BHP BILLITON DEVELOPMENT TRUST - ELLEN PAPCIAK-ROSE

BHP BILLITON DEVELOPMENT TRUST
CORPORATE SOCIAL INVOLVEMENT REPORT

A capacity building permaculture farming
project for rural Mpumalanga women, a
partnership with Technikon Pretoria
MISSION
The BHP Billiton Development Trust (BBDT) implements sustainable community development
projects to make sure that BHP Billiton (and its associate companies and operations) is a
preferred business partner and a corporate citizen valued by all stakeholders.
“...we are earning acceptance and legitimacy in our local communities...”

CONTENTS
BHP Billiton Development Trust (BBDT) - An Overview.....2
The People of the BBDT.....3
Education Initiatives.....6
Government Initiatives.....8
HIV & AIDS.....10
Job Creation.....12
Victim Empowerment.....15
Tertiary Education Initiatives.....16
Financial Summary.....18
Contacts.....20
A craftswoman at the Little Elephant / Indlovu Encane Project
1

BHP BILLITON DEVELOPMENT
TRUST (BBDT) - AN OVERVIEW
In supporting socio-economic development in South Africa, the BHP Billiton
Development Trust (BBDT) implements, co-ordinates and manages the sustainable
development initiatives of BHP Billiton and BHP Billiton companies and operations
such as Samancor Chrome, Samancor Manganese, Ingwe Collieries Limited and BHP
Billiton Aluminium, which participate in the Trust.
The Trust is overseen by a board of trustees, which approves the strategic direction
and policies of the BBDT in consultation with the Trust’s management team, whose
members are responsible for the execution of policy, strategy and management of the
day-to-day administration of the Trust’s affairs. The BBDT management consists of
representatives from the BHP Billiton companies.
“The strategy of the BBDT is to focus on specific areas of prevailing concern
in South Africa today, where we believe we can make a tangible difference
Mike Salamon, the BBDT chairperson
through community development. These include health, sustainable job creation,
empowerment through skills development, capacity building and educational
upliftment,” says the BBDT chairperson Mike Salamon.
“The BBDT does this through sustained partnerships, joint ventures, the establishment of mutually beneficial relationships with
key stakeholders, such as the government and early involvement of the communities relevant to various projects. As a result of this
approach, we are earning acceptance and legitimacy in local communities.
While the BBDT’s focus is on key themes with which BHP Billiton can identify, we have found that there is enough opportunity for
flexibility to work in other appropriate areas,” adds Salamon.
THE BBDT FUNDING CRITERIA
The projects, which emerge from various quarters, must meet the BBDT’s funding requirements before assistance is given.
A holistic and integrated approach is followed that focuses on initiatives that:
1. Create capacity in an organisation, community or government department to ensure the benefit of our contribution continues after
our support is given.
2. Become self-sustainable as soon as possible. They should have clear plans in place, with a sunset clause, so that the BBDT can
move away from a project after it has become self-sustainable. Support is also given to pilot projects which can be replicated by
government or other stakeholders.
The BBDT endeavours to form partnerships with other stakeholders to maximise impact and leverage government funding and to use
other available resources. Relevant stakeholders in this regard include all levels of government, Non Governmental Organisations
(NGOs), private sector partners, communities and BHP Billiton employees and representatives.
Funding of initiatives at tertiary education institutions is an important part of the BBDT’s activities. Generally, the objective is to
support fewer institutions, in a substantial way. This support spans a number of years, if necessary.
Some of the more specific criteria for funding are listed below:
• Support is given to programmes aimed at advancing socio-economic development
• Research projects that benefit the mining industry and community in general
• Improvement of teaching levels of mathematics, science, English and technology
• Projects aimed at the improvement/facilitation of academic performance
• Projects that deal with transformation of tertiary institutions
This publication is evidence of the successful application of the approach, principles and activities of the BBDT, according to four
broad areas - education and training, capacity building, socio-economic development and health care.
2

THE PEOPLE OF THE BBDT
The BBDT is comprised of a dedicated management team who strive towards achieving the
objectives of the Trust through the inception, management and implementation of the various
projects and activities highlighted in this publication. They are supported by a team of seven
administrators.
SAM SEEPEI
Sam Seepei, senior manager of the BBDT, heads up the Trust and is therefore
accountable for reporting back to both BHP Billiton management and stakeholders on
the Trust’s activities. He is responsible for the strategic direction of the department,
financial control, producing the annual business plan and ensuring there is delivery
on the business plan.
Sam joined BHP Billiton in January 1985 as a personnel clerk. He has held a
number of positions at the company in its various guises, including industrial relations
officer and manager of the Samancor Foundation.
He is also tasked with relationship building with stakeholders of interest, as well
as partnering with relevant parties in other organisations and the government.
GERALD MASHININI
Gerald Mashinini, manager of finance and administration at the BBDT, started his
working life with BHP Billiton in 1980 as a student trainee. He joined the company in a
permanent capacity in December 1981. Gerald’s responsibilities include control of the
Trust’s budget, compliance with corporate governance issues and the production of
monthly financial statements.
During his career at BHP Billiton, he has been a creditors clerk, a sub accountant,
a financial accountant and then group accountant. He then moved to the company’s
manganese division, where he held the position of management accountant,
following which he was appointed to his current post at the BBDT.
He was a trustee of the Samancor Group Provident Fund and is a director of the
Kotulong Community Centre in Meyerton.
3

LULU KHUMALO
Lulu Khumalo, manager of communication and education for the BBDT, joined the
company in April 2002. Her responsibilities include communicating the projects of the
BBDT to stakeholders and other interested parties, as well as managing the education
portfolio for the Trust.
Prior to joining the BBDT, Lulu was chief executive officer of the Arts & Culture
Trust, a private sector initiative to fund the arts.
Among her challenges, Khumalo lists the implementation of a R30 million, 29-
school holistic whole school development programme that will create centres of
excellence out of all these schools.
LESELA (PATRICK) MABELANE
Lesela Mabelane joined BHP Billiton SA in September 1999 as manager of the
Samancor Foundation, part of the BBDT. His duties include co-ordination of the
company’s Corporate Social Involvement (CSI) activities with Samancor business
units, forging and maintaining public private partnerships (PPPs) at provincial and
local government level, ensuring compliance with recommended project management
procedures, budgeting for CSI, preparing monthly reports on strategic projects and
preparing and compiling quarterly reports for both the BBDT and the Samancor
Foundation trustee board meetings.
Lesela is a trustee of the Samancor Foundation and the Education Development
Trusts of the Mpumalanga, Northern Cape, Limpopo and North West provinces. He is
also a director of the Green Village Housing Association and an associate member of
the Association of Mine Financial and Administrative Managers.
BONGANI MQAISE
Bongani Mqaise joined the BBDT in March 2002 as manager, CSI, BHP Billiton
Aluminium SA. His responsibilities include ensuring that the CSI programmes
implemented by the company’s Hillside and Bayside Smelters in Richards Bay align
with the CSI strategy of the BBDT. These must, in turn, be in line with the company’s
Health, Safety, Environment & Community (HSEC) Charter and management ethos.
He is the local chairperson of the Black Management Forum (BMF). Bongani’s
community projects have won two presidential awards and BHP Billiton’s global HSEC
awards. He is also a director and trustee of four organisations.
4

CHRISTIAN PETER
Christian Peter is the CSI manager for Ingwe Collieries Limited, part of BHP Billiton
and was appointed to his current position in 1997. His responsibilities include
analysing, monitoring and ensuring projects are implemented in line with the BBDT
initiatives; building and maintaining relationships with government departments,
NGOs and small business development.
He works closely with local economic development forums in the areas in which
Ingwe operates. He is also a member of the Black Management Forum (BMF), the
South African Board for Personnel Practice (SABPP) and the Institute for People
Management (IPM).
PHANUEL RAMALIWA
Phanuel Ramaliwa, project administration officer for the BBDT, began his working life
with the Trust as a trainee project manager in 1998. In 2000 he was appointed to a
permanent position. His responsibilities entail the monitoring of the implementation
of all CSI projects being undertaken by the BBDT, in conjunction with the managers
responsible for the various divisions.
NORAH SEGOATI
Norah Segoati, health manager for the BBDT, develops health and social model
programmes for the company and implements these in communities. She also
develops, implements and monitors the BBDT’s HIV & AIDS policy.
Norah joined the Trust in May 2002. She was previously the deputy director for
youth and adolescent health at the National Department of Health.
Norah’s duties include liaising with relevant stakeholders and forming
partnerships with them to implement health programmes. She also liaises with
international NGOs to forge partnerships with them for the designed programmes.
5

EDUCATION INITIATIVES
GRANTLEY COLLEGE
Every learner deserves the chance to succeed, to fly! Grantley College, a small private school in Parktown, was established in 1964 to
create a structured, caring and creative environment for children with learning disabilities.
When writing standardised tests that assess reading, writing and mathematics skills, these children perform substantially below
the level expected of their age and intellectual ability. Through entrance tests and psycho-educational assessments, the college
establishes which kind of interventions are needed for their further education.
Grantley College offers a fully remedial grade 7 and assisted education in grades 8 and 9. It also runs two very successful careeroriented
National Senior Certificate courses: Food Services and Art and Design. The courses last for two years, and are the equivalent
of a Standard Grade Matric, allowing learners to proceed to a technikon to pursue a tertiary education. More academically inclined
learners write a Gauteng Department of Education (GDE) Matric. In the past few years, the college has consistently achieved a 100%
pass rate.
Independent schools no longer qualify for financial assistance if the fees exceed R10 000 a year. This has serious consequences
for schools such as Grantley College, where the caring, assisted education programme has a learner/educator ratio of 10:1.
Inevitably, fees are high - currently they stand at just under R30 000 per learner per year.
Since this makes the educational service offered unaffordable to learners from disadvantaged communities, it is vital that
assisted funding bursaries be made available. To this end, the BBDT has made a grant of R100 000 available.
INGWE SATURDAY SCHOOL PROJECT
The Ingwe Saturday School Project, which provides tuition in Mathematics, Physical Science, English and Accountancy, began with
750 learners in 2001. The Project was initiated by Ingwe Collieries Limited, and initially was housed in the Ingwe Learning Centre. It
was so popular, though, that the number of learners increased tremendously, which necessitated its relocation to Allendale College.
At this venue, the Project has attracted learners from as far afield as the Carolina and Belfast districts.
The classes are handled by senior markers in Mpumalanga, who know exactly how to prepare learners for examinations. This is
reflected by a 12% improvement in the pass rate of the subjects taught.
A number of educators in the province are also attending the Saturday classes, to assist them to prepare learners at their own
schools for examinations. A number of requests have been received from other regions in Mpumalanga to replicate the Project and
this is being considered.
HOSTEL AT DEBEN
The first day of August 2002 was a special day for the learners of the Northern Cape town of Deben. This was the day on which their
brand new, R7 million hostel was opened by former president Nelson Mandela. The building challenge was taken up by BHP Billiton in
partnership with Kumba Resources (previously part of Iscor). A third partner, the Northern Cape Department of Education, provided
the necessary equipment and furniture and will maintain the 320-bed hostel.
Deben, about 40km southwest of Kathu, has the largest primary school in the district. Children from the far-flung farming
community around this town were under great pressure. Until the hostel was built, they could either travel vast distances to and from
school, or they could lodge under poor conditions in private homes in Deben.
Work at the hostel was done through the Northern Cape Education Development Trust, an initiative of concerned corporations
wanting to assist government in addressing the backlog in education.
The BBDT sees education in its broader sense of community development addressing social problems. In this way a world view of
caring and accountability is inculcated in our youth.
6

E-LEARNING CENTRES
The BBDT’s R750 000 investment in
three e-learning centres provided a
welcome boost to the underdeveloped
communities of Sharpeville, Kagiso and
Steelpoort.
Facilities at the centres include video machines and computers with CD-ROMs. Students can make use of these facilities to
develop their communications skills, life skills, HIV & AIDS awareness and environmental knowledge. They can also access online
training for the International Computer Driving Licence (ICDL).
The Sharpeville and Kagiso e-learning centres form part of the municipal libraries while the Steelpoort e-learning centre is set
up at the Winterveld Mine Training Centre outside Steelpoort. Students and learners from surrounding communities have been
benefiting from these resources.
FREDDY MOKGABUDI
SCHOOL PROJECT
The learners of Freddy Mokgabudi
School at Jane Furse in Limpopo were
once taught in shacks, with no ablution
facilities. All that has changed since
the school received a cash injection of
R600 000 from the BBDT and R400 000
provided by the Samancor Foundation for
the construction of eight new classrooms,
fencing and water storage facilities. A
committed labour force drawn from the
local community was responsible for the
construction work.
The BBDT was instrumental in the
establishment of Education Development
Trusts in seven of South Africa’s nine
provinces. The Freddy Mokgabudi School
Project is another example of the delivery
of one of the provincial Education
Development Trusts, through which it
was implemented.
These Trusts have succeeded in mobilising resources by forging partnerships with private sector stakeholders. The Education
Development Trusts are models that can be replicated by other government departments.
7

GOVERNMENT INITIATIVES
TECHNOLOGY FOR WOMEN IN BUSINESS (TWIB)
TWIB is a national programme that facilitates access to and recognition for women in science and technology. In 2002, the BBDT
sponsored the TWIB conference in Durban.
The conference targets existing and aspiring businesswomen in order to accelerate business growth through partnerships,
education, training and mentoring. The strategic objectives of the TWIB programme are to:
• Provide women-owned Small Medium Micro Enterprises (SMMEs) with access to a science and technology support base to help
them become innovative, effective and profitable
• Encourage and influence young women and girls to choose careers in science and technology
• Give recognition to institutions that support women in business
• Promote cooperation between SMMEs, large businesses, parastatals and science councils
• Promote public and private sector support to SMMEs owned and/or led by women
The project is in line with BHP Billiton’s Health, Safety, Environment and Community (HSEC) management standards in that it is aimed
at capacity building for women, particularly black women, who were previously marginalised. This project helps to bring women into
full participation in the mainstream economy and, since science and technology are the backbone of all BHP Billiton operations, this
project, through its strategic objectives of influencing women to pursue studies and careers in science and technology, also helps to
expand the future skills base for the company.
TWIB is championed by the honourable ministers Phumzile Mlambo-Ngcuka, of the Department of Minerals and Energy (DME), and
Lindiwe Hendricks of the Department of Trade and Industry (DTI). Women of the Ministers’ Forum are also patrons of the TWIB projects.
WSSD ESSAY AND ART CHALLENGE
Art competition winner, Jade Changepar
As part of a multi-faceted R500 000 campaign in the education sector
to ensure that the World Summit on Sustainable Development (WSSD)
would have a lasting impact on young people’s lives, the Department
of Environmental Affairs and Tourism, with support from the BBDT,
conducted an exciting art and essay challenge on a national scale.
The aim of the campaign was not only to create awareness about the
summit, but also to galvanise participation from learners, educators and
parents.
The essay challenge targeted grade 9 learners, and was called How
Does My Career Contribute to Sustainable Development? The winner
of the first prize, Mfundo Malangeni, is a learner at the Centre for Science
and Technology in Mitchells Plain. He received a R100 000 tertiary
education bursary. The second and third prizes were R50 000 and R25 000
respectively.
In the art component of the competition, the nation’s 10-year-old
learners were asked to present their visual interpretation of sustainable
development in a challenge entitled The World Through My Eyes.
10-year-olds were targeted because they were born at the time of the
last World Summit, and their interpretations would go far in illustrating
what the world has achieved in the last decade in educating people and
what it has put in place for sustainable development to be realised. The
prizes ranged from R5 000 to R15 000 and each winner’s school received
a computer.
8

THE URBAN GREENING FUND (UGF)
In the past 12 years, Food & Trees for Africa (FTFA) has distributed over 1,5 million
trees to disadvantaged communities in barren and degraded areas of the country.
FTFA’s main activities are permaculture, urban greening and environmental awareness
and education.
The UGF was established in 2001, after FTFA asked the Department of Water and
Forestry Affairs (DWAF) to respond to the increasing demand for help to “green”
urban areas. DWAF made R1,2 million available to set up the UGF. In 2001, the BBDT
contributed R100 000 to the fund.
The UGF helps NGOs and Community Based Organisations (CBOs) in cross-sectoral
partnerships to implement urban greening projects. It also undertakes research into
the processes of urban greening.
BBDT EMTHONJENI PERMACULTURE PROJECT
The permaculture Project at Emthonjeni Youth Correctional Facilities in Baviaanspoort,
outside Tshwane, should have long-term impact on the wellbeing and morale of the
people in the prison.
Before this Project was introduced, the diet at Emthonjeni was largely limited to
pork and cabbage, resulting in malnutrition among inmates and staff. The prevalence
of HIV & AIDS in prisons necessitates a good, nutritious diet that can boost the immune
systems of HIV positive inmates as much as possible.
After an appeal by Emthonjeni to the UGF, the R100 000 made available by the
BBDT was utilised to start the Project to improve this situation and to provide skills
training for the young inmates.
The 30 participants were each allocated a piece of land on which to grow
vegetables and fruit. They are also developing flower and herb beds and a mini park.
In time they will showcase their permaculture model, as well as simple techniques of
propagation and companion planting, as an appropriate technology to train others. The
Project has been so successful that the prison has allocated more land to extend it, and
the youths have created beds and contributed to the landscaping of the prison gardens.
The Project has the potential to improve the diet and wellbeing at Emthonjeni,
boost morale and create a sense of civic pride among the young inmates. The
vegetables yielded by the Project are being sold, donated to HIV homes and used by the
prison as part of a healthy diet. Through the Project, inmates learn new skills that they
can apply once they have left the facility.
This Project serves as an example that can be replicated to develop awareness
among the entire prison community of the benefits of greening, food security and
sustainable natural resource use.
9

HIV
&
AIDS
KHULISA PROGRAMME
The Khulisa Programme has an extraordinary impact on all
who participate in it.
Khulisa, managed by the social entrepreneurial company Corrective Action Holdings,
combines storytelling and life skills activities to restore self-respect and a sense of
responsibility among young people at risk and in conflict with the law. Its ultimate aim
is to foster crime reduction and prevention in this country.
In 2000, the Munsieville Assertive Youth Group participated in a 13-week Khulisa
Programme, facilitated by Dr Johann Broodryk, founder of the Ubuntu School of
Philosophy.
Phase ONE was aimed at boosting self-respect and social responsibility among
participants. Phase TWO was an income-generating entrepreneurial training
programme entitled Walking My Path. This was primarily a self-guided process with
weekly facilitated group discussions. Two of the outcomes were the establishment of
a community based website, and a youth co-operative to buy essential items direct
from manufacturers at below cost price, for sale to members of the community. Other
income-generating schemes were also initiated.
Later on, the Programme was sponsored by the Department of Social Services to
hold a goodwill campaign during which cultural programmes were taken to youth at
risk and in conflict with the law, as well as to the frail and the aged.
With R302 000 funding from the BBDT, 30 juvenile inmates participated in the
first 12-month Khulisa Programme at Krugersdorp Juvenile Prison in 2001. The aim
was to create a process of change, self-awareness and self-sustainability to facilitate
participants’ reintegration into the community on their release.
Several members of the Munsieville Assertive Youth Group were involved in this
Programme. It included AIDS awareness training and a simulated business programme.
An organic farming project, designed to provide prisoners with an opportunity to enter
the labour market successfully on their release, was run in partnership with a local
NGO.
At the end of the Programme, participants became facilitators, each
working with a group of five prisoners in the re-introduction of the Khulisa
Programme the following year.
After the remarkable success of the same Programme at Leeuwkop
Prison, Corrective Action Holdings established a reintegration centre,
dedicated to the rehabilitation and reintegration of young offenders. A
chain of such facilities will eventually be created across the country.
The philosophy of Khulisa is that the majority of juvenile offenders
can only be taken out of criminal activity by rehabilitation combined with
reintegration. Given the facilities, an estimated 80% success rate can be
produced, compared with the system’s current 80% failure rate. Community
support work involved will also contribute to poverty alleviation and therefore
crime reduction.
A Khulisa recruitment unit has been established, specifically for
identifying income-generating opportunities for offenders, during and after
their incarceration. This joint initiative by Corrective Action Holdings and
a recruitment agency will provide a specialist service to facilitate the
placement of ex-prisoners.
10

KOTULONG
COMMUNITY
CENTRE PROJECT
The Kotulong Project has
seen the conversion of
rudimentary, single-sex
dormitories that once
housed migrant workers
into a vibrant community
development centre.
After restructuring at Metalloys (a
division of Samancor Manganese
which is part of BHP Billiton) in 2000,
it was decided that an initiative to
facilitate community empowerment
and upliftment was needed.
The community was mobilised to
identify their needs, and a feasibility
study was conducted. Government
expressed the need to establish a
development centre, due to high
unemployment and the lack of skills
within local communities.
The conversion of the hostels into
a multipurpose community centre
started in earnest in February 2003.
The aim of the Centre is to add quality
to the lives of people who are povertystricken,
unemployed, abused and
affected and infected by HIV & AIDS,
by providing support, encouragement
and development opportunities.
The facility, funded by the BBDT
for just under R7 million, will include
a hospice for terminally ill patients,
residential units for orphans and
vulnerable children, a central kitchen
and dining/multipurpose hall, a
resource library and administration
and service facilities. There will also
be sport and recreation areas and
permaculture gardens.
Different partners, including
government and other stakeholders,
visited the Centre while the
conversion was taking place and were
all excited with the model.
11

JOB CREATION
LITTLE ELEPHANT / INDLOVU
ENCANE PROJECT
The Little Elephant / Indlovu Encane Arts and Crafts Market
near the Midway Inn in Middelburg, Mpumalanga, aims to
create 300 or more job opportunities in the tourism sector.
The market currently consists of 15 thatched stalls where
entrepreneurs sell arts and crafts. Nine more stalls will be built
when more funds become available.
An Ndebele hut at the market is also used as a shop by
entrepreneurs. Tsonga, Bapedi and Zulu huts will also be built
in the future. The market also boasts a pottery studio and
workshops. A sunken amphitheatre for cultural performances is
being built.
More than 160 crafters sell their crafts through the Project.
Entrepreneurs form co-operatives, so that a number of peoples’
work can be sold through each stall. A group of 10 cultural
performers entertain visiting tourists.
Beneficiaries of the Project receive extensive training
in fields such as literacy, business skills, marketing and
quality control and are also helped to make their businesses
sustainable.
To date, the Project has been funded primarily by
Middelburg Ferrochrome, the Samancor Foundation and
Ingwe Collieries Limited, all part of BHP Billiton, as well as
the government’s Poverty Alleviation Programme through the
Department of Arts and Culture.
12

RIETSPRUIT SOCIAL PLAN
Ingwe Collieries Limited has embarked on a social plan strategy
for mining operations that are closing down due to depleted
reserves. When operations at Rietspruit Mine Services ceased
in 2002, all stakeholders collaborated to identify a number of
projects to ensure continued economic activity.
The Zisize Mini Farming Project was identified as one of
the projects that will assist the Rietspruit community. This
is a partnership between Ingwe, the Provincial Department
of Agriculture, Emalahleni Local Municipal Council and the
community.
The Project has generated employment for 32 people
on land donated by the mine. Cabbage, spinach, tomatoes,
beetroot, onions, green peppers and lettuce are being grown.
A market has been secured from a local chain supermarket,
community shops and produce markets in the neighbouring
towns.
The success of the Project has generated some interest from
the neighbouring farms, other mining houses and the Provincial
Department of Agriculture, Conservation and Environment. The
local minister of this department has visited the Project and
was enthusiastic about its progress. A few more hectares have
been donated to expand the Project, which will create further
employment opportunities.
Another initiative in the Rietspruit mining community is Sizana
Beads and Baskets. Ingwe donated a total of R193 000 towards
the Project, which saw 40 people trained in the manufacture of
upmarket beadwork and wire baskets.
CADET SCHEME
Job creation is one of the most critical issues facing South Africa today. If we do not face up to the challenge of creating more jobs,
the unemployment crisis in this country can only accelerate in the years to come.
The BBDT Cadet Scheme was established in 1998 to assist the many young graduates who face unemployment due to lack of
experience.
Initially, graduates were only placed within BHP Billiton’s operating companies. Now, while they are still contracted to the BBDT,
graduates are able to receive on-the-job experience with various other organisations that have joined the Scheme. They are free to
leave the Scheme when they find alternative employment.
Through participating in the Scheme, many disadvantaged people have found full-time employment. Future employers have
the assurance that they will be appointing graduates who have acquired practical skills to cope with the day-to-day realities of the
workplace.
13

DOWNSTREAM ALUMINIUM PILOT
PROJECT (DAPP)
DAPP, a new, combined initiative of BHP Billiton Aluminium
SA and the Zululand Chamber of Business Foundation (ZCBF),
shows that downstream industries capable of manufacturing
products that are currently imported, can be a reality in South
Africa.
Since Phase ONE of DAPP began in July 2002, the Project
has grown into an operational production and training facility,
where mould making, casting and fettling take place daily.
Phase TWO will provide incubator facilities, where trainees
from Phase ONE who show real entrepreneurship potential will
be able to access equipment and resources as an important
part of their growth towards independence.
The ultimate intention is to establish a cluster of SMMEs,
which will produce items for the local and international
markets using primary aluminium. Participants will attend
entrepreneurship training with a recognised training provider.
A common foundry will service the clusters.
16 participants commenced their training in November 2002. They were soon confidently casting and finishing products,
complying with all relevant safety and production requirements. Their training has included practical and theoretical facets, as well
as auxiliary activities such as aluminium welding, technical draughting, and the use of hand tools. Their business acumen has been
upgraded through extensive training in life and business skills and entrepreneurship.
Soon Phase TWO, which takes place in partnership with the DTI, will be under way. The DTI has committed R12,5 million to the
Project over the next five years.
Planning has commenced to equip the incubator and customise a building to be made available to the Project in
April 2004. Some equipment has already been purchased and used extensively in the foundry.
Apart from a contribution of R380 000 from the KwaZulu-Natal Department of Economic Affairs and
Tourism, the R3 million establishment cost of Phase ONE were borne by BHP Billiton’s Bayside and Hillside
Aluminium Smelters. In addition, company employees have provided extensive managerial input,
technical assistance, risk assessment and advice in the design of the Project. BHP Billiton Aluminium SA
representatives continue to serve as members of the Project steering and management committees.
A major achievement to date is that trainees have themselves been adding value to the Project by
producing marketable products, as intended. Not only does this constitute downstream beneficiation of
Bayside and Hillside Aluminium Smelter’s primary product, but the sale of these products could ensure
the income generation necessary for the long-term sustainability of the Project. The Project also has the
exciting potential to tap into big international markets, having an impact on the flow of foreign capital into
the country.
Through the Council for Science Industries Research (CSIR), and with the assistance of BHP Billiton
Aluminium SA, aluminium foundry equipment has been developed that can be commissioned using
different forms of energy. This equipment is applicable specifically to rural situations. Three-phase,
single-phase electricity or gas power can be used to drive a small furnace, sand mixer and
buffing machine, which will enable a trainee to operate a small foundry from any premises.
Under constant guidance and mentorship of the foundry, these operators will then become
independent. The first of these rural facilities was launched in July 2003 in Nseleni, near
Richards Bay.
14

VICTIM EMPOWERMENT
BEE COURTWISE PROGRAMME
The BBDT, in partnership with the NGO, Bee
Courtwise, is committed to an important initiative
aimed at reversing the negative trends of violence
against women and children in this country. The
Programme aims to create at least 20 court preparation
programmes housed in courts specialising in sexual offences.
The Bee Courtwise Programme is funded by the BBDT and run in partnership with the Department of Social Development and the
Department of Justice. It aims to contribute towards victim empowerment initiatives through training and capacity building, research
and advocacy and to alleviate the effects of violence through the provision of trauma counselling and management to adult and child
survivors.
The Programme empowers survivors to tell their story when appearing in court, at the same time as gaining a clearer
understanding of procedures within the court environment.
Survivors participating in the Programme are less likely to suffer from post-traumatic stress disorder. Participation also prevents
victims from themselves later becoming perpetrators in an ongoing cycle of abuse. Thanks to this Programme, there has also been a
dramatic increase in successful prosecution rates over the past few years.
All services are rendered free of charge. Various professionals such as social workers, prosecutors, health workers, police services
personnel, pastoral workers and volunteers are all specially trained to prepare witnesses for court. The Programme runs on a monthly
block-booking basis, which includes legal personnel, social workers and voluntary counsellors. It also caters for emergency court
preparation on a daily basis.
A specially developed kit, containing puppets and other useful materials, is used by the intermediary in the special courtroom
while a child testifies. The kit is a facilitating tool to identify a child’s cognitive, social, emotional, memory and credibility skills.
This is vital to ensure that the child testifies in such a way that the accused can be prosecuted. Use of the kit also reduces secondary
trauma by making the criminal justice system more accessible and less threatening.
The Programme also has an outreach aspect, so that child survivors are more easily integrated back into their families and society
at large.
Another significant aspect of the Programme is the juvenile diversion programme, run at schools and government institutions.
Children between nine and 14 years of age are sent to participate in camp diversion programmes where conflict resolution and teambuilding
are fostered. A specialised camp for abused children is run once a year, with the aim of providing counselling, restoring
participants’ trust and dignity and rebuilding their self-esteem.
A peer education shuttle programme that takes place in schools and communities is used to educate children about prevention of
child sexual abuse, HIV & AIDS and teenage pregnancy.
Notably, the Bee Courtwise Programme
won an award in BHP Billiton’s HSEC awards,
an internal programme recognising projects
throughout BHP Billiton’s international
concerns, which make a difference in the
community.
15

TERTIARY EDUCATION
INITIATIVES
PROJECT TO ESTABLISH THE
NATIONAL INSTITUTE FOR HIGHER
EDUCATION (NIHE) - NORTHERN CAPE
The establishment of the NIHE in Kimberley is evidence that
private-public sector partnerships can bring about socioeconomic
change, economic empowerment and social
transformation in South Africa.
The partnership between the BBDT and the Northern
Cape government culminated in the establishment of the first
university in post-apartheid South Africa, realised via the BBDT’s
donation of R8 million to the Project.
The NIHE was initiated at a time when the Minister of
Education, Kader Asmal, was calling for the consolidation of
universities around the country. Although the province has had
the best matric exam results in the country for the past two
years, matriculants could not study further in their own region
due to a lack of tertiary institutions in the Northern Cape. A
Premier’s Bursary Fund offered scholars the opportunity to
attend universities in other areas. These factors resulted in a
“migrant student” problem. Once people had left the province
and obtained skills, it was difficult to attract them back, leading
John Raubenheimer, President and CEO of Samancor, Manganese
to a brain drain.
and Professor Kader Asmal, National Minister of Education
Not only does this Project align the Northern Cape with
the overall goals of government, but it also gives the province
a head start in the race to develop similar private-public
partnerships with other vital economic sectors.
The BBDT played a leadership role in the establishment of competent and accountable management and governance structures,
policies and systems that meet the legal requirements for higher education institutions.
There are currently 900 students registered with the NIHE, fully funded by the BBDT. Although the NIHE is not yet registered as
a full university, it has alliances with prominent universities throughout the country, which allow it to offer degree courses in a wide
range of disciplines.
The NIHE is also playing a leading role in the establishment of the Science Foundation at the Southern African Large Telescope
(SALT) project in Sutherland, which will result in the largest single telescope in the Southern Hemisphere. This flagship project aims
to demonstrate that the frontiers of science are not reserved only for the developed world.
16

CIDA CITY CAMPUS
In the 2002 budget speech, President Thabo Mbeki cited CIDA City
Campus as one of the major initiatives effecting real transformation in
South Africa. Over a four-year period, the BBDT is donating R4 million
to CIDA to boost this vital process.
CIDA City Campus is a non-profit higher education institution,
providing free education to historically disadvantaged students.
It is based in the old Investec building in central Johannesburg.
By supporting the project, BHP Billiton puts its weight behind the
campaign to regenerate the inner city.
Of the 240 students who will benefit from the grant directly,
120 will be drawn from the communities surrounding BHP Billiton’s
operations, in support of the new Mveledzandivho programme,
which develops schools near the company’s mines and works.
CIDA City Campus offers one of the leading business degrees
in South Africa. BHP Billiton’s involvement at CIDA will enhance the
BBDT Cadet Scheme (read more about this under the Job Creation
section), by providing a bigger pool of suitably educated candidates.
It also means that BHP Billiton will be able to hand-pick employees
from graduates that it has trained directly, who will be well qualified
in appropriate areas including IT, finance, HR, leadership, operations
management and marketing.
A further bonus is that the CIDA project will directly benefit the community. Firstly, BHP Billiton will continue training
entrepreneurs living in areas near its operations, to whom non-core services can be outsourced. Here, CIDA students can provide
support through year-long mentoring programmes and specific products. Secondly, when CIDA students return home during
the holidays, they will offer training in areas especially suited to the needs of their communities, such as HIV & AIDS awareness,
sustainable development and entrepreneurship skills.
SEDIBA PROJECT
Lulu Khumalo, manager of communication and education for
the BBDT and Professor JJA Smit, director of the Sediba Project
Sediba is an innovative project aimed at upgrading the skills of
historically disadvantaged maths and physical science educators
in formal and informal educators’ training programmes. So
far, about 120 000 learners in the North West province have
benefited from their exposure to educators trained under
Sediba.
Sediba is based in the School of Science, Mathematics
and Technology Education at Potchefstroom University. Since
its inception in January 1996, the programmes have been
successfully completed by 306 educators.
The study programme runs part-time over two years. While
training takes place in a high-tech environment, the courses
equip educators to teach in schools where modern facilities are
not available.
In addition to this formal training, Sediba sends out a regular
newsletter to schools and provides science and mathematics
workshops for non-Sediba educators and subject advisors.
Visits to the Sediba science garden, the computer centre and
laboratories by science and mathematics learners are also
arranged.
Sediba is funded by the BBDT, in partnership with other
businesses.
17

FINANCIAL SUMMARY
The BHP Billiton Development Trust (BBDT) implements, co-ordinates and manages the
sustainable development initiatives of BHP Billiton and BHP Billiton companies and operations
such as Samancor Chrome, Samancor Manganese, Ingwe Coal and BHP Billiton Aluminium,
which participate in the Trust. BHP Billiton allocates 1% of pre-tax profits to corporate
responsibility projects, based on a three-year rolling average. The actual expenditure on
projects for the year ended June 2003 was R38.4 million and commitments amounted to an
extra R31.6 million. Of this R24.1 million will be spent in the new financial year.
Total expenditure by the BBDT on CSI projects for the year ended June 2003 amounted to R38.4 million and includes R1.7 million from
the Samancor Foundation. The funds were applied on the four main expenditure themes, namely Education and Training, Capacity
Building, Socio-Economic Development and Health Care. The allocation of funds is depicted on the graph below.
18

Commitments on approved projects at the end of the year was R31.6 million of which R24.1 million will
be spent in the new financial year. A comparison of expenditure by theme for the two financial years is
shown below.
19

CONTACTS
BHP Billiton Development Trust
Head Office
Lulu Khumalo
Telephone 011 376 2185
Facsimile 011 376 2458
Email lulu.khumalo@bhpbilliton.com
BHP Billiton Aluminium SA CSI
Bongani Mqaise
Telephone 035 999 2090
Facsimile 035 999 2710
Email bongani.mqaise@bhpbilliton.com
Ingwe Collieries Limited CSI
Christian Peter
Telephone 011 376 2122
Facsimile 011 376 2458
Email christian.peter@bhpbilliton.com
Samancor Foundation
Patrick Mabelane
Telephone 011 376 3108
Facsimile 011 376 2458
Email patrick.mabelane@bhpbilliton.com
Design & illustration: Ellen Papciak-Rose, Soweto Spaza cc, www.ellenpapciakrose.com
Photography: Alex Daligand Photography, Telephone 011 442 8619
Printing: Lebone Printers, Telephone 011 493 7921
♻ Printed on recycled paper
20

trust.bhpbilliton.com
BHP Billiton Development Trust
6th floor, 6 Hollard Street, Johannesburg, South Africa
PO Box 61820, Marshalltown, 2107, South Africa
Telephone +27 11 376 2185
Facsimile +27 11 376 2458
Email lulu.khumalo@bhpbilliton.com