Tronox, Tronox is quite unique among its peers, in that it is the only fully integrated mineral sands producer. Of the seven ilmenite smelters in the world, Tronox remains the only company which further processes the smelter slag to produce final saleable products (Titanium pigment)Tronox mines and processes titanium ore, zircon and other minerals, and manufactures titanium dioxide pigments that add brightness and durability to paints, plastics, paper, and other everyday products. Tronox is quite unique among its peers, in that it is the only fully integrated mineral sands producer. Of the seven ilmenite smelters in the world, Tronox remains the only company which further processes the smelter slag to produce final saleable products (Titanium pigment). Our feedstock production also exceeds our current pigment demand; hence a portion of our final products are sold externally. Tronox Holding plc recently completed its acquisition of the titanium dioxide business of the National Titanium Dioxide Company Limited, previously known as Cristal, becoming one of the world’s leading producers of high quality titanium dioxide and zircon. This highly synergistic combination positions Tronox to increase production and competitively meet demand in global markets. Tronox will be the second largest TiO2 pigment producer, the second largest mineral sands producer, one of the world’s largest producers of zircon and one of the world’s largest purchasers of high-grade feedstock. With nearly 7000 employees across six continents, our rich diversity, unmatched vertical integration model, and unparalleled operational and technical expertise across the value chain, position Tronox as the pre-eminent titanium dioxide producer in the world. Our operations in South Africa’s Western Cape include a mine in Brand Se Baai, a Mineral Separation Plant in Vredendal and a smelter in Saldhana. In KwaZulu Natal (KZN), we have a mine in Fairbreeze and a Central Processing Complex in Empangeni. “An outward mindset allows us to see beyond ourselves and be accountable for the whole,” said Mpho Mothoa, managing director of Tronox operations in South Africa. “We believe that our business can and should play a leadership role in improving the quality of life in communities in which we operate”. Tronox continuously empowers local communities by helping community members establish businesses. Some of the business we have helped set-up, are now our contractors and supply equipment and services required in our operational processes. Tronox believes that these efforts promote the long-term interests of all our stakeholders, including employees, customers, business partners, investors, local communities, government, and the mining and minerals industries at large. “We honour our responsibility to create value for stakeholders,”said Mothoa. Recently, we made a major investment of R3,3 billion in the KZN economy with the opening of the Fairbreeze mine, significantly increasing our exports. Most of the 4200 contractors used in the construction phase were locals from the area, allowing for the stimulation of the local economy. The opening of this mine and future planned projects both in Western Cape and in KZN, has shown Tronox’s long-term commitment in South Africa. Tronox also believes in long term sustainability in the areas in which we mine, therefore one of our primary focus areas will always be the rehabilitation of land on which we have mined. This is in line with one of our values, which is to do the right work, the right way, in every aspect of our business. Tronox have successfully imprinted their environ mentally friendly footprint on Hillendale mine (Hillendale) in KZN, by successfully rehabilitating the land previously mined. The rehabilitation of Hillendale has now become a showcase to other plants around the world, for the successful rehabilitation of approximately 452 hectares of land. The life of Hillendale spanned from 2001 until mine closure at the end of 2013. The conditions of the Environmental Impact Assessment in terms of rehabilitation and mine closure, were based on key objectives and operational requirements to enable Tronox to successfully rehabilitate land back to indigenous trees, grasses and eucaluptus trees. The key objectives used during the rehabilitation process included safe and healthy post mining environment; consideration of economically viable and sustainable post mining land use; limited residual environmental impact and; optimal post mining social opportunities. The achievement of all these activities enabled us to meet the mine closure requirements. Local communities surrounding the mine and businesses benefitted immensely from the rehabilitation process of Hillendale, through job creation and sustained local economy. Hillendale to date has been 100 % rehabilitated, to a combination planting of indigenous trees, grasses and eucaluptus trees. The civil designed storm water canals have been constructed and drop off structures are in place and in addition, the residue dam flood management structures have been constructed. The wall of the return water dam has been breached, and the dam wall has been broken through, allowing run off water from other areas to drain freely, which reduces the risk of open water that could potentially lead to drownings. The Primary Wet Plant footprint has been rehabilitated, and all scrap has been disposed of.Mpho Mothoa's career began as a metallurgist for Mintek and for the last 20 years he has worked his way up the corporate ladder through various operations and executive management roles. These include General Manager Processing at Rio Tinto's Palabora Mining Company, and Chief Operating Officer for Rio Tinto's RÃ¶ssing Uranium Ltd in Namibia. He was appointed the Managing Director of Richards Bay Minerals (RBM) and Rio Tinto Country Head in June 2013. Mothoa's professional journey has been driven by humility and his ability to engage with both the top and bottom echelons of the organisations in which he has been involved. His advancement has not always been easy as he has had to often deal with the label of "first black manager, GM, MD etc." on many occasions, which at first glance might seem flattering but the problem is that it might undermine the merits of progression. Mothoa is justly proud of his capabilities and his 20 years of experience in the mining industry, which has well prepared him for his current responsibilities, rather than the colour of his skin. Mothoa said, "A major challenge that I have experienced along my journey has been confronting the different cultural environments of the various parts of South Africa and Namibia where I have worked. He added, "Although I have a strong determination and will when required, I am also flexible and understand the necessity for an adapt or die philosophy." An important contributor to his success has been in his ability to blend an Africentric or a Eurocentric approach to leadership as circumstances have required. An Eurocentric approach places emphasis on individuals while dealing with communities requires an Africentric approach, which is collectivist in nature. This has proven to be a useful skill in a mining environment where stakeholder engagement, including community and worker interaction, is essential. An initiative that he has a particular passion for is the pursuit of a culture of zero harm to workers in the RBM operation. Mothoa has been out "with his boots in the field driving the employee engagement" and is reaping the rewards of his proactive approach to safety. Workers need to understand that injuries can be prevented and that zero harm can be achieved, rather than being inevitable. The campaign has made a considerable impact in reducing injuries. RBM has recently had 128 days without injury, which broke the previous record of 108 days set in 2014. Mothoa said, "My current role of driving RBM's continued success is exciting but very challenging. It includes the need to maintain low costs and being more efficient in everything that we do." He added that in order to be successful it is also necessary to employ the right people who are passionate about their careers and willing to make a difference as well as be innovative. He said, "RBM's leadership values are an important driver of the daily interaction with the operations. While we have very good systems in place, we strive for continuous improvement and our people are empowered to challenge the processes when required, which ensures a healthy working environment." RBM continues to work with the four host communities in Richards Bay, where the company is often seen as both "father and mother". Mothoa said that enterprise and supplier development is an important pillar of the community strategy so that communities are able to stand on their own feet and are not dependent on handouts. Part of this strategy is in ensuring the empowerment of entrepreneurs through skills development programmes to enable them to become suppliers to RBM and other companies in the region. "However, the joint effort of business and government is required to ensure that social policies and investments are in place to promote entrepreneurs and assist small and medium sized enterprises," he said. Mothoa further commented, "People want short cuts but they need to understand that there is no short cut to success. We must establish business enterprises that are sustainable and not reliant on tenders given by their associates." In the future, Mothoa would like to see more regulatory certainty in the country. Rio Tinto and the rest of investor community, needs to know that their investments are safe and that the mining sector is in no jeopardy. This will be a prerequisite for further investment to sustain and grow the sector. Mothoa enjoys relaxing with his young family in his spare time. Travel and particularly camping provides time out from the pressures of the workplace. He is also a social runner, a pastime he does with his wife, Dorcas. He said, "My personal objectives are happiness, good health and success; and I believe I tick all the boxes at the moment." Mpho Mothoa's career began as a metallurgist for Mintek and for the last 20 years he has worked his way up the corporate ladder through various operations and executive management roles. These include General Manager Processing at Rio Tinto's Palabora Mining Company, and Chief Operating Officer for Rio Tinto's RÃ¶ssing Uranium Ltd in Namibia. He was appointed the Managing Director of Richards Bay Minerals (RBM) and Rio Tinto Country Head in June 2013. Mothoa's professional journey has been driven by humility and his ability to engage with both the top and bottom echelons of the organisations in which he has been involved. His advancement has not always been easy as he has had to often deal with the label of "first black manager, GM, MD etc." on many occasions, which at first glance might seem flattering but the problem is that it might undermine the merits of progression. Mothoa is justly proud of his capabilities and his 20 years of experience in the mining industry, which has well prepared him for his current responsibilities, rather than the colour of his skin. Mothoa said, "A major challenge that I have experienced along my journey has been confronting the different cultural environments of the various parts of South Africa and Namibia where I have worked. He added, "Although I have a strong determination and will when required, I am also flexible and understand the necessity for an adapt or die philosophy." An important contributor to his success has been in his ability to blend an Africentric or a Eurocentric approach to leadership as circumstances have required. An Eurocentric approach places emphasis on individuals while dealing with communities requires an Africentric approach, which is collectivist in nature. This has proven to be a useful skill in a mining environment where stakeholder engagement, including community and worker interaction, is essential. An initiative that he has a particular passion for is the pursuit of a culture of zero harm to workers in the RBM operation. Mothoa has been out "with his boots in the field driving the employee engagement" and is reaping the rewards of his proactive approach to safety. Workers need to understand that injuries can be prevented and that zero harm can be achieved, rather than being inevitable. The campaign has made a considerable impact in reducing injuries. RBM has recently had 128 days without injury, which broke the previous record of 108 days set in 2014. Mothoa said, "My current role of driving RBM's continued success is exciting but very challenging. It includes the need to maintain low costs and being more efficient in everything that we do." He added that in order to be successful it is also necessary to employ the right people who are passionate about their careers and willing to make a difference as well as be innovative. He said, "RBM's leadership values are an important driver of the daily interaction with the operations. While we have very good systems in place, we strive for continuous improvement and our people are empowered to challenge the processes when required, which ensures a healthy working environment." RBM continues to work with the four host communities in Richards Bay, where the company is often seen as both "father and mother". Mothoa said that enterprise and supplier development is an important pillar of the community strategy so that communities are able to stand on their own feet and are not dependent on handouts. Part of this strategy is in ensuring the empowerment of entrepreneurs through skills development programmes to enable them to become suppliers to RBM and other companies in the region. "However, the joint effort of business and government is required to ensure that social policies and investments are in place to promote entrepreneurs and assist small and medium sized enterprises," he said. Mothoa further commented, "People want short cuts but they need to understand that there is no short cut to success. We must establish business enterprises that are sustainable and not reliant on tenders given by their associates." In the future, Mothoa would like to see more regulatory certainty in the country. Rio Tinto and the rest of investor community, needs to know that their investments are safe and that the mining sector is in no jeopardy. This will be a prerequisite for further investment to sustain and grow the sector. Mothoa enjoys relaxing with his young family in his spare time. Travel and particularly camping provides time out from the pressures of the workplace. He is also a social runner, a pastime he does with his wife, Dorcas. He said, "My personal objectives are happiness, good health and success; and I believe I tick all the boxes at the moment."

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INTRODUCTION

Tronox is quite unique among its peers, in that it is the only fully integrated mineral sands producer. Of the seven ilmenite smelters in the world, Tronox remains the only company which further processes the smelter slag to produce final saleable products (Titanium pigment)

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Managing Director SA: Mpho Mothoa

Meeting Global Demand

Tronox mines and processes titanium ore, zircon and other minerals, and manufactures titanium dioxide pigments that add brightness and durability to paints, plastics, paper, and other everyday products.

Tronox is quite unique among its peers, in that it is the only fully integrated mineral sands producer. Of the seven ilmenite smelters in the world, Tronox remains the only company which further processes the smelter slag to produce final saleable products (Titanium pigment). Our feedstock production also exceeds our current pigment demand; hence a portion of our final products are sold externally.

Tronox Holding plc recently completed its acquisition of the titanium dioxide business of the National Titanium Dioxide Company Limited, previously known as Cristal, becoming one of the world’s leading producers of high quality titanium dioxide and zircon. This highly synergistic combination positions Tronox to increase production and competitively meet demand in global markets. Tronox will be the second largest TiO2 pigment producer, the second largest mineral sands producer, one of the world’s largest producers of zircon and one of the world’s largest purchasers of high-grade feedstock.

With nearly 7000 employees across six continents, our rich diversity, unmatched vertical integration model, and unparalleled operational and technical expertise across the value chain, position Tronox as the pre-eminent titanium dioxide producer in the world. Our operations in South Africa’s Western Cape include a mine in Brand Se Baai, a Mineral Separation Plant in Vredendal and a smelter in Saldhana. In KwaZulu Natal (KZN), we have a mine in Fairbreeze and a Central Processing Complex in Empangeni.

“An outward mindset allows us to see beyond ourselves and be accountable for the whole,” said Mpho Mothoa, managing director of Tronox operations in South Africa. “We believe that our business can and should play a leadership role in improving the quality of life in communities in which we operate”.

Tronox continuously empowers local communities by helping community members establish businesses. Some of the business we have helped set-up, are now our contractors and supply equipment and services required in our operational processes.

Tronox believes that these efforts promote the long-term interests of all our stakeholders, including employees, customers, business partners, investors, local communities, government, and the mining and minerals industries at large. “We honour our responsibility to create value for stakeholders,”said Mothoa.

Recently, we made a major investment of R3,3 billion in the KZN economy with the opening of the Fairbreeze mine, significantly increasing our exports. Most of the 4200 contractors used in the construction phase were locals from the area, allowing for the stimulation of the local economy. The opening of this mine and future planned projects both in Western Cape and in KZN, has shown Tronox’s long-term commitment in South Africa.

Tronox also believes in long term sustainability in the areas in which we mine, therefore one of our primary focus areas will always be the rehabilitation of land on which we have mined. This is in line with one of our values, which is to do the right work, the right way, in every aspect of our business.

Tronox have successfully imprinted their environ mentally friendly footprint on Hillendale mine (Hillendale) in KZN, by successfully rehabilitating the land previously mined. The rehabilitation of Hillendale has now become a showcase to other plants around the world, for the successful rehabilitation of approximately 452 hectares of land.

The life of Hillendale spanned from 2001 until mine closure at the end of 2013. The conditions of the Environmental Impact Assessment in terms of rehabilitation and mine closure, were based on key objectives and operational requirements to enable Tronox to successfully rehabilitate land back to indigenous trees, grasses and eucaluptus trees.

The key objectives used during the rehabilitation process included safe and healthy post mining environment; consideration of economically viable and sustainable post mining land use; limited residual environmental impact and; optimal post mining social opportunities. The achievement of all these activities enabled us to meet the mine closure requirements. Local communities surrounding the mine and businesses benefitted immensely from the rehabilitation process of Hillendale, through job creation and sustained local economy.

Hillendale to date has been 100 % rehabilitated, to a combination planting of indigenous trees, grasses and eucaluptus trees. The civil designed storm water canals have been constructed and drop off structures are in place and in addition, the residue dam flood management structures have been constructed.

The wall of the return water dam has been breached, and the dam wall has been broken through, allowing run off water from other areas to drain freely, which reduces the risk of open water that could potentially lead to drownings.

The Primary Wet Plant footprint has been rehabilitated, and all scrap has been disposed of.

Full Name of Company: Tronox KZN Sands Proprietary Limited
Industry Sector: Vertically integrated mining and inorganic chemical business
Services / Products: Tronox TiO2 mines titanium ore, zircon and other minerals and manufactures titanium dioxide pigments that add brightness and durability to paints, plastics, paper, and other everyday products
Date Established: 2001
Customer Base: Long standing blue-chip customers: Akzo Nobel, Benjamin Moore, Cargill, Cromex, Jotun, Asian Paints, ANSAC, Formosa Plastics to name a few.
No. of Employees: 2000 in South Africa of which 700 employees work at KZN Sands, Empangeni
Auditors / Accountants: PricewaterhouseCoopers
Bankers: Standard Bank

KEY PERSONNEL
Managing Director SA: Mpho Mothoa
Regional Finance Director SA: William Tlou

CONTACT DETAILS
Physical Address: Central Processing Complex, R34 Melmoth Road, Empangeni
Postal Address: Private Bag X20010, Empangeni, 3880
Tel: +27 (0)35 902 7000
E-mail: Nozuko.Basson@tronox.com
Website: www.tronox.com

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