BCL faces war of talent

Onalenna Kelebeile | Monday August 11, 2014 10:37

Addressing the media recently, Tombale said it is no secret that BCL is the only mine with underground mining skills making it a target for new entrants (underground mines). He said the mine endeavors to attract and retain the right staff in order to enhance business continuity and sustainability but war of talent is a major challenge.

“As other industry players, we continue to face challenges is resourcing for our needs due to shortage of skills in the industry,” he said.

New underground mines coming on stream include, Ghaghoo Diamond mine which is set to be officially opened next month, while Discovery Metals is soon expected to open the Zeta underground mine.

Khoemacau, formerly known as Hana Mining, is also expected to open another underground copper mine in Ngamiland by 2017 while the possibility of Orapa Diamond mine going underground is still being assessed.

Tombale noted that BCL occupies a major strategic position in Botswana’s economy employing about 4500 people with annual revenues of over US$200 million and total assets of US$800 million. He said employees are at the core of BCL’s business. “We strive to ensure availability of requisite human resources, improved employee relations, reduced staff turnover and consequently high levels of commitment, engagement and productivity. We invest in our people throughout their careers offering diverse employment prospects, opportunities for development and competitive rewards and benefits,” he added.

Tombale explained that to achieve targeted skills development, BCL has acquired accreditation of Botswana Qualification Authority for its training schools being ore and metal production school, engineering school and management and supervisory school. He added that they have qualified training officers for each school with training facilities of good standing including a team building and leadership centre. “We also enhanced our commitment to investing in employee development and exercise by introducing a graduate development program that absorbs young graduates for a specified period across all disciplines to mitigate shortage of skills,” he said.

He also said they received positive and encouraging feedback from an employee engagement survey they conducted in 2010. He however said a serious burning platform was a lack in the leadership resolve and capacity to improve on employee engagement, commitment and delivery. “This finding compelled us to build sufficient organisational leadership depth. We then embarked on a journey of leadership development, which included partnering with institutions such as University of Johannesburg. It was a necessary step especially in the year where we are pursuing our ambitious path of transforming from just a mine threatened with closure into a competent and a diversified mining and related products enterprise,” he added.

Tombale was confident that the mine has made significant progress in this area as already 81 managers have undergone a one-year leadership development programme offered in partnership with University of Johannesburg.