Where is marikana

Employees affected by retrenchment are offered the opportunity to acquire new skills to secure their livelihoods. Sibanye-Stillwater takes an approach that focuses on creating local development and business opportunities, including activities beyond mine operations.

With the takeover in , Sibanye-Stillwater agreed to follow up on the eTfS enhanced Together for Sustainability audit process and related open items including the improvement of stakeholder engagement and the pending approval of the proposed Social and Labor Plan Sibanye-Stillwater agreed to undergo a full audit in January BASF participated as an observer in the audit.

Sibanye-Stillwater addressed all audit questions. In general, the auditors observed that Sibanye-Stillwater has sound management systems in accordance with good international industry practice in place, especially concerning health and safety.

Sibanye-Stillwater immediately addressed all major observations. Most were closed by the end of except for those that entail longer term projects such as the construction of a containment dam or a study to analyze sources of heavy metal input. All scheduled actions are either "closed" or "ongoing". There is currently no delay in the implementation of the CAP as of February In terms of social management, the audit team acknowledged Sibanye-Stillwater's significant efforts since the takeover from Lonmin.

On 13 August, 30 miners were delegated to cross the veld field that separated them from another Lonmin platinum mine, Karee, where miners were also undergoing a wildcat strike. The 30 miners were forced by security to turn back without being allowed to meet with miners on the other side. On their way back they were met with a contingent of police. Eye-witness reports say there were about 10 nyalas military police vans and two police trucks.

The police barred their way and told them to lay down their weapons machetes also known as pangas , to which the workers refused, saying they needed the pangas for everyday living in the 'bush'. The police allowed the miners to continue, but once they were about 10 metres away, the police allegedly began to open gun fire rubber bullets and later live ammunition on them, and the miners retaliated. Two policemen and two miners were killed in this battle, and one miner injured severely.

The strike continued despite gaining no support from NUM and receiving no official commitment from Lonmin management to enter into negotiations. The strike was for a wage increase and to address the poor living and work conditions of miners and their families in Marikana. These issues were not formally addressed by the NUM or by Lonmin during the protest. Many of the strikers instead began losing their jobs and the protesters were met with unrelenting hostility by security, the police, and union personnel and management.

Marikana is located near Rustenburg, about km from Johannesburg in South Africa. AQPSA is the operator of the mine. In June , the partners announced their decision to suspend production at the mine due to low platinum prices and high operating costs. The mine has been placed on care and maintenance until economic conditions and low Rand PGM prices improve. At the end of June , 1, people were employed at the mine.

The PGMs produced at the mine include platinum, palladium, rhodium and gold 4E. As of June , the mine holds 1. Measured resources of the mine are estimated at 8. Indicated resources are estimated at 5. Inferred resources are estimated at 1. The Marikana orebody, which measures 1. As at 31 December , Marikana had including tailings The completion of the Lonmin transaction constituted the fourth step in the implementation of our strategy to become an integrated, mine-to-market producer of PGMs in South Africa.

Following a detailed three-month review of the Marikana operation, a restructuring to create an operating footprint with a more sustainable cost structure was successfully concluded in early December After mandatory consultations with affected stakeholders, approximately 3, jobs were retained, with 1, employees exiting normal attrition during the period.

Three generation 1 shafts East 1, West 1 and Hossy reached the end of their reserve lives, resulting in the necessary retrenchment of 1, employees and a reduction of 1, contractors. Integration of service functions continued into