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Governance and leadership
The Group's governance framework ensures operations, processes, procedures and policies align with best practice governance requirements. Experienced, skilled and diverse leadership at executive management and board level.
Our solid track record of sustained expansion, organic and inorganic growth is matched by a robust new business pipeline and growing portfolio of innovative services.
Water stewardship programme
We apply innovative technologies in our water stewardship and conservation practises to reduce usage and wastage. In turn we collaborate with stakeholders to achieve responsible and sustainable usage.
We are committed to the consumption of clean, renewable energy sources that will ensure reduced air pollution and reduced global carbon emissions. We use smart technologies to chart the extent of our carbon footprint and to identify methods to reduce carbon emissions.
Our patented technology for efficient and cost-effective technologies in the areas of horizontal boring have changed the way companies operate underground.
We are renowned for our cutting-edge drilling solutions such as the Mobile Tunnel Borer and the Blind Shaft Boring System, supported by the Group's technical development teams.
Focused growth strategy
Our specialised rock boring and exploration drilling offering is augmented by our services division that undertakes design, engineering, manufacturing, customisation and maintenance support for our drilling activities.
Clear and defined strategy
Our strategy is supported by four strategic pillars, namely: sustainable growth; optimisation and increased profitability; technology optimisation and development; and people capacity and development.
Strategy and shared value
Our business strategy is positioned to ensure sustainability through commodity cycles, coupled with a commitment to innovation, growth and shared value.
Diversified operating model
Governance and leadership
A strategic imperative, the Group places extensive focus on sector and geographic diversification, including varied mining and exploration operations with an emphasis on risk management and mitigation. This also results in diversified revenue streams and client segments.
Strong market position and competitive advantage; unparalleled fleet of rigs and long-standing and embedded client relationships.
High barrier to entry with a relatively low base cost for rig manufacturing when compared to the market.
Unique service model
We service our clients by conceptualising, developing and delivering tailored equipment through our diverse portfolio of custom rigs. In addition, we provide on-site engineering support for our rig fleet.
|Risk category||Safety, health, environment and quality||Safety, health, environment and quality||Sustainable Growth||Sustainable Growth||Sustainable Growth||Sustainable Growth||Sustainable Growth||Sustainable Growth||Information and data||Information and data||Competition||Cyber Security||Commercial||Legal, regulatory and procedural compliance||People capacity and Development||Theft Fraud and Corruption|
|Material risk||Epidemics and Pandemics.||Unwanted safety, health, environmental and quality-related events.||Innovation and technology.||Business model optimisation.||Diversification, mergers and acquisitions and geographical expansion.||Look and feel of the future mining industry.||Fleet optimisation and utilisation.||Availability and accessibility of funds and free cash.||Information-driven decision-making.||Information technology, data analytics and end-user knowledge.||Strategy and technical development at competitors, potential future competitors and OEM's.||Safeguarding of information and protecting the organisation against cyber-attacks.||Contract management, execution and profitability.||Compliance with key laws, regulations and critical procedures.||Required skills mix, development and availability thereof for new normal.||Timely detection and reaction to theft fraud and corruption.|
|Risk mitigation||The Group has a functioning crisis committee that looks at Covid and the potential impacts it could have on the Group. The work of the committee is strengthened through specific Covid policy and procedures. All cases are continuously monitored, and any changes reported to the crisis committee. Regular assurance is done down to a site level to ensure compliance with the policy and related procedures.||Monthly safety topics are communicated through various mediums during the year. These include toolbox talks, flash notifications and onboarding. We also make use of real-time monitoring of incidents together with various hands-free projects, machine automation and employee profiling to monitor and change behaviour. Lastly based on lessons learned design changes are made and equipment standardised across the Group.||We established an innovations committee with the primary objective to innovate technology driven solutions that can be applied in the mining as well as non-mining environments.||Group strategy alignment project with a monthly review of progress towards strategic initiatives. The aim of this project is to align entities and teams with the overall direction of the business. We achieve that by making use of technology where all employees in the Group have access to the objectives and key results as well as the ability to view progress towards achieving them.||“We established an innovations committee and partnered with business development agents to expand our geographical footprint. Together with this we started to research specific technologies that can be applied in the mining industry but are not drilling related.||We participate in various forums and several Global indabas. These platforms provide us with insights in terms of what the future of the industry might look like.||Various scheduled machine upgrades are underway with a specific focus on low profile machines. There is also an increased focus on the Mobile tunnel boring and Shaft boring systems. Unfortunately, due to Covid capital are constrained hence the risk increase.||A number of cash preservation measures were implemented to counter the effect of Covid on the business these include weekly cashflow projections, reduced capital spend and cost reduction initiatives across the Group.||The Group drives continues digital innovation projects through a dedicated Digital Innovations Department. The data these projects create are stored in data warehouses and interpreted by making use of data analytics and Power BI dashboards. This information is then used to make real time business decisions.||The same controls are applied as under the information driven decision-making risk but here, we focus on upskilling the end user to use the various dashboards. Continues training and development initiatives are driven by the Digital Innovations Department as and when new systems and platforms are launched.||We continuously monitor the industry for new technologies and adjust our long-term strategy accordingly. The innovations committee also plays a key part here.||Various IT policies and procedures are in place together with firewalls and continues data monitoring. Deviation from procedures are investigated with remedial actions identified and implemented. Notifications around cyber-attacks are monitored and adjustments made as and when required.||We have dedicated contract managers with a key focus on training and development around contract executions and cost management. These contract managers are supported by qualified quantity surveyors and project management technologies.||Each business unit in the Group developed a compliance universe based on the Groups identification and prioritisation methodology.||We have a defined business strategy with a specific future fit objective. KPI's and performance agreements for executives are in place together with succession plans for key individuals.||Policies and procedures are in place to deal with any such incidents. The Group also has a Whistle Blower Hotline that is administered by Deloitte. Scheduled internal and external reviews are also conducted throughout the year.|
|Movement from 2019||New risk||New risk||New risk||New risk||New risk|
Master Drilling was founded by Danie Pretorius.
EL INDIO MINE
Commenced drilling at Barric Group’s El Indio mine, Chile.
ASHANT'S CUIABA MINE
Commenced drilling at AngloGold Ashant's Cuiaba mine in Minas Gerais, Brazil.
ENTER NEW MARKET
Entered large-diameter hole market.
LISTED ON JSE
Master Drilling Group Ltd formed and listed on the Johannesburg Stock Exchange (JSE).
Mali & Guatemala
Expanded to Mali & Guatemala by offering raise boring services.
Service offerings extended to energy sector.
Acquired Bergteamet Latin America SpA.
India & Australia
Expanded to India and Australia.
Acquisition of Atlantis Group and Companies and Subsidiaries.
Joint venture with with Ghella SpA.
MTB - FIRST PROJECT
RD8 started with a world record hole of 1420 meters deep at Elandsrand.