Mtshali - HR Director - Pretoria, GP, South Africa

Mduduzi Mtshali

Pretoria, GP, South Africa


HR Director

Work History

Head of Human Resources


February 2011 - August 2013

South Africa
Responsibilities: Lanxess had 5 sites in South Africa comprising of Head Office, Rustenburg Chrome Mine, CISA, Merebank Chemical Plant, Isithebe Chemical Plant. Each area has an HR Manager or Senior Human Resources Business Partner and who reported to me. I was responsible for translating business strategy into HR strategy taking into consideration the different natures of businesses. I oversaw the implementation of HR Strategic goals across the group of companies. I was part of the South African Executive Committee.

Summary of Key Performance Areas:
• Lead and Manage the HR function to provide strategic support to the various business units of Lanxess in South Africa, taking into account the specific needs of each business
• Develop and execute a Business Strategic Plan, HR and Employee Relations Strategy
• Develop, standardize and integrate Lanxess South Africa best practice HR policies and procedures across all business units
• Lead and manage the agenda for talent attraction and development and transformation across the South African business
• Shaping the Lanxess culture to be a preferred employer through the Employee Value Proposition and cultural alignment
• Establish and maintain internal customer and stakeholder partnerships
• Foster strong relationships with unions as required in order to maintain excellent employee relations
• Ensure compliance with the relevant legislation (e.g. LRA, BCEA, EEA, SDA, COIDA, BBBEE)
• Interact with HR Headquarters in Germany in global HR processes and procedures
• Manage a budget of over R 50 million and ensure compliance with BBBEE policy

Ore Processing and Support Services

September 2009 - November 2010

Responsibilities: I was leading a team of 25 members which includes eight managers, managing in the following departments: Talent, ER, Medical, Technical Training, HR Administration, Mining, Ore Processing and Support Services.

The team was servicing a workforce of 785 permanent employees and 150 contractors. Our focus areas are occupational health and safety, wellness, technical and non technical training and development, employee relations, organisational effectiveness change management, talent management and performance management. I was part of the OPCO.

Summary of Key Performance Areas:
• Partner business in the long and short term Business Strategy Development
• HR Strategy development and implementation in line with the business strategy
• HR Policy development in line with the HR Strategy
• Development of 5 year labour plan
• Manage Talent Management initiatives
• Medical Unit initiative management
• Labour and Employee Relations Management
• Remuneration Management
• Management of occupational health and safety
• Training and development management
• Wellness programme management
• Manage the Performance Management Function
• Generalist HR Management
• HR Team Management
• Manage HR Annual budgets
• Corporate governance
• Lead change management initiatives
• Recruitment of Key Talent
• Manage a budget of R 30 million in line with the BBBEE scorecard

Reason for Leaving:
Mine sold to Petra Diamonds and I chose voluntary retrenchment.

Company: De Beers - Diamond Trading Company South Africa
Position: Senior Human Resources Manager
November 2007 to August 2009

Responsibilities: I led a team whose responsibilities included HR strategy, direction, policies, strategic HR projects and assurance for health, safety and wellness, Diamond Academy, industrial relations, learning, organisational effectiveness, remuneration and benefits. I was also responsible for company administration, restructuring, driving culture change through effective change management and...

Senior Human Resources Manager

De Beers

November 2007 - November 2010

Senior Manager

Electricity Distribution Industry Holdings

January 2004 - October 2007

Human Resources
Responsibilities: I started the HR Department from scratch and by the time I left it was a fully fledged department with HR Strategy aligned to the organisational strategy, HR Structure to complement the strategy, HR Systems to support compliance, Payroll systems and HR Policies to mention just a few. As a senior manager I was reporting to the executive manager and I would attend board meeting by invitation to motivate the policies and position paper that I had developed.

Summary of Key Performance Areas:
• Strategy Development:
• Lead the conceptualisation and implementation of human resources solutions that ensure best practice in the development of REDs.
• Formulate HR strategic framework necessary for the restructuring of the EDI:
• Bargaining Structure for the Industry
• Transfer of Employees
• Secondment Of Employees
• Placement and Migration of employees
• Internal Communication Strategy
• Interim Bargaining Strategy
• Transitional Strategy
• Social Plan

• Policy Development:
• Develop all HR policies including but not limited to the following:
• Recruitment and Selection
• Performance Management and Procedure
• Disciplinary Policy and Procedure
• Grievance Policy and Procedure
• Poor work performance/ Incapacity Policy and Procedure
• Employment Equity Policy and Procedure
• Training and Development Policy
• Health and Safety Policy and Procedure
• Internal Communication Policy

• Negotiations:
• Lead negotiations for EDI Holdings when negotiating position papers with SALGA and Eskom in line with the Memorandum of Understanding
• Is the chief negotiator for EDI Holdings with the Representative Trade Unions in the Industry, i.e. NUM, NUMSA, Solidarity, SAMWU and IMATU. The negotiations are on different subjects on the restructuring of the Electricity Distribution Industry.
• Liaison:
• Establish, maintains, liaise and build effective relationships with the following stakeholders in the EDI restructuring ensuring that they receive the...

Regional General Manager

Independent Municipal and Allied Trade Union

April 2000 - December 2003

Responsibilities included:

• Liaison:
• Liaise with trade union members, National Executive Members, Regional Committee members, Municipal managers, Councillors, Legal Practitioners, CCMA and Local Government Bargaining Council.

• Employment Matter:
• Advise and assist National Executive Committee, Regional Branches and ordinary members on all employment matters including but not limited to recruitment, transfers, grievances disciplinary processes, occupational health and safety health issues, etc.

• Negotiations:
• Act as the chief negotiator of IMATU in the relevant discussions of SALGBC in respect of all matters of right and interests of IMATU members in the Region.

• Branch/Regional meetings:
• Organise branch and Regional Committee meetings and act as an advisor in these meetings.

Qualifications & Certifications

University of KwaZulu-Natal

Human Resources Management

University of KwaZulu-Natal

University of KwaZulu-Natal

University of KwaZulu-Natal


Inkamana High School

Management and Employee Relations

Graduate School of the International Negotiation Academy

University of South Africa

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