Mokgale James Morotoba

• Oversee day-to-day operations across my areas of responsibility (viz., ESG, Mining and Processing Operations, Logistics, Shipping and Materials Handling, Acid and Fertilizers Manufacturing Facilities, and Capital Projects), ensuring timely delivery and streamlined workflows.
• Ensured regulatory compliance by developing compliance roadmaps in line with industry-leading practices to mitigate risks associated with legal or ethical violations, and to guide the implementation of compliance projects.
• Formulated strategic plans aligning with overall company vision; setting achievable short and long-term goals to drive growth and profitability.
• Negotiated several contracts, inclusive of high-value contracts and agreements, to enhance business performance and favorable terms to protect the organization's interests.
• Spearheaded major organizational restructuring efforts, resulting in an optimal insource/outsource model for a more agile and responsive team structure.
• Continuous analysis of industry trends to track competitor activities, and to follow leading practices to inform decision-making.
• Ensuring sound capital allocation to support business sustainability in the form of asset renewal programs, and to support growth opportunities.
• Report to Group CEO and have 7 General Managers reporting into this position

• Oversaw the mining and processing operations, together with the group logistics function, covering inbound rail logistics, outbound rail logistics, including TFR activities, port activities, and seaborne logistics.
• Ensured strategic and tactical alignment of the operational value chain to support the downstream process (acid and fertilizer manufacturing facilities) and to enhance the profitability of the business.
• Introduced the hotseat program to eliminate time wastage at shift change, and to increase productivity by effective management of shift commencement and startup activities.
• Introduced a cost management control system to flag over-expenditures in certain cost centers, and to elevate the approval of such.
• Successfully supported the mining team in ensuring the implementation of a collision avoidance system for compliance with Chapter 8 of the MHSA.
• Identified opportunities to improve business process flows and productivity by redesigning the milling process, thus increasing flotation recoveries and production.
• Negotiated a collaborative model with the rail service provider to ensure rolling stock availability and to increase product movement to various ports for export.

• As SVP of Mining and Processing Operations, I was responsible for the mining operations based in Phalaborwa, Limpopo.
• Led the Foskor-initiated turnaround process, which required a focused implementation plan, the development of a Results-Driven Office, and hands-on management of the turnaround processes.
• In partnership with the Turnaround consultants, I developed the strategy and the divisional implementation plan, and I led the implementation phases of the process.
• Re-modeled the mining operation to a hybrid model, where the leading operations were outsourced, and the core mining operations remained insourced.
• Led various collaborative community engagement processes, inclusive of the formation of the community business forum, to ensure operational stability and a sound business continuity management plan.

• I took on the responsibility of the CEO and President of the company for a while.
• Over this period, we negotiated sound sales and marketing agreements, which reduced reliance on trading partners by entering into long-term, formula-driven sales agreements.
• Drove labor agreements during a turbulent period, which was marked by the formation and introduction of a new labor movement.

• Responsible for mining operations, group corporate affairs, and human capital.
• Led the Group Projects Steering Committee, responsible for CAPEX allocation, implementation of projects, and monitoring across the Foskor Group (Mining Operations and Acid Manufacturing Plant in Richards Bay), in line with the requirements of the lender.
• Ensured full engagement with all stakeholders across the board: government, media, traditional authorities, DMRE, and community structure.
• Developed divisional operational strategy, Corporate Affairs, and Human Capital strategy, and the implementation thereof.
• The position reported to the Group Chief Executive Officer, and two General Managers reported into the position.

• The position reported to the Chief Executive Officer, with accountability to the Board subcommittees, and the Board as a member of the Executive Committee.
• Drove the divisional strategy while ensuring alignment with the group strategy to ensure profitability.
• Ensured operational excellence in the mining and processing of phosphate, and the associated inbound logistics.
• The division operates on a budget of +/- R 2.3bn OPEX, with 3 year projects pipeline totaling +/- R 1.4 bn in the mining division, and +/- R 600 mil in the Acid Division in Richards bay.
• Ensured sound stakeholder engagement and relations, particularly with the provincial government, local municipalities, DMRE, traditional leaders, customers, suppliers, TFR, and the business chambers.
• Led the construction and commissioning of a new flotation plant as part of the asset replacement program.

• The position reported to the Executive Head of Mining.
• The responsibilities included setting and driving the operational strategy and action plans that are integrated with the overall global business plan and strategy.
• Ensured continuous dissemination of learning throughout the mine, as well as utilized innovative practices and technologies to continuously position the mine in the platinum industry (e.g., trial of autonomous trucks, trial of VIS, implementation of a fatigue management system linked to the modular dispatch system).
• Provided operational, technical, and managerial leadership while traversing high tension in the labor space.
• Also responsible for the development of the mine strategy and ensuring the implementation and monitoring of the set goals for operational success, inclusive of sound financial, budget, and cost management decisions.
• The development of safety, health, and environmental systems, and adherence thereto, as well as the development of people, remained key to this role at this level.
• The role in this particular operation extended itself a lot more to community relations and municipal activities.
• The operation produces 90 Mt of waste and ore per annum, and 310,000 oz of platinum.
• Legally appointed under Section 4.1 of the MHSA.

• This position reports to the Head of Operations (Senior Vice President).
• Responsibilities included setting and driving the operational tactics and action plans coming out of the Anglo Thermal Coal global strategy.
• Ensured continuous innovative practices to continuously position the mine as an epitome of the Continuous Improvement strategy.
• Provided operational, technical, and managerial leadership to the team while aligning the mine’s long-term plans with the divisional plans.
• Landau Colliery was a mine with extreme environmental challenges, and this required prudent management and decisive leadership, which I provided.
• Also responsible for two coal processing plants, which produced thermal coal for both local and export markets. The operation produced 7 Mtpa of ROM coal.
• Developed a strategy to deal with spontaneous combustion on an ongoing basis, treatment of excessive underground water, and relations with authorities to align on legal discharges during high rainfall seasons.

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• The position reports to the Head of Operations (Senior Vice President).
• Ensured production and operational growth from startup operation to steady state.
• Commissioned a successful offset program for environmental compliance to support the river diversion program to maximize resource utilization. (Won the Nedbank Green Award for the project.)
• Developed sound relations with Sasol executives as the sole offtaker of the product.
• Lead the discussions leading to the finalization of the Offtake Agreement, which regulated the parameters of the product.
• Legally appointed under Section 3.1(a) of the MH&SA.

• The position reports to the General Manager.
• Ensured overall management of the mining operations and technical services teams at the mine.
• Also, monitoring the development and implementation of a proper business and operational plan to ensure continuous achievement and uninterrupted production of the operation, using an integrated and value-based approach in support of the overall company business strategy.
• Also responsible for the financial management of the mining and technical services departments, which included setting up the budget, controlling, and monitoring. This also included capital expenditure associated with the relevant operation.
• Implemented the SAP program for financial modeling and maintenance management, inclusive of budgeting and rotary equipment monitoring.
• The development of the Isibonelo Colliery started with the draglines and support equipment migration from Sasol (leading the process).

• Ensured the successful mini-pit operations feasibility study and implementation of the project.
• On completion of the implementation, I continued to run the operation as Pit Manager, with responsibilities for safety, health, environment, production, stakeholder engagement, and all capital activities.
• Mafube Colliery was a 50/50 joint venture mine between Exxaro and Anglo American, and therefore ensured sound liaison between the two companies.
• At inception, Mafube Colliery produced 1.8 Mt of coal per annum, supplied to Arnot Power Station.
• Further led the feasibility study for the macro project to expand the activities of the operation.

• Ensured high performance of the two Bucyrus 1570 Draglines for overburden removal, and a number of shovel and truck equipment, producing just over 5 Mtpa.
• In addition to normal safety, health, environment, and production activities, I had the responsibility to liaise with interested and affected parties, the main stakeholders being Eskom Power Utilities, farmers, and the Department of Mineral Resources.
• Led the dragline relocation project to move draglines from Sasol Syferfontein to Witbank (Kleinkopje Colliery).
• Led the Dragline Improvement Group across all the Anglo Coal open-pit operations to benchmark dragline performance across the globe.
• In collaboration with Eskom, we developed a budget and a 5-year plan to ensure funding alignment between Anglo Coal and Eskom.

• Ensured sound mine planning activities, inclusive of VOHE design and implementation.
• Coordinated and managed the development of the annual and five-year budget, and business plan.
• As a Strata Control Manager, I was responsible for the design and implementation of roof support systems to intensify roof stability. In conjunction with the UK-based Rock Mechanics Technologies company, we conducted roof monitoring, in-situ stress measurement, and visual roof monitoring using telltales and gutter reading experience to design and implement the appropriate roof support system.
• Implemented a uniform roof support mechanism based on scientific determination across the Anglo Coal underground operations.

• Responsibilities in this position were pretty much the same as those at the Mine Overseer level, with additional responsibilities in terms of legal appointment, full control of shaft budget systems, and influence regarding equipment maintenance and selection.
• The focus at this level also shifted from pure safety and production to the supervision of graduates for development purposes and operational skilling.
• The position reports to the Mining Manager.

• I got appointed upon obtaining the Mine Manager’s Certificate of Competency for coal. Responsible for a shaft with a total workforce of 200 people.
• As mine overseer, I planned all section moves, panel relocations, production activities, and budget and five-year plan for the shaft.
• The shaft operated two Joy continuous miners for primary production.
• Ensured shaft infrastructure maintenance and upkeep.

• Basic mining training, including obtaining a blasting certificate, a first aid certificate, a gas testing certificate, a flame-proofing certificate, etc.
• Oversaw the underground production sections (conventional drilling and blasting, continuous miner sections, and Voest Alpine road-header miner).
• During this time, I acquired the Government Certificate of Competency.