The executive summary discusses how corporate reputation has risen in importance for boards, but few non-executive directors have backgrounds in corporate communications. While communications leaders oversee large teams and budgets, more than half feel they lack career development opportunities. Most cannot see a career outside communications in the medium term. Non-executive director roles are viewed as the preferred path outside communications, but few communicators have held one. Communications leaders face barriers to progression including perceptions of their discipline and limited options for professional development. Chairmen are skeptical about communications professionals becoming non-executive directors due to questions around their commercial expertise.
Driving Sustainable Brand Value Through Corporate vs. Product Brand Messaging Sustainable Brands
The document discusses driving sustainable brand value through corporate and product brand messaging. It summarizes presentations from executives at Nestle, Unilever, and Kingfisher on their approaches. Nestle's approach embeds sustainability at all levels of the company and product brands. Unilever connects consumers with its corporate brand's purpose through multiple channels and its product brands play a critical role. Kingfisher acknowledges it doesn't have all the answers but sees sustainability as a potential brand halo and aims to build trust with customers over time through engagement.
No more internal/external. Integrated campaigns conference, 25 February 2016CharityComms
Mark Davies, communications and corporate affairs director, Post Office
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Campbell's Soup Co. BRANs PresentationKevin Carter
The document outlines Campbell's diversity and inclusion strategy and business resource affinity networks (BRANs) over three fiscal years. In year one, the focus was on employee engagement and community. Year two introduced tools to facilitate business metrics and collaboration. Year three aimed to accelerate collaboration through social technology to measure community impact and attract talent. BRANs developed workshops and events to engage employees and communities and increase cultural understanding to support Campbell's business goals.
The document provides a company profile for Zwino Consulting, a South African consulting firm formed in 2000 that offers services including strategy development, human resources, stakeholder engagement, and regulatory compliance, primarily for clients in the mining and energy sectors. Zwino Consulting is made up of experienced South African professionals with expertise across various industries and aims to partner with clients to ensure their long-term success. The firm highlights its track record of projects and strategic work for major companies in South Africa.
SPARK is an initiative in Vietnam that aims to improve the market for capacity development services at the local level. It has two main strategies: 1) Up-scaling social innovations by connecting local solutions to impact investors. 2) Facilitating the capacity development market by organizing matchmaking events, developing service provider standards, and creating an online platform. SPARK will build on existing initiatives and hopes to mobilize $4.3 million in funding by 2015 to support 10,000 households and additional social innovations.
Strategic Analysis - Kamloops Chamber Of CommerceBikram Bathh
The Kamloops Chamber of Commerce represents over 850 local businesses. It aims to improve member engagement, increase membership to 1000, and gain more influence. Proposals include redeveloping web properties and online marketing, adding money-saving benefits, and improving communications through strategies like surveys and industry reports. New goals focus on innovative marketing, creating value for members through events and resources, and gaining influence through partnerships. The strategy shifts to innovation and value creation through member-centric activities and communications.
The executive summary discusses how corporate reputation has risen in importance for boards, but few non-executive directors have backgrounds in corporate communications. While communications leaders oversee large teams and budgets, more than half feel they lack career development opportunities. Most cannot see a career outside communications in the medium term. Non-executive director roles are viewed as the preferred path outside communications, but few communicators have held one. Communications leaders face barriers to progression including perceptions of their discipline and limited options for professional development. Chairmen are skeptical about communications professionals becoming non-executive directors due to questions around their commercial expertise.
Driving Sustainable Brand Value Through Corporate vs. Product Brand Messaging Sustainable Brands
The document discusses driving sustainable brand value through corporate and product brand messaging. It summarizes presentations from executives at Nestle, Unilever, and Kingfisher on their approaches. Nestle's approach embeds sustainability at all levels of the company and product brands. Unilever connects consumers with its corporate brand's purpose through multiple channels and its product brands play a critical role. Kingfisher acknowledges it doesn't have all the answers but sees sustainability as a potential brand halo and aims to build trust with customers over time through engagement.
No more internal/external. Integrated campaigns conference, 25 February 2016CharityComms
Mark Davies, communications and corporate affairs director, Post Office
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Campbell's Soup Co. BRANs PresentationKevin Carter
The document outlines Campbell's diversity and inclusion strategy and business resource affinity networks (BRANs) over three fiscal years. In year one, the focus was on employee engagement and community. Year two introduced tools to facilitate business metrics and collaboration. Year three aimed to accelerate collaboration through social technology to measure community impact and attract talent. BRANs developed workshops and events to engage employees and communities and increase cultural understanding to support Campbell's business goals.
The document provides a company profile for Zwino Consulting, a South African consulting firm formed in 2000 that offers services including strategy development, human resources, stakeholder engagement, and regulatory compliance, primarily for clients in the mining and energy sectors. Zwino Consulting is made up of experienced South African professionals with expertise across various industries and aims to partner with clients to ensure their long-term success. The firm highlights its track record of projects and strategic work for major companies in South Africa.
SPARK is an initiative in Vietnam that aims to improve the market for capacity development services at the local level. It has two main strategies: 1) Up-scaling social innovations by connecting local solutions to impact investors. 2) Facilitating the capacity development market by organizing matchmaking events, developing service provider standards, and creating an online platform. SPARK will build on existing initiatives and hopes to mobilize $4.3 million in funding by 2015 to support 10,000 households and additional social innovations.
Strategic Analysis - Kamloops Chamber Of CommerceBikram Bathh
The Kamloops Chamber of Commerce represents over 850 local businesses. It aims to improve member engagement, increase membership to 1000, and gain more influence. Proposals include redeveloping web properties and online marketing, adding money-saving benefits, and improving communications through strategies like surveys and industry reports. New goals focus on innovative marketing, creating value for members through events and resources, and gaining influence through partnerships. The strategy shifts to innovation and value creation through member-centric activities and communications.
The annual report summarizes the activities of the Fairtrade Network of Asia and Pacific Producers (NAPP) in 2015. Some key highlights include:
- NAPP strengthened its organization and adopted a new brand identity as "Fairtrade Asia Pacific, powered by NAPP".
- It worked to align its strategy with Fairtrade International's 2016-2020 strategy of "Changing Trade, Changing Lives".
- NAPP provided training to over 4,900 farmers and workers from 247 producer organizations in 2015.
- A total of 2,677,700 farmers and workers in Asia and Pacific are now part of the Fairtrade system.
- NAPP received a total of 10.8 million euros in Fairtrade Premium
This annual report summarizes the activities of the Fairtrade Network of Asia and Pacific Producers (NAPP) in 2015. Some key highlights include:
- NAPP strengthened its organization and adopted a new brand identity as "Fairtrade Asia Pacific, powered by NAPP".
- It provided training to over 4,900 small-scale farmers and workers from 247 producer organizations.
- NAPP also worked to improve market access and support for 23 producer organizations.
- Looking ahead, NAPP's strategic goals from 2016-2020 are to expand Fairtrade markets, empower small producers and workers, foster sustainable livelihoods, increase influence of farmers and workers in policy debates, and strengthen the Fairtrade system.
This document provides the preliminary program for a conference on embedding corporate and social sustainability into CSR programmes in Saudi Arabia. Over the two-day conference, there will be keynote speeches and panels on developing holistic CSR strategies, measuring CSR impact, engaging stakeholders like NGOs and youth, and ensuring CSR contributes to national development goals. The agenda also includes case studies on quantifying and communicating CSR success.
The morning seminar session included presentations on various topics related to sustainable and socially responsible urban development and procurement. Specifically, it covered Lend Lease's redevelopment of Elephant and Castle focusing on improving quality of life, setting a new standard for development, and enriching the community and environment. It emphasized goals of health, jobs, energy efficiency, green space, and transportation. It also discussed the benefits of the Trading for Good initiative in helping small businesses promote their social value to win more business from large contractors.
The document provides an agenda and background information for the Accelerate Cape Town AGM meeting. The agenda includes presentations on Accelerate Cape Town's progress and future plans, a stadium project, and statutory business discussions. Brief biographies are given for board members. Guy Lundy then discusses Accelerate Cape Town's vision and strategic objectives to promote economic growth in the Cape region. Various projects and concepts are outlined, including Vision 2030, Cape Town International Business Club, Safe Cape, and Restless Minds.
This document provides an overview of Uberall, a company that helps businesses manage their online presence across search engines and directories. Uberall has over 1,500 enterprise clients and manages the online listings for over 1,000,000 business locations. Their platform allows businesses to centralize location data and run local marketing campaigns to optimize search engine results and reviews. Uberall has experienced significant growth, with their managed business locations increasing over 4x since 2016. However, they estimate that their platform currently only covers approximately 2% of over 200 million global business locations, indicating substantial room for further expansion.
Kiran Mistry has over 20 years of experience in business development, project management, inventory planning, and supply chain roles. He has a proven track record of successfully generating revenue, negotiating deals, and delivering projects on time and under budget. Notable achievements include generating over £150,000 in revenue through a transportation services deal and implementing an EPOS system rollout for 400 stores across multiple countries.
Greater Halifax Partnership: A Catalyst for Economic GrowthHalifax Partnership
The Greater Halifax Partnership is a catalyst for economic growth and confidence in Greater Halifax, the economic hub of Atlantic Canada.
We have deep insight into the city’s emerging trends and changing needs because of committed involvement and unequalled private sector investment, and government support. Staying one step ahead of opportunities and issues, we mobilize resources to accelerate the economic growth of Greater Halifax.
This document provides a summary of a Kenyan professional's qualifications and experience. It includes his educational background, ranging from a bachelor's degree in international business to various certifications in monitoring and evaluation, research methodology, and leadership. It also outlines over 10 years of relevant work experience in strategic planning, business development, product development, research, sales and marketing roles at various microfinance institutions and companies. Additionally, it lists professional associations, workshops attended, and volunteer responsibilities.
The document outlines the 2011 objectives and initiatives for various IHG regional and brand committees. Key points included improving guest satisfaction scores, revenue, and sustainability efforts across different brands while supporting IHG priorities around areas like sales, marketing, and people development. The committees aimed to enhance owner communications and drive membership engagement through their regional strategies.
The document outlines an Inove program presented by Vale to develop local suppliers in Oman. It discusses the context of Vale's investments in Oman and challenges in developing local supply chains. It then summarizes the results achieved by Vale's Inove program in Brazil and proposes applying a similar approach in Oman, including conducting a supply and demand diagnosis, identifying gaps, and developing an action plan to support local Omani suppliers. Next steps proposed include sharing technology with local Brazilian suppliers and organizing supplier missions to Oman.
Green Endeavors is positioning itself for a roll-up of premium hair salon brands. It currently owns 3 Landis salons generating $3.3 million in annual revenue. It recently acquired Qnity, a training company for salon professionals, with $600k in annual revenue. Green Endeavors plans to acquire 4-5 additional salon brands over the next 3 years, generating a combined $38 million in annual revenues by 2020. The acquisition targets include regional salon chains with 2-10 locations and $4.5-$7.5 million in annual sales. Green Endeavors expects to improve acquired brands' EBITDA margins from 5-7.5% to 10% by leveraging
Business, Sales Distribution & Marketing consultants.New product development ...Vinod Gaikwad
Muster Maven is an integrated community of business experts that provides services across sales, marketing, advertising, business planning, and more. They aim to optimize expenses, generate revenue, and enhance profits for clients. Muster Maven has experts in areas such as brand management, sales & distribution, finance, quality improvement, and human resources. They work with clients to develop comprehensive business plans, launch new products and brands, and implement strategies to deliver growth and profits.
The document outlines the Philippine Cooperative Medium Term Development Plan from 2011-2016. The plan has five expected outcomes: 1) An efficient, effective and responsive regulatory agency for cooperatives, 2) Strong, sustainable and empowered cooperatives, 3) Viable, competitive and sustainable cooperatives as engines of growth, 4) Promoting cooperativism for social transformation, and 5) Massive expansion of cooperative membership. The plan aims to strengthen cooperative delivery mechanisms, provide an enabling environment for cooperatives, and ensure local and global competitiveness of cooperatives.
This document provides a summary of an individual's qualifications and experience. It outlines their educational background which includes a bachelor's degree in international business administration and postgraduate diploma in project management. It also lists their professional qualifications and associations. Their work experience spans several years in management roles in the microfinance and banking sectors. They have international exposure from work in countries like the US, UAE, South Africa, Tanzania and Rwanda. They also provide details on responsibilities, achievements and professional workshops attended for each role.
To Work on Infographics and Illustration designs in PowerPoint.
To work on Creativity and Enhancement Presentations.
End to end responsibility for handling projects and shift management.
To take initiative and lead on all the creative projects.
The document discusses corporate engagement and partnerships with charities. It provides tips for understanding corporate decision making, developing strategic partnerships, understanding different levels and types of corporate involvement, and effectively engaging with corporate stakeholders. Key recommendations include doing research on potential partners, understanding what benefits you can offer, and developing bespoke partnership packages.
Corporate fundraising seminar basics dec 2012sianw4
This document provides an overview of corporate fundraising and examples of successful corporate partnerships. It discusses why companies partner with charities and what benefits each side can gain from the relationship. Key elements of partnerships are explored such as donations, employee fundraising, cause-related marketing, and gifts-in-kind. Examples are given of partnerships like Deloittes and Help for Heroes, Marks and Spencer with Oxfam, and Tesco with CLIC Sargent. The document concludes with exercises to develop existing or new corporate partnerships.
The document provides an overview of the status and growth of the global halal industry, with Malaysia positioned as the leading player. It notes growing interest in halal from countries like the UAE, Japan, Brazil, USA, UK, and China. Malaysia has a comprehensive institutional framework supporting its halal industry through agencies focused on areas like standards, certification, investment promotion, and SME development. The halal industry in Malaysia directly employs over 300,000 people and generated over RM19 billion in exports in 2015. The document outlines Malaysia's continued efforts to strengthen its leadership in the global halal industry through 2025.
Busniess consultants. Planners and implementation. FMCG consultantsVinod Gaikwad
Muster Maven is an integrated community of business experts that provides services related to sales, marketing, advertising, business planning, and brand and product management. It aims to optimize expenses, generate revenue, and enhance profits for clients. Muster Maven has expertise in developing business plans, sales and distribution networks, and implementing marketing strategies. It works with clients to strategize, plan, and execute innovative business plans to help visionary companies and brands achieve organized growth and defined profits.
The annual report summarizes the activities of the Fairtrade Network of Asia and Pacific Producers (NAPP) in 2015. Some key highlights include:
- NAPP strengthened its organization and adopted a new brand identity as "Fairtrade Asia Pacific, powered by NAPP".
- It worked to align its strategy with Fairtrade International's 2016-2020 strategy of "Changing Trade, Changing Lives".
- NAPP provided training to over 4,900 farmers and workers from 247 producer organizations in 2015.
- A total of 2,677,700 farmers and workers in Asia and Pacific are now part of the Fairtrade system.
- NAPP received a total of 10.8 million euros in Fairtrade Premium
This annual report summarizes the activities of the Fairtrade Network of Asia and Pacific Producers (NAPP) in 2015. Some key highlights include:
- NAPP strengthened its organization and adopted a new brand identity as "Fairtrade Asia Pacific, powered by NAPP".
- It provided training to over 4,900 small-scale farmers and workers from 247 producer organizations.
- NAPP also worked to improve market access and support for 23 producer organizations.
- Looking ahead, NAPP's strategic goals from 2016-2020 are to expand Fairtrade markets, empower small producers and workers, foster sustainable livelihoods, increase influence of farmers and workers in policy debates, and strengthen the Fairtrade system.
This document provides the preliminary program for a conference on embedding corporate and social sustainability into CSR programmes in Saudi Arabia. Over the two-day conference, there will be keynote speeches and panels on developing holistic CSR strategies, measuring CSR impact, engaging stakeholders like NGOs and youth, and ensuring CSR contributes to national development goals. The agenda also includes case studies on quantifying and communicating CSR success.
The morning seminar session included presentations on various topics related to sustainable and socially responsible urban development and procurement. Specifically, it covered Lend Lease's redevelopment of Elephant and Castle focusing on improving quality of life, setting a new standard for development, and enriching the community and environment. It emphasized goals of health, jobs, energy efficiency, green space, and transportation. It also discussed the benefits of the Trading for Good initiative in helping small businesses promote their social value to win more business from large contractors.
The document provides an agenda and background information for the Accelerate Cape Town AGM meeting. The agenda includes presentations on Accelerate Cape Town's progress and future plans, a stadium project, and statutory business discussions. Brief biographies are given for board members. Guy Lundy then discusses Accelerate Cape Town's vision and strategic objectives to promote economic growth in the Cape region. Various projects and concepts are outlined, including Vision 2030, Cape Town International Business Club, Safe Cape, and Restless Minds.
This document provides an overview of Uberall, a company that helps businesses manage their online presence across search engines and directories. Uberall has over 1,500 enterprise clients and manages the online listings for over 1,000,000 business locations. Their platform allows businesses to centralize location data and run local marketing campaigns to optimize search engine results and reviews. Uberall has experienced significant growth, with their managed business locations increasing over 4x since 2016. However, they estimate that their platform currently only covers approximately 2% of over 200 million global business locations, indicating substantial room for further expansion.
Kiran Mistry has over 20 years of experience in business development, project management, inventory planning, and supply chain roles. He has a proven track record of successfully generating revenue, negotiating deals, and delivering projects on time and under budget. Notable achievements include generating over £150,000 in revenue through a transportation services deal and implementing an EPOS system rollout for 400 stores across multiple countries.
Greater Halifax Partnership: A Catalyst for Economic GrowthHalifax Partnership
The Greater Halifax Partnership is a catalyst for economic growth and confidence in Greater Halifax, the economic hub of Atlantic Canada.
We have deep insight into the city’s emerging trends and changing needs because of committed involvement and unequalled private sector investment, and government support. Staying one step ahead of opportunities and issues, we mobilize resources to accelerate the economic growth of Greater Halifax.
This document provides a summary of a Kenyan professional's qualifications and experience. It includes his educational background, ranging from a bachelor's degree in international business to various certifications in monitoring and evaluation, research methodology, and leadership. It also outlines over 10 years of relevant work experience in strategic planning, business development, product development, research, sales and marketing roles at various microfinance institutions and companies. Additionally, it lists professional associations, workshops attended, and volunteer responsibilities.
The document outlines the 2011 objectives and initiatives for various IHG regional and brand committees. Key points included improving guest satisfaction scores, revenue, and sustainability efforts across different brands while supporting IHG priorities around areas like sales, marketing, and people development. The committees aimed to enhance owner communications and drive membership engagement through their regional strategies.
The document outlines an Inove program presented by Vale to develop local suppliers in Oman. It discusses the context of Vale's investments in Oman and challenges in developing local supply chains. It then summarizes the results achieved by Vale's Inove program in Brazil and proposes applying a similar approach in Oman, including conducting a supply and demand diagnosis, identifying gaps, and developing an action plan to support local Omani suppliers. Next steps proposed include sharing technology with local Brazilian suppliers and organizing supplier missions to Oman.
Green Endeavors is positioning itself for a roll-up of premium hair salon brands. It currently owns 3 Landis salons generating $3.3 million in annual revenue. It recently acquired Qnity, a training company for salon professionals, with $600k in annual revenue. Green Endeavors plans to acquire 4-5 additional salon brands over the next 3 years, generating a combined $38 million in annual revenues by 2020. The acquisition targets include regional salon chains with 2-10 locations and $4.5-$7.5 million in annual sales. Green Endeavors expects to improve acquired brands' EBITDA margins from 5-7.5% to 10% by leveraging
Business, Sales Distribution & Marketing consultants.New product development ...Vinod Gaikwad
Muster Maven is an integrated community of business experts that provides services across sales, marketing, advertising, business planning, and more. They aim to optimize expenses, generate revenue, and enhance profits for clients. Muster Maven has experts in areas such as brand management, sales & distribution, finance, quality improvement, and human resources. They work with clients to develop comprehensive business plans, launch new products and brands, and implement strategies to deliver growth and profits.
The document outlines the Philippine Cooperative Medium Term Development Plan from 2011-2016. The plan has five expected outcomes: 1) An efficient, effective and responsive regulatory agency for cooperatives, 2) Strong, sustainable and empowered cooperatives, 3) Viable, competitive and sustainable cooperatives as engines of growth, 4) Promoting cooperativism for social transformation, and 5) Massive expansion of cooperative membership. The plan aims to strengthen cooperative delivery mechanisms, provide an enabling environment for cooperatives, and ensure local and global competitiveness of cooperatives.
This document provides a summary of an individual's qualifications and experience. It outlines their educational background which includes a bachelor's degree in international business administration and postgraduate diploma in project management. It also lists their professional qualifications and associations. Their work experience spans several years in management roles in the microfinance and banking sectors. They have international exposure from work in countries like the US, UAE, South Africa, Tanzania and Rwanda. They also provide details on responsibilities, achievements and professional workshops attended for each role.
To Work on Infographics and Illustration designs in PowerPoint.
To work on Creativity and Enhancement Presentations.
End to end responsibility for handling projects and shift management.
To take initiative and lead on all the creative projects.
The document discusses corporate engagement and partnerships with charities. It provides tips for understanding corporate decision making, developing strategic partnerships, understanding different levels and types of corporate involvement, and effectively engaging with corporate stakeholders. Key recommendations include doing research on potential partners, understanding what benefits you can offer, and developing bespoke partnership packages.
Corporate fundraising seminar basics dec 2012sianw4
This document provides an overview of corporate fundraising and examples of successful corporate partnerships. It discusses why companies partner with charities and what benefits each side can gain from the relationship. Key elements of partnerships are explored such as donations, employee fundraising, cause-related marketing, and gifts-in-kind. Examples are given of partnerships like Deloittes and Help for Heroes, Marks and Spencer with Oxfam, and Tesco with CLIC Sargent. The document concludes with exercises to develop existing or new corporate partnerships.
The document provides an overview of the status and growth of the global halal industry, with Malaysia positioned as the leading player. It notes growing interest in halal from countries like the UAE, Japan, Brazil, USA, UK, and China. Malaysia has a comprehensive institutional framework supporting its halal industry through agencies focused on areas like standards, certification, investment promotion, and SME development. The halal industry in Malaysia directly employs over 300,000 people and generated over RM19 billion in exports in 2015. The document outlines Malaysia's continued efforts to strengthen its leadership in the global halal industry through 2025.
Busniess consultants. Planners and implementation. FMCG consultantsVinod Gaikwad
Muster Maven is an integrated community of business experts that provides services related to sales, marketing, advertising, business planning, and brand and product management. It aims to optimize expenses, generate revenue, and enhance profits for clients. Muster Maven has expertise in developing business plans, sales and distribution networks, and implementing marketing strategies. It works with clients to strategize, plan, and execute innovative business plans to help visionary companies and brands achieve organized growth and defined profits.
Similar to Achievements in Palabora Mining Company (20)
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Methanex is the world's largest producer and supplier of methanol. We create value through our leadership in the global production, marketing and delivery of methanol to customers. View our latest Investor Presentation for more details.
Cleades Robinson, a respected leader in Philadelphia's police force, is known for his diplomatic and tactful approach, fostering a strong community rapport.
ZKsync airdrop of 3.6 billion ZK tokens is scheduled by ZKsync for next week.pdfSOFTTECHHUB
The world of blockchain and decentralized technologies is about to witness a groundbreaking event. ZKsync, the pioneering Ethereum Layer 2 network, has announced the highly anticipated airdrop of its native token, ZK. This move marks a significant milestone in the protocol's journey, empowering the community to take the reins and shape the future of this revolutionary ecosystem.
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June 12, 2024 UnityNet International (#UNI) World Environment Day Abraham Project 2024 Press Release from Markham / Mississauga, Ontario in the, Greater Tkaronto Bioregion, Canada in the North American Great Lakes Watersheds of North America (Turtle Island).
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Achievements in Palabora Mining Company
1. Corporate Affairs Success Story of Hulisani
Nemaxwi 2013-2016
Corporate
Affairs/
Sustainability
Strategy
Procurement
(BEE, MPRDA)
Transformation
Strategy (BEE,
MPRDA)
Stakeholder
Engagement
(reputation and
advocacy)
Government
Relations
(regulatory
compliance &
PPP)
Community
Development
(Social license to
operate)
Corporate
Communications
(Leadership,
employees &
external)
Achievements at Palabora Copper
Developed 40 local host community businesses
Over ZAR 150 million spend in 2015 with host traditional
communities suppliers
Public Private Partnership with RAL of ZAR 80 million
Level 3 BEE Certificate Achieved
Over ZAR 10 million positive publicity
Formulated Community Based engagement structure
Managed the Future Forum
Best Employers Certified for year 2016
Established a strong partnership with the DMR Inspectorate
that led to 90% reduction of Section 54
Rebranding of the organization
Established Host Community Business Incubation Centre in
conjunction with Palabora Foundation
Ring-fenced over ZAR 2 billion procurement opportunities
for Black-Owned Companies
VP & CFO Finalists in the National Business Awards
Leolo Community Development Trust project strategy and
implementation across the 5 Traditional Authorities
Established Supplier Development Programme