One reported incident was triggered after Goodlace had allegedly skipped the farewell of another long-time servant of the company, the combative Bob Gilmour, who had occupied the company’s investor relations brief, but had decided recently to leave the company. It led to an incident, f uelled by alcohol, and words were exchanged...
Johan Theron, head of corporate relations at the company, told Finweek that recent events at Implats were not extraordinary given the pressure that the entire platinum sector was under. “We’re going through a difficult re-alignment process in Rustenburg,” he said. “It’s certainly hot in the kitchen.”
Notwithstanding this, there has been no rebellion against Goodlace. The strategy to improve mine safety, invest in the orebodies, and restore Implats’ key Lease Area mi n e to production f ig ures of 850 000 ounces/year by 2018, while building the 20, 16 and 17 shafts, continues undisturbed.
Dunne elected to resign. For its part, Implats said it was working on a replacement for a head of operations for Rustenburg.
If anything, the news of unquiet at Implats is inevitable; positive, even.
Goodlace has been at the company for a year and is slowy making the alterations in both operating practices and human capital that he thinks are required, especially in dealing with his major criticism of the company that it had little development of its existing mines which led to a lack of mining f lexibility.
An analyst said: “Perhaps Dunne carried responsibility for under-investing in short-term mineral reserves. People were commenting on the problems that the company faced, longer-term capex projects were well advanced but in the interim they were facing serious problems.”