Diversity refers to all the things that make individuals different to one another, including, but not limited to the aspects of, gender, ethnicity, religion, culture, language, disability and age. Paladin values diversity within its workforce, and thus holds a commitment to the value of equality and treating one another with respect. Paladin has a Diversity Policy [35] which documents the Company’s commitment to workplace diversity and recognises the benefits arising from the recruitment, development and retention of a talented, diverse and motivated workforce. Paladin’s Board has responsibility for reviewing all matters contained within the Diversity Policy. No incidents of discrimination on diversity matters were reported during the reporting period.
Paladin is conscious of the importance of ensuring a gender balance in its workforce and providing employment opportunities locally and regionally wherever possible. Paladin’s Australian operations had a total of 22 employees at the end of the reporting period, of which 35% are females. There is a low percentage of females employed at the African mine sites, particularly in Malawi (6.7%), due to the cultural and educational challenges and the mine being on care and maintenance. A breakdown of the workforce at LHM and KM is presented in Table 18.
Table 18: Workforce Breakdown (as at 30 June 2016)
|
|
LHM
|
KM
|
|
2015/2016
|
2014/2015
|
2015/2016
|
2014/2015
|
|
Employees
|
|
# Total Employees
|
360
|
344
|
178
|
236
|
|
Employment Type & Contract
|
|
# Permanent Full-time Employees
|
339
|
344
|
172
|
215
|
|
# Temporary Part-time Employees
|
21
|
0
|
6
|
21
|
|
Indicators of Diversity
|
|
Females as % of Total Employees
|
16%
|
17%
|
6.7%
|
10%
|
|
Nationals as % of Total Employees
|
87%
|
94%
|
95%
|
89%
|
|
Contractors
|
|
# Total Contractors
|
645
|
722[36]
|
40
|
39
|
|
Short-term vs. Long-term
|
|
# Short-term Contractors
|
187
|
210
|
36
|
36
|
|
# Long-term Contractors
|
458
|
512
|
4
|
3
|
|
Indicators of Diversity
|
|
Female as % of Total Contractors
|
|
5%
|
8%
|
2%
|
The ASX Corporate Governance Council’s Principles and Recommendations require that companies set ‘measurable objectives’ for achieving gender diversity and report against them on an annual basis. Paladin has developed gender-related and other diversity objectives, as outlined in Table 19, which are reviewed and updated on a regular basis. The status as at the end of the reporting period of achieving the objectives is also shown in Table 19.
Table 19: Measurable Diversity Objectives
|
Objective
|
Outcome (as at June 2016)
|
|
Review Diversity Policy annually.
|
Reviewed and remained unchanged.
|
|
Undertake an annual gender pay audit to ensure equity in remuneration practices.
|
This was undertaken as part of the annual salary review process.
|
|
Report annual data across the Group on diversity in the workforce.
|
Commenced in 2012 and ongoing.
|
|
Encourage training and development to assist in furthering career goals.
|
175 females participated in educational initiatives during the reporting period.
|
|
Develop and implement flexible working arrangements to support employees’ personal or family commitments whilst continuing in employment.
|
The Company provides employees with flexible working arrangements and paid parental leave together with a financial incentive paid on return to work. Females participated in flexible work arrangements group wide.
|
|
When the Board next recruits for an independent Non-executive director, at least one woman must be included in the list of potential candidates.
|
Ongoing.
|
|
Initiate diversity training and awareness across the Group.
|
All Managers completed training during FY 2015, aim is for all employees to be trained by end of FY 2017.
|
LHUPL is compliant with all requirements of the Namibian Affirmative Action Act and has a consultative forum which is an integral part of its affirmative action strategy. LHUPL is also committed to, and fully supports, the policy of equal opportunity employment and non-discrimination through its measurable Affirmative Action Plan. The Affirmative Action Report statistics for the 2015 and 2016 calendar years are shown in Table 20.
Table 20: LHU Affirmative Action Report Statistics
|
Employees
|
CY 2015
|
CY 2014
|
|
Female Employees
|
19.6%
|
18.7%
|
|
Historically Racially Disadvantaged Employees [37]
|
88.6%
|
89.3%
|
|
Non-Namibians
|
11.4%
|
1.7%
|
|
TOTAL EMPLOYEES
|
360
|
363
|
CY- Calendar Year
LHUPL remains committed to moving towards a workforce with an improved gender balance as per the Company’s Polices. During the reporting period, females made up 16% of the total number of employees (Table 18) and 22.2% of the Senior Management team (Table 21) at LHM.
Due to cultural and educational issues in Malawi, the percentage of female employees at KM is quite low at approximately 6.7% overall, with 0% of the Senior Management being female.
The breakdown of gender and age of the LHUPL and PAL Boards and the various employee categories at LHM and KM are shown in Tables 21 and 22, respectively
Table 21. Governance and Employee Categories by Gender and Age at LHM
| |
LHUPL Board Number (%)
|
Senior Management[38] Number %
|
Management[39] Number %
|
Professional[40] Number %
|
Skilled[41]
Number %
|
Unskilled[42]
Number %
|
|
|
2015/2016
|
2014/2015
|
2015/2016
|
2014/2015
|
2015/2016
|
2014/2015
|
2015/2016
|
2014/2015
|
2015/2016
|
14/15
|
2015/2016
|
2014/2015
|
|
Total
|
4
|
4
|
9
|
10
|
18
|
19
|
29
|
29
|
151
|
124
|
153
|
162
|
|
Gender
|
|
Male
|
4
100%
|
4
100%
|
7
78%
|
8
80%
|
17
94%
|
17
89%
|
17
59%
|
18
62%
|
129
85%
|
104
86%
|
131
86%
|
137
85%
|
|
Female
|
0
0%
|
0
0%
|
2
22%
|
2
20%
|
1
6%
|
2
11%
|
12
41%
|
11
38%
|
22
15%
|
20
14%
|
22
14%
|
25
15%
|
|
Age
|
|
>30 years of age
|
0
0%
|
0
0%
|
0
0%
|
0
0%
|
0
0%
|
0
0%
|
12
41%
|
10
34%
|
36
24%
|
24
19%
|
73
48%
|
91
56%
|
|
30-50 years of age
|
1
25%
|
2
50%
|
2
22%
|
4
40%
|
14
78%
|
18
95%
|
15
52%
|
17
59%
|
98
65%
|
87
70%
|
78
51%
|
69
43%
|
|
>50 years of age
|
3
75%
|
2
50%
|
7
78%
|
6
60%
|
4
22%
|
1
5%
|
2
7%
|
2
7%
|
17
11%
|
13
11%
|
2
1%
|
2
1%
|
Table 22. Governance and Employee Categories by Gender and Age at KM
| |
PAL Board
Number (%)
|
Senior Management
Number %
|
Management Number %
|
Professional
Number %
|
Skilled
Number %
|
Unskilled
Number %
|
|
|
2015/2016
|
2014/2015
|
2015/2016
|
2014/2015
|
2015/2016
|
2014/2015
|
2015/2016
|
2014/2015
|
2015/2016
|
2014/2015
|
2015/2016
|
2014/2015
|
|
Total
|
4
|
4
|
3
|
5
|
11
|
10
|
10
|
10
|
54
|
147
|
101
|
64
|
|
Gender
|
|
Male
|
4
100%
|
4
100%
|
3
3%
|
4
80%
|
11
100%
|
10
100%
|
8
80%
|
7
70%
|
51
94%
|
140
95%
|
94
94%
|
52
81%
|
|
Female
|
0
0%
|
0
0%
|
0
0%
|
1
20%
|
0
0%
|
0
0%
|
2
20%
|
3
30%
|
3
6%
|
7
5%
|
7
7%
|
12
19%
|
|
Age
|
|
>30 years of age
|
0
0%
|
0
0%
|
0
0%
|
0
0%
|
0
0%
|
0
0%
|
0
0%
|
2
20%
|
4
7%
|
14
10%
|
12
12%
|
16
25%
|
|
30-50 years of age
|
1
25%
|
1
25%
|
0
0%
|
2
40%
|
9
82%
|
8
80%
|
10
100%
|
8
80%
|
46
86%
|
112
76%
|
82
82%
|
45
70%
|
|
>50 years of age
|
3
75%
|
3
75%
|
3
100%
|
3
60%
|
2
18%
|
2
20%
|
0
0%
|
0
0%
|
4
7%
|
21
14%
|
7
7%
|
3
5%
|
LHM has a high percentage of local/national employees (89%) with a small number of expatriates. At KM there was a high proportion (95%) of local employees during the reporting period due to the reduced number of employees required for the care and maintenance phase. The breakdown of Senior Managers’ and employees’ place of residence (at the local/national level) is outlined in Table 23. At KM Senior Managers are all expatriates due to the lack of suitable expertise among Malawi nationals
Table 23: Proportion of Senior Management and Employees From Host Countries
|
|
LHM
|
KM
|
|
2015/2016
|
2014/2015
|
2015/2016
|
2014/2015
|
|
Senior Management
|
|
# Total Senior Managers
|
9
|
10
|
3
|
5
|
|
# Local/National Senior Managers
|
4
|
5
|
0
|
0
|
|
# International Senior Managers
|
5
|
5
|
3
|
5
|
|
Employees
|
|
# Total Employees
|
360
|
344
|
178
|
236
|
|
# Local/National Employees
|
319
|
324
|
169
|
211
|
|
# International Employees
|
41
|
20
|
9
|
25
|
[35] To view Paladin’s diversity or any other policy or internally developed codes please go to: http://www.paladinenergy.com.au/corporate-governance
[36] Short fixed term contractors have been included in the 2014/15 statistics
[37] As defined in the Namibian Affirmative Action (Employment) Act 1998
[36] Senior Management: Heads of Department, General Managers and above
[39] Management: Employees with Management, Superintendent roles and appropriate Principal roles (i.e. those who manage a team)
[40] Professional: Employees who are degree qualified and not included in the Senior Management and Management categories
[41] Skilled: Employees with trade certificates, supervisors and those with roles requiring a specific experience level
[42] Unskilled: Employees with all other roles
