• Group overview
  • Vision and values
  • Scope of report
  • Where we operate
  • Our business and our products
  • Group performance
  • Operations at a glance
  • Chairman’s statement
  • Chief executive officer’s review
  • Ten-year statistics
  • Financial review
  • Engaging with stakeholders
  • Management approach
  • Strategic risk
  • Board of directors

• Performance overview
  • Safety and health review
  • Market review
  • Operational review
  • Mineral Resources and Mineral Reserves –summary
  • Human capital review
  • Socio-economic development
  • Environmental review
  • Awards and achievements
  • Corporate governance
  • Audit and Risk Committee report
  • Independent Assurance Report on Selected Sustainability Information
  • Reporting in line with the GRI
  • Management

• Annual financial statements
  • Forward-looking statements
  • Approval of the annual financial statements
  • Non-GAAP disclosures
  • Shareholder information
  • Reporting in line with United Nations global compact
  • Mining charter compliance index
  • Glossary of terms and acronyms
  • Notice to shareholders
  • Form of proxy [PDF]
  • Notes to the form of proxy [PDF]

Implats has a broad range of stakeholders who have material interests in the business.

These stakeholders have been identified through structured and unstructured processes as well as ad hoc day-to-day interactions at different levels of the organisation.

Implats engages with both internal and external stakeholders, through various designated structures in the organisation tabled below. Internal stakeholders include employees, unions and business partners. External stakeholders span government, the media, financial institutions, suppliers, advocacy groups and others. External stakeholders are primarily engaged through the Group stakeholder engagement and investor relations departments. The frequency and nature of these engagements is determined by the issues raised.

Strategically, Implats focuses on proactively creating, building and maintaining effective relationships with all affected and interested stakeholders.

Due to the nature of our business and the impact we have on our immediate surroundings, communities are considered as important stakeholders. We recognise the symbiotic relationship between the business and the community. Any social issues present in the community have a direct impact on the business, while the way in which we operate and the performance of our business directly influence the livelihoods of these communities.

The types of engagement and material developments in South Africa during the year are summarised below.

Stakeholder engagement in South Africa
	Stakeholder	Type of engagements	Material issues raised	Action taken
	Shareholders and investing community	Annual and quarterly reports, interim results, website, fact sheets, roadshows, presentations and one-on-one conferences	Market performance Metal prices Safety performance	Responses are provided during the engagement process by providing relevant answers and data where available
	Banks, funders, insurance companies	Equity, debt and insurance engagements	No material issues raised
	Media	Electronic, print, radio and television	Safety performance Operations efficiency	Dealt with through Investors Relations and media releases
	Government – national, provincial, local	Close liaison with and reporting to national, provincial, district and local government	Feedback on SLP performance Safety performance	Formal presentations have been given during the visits and meetings
	Non-governmental organisations (NGOs), community-based organisations (CBOs), and concerned groups, Chamber of Mines, North West Air Pollution Control Forum, Benchmarks Foundation (organises stakeholder meetings and symposiums)	Public open days on mines, environmental hotline, community liaison offices, publications	Issues relating to the impact of mining on the environment, health and implementation of socio-economic projects	Issues addressed through stakeholder engagement forums Monthly, quarterly meetings held as scheduled
	Traditional council leadership and land owners	Community stakeholder forums, meetings with traditional council leadership on request, one-on-one meetings	Employing local community members, capacitating locals with mining skills, procurement opportunities, land ownership	Statistical updates on these issues provided monthly or quarterly through stakeholder forum and to traditional council leadership as required. Use recognised forums to elaborate on appropriate processes
	Community forums Marula Community Development Agency, business support unit/Future Forum Impala Joint Community Forum	Formal stakeholder forums These forums meet monthly or quarterly	Local employment, preferential procurement, safety, health and environment, skills development and local economic development Legitimacy of community representation	Feedback provided monthly or quarterly in stakeholder engagement forums Community education on legitimate engagement structures. Monthly meetings held to resolve community issues
	BEE partners – Royal Bafokeng Holdings (RBH), Tubatse Platinum, Marula Community Trust, Bakwena Ba Mogopa and Mmakau Mining	Board meetings, community trusts, Transformation Committee, local and steering committees	Lease area agreements Joint prospecting Socio-economic development initiatives Governance/Strategy	These are discussed at Board level and necessary action taken
	Advocacy groups – Chamber of Mines, SAWIMA NBI, SAMDA	Meetings and workshops	Review of mining charter and understanding of targets	Provided input to mining charter review
	Suppliers	Suppliers’ forums, equipment forums, presentations and workshops	Confusion caused by difference between broad-based (BBBEE) transformation requirements and narrow-based requirements of mining charter. Implats is subject to BEE requirements as per mining charter	Interviews with critical (strategic) suppliers on transformation requirements, followed by letter explaining requirements when requested
	BEE suppliers – Small, medium and micro enterprises (SMMEs) and co-operatives	Mentorship and business training	Procurement opportunities	Business support unit is in place to mentor and provide assistance in order to advance enterprise development
	Customers – Representative office in Tokyo	Relationships maintained with key long-term customers through personal visits, quality control, and regular meetings	Customer complaints on product	Reviewed and resolved through the quality management system All rectified and necessary feedback provided
	Producer associations – Steelpoort Valley Producers’ Forum, Western Limb Producers’ Forum; Chamber of Mines in South Africa	Responses to national issues relating to legislative and policy interactions	Electricity supply Water quality and quantity Transport and road infrastructure	Industry collaboration on managing risks
	End-users	Beneficiation programme	No material issues raised
	Employees	Social economic development committee, health, safety and environment steering committee and other mine-based committees, One team, one vision, with pride programme, Group in-house publications, reports, presentations and roadshows, relevant mine-based committees and publications, intranet	Wage dispute resulting in strike action Job security	Realigned our employee engagement structures and building capacity/thrust to effectively resolve disputes Introducing cost containment and performance measures to mitigate against job security risks
	Trade unions – NUM, UASA	Socio-economic development programme, collective bargaining, operational forums	Wage dispute – housing and transport allowance Safety performance	Constituted a joint task team and will be putting forward proposals during next wage negotiations in 2011 Ongoing communication, particularly on safety, health and transformation