mps beneficiary plan

MPS BUSINESS SOLUTION MANAGEMENT

STRUCTURE

Updated 6 Sept 2012

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:

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…….

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…….

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:

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

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

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

MPS BUSINESS SOLUTION PTY LTDTurnaround Strategy Holder

P-COOPERATIVEElected - Chairperson

Co-opt 1Mashavane 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 9Iinkezo primary

Rail Projects

Co-opt 10BSP Mining Primary

Mining Services

P-COOPERATIVEElected- V-Chairperson

P-COOPERATIVESECRETARY

MARKETING CMO - 001

ELECTED 2CO-OPT 001 MM - 002






BENEFICIARIES3 Directors

ACCOUNTANTPROFESSIONAL

FARMERS

THE ACHIEVEMENTS

Bank Advisers3 BEST BANK-FINANCIAL ADVISORS

BOARD OF DIRECTORSUMKHUMBI WASE

MPUMALANGA SECONDARY CO-OPT

PRODUCTS OF THE MPS BUSINESS SOLUTION PTY LTD

PRACTICAL BUSINESS OPERATION TURNAROUND STRATEGY

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