Impala Platinum Communication Plan

Examination Project:
Strategic Communication Framework and Communication Plan
Group 3: Key issues related to the dress code of female employees
By
Miss, M Beyer 13096215
0827285753
MarilieBeyer@gmail.com
Mr, A Mabaleka 12037461
0760391664
u12037461@tuks.co.za
Miss, J Oosthuizen 13213556
0727512367
jacoleneo@gmail.com
Miss, L van Tonder 13057163
0824172696
U13057163@tuks.co.za
Miss, E van Zyl
GROUP LEADER
13090586
082 5000 559
vanzylelize@gmail.com
Integrated Practical Communication Project
(KOB 356)
in the
DIVISION OF COMMUNICATION MANAGEMENT
FACULTY OF ECONOMIC AND MANAGEMENT SCIENCES
UNIVERSITY OF PRETORIA
Lecturer:
Ms A Leonard
Date of submission:
2015-09-08

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Executive Summary
The purpose of the planned strategy and implementation activities is to create an
organisational culture of gender equality and equal treatment of male and female
employees in the mines and offices. Special attention was also paid to safety and
protection-, as well as dress code policies, in order to create a work environment conducive
to optimal performance –helping employees reach their full potential. Implementing these
planned changes will increase employee productivity, as well as boosting morale in the
organisation and improving the quality of interpersonal relations between employees
(especially male-female interaction).
In depth research was conducted in order to identify all issues relating to the overall
problem of dress code in the organisation, as it relates to female employees. Through the
research conducted we identified four sub-issues relating to female dress code in the
organisation.
Firstly: challenges related to personal protective equipment (PPE). For this sub-issue the
communication goal is to inform all (male and female) mine workers about the obstacles
current PPE poses to female mine workers and the changes that will be made to PPE in
order to ensure the safety of female mine workers as much as it is done for males. This will
be done by running a “Dress for Success)-campaign, during which all female employees will
wear pink hard hats to raise awareness of female safety in the mines. Brochures will be
distributed to all mine workers to inform them of the PPE requirements for female
employees and how they differ from those for men, as well as explaining the changes made
to PPE. Posters with the “Dress for Success” campaign slogan and information will be
posted at all mine sites and surrounding areas.
The second sub-issue identified is organisational challenges regarding gender discrimination
via dress code requirements. In order to solve this issue, the “Empowering Women
Together”-campaign will be run to involve, engage and align top management in eliminating
discrimination against women in the mine. In order to align top management with this
campaign, a kick-off meeting will be held featuring a live presentation to clearly explain
their roles and responsibilities in the implementation process –as well as communication
messages which will be released for empowering women in the mine.
The “Uniting Leaders through Equality”-campaign will raise awareness about sexual equality
and professionalism in the workplace, among unions representing both male- and female
employees. The purpose of the campaign is to implement a dress code that adheres to

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organisational values of respect and care, in order to re-adjust employees’ focus to the job
at hand –instead of distractions and fraternising with co-workers. The message of this
campaign will be delivered to trade unions by hosting a press conference to explain Impala
Platinum Mine’s objectives and implementation activities for the new dress code policies.
The final issue of functional dress code in the office will be addressed by hosting a
“Confidently Functional”-workshop, which will educate female office employees on
balancing fashion with function when dressing for work. This event will also be used as an
opportunity to hand each female employee a hard copy of the new dress code policy and
answering any questions regarding dress code in the organisation.
We were provided with a budget of R 224 930.50 (R 250 000 minus a contingency of 15%)
of which we used a total of R 192 199.50 for the overall strategy and its implementation
activities.

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Assessment Form: Examination Project
EXECUTIVE SUMMARY[5]
[Length: 1.5-2 pages (max.)] – 500-600 words
 Summary of main motivation for strategy and
plan
 Underlying goal and communication objectives
explained (very brief summary)
 Mention of:
 Main event(s)/activities planned
 Highlights of research done/to be done
 Overall budget
0 1 2 3 4 5
PART 1: CONSULTING FIRM
ELEMENTS IMPORTANT
1. CORPORATE NAME
These elements will not be evaluated in the exam, but they
are important. Include all the recommended corrections
here.
1.1 Name and brief explanation for choice of name for
consulting firm
1.2 Vision and mission statement of consulting firm
1.3 Roles and responsibilities within consulting firm
(Figure 1: Organisational structure)
1.4 Visual corporate identity elements (Logo) and
Explanation
1.4.1 Homepage of corporate website
1.4.2 Letterhead
1.4.3 Business Card
1.4.4 Facebook page
1.4.5 Twitter handle

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PART 2: STRATEGIC FRAMEWORK [70]
ELEMENTS MARKS
2. ANALYSIS OF INTERNAL ENVIRONMENT[20]
2.1 Corporate profile, vision and mission statements 0 1 2 3
2.2 Corporate structure
(Figure 2: Organisational structure)
0 1 2
2.3 Corporate culture and values 0 1 2 3 4 5
2.4 Corporate strategy 0 1 2 3 4 5
2.5 Expectations about role of communication function
2.6 Description of current communication function
(Figure 3: Structure of current communication
function)
0 1 2 3 4 5
3. STRATEGIC PROBLEM ANALYSIS [50]
3.1 Communication issue analysis
(Table 1: Analysis, prioritisation and implications of
issues)
0 4 8 12 16 20
3.2 Stakeholder analysis
(Figure 4: Stakeholder map)
0 4 8 12 16 20
3.3 Emerging issues/activist analysis and
consequences
(Table 2: Emerging issues/activists and
consequences)
0 1 2 3 4 5
3.4. Analysis of current media
(Table 3: Current internal media)
(Table 4: Current external media)
0 1 2 3 4 5
TECHNICAL AND STRUCTURAL
Document structure and style:
Refer to detailed requirements and guidelines
Editing:
Refer to detailed requirements and guidelines
Marks awarded for these elements are reflected in the total
at the end of this project.
SUBTOTAL - PART 2: /70
Comments:

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PART 3: COMMUNICATION PLAN [110]
ELEMENTS MARKS
4. BROAD APPROACH TO COMMUNICATION SOLUTIONS[15]
4.1 General direction of communication strategy 0 1 2 3 4 5
4.2 Goals, stakeholders and messages
(Table 5: Communication goals, objectives,
messages and slogans)
0 2 4 6 8 10
5. IMPLEMENTATION STRATEGY AND ACTIVITIES [25]
Four implementation strategies (including a special event)
(Table 6: Implementation activities)
0 5 10 15 20 25
6. MEDIA PLANNING FOR IMPLEMENTATION ACTIVITIES [15]
(Table 7: Media planning) 0 2 4 6 8 10
7. SCHEDULING [20]
7.1 Broad phases of project
(Table 8: Chronological order of planning)
0 2 4 6 8 10
7.2 Specific activity(-ies)/event(s) checklist
(Table 9: Activity[-ies]/special event[-s] master
checklist[-s])
(Table 10: Guest list for central activity/special
event)
0 2 4 6 8 10
8. EVALUATION RESEARCH [15]
8.1 Formative evaluation 0 2 4 6
8.2 Summative evaluation 0 3 6 9
9. BUDGET [15]
(Table 11: Complete budget)
Notes to budget
0 3 6 9 12 15
SUBTOTAL - PART 3: /110
Comments:

vi
TECHNICAL REQUIREMENTS [15]
Document structure [5]
 Cover page
 Executive summary
 Assessment sheet
 Declaration regarding plagiarism (signed by all)
 Table of contents
 “Body” of document
 References (if used)
 Annexures (if applicable)
0 1 2 3 4 5
Technical editing (layout and format) [5]
Numbering of pages:
 Cover page not numbered
 “Preliminaries”: Roman numerals (lower case)
 “Body”: Normal numbers
Table of contents:
 Line spacing 1.5
 Formatting (alignment of heading/subheadings
and their numbers; alignment of page numbers
within the right hand margin)
“Body”:
 Formatting of headings and subheadings
 Numbering of headings and subheadings
 Alignment of numbers
 Headings and subheadings aligned
 “Justified”
 Line spacing 1.5, Franklin Gothic Medium, 12pt
Tables and figures:
 10pt font size and single line spacing
 Correctly numbered and named
 Names correlated 100% with those listed in Table
of contents
0 1 2 3 4 5
Language editing [5]
 Grammar, syntax, spelling, punctuation. etc.
 Writing style (sentence and paragraph length,
active voice, objective style, etc.)
 UK English used throughout
 Formal style and vocabulary
0 1 2 3 4 5
SUBTOTAL: /15
TOTAL: /200

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COMMUNICATION MANAGEMENT
Declaration Regarding Plagiarism
The Division of Communication Management emphasises integrity and ethical behaviour with regard to the preparation of
all written assignments.
Although the lecturer will provide you with information regarding reference techniques, as well as ways to avoid
plagiarism, you also have a responsibility to fulfil in this regard. Should you at any time feel unsure about the
requirements, you must consult the lecturer concerned before submitting an assignment.
You are guilty of plagiarism when you extract information from a book, article, web page or any other information source
without acknowledging the sourceand pretend that it is your own work. This does not only apply to cases where you quote
verbatim, but also when you present someone else’s work in a somewhat amended (paraphrased) format or when you
use someone else’s arguments or ideas without the necessary acknowledgement. You are also guilty of plagiarism if you
copy and paste information directly from an electronic source (e.g., a web site, e-mail message, electronic journal article,
or CD-ROM) without paraphrasing it or placing it in quotation marks, even if you acknowledge the source.
You are not allowed to submit another student’s previous work as your own. You are furthermore not allowed to let
anyone copy or use your work with the intention of presenting it as his/her own.
Students who are guilty of plagiarism will forfeit all credits for the work concerned. In addition, the matter will be referred
to the Committee for Discipline (Students) for a ruling. Plagiarism is considered a serious violation of the University’s
regulations and may lead to your suspension from the University. The University’s policy regarding plagiarism is available
on the Internet at http://www.library.up.ac.za/plagiarism/index.htm.
For the period that you are a student at the Department of Marketing and Communication Management, the following
declaration must accompany all written work that is submitted for evaluation. No written work will be accepted unless the
declaration has been completed and is included in the particular assignment.
Declare the following:
1. We understand what plagiarism entails and are aware of the university’s policy in this regard.
2. We declare that this assignment is my (our) own, original work. Where someone else’s work was used (whether
from a printed source, the Internet or any other source) due acknowledgement was given and reference was
made according to departmental requirements.
3. We did not copy and paste any information directly from an electronic source (e.g., a web page, electronic
journal article or CD-ROM) into this document.
4. We did not make use of another student’s previous work and submitted it as our own.
5. We did not allow and will not allow anyone to copy our work with the intention of presenting it as his/her own
work.
Student 1 Student 2
I (full names & surname): Marilie Beyer Anthony Mabaleka
Signature:
Student 3 Student 4
I (full names & surname): Jacolene Oosthuizen Lizelle van Tonder
Signature:
Student 5
I (full names & surname): Elize van Zyl
Signature:

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TABLE OF CONTENTS
PART 1: CONSULTING FIRM.....................................................................................................1
1. CORPORATE NAME.............................................................................................................1
1.1 Name and brief explanation for choice of name for consulting firm ....................1
1.2 Vision and mission of consulting firm ......................................................................1
1.3 Roles and responsibilities within consulting firm....................................................2
1.4 Visual corporate identity elements...........................................................................2
PART 2: STRATEGIC FRAMEWORK...................................................................................................6
2. ANALYSIS OF INTERNAL ENVIRONMENT..........................................................................6
2.1 Corporate profile, vision and mission statements ..................................................6
2.2 Corporate structure ....................................................................................................7
2.3 Corporate culture and values....................................................................................8
2.4 Corporate strategy....................................................................................................11
2.5 Expectations about the role of the communication function...............................12
2.6 Description of current communication function....................................................12
3. STRATEGIC PROBLEM ANALYSIS....................................................................................13
3.1 Communication issue analysis ...............................................................................13
3.2 Stakeholder analysis................................................................................................16
3.3 Emerging issues/risks, activists and consequences ............................................18
3.4 Analysis of current media........................................................................................21
PART 3: COMMUNICATION PLAN....................................................................................................23
4. BROAD APPROACH TO COMMUNICATION SOLUTIONS.................................................23
4.1 General direction of communication strategy .......................................................23
4.2 Goals, stakeholders and messages........................................................................24
5. IMPLEMENTATION STRATEGY AND ACTIVITIES.............................................................27
6. MEDIA PLANNING FOR IMPLEMENTATION ACTIVITIES.................................................29
7. SCHEDULING.....................................................................................................................32
7.1 Broad phases of the project ....................................................................................32
7.2 Specific activity (-ies)/event (-s) checklist..............................................................32
8. EVALUATION RESEARCH..................................................................................................37
8.1 Formative evaluation ...............................................................................................37
8.2 Summative evaluation.............................................................................................38
9. BUDGET.............................................................................................................................42

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LIST OF FIGURES
Figure 1: Organisational structure ....................................................................................................2
Figure 2: Organisational structure ....................................................................................................8
Figure 3: Structure of current communication function ...............................................................12
Figure 4: Stakeholder map ..............................................................................................................16
LIST OF TABLES
Table 1: Analysis, prioritisation and implications of issues..........................................................13
Table 2: Emerging issues, risks, activists and consequences ......................................................18
Table 3: Current internal media ......................................................................................................21
Table 4: Current external media......................................................................................................22
Table 5: Communication goals, objectives, messages and slogans ...........................................26
Table 6: Implementation activities .................................................................................................27
Table 7: Media planning...................................................................................................................29
Table 8: Chronological order of planning.......................................................................................32
Table 9: Central activity/special event master checklist..............................................................32
Table 10: Guest list for central activity/special event...................................................................35
Table 11: Budget ..............................................................................................................................42

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PART 1: CONSULTING FIRM
1. CORPORATE NAME
1.1 Name and brief explanation for choice of name for consulting firm
The company is called Dynamic Communications. The term dynamic is defined in a few ways.
First dynamic as a process or system is characterized by constant change, activity, or
progress. We know the environment around us is ever changing and we have to adapt to
those changes to be the best at what we do.
Secondly a dynamic person is defined as someone who is positive in attitude and full of
energy and new ideas, this is exactly what we strive all of our personnel to be.
Finally, dynamic can be defined as a noun, a force that stimulates change or progress within
a system or process. We as Communication Consulting firm want to be a dynamic force.
1.2 Vision and mission of consulting firm
Mission
Our mission is to provide dynamic plans and solutions to our clients that will enable them to
meet their objectives through innovative communication.
To foster long term relationships with our clients, to add value to their communication
structure by having a thorough knowledge of their business strategies and keeping our focus
on the organizations needs
Vision
Our vision is to be the leading communication consultancy in South Africa, by keeping up with
the ever changing corporate environment as well as adapting to the latest trends in corporate
communication and being a force that stimulates change and progress within the world of
communication.

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1.3 Roles and responsibilities within consulting firm
Figure 1: Organisational structure
 President: The president manages the business to make a profit, they take responsibility
for new business development and strategic management of client accounts of the firm.
The president needs to motivate staff and find the right people to balance client
demands.
 Senior Account Executive: Senior account executives facilitate in-person meetings, do
media training to prep clients for difficult interviews and help to win new business
 Account Executive: Account executives are responsible for building relationships with
journalists, analysts, publishers and other influential stakeholders. They write press
releases, media releases and send out pitches to clients.
 Account Coordinator: The Account Coordinator is responsible for writing and compiling
reports, working with media lists, controlling social media and monitoring traditional
media.
1.4 Visual corporate identity elements
Dynamic Communications uses many visual elements in order to create and distinguish its
brand. A logo has been developed that illustrates the professional yet dynamic concept of
President
Elize van Zyl
Senior Account Executive
Lizelle van Tonder
Marilie Beyer
Account Coordinator
Anthony Mabaleka
Account Executive
Jacolene Oosthuizen

3
change, progress and innovation that the firm displays in both its name and through the
communication and corporate services we offer. The use of multiple colours (red, green, blue,
yellow and purple) further contributes to the illustration of vibrant and creative
communication solutions that the firm aims to deliver. The manner in which these colours
and graphic symbols are presented distinguishes the organisation from its competitors and
creates a brand that is recognizable, appealing and prominent to both the public and within
the industry.
1.4.1 Homepage of corporate website
www.dynamiccommunications.co.za

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1.4.3 Business card
1.4.4 Facebook page
Facebook – http://facebook.com/dynamiccommunications
1.4.5 Twitter handle
Twitter – http://twitter.com/dynamiccommunications – a.k.a.
@dynamiccommunications

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PART 2: STRATEGIC FRAMEWORK
2. ANALYSIS OF INTERNAL ENVIRONMENT
2.1 Corporate profile, vision and mission statements
Implats is in the business of mining, refining and marketing of platinum group metals (PGMs),
as well as nickel, copper and cobalt. They have an outstanding history of performace and are
continuously working towards becoming the world’s best platinum producing company. The
group produces approximately 22% of the world's supply of primary platinum and in FY2014
produced 2.370 million ounces of PGMs, including 1.178 million ounces of platinum.
Impala Platinum Holdings Limited (Implats), a leading global producer of platinum, produced
1.9Moz of platinum (approximately 25% of global supply) and 3.6Moz of platinum group
metals (PGMs) for the 2008 financial year.
Implats’ mining interests are located on the two most significant known PGM-bearing
orebodies in the world: the Bushveld Complex in South Africa and the Great Dyke in
Zimbabwe:
In South Africa, these are located on the western limb of the Bushveld Complex (Impala
Platinum and the Leeuwkop project) and on the eastern limb (Marula Platinum and Two
Rivers Platinum). Impala and Marula are managed by Implats, while the Two Rivers joint
venture is operated by Implats’ partner, African Rainbow Minerals (ARM). Impala Platinum
comprises Impala Rustenburg (mining and smelting operations) and Impala Springs (precious
and base metals refining).
In Zimbabwe, Implats operates Zimplats Holdings and has a joint venture with Aquarius
Platinum in Mimosa Platinum. Zimplats is listed on the Australian Securities Exchange (ASX).
Impala Refining Services uses Impala Platinum’s excess smelting and refining capacity to
process the concentrate and matte produced by the various mine-to-market operations, as
well as material purchased from other companies. Toll-refining is also undertaken on behalf
of other companies. Implats is one of the largest autocatalyst recyclers in the world. Implats
has a primary listing on the JSE (IMP) and a secondary listing on the LSE (IPLA). The company
may also be traded via a sponsored level 1 ADR programme (IMPUY) in the United States. The
group’s head office is located in Johannesburg, South Africa.

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Impala platinum mines strive toward creating an environment for their employees in wich
they can perform and grow. Impala platinum has one goal and that is to be the best in their
industry. To be a leading organisation Impala understands that they need to focus on the
creation of inovative processes, while keeping the safety and need of their stakeholders in
mind. In the vision, mission and value statements of Impala, their will for winning and deep
care for their employees and other stakeholders are clearly reflected.
Vision statement:
To be the world’s best platinum-producing company, delivering superior returns to
stakeholders relative to our peers.
Mission statement:
To safely mine, process, refine, recycle and market our products at the best possible cost
ensuring sustainable value creation for all our stakeholders.
2.2 Corporate structure

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Figure 2: Organisational structure
2.3 Corporate culture and values
 Safeguarding the health and safety of our employees, and caring for the environment in
which we operate.
 Acting with integrity and openness in all that we do and fostering a workplace in which
honest and open communication thrives.
 Promoting and rewarding teamwork, innovation, continuous improvement and the
application of best practice by being a responsible employer, developing people to the
best of their abilities and fostering a culture of mutual respect among employees.

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 Being accountable and responsible for our actions as a company and as individuals.
 Being a good corporate citizen in the communities in which we live and work.
We respectall of our stakeholders, including:
 shareholders
 employees and their representative bodies
 communities within which we operate
 regulatory bodies
 suppliers and customers
 directors and management
 all other interested and affected parties
 the principles of the UN Global Compact
 the laws of the countries within which we operate
 Company policies and procedures
 our place and way of work
 open and honest communication
 diversity of all our stakeholders
 risk management and continuous improvement philosophies
We care:
 for the health and safety of all our stakeholders
 for the preservation of natural resources
 for the environment in which we operate
 for the socio-economic well-being of the communities within which we operate

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We strive to deliver:
 positive returns to our stakeholders through an operational excellence model
 a safe, productive and conducive working environment
 on our capital projects
 a fair working environment through equitable and competitive human capital practices
 on the development of our employees
 on our commitments to all stakeholders
 quality products that meet or exceed our customers’ expectations

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2.5 Expectations about the role of the communication function
The role of internal communication at Impala is to build and foster relationships. Our
department serves a dual role in that we represent the Company to the people and the people
to the company. We are a trusted source of information in the organization
2.6 Description of current communication function
The structures at Implats are extremely flat. Their communication division consists out of a
small team of four, one Group Internal Communication Manager and three Communication
Officers.
Figure 3: Structure of current communication function
INTERNAL COMMUNICATION
MANNAGER
COMMUNICATION OFFICER COMMUNICATION OFFICER COMMUNICATION OFFICER

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3. STRATEGIC PROBLEM ANALYSIS
3.1 Communication issue analysis
A strategic analysis for a business is one of the most basic and useful tools for strategic
business planning. The issue can be analysed by implementing a SWOT analysis: Strengths,
Weaknesses, Opportunities and Threats. Within these four areas, each aspect of the issue will
be defined. Problem analysis points to the relevant information and leads the way to the root
cause, to understand how the issue emerged and to give insight on how to solve the issues at
hand
Table 1: Analysis, prioritisation and implications of issues
Issue 1:
CHALLENGES RELATED TO PERSONAL PROTECTIVE EQUIPMENT (PPE)
Brief overview of issue:
 A woman’s anatomy and physical build differs greatly from those of a man, a major issue arises when
women have to wear the same protective gear as a man.
 Gear that is ill fitting will lead to reduced productivity and have an overall impact on the mine.
Type of organisational issue: Type 2 Priority of issue: 1st
Internal issue Management communication issue
SWOT analysis of the issue in terms of communication efforts/planning:
Strengths:
 All workers currently have protective gear
 The cost implications of adjustments to the
PPE of female workers will be relatively low
because they only make up a small
percentage of the workforce.
Weaknesses:
 The protective gear is only designed according
to physical attributes of males
 Requirements for females are much different
than those of a man
 Ill fitting protective gear can lead to many
different injuries
 It can also reduce productivity as it becomes
an obstacle for the workers
 Females can decide not to wear the gear rather
than struggling with gear that impedes their
ability to work
Opportunities:
 The protective gear can be changed and
redesigned specifically for women.
 Redesigning especially for women can make
them feel equally important and increase
morale among women
 Minimizing injuries because of ill fitting gear
 It can be positive publicity opportunity for the
mine.
Threats:
 Some male employees may feel that women
are receiving better treatment than men.
 Even though there are only a small percentage
of women working in the mine shafts it would
still be costly for the mine to replace all of their
PPE.
Issue 2:
ORGANISATIONAL CHALLENGES REGARDING GENDER DISCRIMINATION VIA DRESS CODE REQUIREMENTS
 Having different rules and policies for men and women regarding dress code and appearance may
result in claims of discrimination within the organization on various levels.
 Discriminating against female mine workers by not acknowledging and that they have specific and

14
different needs and challenges to that of male mine workers may result in uncomfortable and unsafe
working conditions for woman due to unsuitable dress requirements.
Type of organisational issue: Type 1 Priority of issue: 2nd
Internal Issue Management communication issue
Strengths:
 The current dress code creates a professional
atmosphere in the corporate environment
 The current dress code and PPE provides
visual uniformity
Weaknesses:
 Woman and men do not fit into the same
PPE gear provided
 Woman feel that they are sexually
discriminated due to problems presented by
provided PPE
 Dress code for woman and men is not
applied uniformly within the corporate
environment
 The majority of workers in the mine are
male, making them the prevailing workforce.
Opportunities:
 Decrease claims of discrimination by
addressing both the needs of men and woman
 Redesign or provide new PPE that will better
suit both genders by being more functional,
comfortable and better apply to health and
safety requirements
 Redesign and uniformly apply dress code
policies and rules to suit the needs of all
employees working for the organization
 Encourage more female workers to enter the
organization and mining sector.
Threats:
 The organisation’s image will be indirectly
impacted due to the labour unrest, increased
resignation, high turnover rates and claims
of discrimination amongst the work force.
 Male workers feel that woman are being
favoured if they received new or ’special’
uniforms tailored for their needs
 New dress code policies and rules to address
gender discrimination may discriminate
against other employees with disabilities,
religions or cultures.
 Providing different PPE to woman may
increase costs
Issue 3:
APPROPRIATE DRESS CODE IN THE OFFICE
 Office Employees: Inappropriate dress or revealing apparel in the office environment may interrupt
interpersonal communication. This inappropriate dress code may lead to unprofessional employee
relations, sexual harassment, distracted staff and less productivity.
 Trade unions: Trade unions may hold the organization liable for any harassment claims.
 Media: Inappropriate dress leads to misrepresenting the organisation’s values and vision; this in turn
could create a bad reputation of unprofessionalism amongst Impala mine’s valuable stake holders.
Type of organisational issue: Type 1 Priority of issue: 3rd
Strengths:
 The current semi-formal corporate dress code
is comfortable, as employees have freedom of
choice.
 Appropriate dress in the office environment
brings employees together allowing them to
see past their cultural and gender differences
while united by the organizational culture.
Weaknesses:
 Since the mining industry is a male
dominated industry, women feel they cannot
dress as comfortably as they wish without
being sexually objectified by male co-workers.
 Dress code budget is minimal as little
attention is paid to the repercussions of
inappropriate corporate dress.
Opportunities:
 To redesign the dress code policies to better
suite all genders in the mining work
environment.
 Highlighting the organisation’s commitment to
professionalism and employee relations
through this revised policy.
Threats:
 Redesign of corporate dress code may not be
the mine’s highest priority, seeing as
production and output based issues seem to
be of the highest priority.

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Issue 4:
FUNCTIONAL DRESS CODE IN THE OFFICE
 Employees – Women in the offices might not be able to perform optimally if they aren’t dressed right for
the tasks they have to complete; their safety might be in jeopardy as it is easier to sustain injuries when
wearing, for example, revealing clothing or high heels when having to visit mine sites.
 Trade Unions – Trade unions may take action against the organisation and make demands for better
ensuring the safety of female employees by, for example, implementing clear, strict policies regarding
dress code.
Type of organisational issue: Type 1 Priority of issue: 4
Strengths:
 Well-dressed female employees communicate
a message of professionalism.
 Women feel more empowered and confident
when they are allowed to dress lady like for
work.
 Female employees in offices positions are
more easily identifiable when visiting mine
sites.
Weaknesses:
 Female employees may not be willing to give
up dressing habits for work to adhere to new
safety policies.
 Female employees might argue that they are
willing to sign indemnity agreements taking
full responsibility for any injuries sustained
on site due to their own choice of dressing.
 Such mentalities might hamper any of the
organisation’s attempts to implement better
safety policies.
Opportunities:
 “Leading by example” to Create a culture of
safety and responsibility in the work place.
 Giving female employees guidelines to really
empower themselves in the organization,
instead of depending on appearances for a
“feeling” of empowerment.
 Employees can find a balance between
functional and fashionable dress in a
potentially hazardous work environment.
Threats:
 Impractical, non-regulatory clothes pose risks
of injury during site visits, safety drills or
actual evacuations.
 Impractical dress reduces mobility, reducing
the ability to execute tasks and perform.

16
3.2 Stakeholder analysis
Figure 4: Stakeholder map
The enabling linkages identify stakeholders who have some control and authority over the
organization, such as stockholders, board of directors, governmental legislators and regulators, etc.
These stakeholders enable an organization to have resources and autonomy to operate. When
enabling relationships falter, the resources can be withdrawn and the autonomy of the organization
restricted.
Functional linkages are those that are essential to the function of the organization, and are divided
between input functions that provide labor and resources to create products or services (such as
employees and suppliers) and output functions that consume the products or services (such as
consumers and retailers).
Impala platinum
mines
Enabling linkages:
Board of directors, Banks, Funders
insurance companies, Government –
national to provincial and local, BEE
partners
INPUT:
Functional linkages:
Employees, volunteers, interns,
labor unions
OUTPUT:
Functional linkages:
End Users, customers,
consumers
Normative linkages:
Business associations, National
trade and Professional
associations, Producer
associations, Advocacy groups
Diffused linkages:
Media, Non-governmental
organisations (NGOs),
community-based
organisations (CBOs),
Community forums,
Traditional leaders

17
Normative linkages are associations or groups with which the organization has a common interest.
Stakeholders in the normative linkage share similar values, goals or problems and often include
competitors that belong to industrial or professional associations.
Diffused linkages are the most difficult to identify because they includestakeholderswho do not have
frequent interaction with the organization, but become involved based on the actions of the
organization. These are the publics that often arise in times of a crisis. This linkage includes the
media, the community, activists, and other special interest groups.

18
3.3 Emerging issues/risks, activists and consequences
Table 2: Emerging issues, risks, activists and consequences
ISSUE 1:CHALLENGES RELATED TO PERSONAL PROTECTIVE EQUIPMENT (PPE) PROVIDED
Emerging risks, activists:
 PPE that is poorly fitted causes women to be exposed to Occupational Health and Safety hazards
associated with mining that compromises the efficiency and safety of the duties the women needs
to perform.
 This is caused by safety packs that are too heavy for women, poorly fitted goggles, and overall sizes
according to men that do not fit women.
 Furthermore the change of PPE according to women can lead male workers to feel that the women
are being treated better and create a feeling of inequality
Possible consequences:
 Musculoskeletal disorders, such as back and joint pains, gynaecological conditions, sore eyes,
According to (Occhealth.co.za, 2015).
 All of this can decrease productivity and can lead to other safety issues paired with the actual work
being done.
 Safety boots that are too big for the women can cause them to trip and fall.
 Mine work is very dangerous and not being able to see properly or hold the equipment because of
back problems can cause further injuries and reduce productivity of the worker.
 Protective equipment that is too big or uncomfortable can lead to women not wearing them at all,
regardless of the risk, because it impedes their ability to work.
Recommended pro-active corporate actions:
 Redesigning the protective gear according to female needs is the most logical solution
 All of the problems related to the PPE that women experience should be determined and taken into
account when redesigning the gear.
 Suppliers who are already supplying PPE for women can be identified and used
 Male workers should be informed exactly why women needs different types of uniform
ISSUE 2: ORGANISATIONAL CHALLENGES RELATING TO GENDER DISCRIMINATION VIA DRESS CODE
REQUIREMENTS
 Female employees within the organisation cannot function effectively or feel uncomfortable in the
working environment- stimulating an unproductive and negative organizational culture.
 Inappropriate dress codes could encourage sexual harassment within the workplace.
 Employees who prefer the current dress code may not feel changes are necessary.
 Trade Unions may challenge or indirectly misinterpret the changes in dress code rules and policies.
 Gender discrimination may increase amongst employees if certain groups feel that are being
disadvantaged or neglected.

19
 Dress codes (although necessitating different requirements) are not being applied equally to male
and female workers within the organisation.
 Dress codes that are unsuitable for the mining environment disregard health and safety policies.
 Greater gender discrimination will decrease job satisfaction, lower employee morale and reduce
productivity rates. Female workers will be hesitant to enter the organization and existing female
employees could possibly resign. This will reduce the overall amount of female employees within the
organization, consequently affecting BEE standards and ratings, as well as reducing diversity within
the mine.
 Damage to the organisation’s image and reputation, both internally and to external publics will
occur.
 The risk of a negative perception developing of the internal organization’s image may develop
which could lead to:
 Attracting a lower calibre of talent for recruitment
 Harming the organisation’s reputation amongst the public, shareholders and other
stakeholders
 New dress code rules and policies may be rejected by employees
 Trade Unions will cause unrest between the organization and its employees, damaging employee
relations, causing decreases in productivity and development and will consequently reduce turnover
and damage the organisation’s image
 Health and safety violations through inappropriate dress code could result in injury and serious
safety concerns.
 Explain the reason and necessity to change in dress code.
 Explain why adjusting uniforms and dress codes to suit the needs of female workers is necessary
and how it links back to the health and safety of the workers, as well as, the organisation’s long and
short term prosperity.
 Effectively communicate and consult with employees when developing dress codes and policies
 Inform trade unions of the new dress codes and policies
 Apply dress codes and policies uniformly throughout the organization whilst addressing different
gender requirements.
ISSUE 3: APPROPRIATE DRESS CODE IN THE OFFICE
 Some male employees may see this as an unnecessary adjustment, as they do not experience the
difficulties women do in the same corporate environment and may petition a vote against the
implementations.
 A negative attitude could grow between male and female employees, as the males cling onto the
past and the females push for change and equality.
 Management may deem this as an unworthy cause and ignore the issue due to its priority level.
 Trade Unions may misinterpret the new policies and their implications, by doing so they may react
proactively and cause unrest between the organization and its employees, damaging employee

20
relations, causing decreases in productivity and development and will consequently reduce turnover
and damage the organisation’s image.
 Separatism may occur between the male and female groups causing a reverse effect of what the
implemented strategy intends to do, which is to motivate equality in the corporate environment.
 Clearly indicate the benefits of corporate dress code to both sexes.
 Allowing employee input and participation in the redesign of unisex corporate dress codes.
 Show an understanding and awareness of the different gender’s personal hygiene and anatomical
needs while redesigning the dress code.
 Inform trade unions of the new dress codes and policies before implementation.
ISSUE 4: FUNCTIONAL DRESS CODE IN THE OFFICE
 Not making requirements for work dress clear by implementing policies and regulations, poses the
risk of being penalised by regulatory bodies, as well as compensation claims for injuries sustained at
the workplace.
 Implementing dress code policies might cause hostility and rebellious movements among female
employees in the office.
 If the implemented policies predominantly apply to female employees, female rights organisations
might initiate movements to boycott the organization or launch public media attacks on the
organisation and its policies –accusing them of gender discrimination and harming their reputation.
 Women in the office might feel they are being discriminated against (because men inherently dress
more functional and policies might not require them to change their appearance for work as much),
and report this to trade unions.
 Allegations of gender discrimination can cause serious harm to the organization’s reputation.
 Working relationships might be damaged, resulting in a corporate divide; a feeling of “us (female
employees) against them (management and direction implementing dress code policies) and
eventually reducing productivity.
 Explain the reasons for differences in dress code policies for men and women in the office, ensuring
employees understand that gender plays no role in management’s decision.
 Involve female employees and trade unions in the process of developing new dress code for women
in the office division.
 Ensure that the new dress code is implemented correctly and consistently throughout the whole
organization.

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3.4 Analysis of current media
Table 3: Current internal media
MEDIA CATEGORIES AND
OUTLETS
INTERPERSONAL  Employee Communication Forums, one each for the diverse
functions on site, which meet monthly to learn/ share best
practices and to source verbal feedback (in the language of choice)
on communication issues.
 A monthly Management Communication Forum, attended by heads
of department, at which key communication issues, such as those
raised by the Employee Communication Forums, are discussed and
feedback provided
 A Quest Hotline, through which employees may ask questions
about any aspect of the group or its operations, or register
concerns, complaints and compliments on any issue.
GROUP  A new employee induction programme, offered weekly in English
and Tswana, which includes an Orientation Manual that is compiled
and updated by the Internal Communications Department.
 A Briefing Group System, which uses written and verbal
communication in English and Tswana to cascade information to
the estimated 28,000 people employed on site. The efficacy of
each brief is monitored through structured feedback
PRINT  “Team Spirit”, a bi-monthly, 20-page, in-house staff magazine. The
content of each issue covers news from all group operations as well
as top-down corporate information in an effort to inform and
educate employees.
 Billboards and posters, which are used to communicate strategic
issues and behavioural values to employees and visitors to the site.
 Newsletters for individual departments and functions, with the
frequency determined by need.
 Communication Boards, which have been mounted in the main
employee traffic areas throughout the operations for the regular
dissemination of communication briefs, newsletters and other
communiqués, both in English and in Tswana.
ELECTRONIC
Website (URL)  The Intranet content, which is updated daily as a means of
addressing the estimated 3,000 personnel who have access to the
site on specific issues, in English only. The intranet URL is not
available to the public.
DIGITAL AND SOCIAL  Public Address (PA) systems at the various shafts, which are used
to announce targeted messages to employees in the language of
choice.
 Videos, which are produced to communicate operations specific or
campaign messages to the workforce employed at the shafts.
These videos are used daily and are changed on a fortnightly basis

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Table 4: Current external media
MEDIA CATEGORIES AND
OUTLETS
INTERPERSONAL Impala platinum Helpline
GROUP  Reports
 SENS
PRINT  Circulars
 Mining weekly
 Newspapers
ELECTRONIC  JSE
 Circulars
 Webcasts
Website (URL) Implats distinctly platinum (Homepage)
http://www.implats.co.za/implats/index.asp
DIGITAL AND SOCIAL  Press release
 Facebook twitter LinkedIn you tube
 Presentations on Annual results

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PART 3: COMMUNICATION PLAN
4. BROAD APPROACH TO COMMUNICATION SOLUTIONS
4.1 General direction of communication strategy
“The stakeholder base of Implats and its diverse operations comprises several interest
groups, namely our shareholders and the investor analyst community. We endeavour to build
trust-based relationships with each of our stakeholder groups through regular engagement on
pertinent issues in a spirit of honesty and transparency, using appropriate communication
channels for each.” (Platinum, 2011)
Communication with the workforce:
Impala platinum has internal communication initiatives in place, each designed to facilitate
the circulation of key information to employees. Diverse media channels are used to
accommodate the specific message and audience. Structures are also in place to encourage
two-way communication and facilitate feedback on key issues. Imaplats internal
communication is viewed as a line function, which implies that communication follows the
line of responsibility within the existing organisational structure. Internal communication is
not a centralised function but rather an integral part of everyday activities.
We can achieve this by following key communication principles that Impala has already set in
place, when we communicate our issues and solutions. These key principles also include:
 Disseminating information that is timely, accurate and complete; before we
communicate the dress code for women issue and solutions to the oranisation, it is
important that all the information has been researched accurately, accordingly and in
detail, so that the information can be carried over successfully.
 Enabling two-way communication that allows for feedback from all levels of the
organisation; after we communicated our problems and solutions we have to create a
safe environment, open to all employees to give their opinion on the solutions and also to
allow them to make alternative suggestions.

24
The objectives of the internal communication strategy, relating to the dress code issue are:
 Inform – Keep employees informed about the progress and changes of the solutions.
 Regulate – Keep in mind all employee rights and obligations; work standards; safety,
health and the environment regulations; and security when developing solutions.
 Educate – Introduce the new dress code, inform employees on the changes that will be
made, and explaining organisational changes.
 Integrate – Building morale, trust and identity, by sharing the group’s values, mission and
vision; company image and identity; constructive industrial and community relations;
celebrating progress and achievements; and spelling out the company's future plans.
4.2 Goals, stakeholders and messages
Communication goals: Overall, long term (destination an organization wants to reach)
Overall we want to accomplish an integrated awareness among the female employees of the
organization on how to dress in a comfortable and empowering fashion. We are mainly
aiming at a long term objective of educating the women in areas such formal dress code
(corporate environment) and informal dress code (women working in the mines).
We are working towards an environment in which women working at and in the mines can
feel safe, comfortable and empowered by giving them the right tools to be productive.
Our short term goals are to effectively and successfully execute our four main activities:
1. An awareness campaign within the mine where all the women wear pink hard hats and
informative brochures are distributed among workers and posters to enforce the
message
2. Video Conference with shareholders, representatives of investing communities to inform,
explain and discuss the organisation’s strategies and the impacts it will have woman in
mining.
3. Press conference to explain to all invited employee trade unions of Impala Platinum Mine
the objectives and implementation strategy of the new policies regarding appropriate
corporate dress in the mining industry. Allowing Union leaders an equal opportunity to
make enquiries where they may seem unsure of a certain policies or their implications on
employees

25
4. Releasing a newsletter, which can also be accessed electronically by external publics,
providing extensive information about the new dress code policy (reasons for
implementation, goals and objectives of the policy, how it will be implemented and
enforced, and the date from when it will be applicable)?
Releasing a newspaper insert informing the general public of the details of the new dress
code policy.
Holding an official meeting/ workshop to introduce- and distribute hard copies of the new
dress code policy and discussing it with employees; explaining and practically
demonstrating exactly how they should typically dress from that point on.
Expectations about the role of the communication function include:
 Extensive employee (workforce) communication that will result in improved employee
relations,
 Effective community engagement,
 Effective shareholder, media, investor analyst relations.

26
Table 5: Communication goals, objectives, messages and slogans
ISSUE 1: CHALLENGES RELATED TO PERSONAL PROTECTIVE EQUIPMENT (PPE)
Stakeholders: Workers in the mine
Communication goal: To inform the mine workers, male and female, about the problems with the current
personal protective gear regarding the women working in the mine and what
solutions are going to be implemented. To communicate the message that the
changes are done to benefit all workers and to keep them safe.
Type of objective: Information
Message: Dress code is for the safety of every worker in the mine. We want our dress code to
improve the working conditions of the employees and not to let it become an
obstacle in our daily work.
Slogan: Dress for success.
ISSUE 2: ORGANISATIONAL CHALLENGES REGARDING GENDER DISCRIMINATION VIA DRESS
CODE REQUIREMENTS
Stakeholders: Top Management
Communication goal: Involve, engage and align top managers with the organisation’s strategies to
eliminate discrimination and empower women in the mine.
Type of objective: Behaviour
Message: Woman in the mines mining sector experience many challenges related to their
required dress code requirements. These challenges adversely affect the
organisation’s overall success as female workers cannot effectively function within
the organisation. The organisation attempts to open up and create better conditions
for woman in the mining sector as part of its Economic Empowerment Policy. The
organisation depends on its top managers to support and implement the
organisation’s strategies in conquering the challenges related to gender
discrimination and female dress code for women within the mining sector.
Slogan: Empowering Woman Together
Stakeholders: Trade Unions
Communication goal: To raise the awareness of sexual equality and professionalism among unions through
appropriate corporate dress codes that present male and female employees as equal
subordinates, allowing them to focus on the job at hand, minimizing employee
distractions and fraternizing.
Type of objective: Information
Message: Impala Mines intends to highlight professionalism and sexual equality through the
implementation of a redesigned corporate dress code which adheres to the
organizational values of respect and care as well as make both male and female
employees feel comfortable and equal in the office/corporate environment.
Slogan: Uniting Leaders Through Equality
Stakeholders: Office employees
Communication goal: Empowering women in the office, by educating them on balancing functionality with
“glamour” when dressing for work
Type of objective: Behaviour
Message: Impala Platinum wants to ensure that female employees in the office perform to
their full potential, by dressing functionally enough to perform their tasks feeling
comfortable and confident.
Slogan: Confidently functional.

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5. IMPLEMENTATION STRATEGY AND ACTIVITIES
Table 6: Implementation activities
ISSUE 1: CHALLENGES RELATED TO PERSONAL PROTECTIVE EQUIPMENT (PPE)
Implementation activity:  Organizing an awareness campaign for the safety of women in the mine
 Each female employee that wears PPE will be wearing a pink hard hat
during the time of the campaign
 Distributing brochures to workers with the necessary information of the
PPE requirements of females and how it differs from the needs of those
of a man.
 The brochures would also inform what changes were made with regards
to the PPE and the reasons for these changes
 Have posters in all the mine shafts and surrounding areas with
campaign slogans and information
Stakeholders: Workers in the mine
Message: Dress code is for the safety of every worker in the mine. We want our dress
code to improve the working conditions of the employees and not to let it
become an obstacle in our daily work
Purpose of activity:  The campaign will empower female workers in the mine and recognize
that they have different needs from those of male workers
 It will create awareness about the importance of safety to the mine and
that they regard the safety of all workers as extremely important
 The purpose of the brochures is to communicate important safety facts to
workers regarding PPE; it will communicate the reasons for change in
dress code for the female workers. Therefore it will be used as a
education device
 It will enforce the message being created among the dress code issue
ISSUE 2: ORGANISATIONAL CHALLENGES REGARDING GENDER DISCRIMINATION VIA
DRESS CODE REQUIREMENTS
Implementation activity:  Arrange a kick-off meeting where a live presentation, regarding the issue
and the organisation’s strategies to address the issue, will be presented
to all top management members.
Stakeholders: Top Management
Purpose of activity:  The ultimate purpose for the kick-off meeting is to introduce the issue to
top management and gain the full support in implementing the
organisation’s strategies relating to the issue.
 The content of the live presentation aims to explain, to top management,
the organisation’s goals, vision and strategies regarding the elimination
of gender discrimination and empowering women within the mining
sector.
 The kick-off presentation will also clearly explain top management’s role
and responsibilities regarding these strategies and clarify the key
communication messages that will be released regarding the issue.
Implementation activity:  Press conference
 Explaining to all invited employee trade unions of Impala Platinum Mine’s
objectives and implementation strategy of the new policies regarding
appropriate office dress code in the mining industry.
 Allowing Union leaders an equal opportunity to make enquiries where
they may seem unsure of a certain policies or their implications on
employees.
Stakeholders: Trade Unions
Message: To implement strategies within Impala mine’s corporate culture which
emphasize on sexual equality in the office through redesigned dress codes of
a corporate none sexual nature for both male and female employees.

28
Minimizing exposure and maximizing safety from physical injuries or their
fellow co-workers.
Purpose of activity:  To build, sustain and nurture authentic relationships with our clients,
prospects and trade unions.
 To raise awareness among unions of the organisation’s values and
change their attitudes about any emotional conflicts.
 To reassure Trade unions that Impala Mine has its’ employees interests at
heart regardless of their sex.
 Allowing Union leaders an equal opportunity to make enquiries where
they may seem unsure of certain policies or their implications on
employees.
 To emphasize the importance of appropriate dress code in corporate
environment in order to boost employee morale and corporate
participation.
 To highlight the value of corporate dress and its application to solely be
for the best interest of organizational and its values.
Implementation activity:  Circulating a newsletter (which can also be accessed electronically).
 Holding an official meeting/ workshop to introduce
Stakeholders: Office employees
Message: Confidently functional.
Purpose of activity:  Providing employees with extensive information on the new dress code
policy (reasons for implementation, policy goals and objectives,
implementation and enforcement and the date from which it will apply).
 Getting as much as possible internal publicity on the new policy, in order
to persuade internal audiences.
 To provide all office employees with hard copies of the new dress code
policy and discussing it with them, as well as providing practical
demonstration of their expected appearance from that point on.

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6. MEDIA PLANNING FOR IMPLEMENTATION ACTIVITIES
Table 7: Media planning
Implementation activity 1  An awareness campaign within the mine where all the women wear
pink hard hats and informative brochures are distributed among
workers and posters to enforce the message
Planned media: Electronic, print, social media, meetings
Before During After
Email
An email to all stakeholders,
informing them about the planned
campaign.
Meetings
Meetings with the managers and
HR function at each shaft of the
mine to inform them about the
campaign, the reason for it and all
other logistical aspects
Print
Printing brochures for each
employee involved with the
campaign to inform them about
safety needs in the mine
Social media
Create social media trends
regarding the campaign. Raise
awareness on every possible
platform, e.g. Creating a hashtag
for the campaign and getting all
employees involved with using it.
Social media such as Twitter,
Instagram and Facebook.
Meetings
Meetings with everyone that was
involved in the campaign to get
feedback on it.
Implementation activity 2:  A kick-off meeting with Top Managers to inform explain and
discuss the organisation’s implementation of strategies and the
impacts it will have on the issue of gender discrimination and
woman in mining.
Planned media: Electronic, print, digital, social media and paper based media will be used.
Before During After
Electronic
Email: Invitation to the strategy
kick-off meeting
Content: Formal invitation sent to
top management to attend the
kick-off meeting.
Email: Project Newsletter
Content: A newsletter following
the invitation to the meeting will
be sent out to top management
informing them of the issues that
will be discussed in the meeting
and giving them a brief
introduction to the content of the
meeting.
Digital
Live Presentation: A presentation
will be created using Adobe Flash
in order to help demonstrate
messages through the use of
dynamic visual and audio
elements.
Content: An in person, live
presentation will be held during
the meeting that assists in
informing and explaining the
issue, challenges, strategies and
implementation of the strategies
to top managers.
Paper based:
Content: A paper memorandum
summarizing the key points of the
meeting will be handed out at the
meeting. This will help managers
understand the purpose and
structure of the meeting.
Social Media:
Platforms: The organisation’s
social media platforms will include
Facebook, Twitter, LinkedIn and
Google +.
Electronic
Email:
Content: Project newsletters will
be sent out on a monthly basis, or
as necessary- depending on
proceedings, to ensure that top
management remain informed,
motivated and aligned with the
organisation’s strategies. These
newsletters will contain relevant
and informative information
regarding the issue and the
organisation’s strategies.
Print: Press Releases and Fact
Sheets
Publications: Mining Weekly,
Modern Mining, Business Media
Live, Mining Review, Mining News
Africa Magazine
Content: Press Releases will
highlight the organisation’s and its
management team’s commitment
to empowering woman in the
mines and to reduce gender
discrimination within the
organisation.

30
Content: Photos will be taken of
the meeting as it commences and
shared on the organisation’s
social media platforms that aims
to demonstrate the organisation’s
commitment to empowering
woman in the mines. The content
will also prove that management
supports the organisation’s
strategies.
Digital- Internet:
Platform: Implats Website Blog
Content: the blog post will
correlate with the press releases
and will highlight the
organisation’s and its
management team’s commitment
to empowering woman in the
mines and to reduce gender
discrimination within the
organisation.
Social Media:
Platforms: The organisation’s
social media platforms will include
Facebook, Twitter, LinkedIn and
Google +.
Content: Social media will be used
to promote the organisation’s blog
post and generate traffic towards
it.
Implementation activity 3: Press conference
 Explaining to all invited employee trade unions of Impala
Platinum Mine’s objectives and implementation strategy of the
new policies regarding appropriate corporate dress in the
mining industry.
 Allowing Union leaders an equal opportunity to make enquiries
where they may seem unsure of a certain policies or their
implications on employees.
Planned media: Electronic, Print, Digital, social media
Before During After
Electronic
Content: Formal invitation to
Trade union representatives,
selected media and journalists
COSATU, NUM and AMCU union
representatives.
www.buiness media live.co.za
Mining Weekly
Social Media
Notify media of conference’s
location and time.(email/social
media)
Facebook, Twitter, LinkedIn
www.buiness media live.co.za
Digital
Documentation: video and/or
audio taping to be released to
social media.
Facebook, Twitter, LinkedIn
Print
Content: Send pictures of the
conference to local newspapers.
Mining Weekly
Electronic
Content: Send thank you e-mail to
VIPs.
COSATU, NUM and AMCU union
representatives
Implementation activity 4:
 An official meeting/ workshop, to initiate implementation of the
new dress code and educate female corporate employees on
dressing functionally in the workplace.
 The meeting/ workshop will take place in two 2-hour intervals
throughout the day from 12:30 to 15:30.
Planned media: Internal Communication Network (e-:mail), Company website, Company newsletter,

31
Meetings, Workshops, Printed media (local newspapers: Springs Advertiser, African Reporter, Rustenburg
Herald and Platinum Weekly)
Before During After
Using the internal communication
networks to inform employees
about the planned changes which
are underway and notify them of
planned meetings and the
information session/ workshops,
which will provide more
information about these planned
changes and demonstrate how
they are expected to dress.
Meetings will be held to get
employees’ inputs on the new
dress code and perhaps
negotiating some aspects until an
agreement is reached and both
management and employees are
happy with the changes made.
Posting notices on the company’s
website, as well as newsletters
sent to stakeholders (suppliers) to
inform them and the general
public about “something new”
coming to Impala Platinum and
providing a brief explanation.
Internal communication networks
will be used to notify and remind
employees of important dates and
meetings regarding
implementation of the new dress
code policy.
An official e-mail will be
distributed to all employees to
inform them of the official
meeting/ information session for
explaining to employees exactly
what is expected of them and how
they should and should not dress
in certain situations.
Distributing e-mails to remind
employees about the workshop
taking place and to confirm
numbers.
An official letter will be distributed,
as well as an official e-mail sent to
employees to inform/ remind
them of the exact date from which
the new dress code will be
applicable and needed to be
adhered to.
Regular updates, regarding the
progress on the new dress code
and changes being made, will be
posted on the company’s website
to keep the general public posted
–as well as newsletters to key
stakeholders (in this case
suppliers).
Internal communication networks
will be used to notify employees of
a meeting which will be held
sometime after the new dress
code has been implemented, to
thank employees for: their support
and co-operation during the whole
process; their vigilant adherence
to the new dress code and to get
feedback from employees on
whether or not they think the new
policy is effective.
A short press release with a photo
of the corporate division on site.
Will be published in the local
newspapers, to inform the general
public of the changes made at
Impala Platinum. (Springs
Advertiser, African Reporter,
Rustenburg Herald and Platinum
Weekly)

32
7. SCHEDULING
7.1 Broad phases of the project
Table 8: Chronological order of planning
Element to be completed Starting date (Estimated) Completion date (Estimated)
Kick-off meeting 1 June 2015 11 June2015
Campaign 1 May 2015 15 January 2016
Workshops 7 August 2015 10 September 2015
Press Conference 1 July 2015 31 July 2015
7.2 Specific activity (-ies)/event (-s) checklist
Table 9: Central activity/special event master checklist
Campaign
Element to be
organized
Start date Completion date Responsible person/party
Meetings with shaft
managers
1 June 2015 5 June 2015 President
Order hard hats 1 May 2015 1 May 2015 Account coordinator
Develop brochure 1 May 2015 30 May 2015 Account Executive
Design posters 1 May 2015 30 May 2015 Account Executive
Announce campaign 8 June 2015 8 June 2015 President and mine officials
Distribution of hard
hats
8 June 2015 8 June 2015 President and mine officials
Distributing
brochures
8 June 2015 31 December 2015 President and Mine officials
Putting up posters 9 June 2015 12 June 2015 Account Coordinator
Create social media
presence
8 June 2015 31 December 2015 Senior Account Executive
Follow up meetings 1 January 2016 15 January 2016 President and mine officials
Kick-off Meeting
Element to be
organised
Advanced Planning
Find suitable room and
book it for the meeting
1 June 1 June Account Coordinator
Email Meeting
Invitations
2 June 2 June Account Executive
Compile Budget 3 June 3 June President
Confirm Attendance of
all Top Managers
6 June 7 June Senior Account Executive
Order Refreshments
(Coffee, Tea, Juice,
Water, Finger Foods)
Test presentation in the
meeting venue
7June 7 June Senior Account Executive
Resolve problems and 8 June 9 June Senior Account Executive

33
make changes after test
run
On day of event
Check venue, seating
arrangements and
sound
Layout refreshments 10 June 10 June Account Coordinator
Hand out memo 10 June 10 June Account Executive
Take photos 10 June 10 June Account Coordinator
Post on social media
platforms
After event
Post on blog 10 June 10 June Account Executive
Send out Press Release 10 June 10 June Senior Account Executive
Email highlights,
summary and outcome
of conference to all top
mangers
Post on social media
platforms
Press conference
Element to be organised Start date Completion date Responsible
person/party
Determine location, time
and date.
Wednesday 1 July 2015 Friday 3 July 2015 President
Have speakers identified
and confirmed.
Wednesday 1 July Monday 6 July 2015 Senior Account Executive
Have room/area
reserved and confirmed
for specific date and
time.
Monday 6 July 2015 Monday 6 July 2015 Senior Account Executive
Obtain written
statements and visual
aids to be used by
spokesperson.
Monday 6 July Friday 10 July 2015 Account Executive
Prepare speaker and
develop anticipated
questions and answers
for the spokesperson.
Monday 6 July 2015 Friday 10 July 2015 President
Produce media press kit,
background information
and other documents
required.
Monday 13 July Wednesday 15 July Account Coordinator
Send media advisory to
media as an invitation,
informing them of
conference’s location
and time, as well as
describing to them why
the event is worthy of
news coverage.
2x each editorial office:
- One for the Journalist
- One for the Editor-in-
chief
Thursday 16 July 2015 Thursday 16 July 2015 Senior Account Executive
Arrange for video and/or
audio taping.
Friday 17 July 2015 Monday 20 July 2015 Account Coordinator
Check availability of Friday 17 July 2015 Friday 17 July 2015 Account Coordinator

34
parking.
Anticipate and arrange
for necessary site
security.
Monday 20 July 2015 Tuesday 21 July 2015 Account Coordinator
Make follow up calls to
media and VIP guests to
confirm attendance.
Tuesday 21 July 2015 Wednesday 22 July 2015 Senior Account Executive
Print out name tags of
attending guests and
programs
Wednesday 22 July
2015
Wednesday 22 July 2015 Account Coordinator
Make copies of news
releases for media.
Wednesday 22 July
2015
Wednesday 22 July 2015 Account Coordinator
Brief your staff on the
subject, spokesperson,
and schedule.
Wednesday 22 July
2015
Wednesday 22 July 2015 President
Rehearse speaker, test
microphones, sound
systems and lights.
Wednesday 22 July
2015
Wednesday 22 July 2015 Senior Account Executive
Set up conference room
and arrange reception
area/sign-in for media.
Wednesday 22 July
2015
Wednesday 22 July
2015
Account Coordinator and
events personal
Prepare media press kits
for handout.
Thursday 23 July 2015
08:00 am
08:30 am
Assign staff to greet
invited guests at the
entrance and direct
media to the briefing
room.
08:30 am
09:00 am
Log the names and
belongings of media
representatives who
attend.
09:00 am
09:30 am
Account Coordinator
Start video, audio
recorders.
09:30 am
09:00 am
Account Coordinator,
camera men and video
production team
Open the conference
with official welcoming
remarks,
acknowledgment of VIPs,
introduction of Speaker.
09:30 am
09:45 am
President and Mine
officials
Make opening statement
and address audience in
pre- established order.
09:50 am
10:30 am
Main Speaker
Conclude with questions
and answers.
10:40 am
10:55am
Company Spokes Person
(Moderator)
Monitor questions and
answers closely and
prepare conference
notes.
10:40 am
10:55 am
Experienced Secretary
(Note taker)
Close of the conference
and thank attendees for
coming
10:55 am
11:00 am
Company representative
(Implats CEO)
Stop video, audio
recorders.
11:00 am
11:00 am
Camera Men and video
production team

35
Wrap-up release and
conduct any Photo
opportunities and
interviews with
interested reporters.
11:00 am
11:30 am
Company representatives
and Photographer
Clean Conference area
and remove all
decorations or corporate
visuals used during
conference
Thursday 23 July 2015 Thursday 23 July 2015 Conference cleaning
service fees
Send messenger copies
of the press kit to
reporters who couldn’t
attend.
Thursday 23 July 2015 Friday 24 July 2015 Senior Account Executive
Send thank you e-mail to
VIPs.
Thursday 23 July 2015 Friday 24 July 2015 Senior Account Executive
Send pictures of the
conference to local
newspapers.
Thursday 23 July 2015 Friday 24 July 2015 Account Executive
Monitor the media for
event coverage.
Thursday 23 July 2015 Friday 31 July 2015 Account Executive
Workshop
Element to be
organised
Composing invitations
to the dress code
meeting/ workshop
7 August 2015 8 August 2015 Account Executive
Distributing electronic
invitations to the dress
code
meetings/workshop
9 August 2015 10 August Account Executive
Booking and paying a
guest speaker
15 August 2015 19 August 2015
President
Set up of workshop 9 September 2015 9 September 2015 Account Coordinator
Set up of refreshments 10 September 2015 10 September 2015 Account Coordinator
Presentation of
workshop
10 September 2015 10 September 2015 President and mine officials
Table 10: Guest list for central activity/special event
Kick-Off Meeting
Category Reason for invitation How to send invitation
Terence Goodlace Chief Executive Officer Email
Brenda Berlin Chief Financial Officer Email
Mathias Sithole Group Executive: People Email
Jon Andrews Group Executive: Health and Safety Email
Paul Finney Group Executive: Refining and
Marketing
Email
Tebogo Llale Company Secretary Email
Gerhard Potgieter Group Executive: Growth projects
and consulting mining engineering
Email
Johan Theron Group Executive: Investor Relations Email
Alice Lourens Group Corporate Relations
Manager
Email

36
General Manager Implats General Manager Email
Head of Human Resources Head of Implats Human Resource
Department
Email
Departmental Managers Implats departmental managers Email
Press conference
Category (VIP), employees etc. Reason for invitation How to send invitation
Media representatives
www.engeneering news.co.za
Miningweekly.com
Mail & Gaurdian
MediaUpdate.co.za
News24
Etc.
To cover and report on the press
conference.
Email media advisory to select
media outlets.
Patrons of WiMSA (VIP)
Women in Mining South Africa
To show Impala’s social
responsibility and concern with the
Topic of Women working in the
mining industry under fair
conditions and equal
opportunities.
Email an official invitation with
Company Logo, contact details,
Date, time and venue of event.
Trade Union
leaders/representatives
National Unions of mineworkers
(NUM)
Association of mineworkers and
Construction Union (Amcu)
 To highlight the importance of
appropriate dress and purpose
of redesigning the corporate
dress code.
 To answer their questions and
clarify any misunderstandings
about the effect these changes
will have on employees.
Barkleys Pioneering Young Women
leaders/representatives (VIP)
 To show Impala mine’s
awareness and concern for
women in all working industries.
 To seek sponsorships for
present/future endeavors in
support of this cause.
Implats CEO Terrance Goodlace
(VIP)
To provide leadership and
represent Implats Mine’s support
for gender equality in the mining
and corporate environment.
Send email to make an
appointment and arrange for a
meeting to explain purpose for
holding this press conference.
Emphasize on the value of his
attendance.

37
8. EVALUATION RESEARCH
8.1 Formative evaluation
Through internal research conducted throughout the Impala Platinum Mine, it was discovered
that there were many social and organisational problems relating to the dress code and PPE
requirements for female workers within the organisation. Four core issues regarding dress
code and uniforms for female workers were identified; ill-fitting personal protective clothing
(PPE) for female mine workers, inappropriate dress code in the office, the current dress code
does not correlate between office wear and site visits, and the economic an performance
risks and consequences that organisation is suffering to the previously mentioned issues.
It is also important to note that the issues are all interrelated and that together, they have the
potential to become a critical organisational matter that will seriously harm the
organisation’s reputation amongst the public, employees, shareholders and other important
stakeholders if they are not actively resolved.
Women are a minority group within the male dominated mining sector and organisation
alike. The first issue originates from the fact that women are required to wear PPE that has
been designed according to a male’s build. Because of this, the PPE does not fit the female
mine workers properly, restricting their movement and abilities and consequently affecting
their productivity. Another major concern regarding this issue is the health and safety risks
and violations that the ill-fitting gear produces for female mine workers.
The second and third issues relate to the dress code requirements for the organisation’s
office employees. The first concern, regarding office dress code, is the tendency for female
workers to dress in a way that can be viewed as being in appropriate within the organisation’s
office environment. Dressing inappropriately is not only distracting for other workers, but may
be is misinterpreted by colleagues and, on a more serious note, promote sexual harassment-
a major social and safety concern that poses disastrous consequences for the organisation.
The second major concern facing female office employees is that the mandatory dress code
is not always functional within the organisation’s environment. Office employees are often
required to make site visits and are not able to perform optimally if they aren’t dressed
suitably for the tasks they have to complete. Their safety might be in jeopardy as it is easier

38
to sustain injuries when wearing, for example, revealing clothing or high heels when travelling
on rough terrain.
Another major issue is that office dress code is not applied uniformly amongst employees
within the organisation. This raises accusations of gender discrimination from both male and
female employees who feel that the dress code is not fairly applied to all individuals- a major
organisational dilemma as it can creates a negative and conflictive work environment-
adversely affecting productivity levels and employee satisfaction in the workplace.
Another aspect of gender discrimination within the organisations is the fact that no
acknowledgement is made of the specific needs and challenges female mine workers
experience by having to wear PPE and uniforms that were designed for male workers. As
mentioned before, this problem poses major health and safety risks, as well as affects the
female workers productivity, performance and output within the mining sector- directly
affecting the organisation’s performance.
The strategic communication approach to resolving the issue focuses on informing and,
raising awareness about the issues and involving subsequent stakeholders in the
implementation of strategies. Through communication efforts, stakeholders can be educated
about the pertaining issues- creating a stable foundation for engaging and aligning these
stakeholders towards the implementation of strategies that will eliminate.
Key communication goals include;
Data collection
Data for the formative evaluation was collected through engaging in formal face-to-face
contact sessions with the client as well as informal contact sessions with the client via email.
Industry publications and industry reports were used in order to relate issues to other
organisations within the mining sector and create an understanding of the mining
environment and related issues. Further research was done through online sources such as
the Implats’ website and industry related articles.
8.2 Summative evaluation
A communication audit was conducted to gain sufficient information on the organisation’s
strategies, activities and programs. It was used to assess the effectiveness and reliability of

39
current communication methods and media. Research was done through external
observations, analyses and evaluations of current procedures, programs and activities and
was used to extend the range of information provided by the client. The communication audit
delivered a review of existing communication policies, publications, and methods,
representing the strengths, weaknesses, opportunities and threats of each. Suggestions for
improving current communication strategies and programs were generated from the research
gathered.
The final results will be evaluated and analysed according to the progress and the
achievement of identified communication goals by comparing results to the data that was
collected before implementing communication activities. The success of the implementation
activities will be measured and the impact and interpretation of key communication
messages on stakeholders will be recorded and analysed.
Regarding the first issue, challenges relating to PPE, the aim of communication efforts is to
inform both the male and female mine workers about the prospective changes that will be
implemented to benefit all workers and to keep them safe. It is empirical all mine workers
understand the current challenges and dangers that woman working in the mine face
regarding the existing PPE that women and of what solutions will be implemented.
For data gathering, cross sectional surveys will be conducted throughout the mines and
informal focus groups will be held with elected representatives for sample mine worker
groups will be held. Self administered questionnaires will be used to collect data from woman
working in the mines.
The second issue focused on informing, engaging and aligning top management with the
organisation’s strategies to eliminate gender discrimination and empower women in the
mining sector. As the issues impact the viability and efficiency of the organisation, it is
essential to gain the support of top management in order to successfully implement
strategies and reach the organisational and communication goals. The attitude of top
management regarding the activities (supportive or uncooperative) and their willingness to
cooperate will be considered. Data will be gathered from top management through routine
monthly meetings that will allow management to give feedback on the progress of
organisational strategies and discuss their concerns or views of the issues.

40
The third issue involves implementing an appropriate dress code for the organisation’s office
employees and thereby raising the awareness of sexual equality and professionalism
amongst trade unions through appropriate corporate dress codes that present male and
female employees as equal subordinates, allowing them to focus on the job at hand,
minimizing employee distractions and fraternizing. Observations on the clothing employees
wear to work will be conducted within the organisation’s departments, in order to determine
the extent to which employees are following dress code policies and rules. Meetings and
formal communication methods (letters and official telephone calls) will be held with trade
union representatives in order to gain their feedback and on the issue and discover their
attitude and degree of support for the organisation’s activities regarding appropriate dress
code.
The fourth issue aims to empower women to do more in the work place by educating them on
how to dress functionally, yet still enabling them to dress “glamorously”. Focus groups with
representatives from each corporate department will held after the implementation period in
order to gather data on the attitudes of employees towards the dress code policies, rules and
expectations. Self administrated questionnaires will be circulated throughout each
department in order to gather relevant data regarding the success of the communication
goal’s to make employees feel more functional and perform optimally within the workplace.
In order to evaluate the success of the overall communication strategy regarding the key
issues relating to dress code for women working in the mines, the final results will be divided
into 2 types, quantitative and qualitative. Evaluations will be based on the following
questions:
Quantitative:
 Have the health and safety concerns relating to PPE gear and dress code decreased for
women working in the mines?
 What is the quantity of challenges reported, relating to PPE gear, by woman working in
the mines after strategies have been implemented?
Qualitative:

41
 Do women working in the mines feel that they are being perceived and treated as equals
by their male colleagues and the organisation?
 Are employees dressing in accordance to dress code rules and policies?
 Do employees feel that the dress code rules and policies allow them to do their job tasks
in an efficient manner?
 What are the overall employee attitudes regarding the dress code policies and rules.
In order to track the reputation of the company after the implementation of strategies, an
external and internal media evaluation will be conducted by measuring the prominence, tone,
message fidelity and impact of messages produced. The reach, frequency and impression on
the audiences will be measured and a content analysis will be conducted on every aspect of
the media coverage in order to determine the overall outcome of messages generated. The
evidence will determine whether the external and internal media activities have altered key
stakeholder’s perceptions of the company. The perceptions of these key stakeholders
(including employees, trade unions, the public and the media) will be identified and classified
as either being positive, negative or neutral. It will also be determined whether stakeholder’s
perceptions relating to the organisation’s reputation have changed from since the
implementation of communication strategies.
Quantitative methods for internal and external media evaluation include measuring; tonal
bias, tone of the media, target publication tracking, core message tracking, and press release
tracking. Qualitative methods involve measuring the PR value, impressions, demographics,
keyword racking and a media breakdown.
A communication audit will occur at the end of the implementation process to determine the
outcomes and success on strategies, activities and programs implemented by comparing
previous audits.

42
9. BUDGET
Table 11: Budget
PHASES ELEMENTS/ACTIVITIES ITEMS COST
Strategy Communication audits Field workers 2000
Surveys 3000
Focus Groups 2000
Document reviews 6000
Strategy Phase Subtotal: 13 000
Plan Kick-Off Meeting Beverages- Coffee (R120), Tea (R50), Fruit Juice
(R80)
250
Food Platter –Serves 12-15 people 350
Printing Memorandum (R1 per page x 40 pages- 20
x 2 page documents)
80
Video conference Subtotal 680
Plan Functional Dressing
meeting/ Workshop
Printing and binding booklets with the new dress
code.
5 000
Booking an (expert) guest speaker to educate
female employees on dressing functionally, yet
“glamorously” in the work place.
10000
Refreshments (tea and juice; tea sandwiches). 2000
Workshop Subtotal 12 000
Plan Pink hard hat campaign Pink hard hats (R 25 x 2900 ) 72 500
Print work 20 000
Campaign Subtotal 92500
Plan Press conference Venue: Implats Headquarters -
Press conference Setup personnel 300
Security Supervisor:( 17.84 per hour x 2hours) x 1
=R35.68
Armed Security officers:
[(R16.23 per hour) x 2 hours] x 10 officers =
R324.6
Agency fees included.
500
Written media releases, printed and distributed to
appropriate media (20x outlets)
1500
Speaker 15000
Personnel (services during and with preparation of
press conference)
R1000 x 8
8000
Beverages and refreshments served (R25 x 200) 5000
Photographer : Event coverage (up to 2
hours)=R2500
Camera Men and video production team=R7500
Electrician/Technician(house light/sound operator)
700 per hour x2 hours = 1400
Equipment (AV rental & set up) : R2500
13900
Printing invites name tags and programs 2750
Conference cleaning service fees 2000
Press Conference Subtotal 48950
SUBTOTAL: 167 130
Contingency 15% 25069.5
TOTAL: 192199.5

43
Notes to Budget
 Print work includes the printing of brochures and the posters for the campaign.

Impala Platinum Communication Plan

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