4. MPS Business Solution Pty Ltd is designed to be a
Centre for Social Responsibility in business
development objectives; we are mainly based on
developing business remedy through Co-operatives.
We considering them as a vehicle to the basic needs
of our people, through the growth of the socio-
economic development practical plan; referring to our
achievements as the results of the turnaround
strategy.
Private Sectors: Mining, Industries and agriculture.
CENTRE FOR SOCIAL RESPONSIBILITY IN
MINING:
5. As a result of our research we figured out that, the
turnaround strategy will bring the resolution to the social
conflict; by considering the element of “Community
Development Support” private sectors such as mining,
agriculture and other industries can bring economic and
social benefits to communities, through the MPS Business
Solution turnaround strategy for the cooperatives as our
beneficiaries, because it is an ongoing process between
them and communities. We looking at our governmental
support as well through economic transformation and the
economic vision. On the Freedom Charter that people
shall share in South Africa’s wealth; by the way through
the economic transformation we already achieved to build
an equitable society in which there is decent work for all
in Mpumalanga in Ermelo and we are still looking forward
to accelerate growth and intensify our programme’s
action to economic freedom in South Africa.
Continuation…….
6. A researching team is committed to improving the social performance of
the resources industry in South Africa with the approach of the
turnaround strategy.
We are part of the Sustainable Minerals Institute (SMI) which has a good
track record of working to understand and apply the principles of
sustainable development.
Our focus is on the social, economic and political challenges that occur
when change is brought about by resource extraction and development.
We work with companies, communities and government to improve
social performance and deliver better outcomes for companies and
communities.
Continuation…….
7. In South Africa, there is a growing expectation that resource
companies should contribute positively to the long-term
development of impacted communities, regions and nations. This
expectation has been expressed as a regulatory condition in which
companies are formally required to engage in delivering social and
economic benefits. In other instances, benefits are negotiated
voluntarily between companies and local stakeholders as part of a
broader commitment to Corporate Social Responsibility (CSR)
principles.
OVERVIEW:
8. 1. MPS Socio-economic Development Plans & Initiatives.
2. MPS Voluntary Agreements.
3. MPS Indigenous Land Use Agreements.
4. MPS Partnership Agreements.
5. MPS Community Contracts.
6. MPS Mining Development Objectives.
7. MPS Community Joint Venture Agreements.
8. MPS Empowerment Agreements (HDSA).
9. MPS Social Trust Funds.
10. MPS Investment Agreements.
11. MPS Benefits Sharing Agreements (Communities).
12. MPS Social Responsibility Agreements.
13. MPS Participation Agreements.
14. MPS Monitoring System.
PLANNED TASK SOCIAL SOLUTION
9. Adapted from the MPS Business Solution Pty Ltd to the Umkhumbi wase
Mpumalanga Secondary Cooperatives whereby “Mining & Community
Development Agreements- “Mashavane crusher and Logistics primary
co-operative is the product of the MPS Turnaround Strategy” which
forms part of the primary co-operative of the 10 cooperatives of the
uMkhumbi secondary Co-opt and there are variety of structures and
processes that can be used as vehicles for delivering development
benefits to communities impacted by resource projects. These include
company-controlled social investment programs, government-approved
community development and impact mitigation plans, development
forums, and multi-sector partnerships and collaborations, formal
agreements, and community-controlled trusts and development funds.
The focus of these Good Practice Notes is on the design and use of one of
these mechanisms: Community Development Agreements (CDAs). These
agreements go by a variety of names and their structure and content can
vary considerably, depending on the context and when the agreement
was formed.
Practical Experiences and Field Studies”, 2005
10. 1. The agreement should go through fair negotiation and
facilitation;
2. Communities or community representatives, must be
engaged in these negotiations;
3. The outcome is formalized in some kind of written
document, which may sometimes, but not always, take a legal
form;
4. There is an intention to create mutual obligations between
the parties, whether or not these are legally enforceable; and
5. The agreement includes provisions that address broader
development objectives, rather than being focused narrowly on
financial compensation.
KEY DEFINING FEATURES OF A GOOD CDA PRACTICE ARE
11. MPS BUSINESS SOLUTION PTY LTD
Turnaround Strategy Holder
P-COOPERATIVE
Elected - Chairperson
Co-opt 1
Mashavane primary
Quarry mining
Co-opt 2 Co-opt 3 Co-opt 4 Co-opt 5 Co-opt 6 Co-opt 7 Co-opt 8 Co-opt 9
Iinkezo primary
Rail Projects
Co-opt 10
BSP Mining Primary
Mining Services
P-COOPERATIVE
Elected- V-Chairperson
P-COOPERATIVE
SECRETARY
MARKETING
CMO - 001
ELECTED 2
CO-OPT 001 MM - 002
ELECTED 2
CO-OPT 002 MM - 003
ELECTED 2
CO-OPT 003 MM - 004
ELECTED 2
CO-OPT 004 MM - 005
ELECTED 2
CO-OPT 005 MM - 006
ELECTED 2
CO-OPT 006 MM - 007
BENEFICIARIES
3 Directors
ACCOUNTANT
PROFESSIONAL
FARMERS
THE ACHIEVEMENTS
Bank Advisers
3 BEST BANK-FINANCIAL ADVISORS
BOARD OF DIRECTORS
UMKHUMBI WASE
MPUMALANGA
SECONDARY CO-OPT
PRODUCTS OF THE MPS
BUSINESS SOLUTION PTY LTD
