People

• Employees
• Training and
       organisational
       development
• Health management
• Safety management

PEOPLE

Employees

The year 2007 was one of tremendous challenges for the Human Resources Department. It embarked on a number of initiatives to ensure that the growth targets set by Management could become a reality.

One such initiative was an extensive recruitment drive, resulting in a staff increase of about 300 employees for the year. Although this effort did not fully eliminate the skills shortage in the company, it contributed greatly towards reaching the growth targets.Annual salary negotiations with the Mineworkers’ Union of Namibia (MUN) ended on a positive note, and the outcome of these discussions helped to implement the company’s retention strategy and efforts to act as a market leader at all levels. The company and union maintained good relations during 2007 and managed to reach many solutions together.

During September 2007, Rössing and the MUN’s Rössing Branch entered into discussions to develop a plan to eradicate the use of labour hire.

At the end of the year the company ceased the use of labour hire and absorbed some of the personnel involved into the mainstream workforce.

No labour disputes were raised during the year 2007.

Rössing strives to be an equal opportunity employer and has made good progress towards achieving that goal.

The workforce at a glance

At the end of 2007, the employee complement totalled 1,175 permanent employees, 97.3% of whom were Namibians. The male:female ratio was 8:1, which was the same in 2006.

Although the age profile continues to indicate an ageing work force, there is an improvement due to the younger age of new employees: the average age in 2007 was 40.9 years, compared with 43.1 in 2006.

The youngest employee who joined the mine in 2007 was 20 years old, and in the same year 7 employees reached the age of 65. The ages of the 287 new recruits in 2007 were as follows:

• 163 were between 21 and 30
• 85 were between 31 and 40, and
• 39 were older than 40.

The workforce’s average length of service in 2007 was 11.9 years, compared with 14.8 in 2006 and 15.9 in 2005. The percentage of female newcomers was 11.1%, while 88.9% were male, compared with 17% female and 83% male in 2006.

A total of 43 employees left the company’s employment
for various reasons during 2007, with a large number joining the new uranium mine close to Rössing and other uranium exploration operations.

In addition to the mine’s permanent employees, an average of 870 contractors were on site every day during 2007.

Employee relations

During 2007, Rössing and the Rössing Branch of the MUN reached the following agreements for 2008:

Basic salaries

Basic salaries of employees in the bargaining unit (Grades 1 to 11) were increased by 10% from 1 January 2008.

Salary scales

The minimum and maximum of the salary scales in the bargaining unit (Grades 1 to 11) were adjusted by 10%.

Housing allowanceFor Grades 1 to 11, the housing allowance was increased by N$298.00 from 2008 onwards.

Number of Employees

“The important focus for 2008 is to create a good working environment and a good number of initiatives are identified to achieve objectives.”

MARYKE KRÖHNE
Manager: Human Resources

“I studied Chemical Engineering at the Cape Peninsula University of Technology, and Rössing sponsored me in my final year. The bursary that I received from the mine made a big difference. Not only did the financial support make my life much easier, but the fact that I’m now working back my bursary created an enormous work opportunity for me. I can learn so much from Rössing. In fact, I specifically chose Rössing as the company that I wanted to work for. Their processes and the way they work are very interesting
– it’s of a high standard. The bursary was an important mechanism for me to get into the company and I’m enjoying it a great deal. I’m currently working on one of Rössing’s new projects, which is part of their expansion, and it offers me valuable exposure and experience.”

ROMILDA GAMATHAM
Metallurgist, Rössing Uranium

Tokens of appreciation for innovative ideas, dedication, initiative, positive safety attitudes, timeous action or a job well done are regular features in the mine’s
relationship with its employees.

Several long-service certificates were handed to employees during 2007,
attesting to a loyal workforce.

Rössing held several successful public meetings in Arandis, Swakopmund and Walvis Bay as part of its SEIA to inform interested and affected parties about the mine’s expansion projects. The meetings were well attended.

Affirmative Action

The mine was certified for the eighth consecutive year in 2007 as having complied with the stipulations of the Affirmative Action (Employment) Act, 1998 (No. 29 of 1998). The mine’s AA Action Plan in 2007 focused on increasing the number of employees in designated groups, as follows:

* The 20% consists of an increased number of female development positions and equipment operators.

The profile of the workforce is as follows: