the practice of risk management beyond

compliance

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Financial Administration

4.2 Strategic objectives, targets for 2019/20–2021/22

BRANCH: FiNANCiAL ADMiNiStRAtiON AUDitED EStiMAtE 2018/19


ObjectivesMeasure 2014/15 2015/16 2016/17 2017/2018 2019/2020 2020/2021 2021/2022

Efficient, effective and development-oriented Department (customer / stakeholder perspective

1. Provide efficient services to internal and external customers

1. % of system availability

99.5% 99.99% 99% 99.67% 95% 95% 95% 95% • Implement integrated system (infrastructure refresh)

• Continuous server monitoring

2. % of achievement of service level agreement

98.46% 86.11% 97% 93.2% 95% 95% 95% 95% • Identify customers• Review and agree on

service standards with customers

• Supply Chain Management (SCM) will also create chief users who will be dedicated to deal with procurement matters per directorate. They will be trained and be registered as super-user of the unit.

3. Customer satisfaction index (1-5)

3.4 3.2 2.07 2.38 3 3 3 3 • Conduct survey immediately after each service is rendered and aggregate quarterly

• Conduct awareness campaign during the roadshow and workshops on finance and SCM processes and work with communications to raise awareness.

• Chief users will be identified and appointed to deal with procurement matters per responsibility manager in the 2018/19 financial year

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4. % of financial reports delivered on schedule

100% 100% 100% 100% 100% 100% 100% 100% • Develop and implement plans that allows for enough time for quality control reviews and engagement with providers of information.

• Continuous reporting at all governance structures, fostering a culture of utilising financial information for decision making.

5. % of suppliers paid within 30 days

99.57% 92.50% 100% 99.12% 100% 100% 100% 100% • Implement effective follow-up mechanism to track invoices.

• Implement consequence management for negligence.


2. Implement processes and systems

6. % of Implementation of the Master Systems Plan (MSP)

100% 100% 100% 100% 100% 100% 100% 100% • Monitor Implementation of MSP

• Implementation of Phase 1 Integrated Licensing System Project

• Infrastructure Refresh of Integrated Licensing system (procurement)


3. Manage financial resources

7. % of variance on allocated budget

0.02% 0.00% 0.5% 0.2% ≤2% ≤2% ≤2% ≤2% • Implement cost savings strategy

• Identify savings generated from cost containment and redirect them to unfunded priorities

8. % of implementation of the Integrated budget plan

N/A N/A N/A 100% 100% 100% 100% 100% • Incorporate SCM Planning documents to Budget and spending plans.

• Effect Virement on the spending plans to align with the demand and procurement plan accordingly

9. Number of incidents of irregular expenditure

1 0 0 1 0 0 0 0 • Communicate the impact of irregular expenditure to the stake holders by requesting ICT branch to create pop-ups messages on irregular expenditure.

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10. % of implementation of asset management plan

N/A N/A 100% 100% 100% 100% 100% 100% • Review asset management plan

• Monitor asset utilisation through asset verification process, facilitate asset procurement and disposal and provide report thereof.



100% 100% 100% 100% 100% 100% 100% 100% • Avoid repeat findings • Respond to the request for

information within stipulated three days

• Train and retrain Finance and SCM officials on-the-job to ensure compliance and effective management of risks


100% 100% 100% 100% 100% 100% 100% 100% • Conduct workshops on the financial standards with all the stakeholders.

• Separate responsibilities of development of the AFS and IFS from quality assurance

• Involve Internal Audit to perform quality assurance on the AFS and IFS


100% 100% 100% 100% 100% 100% 100% 100% • Report timeously• Adhere to reporting

template


100% 100% 100% 100% 100% 100% 100% 100% • Implement the improvement plan

• Monthly review of risk treatment action plan

• Participate in all Risk Management Committees

• Review risk registers15. % of

implementation of ICT Governance initiatives

N/A N/A 100% 100% 100% 100% 100% 100% • Develop ICT Governance improvement initiatives

• Implement ICT Governance initiatives

• Monitor implementation of ICT Governance

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BRANCH: FiNANCiAL ADMiNiStRAtiON QUARtERLY tARGEtSiNitiAtiVESOutcomes Strategic Objectives Measure Annual target

2019/2020Q1 Q2 Q3 Q4

Efficient, effective and development-oriented Department (customer / stakeholder perspective)


1. % of system availability 95% 95% 95% 95% 95% • Implement integrated system (infrastructure refresh)• Continuous server monitoring


95% 95% 95% 95% 95% • Identify customers• Review and agree on service standards with customers• Supply Chain Management (SCM) will also create chief

users who will be dedicated to deal with procurement matters per directorate. They will be trained and be registered as super-user of the unit.

3. Customer satisfaction index (1-5)

3 0 0 3 3 • Conduct survey immediately after each service is rendered and aggregate quarterly

• Conduct awareness campaign during the roadshow and workshops on finance and SCM processes and work with communications to raise awareness.

• Chief users will be identified and appointed to deal with procurement matters per responsibility manager in the 2018/19 financial year


100% 100% 100% 100% 100% • Develop and implement plans that allows for enough time for quality control reviews and engagement with providers of information.

• Continuous reporting at all governance structures, fostering a culture of utilising financial information for decision making.

5. % of suppliers paid within 30 days

100% 100% 100% 100% 100% • Implement effective follow-up mechanism to track invoices.

• Implement consequence management for negligence.Efficient, effective and development-oriented Department (internal processes)



100% - - - 100% • Monitor Implementation of MSP• Implementation of Phase 1 Integrated Licensing System

Project• Infrastructure Refresh of Integrated Licensing system

(procurement)

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BRANCH: FiNANCiAL ADMiNiStRAtiON QUARtERLY tARGEtSiNitiAtiVESOutcomes Strategic Objectives Measure Annual target

2019/2020Q1 Q2 Q3 Q4



7. % of variance on allocated budget

≤2% - - - ≤2% • Implement cost savings strategy • Identify savings generated from cost containment and

redirect them to unfunded priorities8. % of implementation of the

Integrated budget plan100% 100% 100% 100% 100% • Incorporate SCM Planning documents to Budget and

spending plans.• Effect Virements on the spending plans to align with the

demand and procurement plan accordingly9. Number of incidents of

irregular expenditure0 0 0 0 0 • Communicate the impact of irregular expenditure to the

stake holders by requesting ICT branch to create pop-ups messages on irregular expenditure.


100% 0% 50% 50% 100% • Review asset management plan• Monitor asset utilisation through asset verification

process, facilitate asset procurement and disposal and provide report thereof.



100% 100% 100% 100% 100% • Avoid repeat finding • Respond to the request for information within stipulated

three days• Train and retrain Finance and SCM officials on-the-job to

ensure compliance and effective management of risks12. % of implementation of

management action plan (External Audit)

100% 100% 100% 100% 100% • Conduct workshops on the financial standards with all the stakeholders.

• Separate responsibilities of development of the AFS and IFS from quality assurance

• Involve Internal Audit to perform quality assurance on the AFS and IFS


100% 100% 100% 100% 100% • Report timeously• Adhere to reporting template


100% 100% 100% 100% 100% • Implement the improvement plan • Monthly review of risk treatment action plan• Participate in all Risk Management Committees• Review risk registers

15. % of implementation of ICT Governance initiatives

100% - - - 100% • Develop ICT Governance improvement initiatives • Implement ICT Governance initiatives • Monitor implementation of ICT Governance

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4.3 Reconciling performance targets with the budget and MTEF (Programme Administration)Detail per subprogramme and economic classification

PROGRAMME AUDitED OUtCOME ADJUStED APPROPRiAtiON

REViSED EStiMAtE

MEDiUM-tERM EXPENDitURE EStiMAtE

R million 2014/15R’000

2015/16R’000

2016/17R’000

2017/18R’000

2018/19R’000

2019/20R’000

2020/21R’000

2021/22R’000

Ministry 26 482 33 076 35 123 34 437 27 276 27 276 30 674 31 347 33 300Corporate Services 159 318 180 307 187 841 181 823 133 175 133 175 137 309 147 496 156 613Department Management 17 285 15 567 12 457 15 541 30 050 30 050 24 058 24 236 25 665Financial Administration 84 442 95 431 93 536 97 641 96 793 96 793 102 925 109 644 116 322Internal Audit 12 199 12 370 10 609 10 114 12 916 12 916 13 750 14 254 15 154Office Accommodation 15 494 22 316 21 484 22 914 34 790 34 790 36 738 38 759 40 891Total 315 220 359 067 361 050 362 470 335 000 335 000 345 454 365 736 387 945Change to 2018 budget estimates 0 0 0

ECONOMiC CLASSiFiCAtiON AUDitED OUtCOME ADJUStED APPROPRiAtiON

REViSED EStiMAtE



2015/16R’000

2016/17R’000

2017/18R’000

2018/19R’000

2019/20R’000

2020/21R’000

2021/22R’000

Current payments 304 080 348 430 349 626 349 800 320 004 320 004 329 726 349 102 370 332Compensation of employees 148 080 161 003 162 257 170 045 186 927 186 927 199 807 213 864 227 765Goods and services 156 047 187 427 187 369 179 755 133 077 133 077 129 919 135 238 142 660Transfers and subsidies 4 932 1 782 2 895 3 331 3 579 3 579 3 692 3 936 4 173Departmental agencies and accounts 1 430 0 1 716 1 718 1 973 1 973 1 996 2 147 2 286Households 3 502 1 782 1 179 1 613 1 606 1 606 1 696 1 789 1 887Payments for capital assets 6 161 8 848 8 418 9 339 11 417 11 417 12 036 12 698 13 440Building and other fixed structures 1 952 1 140 153 263 1 954 1 954 2 056 2 169 2 332Machinery and equipment 2 657 7 571 8 265 8 284 9 463 9 463 9 980 10 529 11 108Software and other intangible assets 1 552 137 - 792 - - - -Payments for financial assets 0 7 111 0 0 0 0 0Total 315 220 359 067 361 050 362 470 335 000 335 000 345 454 365 736 387 945Proportion of total programme expenditure to Vote expenditure 16.5% 21.91% 22.04% 22.12% 20.45% 20.45% 21.08% 22.32% 23.68%

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5. PROGRAMME 2: MiNE HEALtH AND SAFEtY 5.1 Strategic objectives and Annual targets for 2019/20–2021/22

BRANCH: MiNE HEALtH & SAFEtY AUDitED EStiMAtE 2018/2019

MtEF tARGEtS iNitiAtiVESOutcome Strategic

ObjectivesMeasures 2014/15

Baseline2015/16Baseline

2016/17Baseline

2017/2018 Baseline

2019/2020 2020/2021 2021/2022

Transformed minerals sector (stakeholder);Equitable and sustainable benefit from mineral resources

1. Promote health and safety (Mine Health and Safety and Environmental Management)

1. % reduction in occupational fatalities

26% 11% 3% 1% 20% 20% 20% 20% • Implement OHS Improvement Strategy

• Engage continuously with Mine Management and Executives

• Analyse the outcomes of inspection and audits

• Conduct OHS imbizos and/or campaigns

• Implement OHS research outcomes

• Implement OHS best practice

• Implement OHS Small Scale Guideline

• Disseminate OHS information

• Implement the Enforcement Manual for Inspectors

• Implement the Legal Framework

• Monitor implementation of and adherence to Enforcement Policies and Procedures

• Conduct Health and Safety Representatives Workshops

• Review inspections and audit tools

• Analyse major accidents• Enhance enforcement

capacity

2. % reduction in occupational injuries

14% 13% 6% 13% 20% 20% 20% 20%

3. % reduction in occupational diseases (including TB)

3% 1% 25% 13% 10% 10% 10% 10%

4. % of investigations initiated vs completed

90% 85% 85% 97.88% 80% 80% 80% 80% • Complete commissioned investigations

• Disseminate the outcomes of investigations

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2016/17Baseline

2017/2018 Baseline

2019/2020 2020/2021 2021/2022

5. % of inquiries initiated vs completed

67% 100% 78% 84% 80% 80% 80% 80% • Complete commissioned inquiries

• Disseminate the outcomes of inquiries

6. Number of qualitative inspections conducted (cumulative)

8 555 7 539 9 363 9 425 8 000 8 000 8 000 8 000 • Assess impact on leading and lagging indicators

• Develop annual regional inspection plans

• Conduct qualitative inspections

7. Number of qualitative audits conducted (cumulative), individual audits included

523 466 506 527 396 396 396 396 • Assess impact on leading and lagging indicators

• Develop annual regional inspection plans

• Conduct qualitative inspections

8. MHS Annual Report submitted

1 1 1 1 1 1 1 1 • Compile Annual OHS and Performance Report and submit to Parliament

9. Number of compliance reports provided

N/A N/A N/A N/A 4 4 4 4 • Compile quarterly MHSA compliance reports and submit stakeholders

10. Number of tripartite workshops conducted

62 71 67 76 60 60 60 60 • Plan and conduct workshops

Sufficient andrelevant skillsin the miningsector


11. % of adherence to Government Certificate of Competency (GCC) exams policy.

100% 100% 100% 100% 100% 100% 100% 100% • Compile GCC year Plan and accept qualifying candidates

• Set and moderate exam papers

• Conduct exams • Publish exam results• Chief Inspector of Mines

(CIOM) to issue GCC certificates to successful candidates

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2016/17Baseline

2017/2018 Baseline

2019/2020 2020/2021 2021/2022

Efficient,effective anddevelopment orientatedDepartment(internalprocesses)

3. Implement SLAs

12. % of adherence to SLAs

100% 100% 100% 100% 100% 100% 100% 100% • Payment must be made within 30 days after receiving the invoice from the region

• Hold meetings on period basis with the service provider

• Ensure SLA is renewed prior to expiring

4. Develop and review internal processes

13. % of identified internal processes developed and/or reviewed

100% 100% 100% 100% 100% 100% 100% 100% • Develop/review and implement policies and procedures


14. % of adherence to prescribed timeframes for medical appeals

127% 95%% 81% 80% 80% 80% 80% 80% • Track and monitor finalisation of appeals,

15. % of adherence to prescribed timeframes for Chief Inspector of Mines (CIOM) appeals

100% 100% 100% 100% 100% 100% 100% 100%

16. % of adherence to prescribed timeframes for MPRDA applications

103% 100% 72% 99.87% 100% 100% 100% 100% • Track and monitor finalisation of MPRDA applications

17. % of adherence to prescribed timeframes for administrative tasks

88% 98% 80% 90.78% 80% 80% 80% 80% • Track and monitor finalisation of administrative tasks

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2016/17Baseline

2017/2018 Baseline

2019/2020 2020/2021 2021/2022

Efficient,effective anddevelopment orientedDepartment(financial)



100% 100% 55% 100% 100% 100% 100% 100% • Develop an action plan and register of internal audit findings



100% 100% 100% 100% 100% 100% 100% 100% • Develop an action plan and register for external audit findings

• Implement action plan”


100% 100% 100% 100% 100% 100% 100% 100% • Implement Compliance Checklist


100% 100% 75% 100% 100% 100% 100% 100% • Implement risk management action plans

• Develop an action plan and register of internal audit findings


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BRANCH: MiNE HEALtH & SAFEtY QUARtERLY tARGEtS iNitiAtiVESOutcomes Strategic Objectives Measures Annual target

2019/2020Q1 Q2 Q3 Q4



1. % reduction in occupational fatalities

20% 20% 20% 20% 20% • Implement OHS Improvement Strategy• Engage continuously with Mine Management and

Executives• Analyse the outcomes of inspection and audits• Conduct OHS imbizos and/or campaigns• Implement OHS research outcomes• Implement OHS best practice• Implement OHS Small Scale Guideline• Disseminate OHS information• Implement the Enforcement Manual for Inspectors• Implement the Legal Framework • Monitor implementation of and adherence to

Enforcement Policies and Procedures• Conduct Health and Safety Representatives Workshops• Review inspections and audit tools• Analyse major accidents• Enhance enforcement capacity

2. % reduction in occupational injuries

20% 20% 20% 20% 20%

3. % reduction in occupational diseases (including TB)

10% 10% 10% 10% 10%

4. % of investigations initiated vs completed

80% 80% 80% 80% 80% • Complete commissioned investigations • Disseminate the outcomes of investigations

5. % of inquiries initiated vs completed

80% 80% 80% 80% 80% • Complete commissioned inquiries• Disseminate the outcomes of inquiries

6. Number of qualitative inspections conducted (Cumulative)

8 000 2 000 4 000 6 000 8 000 • Assess impact on leading and lagging indicators• Develop annual regional inspection plans• Conduct qualitative inspections

7. Number of qualitative audits conducted (Cumulative), individual audits included

396 99 198 297 396 • Assess impact on leading and lagging indicators• Develop annual regional inspection plans• Conduct qualitative inspections

8. MHS Annual Report submitted

1 - - - 1 • Compile Annual OHS and Performance Report and submit to Parliament

9. Number of compliance reports provided

4 1 2 3 4 • Compile quarterly MHSA compliance reports and submit stakeholders

10. Number of tripartite workshops conducted (Cumulative)

60 15 30 45 60 • Plan and conduct workshops

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BRANCH: MiNE HEALtH & SAFEtY QUARtERLY tARGEtS iNitiAtiVESOutcomes Strategic Objectives Measures Annual target

2019/2020Q1 Q2 Q3 Q4

Sufficient andrelevant skillsin the miningsector


11. % of adherence to Government Certificate of Competency (GCC) exams policy.

100% 100% 100% 100% 100% • Compile GCC year Plan and accept qualifying candidates

• Set and moderate exam papers• Conduct exams • Publish exam results• Chief Inspector of Mines (CIOM) to issue GCC

certificates to successful candidatesEfficient,effective anddevelopment orientatedDepartment(internalprocesses)

3. Implement SLAs 12. % of adherence to SLAs 100% 100% 100% 100% 100% • Payment must be made within 30 days after receiving the invoice from the region

• Hold meetings on period basis with the service provider • Ensure SLA is renewed prior to expiring

4. Develop and review internal processes

13. % of identified internal processes developed and/or reviewed

100% 100% 100% 100% 100% • Develop/review and implement policies and procedures

5. Improve turnaround times 14. % of adherence to prescribed timeframes for medical appeals

80% 80% 80% 80% 80% • Track and monitor finalisation of appeals,


100% 100% 100% 100% 100%


100% 100% 100% 100% 100% • Track and monitor finalisation of MPRDA applications


80% 80% 80% 80% 80% • Track and monitor finalisation of administrative tasks

Efficient,effective anddevelopment orientedDepartment(financial)



100% 0% 0% 0% 100% • Develop an action plan and register of internal audit findings



100% 0% 0% 0% 100% • Develop an action plan and register for external audit findings

• Implement action plan20. % of adherence to

compliance framework100% 100% 100% 100% 100% • Implement Compliance Checklist


100% 0% 0% 0% 100% • Implement risk management action plans• Develop an action plan and register of internal audit

findings• Implement action plan

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5.2 Reconciling performance targets with the budget and MTEF

Detail per subprogramme and economic classification


REViSED EStiMAtE



2015/16R’000

2016/17R’000

2017/18R’000

2018/19R’000

2019/20R’000

2020/21R’000

2021/22R’000

Governance Policy and Oversight 43 437 44 913 46 430 45 013 59 782 59 782 65 473 70 777 75 380Mine Health and Safety Regions 118 858 126 593 143 127 152 482 140 452 140 452 148 711 159 469 169 601Mine Health and Safety Council 5 197 0 0 6 162 4 803 4 803 4 386 351 4 874Total 167 492 171 506 189 557 203 657 205 037 205 037 218 570 230 597 249 855 Change to 2018 budget estimates 0 -5 000 0


REViSED EStiMAtE



2015/16R’000

2016/17R’000

2017/18R’000

2018/19R’000

2019/20R’000

2020/21R’000

2021/22R’000

Current payments 160 109 168 609 188 377 196 108 199 505 199 505 213 414 229 434 244 124Compensation of employees 134 060 141 529 158 029 165 879 166 286 166 286 178 335 192 426 205 083 Goods and services 26 049 27 080 30 348 30 229 33 219 33 219 35 079 37 008 39 041Transfers and subsidies 5 206 65 0 6162 4803 4803 4 386 351 4 874Departmental agencies and accounts 5 197 0 0 6 162 4 803 4 803 4 386 351 4,874Households 9 65 0 0 0 0 0 0 0Payments for capital assets 2 177 702 280 1387 729 729 770 812 857Machinery and equipment 2 177 702 280 1 387 729 729 770 812 857Payments for financial assets 0 2 130 900 0 0 0 0 0 0Total 167 492 171 506 189 557 203 657 205 037 205 037 218 570 230 597 249 855Proportion of total programme expenditure to Vote expenditure 8.8% 10.47% 11.57% 12.43% 12.51% 12.51% 13.38% 14.07% 15.28%

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6. PROGRAMME 3: MiNERAL REGULAtiON6.1 Strategic objectives and Annual targets for 2019/20–2021/22

BRANCH: MiNERAL REGULAtiON AUDitED EStiMAtE 2018/19


Objectives Measures 2014/15 2015/16 2016/17 2017/18 2019/2020 2020/2021 2021/2022

Equitable and sustainable benefit from mineral resources (customer/stakeholder)

1. Promote job creation

1. Number of Social and Labour Plans (SLP) development projects completed

133 120 162 106 120 120 120 120 • Enforce MPRDA, SLP and Mining Charter commitments

• Conduct compliance inspections

• Issue statutory notices for non-compliance

2. Number of black industrialists created through procurement

n/a 5 5 10 10 10 10 10 • Facilitate the participation of black industrialists

3. Number of jobs created through work programmes or issued rights

5 338 6 528 5 740 5 372 7 000 1 500 1 500 1 500 • Evaluate work programmes on potential jobs,

• Records of monthly returns on issued rights

2. Reduce state environmental liability and financial risk

4. % of statutory notices/orders issued to remedy inadequate financial provision

100% 100% 100% 100% 100% 100% 100% 100% • Review adequacy of financial provision in relation to environmental liability.

• Issue statutory notices/directives for non-compliance.

5. Monitor sustainable resource use through monthly returns

N/A N/A N/A N/A N/A 260 260 260 • Assessment of submitted records of monthly returns on issued rights and permits,

• Conduct inspection 6. Management

of resources development through annual progress reports

N/A N/A N/A N/A N/A 100% 100% 100% • Evaluate submitted annual progress reports on issued prospecting rights

• Conduct inspection

7. % of Potential investments on rights graduating to mining rights

N/A N/A N/A N/A N/A 100% 100% 100% • Adjudication of the Mine Work Programme (MWP)

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8. % of statutory notices/orders issued to remedy environmental non-compliance

N/A N/A 100% 100% 100% 100% 100% 100% • Conduct compliance inspections

• Compile inspections reports • Issue statutory notices for

non-compliance

9. % of adherence to prescribed timeframe

100% 100% 100% 100% 100% 100% 100% 100% • Assess closure applications in line with Section 43 of the MPRDA

10. % of complaints received vs inspected

N/A N/A N/A 100% 100% 50% 50% 50% • Register the complaint • Acknowledge complaint • Conduct inspections • Compile inspection reports • Issue Statutory Notices • Open criminal cases • Conduct criminal

investigations11. % of cases

openedN/A N/A N/A 100% 100% 100% 100% 100% • Conduct criminal

investigations • Open criminal cases

12. % of statutory notices/directives issued

N/A N/A N/A 33% 100% 100% 100% 100% • Conduct inspections • Compile inspection reports • Issue Statutory Notices • Asses representation made • Follow up

13. % of complaints closed vs received

N/A N/A N/A 25% 100% 100% 100% 100% • Register the complaint• Conduct inspection/refer the

complaint to the competent authority

• Compile inspection reports • Issue statutory notices/

Directives• Conduct investigations • Open criminal cases • Prepare a closing memo

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Transformed minerals sector (customer/ stakeholder)

3. Implement transformation policies/legislation

14. Number of rights and permits granted and/ or issued to HDSA controlled entities

203 204 175 178 120 120 120 120 • Facilitate entrance of HDSAs.

• Promote meaningful economic participation of HDSAs in the mining industry

15. Number of consultations/engagements and conflict management with communities/stakeholders and the mining industry

263 341 342 306 150 120 120 120 • Participate in consultation/engagement sessions

16. Number of industry workshops conducted

16 15 14 8 9 9 9 9 • Facilitate 1 industry workshop per region

17. Number of SLP inspections conducted

268 270 275 306 212 212 212 212 • Conduct SLP compliance inspections.

• Issue statutory notices/orders for non-compliance

• Compile inspection reports18. Number of legal

compliance (mineral laws - MLA and SLP) verification inspections conducted

253 502 264 212 150 150 150 150 • Conduct legal compliance inspections

• Issue statutory notices/orders for non-compliance

Efficient and effective and development orientated Department (internal processes)

4. Monitor and enforce compliance

19. Number of Mine Work Programme (MWP) / Prospecting Work Programme (PWP) inspections

N/A 595 501 487 425 425 425 425 • Conduct Mine Economics verification inspections

• Compile inspection reports

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20. % of implementation of enforcement procedures to collect arrear prospecting fees

N/A 100% 23% 100% 100% 100% 100% 100% • Develop and implement revenue-collection procedures.

21. Number of Environmental compliance inspections conducted

1 856 1 889 1 465 1 583 1 275 1 275 1 275 1 275 • Conduct environmental inspections.

• Compile inspection reports.• Issue statutory notices/

directives for non-compliance

22. % of adherence to prescribed timeframes committed to DPME

70.4% 71.8% 49% 23% 70% 70% 70% 70% • Adjudicate prospecting and mining right applications in line with granting or refusal timeframes







Efficient, effective and development oriented Department (Financial)



100% 100% 100% 100% 100% 100% 100% 100% • Implement Compliance checklist


94% 100% 100% 88% 100% 100% 100% 100% • Implement risk management action plans

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BRANCH: MiNERAL REGULAtiON QUARtERLY tARGEtSiNitiAtiVESOutcomes Strategic Objectives Measures Annual target

2019/20 Q1 Q2 Q3 Q4


1. Promote job creation 1. Number of Social and Labour Plans (SLP) development projects completed (Cumulative)

120 30 60 90 120 • Enforce MPRDA, SLP and Mining Charter commitment• Conduct compliance inspection• Issue statutory notices for non-compliance

2. Number of black industrialists created through procurement(Cumulative)

10 2 5 7 10 • Facilitate the participation of black industrialists

3. Number of jobs created through work programme of issued mining rights (Cumulative)

1 500 375 750 1 125 1 500 • Evaluate work programmes on potential jobs,• Records of monthly returns on issued rights



100% 100% 100% 100% 100% • Review adequacy of financial provision in relation to environmental liability.

• Issue statutory notices/directives for non-compliance.


260 65 130 195 260 • Assessment of submitted records of monthly returns on issued rights and permits,

• Conduct inspection 6. Management of resources

development through annual progress reports

100% 100% 100% 100% 100% • Evaluate submitted annual progress reports on issued prospecting rights

• Conduct inspection7. % of potential investments

rights graduating to mining rights

100% 0% 0% 0% 100% • Adjudication of the Mine Work Programme (MWP)

8. % of Statutory notices/orders issues to remedy environmental non-compliance

100% 100% 100% 100% 100% • Conduct compliance inspections • Compile inspections reports• Issue statutory notices for non-compliance


100% 100% 100% 100% 100% • Assess closure applications in line with Section 43 of the MPRDA

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2019/20 Q1 Q2 Q3 Q4


50% 50% 50% 50% 50% • Register the complaint • Acknowledge complaint • Conduct inspections • Compile inspection reports • Issue Statutory Notices • Open criminal cases • Conduct criminal investigations

11. % of cases opened 100% 100% 100% 100% 100% • Conduct criminal investigations • Open criminal cases


100% 100% 100% 100% 100% • Conduct inspections • Compile inspection reports • Issue Statutory Notices • Asses representation made • Follow up

13. % of complaints closed vs received

100% 100% 100% 100% 100% • Register the complaint• Conduct inspection/refer the complaint to the competent

authority • Compile inspection reports • Issue statutory notices/Directives• Conduct investigations • Open criminal cases • Prepare a closing memo



14. Number of rights and permits granted and/ or issued to HDSA controlled entities (Cumulative)

120 30 60 90 120 • Facilitate entrance of HDSAs.• Promote meaningful economic participation of HDSAs in

the mining industry

15. Number of consultations/engagements and conflict management with communities/stakeholders and the mining industry (Cumulative)

120 30 60 90 120 • Participate in consultation/engagement sessions

16. Number of industry workshops conducted (Cumulative)

9 2 4 6 9 • Facilitate 1 industry workshop per region

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2019/20 Q1 Q2 Q3 Q4

17. Number of SLP inspections conducted (Cumulative)

212 53 106 159 212 • Conduct SLP compliance inspections.• Issue statutory notices/orders for non-compliance• Compile inspection reports

18. Number of legal compliance (mineral laws - MLA and SLP) verification inspections conducted (Cumulative)

150 37 75 113 150 • Conduct legal compliance inspections• Issue statutory notices/orders for non-compliance



19. Number of Mine Work Programme (MWP) / Prospecting Work Programme (PWP) inspections conducted (Cumulative)

425 106 212 318 425 • Conduct Mine Economics verification inspections• Compile inspection reports


100% 100% 100% 100% 100% • Develop and implement revenue-collection procedures.

21. Number of Environmental compliance inspections conducted (Cumulative)

1 275 319 638 957 1 275 • Conduct environmental inspections.• Compile inspection reports.• Issue statutory notices/directives for non-compliance

22. % of adherence to prescribed timeframes committed to DPME

70% 70% 70% 70% 70% • Adjudicate prospecting and mining right applications in line with granting or refusal timeframes








100% 100% 100% 100% 100% • Implement Compliance checklist


100% 100% 100% 100% 100% • Implement risk management action plans

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6.2 Reconciling performance targets with the budget and MTEF

Detail per subprogramme and economic classification


REViSED EStiMAtE



2015/16R’000

2016/17R’000

2017/18R’000

2018/19R’000

2019/20R’000

2020/21R’000

2021/22R’000

Mineral Regulation and Administration 169 169 179 572 189 778 202 178 206 711 206 711 223 541 242 037 257 468Management Mineral Regulation 20 680 16 137 15 775 14 923 29 351 29 351 31 133 32 168 33 947 South African Diamond and Precious Metals Regulator (SADPMR) 47 810 50 527 53 205 65 865 59 105 59 105 61 544 64 929 68 501

Petroleum Agency of South Africa 0 0 0 87 138 98 439 98 439 127 446 134 826 142 241 Total 237 659 246 236 258 758 370 104 393 606 393 606 443 664 473 960 502 157 Change to 2018 budget estimates 169 169 179 572 189 778 202 178 206 711 206 711 223 541 242 037 257 468


REViSED EStiMAtE



2015/16R’000

2016/17R’000

2017/18R’000

2018/19R’000

2019/20R’000

2020/21R’000

2021/22R’000

Current payments 186 727 195 467 204 781 215 969 236 021 236 021 254 631 274 160 291 368Compensation of employees 147 833 162 732 173 194 185 631 193 191 193 191 209 403 226 444 241 028 Goods and services 38 894 32 735 31 587 30 338 42 830 42 830 45 228 47 716 50 340Transfers and subsidies 47 867 50 462 53 207 153 003 157 544 157 544 188 990 199 755 210 742Departmental agencies and accounts 47 810 50 527 53 205 65 865 59 105 59 105 61 544 64 929 68 501 Public corporations and private enterprises 0 0 0 87 138 98 439 98 439 127 446 134 826 142 241 Households 57 -65 2 0 0 0 0 0 0Payments for capital assets 3 065 306 569 1 132 41 41 43 45 47Building and other fixed structures 985 0 0 0 0 0 0 0 0Machinery and equipment 2 080 306 569 1 132 41 41 43 45 47Payments for financial assets 0 1 201 0 0 0 0 0 0Total 237 659 246 236 258 758 370 104 393 606 393 606 443 664 473 960 502 157 Proportion of total programme expenditure to Vote expenditure 12,5% 15.03% 15.79% 22.59% 24.02% 24.02% 25.35% 27.10% 28.73%

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7. PROGRAMME 4: MiNERAL POLiCY AND PROMOtiON7.1 Strategic objectives and Annual targets for 2019/20–2021/22

BRANCH: MiNERAL POLiCY AND PROMOtiON AUDitED EStiMAtE 2018/2019

MtEF tARGEtSiNitiAtiVESOutcome Strategic


Increased investment in the mineral and mining and petroleum sectors (customer/stakeholder)

1. Promote investment in the mining, minerals and upstream petroleum sector

1. Number of publications published

15 14 23 14 13 17 13 13 • Gather mineral intelligence, conduct research, collect minerals statistics and compile investment promotion and information publications

• Continuous evaluation of opportunities for mineral commodities to take advantage of new applications to take advantage of the next (4th) industrial revolution.

• Regular assessment of mineral commodity threats such as substitution and identification of new mineral applications.

• Regular review of publications through customer survey to assess the level of appetite and to receive feedback on possible improvement on content and quality.

2. Policy impact studies conducted

N/A N/A N/A N/A N/A 1 0 0 • Annual policy impact study on mineral and mining legislation and Mining Charter

• A five-year impact study on policy implementation

3. Number of investment promotion events/forums/workshops

N/A N/A 60 56 46 13 46 46 • Implement the Investment Promotion Strategy focussing on image and brand building, policy advocacy and Investment promotion

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4. Number of Oceans Economy initiatives implemented

N/A 100% 100% 80% 100% 3 3 3 • Implement the Oil and Gas Exploration workstream of Oceans Economy

5. Number of SMMEs supported

87 125 103 96 80 40 80 80 • Implement approved SSM framework

6. Number of initiatives to promote growth of the mining industry

N/A N/A N/A N/A N/A 2 2 2 • Implement the Growth and Competitiveness Strategy

7. Number of Shale Gas initiatives implemented

N/A N/A 100% 100% 100% 2 2 2 • Undertake research initiatives on the economic and environmental viability of shale gas exploration and exploitation

• Shale gas advocacy8. Number of

initiatives implemented under the Mineral Beneficiation Strategy

N/A N/A N/A 1 1 3 3 3 • Pilot a developmental funding model for diamond cutting and polishing

• Engage relevant Departments to use administered prices to support local beneficiation

• Develop a report on status of mineral beneficiation in South Africa

2. Manage and implement Mineral Resource Diplomacy

9. Number of international strategic partnerships implemented

N/A N/A 7 3 7 10 10 10 • Develop and implement bilateral and multilateral partnerships on mining and upstream petroleum

• Fostering greater value chain integration with international partners

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Equitable and sustainable benefit from mineral resources

3. Promote sustainable resource use and management

10. Number of technical partnerships implemented

3 5 5 5 5 7 7 7 • Implement Partnerships for rehabilitation and mine water management programmes

11. Number of Mine Environmental Management Tools developed

N/A N/A N/A 3 2 3 3 3 • Drafting and review of plans and guidelines promoting environmentally sustainable mining.

12. A review of Departmental Environmental Management Plan

N/A N/A 1 1 1 1 1 1 • Undertake annual review of the Departmental EMP

13. Number of reports developed on mine closure and derelict and ownerless mines

N/A N/A N/A 5 3 2 2 2 • Produce final mine closure strategy

• Undertake annual quantification of state contingent liability

14. Number of derelict and ownerless mine sites rehabilitated

50 50 45 43 45 3 3 3 • Implement rehabilitation strategy

15. Number of mine shafts sealed off

N/A N/A N/A N/A N/A 40 40 40 • Close off shafts

4. Integrated and aligned environmental efforts

16. Number of sustainable development engagements with relevant Regional and International bodies (Cumulative)

N/A N/A N/A 4 4 4 3 3 • Advocate and influence policy direction on sustainable development and mine environment

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17. Number of ingress prevention measures implemented

N/A N/A N/A N/A N/A 2 2 2 • Implementation of the ingress prevention measures

Transformed minerals sector

5. Facilitate transformation in the mining and minerals sector

18. Number of legislative instruments developed, reviewed and amended

4 2 4 1 3 4 3 3 • Conduct research, • Develop discussion

documents or first drafts• Consult internal and external

stakeholders• Identify business processes

Efficient, effective and development-orientated Department (internal processes)

6. Develop and review internal process

19. Number of internal business processes developed/reviewed

2 1 1 1 1 1 1 1 • Develop/review business processes

• Implement business processes


20. % adherence to timeframes

100% 97% 100% 100% 95% 95% 95% 95% • Adhere to prescribed timeframes



100% 100% 100% 100% 100% 100% 100% 100% • Develop an action plan and register of audit findings. Implement action plan


100% 100% 100% 100% 100% 100% 100% 100% • Develop an action plan and register of audit findings. Implement action plan


100% 100% 100% 100% 100% 100% 100% 100% • Implement compliance checklist


88% 100% 78% 100% 100% 100% 100% 100% • Implement risk management action plan

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BRANCH: MiNERAL POLiCY AND PROMOtiON QUARtERLY tARGEtSiNitiAtiVESOutcomes Strategic Objectives Measures Annual target

2019/2020Q1 Q2 Q3 Q4



1. Number of publications published (Cumulative)

17 3 7 15 19 • Gather mineral intelligence, conduct research, collect minerals statistics and compile investment promotion and information publications

• Continuous evaluation of opportunities for mineral commodities to take advantage of new applications to take advantage of the next (4th) industrial revolution.

• Regular assessment of mineral commodity threats such as substitution and identification of new mineral applications.

• Regular review of publications through customer survey to assess the level of appetite and to receive feedback on possible improvement on content and quality.

2. Policy Impact study conducted

1 0 0 0 1 • Annual policy impact study on mineral and mining legislation and Mining Charter

• A five-year impact study on policy implementation3. Number of investment

promotion events/forums/workshops (Cumulative)

13 1 3 6 13 • Implement the Investment Promotion Strategy focussing on image and brand building, policy advocacy and Investment promotion

4. Number of Oceans Economy Initiatives Implemented

3 0 0 0 3 • Implement the Oil and Gas Exploration workstream of Oceans Economy

5. Number of SMMEs supported (Cumulative)

40 5 10 20 40 • Implement approved SSM framework

6. Number of initiatives to promote growth of the mining industry

2 0 0 0 2 • Implement the Growth and Competitiveness Strategy

7. Number of shale gas initiative implemented

2 0 1 1 2 • Undertake research initiatives on the economic and environmental viability of shale gas exploration and exploitation

• Shale gas advocacy

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2019/2020Q1 Q2 Q3 Q4

8. Number of initiatives implemented under the Mineral Beneficiation Strategy

3 0 1 2 3 • Pilot a developmental funding model for diamond cutting and polishing

• Engage relevant Departments to use administered prices to support local beneficiation

• Develop a report on status of mineral beneficiation in South Africa

2. Manage and Implement Mineral Resource Diplomacy

9. Number of international strategic partnerships implemented (Cumulative)

10 0 0 0 10 • Develop and implement bilateral and multilateral partnerships on mining and upstream petroleum

• Fostering greater value chain integration with international partners

Equitable and sustainable benefit from mineral resources


10. Number of technical partnerships implemented (Cumulative)

7 0 1 3 7 • Implement Partnerships for rehabilitation and mine water management programmes

11. Number of mine Environmental Management Tools Development (Cumulative)

3 - - 1 3 • Drafting and review of plans and guidelines promoting environmentally sustainable mining.


1 - - - 1 • Undertake annual review of the Departmental EMP

13. Number of reports developed on mine closure and derelict and ownerless mines (Cumulative)

2 0 1 1 2 • Produce final mine closure strategy• Undertake annual quantification of state contingent

liability

14. Number of derelict and ownerless mine sites rehabilitated (Cumulative)

3 0 0 0 3 • Implement rehabilitation strategy

15. Number of mine shafts sealed off

40 0 5 20 40 • Close off shafts


16. Number of sustainable development engagements with relevant Regional and International bodies (Cumulative)

4 0 0 0 4 • Advocate and influence policy direction on sustainable development and mine environment


2 0 0 0 2 • Implementation of the ingress prevention measures

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2019/2020Q1 Q2 Q3 Q4

Transformed minerals sector 5. Facilitate transformation in the mining and minerals sector

18. Number of legislative instruments developed, reviewed and amended (Cumulative)

4 - - 0 4 • Conduct research, • Develop discussion documents or first drafts• Consult internal and external stakeholders• Identify business processes




1 - - - 1 • Develop/review business processes• Implement business processes

7. Improve turnaround times 20. % adherence to timeframes

95% 95% 95% 95% 95% • Adhere to prescribed timeframes



100% 100% 100% 100% 100% • Develop an action plan and register of audit findings. Implement action plan


100% 100% 100% 100% 100% • Develop an action plan and register of audit findings. Implement action plan


100% 100% 100% 100% 100% • Implement compliance checklist


100% 100% 100% 100% 100% • Implement risk management action plan

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7.2 Reconciling performance targets with budget and MTEFDetail per sub-programme and economic classification


REViSED EStiMAtE



2015/16R’000

2016/17R’000

2017/18R’000

2018/19R’000

2019/20R’000

2020/21R’000

2021/22R’000

Management 10 715 18 143 26 409 23 935 22 294 22 294 23 327 24 407 25 951 Mineral Policy 32 186 19 219 28 087 18 223 20 007 20 007 21 628 23 072 24 478Mineral Promotion and International Coordination 37 086 53 085 48 769 43 869 63 806 63 806 76 695 82 050 86 952Assistance to Mines 0 0 0 0 0 0 6 206 6 547 6 907Council for Geoscience 292 839 342 914 378 598 366 988 405 983 405 983 414 062 435 734 251 402Mintek 370 854 414 742 356 416 367 256 420 368 420 368 436 022 460 401 485 405 Economic Advisory Services 2 753 3 958 4 019 3 388 4 491 4 491 4 866 5 214 5 543Mine Environmental Management 8 353 9 611 9 438 16 795 20 069 20 069 14 726 15 274 16 251 Total 754 786 861 672 851 736 840 454 957 018 957 018 997 532 1 052 699 902 889Change to 2018 budget estimates 1 526 1 608 1 696


REViSED EStiMAtE



2015/16R’000

2016/17R’000

2017/18R’000

2018/19R’000

2019/20R’000

2020/21R’000

2021/22R’000

Current payments 88 811 92 735 115 796 105 399 115 528 115 528 116 387 123 383 131 076 Compensation of employees 54 647 61 001 65 319 66 800 71 224 71 224 77 633 82 870 88 336 Goods and services 34 164 31 734 50 477 38 599 44 304 44 304 38 754 40 513 42 740 Transfers and subsidies 665 726 767 397 735 214 734 244 841 327 841 327 880 973 929 135 771 622Departmental agencies and accounts 292 839 342 914 378 598 366 988 405 983 405 983 414 062 435 734 251 402Public corporations and private enterprises 370 854 423 735 356 616 367 256 435 344 435 344 466 911 493 401 520 220 Households 2 033 748 0 0 0 0 0 0 0Payments for capital assets 249 770 652 811 163 163 172 181 191Machinery and equipment 249 770 652 811 163 163 172 181 191Payments for financial assets 0 770 74 0 0 0 0 0 0Total 754 786 861 672 851 736 840 454 957 018 997 532 997 532 473 960 502 157 Proportion of total programme expenditure to Vote expenditure 39,6% 52.59% 51.98% 51.29% 58.41% 58.41% 63.32% 66.89% 57.88%

PART C

LINKS TO OTHER PLANS

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8. LINKS TO THE LONg-TERm INfRASTRucTuRE ANd OTHER cAPITAL PLANS

The mandate of the DMR does not require it to have long-term infrastructure and capital plans.

9. cONdITIONAL gRANTSThe DMR does not administer any conditional grants.

10. PubLIc ENTITIES

Purpose

The purpose of the public entities is to provide related services that support the Department’s mandate through funded and non-funded statutory bodies and organisations.

Measurable objective

Enhance the Department’s ability to achieve its objectives through policies that promote its legislative mandate and lead to the creation of an environment conducive to investment and improving the quality of South African lives. The DMR has oversight responsibilities over five public entities listed in the table below, which are listed in terms of the Public

Finance Management Act (PFMA). This oversight includes subsidiaries of these entities, which, according to the PFMA, are taken as listed in their own right.

Compulsory strategy meetings and workshops will be held annually and will be chaired by the Minister of Mineral Resources. The attendees will include the Board chairpersons and CEOs of all public entities and selected DMR representatives. The meetings will allow the shareholders to address the strategic direction of the Department and its entities, and provide absolute clarity about the roles of the shareholders and the boards, as well as delivery and performance expectations of the shareholder in relation to the public entities.

The public entity chairpersons are responsible for ensuring that each entity undertakes its strategic planning session within the prescribed time after the workshop and provides the Department with the required information. The Department’s annual and quarterly performance reviews will assess the operations of the public entities, which will include their financial, technical and research activities. Appropriate corrective action will be recommended, where necessary.

Governance arrangements

The Minister of Mineral Resources is empowered by law to appoint the Board members for all state-owned entities (SOEs) that report to the DMR. The Department is represented on all these boards. With the exception of the public entity CEOs, all Board members are non-executive members. Each public entity Board is ultimately accountable for the performance of the entity and provides the public entity with the strategic direction aligned with its mandate, which is in turn then implemented by management.

PART C • Links to O

ther Plans

65

NAmE Of ENTITy

LEgISLATIvE mANdATE fINANcIAL RELATIONSHIP

OuTPuTS cuRRENT ANNuAL budgET (R’000)

NExT EvALuATION dATE

The MHSC The MHSC functions in terms of the Mine Health and Safety Act, No 29 of 1996, to advise the Minister of Mineral Resources on occupational health and safety legislation and research outcomes focused on ameliorating and promoting OHS at South African mines

Co-funding in terms of establishing act

MHSC’s strategic goals over the medium term are to:• Advise the Minister• Influence the health and safety legislative environment• Promote an occupational health and safety culture• Improve partnerships and cooperation within the tripartite

partnership• Drive the implementation of all summit commitments within the

mining industry• Conduct research and share best practices• Maintain effective financial management

R 4 386 Annual

Mintek Established in terms of the Mineral Technology Act, No. 30 of 1989, to fulfil the following main functions:• Undertake research, development and

technology transfer to promote mineral technology

• Foster the establishment and expansion of industries in the field of minerals and related products


Mintek’s strategic goals over the medium term are to:• Maximise the utilisation of finite ore resources• Alleviate poverty and create employment• Add value to mineral and metal products• Promote the transition from a resource-dominated to a

knowledge-based economy• Focus on strategic areas of research and development to keep

the council and South Africa at the forefront of technological innovation

• Operate effectively in the global environment• Satisfy the demands of a knowledgeable customer base• Generate high economic returns for the national and regional

economies through its technical programmes• Focus on skills development and educational initiatives through

its social programmes• Nurture self-sustaining local economies in areas of South Africa

where smaller minerals extraction and beneficiation enterprises have the capability to generate broad-based employment and wealth

• Attract and retain crucial skills

R436 022 Annual

CGS Established in terms of the Geoscience Act, No. 100 of 1993, to develop and publish world-class geoscience knowledge products and render related services to industry and South African public


The CGS’s strategic goals over the medium term are to:• Broaden the scientific expertise of the council• Provide more direct top level management expertise and

scientific leadership in the organisation• Prioritise engineering, geoscience mapping and physical

geohazards, environmental and chemical geohazards and water resource assessment protection

• Facilitate investment into the mining industry• Focus on initiatives that contribute to rural development and

poverty eradication• Develop innovative products, systems and services• Build scientific, managerial and administrative skills and capacity• Contribute to socioeconomic transformation

R414 062 Annual

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NAmE Of ENTITy

LEgISLATIvE mANdATE fINANcIAL RELATIONSHIP

OuTPuTS cuRRENT ANNuAL budgET (R’000)

NExT EvALuATION dATE

SADPMR Established in terms of the Diamond Act of 1986 as amended and the Precious Metals Act, No.37 of 2005, to administer the following legislation:Diamond Act of 1986 (as amended)Precious Metals Act of 2005Diamond Export Levy Act of 2007, in collaboration with the South African Revenue Service (SARS)


SADPMR’s strategic goals over the medium term are to:• Ensure competitiveness, sustainable development and job

creation in the diamond and precious metals industry• Oversee the effective transformation of the diamond and

precious metals sectors• Promote equitable access to resources for local beneficiation• Enforce compliance with the legislative requirements within the

diamond and precious metals industry• Improve organisational capacity to achieve optimal performance

R 61 544 Annual

The State Diamond Trader (SDT)

Established in terms of the Diamond Act, No. 56 of 1986, as amended, to promote equitable access to and beneficiation of diamond resources and grow South Africa’s diamond cutting and polishing industry


SDT’s strategic goals over the medium term are to:• Support the growth of the industry through relevant interventions• Establish, maintain and expand its client base of local diamond

beneficiation companies• Ensure the sustainability of the organisation through sound

management and good governance• Ensure a constant and suitable supply of, and access to, rough

diamonds

Not funded by appropriation

Annual

11. PubLIc-PRIvATE PARTNERSHIPS The DMR does not have any public-private partnerships.

PART D

A N N E X U R E D

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VisioN Vision 2020

A globally competitive, sustainable and meaningfully transformed mining and minerals sector.

Vision 2030

A leader in the transformation of South Africa through economic growth and sustainable development by 2030.

MissioNPromote and regulate the minerals and mining sector for transformation, growth and development, and ensure that all South Africans derive sustainable benefit from the country’s mineral wealth.

VAlUEs• Batho Pele (people first)• Ethics• Honesty• Integrity• Accountability• Professionalism• Ubuntu

PART D • Annexure D

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stRAtEgic oUtcoME-oRiENtED goAls of thE DEpARtMENt DMR outcomes as linked to national outcomes

Table 3: DMR Outcomes alignment to National Outcomes

Departmental outcomes National outcomesIncreased investment in the minerals, mining and petroleum

sectorsLinked to national outcomes: • 4: Decent employment through inclusive economic growth• 6: An efficient, competitive and responsive economic infrastructure network

Transformed minerals sector Linked to national outcome:• 4: Decent employment through inclusive economic growth

Equitable and sustainable benefit from mineral resources Linked to national outcomes: • 4: Decent employment through inclusive economic growth• 6: An efficient, competitive and responsive economic infrastructure network • 10: Environmental assets and natural resources that are well protected and continually enhanced

Efficient, effective and development-oriented Department Linked to national outcome: • 12: An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship

The only cross-cutting strategic objective that has been incorporated in the scorecard is the promotion of corporate governance. This includes the implementation of the risk management action plans, action plans for audit findings (internal and external) and the implementation of the Compliance Framework. The strategic goals and objectives have been explained in the tables below that reflect the medium-term and annual performance plans for the respective programmes.

The targets below have been revised to cover the period 2014/15 – 2019/20. This was done in order to align the Departmental planning cycle which was previously linked to the electoral cycle with Government-wide planning cycle. Details are outlined under Annexure F.

strategic goal 1 increased investment in the minerals, mining and petroleum sectorsGoal statement Promote and facilitate an increase in minerals, mining and petroleum activity, including value addition to mineral resources extracted in the Republic of South

Africastrategic goal 2 transformed minerals sectorGoal statement • Implement transformation policies to redress past imbalances through broader participation in the minerals sector

• Provide a framework for managing health and safety risks, enforce compliance and promote best practice in the minerals sectorstrategic goal 3 Equitable and sustainable benefit from mineral resourcesGoal statement • Promote sustainable resource management, contribute to skills development and the creation of sustainable jobs

• Contribute to the reduction of adverse impacts of mining on the environmentstrategic goal 4 Efficient, effective and development-oriented DepartmentGoal statement • Optimise internal processes

• Attract, develop and retain appropriate skills and ensure optimal utilisation of resources• Implement risk management strategies and promote corporate governance

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1. pRogRAMME 1: ADMiNistRAtioNPURPoSE

The purpose of this programme is to enable the Department to deliver on its mandate by providing strategic management and administrative support to the Ministry and the Department.

stRAtEgic oBJEctiVE 1 contribute to skills developmentObjective statement • Create awareness among stakeholders about careers in the mining sector and the Department

Baseline • All in all, 68 bursaries were awarded to students and 55 career awareness initiatives were conducted in the financial years 2014-2017.

Target(2014/15 to 2019/20)

• 100 study bursaries awarded to students• 82 career awareness initiatives conducted

stRAtEgic oBJEctiVE 2 sustainable development of vulnerable groupsObjective statement • Facilitate projects for vulnerable groups (women, children and people with disabilities) with industry and communities

Baseline • 20 projects were facilitated by the Department targeting women, youth and persons with disabilities

Target(2014/15 to 2019/20)

• 42 workshops for vulnerable groups

stRAtEgic oBJEctiVE 3 communicate DMR policies and programmes to internal and external stakeholdersObjective statement • Improved stakeholder perception and understanding of the DMR and its policies and programmes

Baseline • 100% of DMR communication strategy was communicated through 33 media and stakeholders’ engagements and 16 public participation programmes were implemented on behalf of the Department’s line functions and the Executive Authority (both Minister and Deputy Minister) during the 2015 and 2017 financial years

Target(2014/15 to 2019/20)

• 100% effective communication based on identified actions (175 media and stakeholder engagements, 100 public participation programmes implemented and 300 balanced news (publishes/broadcast) items

stRAtEgic oBJEctiVE 4 provide adequate facilities for effective service delivery Objective statement • Maintain the buildings and other facilities of the Department to enable service delivery

Baseline • office space acquired for the head office and regions. A 95% facilities alignment was achieved in the financial years 2014-2017

Target(2014/15 to 2019/20)

• Facilities that are 97% aligned to business needs


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stRAtEgic oBJEctiVE 5 Develop, review and improve internal processes/guidelines and proceduresObjective Statement • Reduce risk of weak internal controls and guidelines and procedures

Baseline • 31 policies and guidelines were reviewed and 47 internal processes were conducted in the financial years 2014-2017

Target(2014/15 to 2019/20)

• 35 policy reviews• 90 internal processes reviewed

stRAtEgic oBJEctiVE 6 provide professional and legal support and advisory services to the Ministry and the DepartmentObjective statement • Reduce the Department’s risk of legal liabilities by providing timely opinions and reaction to litigation

Baseline • A year-on-year average of 81% has been maintained on pinions, appeals, enquiries, agreements and litigation due to measures put in place to improve efficiency which yielded the desired results

Target(2014/15 to 2019/20)

• 80% five-year average

stRAtEgic oBJEctiVE 7 improve turnaround times Objective statement • Ensure adherence to implemented SLAs, develop and review internal processes and improve turnaround times

Baseline • All SLAs and defined turnaround times were 100% adhered to as per the prescribed timeframes in the financial years 2014-2017

Target(2014/15 to 2019/20)

• 100% average adherence

stRAtEgic oBJEctiVE 8 Ensure implementation of national strategiesObjective statement • Reduce the risk of financial, information and reputation loss to the Department

• Create a healthy and safe working environment Baseline • In the financial years 2014-2017, a total of 460 vetting files were completed; pre-employment screening requests for prospective employees and

service providers were processed • 52 employee health and wellness programmes were implemented during the same period

Target(2014/15 to 2019/20)

• 700 files vetted• 100% pre-employment screening

stRAtEgic oBJEctiVE 9 Ensure compliance with legislation (hR and ohs)Objective statement • Compliance with human resources legislation and occupational health and safety

Baseline • 100% compliance for 2014 - 2017. All HRD and WSP were submitted to DPSA, MQA within the prescribed times

Target(2014/15 to 2019/20)

• 100% compliance with legislation

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stRAtEgic oBJEctiVE 10 Attract, develop and retain skillsObjective statement • Fill vacancies with due consideration to employment equity and promote management, as well as leadership capabilities

Baseline • 80 HRD initiatives aligned to NSDS goals were implemented, and 12 change management initiatives were implemented in the financial years 2014-2017

Target(2014/15 to 2019/20)

• 95 HRD initiatives implemented.• Vacancy rate below ≤ 10%

stRAtEgic oBJEctiVE 11 promote corporate governanceObjective statement • Reduce internal and external audit findings, implement risk management strategies and promote compliance

Baseline • An average of 100% was maintained throughout the reporting period with regard to the implementation of audit outcomes in the financial years 2014-2017, and 99% implementation of risk management action plans was achieved

Target(2014/15 to 2019/20))

• 100% compliance with regulations

Risk Management

1. strategic objective contribute to skills developmentRisk High vacancy rate resulting in the department not achieving its objectives, burned out employees, low staff morale, high absenteeism, excessive

overtime and high turnover rateMitigation 1. Management and executive in the department to work together in fast-tracking the filling of posts as well as the implementation of the workplace

skills plan 2. Prioritization of critical positions

2. strategic objective provide professional and legal support and advisory services to the ministry and the DepartmentRisk Increase in litigation and legal costs resulting in costly court applications to force compliance, fruitless and wasteful expenditure and reputational

damage to the departmentMitigation 1. Make recommendations to the Director General on corrective actions in cases of unlawful administrative decision making

2. Enter into a Service Level Agreement with branches on procedures to deal/handle legal matters3. strategic objective sustainable development of vulnerable groupsRisk Inadequate mining career awareness initiatives and projects resulting in: non empowerment of vulnerable groups

Mitigation 1. Source alternative sponsors in case of non-delivery of commitments2. obtain written confirmation from stakeholders3. Continuous implementation of stakeholder engagement


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4. strategic objective communicate DMR programmes with internal and external stakeholdersRisk Lack of coordinated communication during a departmental/sector crisis, resulting in damage to the image and reputation of the department

Mitigation Review communication policy and strengthen crisis communication protocols; and raise awareness of these within the department

5. strategic objective implement effective systems of internal controlsRisk Non-compliance with the laws and regulation resulting in misstatements in the financial statements and irregular expenditures

Mitigation 1. Continuous review of updates on compliance and bringing awareness to officials 2. Full understanding and impact of the audit act bill

6. strategic objective Improve efficiencies Risk Efficiency gains are insufficient to meet budget requirements

Mitigation 1. Policies and procedures being reviewed to enforce cautious spending2. Budget discussion should be a standing item on the EXCo agenda

7. strategic objective improved it systems and capabilitiesRisk Heavy dependency on ICT system to support service delivery and future improvements

Mitigation 1. Plan on integrated systems is in place 2. Change control processes and procedures are in place including the ICT Steering Committee to approve new requests 3. Intervention at political level for funding

1.1 Strategic Objectives: Financial Administration

stRAtEgic oBJEctiVE 11 Provide efficient services to internal and external customers Objective statement • Ensure systems availability, meet customer needs and provide financial information within the required timeframes.

Baseline • Year-on-year average systems availability was maintained at 97,77% in the financial years 2014-2017 and customer satisfaction index at 3,15 (scale 1 – 5).

• On average 100% of all invoices were paid within 30 daysTarget(2014/15 to 2019/20)

• 95% average systems availability• Average customer satisfaction score of 3,5 (index 1 – 5)

stRAtEgic oBJEctiVE 12 implement processes and systemsObjective statement • Improve financial management controls and implement the Corporate ICT Governance Framework

Baseline • 100% implementation of MSPs throughout the reporting period

Target(2014/15 to 2019/20)

• 100% improvement in controls• 100% implementation of the ICT Governance Framework

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stRAtEgic oBJEctiVE 13 Manage financial resourcesObjective statement • Manage budget and assets effectively and reduce irregular expenditure

Baseline • A cumulative budget deviance variance of 0,84% was recorded as well as 1 incident of irregular expenditure recorded in the financial years 2014-2017

Target(2014/15 to 2019/20)

• ≤ 2% budget deviation.

stRAtEgic oBJEctiVE 14 promote corporate governanceObjective statement • Reduce internal and external audit findings, implement risk management strategies and promote compliance

Baseline • 100% implementation of audit outcomes and implementation of risk management action plans for improvement

Target(2014/15 to 2019/20)

• 100% compliance

1.2 Risk management

1. strategic objective Provide efficient services to internal and external customersRisk Inability to operate effectively resulting in the department’s failure to achieve its objectives

Mitigation Advice the department on reprioritisation of funding and expenditure management

2. strategic objective implemented processes and systemsRisk Unavailability and or non-responsive ICT systems or applications resulting in poor service delivery and non-adherence to turn around times

Mitigation 1. Source funding from the department through the re prioritisation process2. Re-enforce and prioritise participation in ICT governance structures

3. strategic objective Manage financial resourcesRisk Misstatement of financial information resulting in negative audit outcome

Mitigation 1. Continuous review of updates on compliance and bringing awareness to officials 2. Full understanding and impact of the audit act bill through awareness3. Strengthen internal controls 4. Consequence management on transgressors

4. strategic objective improved it systems and capabilitiesRisk Heavy dependency on ICT system to support service delivery and future improvements

Mitigation 1. Plan on integrated systems is in place 2. Change control processes and procedures are in place including the ICT steering committee to approve new requests 3. Intervention at political level for funding


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2. pRogRAMME 2: MiNE hEAlth AND sAfEtyPURPoSE

The purpose of this programme is to execute the Department’s mandate to safeguard the health and safety of mine employees and people affected by mining activities.

2.1 Strategic objectives

stRAtEgic oBJEctiVE 1 promote health and safetyObjective statement • Enforce legislation to manage health and safety risks and promote best practice in the mining sector

Baseline • A year-on-year average reduction in occupational fatalities of 18,33%, occupational injuries of 11,33% and occupational diseases of 12,67% were recorded by the mines in the financial years 2014-2017

Target(2014/15 to 2019/20)

• 20% reduction in occupational fatalities per annum• 20% reduction in occupational injuries per annum• 10% reduction in occupational diseases per annum

stRAtEgic oBJEctiVE 2 contribute to skills developmentObjective statement • Ensure that accredited and relevant certificates of competency are available.

Baseline • 100% review of the certificate of competency model, implementation and monitoring to improve the pass rate.

Target(2014/15 to 2019/20)

• 100% completion.

stRAtEgic oBJEctiVE 3 implement slAsObjective statement • Ensure adherence to implemented SLAs.).

Baseline • 100% adherence to all SLAs for improved efficiency achieved

Target(2014/15 to 2019/20)

• 100% implementation

stRAtEgic oBJEctiVE 4 Develop and review internal processesObjective statement • Ensure that internal controls are reviewed and developed to improve processes for efficiency.

Baseline • 100% achieved throughout the reporting period to all internal controls identified during the period and implemented.

Target(2014/15 to 2019/20)

• 100% responsive

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stRAtEgic oBJEctiVE 5 improve turnaroundObjective statement • Ensure adherence to implemented SLAs, develop and review internal processes and improve turnaround times

Baseline • For the reporting period 2014 – 2017 cumulatively, all SLAs were 100% adhered to, • 100% of internal processes were reviewed, resulting in a medical appeals timeframe compliance of 100%• CIoM appeals timeframes of 100%• MPRDA adherence of, on average, 92%• Administrative tasks timeframes were, on average, 89%

Target(2014/15 to 2019/20)

• 80% medical appeals per annum• 100% CIoM appeals per annum• 100% MPRDA applications per annum• 80% administrative tasks per annum

stRAtEgic oBJEctiVE 6 promote corporate governanceObjective statement • Reduce internal and external audit findings, implement risk management strategies and promote compliance.

Baseline • 85% of internal audit implementation of management action was achieved and 100% was achieved in the financial years 2014-2017• 91,67% of risk management action plans was achieved

Target(2014/15 to 2019/20)

• 100% compliance

2.2 Risk Management

1. strategic objective promote health and safety (Mine health and safety and Environmental Management)Risk Exposure to occupational hygiene hazards resulting in occupational diseases, medical death and reputational damage of the department (DMR)

Mitigation 1. Input into review of the regulatory framework (When applicable)2. Conduct inspections, audits, investigations and inquiries to enforce compliance3. Engage Mine Health and Safety Council to develop a system to verify exposure levels submitted by the mines

Risk Exposure to dangerous working conditions resulting in injuries, fatalities and reputational damage of the department (DMR)

Mitigation Conduct inspections, audits, investigations and inquiries to enforce compliance

2. strategic objective contribute to skills developmentRisk Skills shortage and failure to retain MHS inspectors/personnel resulting in inadequate coverage of the mines and non-compliance by the mines

Mitigation 1. Benchmarking with other countries on the retention, retraction and Danger allowance strategies 2. Facilitate the resuscitation of the oSD in consultation with organisational Development


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3. pRogRAMME 3: MiNERAl REgUlAtioNPURPoSE

The purpose of this programme is to regulate the minerals and mining sectors to achieve transformation and sustainable development.


stRAtEgic oBJEctiVE 1 promote job creationObjective statement • Adjudicate SLPs for local economic development and jobs created through mining

Baseline • 18 377 jobs were created through the mining activities• 417 SLP development projects were implemented• 10 Black industrialists facilitated in the financial years 2014-2017

Target(2014/15 to 2019/20)

• 35 000 jobs created through mining,• 600 SLP projects completed• 35 Black industrialists created

stRAtEgic oBJEctiVE 2 promote sustainable resource use and managementObjective statement • Rigorously adjudicate prospecting, mining works and environmental management programmes and SLPs.

Baseline • 100% was maintained throughout in relation to compliance to regulations. Prospecting and mining rights granted were assessed to ascertain whether they included an EMP, SLP and MWP for sustainable development

Target(2014/15 to 2019/20)


stRAtEgic oBJEctiVE 3 Reduce state environmental liability and financial riskObjective statement • Ensure that mine closures are finalised in line with legislative procedures

Baseline • 100% adherence with all closures in line with regulatory framework. Closure applications assessed in line with Section 43 of the MPRDA.

Target(2014/15 to 2019/20)

• 100% liability reduction

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stRAtEgic oBJEctiVE 4 implement transformation policies and legislationObjective statement • Monitor transformation in line with the provisions of the Mining Charter.

• Manage conflicts with communities, stakeholders and the mining industry. Baseline • 528 HDSA-controlled entities entrants supplied to the mining industry during this period

• 755 consultations with communities and stakeholders held• 39 industry workshops were held, industry workshops facilitated, and rights and permits granted and/or issued to HDSA-controlled entities • 1 003 HDSAs supplying mining industry

Target(2014/15 to 2019/20)

• 1 120 permits to HDSAs• 6400 HDSAs supplying mining industry• 980 community consultations• 54 industry workshops

stRAtEgic oBJEctiVE 5 Monitor and enforce complianceObjective statement • Ensure compliance with the provisions of the MPRDA.

Baseline • 1 521 mine economics verification inspections were conducted from 2014 - 2016 financial year• 5 021 environmental verification inspections were conducted• Revenue collection procedures were developed and implemented which resulted in 59% more revenue to be collected during the reporting period

Target(2014/15 to 2019/20)

• 1 400 Mineral Law compliance inspections• 962 SLP compliance inspections• 2 925 Mine Economics Verification inspections• 9 775 Environmental inspections

stRAtEgic oBJEctiVE 6 improved turnaround timesObjective statement • Ensure adherence to MPRDA turnaround times for compliant new prospecting and mining applications

Baseline • Prospecting and mining rights applications adjudicated in line with granting or refusal timeframes; 70.4% adherence was achieved for 2014/15

Target(2014/15 to 2019/20)

• 70% adherence

stRAtEgic oBJEctiVE 7 promote corporate governance Objective statement • Reduce internal and external adverse audit findings, implement risk management strategies and promote compliance

Baseline • 91% adherence• Improved audit outcomes• 98% implementation of risk management action plans

Target(2014/15 to 2019/20)



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3.2 Risk management

1. strategic objectives Monitor and enforce complianceRisk Companies reneging on their stated objectives/plans and the terms and conditions of issued rights resulting in failure to achieve national

developmental objectivesMitigation 1. Regular Reviews of terms and conditions

2. Allow flows of information between all Chief Directors2. strategic objectives promote job creation/promote sustainable resource use and managementRisk Licensing of unsustainable operations resulting in burden to future generations, poor social economic reinvestment, lack of job creation, negative

impact to the environment and economy, and increase in state liabilityMitigation Training on NEMA Mine Economists, Social labour plans and Mineral Laws and Administration

3. strategic objectives Reduce state environmental liability and financial risk Risk Increased state exposure to environmental liability

Mitigation 1. Reassessment of rehabilitation reserves to be undertaken regularly and monitored by way of spot checks 2. Reviews of Environmental Authorisations

4. strategic objectives implement transformation policies/legislationRisk Non-Compliance to transformation policy resulting in untransformed mining sector

Mitigation 1. Constant training of staff (BEE transactions, Finance for non-financial managers, Introduction to SAMCoDS, Mine Asset Valuation) 2. Curbing Fronting by issuing statutory notices3. Issuing of section 47 4. Blacklisting of right holders who are not compliant5. Regular compliance inspection

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4. pRogRAMME 4: MiNERAl policy AND pRoMotioNPURPoSE

The purpose of this programme is to formulate policies and to promote the mining and minerals industry of South Africa to make it attractive to investors.


stRAtEgic oBJEctiVE 1 promote investment in the mining sector and upstream petroleum sectorsObjective statement • Facilitate fixed capital investment in the mining sectorBaseline • Beneficiation promotional activities implemented

• Engagements with key stakeholders undertaken• Strategic partnerships established• 50 beneficiation promotional activities• 21 shale gas and 6 coal consultations and promotions• 52 publications• 315 SMMEs supported

Target(2014/15 to 2019/20)

• 20 social dialogues• 28 engagements with coal stakeholders• 455 SMME supported• 78 publications• 160 promotions, events workshops and forums

stRAtEgic oBJEctiVE 2 Manage and implement Mineral Resources diplomacy with other countries and institutionsObjective statement • Ensure working international relations with other countries Baseline • New measure (no baseline); 2016/17 focus will be on establishing and implementing multi-lateral partnerships in respect of miningTarget(2014/15 to 2019/20)

• 9 international strategic partnerships


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stRAtEgic oBJEctiVE 3 • Promote sustainable resource use and managementObjective statement • Ensure improvement in mine environmental management practices and rehabilitate ownerless and derelict mines. Baseline • D&o mines rehabilitated through technical partnerships with our SoEs

• 145 D&O mines rehabilitated• 13 technical partnerships with SoEs and strategic partnerships

Target(2014/15 to 2019/20)

• 295 D&O mines rehabilitated• 35 SoE technical partnerships• 11 reports on mine closure and D&O mines

stRAtEgic oBJEctiVE 4 facilitate transformation in the mining and mineral sectorObjective statement • Review the transformation regulatory framework.Baseline • Policies and legislation reviewed and impact study reports on investment producedTarget(2014/15 to 2019/20)

• 13 reviews of legislative instruments

stRAtEgic oBJEctiVE 5 Develop and review internal processes Objective statement • Develop and review internal processes.Baseline • 4 processes reviewed for improved efficiency and requests addressed within the prescribed timeframesTarget(2014/15 to 2019/20)

• 10 processes reviewed

stRAtEgic oBJEctiVE 6 improve turnaround timesObjective statement • Improve turnaround times for increased efficiencyBaseline • 99% of requests addressed within the prescribed timeframesTarget(2014/15 to 2019/20)

• 95% turnaround

stRAtEgic oBJEctiVE 7 promote corporate governanceObjective statement • Reduce internal and external audit findings, implement risk management strategies and promote complianceBaseline • Improved audit outcomes and implementation of risk management action plans

• 88.67% of implementation of risk management plans• 100% implementation of internal and external audit management action plans

Target(2014/15 to 2019/20)


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4.2 Risk management

1. strategic objective promote investment in the mining sector and upstream petroleum sectorsRisk 1. Lack of investment in the mining and upstream petroleum

2. Coordination of Departments to implement the Beneficiation Strategy might be viewed as the Department encroaching on the Department of Trade and Industry mandate

Mitigation 1. Policy advocacy to reduce perceived regulatory uncertainty 2. Better coordination of government and industry wide promotional roadshows

2. strategic objective Manage and implement the mineral resources diplomacy with other countries and institutionsRisk The sterilization of minerals due to uncoordinated on and offshore declaration of protected areasMitigation Memorandum of Understanding between Department of Environmental Affairs and Department of Mineral Resources on protected areas with mineral

deposits

PART E

A N N E X U R E E

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ANNEXURE E – TEchNicAl iNdicAToR dEscRipToRsRefer to the Department website at www.dmr.gov.za for detailed descriptions of all programme measures contained in the Annual Performance Plan relating to expenditure trends to strategic outcome-oriented goals.

ANNEXURE E – TEchNicAl MEAsURE dEscRipTioNsName of Programme: Corporate Services Programme Manager: Date: Signature:

BRANCH – CORPORATE SERVICES

Outcome Equitable and sustainable benefit from mineral resources (customer/stakeholder)

Strategic objective Contribute to skills development

Measure title 1. Number of mining career awareness initiatives - HRD

Measure definition Initiatives implemented to create awareness in institutions of higher learning and communities about career options available in the mining industry. Career guidance and information sessions – Projects ran by HRD Division

Purpose/Importance To promote awareness on the development of scarce skills for the mining sector

Means of verification Attendance registers or reports

Method of calculation Simple count

Data limitations None

Type of indicator Output

Calculation type Cumulative

Measure status EXISITING MEASURE

Reporting cycle Quarterly

Person responsible Director: HRD

Recipient(s) Chief Director; DDG-Corporate Services; Internal Audit; Compliance Office Office; Institutions of Higher Learning; Department of Higher Education

DESIRED OUTCOME Scarce skills development across the mining sector

Admissible evidence for yearly targets Yearly targets Admissible evidence for yearly targets

Year (2019/2020) 11 Attendance registers or reports

Admissible evidence for quarterly targets Quarterly targets Admissible evidence for quarterly targets

Q1 4 Attendance registers or reports

Q2 8

Q3 8

Q4 11

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Outcome Equitable and sustainable benefit from mineral resources (customer/stakeholder)Strategic objective Capacitate and develop vulnerable groups Measure title 2. Number of mining career awareness initiatives –Special ProjectsMeasure definition Facilitate mining career guidance for vulnerable groups at basic education institutions and communities. Career guidance and information

sessionsPurpose/Importance To create awareness on career opportunities in the mining sector Means of verification Attendance registers or reportsMethod of calculation Simple countData limitations NoneType of indicator OutputCalculation type CumulativeMeasure status EXISITING MEASUREReporting cycle QuarterlyPerson responsible Director: Special ProjectsRecipient(s) Chief Director; DDG-Corporate Services; Internal Audit; Compliance OfficeAdmissible evidence for yearly targets Yearly targets Admissible evidence for yearly targetsYear (2019/2020) 11 Attendance registers or reportsAdmissible evidence for quarterly targets Quarterly targets Admissible evidence for quarterly targetsQ1 6 Attendance registers or reportsQ2 9Q3 9Q4 11

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Outcome Equitable and sustainable benefit from mineral resources

Strategic objective Capacitate and develop vulnerable groups

Measure title 3. Number of bursaries acquired and recipients identified to study towards mining-related qualifications

Measure definition Measure the provision of bursaries by mining companies to previously disadvantaged individuals to study towards the mining- related qualifications

Purpose/Importance To promote skills development in the mining sector

Means of verification List of students who are granted the bursary or reports

Method of analysis Simple count





Reporting cycle Annually

Person responsible Chief Director: Special Projects

Recipient(s) Minister; DG; Internal Audit; Compliance Office; NYDA, DOW, DSD, The Presidency; AG; SOEs; MQA; Mining Industry; Stakeholder’s Forum


Year (2019/2020) 40 List of students who are granted the bursary or reports


Q1 0 List of students who are granted the bursary or reports

Q2 0

Q3 0

Q4 40


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Strategic objective Capacitate and develop vulnerable groups

Measure title 4. Number of identified projects facilitated for vulnerable groups

Measure definition Initiate and facilitate the implementation of projects in mining areas targeting women, people with disabilities and youth.

Purpose/Importance Reduce inequality and poverty through community development projects

Means of verification Project reports or attendance register or minutes







Person responsible Chief Director: Special Projects


Year (2019/2020) 6 Attendance registers/ reports/letter from DPSA/MQA\PSETA confirming receipt


Q1 0 Attendance registers/ reports/letter from DPSA/MQA\PSETA confirming receiptQ2 2

Q3 4

Q4 6

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Strategic objective Communicate DMR Programmes with internal and external stakeholder

Measure title 5. % of Implementation of the Communications Strategy

Measure definition Communicate DMR policies and programmes with internal and external stakeholders

Purpose/Importance Review and Implement DMR Communication Strategy

Means of verification • To disseminate relevant information pertaining to departmental programmes and latest organisational developments to all DMR employees

• To initiate and facilitate media and stakeholder engagements, public participation initiatives and maintain the Department’s website and intranet

Method of calculation (Implemented initiatives / Overall initiatives) x 100

Data limitations Implementation Progress Report

Type of indicator Outcome




Person responsible Chief Director: Communication

Recipient(s) Ministry; DG; Compliance Office; Internal Audit; DDGs; Public

DESIRED OUTCOME Stakeholders with a firm grasp of DMR policies and programmes


Year (2019/2020) 100% Implementation Progress Report


Q1 100% Implementation Progress Report

Q2 100%

Q3 100%

Q4 100%


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Strategic objective Provide adequate facilities for effective service delivery

Measure title 6. % of facilities aligned with business needs

Measure definition To measure the adequacy of office accommodation against the space needs of the Department

Purpose/Importance To provide adequate office accommodation facilities in line with National Department of Public Works Norms and Standards (GIAMA Act)

Means of verification Facilities Report showing required space vs. allocated space

Method of calculation (Total space provided in Square meters / Total space required in square meters) x 100




Measure status EXISTING MEASURE


Person responsible Director: Auxiliary Support Services

Recipient(s) Ministry; DG; Compliance Office; Internal Audit;

DESIRED OUTCOME Enabling work environment that is adequate and optimal for DMR officials


Year (2019/2020) 95% Facilities Report showing required space vs. allocated space


Q1 95% Facilities Report showing required space vs. allocated space

Q2 95%

Q3 95%

Q4 95%

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Strategic objective Provide adequate facilities for effective service delivery

Measure title 7. % of Implementation of Facilities Management Strategy

Measure definition To measure Department business needs against the process monitoring for the attainment of office space accommodation.

Purpose/Importance To provide structured guidelines for the office space accommodation needs.

Means of verification Facilities Management Committee attendance register or reports.

Method of calculation (Implemented initiatives / Total number of adopted initiatives) X 100



Calculation type Non-cumulative



Person responsible Director: Auxiliary Support Services

Recipient(s) Ministry; DG; Compliance Office; Internal Audit;

DESIRED OUTCOME Enabling work environment that is adequate and optimal for DMR officials


Year (2019/2020) 100% Facilities Management Committee attendance register or reports.


Q1 100% Facilities Management Committee attendance register or reports.

Q2 100%

Q3 100%

Q4 100%


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Outcome Efficient, effective and development-oriented Department (Internal processes)

Strategic objective Develop, review and improve internal processes/guidelines/ procedures

Measure title 8. Number of policies/guideline developed and/or reviewed

Measure definition To monitor the development and/or improvement of policies, guidelines and procedures for effective management of the Department

Purpose/Importance To enhance the governance environment of the Department

Means of verification Signed policy or guideline







Person responsible Chief Director: HR, Communications/Legal Services and Director: Auxiliary Support

Recipient(s) All employees, Unions; DPSA; Public Service Commission; Internal Audit; Compliance Office; AG; GPSSBC


Year (2019/2020) 5 Signed policy or guideline


Q1 0 Signed policy or guideline

Q2 0

Q3 2

Q4 5

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Strategic objective Develop, review and improve internal processes/guidelines/procedures

Measure title 9. Number of improved processes \ re-engineered

Measure definition Number of business processes analysed and redesigned to be aligned with strategic objectives for improvement in turnaround times, productivity and equality within the Department.

Purpose/Importance To eliminate delays, unwanted processes by improving the current processes taking into consideration technology, office automation and identification of new processes.

Means of verification Business process re-engineering signed off report (DMR 153)







Person responsible Director: Organisational Development

Recipient(s) All employees, Internal Audit; Compliance Office; AG; DPSA; Public Service Commission

DESIRED OUTCOME Effective management of the Department through developed policies, guidelines and procedures.


Year (2019/2020) 15 Business process re-engineering signed off report (DMR 153)


Q1 3 Business process re-engineering signed off report (DMR 153)

Q2 7

Q3 11

Q4 15


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Strategic objective Develop standard operating procedures for processes mapped

Measure title 10. Number of standard operating procedures developed

Measure definition Procedure to be followed in carrying out a given operation to enhance quality through standardised work procedures

Purpose/Importance To provide structured approach to important functions by ensuring that operations are carried out correctly and always in the same manner

Means of verification Standard Operating Procedure Form (DMR 195)







Person responsible Director: Organisational Development

Recipient(s) All employees, Internal Audit; Compliance Office; AG; DPSA; Public Service Commission

DESIRED OUTCOME Effective management of the department through developed policies, guidelines and procedures.


Year (2019/2020) 15 Standard Operating Procedure Form (DMR 195)


Q1 3 Standard Operating Procedure Form (DMR 195)

Q2 7

Q3 11

Q4 15

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Strategic objective Provide professional legal support and advisory service to Ministry and Department

Measure title 11. % of timeous response to opinions, appeals, inquiries, agreements and litigations

Measure definition Monitoring the extent to which opinions, appeals, inquiries, agreements and litigations are addressed within the prescribed timeframes.

Purpose/Importance Failure to comply with statutory timeframes may expose the DMR to unnecessary and costly litigation

Means of verification Legal Services Register and Summary of Legal Services Report

Method of calculation (Actions or activities achieved in time / Actions required) x 100






Person responsible Chief Director: Legal Services

Recipient(s) Compliance Office; DG, Ministry

DESIRED OUTCOME Ensure appeals, inquiries, agreements and litigations are addressed within the prescribed timeframes.


Year (2019/2020) 80% Legal Services Register and Summary of Legal Services Report


Q1 80% Legal Services Register and Summary of Legal Services Report

Q2 80%

Q3 80%

Q4 80%


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Strategic objective Improve turnaround times

Measure title 12. % of adherence to defined turnaround times

Measure definition Delivery of transport, records and facilities management services within the set timeframes

Purpose/Importance To ensure that the Department is provided with an efficient service for improved service delivery

Means of verification Auxiliary Support Services report

Method of calculation (Response time / Defined turnaround time) x 100





Reporting cycle Monthly

Person responsible Director: Auxiliary support services

Recipient(s) Ministry; DG; Compliance Office; Internal Audit

DESIRED OUTCOME Responsive facilities that supports improved turnaround


Year (2019/2020) 100% Auxiliary Support Services report


Q1 100% Auxiliary Support Services report

Q2 100%

Q3 100%

Q4 100%

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Measure title 13. % adherence to Service Level Agreements (SLAs)

Measure definition Measure the implementation of agreed upon deliverables within the set timeframes and quality standards

Purpose/Importance To promote accountability and management of contractors as per terms of reference in line with PFMA and SCM guidelines (Scope of work)

Means of verification SLA Adherence report

Method of calculation (Number of achieved deliverables / Number of total deliverables) x100






Person responsible Director: Auxiliary support services

Recipient(s) Ministry; DG; DMR Officials

DESIRED OUTCOME Adherence to adopted SLAs


Year (2019/2020) 100% SLA Adherence report


Q1 100% SLA Adherence report

Q2 100%

Q3 100%

Q4 100%


97


Strategic objective Ensure implementation of National Strategies

Measure title 14. Number of vetting files completed and submitted to State Security Agency ( SSA)

Measure definition Number of vetting files completed by vetting investigators and submitted to SSA: Domestic Branch for evaluation and further processing

Purpose/Importance To protect the integrity of the civil service

Means of verification Proof of receipt of a completed file from SSA Domestic Branch





Measure Status EXISTING MEASURE


Person responsible Director: Security Risk Management

Recipient(s) HR; DG; SSA Domestic Branch; AG; Compliance Office; Internal Audit

DESIRED OUTCOME SSA vetted civil service


Year (2019/2020) 100 Proof of receipt of a completed file from SSA Domestic Branch


Q1 25 Proof of receipt of a completed file from SSA Domestic Branch

Q2 50

Q3 75

Q4 100

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Measure title 15. % of pre-employment screening requests processed

Measure definition Background checks conducted for shortlisted candidates/ potential employees.

Purpose/Importance To ensure that people employed pose no potential risk to the Department and its reputation

Means of verification Proof of receipt of screening request by SSA Domestic Branch

Method of calculation (Total number of new employees screened / Total number of new screening requests received) x 100







Recipient(s) HR; DG; SSA Domestic Branch; AG; Compliance Office

DESIRED OUTCOME SSA vetted civil service


Year (2019/2020) 100% Proof of receipt of screening request by SSA Domestic Branch


Q1 100% Proof of receipt of screening request by SSA Domestic Branch

Q2 100%

Q3 100%

Q4 100%


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Outcome Efficient, effective and development-oriented Department

Strategic objective Ensure implementation of National Strategy

Measure title 16. % of service providers and contractors screening requests processed

Measure definition Background checks conducted for potential service providers and contractors

Purpose/Importance To ensure that service providers and contractors employed pose no potential risk to the Department and its reputation

Means of verification Proof of receipt of screening request by SSA Domestic Branch

Method of calculation (Total number of contractors and service providers screened / Total number of new screening requests received) x 100







Recipient(s) HR; DG; SSA Domestic Branch; AG; Compliance Office

DESIRED OUTCOME SSA vetted trading partners


Year (2019/2020) 100% Proof of receipt of screening request by SSA Domestic Branch


Q1 100% Proof of receipt of screening request by SSA Domestic Branch

Q2 100%

Q3 100%

Q4 100%

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Measure title 17. Number of Gender Equality Strategic Plans implemented

Measure definition Initiatives implemented to achieve women’s empowerment and gender equality

Purpose/Importance To ensure that gender equality and women’s empowerment are achieved in order to create an all-inclusive environment

Means of verification Approved DPSA plans or progress reports or attendance registers

Method of calculation Number of action plans implemented






Person responsible Gender Programmes Manager

Recipient(s) Minister; DG; DMR Officials; DPSA and DOW

DESIRED OUTCOME Gender compliant and women empowering department.


Year (2019/2020) 10 Approved DPSA plans or progress reports or attendance registers


Q1 2 Approved DPSA plans or progress reports or attendance registers

Q2 4

Q3 6

Q4 10


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Measure title 18. Number of Health, Safety and Wellness programmes implemented

Measure definition Health, Safety and Wellness programmes implemented for the wellbeing of DMR employees

Purpose/Importance To maintain a healthy workforce and safe environment

Means of verification Any of the following documents as evidence: Attendance Registers, signed MoUs, SLAs, Letters of Agreement, Minutes, Programme Reports or Articles







Person responsible Director: ERM

Recipient(s) DMR Officials

DESIRED OUTCOME Healthy workforce operating in a safe environment


Year (2019/2020) 8 Attendance Registers, signed MoUs, SLAs, Letters of Agreement, Minutes, Programme Reports or Articles


Q1 2 Attendance Registers, signed MoUs, SLAs, Letters of Agreement, Minutes, Programme Reports or ArticlesQ2 4

Q3 6

Q4 8

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Strategic objective Ensure compliance with legislation (HR and OHS)

Measure title 19. Number of actions implemented to ensure submission of financial disclosures

Measure definition Number of actions implemented by corporate services to ensure organisation-wide compliance by senior members of staff

Purpose/Importance To prevent conflict of interests by requiring SMS members to disclose their financial interests

Means of verification • Internal Memo circulated to SMS members reminding them about the submission of Financial Disclosure Forms• Printout from E Disclosure system showing that new SMS members have been registered• Internal Memo to MANCO to update MANCO on submission rate of SMS members• Submission to advise delegated authority to approve submitted disclosures of SMS members• Submission to delegated authority to initiate disciplinary actions for non-compliance/submission to delegated authority to note 100%

compliance of SMS membersMethod of calculation Simple count






Person responsible Chief Director: HR

Recipient(s) PSC; Compliance office; DPSA; DG and Minister

DESIRED OUTCOME Eradication of conflict of interests by members of the SMS service and other designated employee groups.


Year (2019/2020) 5 • Internal Memo circulated to SMS members reminding them about the submission of Financial Disclosure Forms


• Internal Memo to MANCO to update MANCO on submission rate of SMS members




103


Q1 4 • Internal Memo circulated to SMS members reminding them about the submission of Financial Disclosure Forms


• Internal Memo to MANCO to update MANCO on submission rate of SMS members



Q2 5

Q3 5

Q4 5

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104

Outcome Efficient, effective and development-oriented Department


Measure title 20. % of Human Resource Development (HRD) Plan/Workplace Skills Plan (WSP) submitted to DPSA, Public Service Sector Education and Training Authority (PSETA) and MQA within the prescribed timeframe

Measure definition Tracking the submission of the HRD Plan and WSP within the prescribed timeframes (30 April Annually)

Purpose/Importance To facilitate the implementation of the HRD Strategy and NSDS

Means of verification WSP/Annual Training Report (Acknowledgement Screen from PSETA and confirmation communiqué from MQA)/Annual adjusted HRD Plan (Acknowledgement letter from DPSA)

Method of calculation Formula driven: (Number of HRD/WSP approved timeously / Total number of WSP/HRD plans submitted (DPSA, PSETA, MQA)) x 100





Reporting cycle Annual


Recipient(s) Chief Director; DDG-Corporate Services; Internal Audit, Compliance Office; Institutions of Higher Learning; Department of Higher Education

DESIRED OUTCOME Human resources development and managed performance environment

Admissible evidence for yearly targets Yearly targets Admissible Evidence for yearly targets

Year (2019/2020) 100% WSP/Annual Training Report (Acknowledgement Screen from PSETA and confirmation communiqué from MQA)/Annual adjusted HRD Plan (Acknowledgement)


Q1 100% WSP/Annual Training Report (Acknowledgement Screen from PSETA and confirmation communiqué from MQA)/Annual adjusted HRD Plan (Acknowledgement)Q2 100%

Q3 100%

Q4 100%


105



Measure title 21. Number of actions implemented to ensure submission of Performance Agreements

Measure definition The number of Performance Agreements signed and submitted by all SMS members during the reporting (31 May annually)

Purpose/Importance To ensure compliance with the Public Service Act

Means of verification Acknowledgement letter from DPSA








Recipient(s) Compliance Office; PSC; DPSA

DESIRED OUTCOME Public Service Act compliant Department


Year (2019/2020) 4 Acknowledgement letter from DPSA


Q1 3 Acknowledgement letter from DPSA

Q2 4

Q3 4

Q4 4

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106

Outcome Efficient, effective and development-oriented Department (Learning and growth)

Strategic objective Attract, develop and retain skills

Measure title 22. Number of Human Resource Development initiatives aligned to National Skills Development Strategy goals implemented

Measure definition Facilitate the implementation of HRD Strategy and NSDS III (17 initiatives)

Purpose/Importance To ensure an equitable workforce as required by the Employment Equity Act

Means of verification HRD report/Attendance registers/Certificates

Method of calculation Number of HRD initiatives implemented







Recipient(s) Chief Director; DDG-Corporate Services; Internal Audit, Compliance Office; Institutions of Higher Learning; Department of Higher Education

DESIRED OUTCOME Responsive workforce


Year (2019/2020) 17 HRD report/Attendance registers/Certificates


Q1 4 HRD report/Attendance registers/Certificates

Q2 9

Q3 14

Q4 17


107


Strategic objective Attract, develop and retain skills

Measure title 23. Maintain the vacancy rate at an acceptable level (10%)

Measure definition Number of vacant posts in relation to total funded posts

Purpose/Importance It is a legislative requirement that the vacancy rate should be kept at 10% or less to ensure the Department has the required capacity to achieve its objectives

Means of verification PERSAL Reports and calculations

Method of calculation (Number of vacant posts / Number of approved and funded posts) x 100

Data limitations PERSAL establishment must be updated






Recipient(s) Programme Heads; Compliance; DPSA; DG; Minister

DESIRED OUTCOME Operational and capacitated Department


Year (2019/2020) ≤10% PERSALReports and calculations


Q1 ≤10% PERSALReports and calculations

Q2 ≤10%

Q3 ≤10%

Q4 ≤10%

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108

Outcome Efficient, effective and development-oriented Department (Financial)

Strategic objective Promote Corporate Governance

Measure title 24. Percentage of implemented agreed upon management action plans (Internal Audit)

Measure definition Measurement of implemented action plans arising out of internal audit findings

Purpose/Importance To improve the internal control environment of the Department

Means of verification Original Audit Report; Follow-up Audit Report; Summary of audit findings

Method of calculation (Number of satisfactorily implemented agreed upon management action plans / Total number of agreed-upon management action plans) x 100

Data limitations Unavailability of resources to implement





Person responsible DDGs, Chief Directors and Executive Assistants

Recipient(s) Internal Audit; Compliance office; Audit Committee; DG; Ministry; AG; EXCO and MANCO members

DESIRED OUTCOME Improved control environment


Year (2019/2020) 100% Original Audit Report; Follow-up Audit Report; Summary of audit findings


Q1 100% Original Audit Report; Follow-up Audit Report; Summary of audit findingsQ2 100%

Q3 100%

Q4 100%


109



Measure title 25. Percentage of implemented agreed upon management action plans (External Audit)

Measure definition Measurement of implemented action plans arising out of the Auditor General’s findings


Means of verification AG Management Report Action Plan; Follow-up Audit Report; Summary of audit findings

Method of calculation (Number of satisfactorily implemented agreed-upon management action plans / Total number of agreed-upon management action plans) x 100






Person responsible DDGs and Chief Directors

Recipient(s) Internal Audit; Compliance office; Audit Committee; DG; Ministry; AG



Year (2019/2020) 100% AG Management Report Action Plan; Follow-up Audit Report; Summary of audit findings


Q1 100% AG Management Report Action Plan; Follow-up Audit Report; Summary of audit findingsQ2 100%

Q3 100%

Q4 100%

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110



Measure title 26. Percentage adherence to compliance framework

Measure definition • Measurement of implemented actions from compliance framework. The checklist requires the following:• Declaration form stating that the Performance Agreements of SMS members are linked to APP• Minutes of the meeting/s highlighting the presentation and discussion of the plan• All measures (achieved, partially achieved) due for reporting have been reported before the system is closed• All the required verification sources have been loaded before the system is closed/by due date and are as per Annexure E• Signed declaration form (original) submitted to Compliance office on same day the quarterly report is due• Minutes of the meetings highlighting discussion of the strategy’s implementation

Purpose/Importance Ensures compliance to performance prescripts and policies of Government

Means of verification Completed checklist and minutes showing discussion of APP and quarterly performance reports

Method of calculation (Number of what has been achieved / Total number of requirements) x 100










Year (2019/2020) 100% Completed checklist and minutes showing discussion of APP and quarterly performance reports


Q1 100% Completed checklist and minutes showing discussion of APP and quarterly performance reportsQ2 100%

Q3 100%

Q4 100%


111



Measure title 27. Percentage implementation of risk management plans

Measure definition Measurement of risk management action plans implemented

Purpose/Importance Necessary to ensure that risk identified is managed by implementing action plans that reduce or completely eliminate it

Means of verification Monitoring Report

Method of calculation (Total number of risk treatment action plans implemented / Total number of risk treatment action plans to be implemented per quarter) x 100

Data limitations Delay in implementing the action plans





Person responsible DDG

Recipient(s) Internal Audit; DG; Ministry; Compliance Office; National Treasury; Audit Committee



Year (2019/2020) 100% Monitoring Report


Q1 100% Monitoring Report

Q2 100%

Q3 100%

Q4 100%

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ANNEXURE E – TEchNicAl MEAsURE dEscRipTioNsName of Programme: Financial Administration Programme Manager: Date: Signature:

BRANCH – FINANCIAL ADMINISRATION

Outcome Efficient, effective and development-oriented Department (Customer/Stakeholder perspective)

Strategic objective Provide efficient services to our internal and external customers

Measure title 1. % of system availability

Measure definition Management of quality IT services to internal clients

Purpose definition Provision of IT Systems to ensure efficient and effective service delivery for Department

Means of verification Microsoft Monitoring Report

Method of calculation Average system availability






Person responsible CIO

Recipient(s) All system users

DESIRED OUTCOME Efficient and optimal service delivery environment


Year (2019/2020) 95% Microsoft Monitoring Report


Q1 95% Microsoft Monitoring Report

Q2 95%

Q3 95%

Q4 95%


113

Outcome Efficient, effective and development-oriented Department (Customer/stakeholder perspective)


Measure title 2. % of achievement of service level agreement

Measure definition The SLAs signed with Branches stipulate the turnaround times for delivery of services. The indicator measures percentage adherence of the units to the stipulated times in the SLAs signed with Branches

Purpose definition To ensure that agreed-upon services are rendered within the agreed timeframes and standards

Means of verification Monitoring report

Method of calculation (Number of achieved deliverables / Number of total deliverables) x 100






Person responsible CIO and CD: Finance and Supply Chain Management

Recipient(s) Office of the DG; COO; all Branch heads

DESIRED OUTCOME Adherence to stipulated timeframes and SLAs


Year (2019/2020) 95% Monitoring report


Q1 95% Monitoring report

Q2 95%

Q3 95%

Q4 95%

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114



Measure title 3. Customer Satisfaction index (1-5 index)

Measure definition Customer perceptions on the level of services provided

Purpose/Importance To ensure continuous improvement through feedback that is obtained from customers regarding current services

Means of verification Customer Satisfaction Survey Report

Method of calculation Average rating

Data limitations Non-response from clients




Reporting cycle Bi-annually

Person responsible All Chief Directors

Recipient(s) DG; Ministry; Compliance Office

DESIRED OUTCOME Satisfied customers and a continuously improving environment


Year (2019/2020) 3 Customer Satisfaction Survey Report


Q1 0 Customer Satisfaction Survey Report

Q2 0

Q3 3

Q4 3


115



Measure title 4. % of financial reports delivered on schedule

Measure definition Financial reports are expected to be submitted to external stakeholders on stipulated dates in terms of PFMA, Treasury Regulations and other relevant prescripts. The indicator measures the percentage of regulated reports submitted on time.

Purpose/Importance To provide timely information and to comply with laws and regulations

Means of verification Proof of timely submission of reports

Method of calculation (Number of reports submitted in time / The number of reports required) x 100







Recipient(s) Internal and external clients as per reporting calendar

DESIRED OUTCOME Compliance with the PFMA


Year (2019/2020) 100% Proof of timely submission of reports


Q1 100% Proof of timely submission of reports

Q2 100%

Q3 100%

Q4 100%

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116

Outcome Efficient, effective and development-oriented Department (Customer/Stakeholder perspective)


Measure title 5. % of suppliers paid within 30 days

Measure definition Departments are expected to pay their suppliers within 30 days in terms of the Treasury Regulation and PFMA. The indicator measures the percentage adherence to the 30 day turn-around time set for payment of suppliers

Purpose/Importance To ensure sustainability of small businesses as prescribed by the PFMA

Means of verification Monthly invoice report signed by the CFO sent to treasury by the 7th of each month

Method of calculation (Total invoice paid within 30 days / Total invoices paid) x 100






Person responsible Chief Director: Finance and SCM

Recipient(s) National Treasury; MANCO Members

DESIRED OUTCOME Compliance with public sector 30 day turn-around time set for payment of suppliers


Year (2019/2020) 100% Monthly invoice report signed by the CFO


Q1 100% Monthly invoice report signed by the CFO

Q2 100%

Q3 100%

Q4 100%


117


Strategic objective Implement processes and systems

Measure title 6. % of Implementation of the Master Systems Plan (MSP)

Measure definition Management of holistic improvement of IT environment and alignment to business objectives

Purpose/Importance To ensure that the ICT strategy is aligned to strategic objectives of the Department

Means of verification MSP Implementation Progress report

Method of calculation (Implemented initiatives / Total planned initiatives) x 100






Person responsible CIO

Recipient(s) DPSA (ICT reports required); CT Committee; EXCO Members

DESIRED OUTCOME Business strategy aligned and supporting ICT environment


Year (2019/2020) 100% MSP Implementation Progress report


Q1 - MSP Implementation Progress report

Q2 -

Q3 -

Q4 100%

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118


Strategic objective Manage financial resources

Measure title 7. % of variance on allocated budget

Measure definition A tolerable percentage or amount that the Department deems to be the acceptable surplus that can be recorded at the end of the financial year

Purpose/Importance To ensure that the financial resources of the Department are used in an effective, efficient, economical and transparent manner.

Means of verification Expenditure control report

Method of calculation Comparative analysis (actual expenditure vs. projected expenditure)






Person responsible All programme managers

Recipient(s) Programme Managers; Minister; EXCO and MANCO members; National Treasury

DESIRED OUTCOME Service delivery supporting and optimal resources utilisation


Year (2019/2020) ≤2% Expenditure control report


Q1 - Expenditure control report

Q2 -

Q3 -

Q4 ≤2%


119

Outcome Efficient, effective and development oriented Department (Financial)

Strategic Objective Manage financial resources

Measure Title 8. % of implementation of the Integrated budget plan

Measure definition Integrated budget plan aligned with SCM planning documents

Purpose / importance To integrate all planning activities across finance and SCM to ensure uniformity

Means of verification Procurement plan report and/or spending/demand plan

Method of calculation Number of activities implemented/by total number of activities planned X 100))

Data Limitations None


Calculation Type Cumulative


Reporting Cycle Quarterly

Person Responsible Chief Director: Finance and SCM


DESIRED OUTCOME Integrated financial planning


Year (2019/2020) 100% Procurement plan report


Q1 100% Procurement plan report

Q2 100%

Q3 100%

Q4 100%

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120



Measure title 9. Number of incidents of irregular expenditure

Measure definition Incidents of expenditure incurred without the necessary approval

Purpose/Importance To curb expenditure incurred that is classified as irregular in terms of PFMA and other applicable Acts

Means of verification Irregular expenditure reports







Person responsible All DDGs

Recipient(s) DDGs; Audit Committee (through interim financial report); National Treasury; MANCO and EXCO members; Minister

DESIRED OUTCOME PFMA compliant financial management


Year (2019/2020) 0 Irregular expenditure reports


Q1 0 Irregular expenditure reports

Q2 0

Q3 0

Q4 0


121



Measure title 10. % of implementation of asset management plan

Measure definition The Department aims to minimise the assets disposed before the end of the asset lifespan. The indicator measures the extent of implementation of the asset management plan

Purpose/Importance To ensure safeguarding, maintenance and utilisation of assets

Means of verification Asset Management Plan Implementation Report

Method of calculation (Implemented activities / Total planned activities for the quarter under review) x 100






Person responsible All DDGs

Recipient(s) Branch Heads; Compliance office; AG; National Treasury

DESIRED OUTCOME PFMA compliant asset management


Year (2019/2020) 100% Asset Management Plan Implementation Report


Q1 100% Asset Management Plan Implementation Report

Q2 100%

Q3 100%

Q4 100%

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Measure title 11. % of implemented agreed upon management action plans (Internal Audit)



Means of verification Internal Audit follow-up report

Method of calculation (Number of satisfactorily implemented agreed upon management action plans / Total number of agreed upon management action plans) x 100










Year (2019/2020) 100% Internal Audit follow-up report


Q1 100% Internal Audit follow-up report

Q2 100%

Q3 100%

Q4 100%


123



Measure title 12. % of implemented agreed upon management action plans (External Audit)

Measure definition Measurement of implemented action plans arising out of the AG’s findings


Means of verification Management Action Plan Report

Method of calculation (Number of satisfactorily implementation agreed upon management action plans / Total number of agreed upon management action plans) x 100










Year (2019/2020) 100% Management Action Plan Report


Q1 100% Management Action Plan Report

Q2 100%

Q3 100%

Q4 100%

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124



Measure title 13. % of adherence to compliance framework

Measure definition Measurement of implemented actions as per the M&E Compliance Framework as approved by COO

Purpose/Importance Ensure compliance to performance prescripts and policies of Government

Means of verification Completed checklist as provided by COO











Year (2019/2020) 100% Completed checklist as provided by COO


Q1 100% Completed checklist as provided by COO

Q2 100%

Q3 100%

Q4 100%


125

Outcome Efficient, effective and development-oriented Department (Finance)


Measure title 14. % of implementation of risk management plans


Purpose/Importance Necessary to ensure that risk identified is managed by implementing action plans that reduce it or completely eliminate it.


Method of calculation (Total number of risk treatment action plans implemented / Total number of risk treatment action plans to be implemented per quarter under review) x 100













Q2 100%

Q3 100%

Q4 100%

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126

Outcome Efficient, effective and development-oriented Department (Finance)


Measure title 15. Percentage implementation of ICT Governance Initiatives

Measure definition % of implementation of ICT Governance initiatives

Purpose/Importance Necessary to ensure that ICT Governance Initiatives are in place to minimise risk of non-compliance with regulations

Means of verification ICT Governance Initiatives Implementation plan

Method of calculation (Total number of ICT Governance Initiatives implemented / Total number of ICT Governance Initiatives to be implemented for year under review) x 100

Data limitations Delay in implementing the initiatives









Year (2019/2020) 100% ICT Governance Initiatives progress Implementation against plan


Q1 - ICT Governance Initiatives progress Implementation against plan

Q2 -

Q3 -

Q4 100%


127

ANNEXURE E – TEchNicAl MEAsURE dEscRipTioNsName of Programme: Mine Health and Safety Programme Manager: Date: Signature:

BRANCH – MINE HEALTH AND SAFETY

Outcome Transformed minerals sector (Stakeholder)

Strategic objective Promote Health and Safety

Measure title 1. % Reduction in occupational fatalities

Measure definition Monitor the number of people who die due to accidents in the mines

Purpose/Importance Reduce the impact such fatalities have on the families, the sector and the economy

Means of verification Incident Registers used to update South African Mines Reportable Accidents Statistics System (SAMRASS) report

Method of calculation Comparative analysis of actual figures for a specific period with the same period in the previous year. Calc: [(Current quarter – Same Quarter Previous year) / Same Quarter Previous year] x 100

Data limitations System downtime, crashing and shortage of staff to capture information into the system





Person responsible The Head: Support Services


DESIRED OUTCOME Reduced number of occupational fatalities in the mining industry


Year (2019/2020) 20% Incident Registers used to update South African Mines Reportable Accidents Statistics System (SAMRASS) report


Q1 20% Incident Registers used to update South African Mines Reportable Accidents Statistics System (SAMRASS) reportQ2 20%

Q3 20%

Q4 20%

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Measure title 2. % Reduction in Occupational Injuries

Measure definition Monitor the number of people who get injured whilst on duty in the mines

Purpose/Importance Reduce the impact such injuries have on the families, the sector and the economy

Means of verification Incident Registers used to update SAMRASS report


Data limitations System downtime, crashing and shortage of staff to capture information into the system







DESIRED OUTCOME Reduced number of occupational injuries in the mining industry


Year (2019/2020) 20% Incident Registers used to update SAMRASS report


Q1 20% Incident Registers used to update SAMRASS report

Q2 20%

Q3 20%

Q4 20%


129



Measure title 3. % reduction in occupational diseases (Including TB)

Measure definition Monitor the number of people who contract occupational diseases in the mines

Purpose/Importance Reduce the impact such occupational diseases have on the families, the sector and the economy

Means of verification Summary of health incidents submitted by mines to MHSI in the regional offices


Data limitations System downtime and crashing







DESIRED OUTCOME Reduced incidences of occupational diseases in the mining industry


Year (2019/2020) 10% Summary of health incidents submitted by mines to MHSI in the regional offices


Q1 10% Summary of health incidents submitted by mines to MHSI in the regional officesQ2 10%

Q3 10%

Q4 10%

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Measure title 4. % of investigations initiated vs completed

Measure definition Timely completion of accident investigation in order to determine the causes of fatalities or injuries that occurred in the mines

Purpose/Importance Prompt implementation of recommendations from investigations to assist with improving health and safety in the mines

Means of verification List of investigations initiated and completed per region and investigation reports

Method of calculation (Number of investigations completed per quarter / Number of investigations initiated per quarter) x 100

Data limitations Availability of witnesses, representatives and inspectors





Person responsible Principal Inspectors


DESIRED OUTCOME All mining accident investigations conducted and concluded within timelines


Year (2019/2020) 80% List of investigations initiated and completed per region and investigation reports


Q1 80% List of investigations initiated and completed per region and investigation reportsQ2 80%

Q3 80%

Q4 80%


131



Measure title 5. % of inquiries initiated vs completed

Measure definition Timely completion of accident inquiries in order to determine the causes of fatalities or injuries that occurred in the mines

Purpose/Importance Prompt implementation of recommendations to assist with improving health and safety in the mines

Means of verification Inquiry reports or Summary of Inquiry reports

Method of calculation Comparative analysis of actual figures for a specific period with planned figures for the specific period. Calculation: (Inquiries completed / Inquiries initiated) x 100

Data limitations Witnesses, representatives and shortage of inspectors







DESIRED OUTCOME All mining accident inquiries conducted and concluded within timelines


Year (2019/2020) 80% Inquiry reports or Summary of Inquiry reports


Q1 80% Inquiry reports or Summary of Inquiry reports

Q2 80%

Q3 80%

Q4 80%

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Measure title 6. Number of qualitative inspection conducted

Measure definition Counting the number of site visits to mines in order to assess whether there is compliance with the MHSA provisions

Purpose/Importance To monitor compliance with the MHSA and assist with improving health and safety conditions in the mines

Means of verification Inspection report register containing name of Inspector, date and mine inspected, and Inspection reports per region


Data limitations Non-recording/Omissions in recording inspections



Measure status REVISED MEASURE

Capture cycle Monthly




DESIRED OUTCOME MHSA compliance inspections conducted in the mines


Year (2019/2020) 8 000 Inspection report register containing name of Inspector, date and mine inspected, and Inspection reports per region


Q1 2 000 Inspection report register containing name of Inspector, date and mine inspected, and Inspection reports per regionQ2 4 000

Q3 6 000

Q4 8 000


133



Measure title 7. Number of qualitative audits conducted, including individual audits

Measure definition Counting the number of audits conducted in accordance with audit procedure. An audit is an independent and systematic review and examination of health and safety systems, records, processes, activities, performance criteria and physical conditions at the mines. The aim is to test the adequacy and effectiveness of systems and the compliance with predetermined standards and the integrity of the MHSA

Purpose/Importance To monitor compliance with the MHSA and assist with improving health and safety conditions in the mines

Means of verification Audit report register containing (name of Auditor, date and mine audited) and Audit reports per region

Method of analysis Simple count

Data limitations Non recording/Omissions in recording the audits







DESIRED OUTCOME MHSA compliance inspections conducted in the mines


Year (2019/2020) 396 Audit report register containing (name of Auditor, date and mine audited) and Audit reports per region


Q1 99 Audit report register containing (name of Auditor, date and mine audited) and Audit reports per regionQ2 198

Q3 297

Q4 396

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Measure title 8. MHS Annual Report Submitted

Measure definition Detailed annual report on the performance of the mining industry on health and safety matters and activities of the Inspectorate

Purpose/Importance Fulfil the statutory requirement as per the MHSA of submitting annual mine health and safety report to Minister

Means of verification MHS Annual Report


Data limitations Delays in the provisions of information or inputs for the report





Person responsible Director Support Services


DESIRED OUTCOME Compliance with statutory reporting requirement as per the MHSA


Year (2019/2020) 1 MHS Annual Report


Q1 - MHS Annual Report

Q2 -

Q3 -

Q4 1


135


Strategic Objective Promote Health and Safety

Measure title 9. Number of compliance reports provided

Measure definition Monitor and enforce compliance with MHSA provisions through Inspections, Audits, Investigations and Inquiries

Purpose/ importance Fulfil the statutory requirement as per the MHSA of submitting annual mine health and safety report to Minister

Means of verification MHSA Compliance Report







Person Responsible Director Mine Safety


DESIRED OUTCOME Compliance with statutory reporting requirement


Year (2019/2020) 4 MHSA Compliance Reports


Q1 1 MHSA Compliance Reports

Q2 1

Q3 1

Q4 1

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Measure title 10. Number of tripartite workshops conducted

Measure definition Number of tripartite workshops conducted (between the Unions, Employers and State)

Purpose/Importance Awareness of technological developments on mine health and safety matters. Discussing of health and safety challenges at mines and coming up with solutions

Means of verification List of tripartite workshops conducted per Region and attendance register or minutes and agendas









DESIRED OUTCOME Mining sector stakeholder engagement on health and safety challenges at mines and proposing solutions


Year (2019/2020) 60 List of tripartite workshops conducted per Region and attendance register or minutes and agendas


Q1 15 List of tripartite workshops conducted per Region and attendance register or minutes and agendasQ2 30

Q3 45

Q4 60


137

Outcome Sufficient and relevant skills in the mining sector

Strategic objective Contribute to skills development

Measure title 11. % of Adherence to Government Certificate of Competency (GCC) exams policy.

Measure definition Percentage of adherence to the Mine Government Certificate of Competency Examination policy and issuing of the relevant Certificates in areas of mining, engineering and surveying

Purpose/Importance Contribute to skills development at mines

Means of verification Examination Compliance Checklist for Administration of Government Certificate of Competency.The following critical steps/procedure in the model include• Setting of paper, • Safely printing and distribution of exam paper to centres, • Conducting examinations, • Marking of exam scripts and • Releasing of results, At the end of this process the Branch is able to compare the pass rate to those of the previous exams

Method of calculation (Number of steps or procedures implemented) / Total number of steps/procedures in the model for Government Certificate of Competency) x 100




Measure status EXISISTING MEASURE




DESIRED OUTCOME Increased skills within the sector


Year (2019/2020) 100% Examination Compliance Checklist for Administration of Government Certificate of Competency


Q1 100% Examination Compliance Checklist for Administration of Government Certificate of CompetencyQ2 100%

Q3 100%

Q4 100%

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Outcome Efficient, effective and development-oriented Department (Internal Processes)

Strategic objective Implement SLAs

Measure title 12. % of adherence to SLA

Measure definition Monitoring of the implementation of agreements entered into with different stakeholders, including MQA and Mine Rescue Services

Purpose/Importance To monitor and ensure that agreements are properly implemented

Means of verification Training Progress Reports and/or proof of payment within 30 days for emergency rescue services rendered on behalf of the Department

Method of analysis Number of Agreements properly implemented / Total number Agreements entered into x 100






Person responsible Director Support Services


DESIRED OUTCOME Monitor compliance with stakeholder SLAs


Year (2019/2020) 100% Training progress Reports and/or proof of payment within 30 days for emergency rescue services rendered on behalf of the Department


Q1 100% Training progress Reports and/or proof of payment within 30 days for emergency rescue services rendered on behalf of the DepartmentQ2 100%

Q3 100%

Q4 100%


139


Strategic objective Develop and review internal processes

Measure title 13. % of identified internal processes developed and/or reviewed

Measure definition Measurement of number of documents developed or reviewed. On a quarterly basis the Inspectorate will identify internal processes that may require development or review to improve our efficiency in line with outcomes of internal audits, operational risks assessments. On a quarterly basis, those that were identified as a priority in that quarter are either developed or reviewed as the case may be for implementation

Purpose/Importance As part of knowledge management within the DMR, business processes are developed to ensure that new employees or interested parties will read the document to understand how the Branch runs its business

Means of verification Policies, Procedures, Instructions or Guidelines developed, reviewed and implemented

Method of calculation Number of Internal Processes developed, reviewed and implemented / Total number Internal Processes identified x 100






Person responsible Chief Director: Technical Support Unit

Recipient(s) Ministry; DG; Compliance Office

DESIRED OUTCOME Continuous improvement through development and revision of processes and procedures


Year (2019/2020) 100% Policies, Procedures, Instructions or Guidelines developed, reviewed and implemented


Q1 100% Policies, Procedures, Instructions or Guidelines developed, reviewed and implementedQ2 100%

Q3 100%

Q4 100%

ANNU

AL P

ERFO

RMAN

CE P

LAN

• 2

019/

20

140



Measure title 14. % of adherence to prescribed timeframes for medical appeals

Measure definition Measurement of response time to medical appeals. The prescribed response time on medical appeals is 90 days

Purpose/Importance Ensuring that response to medical appeals is done within prescribed timeframes

Means of verification Report of Medical Appeals. In this report the date when the appeal was received is compared to the date when the appeal was finalised, which will be within the prescribed timeframe of 90 days

Method of calculation 100% - [(Number of Medical Appeals not processed within prescribed timeframe / Total number medical appeals processed) x 100]

Data limitations Late submission of records by mines, availability of specialists and failure to attend doctor’s appointment by affected employees





Person responsible Medical Inspector and Occupational Health Chief Directorate


DESIRED OUTCOME Compliance with prescribed timeframes


Year (2019/2020) 80% Report of Medical Appeals.


Q1 80% Report of Medical Appeals.

Q2 80%

Q3 80%

Q4 80%


141



Measure title 15. % of adherence to prescribed timeframes for CIOM appeals

Measure definition Measurement of response time to CIOM appeals. The prescribed response time on CIOM appeals is 30 days

Purpose/Importance Ensuring that response to CIOM appeals is done within prescribed timeframes. It is important to finalise CIOM appeals timely within prescribed turnaround time for client satisfaction and improved service delivery

Means of calculation Report of the CIOM appeal. In this report, the date when the appeal was received is compared to the date when the appeal was finalised, which will be within the prescribed timeframe of 30 days

Method of analysis 100% - [(Number of CIOM Appeals not processed within prescribed timeframe / Total number CIOM appeals processed)* x 100]

Data limitations Late submission of records by mines and availability of specialists where applicable





Person responsible Director Legal, Chief Directors and CIOM




Year (2019/2020) 100% Report of the CIOM appeal.


Q1 100% Report of the CIOM appeal.

Q2 100%

Q3 100%

Q4 100%

ANNU

AL P

ERFO

RMAN

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019/

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142



Measure title 16. % of adherence to prescribed timeframes for MPRDA applications

Measure definition Measurement of response time to MPRDA applications. The prescribed response time on MPRDA is 30 days. Measurement of response time by the Inspectorate during the processes of MPRDA processes

Purpose/Importance Ensuring that response to MPRDA applications are done within prescribed timeframes. It is important to comment on health and safety matters and respond timely on applications so that we do not delay the processes within the Department that must be followed before applicants are issued within mining rights, prospecting rights or mining permits

Means of verification Admin Register or Summary of Admin register

Method of calculation 100% - [(Number of MPRDA Applications not processed within prescribed timeframe / Total number MPRDA applications processed) x 100].

Data limitations Non-recording of/Omissions to record the adherence with the MPRDA application









Year (2019/2020) 100% Admin Register or Summary of Admin register


Q1 100% Admin Register or Summary of Admin register

Q2 100%

Q3 100%

Q4 100%


143



Measure title 17. % of adherence to prescribed timeframes for administrative tasks

Measure definition Measurement of response time to Administrative tasks. The prescribed response time on Admin Tasks is 30 days

Purpose/Importance For ensuring that Administrative tasks are responded to within prescribed timeframes, it is important to finalise admin tasks within prescribed timeframes so that we can meet with our strategic objective of ensuring that we adhere to turnaround times of any administrative tasks for client satisfaction and improved service delivery

Means of verification Admin Registers or Summary of Admin Registers

Means of calculation 100% - [(Number Administrative tasks not processed within prescribed timeframe / Total number Administrative tasks processed) x 100]

Data Limitations Non-recording of /Omissions to record adherence with the administrative task


Calculation Type Non-cumulative


Reporting Cycle Quarterly

Person Responsible All Managers




Year (2019/2020) 80% Admin Registers or Summary of Admin Registers


Q1 80% Admin Registers or Summary of Admin Registers

Q2 80%

Q3 80%

Q4 80%

ANNU

AL P

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RMAN

CE P

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019/

20

144



Measure title 18. % of implemented agreed upon management action plans (Internal Audit)

Measure definition Measurement of implemented action plans arising out of Internal Audit findings



Method of calculation (Number of implemented management action plans per quarter / Total number of agreed upon management action plans) x 100













Q3 0%

Q4 100%


145



Measure title 19. % of implemented agreed upon management action plans (External Audit)

Measure definition Measurement of implemented action plans arising out of the Auditor General’s findings



Method of calculation (Number of implemented management action plans / Total number of agreed upon management action plans) x 100













Q3 0%

Q4 100%

ANNU

AL P

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RMAN

CE P

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146



Measure title 20. % of adherence to compliance framework

Measure definition Measurement of implemented actions from compliance framework. The checklist requires the following:• Declaration form stating that the Performance Agreements of SMS members are linked to APP• Minutes of the meeting/s highlighting the presentation and discussion of the plan• All measures (achieved, partially achieved) due for reporting have been reported before the system is closed• All the required verification sources have been loaded before the system is closed/by due date and are as per Annexure E• Signed declaration form (original) submitted to Compliance on the same day the quarterly report is due• Minutes of the meeting/s highlighting the discussion of the implementation of the strategy


Means of verification Completed checklist and minutes showing discussion of the APP and quarterly performance reports

Method of calculation (Number of what has been achieved / total number of requirements) x 100










Year (2019/2020) 100% Completed checklist and minutes showing discussion of the APP and quarterly performance reports


Q1 100% Completed checklist and minutes showing discussion of the APP and quarterly performance reportsQ2 100%

Q3 100%

Q4 100%


147



Measure title 21. % of implementation of risk management plans


Purpose/Importance Necessary to ensure that risks identified are managed by implementing action plans that reduce or completely eliminate it

Means of verification Monitoring Report or Risk Register


Data limitations Delays in implementing the action plans





Person responsible DDG, Chief Directors




Year (2019/2020) 100% Monitoring Report or Risk Register


Q1 0% Monitoring Report or Risk Register

Q2 0%

Q3 0%

Q4 100%

ANNU

AL P

ERFO

RMAN

CE P

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148

ANNEXURE E – TEchNicAl MEAsURE dEscRipTioNsName of Programme: Mineral Regulation Programme Manager: Date: Signature:

BRANCH – MINERAL REGULATION

Outcome Equitable and sustainable benefit from mineral resources (Customer/stakeholder)

Strategic Objective Promote job creation

Measure title 1. Number of SLPs development projects completed.

Measure definition List of projects completed that contribute towards HRD, Mine Community Development, Housing and Living Conditions, address Employment Equity issues, and Processes to save jobs and manage downscaling and/or closure of mines.

Purpose/ importance To promote employment and advancement of the social and economic welfare of mining communities.

Means of verification Inspection Reports


Data Limitations Inspection reports not recorded correctly





Person Responsible Chief Directors

Recipient(s) Minister; DG; Compliance office; Internal Audit; Parliament; AG

DESIRED OUTCOME Promote of employment and advancement of mining communities


Year (2019/2020) 120 SLP Inspection Reports


Q1 30 SLP Inspection Reports

Q2 60

Q3 90

Q4 120


149



Measure title 2. Number of black industrialists created through procurement.

Measure definition List of Black industrialists that are supplying the Mining Industry

Purpose/ importance To create employment and owners on industries

Means of verification List of Black industrialists that are supplying the Mining Industry







Person Responsible Director: Empowerment and Transaction Assessment

Recipient(s) Minister, DG, Compliance office, internal Audit, Parliament; AG

DESIRED OUTCOME Transformed ownership patters within the mining sector


Year (2019/2020) 10 List of Black industrialists that are supplying the Mining Industry


Q1 2 List of Black industrialists that are supplying the Mining Industry

Q2 5

Q3 7

Q4 10

ANNU

AL P

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150



Measure title 3. Number of jobs created through work programmes or issued mining rights

Measure definition Number of jobs created through issuing of mining rights.

Purpose/ importance To promote employment and advancement of the social and economic welfare of mining communities.

Means of verification Monthly annual returns and/ evaluated work programmes


Data Limitations reports not recorded correctly







DESIRED OUTCOME Promote of employment and advancement of mining communities


Year (2019/2020) 1 500 Monthly annual returns and/ evaluated work programmes


Q1 375 Monthly annual returns and/ evaluated work programmes

Q2 750

Q3 1 125

Q4 1 500


151


Strategic Objective Reduce state environmental liability and financial risk

Measure title 4. % of statutory notices/orders issued to remedy inadequate financial provision

Measure definition Percentage of statutory notices/orders issued to remedy inadequate financial provision

Purpose/ importance To reduce state liability for rehabilitation and financial risk

Means of verification Register of complaints, inspection reports, notices and directives

Method of calculation Number of remedial orders issued / Number of cases of inadequate provision identified by inspection of records or sites X 100








DESIRED OUTCOME Reduced state liability for rehabilitation of mines


Year (2019/2020) 100% Register of complaints, inspection reports, notices and directives


Q1 100% Register of complaints, inspection reports, notices and directives

Q2 100%

Q3 100%

Q4 100%

ANNU

AL P

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RMAN

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152



Measure title 5. Monitor sustainable resource use through monthly returns

Measure definition Each right and permit holder must submit records of monthly returns

Purpose/ importance To monitor optimal use of the mineral resources by the rights and permits holders

Means of verification Monthly returns and/or inspection report





Measure status NEW MEASURE




DESIRED OUTCOME Promotes sustainable development of mining


Year (2019/2020) 260 Returns and/or inspection report


Q1 65 Returns and/or inspection report

Q2 130

Q3 195

Q4 260


153


Strategic Objective Promote sustainable resource use and management

Measure title 6. Management of resources through development of annual progress reports

Measure definition Each prospecting rights holder must submit annual progress report

Purpose/ importance To monitor and ensure resource development through prospecting of the minerals

Means of verification Annual progress reports and/or inspection reports

Method of calculation Number of issued prospecting rights/annual progress reports x 100










Year (2019/2020) 100% Annual progress reports and/or inspection reports


Q1 100% Annual progress reports and/or inspection reports

Q2 100%

Q3 100%

Q4 100%

ANNU

AL P

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RMAN

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154



Measure title 7. % of potential investments on rights graduating into mining rights

Measure definition Percentage of potential investment through the graduation of a prospecting rights/ mining permits to a mining right

Purpose/ importance Creating an enabling environment for economic growth

Means of verification Copy of a right and/or Record of decision

Method of calculation Number of mining rights issued/number of mining work programmes evaluated X100










Year (2019/2020) 100% Copy of a right and/or Record of decision


Q1 0% Copy of a right and/or Record of decision

Q2 0%

Q3 0%

Q4 100%


155



Measure title 8. % of statutory notices/orders issued to remedy environmental non-compliance.

Measure definition Notices/orders issued to remedy environmental non-compliance after conducting inspections.


Means of verification Notices/orders issued.

Method of calculation (Number of statutory notices and/ or directives issued on environmental non-compliance ÷ Total number of Environmental Non-Compliance identified during Inspections) X 100








DESIRED OUTCOME Mining sector compliant with licensing conditions


Year (2019/2020) 100% Notices/orders issued


Q1 100% Notices/orders issued

Q2 100%

Q3 100%

Q4 100%

ANNU

AL P

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RMAN

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20

156



Measure title 9. % of closure certificates issued in line with regulatory framework

Measure definition Each closure certificate issued must comply with the provisions of the regulatory framework

Purpose/ importance To reduce state liability for rehabilitation

Means of verification Closure certificates issued per region

Method of calculation Number of closure certificates issued in line with the regulatory framework / total number of closure certificates X 100

Data Limitations Misleading information by applicants







DESIRED OUTCOME Compliance with regulations


Year (2019/2020) 100% Closure certificates issued per region


Q1 100% Closure certificates issued per region

Q2 100%

Q3 100%

Q4 100%


157

Outcome Efficient, effective and development oriented Department (Internal processes)


Measure title 10. % of complaints received versus inspected

Measure definition Percentage of complaints attended to versus received

Purpose/ importance To ensure that all reported complaints are documented for effective compliance and enforcement with regulatory framework

Means of verification Updated Register of all the complaints

Method of calculation Number of complaints attended to divided by complaints received X100

Data Limitations Unavailability of resources to implement





Person Responsible Chief Director

Recipient(s) DG, Compliance office, Internal Audit, Minister, Parliament, AG

DESIRED OUTCOME Efficient and compliant processes


Year (2019/2020) 50% Updated Register of all the complaints


Q1 50% Updated Register of all the complaints

Q2 50%

Q3 50%

Q4 50%

ANNU

AL P

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RMAN

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019/

20

158



Measure title 11. % of cases opened

Measure definition Percentage of cases opened with SAPS resulting from complaints, subject to criminal enforcement

Purpose/ importance To monitor and enforce compliance with the regulatory framework

Means of verification Inspection Reports, case numbers, notices and directives, evidence gathered (exhibits/statements)

Method of calculation Number of cases opened with SAPS / Number of complaints subject to criminal enforcement x100








DESIRED OUTCOME Reduced of state environmental liability


Year (2019/2020) 100% Inspection Reports, case numbers, notices and directives, evidence gathered (exhibits/statements)


Q1 100% Inspection Reports, case numbers, notices and directives, evidence gathered (exhibits/statements)Q2 100%

Q3 100%

Q4 100%


159



Measure title 12.% of Statutory notices or directive issued

Measure definition Number of inspections conducted to ascertain compliance


Means of verification Register of complaints, inspection reports, notices and directives

Method of calculation Number of statutory notices/directives issued ÷ number of identified non-compliance X 100










Year (2019/2020) 100% Register of complaints, inspection reports, notices and directives


Q1 100% Register of complaints, inspection reports, notices and directives

Q2 100%

Q3 100%

Q4 100%

ANNU

AL P

ERFO

RMAN

CE P

LAN

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019/

20

160



Measure title 13. % of complaints closed vs received

Measure definition Complaints received from the public.

Purpose/ importance To ensure that all reported cases are documented for effective compliance and enforcement with the regulatory framework

Means of verification Register of complaints indicating cases as “resolved” and “not resolved” with all reported cases registered.

Method of calculation Number of complaints closed / Number of complaints received X100






Person Responsible Chief Director

Recipient(s) DG, Compliance Notice, Internal Audit, Minister, Parliament, AG



Year (2019/2020) 100% Register of complaints indicating cases as “resolved” and “not resolved” with all reported cases registered.


Q1 100% Register of complaints indicating cases as “resolved” and “not resolved” with all reported cases registered.Q2 100%

Q3 100%

Q4 100%


161

Outcome Transformed Minerals sector

Strategic Objective Implement transformation policies / legislation

Measure title 14. Number of rights and permits granted and /or issued to HDSA controlled entities

Measure definition Number of rights and permits granted/issued to HDSA controlled entities

Purpose/ importance To ensure implementation of transformation policies

Means of verification Issued and/or granted rights and permits, shareholders or Joint Venture Agreements or members’ interest (CCs) and Identity Documents

Method of calculation Simple count of either granted or issued rights to controlled HDSA entities

Data Limitations Fronting, misleading information, transfer and cession of rights









Year (2019/2020) 120 Issued and/ or granted rights and permits, shareholders or Joint Venture agreements or members interest (CCs) and Identity documents


Q1 30 Issued and/ or granted rights and permits, shareholders or Joint Venture agreements or members interest (CCs) and Identity documentsQ2 60

Q3 90

Q4 120

ANNU

AL P

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RMAN

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20

162



Measure title 15. Number of consultations/engagements and conflict management with communities/stakeholder and the mining industry

Measure definition Engagements/consultations with communities, stakeholders and the mining industry

Purpose/ importance To facilitate HDSA’s entrants to the mining industry and/or to address/manage community concerns

Means of verification Agenda, attendance register and/or minutes











Year (2019/2020) 120 Agenda, attendance register and/or minutes


Q1 30 Agenda, attendance register and/or minutes

Q2 60

Q3 90

Q4 120


163



Measure title 16. Number of industry workshops conducted

Measure definition Continuous engagements with the mining industry (Mining right holders, communities, consultants and or affected authorities)

Purpose/ importance To promote compliance with regulatory framework

Means of verification Agenda, attendance register and/or minutes




Calculation Type Cumulative per annum





DESIRED OUTCOME Transformed mining sector that complies with regulations


Year (2019/2020) 9 Agenda, attendance register and/or minutes


Q1 2 Agenda, attendance register and/or minutes Q2 4

Q3 6

Q4 9

ANNU

AL P

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RMAN

CE P

LAN

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019/

20

164



Measure title 17. Number of SLP inspections conducted

Measure definition Number of inspections conducted to monitor compliance with SLPs


Means of verification Inspection Reports, SLP annual progress reports









DESIRED OUTCOME Transformed mining sector that complies with regulations


Year (2019/2020) 212 Inspection Reports, SLP annual progress reports


Q1 53 Inspection Reports, SLP annual progress reports

Q2 106

Q3 159

Q4 212


165



Measure title 18. Number of legal compliance (mineral laws - MLA and SLP) verification inspections conducted

Measure definition Number of inspections conducted to monitor legal compliance.


Means of verification Inspection Reports, Annual Reports









DESIRED OUTCOME Mining sector that complies with regulations


Year (2019/2020) 150 Inspection Reports, annual reports


Q1 37 Inspection Reports, annual reports

Q2 75

Q3 113

Q4 150

ANNU

AL P

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RMAN

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166

Outcome Efficient, effective and development oriented Department(Internal processes)

Strategic Objective Monitor and enforce compliance

Measure title 19. Number of Mine Work Programme (MWP)/ Prospecting Work Programme (PWP) inspection conducted

Measure definition Number of inspections conducted to monitor legal compliance.


Means of verification Inspection reports, Mine economics annual progress reports











Year (2019/2020) 425 Inspection reports, Mine economics annual progress reports


Q1 106 Inspection reports, Mine economics annual progress reports

Q2 212

Q3 318

Q4 425


167



Measure title 20. % of implementation of enforcement procedures to collect arrear prospecting fees

Measure definition Collection of revenue relating to prospecting and mining rights and permits.

Purpose/ importance To comply with obligations of MPRDA and provisions of PFMA

Means of verification Instructions/orders and/or reminders on file, vs. list cases of arrear payments identified.

Method of calculation Instructions/orders and/or reminders on file/list cases of arrear payments identified X 100










Year (2019/2020) 100% Instructions/orders and/or reminders on file, vs list cases of arrear payments identified.


Q1 100% Instructions/orders and/or reminders on file, vs list cases of arrear payments identified. Q2 100%

Q3 100%

Q4 100%

ANNU

AL P

ERFO

RMAN

CE P

LAN

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019/

20

168



Measure title 21. Number of environmental compliance inspections conducted

Measure definition To monitor and enforce compliance with the regulatory framework


Means of verification Inspection Reports and orders issued











Year (2019/2020) 1275 Inspection Reports and orders issued


Q1 319 Inspection Reports and orders issued

Q2 638

Q3 957

Q4 1275


169


Strategic Objective Improve turnaround times

Measure title 22. Percentage adherence to timeframe committed to DPME

Measure definition Processing of applications within the timeframe (120 days from the MEM ROD date) committed to DPME

Purpose/ importance To comply with the legislated timeframes

Means of verification Report of new prospecting and mining right applications served before National Licensing together with applicable report dates.

Method of calculation Step 1: Calculate number of days taken from latest Environmental Authorisation report to National licensing (less than 90 days from issuing of Environmental Authorisation and 110 days from refusal of Environmental Authorisation = in timeframe)Step 2: Cases processed within timeframes / total cases considered at national licensing

Data Limitations Cases where no EMP is required or where legal process such as appeal force delay, to be excluded from calculation






DESIRED OUTCOME Compliance with legislated timeframes


Year (2019/2020) 70% Report of new prospecting and mining right applications served before National Licensing together with applicable report dates


Q1 70% Report of new prospecting and mining right applications served before National Licensing together with applicable report datesQ2 70%

Q3 70%

Q4 70%

ANNU

AL P

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RMAN

CE P

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170


Strategic Objective Promote Corporate Governance

Measure Title 23. % of implemented agreed upon management action plans (Internal Audit)


Purpose/ importance To improve the internal control environment of the Department


Method of calculation (Number of satisfactorily implemented agreed upon management action plans/ Total number of agreed upon management actionplans) x 100

Data Limitations Unavailability of resources to implement





Person Responsible DDGs, Chief Directors and Executive Assistants







Q3 100%

Q4 100%


171



Measure Title 24. % of implemented agreed upon management action plans (External Audit)


Purpose/ importance To improve the internal control environment of the Department


Method of calculation (Number of satisfactorily implemented agreed upon management action plans/ Total number of agreed upon management action plans) x 100






Person Responsible DDGs and Chief Directors

Recipient(s) Internal Audit; Compliance office; Audit Committee; DG; Ministry;AG;






Q3 100%

Q4 100%

ANNU

AL P

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RMAN

CE P

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20

172



Measure Title 25. % of adherence to compliance framework

Measure definition Measurement of implemented actions from compliance framework. The checklist requires the following:• Declaration form stating that the Performance Agreements of SMS members are linked to APP.• Minutes of the meeting/s highlighting the presentation and discussion of the plan.• All measures (achieved, partially achieved) due for reporting have been reported before the system is closed.• All the required verification sources have been loaded before the system is closed/ by due date and are as per Annexure E.• Signed declaration form (original) submitted to Compliance on the same day the quarterly report is due.• Minutes of the meeting/s highlighting the discussion of the implementation of the strategy.

Purpose/ importance Ensures compliance to performance prescripts and policies of Government

Means of verification Completed checklist and minutes of meetings where the APP and quarterly performance report is discussed.

Method of calculation Number of what has been achieved / by total number of requirements X 100






Person Responsible DDGs and Chief Directors

Recipient(s) Internal Audit; Compliance office; Audit Committee; DG; Ministry; AG;



Year (2019/2020) 100% Completed checklist and minutes of meetings where the APP and quarterly performance report is discussed.


Q1 100% Completed checklist and minutes of meetings where the APP and quarterly performance report is discussed.Q2 100%

Q3 100%

Q4 100%


173

Outcome Efficient, effective and development oriented Department (Learning and growth)


Measure Title 26. % of implementation of risk management plans


Purpose/ importance Necessary to ensure that risk identified is managed by implementing action plans that reduce it or completely eliminate it.


Method of calculation Total number of risk treatment action plans implemented / Total number of risk treatment action plans to be implemented per quarter x100

Data Limitations Delay in implementing the action plans





Person Responsible DDG







Q2 100%

Q3 100%

Q4 100%

ANNU

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174

ANNEXURE E – TEchNicAl MEAsURE dEscRipTioNsName of Programme: Mineral Policy and Promotion Programme Manager: Date: Signature:

BRANCH – MINERAL POLICY AND PROMOTION

Outcome Increased investment in the Mining, Minerals and Upstream Petroleum Sectors

Strategic objective Promote investment in the mining and petroleum sectors

Measure title 1. Number of publications published

Measure definition Total number of external publications published in a year such as MB Bulletin, SAMI, Directories and Reports.- Reports detailing mineral reserves, production, sales and revenues, labour and remuneration, supply and demand as well developments and local and global economic outlooks and investment opportunities

Purpose/Importance These publications are targeted at investors and the public for giving knowledge about the sector and carry strategic information on mining investment opportunities in South Africa to promote mining in the country

Means of verification Completed and approved publications (MB Bulletin, SAMI, Directories and Reports)


Data limitations Unavailability of references





Person responsible Chief Director: Mineral Promotion & International Co-ordination, EAS

Recipient(s) DG; Ministry; Compliance; Internal Audit, Mining and Minerals Industry; International Community; other Government Departments; Academic Institutions; the Public

DESIRED OUTCOME Increased investment within the South African Mining Industry


Year (2019/2020) 17 Publications; Quarterly Economic Outlook Reports


Q1 3 Publications; Quarterly Economic Outlook Reports

Q2 7

Q3 15

Q4 19


175

Outcome Increased investment in the Mineral and Mining and Petroleum Sectors


Measure title 2. Policy Impact Studies conducted

Measure definition The reporting indicating the measurement of the impact of policy with regards to its objectives and goals. The evidence-based procedures will assess the economic, social, and environmental effects of our mining policies. The report will indicate the performance of mining industry in respect its improvement towards the macroeconomic indicators

Purpose/Importance To demonstrate whether the impact of the policy, by measuring changes in short-term, intermediate and long-term outcomes. And, determining whether changes in outcomes can be attributed to the policy

Means of verification Report

Method of calculation Simple Count

Data limitations Verification and submission of data from mining companies


Calculation type Simple Count



Person responsible Director: Macro Economic Analysis

Recipient(s) DG; Ministry; Compliance; Internal Audit; other Government Departments; Academic Institutions; the Public

DESIRED OUTCOME Provide an evidence-based reports of the performance/impact of our policies to draft policies that are rooted in evidence data and analysis


Year (2019/2020) 1 Report


Q1 0

Q2 0

Q3 0

Q4 1 Report

ANNU

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RMAN

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176



Measure title 3. Number of investment promotion events / forums/workshops

Measure definition Initiatives implemented towards implementation of the Investment Promotion Strategy focusing on image and brand building, policy advocacy and investment promotion

Purpose/Importance Provide stakeholders with number of investment boosting initiatives

Means of verification Signed Reports by Director: Mineral Economics / Minutes of meeting signed by the Chairperson







Person responsible Chief Director: Mineral Promotion and International Coordination

Recipient(s) DG; Ministry; Compliance office; Internal Audit



Year (2019/2020) 13 Reports on the promotional activities undertaken, minutes of the engagements


Q1 1 PDAC

Q2 3 2 x Small Scale Mining Workshops

Q3 6 Australia Down Under Mining Conference and 2 x Small Scale Mining Workshops

Q4 13 Mining Indaba; China Mining Conference; 5 x Small Scale Mining Workshops


177



Measure title 4. Number of technical and strategic partnerships (Prev. number of technical partnerships implemented with SOEs and government organisations)

Measure definition Partnerships entered into with SOEs; other governmental organisations and international organisations that assist with implementation of DMR’s deliverables

Purpose/Importance DMR is unable to carry out technical research-based projects and contracts its own SOEs to implement these on its behalf

Means of verification MoUs/Contracts/Reports







Person responsible Chief Director: Mine Environmental Management

Recipient(s) DG; Ministry; Compliance office; Industry Stakeholders

DESIRED OUTCOME Compliance with Regulations (NEMA)


Year (2019/2020) 7 MoUs/Contracts/Reports


Q1 - MoUs/Contracts/Reports

Q2 1

Q3 3

Q4 7

ANNU

AL P

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RMAN

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178



Measure title 5. Number of Operation Phakisa Oceans Economy initiatives implemented

Measure definition Measurement of Operation Phakisa plans implemented Implementation of the offshore oil and gas Operation Phakisa exploration plan

Purpose/Importance Linked to MTSF outcome 6 and NDP Chapter 4, Sub-outcome 2, which is focused on ensuring local energy security supplies by expanding sources of energy for the country

Means of verification Reports signed off by the DDG MPP


Data limitations Failure or delay by responsible structure to implement






Recipient(s) DG; Ministry; Compliance; Internal Audit, other government departments

DESIRED OUTCOME Implementation of Oceans Phakisa plans


Year (2019/2020) 3 Final reports for promotion of oil and gas; enhancing environmental governance capacity of oil and gas regulator and the Oil and Gas Draft Bill signed by DDG - MPP


Q1 0

Q2 0

Q3 0

Q4 3 Final reports for promotion of oil and gas; enhancing environmental governance capacity of oil and gas regulator and the Oil and Gas Draft Bill signed by DDG - MPP


179



Measure title 6. Number of SMMEs supported

Measure definition Technical support and business development support for small scale and medium enterprises in the mining value chain including with compliance, technology, mining methods as well as guidance of other participants upstream and downstream

Purpose/Importance To promote investment by the HDSA in the mining sector as part of transforming the sector

Means of verification Small-scale mining reports and/or other relevant report











Year (2019/2020) 40 Project Progress Reports


Q1 5 5 X Reports

Q2 10 5 x Reports

Q3 20 10 x Reports

Q4 40 20 x Reports

ANNU

AL P

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RMAN

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180



Measure title 7. Number of initiatives to promote growth of the mining industry

Measure definition Interaction with different stakeholders under the Mining Industry Growth Development and Employment Task Team (MIGDETT) and to ensure implementation of initiatives that lead to growth of the sector

Purpose/Importance To ensure implementation of mining sector strategies and all factors affecting the industry

Means of verification Reports signed off by CD: MPIC











Year (2019/2020) 2 Signed Initiatives reports by CD: MPIC


Q1f 0

Q2 0

Q3 0

Q4 2 Signed Initiatives Reports by CD: MPIC


181



Measure title 8. Number of shale gas initiatives implemented

Measure definition Implementation of shale gas action plan

Purpose/Importance Linked to MTSF outcome 6 and NDP Chapter 4, Sub-outcome 2, which is focused on ensuring local energy security supplies by expanding sources of energy for the country

Means of verification Progress report







Person responsible Chief Director: Mining and Mineral Policy

Recipient(s) Government



Year (2019/2020) 2 Shale Gas Advocacy Report and Karoo Deep Drilling Report


Q1 0

Q2 1 Shale Gas Advocacy Report

Q3 1

Q4 2 Karoo Deep Drilling Report

ANNU

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• 2

019/

20

182



Measure title 9. Number of initiatives implemented under the Mineral Beneficiation Strategy

Measure definition Initiatives to implement provisions of the beneficiation strategy

Purpose/Importance To put impetus in implementation of the Mineral Beneficiation Strategy nationally which would open up job opportunities and grow the economy

Means of verification Signed Reports by CD: MPIC / Minutes signed by meeting Chairperson

Method of calculation Simple Count






Person responsible Chief Director: Mineral Policy and International Coordination; Director: Beneficiation Economics

Recipient(s) DG, Compliance Office, Industry stakeholders

DESIRED OUTCOME Increased mineral beneficiation in South Africa


Year (2019/2020) 3 Report on status of mineral beneficiation in South Africa) signed by CD: MPIC /minutes (Minutes of Beneficiation Steering Committee meetings signed by meeting chairperson)


Q1 0 Report on status of mineral beneficiation in South Africa) signed by CD: MPIC /minutes (Minutes of Beneficiation Steering Committee meetings signed by meeting chairperson)Q2 1

Q3 2

Q4 3


183


Strategic objective Manage and implement a mineral resource diplomacy

Measure title 10. Number of international strategic partnerships implemented

Measure definition Management and implementation of the minerals resource diplomacy strategic partnerships through establishment and implementation of key areas of cooperation with various bilateral and multilateral

Purpose/Importance DMR needs to collaborate with other countries to promote South Africa’s mining and upstream petroleum sectors

Means of verification MoUs/Action Plans/Reports








Recipient(s) DG; Ministry; Compliance Office, Industry Stakeholders



Year (2019/2020) 10 MoUs/Action Plans/Reports


Q1 0 MoUs/Action Plans/Reports

Q2 0

Q3 0

Q4 10

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184

Outcome Equitable and sustainable benefit from mineral resources (Customer/Stakeholder)

Strategic objective Promote sustainable resource use and management

Measure title 11. Number of technical partnerships implemented

Measure definition Partnerships entered into with international organisations that assist with implementation of DMR’s deliverables

Purpose/Importance DMR is unable to carry out technical research-based projects and contracts its own SOEs to implement these on its behalf

Means of verification MoUs/Contracts/Reports








Recipient(s) DG; Ministry; Compliance office; Industry Stakeholders



Year (2019/2020) 7 MoUs/Contracts/Reports


Q1 -

Q2 - MoUs/Contracts/Reports

Q3 -

Q4 7


185



Measure title 12. Number of Mine Environmental Management Tools Developed

Measure definition Development of the Sustainable Development Implementation Guideline, Ocean and Coastal EMP Guideline and Resource Efficiency Guideline

Purpose/Importance To guide stakeholders on how to manage and implement environmental legislation and related policies to ensure improved protection of the environment

Means of verification Mine Environmental Management Reports


Data limitations Quality of research data






Recipient(s) DG; Ministry; Compliance; Internal Audit

DESIRED OUTCOME Compliance with Regulations (NEMA & MPRDA)


Year (2019/2020) 3 Sustainable Development Implementation Guideline, Ocean and Coastal EMP Guideline and Resource Efficiency Guideline


Q1 - Sustainable Development Implementation Guideline, Ocean and Coastal EMP Guideline and Resource Efficiency GuidelineQ2 -

Q3 1

Q4 3

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019/

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186



Measure title 13. A review of Departmental Environmental Management Plan

Measure definition Compilation of the Annual Performance Report of the Departmental EMP done in line with NEMA to assess the Department’s policies, programmes, plans and decisions, taking environmental management into account, and gives effect to the principle of cooperative governance as contemplated in Chapter 3 of the Constitution

Purpose/Importance National Environmental Management Act (NEMA, 1998). The aim of the EMP is to assess how the Department’s policies, programmes, plans and decisions are taking environmental management into account. It also gives effect to the principle of co-operative governance as contemplated in Chapter 3 of the Constitution

Means of verification Plan document








Recipient(s) DG; Ministry; Compliance Office; Internal Audit; the Public



Year (2019/2020) 1 Annual Performance Report of the Departmental EMP


Q1 - Annual Performance Report of the Departmental EMP

Q2 -

Q3 -

Q4 1


187



Measure title 14. Number of reports developed on mine closure and derelict and ownerless mines

Measure definition These are guidelines for the mining industry on mine closure and rehabilitation, as well as, state rehabilitation plan for D&O mines

Purpose/Importance To ensure the closure of dangerous and hazardous holdings and mine sites whose owners are untraceable to effect implementation of Section 24 of the Constitution

Means of verification Reports on mine closure and reports on D & O











Year (2019/2020) 2 Final Reports


Q1 -

Q2 1 State Contingent Liability eport

Q3 1

Q4 2 National Closure Strategy

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188



Measure title 15. Number of derelict and ownerless mines rehabilitated

Measure definition Measurement of D&O mines rehabilitated per annum

Purpose/Importance To ensure the closure of dangerous and hazardous holings and mine sites whose owners are untraceable to effect implementation of Section 24 of the Constitution

Means of verification Progress Reports signed by Director: Mine Closure











Year (2019/2020) 3 Final report on D&O mines rehabilitated signed by Director: Mine Closure


Q1 0 Final report on D&O mines rehabilitated signed by Director: Mine ClosureQ2 0

Q3 0

Q4 3


189



Measure title 16. Number of mine shafts sealed off

Measure definition Measurement of sealed shafts per annum

Purpose/Importance To ensure the closure of dangerous and hazardous holings and mine sites whose owners are untraceable to effect implementation of Section 24 of the Constitution

Means of verification Final Report signed by Director: Mine Closure




Calculation type Simple count



Person responsible Chief Director: MEM

Recipient(s) DG, DMR, Stakeholders

DESIRED OUTCOME Shafts sealed to ensure safety of humans and animals


Year (2019/2020) 40 Final report on the sealed shafts signed by Director: Mine Closure


Q1 0 Progress Report on sealed shafts signed by Director: Mine Closure

Q2 5

Q3 20

Q4 40

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190

Outcome Transformed minerals sector

Strategic objective Integrated and aligned environmental efforts

Measure title 17. Number of sustainable development engagements with relevant Regional and International bodies

Measure definition Engagements with local and international mining and environmental stakeholders to advocate and influence policy direction on sustainable development and mine environment

Purpose/Importance Advocate and influence policy direction on sustainable development and mine environment

Means of verification Minutes/Reports








Recipient(s) DMR; Mining Stakeholders; the Public; Government

DESIRED OUTCOME Effective and Efficient management


Year (2019/2020) 4 Reports on engagements with Regional and International organisations


Q1 0 Reports on engagements with Regional and International organisationsQ2 0

Q3 0

Q4 4


191


Strategic objective Integrated and aligned environmental efforts

Measure title 18. Number of ingress prevention measures implemented

Measure definition Implementation of the recommendation of the Report to the Inter-ministerial Committee on Acid Mine Drainage

Purpose/Importance Advocate and influence policy direction on sustainable development and mine environment

Means of verification Progress reports signed by Director Mine Environment Research and Sustainable Development









DESIRED OUTCOME Effective and efficient management


Year (2019/2020) 2 Progress Reports on number of ingress prevention measures implemented signed by Director Mine Environment Research and Sustainable Development


Q1 0

Q2 0

Q3 0

Q4 2 Progress Reports on number of ingress prevention measures implemented signed by Director Mine Environment Research and Sustainable Development

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192


Strategic objective Facilitate transformation in the mining and minerals sector

Measure title 19. Number of legislative instruments developed, reviewed and amended

Measure definition The review and development of legislative instruments to promote a competitive, well regulated, healthy, safe and sustainable mining and upstream petroleum industries

Purpose/Importance These are policies and regulations that regulate the mining and minerals sector

Means of verification Policy/Regulations document







Person responsible Director: Mineral Policy Development




Year (2019/2020) 4 • Draft MPRDA published for public comments• Draft Petroleum Resources Development Bill published for public

comments• Draft Mine Health and Safety Bill• Draft MPRDA regulations


Q1 - • Draft MPRDA published for public comments• Draft Petroleum Resources Development Bill published for public

comments• Draft Mine Health and Safety Bill• Draft MPRDA regulations

Q2 -

Q3 -

Q4 4


193


Strategic objective Develop and review internal processes

Measure title 20. Number of internal business processes developed/reviewed

Measure definition Measurement of number of documents developed or reviewed per annum as part of improving business processes

Purpose/Importance As part of knowledge management within the DMR, business processes are developed to ensure that new employees or any interested party would read the document to understand how the Branch runs its daily business

Means of verification Internal business processes document







Person responsible All four Chief Directors in the branch

Recipient(s) DG; Ministry; Compliance; Internal Audit

Desired outcome


Year (2019/2020) 1 Internal business processes document


Q1 -

Q2 -

Q3 -

Q4 1 Internal business processes document

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194



Measure title 21. Percentage of adherence to timeframes

Measure definition Measurement of response time to any correspondence from Ministry and DG’s office

Purpose/Importance Ensuring that response to enquiries and queries are completed within the prescribed timeframes

Means of verification Turnaround times Register

Method of calculation (Correspondence responded to within timeframes / All correspondence received within specific period) x 100






Person responsible DDG, Chief Directors

Recipient(s) DG; Ministry; Compliance office; Internal Audit; AG; Parliament

DESIRED OUTCOME Compliance with regulations


Year (2019/2020) 95% Register


Q1 95% Q1 Register

Q2 95% Q2 Register

Q3 95% Q3 Register

Q4 95% Q4 Register


195



Measure title 22. Percentage of implemented agreed upon management action plans (Internal Audit)




Method of calculation (Number of satisfactorily implemented agreed upon management action plans / Total number of agreed upon management action Plans) x 100





Reporting cycl Monthly


Recipient(s) Internal Audit; Compliance Office; Audit Committee; DG; Ministry; AG; EXCO and MANCO members






Q3 100%

Q4 100%

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20

196



Measure title 23. Percentage of implemented agreed upon management action plans (External Audit)




Method of calculation (Number of satisfactorily implemented agreed upon management action plans / Total number of agreed upon management actionPlans) x 100







Recipient(s) Internal Audit; Compliance Office; Audit Committee; DG; Ministry;AG






Q3 100%

Q4 100%


197



Measure title 24. Percentage of adherence to compliance framework

Measure definition Measurement of implemented actions from compliance framework. The checklist requires the following:• Declaration form stating that the Performance• Agreements of MSS members are linked to APP• Minutes of the meeting/s highlighting the presentation and discussion of the plan• All measures (achieved, partially achieved) due for reporting have been reported before the system is closed• The required VS have been loaded before the system is closed/by due date and are as per Annexure E• Signed declaration form (original) submitted to Compliance on the same day the quarterly report is due• Minutes of the meeting/s highlighting the discussion of the implementation of the strategy


Means of verification Completed checklist, minutes showing discussion of plans and performance reports








Recipient(s) Internal Audit; Compliance; Audit Committee; DG; Ministry; AG



Year (2019/2020) 100% Completed checklist, minutes showing discussion of plans and performance reports


Q1 100% Completed checklist, minutes showing discussion of plans and performance reportsQ2 100%

Q3 100%

Q4 100%

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198



Measure title 25. Percentage of implementation of risk management plans


Purpose/Importance Necessary to ensure that risk identified is managed by implementing action plans that reduce or completely eliminate it












Year (2019/2020) 100% Final Monitoring Report


Q1 100% Q1 Monitoring Report



Q4 100% Final Monitoring Report

PART F

A N N E X U R E F

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200

ANNEXURE F – AligNmENt oF DEpARtmENtAl 2014 - 2019 StRAtEgic plAN to 2015 – 2020 plANNiNg cyclEAlignment of Departmental 2014 – 2019 Tabled Strategic Plan to the Government Planning Cycle covering 2015 - 2020

1.1 Administration: Corporate Service

oUtcomES StRAtEgic objEctivES mEASURES 2014/15 – 2018/19Sp tARgEt

2019/20AligNmENt tARgEt

2014/15 – 2019/20REviSED tARgEt

commENt



1. Number of mining career awareness initiatives – HRD

60 11 71

2. Number of mining career awareness initiatives – Special Projects

N/A 11 11

3. Number of bursaries acquired, and recipients identified to study towards mining-related qualifications

60 40 100


4. Number of identified projects facilitated to vulnerable groups

36 6 42


5. % of Implementation of the Internal Communications Strategy

100% 100% 100%

Number of media and stakeholder engagements held

36 N/A N/A Measures dropped and consolidated into “% Implementations of the Internal Communications Strategy”

Number of public participation programmes implemented

100 N/A N/A

Number of positive balanced news (published./broadcast) items from DMR initiated activities

230 N/A N/A

% of branch inputs received and updated on the website and intranet

100% N/A N/A

4. Provide adequate facilities for effective service delivery


98% 95% 97%


100% 100% 100%

PART F • Annexure F

201




commENt



8. Number of policies / guidelines developed and / or reviewed

26 5 31

9. Number of improved processes / re-engineered

75 15 90

10. Number of Standard Operating Procedures developed

5 15 20

Number of operational level agreements (OLAs) reviewed

5 N/A N/A Measure dropped



70% 80% 70%


12. % of adherence to defined turnaround times

100% 100% 100%

13. % of adherence to service levels agreements (SLAs)

100% 100% 100%

8. Ensure implementation of National Strategies

14. Number of vetting files completed and submitted to SSA (cumulative)

600 100 700


100% 100% 100%


100% 100% 100%

17. Number of Gender Equality Strategic Plans implemented

37 10 47

Number of posts evaluated 720 N/A N/A Measure dropped

18. Number of health, safety and wellness programmes implemented

100 8 108

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202




commENt



15 5 20

20. HRD Plan/WSP submitted to DPSA, PSETA and MQA within the prescribed timeframe

100% 100% 100%


15 4 19


95 17 112


10. Attract, develop and retain skills


10% 10% 10%

Number of affirmative action measures implemented




100% 100% 100%


100% 100% 100%


100% 100% 100%


100% 100% 100%


203

1.2. Administration: Financial Administration




commENt

Efficient, effective and development-oriented Department (customer / stakeholder perspective


1. % of system availability 95% 95% 95%


95% 95% 95%

3. Customer satisfaction index (1-5) 4 3 3


100% 100% 100%

5. % of suppliers paid within 30 days 100% 100% 100%



Score achieved in the financial management capability maturity model assessed by national treasury



95% 100% 100%



7. % of variance on allocated budget 2% 2% 2%

8. % of implementation of the Integrated budget plan

N/A 100% 100% New measure

9. Number of incidents of irregular expenditure

0 0 0

Percentage reduction in assets disposed of prior to end of lifespan

100% N/A N/A Measure dropped with introduction of “% Implementation of Asset Management Plan” measure


100% 100% 100% New measure



100% 100% 100%


100% 100% 100%


100% 100% 100%


100% 100% 100%

15. % of implementation of ICT Governance initiatives


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204

2. Mine health and Safety

oUtcomES StRAtEgic objEctivES mEASURES 2014/15 – 2018/19tARgEt


2014/15 – 2019/20REviSED tARgEt commENt



1. % reduction in occupational fatalities 20% 20% 2%2. % reduction in occupational injuries 20% 20% 20%3. % reduction in occupational diseases

(including TB)10% 10% 10%

4. % of investigations initiated vs completed 80% 80% 80%5. % of inquiries initiated vs completed 80% 80% 80%6. Number of qualitative inspections

conducted (cumulative)40 000 8 000 48 000 Revised measure

Percentage adherence to the enforcement guideline

100% - - Measure dropped

Legislative framework reviewed 1 - -7. Number of qualitative audits conducted,

individual audits included (cumulative)1 980 396 1 376

8. MHS Annual Report submitted 5 1 69. Number of compliance reports provided N/A 4 4 New measure10. Number of tripartite workshops conducted 200 60 260

Sufficient and relevant skills in the miningsector


11. % of adherence to Government Certificate of Competency (GCC) exams policy

100% 100% 100%

Efficient, effective and development orientated Department (internal processes)

3. Implement SLAs 12. % of adherence to SLAs 100% 100% 100%4. Develop and review

internal processes13. % of identified internal processes developed

and/or reviewed100% 100% 100%


14. % of adherence to prescribed timeframes for medical appeals

80% 80% 80%


100% 100% 100%


100% 100% 100%


80% 80% 80%

Efficient, effective and development oriented Department (financial)



100% 100% 100%


100% 100% 100%

20. % of adherence to compliance framework 100% 100% 100%21. % of implementation of risk management

plans100% 100% 100%


205

3. Mineral Regulation

oUtcomES StRAtEgic objEctivES mEASURES 2014/15 – 2018/19 Sp tARgEt



commENt


1. Promote job creation 1. Number of Social and Labour Plans (SLP) development projects completed.

600 120 720

2. Number of black industrialists created through procurement

N/A 10 40 New measure

3. Number of jobs created through work programmes or issued rights (Prev number of jobs created through mining)

7 000 1 500 8 500 Revised measure

% of Approved SLPs published N/A 100% 100% New measure

Number of indirect jobs created through SLP

35 000 N/A N/A Measure dropped


Percentage of approved SLP’s relative to rights issued considering the elements of sustainable development

100% N/A N/A Measure dropped

Percentage of approved environmental management programmes (EMP’s) relative to rights issued considering the elements of sustainable development

100% N/A N/A Measure dropped

% of evaluated Work Programmes relative to rights issued considering the elements of sustainable development

100% 100% N/A Measure dropped



100% 100% 100%



6. Management of resources development through annual progress reports


7. % of Potential investments on rights graduating to mining rights


8. % of Statutory notices/orders issued to remedy environmental non-compliance.

100% 100% 100%

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commENt


100% 100% 100%



11. % of cases opened N/A 100% 100% New measure



13. % of complaints closed vs received N/A 100% 100% New measure

% of admin fines issued 100% 100% N/A Measure dropped with introduction of “% statutory notices/directives issued” measure



14. Number of rights and permits granted and/ or issued to HDSA controlled entities

1 000 120 1 120

15. Number of consultations/engagements and conflict management with communities/stakeholders and the mining industry

830 120 950

% compliance by mining industry N/A 100% 100% Measure dropped

16. Number of industry workshops conducted

45 9 54

17. Number of SLP inspections conducted

750 212 962

18. Number of legal compliance (mineral laws - MLA and SLP) verification inspections conducted

1 250 150 1 400

Number of HDSA entrants supplying the mining industry

6 400 N/A N/A Measure dropped


207




commENt



19. Number of Mine Work Programme (MWP) / Prospecting Work Programme (PWP) inspections

2 500 425 2 925



Percentage of revenue collected 95% N/A N/A Measure dropped with introduction of “%implementation of enforcement procedures to collect arrear prospecting fees”

21. Number of Environmental compliance inspections conducted

8 500 1 275 9 775

22. % of adherence to prescribed timeframes

70% 70% 70%


100% 100% 100%


100% 100% 100%




100% 100% 100%


100% 100% 100%

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208

4. Mineral Policy and Promotion




commENt



1. Number of publications published 65 19 84

2. Number of Policy impact studies conducted

N/A 1 1

3. Number of investment promotion events/forums/workshops


4. Number of strategic partnerships (Prev Number of technical partnerships implemented with SOEs and governmental organisations)

35 7 42 Revised measure

5. Number of Oceans Economy Initiatives Implemented (prev % Implementation of Oceans Economy Operations Phakisa Plan)

N/A 3 3 Revised measure

6. Number of SMMEs supported 375 40 415

7. Number of initiatives to promote growth in the mining industry

N/A 2 2 New measure

8. Number of Shale Gas initiatives implemented (Prev % implementation of shale gas action plan instruments)

N/A 2 2 Revised measure

Number of social dialogues with stakeholders


Number of reports detailing progress in implementing the beneficiation framework and efficacy of elements


Number of beneficiation promotions activities


Number of reports on status of mineral beneficiation in South Africa

N/A 1 1 Measure dropped

9. Number of initiatives implemented under the mineral beneficiation strategy

N/A 3 3 New measure

Number of engagements convened with coal stakeholders



209




commENt

Number of consultations, promotional activities and monitoring on shale gas exploration


Number of reports on interventions to facilitate strategic state participation in mining and upstream petroleum development


2. Manage and implement Mineral Resource Diplomacy

10. Number of international strategic partnerships implemented


11. Number of technical partnerships implemented (Prev Number of technical partnerships implemented with SOEs and governmental organisations)

23 7 30 Revised measure

12. Number of Mine Environmental Management Tools developed

N/A 3 3 New measure


N/A 1 1 New measure

Framework for mining environmental management developed


14. Number of reports developed on mine closure and derelict and ownerless mines

8 2 10

15. Number of derelict and ownerless mine sites rehabilitated

250 3 253

16. Number of mine shafts sealed off N/A 40 40 New measure

17. Number of sustainable development engagements with relevant regional and international bodies

4 4 8


N/A 2 2 New measure

Revised Mining Strategy for Sustainable Growth and Meaningful Transformation


Number of policy impact study reports on investments produced



19. Number of engagements with relevant departments

N/A 4 4 New measure

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210




commENt

Transformed minerals sector

4. Facilitate transformation in the mining and minerals sector

Number of legislative instruments developed, reviewed and amended

N/A 4 4 New measure

20. Number of policies and regulations reviewed and amended





10 1 11


22. % of adherence to timeframes 100% 95% 100%



100% 100% 100%


100% 100% 100%


100% 100% 100%


100% 100% 100%

Department of Mineral Resources

Postal AddressPrivate Bag X59Arcadia0007

Physical AddressTrevenna Campus, Building 2 B & CC/o Meintjes and Francis Baard Street Sunnyside

Switchboard: (012) 444 3000Email: [email protected]: www.dmr.gov.za

Department of Mineral Resources | DMR_SA | Department of Mineral Resources

RP73/2019ISBN: 978-0-621-47150-2