WATERBERG DISTRICT
MUNICIPALITY
MINING DEVELOPMENT STRATEGY
PHASE THREE: INTERVENTION SCENARIO
AND STRATEGY
DISCUSSION DOCUMENT
GLEN STEYN AND ASSOCIATES
31 MARCH 2006
TABLE OF CONTENTS
1.
PURPOSE AND BACKGROUND
3
2.
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
SWOT ANALYSIS FOR MINING IN WDM
Mineral Resources
Water
Skills
Logistics
Electricity
Business Development
Land Use Planning
Institutions
5
5
16
17
21
22
23
24
24
3.
3.1
3.2
3.3
SCENARIO FORMULATION
Business as Usual
Best Case
Intermediate Case
27
27
28
30
4.
4.1
4.2
4.3
4.4
MINING DEVELOPMENT STRATEGY FORMULATION
Goals and Objectives
Incentives
Business and Community Development
Regional Integration
31
31
31
31
31
5.
SUMMARY AND CONCLUSION
32
Annexure One: Information on Prospecting in Waterberg District 34
Annexure Two: Operating Mines in Waterberg District
36
2
1.
PURPOSE AND BACKGROUND
The purpose of this strategy formulation process is to provide WDM with a
policy instrument by which leadership and strategic direction can be given to
the mining industry for:
 Increased competitiveness on a sustainable basis,
 Increased investment as a basis for job creation and economic growth,
 Improvements in the quality of life of the district population, including
priorities such as BEE, as well as reductions in HIV/AIDS and poverty,
 Regional integration.
This mining development strategy is part of a broader intervention that is
aimed at accelerated economic development in Waterberg District. This
includes sectoral development strategies for agriculture and tourism.
The mining development strategy will be compiled in the following five
distinct phases:
 Policy Assessment
 Current Situation Assessment
 Scenario Analysis
 Project Development Opportunities, and
 Implementation Plan.
During the policy assessment it was found that the Mineral and Petroleum
Resources Act gives WDM no direct jurisdiction in terms of mining, but it is
obliged to facilitate the development process. It is therefore imperative that
a good working relationship should be established between WDM and the
DME Regional Manager in Limpopo. The municipality is specifically obliged to
facilitate the economic and mining development processes by building
networks and promoting good working relationships between various
institutions in the sector, such as private companies, parastatal development
organizations and public infrastructure agencies. An interface with national
strategies such as the small scale mining initiative, integrated manufacturing
strategy, as well as the national research and development strategy, should
be created.
WDM has an important role to play in promoting the stake of historically
disadvantaged companies that are based in Waterberg District within the
targets of the mining charter. The charter is not geographically prescriptive
and any potential gains for the District in this regard will have to be
internalized by way of a deliberate intervention strategy.
The relevant provincial growth and development strategy is to adopt the
development cluster value-chain approach, firstly as a vehicle to raise the
international competitiveness and investment rating of the Province.
Secondly, the approach should be used to combine public and private sector
contributions towards development and thirdly, to align the interventions of
various public development institutions for greater impact. Two of the seven
3
competitive clusters for Limpopo that were identified and approved in the
Provincial Growth and Development Strategy fall within the mining sector of
Waterberg District. These are the platinum and coal mining clusters with
their associated value chains.
The Marketing and Investment Strategy for WDM also recommends the
cluster value chain approach as the appropriate instrument for development
planning purposes and the establishment of a District Investment Council
with an operations manager is proposed to drive the implementation process.
LED project proposals include a programme to facilitate SMME participation in
the mining industry, raising the wall of the Mogol dam, upgrading the road
from Modimolle to Lephalale, skills development and the establishment of
sectoral working groups.
South Australia is considered to be a useful example of international practice
in terms of development planning in the mining sector and its results will be
assessed for the purpose of comparison.
The rocks covering the Waterberg district area are well endowed with a
significant number of economically important minerals that include the
platinum group metals, iron, coal, andalusite, tin and fluoride. Some of these
minerals are currently exploited for their economic value while exploration is
on-going in order to expand the lifespan of the existing mines and also to
identify and develop new deposits.
The current sales value of mining production from WDM has increased
beyond R14 billion, which implies a contribution to GGP of approximately
R4.5 billion. Capital investment and employment in mining appeared to be
decreasing, but has improved in conjunction with the commodity boom.
A business as usual scenario suggests that mining will remain a significant
sector in the Waterberg District economy, but that its vast potential will not
be fully realised. The contribution from this sector to poverty reduction will
therefore also be limited. This scenario should be avoided in order to
promote the development objectives of WDM. Accelerated development will
require a concerted intervention, which is the topic of subsequent phases of
this mining development strategy formulation process.
This report deals with the formulation of business-as-usual, best case and
intermediate case scenario formulation. It will include a SWOT analysis for
mining development and a proposed strategy to reach the best case
scenario. It is still a discussion document and will be finalised after
stakeholder feedback has been received. Report Three will cover project
development opportunities as well as the implementation plan and this will
be released as a discussion document before the end of April. All three
reports will be consolidated into a final strategy document once stakeholder
comments have been received.
4
2.
SWOT ANALYSIS FOR MINING IN WDM
2.1
Mineral Resources
Waterberg District is richly endowed with a number of economically
significant minerals, including the platinum group metals, coal and iron.
Some of these minerals are currently being extracted while exploration is ongoing in order to expand the lifespan of the existing mines and also to
identify and develop new deposits. The commodity super-cycle that is
currently being experienced in the global economy provides the district with
valuable window of opportunity.
A description of the most valuable mineral commodities and their future
potential is structured in the sequence of their current economic importance.
It will cover market trends, opportunities in Waterberg District and
constraints on development.
A geological assessment per commodity is contained in Report One.
2.1.1 PLATINUM GROUP METALS
International demand for platinum rose to an all-time high of 6.71 million
ounces in 2005. Despite a 2% increase in supply to 6.59 million ounces, the
market remained in deficit for the sixth consecutive year1.
The main
applications for platinum are for auto catalysts, jewellery and industry, as
illustrated in the table below.
Table 2.1.1: Sources of Platinum Demand
Application (‘000 oz)
2005
2004
Auto catalyst (gross)
3,860
3,560
Auto catalyst (recovery)
(800)
(705)
Jewellery
2,020
2,160
Industrial
1,615
1,535
Investment
15
0
Total demand
6,710
6,590
Movement in stocks
(120)
(130)
Source: Johnson Matthey in Anglo Platinum Limited Annual Report 2005, p20
Auto catalysts account for almost 60% of total demand. These catalysts
typically contain either platinum or palladium or both. They are fitted to all
new vehicles in response to legislation that is becoming increasingly more
rigorous in order to control the environmental pollution impact of vehicle
emissions. There are also many retrofit programmes worldwide, requiring
large diesel buses and trucks to be fitted with diesel oxidation catalysts.
These developments are driving the demand for platinum.
1
Anglo Platinum Limited Annual Report 2005, p20
5
Recent high prices have caused a slight reduction in total platinum sales for
jewellery manufacturing. This is especially evident from Chinese buyers, who
account for almost half of total platinum demand for jewellery.
Demand for platinum for industrial applications has risen, despite the recent
increase in the metal price, with purchases from the electrical and glass
sectors being particularly strong.
Fuel cells are expected to become the primary application for platinum in the
future. Platinum promotes a reaction between hydrogen and oxygen to
produce electricity within a fuel cell. The concept has been understood for a
long time, but its commercial application is only recently being explored. The
primary driver of this commercial focus has been the increasingly severe
emission control legislation, because fuel cells produce no noxious emissions.
The significant increase in oil prices, which is related to fossil fuel supply, is
also promoting the focus on commercial applications for fuel cells.
Current fuel cell sales estimated at around US $ 338 million is expected to
grow to US $ 100 billion by 2050 with some 250 million Fuel Cell Vehicles
anticipated by 2050, according to a technology diffusion forecast by WP Nel2.
The demand for platinum is therefore expected to increase more rapidly in
future and the supply deficit will increase unless production is considerably
expanded. South Africa is the major supplier of platinum in the world, as
indicated in the table below.
Table 2.1.2: World Platinum Supply
Country
2005
2004
South Africa
5,120
4,970
Russia
860
850
North America
340
385
Others
270
255
Total Supply
6,590
6,460
Source: Johnson Matthey in Anglo Platinum Limited Annual Report 2005, p20
The dominant position of South Africa is evident from the fact that it provides
almost 78% of world production. It is by far the most important commodity
in the national mining sector, generating revenues of R33 billion in 2004.
The 2005 production profile per province and per company in South Africa is
indicated in the table below. (Gold is in second place with revenues of R29
billion, followed by coal with R28 billion.
2
Diffusion of fuel cell vehicles, WP Nel, October 2004
6
Table 2.1.3: Platinum Production per Province in South Africa, 2005
Mine (‘000 oz)
Limpopo
North-West
Total
Angloplat: Amandelbult
556
556
Angloplat: Bafokeng-Rasimone
195
195
Angloplat/Aquarius: Kroondal
174
174
Angloplat: Lebowa
112
112
Angloplat JV: Modikwa
129
129
Angloplat: PPRust
205
205
Angloplat: Rustenburg
839
839
Angloplat: Tailings Retreatment
50
50
Angloplat: Union Section
314
314
Aquarius: Marikana
100
100
Barplats Crocodile River
300
300
Implats: Rustenburg
1,115
1115
Implats: Marula
31
31
Lonmin Platinum Limpopo
50
50
Lonmin
630
630
Northam
200
200
Wesizwe
Total
1,597
3,403
5,000
Source: Company Annual Reports; Lonmin and Barplat production was
estimated.
The bulk of platinum production in South Africa (68%) is extracted from
North-West Province and the remaining 32% from Limpopo. Within Limpopo,
the Waterberg District is the largest production area (1,275 oz out of 1,597
oz or 80% of the total). Sekhukhune District is the second largest production
area in Limpopo. The comparatively small Lonmin Mine at Lebowakgomo is
in the Capricorn District.
The dominant platinum mining company in the Waterberg District is Anglo
Platinum. This company is also the leading platinum producer in the world.
Amandelbult and Union Sections in Thabazimbi have 130 million tons of
proven ore reserves between them and the current mining rate is
approximately 6 million tons per year at each mine. Potgietersrus Platinum
has a proven reserve of 280 million tons and its current extraction rate is 57
million tons per year.
A flow diagram of the platinum production process is provided in figure 2.1.1
below. It reflects the four main phases in the process, being exploration,
extraction, smelting and refining, with specific reference to the position of
Waterberg District in the process.
A table that contains prospecting
information per farm and per commodity is attached as Annexure One. It
appears that prospecting for PGM’s is currently only occurring on the farms
Lily and Beauty. This information will be verified with DME in Limpopo.
7
Figure 2.1.1: The Platinum Production Process
Exploration
Extraction &
Concentrating
Smelting
550,000
0z
Amandulbult
(Thabazimbi)
Refining
2.2 million
0z
Polokwane
Rustenburg
310,000
0z
Union
(Thabazimbi)
202,000
0z
Waterval
(Rustenburg)
Northam
(Thabazimbi)
201,000
0z
PPR Plats
(Mogalakwena)
Mortimer
8
The spatial distribution of platinum mining could change considerably in
future when the geology of platinum resources is considered.
An authoritative geological review by Cawthorn (1999)3, reported probable
reserves of 204 million ounces of platinum in the Bushveld Complex. This is
based on fully evaluated drilling results. Inferred resources are considerably
more at almost 940 million ounces to a depth of 2km.
The available data shows that Limpopo is the leading host with 38.5% of
platinum reserves in the country, followed by Mpumalanga with 35% and
North West Province with 26.5%. Within Limpopo, the Waterberg District
hosts 60% of platinum reserves and Sekhukhune District 35%.
Potgietersrus Platinum, for example, has 280 million tons of proven reserves
on the Platreef, whereas the current concentrator throughput is 5 million tons
per year. Reserves are therefore sufficient for 56 years.
It is on this basis that Limpopo, and Waterberg District in particular, is
expected to become a considerably more important location for platinum
production that what it has been in the past. If the constraints to expansion
and growth can be addressed, then considerable investment in platinum
mining in Limpopo (and in Waterberg District) can realistically be anticipated.
The primary constraints are expected to be water, skills, logistics and
electricity. The current level of business development is also insufficient to
promote cluster development along the mining value chain.
Attention is given to these aspects in the sections that follow the discussion
on mineral resources.
2.1.2 COAL
South Africa’s coal sector looks set to sprint ahead as energy crunches, at
home and abroad, boost demand for the commodity, which is used widely in
electricity generation4. The World Coal Institute ranks South Africa as the
fifth largest global producer of coal at 240 million tons per year. The largest
coal producer is the People’s Republic of China with 2000 million tons,
followed by the USA (930 Mt), India (370 Mt) and Australia with 285 Mt.
The breakdown of South African production is broadly that 110 Mt (40%) is
used for electricity generation, 68 Mt (28%) are exported as steam coal and
41 Mt (17%) is used for the production of synthetic fuels). The remaining
16% has various industrial and metallurgical applications5.
3
Council for Geoscience, South Africa
Financial Mail, 31 March 2006, p16
5
DME: South Africa’s Mineral Industry, 2004-05; p46
4
9
Major South African coal groups are about to invest billions of rands in new
coal mines and in brownfields expansions of existing mines, to meet the
predicted rising demand6. Kumba Resources, for example, has announced the
expansion of Grootegeluk Coal Mine in the Waterberg District (Lephalale) in
order to generate 0.7 Mt of semi-soft coking coal, which will be supplied to
Mittal for steel production. The expansion should be completed in July 2006
at a capital cost of R320 million.
According to the latest report by DME on the mineral industry in South Africa,
Kumba Resources is also planning to open a new coal mine to supply steam
coal to a new power station in the Waterberg7. This follows on the
announcement by Eskom that a greenfield power station in the vicinity of the
existing Matimba Power Station in the Waterberg is one of the options being
considered to augment the national electricity supply8. According to the
Annual Report of Kumba Resources for 2005, a pre-feasibility study for this
purpose was completed in 2005.
The project has now moved to the
feasibility stage, which should be completed by June 2006. Construction is
planned to commence in 2008 and production from the expanded facility
could start in early 2010.
The inferred coal resource in the Waterberg field is estimated at 76 billion
tons, which is more than 40% of the national coal reserve. This is where the
future of the South African coal industry lies, because the main coalfields that
have sustained the country for decades are rapidly being depleted.
A petrochemical production facility on the Waterberg Coalfield is also under
consideration to utilize the chemical grade material. This project is being
promoted by Trade and Investment Limpopo.
Fourthly, it appears that the Waterberg Coalfield has significant coalbed
methane resources. Anglo Coal has been exploring the gas field for several
years, but has not published much information in this regard. The Limpopo
Integrated Infrastructure Plan contains a short reference to this gas field and
the information is reproduced below for the sake of convenience9. ‘Apart
from the coal in the upper Waterberg coalfield, the Lephalale resource is rich
in coalbed methane gas. Anglo Coal estimate the richness of the field at 1,0
TCF as compared to the Mosgas field of 0,3 TCF, making this particular
natural gas-field one of the richest finds in South Africa. Furthermore Anglo
Coal is currently investigating various applications for the gas that could
include:
 Firing the power stations with a 50/50 percent coal and natural gas
combination, making the power stations more efficient and
environmentally friendly.
6
Financial Mail, 31 March 2006, p17
DME: South Africa’s Mineral Industry, 2004-05; p47
8
DME: South Africa’s Mineral Industry, 2004-05; p48
9
Limpopo Integrated Infrastructure Development Plan, 2003; p7
7
10
Using coalbed methane gas induction in various mining processes
which will have the following strategic benefits for Limpopo:
Coalbed methane gas induction for Kumba Resources in their
magnetite product (Sandrivierspoort near Polokwane) to
produce steel in a proposed steel smelter in Limpopo.
Gas induction in Kumba Resources mining operations in
Thabazimbi, effectively increasing mining activities in the
Thabazimbi region by 80 years (without the gas, mining
operations in Thabazimbi could expect to be terminated in
2015).
Coalbed methane gas induction into the Soutpansberg coalfield,
strategically unlocking the potentials of the coal field
Possibility of a petro-chemical plant (Sasol equivalent) in
Lephalale manufacturing various products, through downstream
BTX integration.
A conversation with Anglo Coal in this regard is necessary.

Finally, the export of coal from the Waterberg Coalfield is a prospect for the
future. This will depend on Spoornet providing rail logistics.
Coal production and various applications from it, are likely to become a
central feature of the Waterberg Mining Strategy. Leadership and strategic
facilitation by Waterberg District Municipality are required to secure the
opportunities that are emerging for the benefit of the District.
The immediate action that is required is to establish consensus with Kumba
Resources, Eskom, Anglo Coal, TIL and Spoornet regarding a joint agenda on
coal for inclusion in the Waterberg Mining Strategy. Lephalale Municipality
must be part of this consensus.
2.1.3 IRON ORE
World iron ore production increased by 11 percent to reach 1 200 Mt in 2004
from 1 100 Mt in 2003. Brazil remained the largest producer at 270 Mt, with
Australia in the second place at 241 (Mt). India and China achieved the
largest year on year increases of 22 percent and 19 percent, respectively.
South Africa increased its production by 3,6 percent10.
The world exports increased for the third successive year reaching 634 Mt,
up 8.5 percent as international iron ore trade reached a new record. Despite
being the second biggest producer, Australia was the leading exporter at 211
Mt with the largest producer Brazil in second place at 201 Mt. The third most
important exporter, India increased its exports for the fifth consecutive year
to 63 Mt, followed by Canada and South Africa with 22,5 Mt and 25 Mt,
respectively. Japan’s imports increased by 1,9 percent to 134,9 Mt, but China
surpassed Japan as the number one importer (208 Mt) accounting for 32
10
This section draws heavily on the Iron Ore chapter in DME: South Africa’s Mineral Industry, 2004-05
11
percent of total world imports, 40 percent up on the previous year.
Collectively, China, China, Japan and Republic of Korea accounted for 59
percent of total world imports, while the EU accounted for 26 percent.
Iron ore contract prices for 2004 were settled in April 2004 at around 18
percent higher than in 2003. Negotiations for 2005 started in December with
the first agreement being reached in February 2005 at an unprecedented
71.5 percent increase on 2004 between Brazil’s CRVD and Japan’s Nipon
Steel.
The average annual increase in the contract price of iron ore in 2005 was the
highest ever with price levels approaching those of the 1970’s and 1980’s.
Due to the persistently high prices being demanded by iron ore producers, a
tendency has emerged among steel makers to look for captive mines for
diversification as well as future security of supply.
Growth in the iron ore industry is expected to continue in 2006 with China as
the growth engine driving both the steel and iron ore business. China’s crude
steel production in the first quarter of 2005 was already 106 Mt, up 31
percent from 81 Mt in 2004. World demand for iron ore could also reach new
heights in 2006. China’s huge appetite for imported ore is likely to be the
dominant factor determining future short- to medium- term growth trends in
global trends in global iron ore sea borne trade.
China has adopted a two pronged strategy to secure its needs for iron ore
imports by
 Investing in joint ventures in iron ore production abroad
 Securing long term contracts at certain price levels.
Given the vigour with which these measures are being pursued it appears the
Chinese have no intention of slowing down their steel production and
therefore iron ore consumption is bound to rise as the authorities attempt to
move development to yet under developed regions of the country.
Thabazimbi is the only operating iron ore mine in South Africa. It produced
2.5 million tons of ore in 2005, which is small in comparison to the Sishen
Mine (also owned by Kumba), that produced almost 29 million tons in that
year. Until the end of 2005 it was anticipated that Thabazimbi Iron Ore Mine
would reach the end of its useful life during 2013. However, increased
international iron ore demand, as well as increased demand from Mittal Steel,
has prompted Kumba Resources to launch Project Phoenix. The objective of
this project is to extend the useful life of the mine by twenty years.
This will be achieved by exploiting the in-situ low grade banded ironstone
formation, which, when combined with the high-grade hematite, provides an
economically viable ore feed. The project is currently in the bankable
feasibility phase. An investment decision could be made in 2006 with
production of 2.5-3 Mt of ore being produced from 2009 onwards.
12
Vanadium deposits, associated with iron and titanium, are also found in the
Waterberg District. The Molendraai Deposit belonged to the former Lebowa
Minerals Trust and has subsequently been transferred to DME. Trade and
Investment Limpopo has included the Molendraai deposit in their suite of
proposals that was presented at the Limpopo Investors Conference in 2003.
Almost 90% of global vanadium production (50,000 tons in 2004), is used in
the form of ferrovanadium by steel makers, with most of the balance being
consumed in titanium alloys, other non ferrous metals and as a catalyst in
chemical applications. Growth in demand for vanadium has been higher than
that of steel, but there have been few new applications in recent years. Most
of the growth has been from an increase in the vanadium content in special
steels. South Africa is the leading producer of vanadium in the world,
although China has the largest vanadium reserves.
An important short-term action for Waterberg District is to engage Kumba
Resources in order to find areas where Project Phoenix (extending the life of
Thabazimbi Iron Ore Mine) can be supported. Discussions with TIL and DME
(and possibly Kumba Resources) to fast track the development of the
Molendraai Vanadium deposit, are also imperative.
2.1.4 OTHER
Although Waterberg District has more than 23 mineral occurrences, the three
commodities mentioned above, platinum, coal and iron ore, hold the most
potential for development. The five other minerals that will be discussed for
the purpose of the mining strategy are diamonds, dimension stone, chrome,
tin, and fluorite.
2.1.4.1
Diamonds
The dominant position that diamonds hold in current prospecting activity in
Waterberg District, (see Annexure One) imply that this commodity also
deserves consideration.
World production of rough diamonds was estimated at 150 million carats
(Mct) in 2004, which was 3% higher than the previous year. However, the
value increased by 14% to US$10.4 billion due to a rise in prices11. Russia is
the largest world producer of diamonds by volume, but Botswana holds first
position in terms of value.
South Africa produced 14.3 million carats in 2004, which was approximately
10% of world production. The value of this production is estimated at
US$1.2 billion. Within South Africa, Venetia (Vhembe District of Limpopo) is
the largest diamond mine by far, followed by Finsch and Kimberley.
11
This section draws heavily on the Diamond chapter in DME: South Africa’s Mineral Industry, 2004-05
13
The Oaks is the only diamond mine in Waterberg District, located 20 km from
Swartwater. It produces approximately 70,000 carats a year, which is 0.5%
of national production. The mine was established in 1998 and employs 68
people12. Although this is very small by any standards, the market situation
for diamonds appears very attractive going forward. This, together with the
considerable prospecting activity for diamonds in Waterberg District,
suggests that a conversation regarding the Waterberg Mining Strategy with
the De Beers Office in Limpopo would be appropriate.
2.1.4.2
Dimension Stone
Dimension stone is a term applied to naturally- occurring rock that may be
cut, shaped or selected for use in blocks, slabs, sheets or other construction
units of specific shapes or sizes. It is commonly used for the cladding of
buildings, curbing, paving, flagging and revetting for its architectural or
engineering properties; also in memorials, particularly tombstones. The
construction sector accounts for over 80 percent of consumption.
South African dimension stone production consists mainly of granite. Grey
and black norites, termed “black granite”, all from the Bushveld Igneous
Complex (B.I.C), form the backbone of the South African dimension stone
industry. Red (B.I.C) granites and greenish metamorphic rock from the
Namaqualand area are also well established on international markets.
Total world raw quarry production is estimated at 75 million tons, with
processing waste of 30 million tons, yielding net production of approximately
45 million tons. China leads with estimated production of 14 million tons
(raw), followed by Italy and India with estimated production of 7,8 million
tons and 7,5 million tons respectively. Production in Iran is estimated at 7,3
million tons. China and India have experienced increased production while
production in Italy is declining slowly.
South Africa sold 575 kt of dimension stone in 2004, valued at R502 million,
a 13 percent increase in mass compared to 2003. Local sales amounted to
194 kt, an increase of 60 percent compared to 2003. Natural stone is gaining
popularity in the local market, with the most growth in domestic and
monument applications.
South Africa’s exports amount to 380 kt, 29 percent directed to Italy followed
by China and Belgium, which account for 15 and 13 percent respectively.
At current pricing levels, Rustenburg Black is slightly oversupplied hence
putting pressure on pricing and at current exchange rates may lead to
closure of quarries, particularly small operations without the financial backing
to survive through the difficult times. Olive Green supply/ demands is
balanced at current levels. The market for green coloured materials is
12
Information obtained from the company website: www.debeersgroup.com
14
probably in decline overall. The market for African Red is substantially less
than it was several years ago due to changes in fashion trends as well as
competition from other red materials from India and China, but there are
indicators of a recovery.
While the stone industry is growing internationally, current exchange rates
make South African material particularly uncompetitive. Exclusive materials
will still be able to find markets, but these may be at reduced volumes as
customers switch to alternatives due to pricing.
Kelgran, now JVK, and Bestaf Granite (a Taiwanese company), Marlin, Africa
Red Granite Quarries and Red Stone Mining have dimension stone quarries in
the Waterberg District.
They should be made aware of the mining
development strategy process in the district and should be given an
opportunity to make comments and recommendations.
2.1.4.3
Chrome
World chrome reserves are concentrated in Southern Africa with 84% being
associated with the Bushveld Complex (South Africa and Zimbabwe). Global
production increased by 15% to 17 million tons in 200413 in response to
strong ferrochrome demand. South Africa contributed almost 8 million tons of
this. The value of sales increased by a substantial 46% to R1.6 billion, which
is indicative of strong price movements in favour of producers. Additional
production capacity towards the end of 2006 is expected to place a cap on
further price increases.
Chrome production in Waterberg District is confined to Zwartkop and to
chromite tailings accumulated from platinum mining.
Speak with Nick Baglow (Council for Geoscience) and with Angloplat (on the
chromite tailings) to form a better understanding of development
opportunities for chrome in Waterberg District.
2.1.4.4
Tin
The tailings dumps from all the abandoned mines in the Waterberg District
hold considerable and immediate development potential. It is expected that
with hydraulic recovery methods, mining dumps containing as little as 0.2%
tin (Sn) will be economic, and given the large volume of dumps available this
would represent a significant potential resource.
Obtain further information on current trends in the tin market – Marcel
Dippenaar.
13
DME: South Africa’s Mineral Industry, 2004-05; p102
15
2.1.4.5
Fluorite
Fluorspar is the commercial name for the mineral fluorite (calcium fluorite
CaF2), which is graded for acid, metallurgical and ceramic applications.
Roughly half of world fluorite output is used for the production of hydrofluoric
acid, which is a key ingredient in the production of a wide range of chemicals.
The metallurgical grade material is used as a flux in steel making to reduce
slag viscosity, reduce the melting point and reduce impurities from steel.
Ceramic grade fluorspar is used in the glass and ceramic industries.
China dominates the global fluorspar industry with more than half of global
production.
Mexico and South Africa are in second and third places
respectively. Prices for acid grade fluorspar increased marginally in 2004
after substantial increases in 2003. This follows from a reduction in Chinese
exports in order to meet their growing domestic demand.
Drill down into some opportunities in the Waterberg District – Marcel
Dippenaar.
2.2
Water
Having discussed the opportunities for mining development above, some of
the constraints to mining development, including water, are discussed below.
The Waterberg District is unfortunately stressed from a water supply point of
view, which is a constraint on mining development. The Department of
Water Affairs and Forestry has consequently embarked on two major
initiatives to augment the water supply in the district. These two initiatives
are the Olifants River Water Resource Development Project and the Mokolo
River Water Augmentation Project, which are both briefly discussed below.
2.2.1 OLIFANTS RIVER WATER RESOURCE DEVELOPMENT PROJECT
This project entails the raising of Flag Boshielo Dam wall by 5 meters and
construction of a new dam (De Hoop) in the Steelpoort River). A pipeline will
be constructed in 2008 to transfer raw water from Flag Boshielo to
Mokopane. This is expected to be completed in 2009, with a second pipeline
in 2025.
Mogalakwena Municipality (where the Platreef occurs) is expected to be a
primary beneficiary of the Flag Boshielo water transfer, but this transfer will
be insufficient to remove the water deficit. Total water requirements for the
municipality in 2005 were estimated at 21 million cubic meters of which the
bulk (19 million cubic meters) was for agriculture. Mining used a mere 1.5
million cubic meters and household use was 0.2 million.
16
The total water demand in Mogalakwena is expected to increase to 44 million
cubic meters by 2025. Agricultural demand is expected to remain at 19
million cubic meters, but mining demand is projected to rise to 14 mcm and
household (urban and rural) demand to 10 million cubic meters by then.
Although Mokopane will have a water deficit from 2007 onwards, this deficit
is expected to grow considerably to almost 18 million cubic meters per year
from 2005. This deficit is after provision has been made for the effluent from
Polokwane. A detailed water services planning study is therefore currently
underway in Mokopane and the results are expected in 2007. It is important
that the mining development strategy and the water services planning study
should inform each other.
2.2.2 MOKOLO RIVER WATER AUGMENTATION PROJECT
The current allocation of the available 28.6 million cubic meters of water per
year from Mokolo Dam is as follows:
 Agriculture: 10.4
 Grootegeluk Mine: 9.9
 Matimba Power Station: 7.3
 Lephalale Municipality: 1.0
Future needs are likely to include the potential for expanded coal mining,
new electricity generation and the possible development of a petrochemical
industry.
Water resources in this part of the District can be augmented by raising the
Mokolo Dam and by transferring water from the Crocodile River. A return
flow of 45 million cubic meters per annum has already been reserved for this
purpose. Planning studies are currently underway to identify the most
suitable option and implementation plan.
These are expected to be
completed in 2006. The preliminary programme is for facility designs to be
completed in 2007 and for construction to commence in April 2008.
Commissioning is scheduled for July 2010.
It is imperative, once again, that the mining development strategy and the
water services planning study should inform each other.
2.3
Skills
2.3.1 LABOUR MARKET TRENDS
In a cover story on the skills collapse in South Africa, the Financial Mail 14
pointed out that the traditional skills crisis at the top end of the market has
shifted to include a serious depletion of artisans. The Financial Mail contends
that this is due simply to a collapse of training. The apprentice intake is
14
20 June 2003
17
dwindling each year and the profile of qualified artisans is ageing. This is
leading to a skills crunch that will force employers to compete for skills and
that could threaten the country’s ability to deliver on large capital investment
project plans.
The specific trades referred to include electricians, specialist welders,
refrigeration mechanics, tool-makers, fitters and turners and millwrights.
Among these, the national shortage of tool-makers is desperate.
The Financial Mail argues that the shrinking number of artisans, which was
heightened by the switch to new training systems in the country, is part of a
longer-term trend emerging from the restructuring of parastatals. Since the
1920’s parastatals such as Iscor, Eskom and Telkom trained many more
artisans than they needed because skilled labour was poached by the private
sector. With the drive to corporatise and become more competitive that
began in the 1980’s, the parastatals scaled down on training. Rationalisation
in the gold mining industry has also contributed to declining artisan numbers.
The shortage of skills is confirmed in the Limpopo HRD strategy. A draft
report on the first phase of the strategy indicates that the priority skills
training needs in the local mining industry are in the areas of health and
safety, mechanical and electrical engineering, and also in metallurgy.
Mining is a priority sector for the Department of Labour as reflected in their
Provincial Skills Plan for Limpopo. The specific training priorities that were
identified for this sector are indicated below:
 Mine engineering
 Civil engineering
 Geology
 Surveying
 Quantity Surveying
 Technical Operators
 Operations Management
 Process Management.
Since the Skills Development Act came into effect in 1998, incentives to take
on trainees have increased. These incentives are twofold:
 The employer gets an annual grant of approximately R20,000 for each
learner;
 The employer can deduct twice the trainee’s wages from taxable
income.
Learnerships are also more flexible and more focused on business skills than
apprenticeships.
18
2.3.2 SKILLS AVAILABILITY IN WATERBERG DISTRICT
The skills profile in Waterberg District for persons between the ages of 18
and 45 is presented in the table below. This information was extracted from
the results of Census 2001. The specific age category was selected because
it represents the people who are most likely to be recruited when jobs
become available.
19
Table 2.3.2: Highest Level of Education Attained for Selected Age Groups in Waterberg District, 2001
Education Level
No schooling
Grade 1/sub A (completed or in process)
Grade 2/sub B
Grade 3/standard 1
Grade 4/standard 2
Grade 5/standard 3
Grade 6/standard 4
Grade 7/standard 5
Grade 8/standard 6/form 1
Grade 9/standard 7/form 2
Grade 10/standard 8/form 3/NTC I
Grade 11/standard 9/form 4/NTC II
Grade 12/standard 10/form 5/matric./NTC III
Certificate with less than grade 12
Diploma with less than grade 12
Certificate with grade 12
Diploma with grade 12
Bachelor's degree
Bachelor's degree and diploma
Honour's degree
Higher degree (master's or doctorate)
Total
20-24
5191
251
427
846
1399
1782
2331
4022
4672
5536
7093
8698
10619
149
79
876
685
145
37
33
6
54880
25-29
6357
351
560
1039
1570
1767
2353
3505
3515
3954
4752
5868
10866
185
96
932
1674
365
173
83
57
50023
30-34
6229
345
595
1094
1519
1806
2185
3073
2655
2652
3566
3304
8091
85
95
719
2040
436
308
146
99
41041
35-39
8114
491
761
1486
1736
2028
2412
3478
2403
2210
2807
1746
5462
86
98
490
1804
432
282
139
96
38563
40-44
8447
449
870
1297
1790
1815
2106
2559
2198
1333
2165
866
3461
76
91
390
1326
364
258
108
91
32062
Total
34337
1886
3213
5763
8015
9199
11387
16638
15443
15686
20384
20483
38498
582
459
3408
7530
1742
1058
509
349
216569
Source: Statistics South Africa, Census 2001
20
Almost 16% of the adults in this age group had no education in 2001. The
incidence becomes progressively higher along the age cohorts.
The
importance of effective adult basic education programmes cannot be over
emphasised. More than 74% do not have a matric certificate, which is rapidly
becoming the minimum entry level for the mining industry. Almost 14,600
persons, (7% of the selected age groups) have post-matric qualifications.
2.3.3 TRAINING FOR THE MINING SECTOR IN WDM
There are two further education and training (FET) colleges in Waterberg
District, located in Mokopane and Lephalale. Both of these colleges have
engineering departments, where electrical, mechanical and metal science
subjects are offered. Lephalale FET College offers the theory for these
subjects from N1 to N6 level and the students (approximately 600 per year)
receive practical training at the workshops of Kumba Resources and Eskom
that are located adjacent to the college.
Waterberg FET College offers the same courses, but to N3 level only. They
have approximately 210 engineering students per year.
Apart from the FET colleges, Anglo Platinum operates a college in Mokopane
where employees are trained as part of company policy to ensure that all
staff has a minimum qualification of matric. The subjects are similar to the
engineering courses at the FET colleges, but include plant operation, water
treatment and surface mining. Training courses range from ABET level 3 to
N3. As part of company policy, an additional 20 students are selected from
the communities surrounding mining operations and they are given the same
training at no cost. The total number of students is 74.
Consideration should be given to the establishment of symbiotic relationships
between employers and training institutions with regard to learnership
training. (This is presumably the purpose of the proposed Employment Skills
Development Agencies). A considerable increase in the number of persons
trained is also needed at all levels, starting with adult basic education and
training.
The Department of Labour uses a wide range of institutions to implement the
National Skills Development Strategy throughout the country, including
districts such as Waterberg. These institutions range from labour centers to
sector education and training authorities. Implementation is directed by
workplace skills plans, sector skills plans and provincial skills plans. There
are also special skills funding windows.
The Mining Qualifications Authority, which is the sector education and
training authority for the mining industry, has a number of national
programmes, which are listed below:
 Small scale miner technical training in 9 provinces with a budget of R1
million,
 SMME training support, also with a budget of R1 million,
 Promotion of women in mining in 9 provinces,
 ABET grants of R37 million per year,
 Apprenticeships and blasting certificates with a budget of R12.5
million,
 FET College support with a budget of R1.4 million, and
 Bursaries for undergraduate students (R32.5 million for 2006).
These are national programmes and budgets. It is therefore incumbent upon
Waterberg District Municipality to maximize its share of these resources. An
essential short-term action is to form a workgroup comprising WDM, the
Department of Labour in Limpopo and the Mining Qualifications Authority to
map out a joint agenda for mining skills development in the Waterberg
District.
2.4
Logistics
2.4.1 ROADS
Waterberg District Municipality has 8,500 km of roads, but only 2,533 km
(30%) is tarred.
With specific reference to mining development, the Roads Agency for
Limpopo (RAL) reported during March 2006 that:
 The Mokopane and the Bakenberg roads, which link with the N11, have
been transferred to the National Roads Agency.
 The road from Mokopane to Lephalale is being transferred to the
National Roads Agency to support mining development in the Lephalale
area.
 The road from Gilliad to Polokwane is also being transferred to the
National Roads Agency.
The reason for the transfer to the National Roads Agency is that the heavy
mining traffic and loads will make these roads too expensive for RAL to
maintain. The estimated cost to surface all roads in mining development
areas is R15 billion, which is considerably beyond the RAL budget. The
development priorities for RAL in the next five years are indicated below:
 In Thabazimbi Municipality the road from Dwaalboom to Northam,
which leads to Brits, is under maintenance in order to support the new
cement production activities at Dwaalboom.
 In Mogalakwena the Kloofpas Bridge is being repaired, the road from
Bakenberg to the N11 will be rebuilt and the road from Marken to
Gilliad will be upgraded.
 In Bela Bela Municipality the road to Koedoeskop is being improved.
22
2.4.2 RAIL TRANSPORT
The provision of rail infrastructure is the key to unlock the coal mining
potential in the upper Waterberg / Lephalale area15. Without adequate rail
infrastructure, neither Kumba Resources nor Anglo Coal will be in a position
to invest in coal mining operations in the Lephalale area (total estimated
investment in the Lephalale region R70 billion over ten years leading up to
2015).
This requires a new rail link from Lephalale – Polokwane – Burgersfort –
Middelburg - Export harbour. The export harbour will initially be a tie-in to
the existing CoalLink to Richardsbay and could be expanded to Maputo for
export. The estimated cost for the supply of the new 26 ton per axle rail line
will be R10 million / kilometre. An estimated 450km rail line will cost in the
order of R4,5 billion.
This rail line could also assist the Platinum mines and reduce pressure on the
R37 road.
First estimates from Kumba Resources indicate estimated coal exports via
the rail line to Richardsbay of 18 million tons per annum. It is further
expected that future coal production from Botswana and Zambia will be
routed through Lephalale (Ellisras) on the proposed new line from Lephalale
to Middelburg to Richardsbay or Maputo. First indications from Anglo Coal are
that the 56 million ton per year capacity of existing CoalLink will be taken up
by the Lephalale mining operations as / when Witbank becomes depleted.
2.5
Electricity
Eskom stated that they are in a position to meet the demand from private
sector investment in terms of transmission and distribution. The only area
that requires additional attention is the significant growth in Lephalale due to
the increased mining activity16.
In order for Lephalale to contribute towards the national electricity grid,
Matimba power station and a new greenfield power station must be
constructed. The coal sector is dependant on power stations to make their
business plans work e.g. for every 8 million tons of coal exported, the mine
must deliver 4 million ton per annum to a power station. The power station
must be in close proximity to the coal mine to avoid the transport premium
(e.g. Grootegeluk mines at R 50 per ton with an added R 100 per ton
transport premium to Richardsbay).
15
16
Limpopo Integrated Infrastructure Development Plan, 2003; p14
Limpopo Integrated Infrastructure Development Plan, 2003; p16
23
2.6
Business Development
The South African Mining Preferential Procurement Forum (SAPPF) represents
all the major companies and seven provincial governments in the country
and it performs the following functions:
 Provides a methodology for the accreditation of rating agencies,
 Provides certified empowerment information on HDSA suppliers,
 Creates regional buyer forums with LED objectives,
 Facilitates interaction between relevant institutions, and
 Compiles supplier and provincial reports.
Limpopo Government is a subscriber to SAPPF for the purpose of measuring
the contribution from mining companies to local economic development and
to promote procurement by mines from historically disadvantaged South
African (HDSA) and Black Economic Empowerment (BEE) companies.
However, the current database is populated with Sekhukhune mines only and
contains no information on mines in the Waterberg.
The current impression that is being given by the SAPPF reports is that
existing suppliers are transforming to obtain BEE status, with no new HDSA
of BEE companies emerging in the supply chain.
Integration between procurement managers at mines and provincial
government business support agencies is limited.
This represents a
challenge to the WDM Mining Strategy, which should extend the integration
to incorporate the social and labour plans of the mines.
At a national level, procurement by participating mines amounted to R8
billion, of which 16% was procured from HDSA companies. Procurement
within Limpopo was R400 million, of which only R20,000 or 0.05% is
obtained from HDSA companies.
In the Northern Cape a Provincial Mining Procurement Initiative was formed
to facilitate capacity development within a local mining supplier industry.
Their focus has moved beyond routine products and services, to leverage
products and services, which have a low complexity but high impact.
Total procurement from mines in the Northern Cape in 2005 was R1.7 billion,
of which R678 million (38%) was procured from within the province and
R170 million (10%) was spent at HDSA companies in the province.
There are 1,543 mining suppliers in the Northern Cape, of which 1,354 are
SMEs (less than 200 employees) and 136 are HDSA accredited.
Limpopo, or Waterberg District, could emulate the successful experience of
the Northern Cape and establish it own procurement initiative. This will be
consistent with the spirit of the Mineral Resources Development Act. The
24
action plan for a Waterberg District Procurement Initiative broadly
summarised below:
2.6.1 Compile procurement data in terms of purchases and suppliers for the
Waterberg District,
2.6.2 Convert the ownership and management status of suppliers to codes
that can be recognised in terms of the charter,
2.6.3 Communicate compliance to all suppliers,
2.6.4 Integrate Social and Labour plans of mines with the efforts of the local
DME office and provincial government to promote emerging business
development in the mining sector,
2.6.5 Re-measure and report progress with regard to BEE procurement in
terms of DTI codes for all suppliers, not only for ownership and rand value,
but also for jobs created and sustained.
2.7
Land-Use Management
During the stakeholder workshop on the mining development strategy in
March 2006, the need was expressed for local government facilitation with
regard to interactions between mines and local communities (including
traditional authorities). Leadership from government is specifically required in
terms of town planning, housing and recreational facilities development
within settlements that are located within the proximity of mines. This is
essential in an attempt to retain scarce skills in rural areas.
Anglo Platinum has recently appointed a Town and Regional Planning firm to
assist with land-use planning in the Mapela area, which is in the vicinity of
the Potgietersrus Platinum Mine.
It is important from a WDM Mining
Development Strategy point of view that the results of work should be
incorporated into the District and the Mokopane Spatial Development Plans.
This spatial development intervention process should ideally be repeated in
all the areas where mines occur in close proximity to communities.
2.8
Institutions
A brief description of the many institutions that could influence the successful
outcome of the Waterberg Mining Strategy is provided below. Part of the
mining strategy formulation process will be to interact with all these
institutions, some individually and some collectively. During the stakeholder
workshop on the mining strategy that was held in Waterberg in March 2006,
it was agreed that a Waterberg District Mining Cluster Working Group will be
established from stakeholders to review the mining strategy formulation
process and to pursue the issues that were raised in the presentations during
25
the workshop. The minutes of the workshop and the attendance register are
attached as Annexure Three.
This approach is consistent with the recommendations of the Limpopo
Growth and Development Strategy and with the Limpopo Mining Summit,
specifically with regard to competitive cluster promotion. It is also consistent
with the successful strategic mining sector development approach that was
adopted by South Australia.
The Waterberg District Mining Cluster Working Group will present its findings
to a broader stakeholder forum for the mining sector that will include the
delegates at the workshop, as well as the institutions that were
recommended for inclusion.
2.8.1 Department of Minerals and Energy
The purpose of this department is to regulate and promote the minerals and
energy sectors in the country for the benefit of all citizens. It has the
authority to grant exploration and mining licenses and is therefore a key
stakeholder in the context of the Waterberg Mining Development Strategy.
Regional Manager- Mineral Development
(015) 287 4700
2.8.2 Department of Water Affairs and Forestry
This Department is responsible for water services planning and for water
resource development. It is a central stakeholder in terms of the Waterberg
Mining Development Strategy, because mining development is only possible
if water resources are further augmented.
Chief Engineer- Options analysis
(012) 336 8613
2.8.3 Department of Labour: Limpopo Office
The Department of Labour is the custodian of the national skills development
strategy and the host department for the sector education and training
authorities. It has critical role to play in promoting essential skills in the
mining sector through its provincial office in Limpopo and through the Mining
Qualifications Authority.
Manager- ESDS
(015) 290 1656
2.8.4 South African Preferential Mining Procurement Forum
26
The South African Mining Preferential Procurement Forum (SAPPF) represents
all the major companies and seven provincial governments in the country. It
provides certified empowerment information on HDSA suppliers and creates
regional buyer forums with LED objectives.
CEO
(012) 807 3141
2.8.4 Eskom
Eskom owns and operates the Matimba Power Station in Lephalale, which is
the largest customer of the Grootegeluk Coal Mine. Any significant expansion
at Grootegeluk, will depend on expansion of the power station.
Manager- Municipal Customer Executive for WDM
(015) 299 0523
2.8.5 Spoornet
Spoornet is central to unlocking the long-term opportunity for coal exports
from Grootegeluk through rail transport.
2.8.6 Office of the Premier: Limpopo
The Office of the Premier is an important stakeholder in the WDM mining
strategy because it is the custodian of the Provincial Growth and
Development Strategy, which promotes mining cluster development as a
basis for job creation and economic growth.
Manager- Planning & Coordination
(015) 287 6047
2.8.7 Department of Economic Development: Limpopo
The mission of this department is to stimulate and maintain an enabling
environment conducive to sustainable economic growth, financial
management, social justice and a decent quality of life for all. It is assisting
the Office of the Premier with the implementation of the clusters that were
approved in the Provincial Growth and Development Strategy, which includes
the mining cluster. The responsible official is the Secretary to the Economic
Cluster.
This Department also has a directorate for targeted industries, which includes
mining. The responsible person is the Deputy Manager: Mining Sector.(015)
293 8300
2.8.8 Department of Local Government and Housing: Limpopo
27
The mission of this department is to establish, support and monitor
sustainable development and local governance through:
 Co-ordinated and integrated development planning in all spheres of
government,
 Co-ordinated and targeted capacity building,
 Creation of an environment in which housing development takes place,
and
 Co-ordination of disaster management.
The role of the Department is specifically relevant in terms of the planning of
settlements in rural areas.
HOD
(015) 295 5400
2.8.9 Mintek
Mintek is the national provider of minerals processing and metallurgical
engineering products and services.
It is currently managing a special
programme on platinum beneficiation, which is the principal commodity in
the Waterberg mining sector.
2.8.9 Council for Geoscience
The Council for Geoscience conducts research on the exploration phase of the
mining value chain.
Unit Manager
(015) 295 3471
2.8.10Council for Scientific and Industrial Research (CSIR)
The CSIR does technology research and product development in the fields of
mining extraction and metal applications.
Competency Area Manager
(011) 258 0213
2.8.11Roads Agency Limpopo (RAL)
RAL has the responsibility to develop, manage and maintain the provincial
roads in Limpopo and in the Waterberg District. The quality of road access is
an important consideration in the cost-competitiveness of mining operations
and new mining development.
General Manager- Planning and design
(015) 297 6433
28
2.8.12Anglo Coal
Anglo Coal is the largest company that is currently doing significant coal bed
methane gas exploration in the Waterberg District.
2.8.13Anglo Platinum
Anglo Platinum owns and operates three of the four existing platinum mines
in Waterberg District. This is by far the most valuable mining activity in the
district and accounts for 67% of total mineral sales from the District.
2.8.14Northam Platinum
Northam Platinum owns and operates the fourth existing platinum mine in
Waterberg District.
2.8.15Kumba Resources
Kumba Resources owns and operates the only coal and the only iron ore
mine in Waterberg District. These are currently the second and third most
valuable mining activities in the district.
Mine Manager
(014) 763 9000
2.8.16De Beers Limpopo
De Beers Group owns and operates the only diamond mine in Waterberg
District.
Mine overseer/ safety Manager
(014) 767 3009
2.8.18Waterberg District Municipality
The mission of WDM is to use an inclusive and participatory process to
establish the needs of its people and to render effective, efficient and
sustainable services so as to ensure a better life for all. It is the primary
facilitator of the Waterberg Mining Development Strategy.
Manager- Planning & Economic Development
(014) 717 1344
2.8.19Mogalakwena Municipality
Mogalakwena Municipality is responsible for service delivery and land-use
management in the rural Mapela area, which has a high current level of
mining activity and significant potential for future mining development.
29
Divisional Head- LED & Tourism
(015) 491 9632
2.8.20Mogalakwena Joint Development Forum
The Mogalakwena Joint Development Forum (“JDF”) was established during
2003, between the Mogalakwena Local Municipality, the Waterberg District
Municipality and the Mogalakwena Economic Sector Forum, which comprises
of active mining companies in the Central Limb mining area, as well as local
organised business represented through South African Chamber of Business
(SACOB). The mining companies, Anglo Platinum, Platreef Resources and
Anooraq Resources collectively formed a representative body known as the
Mogalakwena Economic Sector Forum.
The purpose of the JDF was to identify and address mutual needs and
opportunities in the area with specific reference to Water and Sanitation,
Spatial Development & Transport Planning.
The following achievements were reached:
September – December 2003:
Identification of focus areas: Water & Sanitation, Spatial Development
& GIS and Housing
January 2004 – December 2004:
Appointment of specialist consultants;
Water and Sanitation: Establishment of mining and domestic water
demands and identification of existing and potential water sources and
establishment of the Olifants River Joint Water Forum;
Spatial Development and GIS: Devising of a spatial and GIS strategy;
January 2005 – December 2005:
Spatial Development and GIS: The compilation of a Development
Prioritization Plan and Movement Strategy/Plan & GIS-Support and
updating of the Mogalakwena Municipality’s GIS-system;
Transport: Status Quo Report on transport issues within the study
area; a Transport Specific Strategy and a detailed traffic analysis to
evaluate the road network system.
The above projects are ongoing in 2006 with specific emphasis on the
impact of the ORWRD Project on the domestic and mining water supply.
30
2.8.21Thabazimbi Municipality
Thabazimbi Municipality is responsible for service delivery and land-use
management in the Thabazimbi and Northam town areas, which have high
current levels of mining activity and significant potential for future mining
development.
IDP Manager
082 467 6740
2.8.20Lephalale Development Company
The Lephalale Development Company is a Section 21 Company that:
 Provides information to potential investors,
 Promotes the local supply of goods and services, and
 Manages social and infrastructure projects.
The CEO of this company could be invited to represent Lephalale Municipality
at the next stakeholder consultation meeting for the WDM Mining
Development Strategy.
2.8.21 Trade and Investment Limpopo (TIL)
The mission of Trade and Investment Limpopo is to promote the province as
a preferred trade and investment location by marketing its competitive
advantages. A memorandum of understanding has been signed with Mintek
to promote small scale mining. Training in jewellery manufacturing is
currently being conducted in Thabazimbi. The contact person is the Sector
Manager: Mining.
Sector Manager
(015) 295 5171
2.8.22Limpopo Economic Development Enterprise (Limdev)
The mission of Limdev is to establish and advance a sustainable small and
medium enterprise sector in Limpopo through the provision and facilitation of
business and investment opportunities. One of the strategies in this regard
is to improve access to finance. It is therefore an important stakeholder in
providing assistance to Waterberg-based emerging enterprises who seek to
engage in the mining supply chain.
Executive Manager- Projects
(015) 633 4700
2.8.23Limpopo Business Support Agency (LIBSA)
31
LIBSA encourages and assists potential enterprises to enter the economic
sectors in Limpopo. The mining sector has been given priority in terms of the
Limpopo Growth and Development Strategy. The CEO can be contacted in
Polokwane at 015-2953581. The Waterberg District Office is located in
Lephalale at 014-7632834.
Business Development Officer
(015) 297 6632
32
 SCENARIO FORMULATION
3.1
Business as Usual
The business-as-usual scenario that is formulated below is based on the
production and employment trends of the past five years and on
announcements that have been made regarding anticipated new
developments.
Table 3.1.1 Estimated Value of Sales R’million
Company
2005
2004
2003
2002
2001
Amandelbult
4,838
4,493
4,182
5,954
5,473
Union
2,828
2,329
2,030
2,386
2,327
PPRust
2,120
1,980
1,783
1,893
2,559
Northam
2,100
1,950
1,750
1,900
2,550
Grootegeluk
1,940
1,650
1,600
1,550
1,500
Thabazimbi
600
382
350
350
350
Other
200
190
180
170
160
Total
14,626
12,974
11,875
14,203
14,919
Source: Estimates by Glen Steyn from Company Annual Reports, 2005
It is evident from the table above that the value of sales is very sensitive to
commodity prices and the rand exchange rate. The cyclical nature of the
trend in sales from 2001 to 2005 correlates perfectly with the weak rand in
2001, the drop in commodity prices in 2003 and the strong recovery in prices
towards the end of 2004. This trend is expected to continue, but the
vulnerability remains. Although the country is currently in a commodity
super cycle, the fundamentals can change again with a resultant drop in
sales value.
Waterberg as a District benefits from the commodity boom in terms of job
creation and procurement from local suppliers.
Table 3.1.2: Employment trends on Anglo Platinum Mines in WDM
Company
2005
2004
2003
2002
Amandelbult
9761
9637
9595
9607
Union
7619
7261
6870
6240
PPRust
1119
1132
1124
1112
Total
18,499
18,030
17,589
16,959
Source: Anglo Platinum Annual Report, 2005
2001
9890
6342
1095
17,327
Employment increased by 1,540 persons or 9% from the lowest point in 2002
to the average for 2005. The trend is similar to that of sales value, but not
as strong. Sales value increased by 23% from its lowest point in 2003 to the
high point in 2005. This correlation is likely to continue, with further
increases in sales and employment as long as the current commodity cycle is
sustained.
33
Looking forward in the business-as-usual scenario is the announcement by
Anglo Platinum that the PPRust North Replacement Pit is being established in
2006. It will mill 385,000 tons of material per month to replace the 200,000
ounces of platinum that is currently being extracted from the Zwartfontein
South pit. Board approval is currently being recommended to further expand
production to an additional 230,000 ounces of platinum at a capital cost of
R4 billion. This is likely to create approximately 1,300 new jobs.
During 2006 the expansion of the Grootegeluk processing plant will also be
completed at a cost of R320 million, with perhaps a 100 new jobs being
created.
Further forward is the possibility of Matimba Power Station being expanded
from the current six to nine generating units, and the impact that this will
have on the expansion of Grootegeluk Coal Mine. If this happens, then 800
new job opportunities could be created on the mine from 2008.
The business-as-usual job creation scenario is therefore projected as follows:
Table 3.1.3: Business-as-usual Job Creation Scenario for Mining in WDM
2006
2007
2008
2009
2010
Carry over
18,500
19,400
20,200
20,900
21,300
Platinum Growth
300
300
Grootegeluk
100
400
400
PP Rust
500
500
300
Total
19,400
20,200
20,900
21,300
21,300
The total number of new jobs from January 2006 to December 2010 under
the business-as-usual scenario is 2,800, or approximately 560 per year. In
terms of the Provincial Growth and Development Strategy, the expectation is
that 6,000 new jobs will be created in Waterberg District each year in order
to halve unemployment by 2015. Mining is an area of primary competitive
advantage in the Waterberg District and its share in achieving the job
creation target should therefore be raised. The business-as-usual scenario is
therefore unacceptable from this point of view.
The business-as-usual scenario is also unacceptable from the business
development point of view. It was indicated in section 2.6 above that
procurement within Limpopo was R400 million, of which only R20,000 or
0.05% is obtained from HDSA companies. The data pertains to Sekhukhune
District and no information is available for Waterberg.
A deliberate intervention is required to raise both the levels of job creation
and the level of local business development. This will be discussed in the
best case scenario below.
34
3.2
Best Case
The best-case scenario assumes the following mining developments in
addition to the anticipated events that have already been captured in the
business-as-usual scenario:
3.2.1 One new platinum mine on the Platreef and expansions at all other
platinum mines in the Waterberg District contributing to the production of an
additional 500,000 ounces of platinum from 2007. This will contribute 4,000
new jobs.
3.2.2 An additional three generating units at Matimba Power Station,
necessitating further expansion at Grootegeluk Coal Mine and creating 800
more jobs from 2010. It is assumed that Grootegeluk will stockpile material
from 2007 in anticipation of the generating requirements.
3.2.3 Approval of the coal liquefaction project, necessitating the separation
of chemical grade coal at Grootegeluk, which will create 100 new jobs in
2007.
3.2.4 Gas field development in Waterberg District to supply the coal
liquefaction plant with hydrogen, resulting in 400 jobs being created from
2007.
3.2.5 Development of a ferro-vanadium mine (Molendraai) in 2008, with 400
new jobs being created.
3.2.6 A small diamond mine being developed in 2008 on the back of the
current exploration activity and another in 2009, creating 100 jobs each.
3.2.7 Recovery of tin residues from the dumps of abandoned mines from
2007 onwards, creating 200 new jobs.
3.2.8 Expansion and consolidation of the dimension stone industry to supply
the growing property market and creating 50 new jobs a year from 2006.
3.2.9 Beyond 2010 there is the potential for coal exports from Grootegeluk,
provided that rail logistics are developed.
This job creation scenario is illustrated in the table below. Under this
scenario the total number of new jobs created until December 2010 is 7,250,
or approximately 1,450 per year. This represents 24% of the job creation
needs of the district.
The best case scenario also assumes that local business development can be
considerably improved and that 30% of procurement can be done from
35
suppliers that are based in the Waterberg District by 2010.
create another 4,350 jobs over this period of time17.
Table 3.1.4: Best Job Creation Scenario for Mining in WDM
2006
2007
2008
2009
Carry over (BAU)
19,400
19,450
21,000
22,750
Platinum
1,000
1,000
1,000
Coal for Matimba3
100
100
200
Coal: Liquefaction
100
Gas field
200
200
Ferrovanadium
200
200
Diamonds
100
100
Tin recovery
100
100
Dimension stone
50
50
50
50
Total
19,450
21,000
22,750
24,300
3.3
This should
2010
24,300
1,000
400
50
25,750
Intermediate Case
The intermediate case is better than the business-as-usual scenario, but does
not achieve all the developments that are anticipated in the best case
scenario.
For the purpose of this discussion document it could be assumed that the
intermediate case could be midway between the two scenarios above. This
would imply a total of 1,005 new jobs being created per year and 15% of
mining procurement from Black economic empowered suppliers that are
based in Waterberg District.
17
Estimate based on the employment multiplier for the mining industry in Limpopo that was calculated as
part of the Limpopo Input-Output model in 2002.
36
4.
MINING DEVELOPMENT STRATEGY FORMULATION
4.1
Goals and Objectives
The following formulation is proposed as the goal of the Waterberg District
Mining Development Strategy. WDM will provide leadership and
interventions to increase the contribution from the mining sector to
job creation and economic growth in the District by:
 Creating a conducive environment for mining expansions and
new mine developments, specifically by facilitating the removal
of constraints to such developments,
 Promoting the capacity of Black economic empowered
companies from within Waterberg District to supply the
procurement needs of mines according to the required quality
standards,
 Augmenting the capacity of local municipalities, traditional
leaders and communities to respond to and consolidate the
benefits of mining developments within a cluster context.
Each of the bullet points will become an objective and will be expanded in the
implementation plan that will be compiled as part of phase five of the mining
development strategy formulation process.
4.2
Incentives
At this stage it is envisaged that the main incentive for mining development
in Waterberg District will be assistance from the public sector towards
infrastructure provision, skills development and contributions towards landuse management in rural areas.
This section will be expanded after discussions have been held with
stakeholders.
4.3
Business and Community Development
A project to emulate the Northern Cape success and further advance the
level of achievement in Waterberg District, will be incorporated in phase four
(Project section) of the mining development strategy formulation process.
4.4
Regional Integration
To be completed with specific reference to the extension of the Waterberg
Coal Field into Botswana and the platinum mining industry in North West
Province.
37
5.
SUMMARY AND CONCLUSION
The actions that are required towards the completion of the phase three
discussion document and the preparation of the phase four projects report
are listed below:
5.1
Establish the Waterberg District Mining Cluster Working Group from
among stakeholders to review the mining strategy formulation process and
content; and also to pursue the issues that were raised in the presentations
during the workshop.
5.2
Verify the exploration information for the Waterberg District with DME.
5.3
Request Anglo Platinum for information on smelter production and the
interpretation of information on the reserves at existing platinum mines in
Waterberg District.
5.4
Establish consensus with Kumba Resources, Eskom, Anglo Coal, TIL
and Spoornet regarding a joint agenda on coal for inclusion in the Waterberg
Mining Strategy. Lephalale Municipality must be part of this consensus.
5.5
Engage Kumba Resources in order to find areas where Project Phoenix
(extending the life of Thabazimbi Iron Ore Mine) can be supported.
Discussions with TIL and DME (and possibly Kumba Resources) to fast track
the development of the Molendraai Vanadium deposit, are also imperative.
5.6
Arrange a discussion with De Beers in Limpopo to discuss the draft
mining strategy and options for new diamond mining development on the
back of all the current exploration activity.
5.7
Discuss the mining strategy process and content with dimension stone
manufacturers and give them an opportunity to make comments and
recommendations.
5.8
Form a better understanding of development opportunities for chrome
in Waterberg District through discussion with the Council for Geoscience and
Anglo Platinum (on chromite tailings).
5.9
Include the recovery of tin residues from old mine dumps as a project
in the next phase of the mining strategy formulation process.
5.10 Engage DWAF with regard to the water development plan for
Mokopane and how the deficit will be addressed.
5.11 Form a workgroup comprising WDM, the Department of Labour in
Limpopo and the Mining Qualifications Authority to map out a joint agenda
for mining skills development in the Waterberg District.
38
5.12 Establish a procurement initiative for Black economic empowered
suppliers in Waterberg District and facilitate the necessary business
development support in order to promote sustainability at the required
standards of performance. This will become one of the projects in phase four
of the mining development strategy formulation process.
5.13 Incorporate the work of the town planning consultants in Mapela into
the District and the Mokopane Spatial Development Plans and replicate this in
other rural areas where land-use management interventions are required.
5.14 Complete the section on the regional integration of mining with
neighbouring provinces and countries.
39
ANNEXURE ONE
Information on Prospecting in Waterberg District
FARMNAME
NO
REGDIST
Status
Comodity
Application
BRONKHORSTFONTEIN
42
LR
Accepted
All minerals
KRONE
104
MS
Granted
All types of Diamond
PR conv
ROSENDALE
221
MR
Granted
Copper
Prospecting Right
ECARTE
156
LQ
Accepted
coal
Prospecting Right
GRAAFF REINET
179
LQ
Accepted
coal
Prospecting Right
HARDEKRAALTJE
212
LQ
Accepted
coal
Prospecting Right
ARNHEM
432
LR
Accepted
diamond (all)
Prospecting Right
REWARD
435
LR
Accepted
diamond (all)
HONEYDEW
86
MR
Accepted
Diamond (Alluvial)
KWARRIEHOEKPOORT
108
MR
Accepted
Diamond (Alluvial)
MODDERFONTEIN
114
MR
Accepted
Diamond (Alluvial)
VLEDERMUISFONTEIN
125
MR
Accepted
Diamond (Alluvial)
Prospecting Right
New Rec
permission
New Rec
permission
New Rec
permission
New Rec
permission
EERSTE GELUK
107
MR
Accepted
Diamond (Kimberlite)
Prospecting Right
BOTTELLANG
115
MR
Accepted
Diamond (Kimberlite)
Prospecting Right
ENKELFONTEIN
124
MR
Accepted
Diamond (Kimberlite)
Prospecting Right
SUMMERFIELD
145
MR
Accepted
Diamond (Kimberlite)
Prospecting Right
MOWBRAY
142
MR
Accepted
Diamond (Kimberlite)
Prospecting Right
KLASENBOSCH
141
MR
Accepted
Diamond (Kimberlite)
Prospecting Right
DOORNKRAAL
15
LR
Accepted
Diamond (Kimberlite)
Prospecting Right
DEPTFORD
16
LR
Accepted
Diamond (Kimberlite)
Prospecting Right
HALLA
23
LR
Accepted
Diamond (Kimberlite)
Prospecting Right
BALTIMORE
22
LR
Accepted
Diamond (Kimberlite)
Prospecting Right
HUGO DE GROOT
116
LR
Received
Diamond (Kimberlite)
BADEN
90
LR
Accepted
Manganese Ore
MELKBOSCH
139
MR
Accepted
Nickel, Copper & Diamond
Prospecting Right
40
FALMOUTH
26
LR
Accepted
Nickel, Copper & Diamond
Prospecting Right
WOOLWICH
13
LR
Accepted
Nickel, Copper & Diamond
Prospecting Right
GOUDA FONTEIN
76
LR
Accepted
Nickel, Copper & Diamond
Prospecting Right
JULIETTA
112
LR
Accepted
Nickel, Copper & Diamond
Prospecting Right
IMMELMAN
119
LR
Accepted
Prospecting Right
MELBOURNE
34
LQ
Accepted
Nickel, Copper & Diamond
Nickel, Copper & Diamond Corundum,
vanadium
MOONLIGHT
111
LR
Accepted
Nickel, Iron, Manganse ore, Copper & Diamond
Prospecting Right
MELKBOSCH
125
LR
Received / Accepted
Nickel, Iron, Manganse ore, Copper & Diamond
Prospecting Right
LILY
47
LQ
Granted
Pgm
Prospecting Right
BEAUTY
56
LQ
Granted
Pgm
Prospecting Right
Prospecting Right
Source: Council for Geoscience Limpopo from Department of Mineral and Energy, Limpopo; 2006
41
ANNEXURE TWO
42
ANNEXURE THREE
MINING DEVELOPMENT STRATEGY: STAKEHOLDER CONSULTATION
WORKSHOP
DATE: 17 MARCH 2006
VENUE: WDM CONFERENCE ROOM IN MODIMOLLE
TIME: 09H00-13H00
ATTENDANCE: SEE ATTENDANCE REGISTER ATTACHED
1.
OPENING
The Municipal Manager, Mr. Parks Sebatjane, opened the workshop and
welcomed all delegates. He emphasised the importance of developmental
government, the achievement of developmental objectives and effective cooperation between the public and private sectors for the sake of improved
living standards for all citizens.
The Manager Planning, Mr. Bali Mamabolo indicated that the purpose of the
workshop is to describe the role of various stakeholders in promoting
accelerated mining development in the Waterberg District. This is part of
process to formulate and implement a mining development strategy for the
district, which in itself is part of a broader initiative to realize the
considerable development potential within the District. This broader initiative
emanates from the Limpopo Growth and Development Strategy in which
platinum and coal mining, as well as the petro-chemical industry, are
identified as primary competitive clusters for value chain development within
the Waterberg District.
2.
INTRODUCTION OF DELEGATES
Delegates introduced themselves. Names and contact details are reflected
on the attached attendance register.
3.
OVERVIEW OF POLICY CONTEXT AND CURRENT MINING
SITUATION
Mr. Glen Steyn gave an overview of the current mining policy environment as
contained in the first phase document of the WDM Mining Development
Strategy. The five main observations were that:
 WDM is obliged in terms of the Mineral and Petroleum Resources
Development Act to promote mining development in its area by way of
network and relationship building,
 WDM should promote local BEE in the context of the Mining Charter,
which in itself is silent on the geographic distribution of beneficiaries,
 Platinum and coal, which is where the mining potential of the
Waterberg lies, are two of the seven competitive cluster value chains
43
that are being promoted by the Limpopo Growth and Development
Strategy,
 Mining development and the associated public sector interventions,
such as water provision, road construction and skills improvement, are
reflected as priorities in the WDM IDP and LED documents, and
 Government support for geomagnetic exploration was an effective
incentive for mining development in South Australia, which serves as a
useful case study for WDM.
With regard to the current mining situation it was emphasised that
commodity sales appear to have stagnated at approximately R11 billion per
year from 2001 to 2004. Platinum is by far the most dominant commodity,
accounting for almost 84% of sales, followed by coal (11%) and iron ore
(4%). A range of other commodities, including diamonds and dimension
stone, are together responsible for the remaining 1% of sales. The expected
life of Thabazimbi Iron Ore Mine is limited to another 8 years.
Employment in the mining sector in WDM is also declining, from 14,857
persons in 1996 to 13,323 in 2001. The decline is particularly acute in
Thabazimbi Municipality. Mogalakwena and Lephalale Municipality’s reflect
an increase in mining employment, but not sufficient to offset the decline in
Thabazimbi.
Capital expenditure to maintain mining operations is ongoing, but very little
is currently being invested in new mining development.
The conclusion from the current mining assessment is that the business as
usual scenario does not point towards a greater developmental role for the
mining sector in the short to medium term. If anything, the role of the
mining sector appears to be declining in the context of the Waterberg district
economy. A deliberate and carefully considered intervention will be required
if the business as usual scenario is to be effectively changed.
4.
OPPORTUNITIES FOR DEVELOPMENT
4.1 New Mining
It was pointed out that opportunities for development could be found in the
following mining commodities in the sequence in which they are reflected
below:
 Platinum Group Metals
 Coal
 Iron Ore
 Dimension Stone
 Chrome
 Tin and fluorite.
44
4.2 Upstream Business Development
Mr J Streuders from Decti Rating Agency gave a brief background on the
South African Mining Procurement Potential Forum (SAMPPF). He indicated
statistics showing that only an insignificant percentage of procurement in the
mining sector in Limpopo came from HDSA. This was mainly for the supply of
routine services such as security and cleaning. He recommended that a
Mining Procurement Strategy be developed, which will enable HDSA to supply
Leverage Commodities. Northern Cape has already achieved some successes
in this regard.
5.
CHALLENGES TO MINING DEVELOPMENT IN WDM
5.1 Water
DWAF Planning Engineer, Mr. Ockie van den Berg, indicated the need to for a
Strategic Environmental Impact Analysis before any mining development is
embarked upon. He gave a presentation on the development of water
resources in WDM. The two main projects currently underway are the
Olifants River Water Transfer and the Mokolo River Augmentation. A water
deficit is anticipated in Mogalakwena Municipality from 2007, which is
expected to escalate to 18 million cubic meters of water by 2025.
The preliminary programme for the Mokolo River Augmentation Project is for
construction to commence in April 2008 and for the commissioning of the
new facilities in July 2010.
5.2 Roads
Mr Jerome Maimele gave an overview of roads, their condition and amounts
required to surface them. He indicated that it will require R15 billion to
surface roads in support of mining development in WDM. The RAL priorities
in WDM for the next five years are:
 Bakenberg to N11
 Marken to Gilead
 Repairs to Kloofpas Bridge
 Dwaalboom to the new PPC Mine, and
 Bela Bela to Koedoeskop.
The Northam road has just been completed and the Lephalale to Modimolle
road is to be transferred to the National Roads Agency.
5.3 Skills Development
Mr Billy Attard, Ms Seema Harmse and Mr Keith Charles presented on the
National Skills Strategy and the Mining Qualification Authority contribution to
the Waterberg Mining Strategy. The indication was that there are funding
windows under the NSF which could support the strategy. A port of call would
be the local labour centre of the DOL. On the other hand the MQA can only
use mandatory grants for employers and discretionary grants for NGO’s and
other skills development efforts related to mining.
It should be noted that the NSF has other funding windows e.g for
stakeholder capacity building. There are also other Seta’s which could be
45
relevant to assist from their discretionary grants in the development of skills
for areas falling within their scope of operation. which may be complimentary
to mining while falling outside the MQA.
5.4 Research and Development
Dr. Declan Vogt, the Competency Area for Mining at CSIR, confirmed the
mining potential in WDM in the commodity sequence that was indicated
above. Within the mining value chain, the Council for Geoscience is the
primary research institution for exploration, the CSIR for extraction, Mintek
for processing and the CSIR again for product development. DME has a
sustainable development for mining programme and Mintek has a Mineral
Economic Strategy Unit. Dr Vogt confirmed that although research and
development programmes have a long term focus, these processes can
contribute significantly to the mining strategy for WDM.
6.
STAKEHOLDER COMMENTS
6.1
Mr Mhleli Nkuna from The Oaks Mine indicated that their only source of
water is a borehole. This is causing a confrontational relationship with local
farmers.
6.2
A representative from Angloplat expressed the need for local
government facilitation with regard to interactions between mines and local
communities (including traditional authorities). Leadership from government
is also required in terms of town planning, housing and recreational facilities
development within settlements that are located within the proximity of
mines. This is essential in an attempt to retain scarce skills in rural areas.
6.3
A representative from the Department of Economic Development and
Tourism in Limpopo emphasised the importance of closer co-operation
between stakeholders to emulate the successes achieved in Northern Cape.
6.4
A representative from the Premier’s Office in Limpopo stressed the
need for business development support to promote the sustainability and
success of local small enterprises upstream in the mining value chain.
6.5
Other participants suggested that stakeholders such as Eskom, Mintek,
Spoornet and development finance institutions should be included in the
mining development strategy formulation process.
7.
RECOMMENDATIONS AND CONCLUSIONS
7.1
A Waterberg District Mining Cluster Working Group will be established
from stakeholders to review the mining strategy formulation process
and to pursue the issues that were raised in the presentations during
the workshop. This approach is consistent with the recommendations
of the Limpopo Growth and Development Strategy and with the
Limpopo Mining Summit, specifically with regard to competitive cluster
46
promotion. It is also consistent with the successful strategic mining
sector development approach that was adopted by South Australia.
7.2
The Waterberg District Mining Cluster Working Group will present its
findings to a broader stakeholder forum for the mining sector that will
include the delegates at the workshop, as well as the institutions that
were recommended for inclusion.
47
ANNEXURE THREE: ATTENDANCE REGISTER FOR THE FIRST MINING STRATEGY WORKSHOP
1.
NAME
Livhu Nengovhela
MQA
ORGANIZATION
2.
Mayimela S.J.
RAL
3.
Johan Streuderst
SAMPPT
4.
Bernie Badenhorst
DWAF (Polokwane)
5.
Ockie van den Berg
DWAF (Pretoria)
6.
Galia Doudenska
DWAF (Pretoria)
7.
Siliga N.R
Waterberg D. Municipality
8.
Sutume Lethole
Waterberg D. Municipality
9.
Makamatleng N.J
LEDET
10.
Charlotte Well
11.
12.
Laurentia
Kwenaesele
Keith Charles
Platinum Mile 594INV.pty
Ltd
Platinum Mile 594INV.pty
Ltd
MQA
13.
Gibson Nyanhongo
Labour
14.
Ratau T
LEDET
15.
H.E Maitsapo
Waterberg D. Municipality
16.
Pheeha M.T
Office of the Premier
TEL
011 630
3503
015 297
6433
012 807
3141
015 290
1218
012 336
8613
012 336
8492
014 7171
344
014 7171
344
014 717
1344
014 787
0333
014 787
0333
011 630
3500
014 717
1046
082 802
3236
014 7171
344
015 287
6044
FAX
011 832 1044
E-MAIL
livhun@mqa.org.za
015 297 6789
mayimelasj@ral.co.za
012 807 2369
jdstreud@mweb.co.za
015 295 3250
badenh@dwaf.gov.za
012 336 7399
vdberg@dwaf.gov.za
012 336 7399
galiad@dwaf.gov.za
014 717 3886
nsiliga@waterberg.gov.za
014 717 3886
slethole@waterberg.gov.za
014 717 3886
makamatlengnj@ledet.gov.za
014 787 0332
chromite@lantic.net
014 787 0332
chromite@lantic.net
011 832 1027
keithc@mqa.org.za
014 717 1051
gibsonnyanhongo@labour.gov.za
295 4863
rataut@ledet.gov.za
014 717 3886
hmaitsapo@waterberg.gov.za
015 291 2620
pheehat@premier.norprov.gov.za
48
17.
Makwana M.I
Waterberg D. Municipality
18.
Lebopa N.E
LEDET
19.
Zara Marais
Urban Econ
20.
Declan Vogt
CSIR
21.
Percy Mongalo
Glen Steyn & Associates
22.
Hanyani Ngobeni
Glen Steyn & Associates
23.
Glen Steyn
Glen Steyn & Associates
24.
Seema Harmse
Dept of Labour
25.
Billy Attard
Dept of Labour
26.
Hawie Viljoen
27.
Mhleli Nkuna
Glen Steyn &
Associates/BPS
The Oaks
28.
Sebatjane Parks
Waterberg D. Municipality
29.
Mamabolo B
Waterberg D. Municipality
30.
Makboba M
Waterberg D. Municipality
31.
Magale Ms
Mogalakwena
014 7171
344
083 383
3354
012 342
8686
011 258
0213
015 291
3021
015 296
0361
015 296
0361
015 290
1656
015 290
1641
012 564
5531
014 767
3009
014 7171
344
014 7171
344
014 7171
344
015 491
9632
014 717 3886
imakwaana@waterberg.gov.za
014 717 5200
lebopa@ledet.gov.za
12 342 8688
zara@urban.econ.com
011 726 5405
dvogt@csir.co.za
015 291 3021
makgoba@worldonline.co.za
015 296 0363
hanyani@econosec.co.za
015 296 0363
glen@econosec.co.za
015 290 1661
Seema.harmse@labour.gov.za
015 290 1740
Billy.attard@labour.gov.za
012 253 5019
hw@bpsbizdesigns.co.za
014 767 5368
Mhleli.nkuna@debeersgroup.com
014 717 3886
ekelly@waterberg.gov.za
014 717 3886
bmamabolo@waterberg.gov.za
014 717 3886
mmakgoba@waterberg.gov.za
015 491 9755
magalem@mogalakwena.gov.za
49