OPERATIONS •
Pexels | Pavel Danilyuk economic development sprung forth from this company , they employed local and unemployed youth . Later , they were granted ESD support to enable them to procure equipment and establish better offices , which greatly improved their business ' s profitability and sustainability . Enterprise development does not necessarily have to come before an opportunity is granted , due diligence is a far greater indicator of success than ESD programme completion . ESD programmes are effective for developing the entrepreneur ; however , in isolation , they are less effective ; they must be backed with opportunities to trade .
So , as we provide more opportunities for black entities , black entrepreneurs need to guard against reliance on one golden goose . Often , the first mining client remains the main source of income , and if anything goes wrong , the entity will collapse . There are many factors that could inhibit growth , such as founder ’ s syndrome ( a fear of relinquishing authority ) and delegation , often limiting business development . When they bid for work , not everyone is willing to give them a chance due to prejudice . As a result , some entities will struggle when their cash cow runs dry . There is a need to adopt better practices on the entrepreneur ' s part to build a healthy pipeline of projects with various clients .
The challenge with the current mining charter is the limitation of localisation . While this is crucial for community upliftment , it limits black entities from working across provinces . It promotes turf wars – a closed procurement system that is less competitive . And this is becoming a challenge for black entities who wish to expand beyond their current domicile .
The approach exemplified by the case study already mentioned demonstrates the success that can arise when decisions are based on merit and risk mitigation . While challenges persist , the mining industry must embrace a
Due diligence is a far greater indicator of success than ESD program completion . mindset shift , viewing black entities not as risks but as essential contributors to economic development .
Entrepreneurs , too , need to invest in their professional development , fostering a growth mindset . The current mining charter ' s limitations on localisation should be addressed to encourage expansion beyond provincial boundaries .
Ultimately , all stakeholders , including mining companies , project managers and supply chain managers , should choose to respect black entities , providing them with the necessary support outlined in a risk-mitigated approach . Everyone has a role to play in fostering a more inclusive and successful mining industry .
Introducing the author : Mbali Milanzi is a co-founder and executive director of a mining project management and technical services consulting firm which is female-led – Tshepa Basadi . She , along with her business partner , has built the business up from an SMME with three employees to a sustainable high-growth company with over 60 employees in 6 years . As an executive director she plays a role in the business strategy implementation , operations management , human resources , business development , finance , sales and procurement as well as compliance . The business has secured long-term , multi-million-rand contracts with major mining organisations . Milanzi holds an MEng in Project Management ; a BSc in Chemical Engineering as well as a PMP from the Project Management institute , with aspirations to occupy board seats in prominent organisations . As an advocate for women empowerment , she participates in Women in Mining conferences as well as panel discussions . Milanzi is a wife , mother of two and as an astute businesswoman seeks to create employment uplifting the lives of young people . •
References 1 . Reference- Mining Industry Transformation Progress Report for
2019 , www . minerals council . org . za