Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: KUMBA Resources (KUMBA) is a listed mining company on the Johannesburg Securities Exchange (JSE), with an annual turnover of about seven billion Rand. Their main operations consist of iron ore, coal, heavy minerals, base metals and industrial minerals. In this study project the writer will attempt to define the process followed by KUMBA to establish a winning mindset to ensure superior performance. The basic objectives defined for this study are to: • Define the process that KUMBA followed to develop a set of values for the organisation. • Explain the process followed to develop a validated questionnaire to measure the values. • Discuss the process that was followed to develop a system to support the process. • Lastly, to discuss the results of the actual ratings in June 2003 and the recommendations made after the completion of the process. The KUMBA Way was defined as a vehicle to drive this process. Core to this process is the KUMBA Values. Strategically, KUMBA decided that their values would be a distinctive lever in the company that will ensure superior performance. KUMBA then embarked on a process to develop one set of values for all the KUMBA mines. The end result was the foundation (minimum behaviour required by KUMBA) and motivational (behaviour that can be developed to achieve overall business success) values. Foundation Values: • Integrity • Respect • Accountability • Fairness • Caring Motivational Values: • We do it together • People make it happen • Let's do it • We do it better every time KUMBA also used the framework of transformational leadership and the competency model of Jay Hall as basis to entrench their values in the organisation. These processes are driven at business unit level and the line managers took the ownership of this process. A further decision KUMBA took was to measure their values. A validated questionnaire was needed to be able to deal with the process. Two pilot studies were conducted to validate the questionnaire and the questionnaire passed the criteria of reliability and validity. The questionnaire scored an overall Cronbach Alpha of 0,88. This result was higher than the minimum requirement of 0,6 for a self constructed questionnaire. A process was also followed to develop an in house system to support the overall measurement process. This system was based on the 360-degree approach. The actual measurement of the values took place in June 2003 and the results were outstanding. The results of the actual ratings compared very favourably to the results of the pilot studies. The results of the actual assessment must still be forwarded to Deloittes and Touche Human Capital Corporation to do a final Cronbach Alpha analysis. This will allow KUMBA to determine if the increase in the number of participants influenced the overall reliability and validity of the questionnaire. Furthermore, KUMBA also needs to revisit the process after one year to examine whether the measurement of these values contributed to the overall improvement of the organisational culture. / AFRIKAANSE OPSOMMING: KUMBA Resources (KUMBA) is 'n mynbou maatskappy wat op die Johannesburgse effektebeurs gelys is en het 'n jaarlikse omset van sewe miljard rand. Die basiese bedryf bestaan uit ystererts, steenkool, swaar minerale, basiese metale en industriële minerale. Die skrywer gaan, met hierdie studie, probeer om 'n wen gesindheid te skep ten einde superieure prestasie te lewer. Die basiese doelwitte vir hierdie studie word as volg gedefinieer, naamlik: • Definieer die proses wat KUMBA gevolg het ten einde een stel waardes vir die organisasie te ontwikkel. • Verduidelik die proses wat gevolg was om 'n vraelys te valideer wat die waardes sou meet. • Bespreek die proses wat gevolg was om 'n stelsel te ontwikkel wat hierdie proses sou ondersteun. • Laastens, om die resultate van die werklike meting in Junie 2003 en aanbevelings na afloop van die proses te bespreek. Die KUMBA manier was as voertuig gedefinieer om hierdie proses te dryf. Kern tot hierdie proses is die KUMBA waardes. Strategies het KUMBA besluit dat hulle waardes 'n hefboom gaan wees wat hulle graag na 'n onderskeidende vlak dryf ten einde superieure prestasie te verseker. KUMBA het met 'n proses begin om een stel waardes vir al sy besigheidseenhede te ontwikkel. Die eindresultaat was die KUMBA "Foundation" waardes (minimum gedrag wat deur KUMBA vereis word) en die "Motivational" waardes (gedrag wat ontwikkel kan word ten einde besigheid-sukses te kan bereik). "Foundation" waardes: • Integriteit • Respek • Toerekenbaarheid • Regverdigheid • Sorgvuldigheid "Motivational" waardes: • Ons doen dit saam • Mense laat dit gebeur • Kom ons doen dit • Ons doen dit beter elke keer KUMBA het ook die raamwerk van transformele leierskap en die bevoegdheidsproses van Jay Hall gebruik om waardes in die maatskappy te vestig. Hierdie prosesse was gedryf deur die besigheidseenhede en die lynbestuurders het eienaarskap van die proses geneem. 'n Verdere besluit wat KUMBA gneem het, was om hulle waardes te meet. 'n Gevalideerde vraelys was benodig vir hierdie proses. Twee loods-studies was afgeneem om die vraelys te valideer en die vraelys het aan die kriteria van geldigheid en betroubaarheid voldoen. Die vraelys het 'n algehele Cronbach Alpha van 0,88 behaal. Hierdie resultaat was hoër as die minimum vereiste van 0,6 vir 'n selfgekonstrueerde vraelys. 'n Proses was ook gevolg om 'n in-huis stelsel te ontwikkel wat die algehele metingsaksie sou ondersteun. Hierdie stelsel was gebaseer op 'n 360°-benadering. Die werklike meting het in Junie 2003 plaasgevind en die resultate was uitstekend. Die resultate van die werklike meting het baie goed vergelyk met die resultate van die tweede loods-studie. Die resultate van die werklike meting moet nog steeds aan Deloitles en Touche gestuur word ten einde 'n finale Cronbach Alpha te doen. Dit sal KUMBA in staat stel om te bepaal of die toename in die aantal deelnemers enigsins die algehele geldigheid en betroubaarheid van die vraelys beïnvloed het. KUMBA moet ook hierdie proses na 'n jaar hersien om te bepaal of die meting enigsins 'n bydrae tot die algemene organisasie-kultuur lewer.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This study describes a process used to determine critical success factors that are felt to be predictive of timely completion of projects within Kumba Resources. A comprehensive literature review and the knowledge of full time line and project managers who have had experience with projects were used to generate critical success factors that was felt to be crucial to timely completion of projects within Kumba Resources. Eleven items were discovered within Kumba Resources that relate well to the available literature on the subject. These were the personal skills of the project manager, project management skills, overly optimistic estimates to obtain project approval, organisational culture, vague and conflicting scope definition, no proper project planning, project control and visibility, no proper risk management communication management not up to standard, changes to orders and contracts took longer than planned and delays caused by poor project integration. In addition, these eleven items have been reduced to six factors with the use of factor analysis. The six factors found were (1) Organisational culture, (2) Technology management, (3) Contract management, (4) Autocratic behaviour, (5) Project design and development and (6) Role clarification. Of these six factors, only technology management proofed to be well managed within Kumba Resources. This study has provided the basis for developing an intervention through which the performance on project management within Kumba Resources will be improved. / AFRIKAANSE OPSOMMING: Hierdie studie beskryf die proses wat gevolg is om die kritieke suksesfaktore vir tydige voltooiïng van projekte binne Kumba Resources uit te lig. 'n Omvattende literatuurstudie en die kennis van voltydse projekbestuurders en lynbestuurders, wat ondervinding in projekbestuur het, is gebruik om die vraelys saam te stel. Hieruit is die kritieke suksesfaktore vir tydige voltooiïng van projekte binne Kumba Resources geïdentifiseer. Elf items het na vore gekom uit die studie wat baie goed vergelyk met die literatuur beskikbaar. Die elf items gevind in Kumba Resources is die persoonlike vaardighede van die projekbestuurder, die projekbestuur vaardighede van die projekbestuurder, oor optimistiese beramings om projekgoedkeuring te verkry, organisasie kultuur, 'n vaag of swak definisie van die omvang wat die projek behels, geen ordentlike risiko analises word gedoen, die bestuur van kommunikasie is nie op standaard nie, veranderings aan kontrakte en bestellings neem langer as beplan en vertragings word veroorsaak deur swak bestuur van projekintegrasie. Hierdie elf items is daarna saamgevoeg in ses faktore deur gebruik te maak van faktoranalise. Die ses faktore wat gevind is, is (1) Organisasie kultuur, (2) Tegnologie bestuur, (3) Kontrak bestuur, (4) Outokratiese gedrag, (5) Projek ontwerp en ontwikkeling en (6) Roluitklaring. Van die ses faktore blyk dit dat slegs tegnologie bestuur baie goed gedoen word binne Kumba Resources. Hierdie studie verskaf dus die basis en motivering vir die ontwikkeling van 'n interfensie om die prestasie in terme van projekbestuur binne Kumba Resources te verbeter.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Kumba Resources is one of the largest South African-domiciled mining groups. After completing an extensive and hard-hitting re-engineering drive Kumba Resources engaged in making its operations more efficient and to create growth opportunities to realise its vision: UT0 outperform the mining and minerals sector in creating value to all stakeholders through exceptional people and superior processes". The vehicle used in Kumba to achieve its vision is the Kumba Way. The Kumba Way is built on foundational values of Integrity, Respect, Accountability, Fairness and Caring. The motivational values, People make it happen,We do it together, Let's do it and We do it better every time create the energy and commitment to continuously improve performance The Kumba Way is a process that aims to achieve world-class performance throughout the organisation. It will create value for all shareholders and a strong competitive advantage by focusing on three areas: • The organisation-wide acceptance and internalisation of a common vision and set of values, creating an open, positive and trusting environment. • The establishment of governance processes, which provide the framework and tools to challenge and measure the performance of all employees. • Operational excellence, which involves identifying best practices across and beyond the organisation and institutionalising them. The People Performance Process, a governance process with target setting, is the driver for performance within Kumba Resources. The process was designed on best practices identified within the organisation as well as those proven in high-performing organisations worldwide. Leading organisations, well aware of the crucial role workers play in their organisations' productivity and, ultimately, in its profitability, make every effort to continually elicit optimum performance, from their employees. They do so by identifying and reinforcing successful behaviours while flagging and correcting unproductive performance. The People performance Process developed by Kumba consists of the following elements: • Inputs to the process are cascaded targets, generic and jobs specific outputs as well as the way the organisation values are lived. • Individual performance contracting was developed to ensure a clear understanding of what level of performance is required as well as what behaviour is expected in achieving the outputs. • Continuous observation and feedback focuses on creating the mindset within Kumba to ensure that feedback on performance is a continuous process and not restricted to only twice a year formal feedback. • Measuring performance implies measuring the objective achievement as set out in the performance contract as well as living the motivational values that will be measured with a 360-degree questionnaire. • Peer comparison is part of the process to ensure equity and fairness by making use of ranking of employees and considering the impact of uncontrollable on performance. • The formal performance feedback affords managers the opportunity to recap on the continual feedback given but most important it facilitates focusing on increasing performance in the future. • Measuring and auditing of the process ensures fair and equitable application and achievement of process objectives. • Consequence management implies that positive and negative consequences are linked to the level of performance as well as the way the motivational values are lived. A blended learning approach was followed consisting of E-Iearning providing "intellectually get it" and workshops support "emotionally get it". Change management was seen as a cornerstone for the implementation of the process. Line management need to take ownership of the process and therefore cooperation and buy-in are essential. A pilot implementation of the process was completed involving all top and senior managers within Kumba and already vast positive movements are evident. Kumba has not yet completed implementation in terms of the execution of the process across the organisation, but the continuous focus on changing mindsets and behaviours together with performance improvements will assist Kumba to become the high-performing organisation it aspires to become. / AFRIKAANSE OPSOMMING: Kumba Resources is een van die grootste Suid-Afrikaans gevestigde mynbou groepe. Na voltooing van 'n omvangryke en kragtige "re-engineering" fokus Kumba Resources op die verhoging van effektiwiteite in hul bestaande bedrywe sowel as op die identifisering van groei geleenthede ten einde hul visie te verwenslik: "Om die mynbou en mineraal sektor te uitprestreer ten einde waarde te ontsluit vir alle belanghebbendes deur uitsonderlike mense en superieur prosesse". Die voertuig wat Kumba gebruik om sy visie te verwenslik is die "Kumba Way". Die "Kumba Way" is gefundeer op die waardes van Integriteit, Respek, Aanspreeklikheid, Billikheid en Omgee. Die motiverende waardes "Mense laat dit gebeur, Ons doen dit saam, Kom ons doen dit saam en Ons doen dit beter elke keer" skep die energie en verbintenis tot deurlopende verbetering. Die "Kumba Way" het ten doelom wêreldklas prestasie reg deur die organisasie te bereik. Dit skep waarde vir alle deelhebbers en 'n sterk mededingende voordeel deur op die volgende drie areas te fokus: • Die organisasie-wye aanvaarding en internalisering van 'n gemene visie en waardes ten einde 'n oop, positiewe en vertrouens-wekkende omgewing te skep. • Die daarstelling van leidende prosesse as raamwerk en gereedskap om prestasie van alle werknemers te daag en te meet. • Die bereiking van bedryfsuitmuntendheid deur die identifisering van beste praktyke binne en buite die organisasie asook die institusionalisering daarvan. Die mens prestasie proses is tesame met doelwitstelling 'n leidende proses wat prestasie binne Kumba aandryf. Die proses is gefundeer op beste praktyke geidentifiseer binne die organisasie sowel as in hoë presterende organisasies wêreldwyd. Leier organisasies is deeglik bewus van die rol wat werkernemers speel in die produktiwiteit binne hulorganisasie en uiteindelike die winsgewendheid, en doen dus alles moontlik om optimale prestasie van werknemers te bewerkstellig. Ten einde dit te verwesenlik is dit nodig om suksesvolle gedrag en prestasie te versterk en onproduktiewe gedrag en prestasie waar te neem en reg te stel. Die mens prestasie proses wat deur Kumba ontwikkel is bestaan uit die volgende elemente: • Insette tot die proses word verkry van doelwitstelling, generiese en spesifieke posuitsette en organisasie-waardes. • Individuele prestasie kontraktering het ten doelom 'n duidelike begrip van die vlak van prestasie en die besondere gedrag wat vereis word om doelwitbereiking te verseker. • Deurlopende observering en terugvoer het ten doelom 'n ingesteldheid te ontwikkel dat prestasie en gedrag terugvoer deurlopend moet geskied en nie net formeel twee maal per jaar nie. • Meting van prestasie impliseer die meting van doelwitbereiking soos ooreengekom in die prestasiekontrak sowel as die leef van. die motiverende waardes wat deur middel van 'n 360-grade vraelys gemeet word. • Portuur vergelyking is deel van die proses om gelykheid en billikheid in die proses te verseker deur gebruik te maak van rangorde plasing en inagneming van die inpak van onbeheerbare aspekte op prestasie. • Formele prestasie terugvoering gee bestuurders die geleentheid om die deurlopende terugvoer saam te vat, maar die belangrikste is om te fokus op die verbetering van toekomstige prestasie. • Meting en ouditering van die proses is nodig om die billike en eenvormige toepassing van die proses sowel as die bereiking van proses doelwitte te verseker. • Gevolgbestuur impliseer dat positiewe en negatiewe gevolge met die vlak van prestasie verbind word, sowel as die wyse waarop die waardes gelewe word. 'n Gemengde benadering tot opleiding is gevolg bestaande uit elektroniese leer om 'n begrip vir die proses te ontwikkel en werkwinkels om die vaardigheid van toepassing, te ontwikkel. Veranderingsbestuur is gesien as een van die hoekstene vir implementering van die proses. Lynbestuur moet eienaarskap van die proses aanvaar en daarvoor is hulle insette en inkoop essensieel.Die toets-implementering van die proses is gedoen op die top- en seniorbestuursvlak binne Kumba en 'n beduidende positiewe verandering is reeds bewerkstelling. Kumba het egter nog nie bereik wat nodig is om die hoë presterende organisasie te wees wat dit aspireer om te wees nie, en daarom is 'n deurlopende fokus op die verandering van ingesteldheid en gedrag tesame met 'n verhoging in prestasie nodig.

Thesis (MBA)--Stellenbosch University, 2004. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: Performance in the Marketplace is what business is all about. Organisations are measured by their results and their stock exchange prices reflect their performance and the perception that the market has of them. The acronym 'Look at the Score board' is heard in passages of every organisation doing business in the market place. The question is: How can any organisation perform while looking at the scoreboard? Relate it to tennis players. How would tennis players perform if instead of keeping both eyes on the ball, they always had one eye on the scoreboard? In sports they talk of being in the zone. The harder athletes try to win, the less likely it becomes that they will. When people are in their zone, all of their attention is on what they are doing, and not on what they are accomplishing. Results then flow from their focus. Many organisations only watch the scoreboard - the bottom line. In doing so they take their eyes off the ball - their relationships with people. This gets them out of their zone and leads to long-term disaster. When organisations keep their eye consistently on the ball, operating their businesses by aligning with their core values, the scoreboard does in fact take care of itself. The research problem as addressed by this study is that of: 'how does an organisation change to become value based and how does an organisation use its values as a base to create a high performance culture within the organisation?' The study is a case study and the organisation used is Grootegeluk Coal Mine, a business unit of KUMBA Resources. The main objective of the study is to investigate the critical success factors for the establishment and management of a high-performance culture within organisations. The role of leadership in the establishment and management of a collaborative environment to ensure commitment and creativity and as a result a sustainable performance culture is investigated in depth. The field of leadership principles was researched and it was found that the conditions, which serve to minimise interference with potential so that it might be more fully expressed in performance, are conditions that encourage collaboration, commitment and creativity. The system is based on the Competence theory. Collaboration is a way for people to work together which requires, by definition, the fullest exploration and identification of their various resources. Such a process increases the number of ideas and amount of information available for planning and making work related decisions. Collaboration is the leader's primary strategy for acknowledging love and work together so that both may be served. It is a means to identifying a" the possibilities. The human desire for productive love, labouring to make something grow, reflects the hunger for commitment. People want to be committed, it is a natural state, which must be realised for people to prosper and be healthy. Commitment is always the result of something; it is a by-product of one's opportunities to experience self-expression and, while often given difficult birth, it is easily lost unless attention is given to its maintenance and care. The seeds of commitment may be sewn through opportunities as in collaborative exchanges, but for its potential to be fully realised, promises must be kept and expectations must be met. Creative power is the first cause of all behaviour, and the basic human instinct for self-realisation, completion and perfection is the driving force of life itself. The principle of creativity simply reflects the grand theme, the nature of people at work. The urge and capacity for creativity are part and parcel of the human condition. The potential of high performance is at hand in organisations and may manifest when the leaders are guided by the principle of creativity. The essential characteristics of the work environment necessary for the release of potential are conditions that encourage: collaboration, commitment and creativity. Workers have little control over such conditions. Leaders, therefore, determine organisational performance because they create - or fail to create - the environmental conditions which minimise interference with available potential. This means that leaders desiring high performance must make sure that collaboration, commitment, and creativity - the conditions in support of competence and its release - are present in their organisation. It is possible to measure the dimensions of collaboration, commitment, and creativity within an organisation through the technique of Organisation culture analysis. Leadership Systems International has studied the relationship of such conditions to performance. In one study high-performing organisations were compared with low-performing organisations and, in every case, it was found that high-performing organisations can be characterised by significantly greater support for collaboration, commitment, and creativity than were lowperforming parts of the same organisations. The major conclusion from this research is that performance varies as conditions for competence vary. Therefore, for those concerned about quality and productivity, the implications are clear: For people to perform well, to do their best, they must be provided with an organisational environment that releases their potential by supporting their natural capacity and need for doing what needs to be done, for working productively. The Organisation culture analysis that was used on Grootegeluk Mine indicates that, despite the improvement in culture, a gap still exist between the Grootegeluk culture and that of the average of benchmarked organisations in South Africa. The policies and practices of the Grootegeluk organisation fall into the quasi-collaboration, quasi-commitment and quasi-creativity range. This means that the value structure, information flow, personal practices of managers and climate combine to encourage but does not facilitate attempts to collaborate and that power dynamics, incentive structures, and work relationships are managed in ways that encourage but fail to facilitate the development of widespread commitment. This also means that the work environment, social dynamics, and problem solving processes are managed in ways that encourage but does not facilitate attempts at creativity. The Organisation culture analysis indicates that the Grootegeluk management needs to make a profound leadership impact to ensure success. It must be remembered that a high-performance culture is part of a broader process of continuous improvement. People are only one part in this model, but people are the enablers, ensuring that the processes and technology changes through creativity. The recommendation is for the Grootegeluk Management to use the current performance culture base to build on a new high-performance culture whereby the organisation can change itself from the current quasicollaborative, quasi-committed and quasi-creative organisation to an organisation where these competence factors are world best. This will ensure that Grootegeluk becomes an organisation that will be able to withstand future storms and an organisation that will outperform the mining and minerals sector. / AFRIKAANSE OPSOMMING: Die hoofdoel van besigheid is om te presteer. Organisasies word gemeet aan die resultate wat hulle vir beleggers gee. Die gesegde vergelyk dit met sport wanneer daar verwys word na die telbord. Die vraag is, hoe kan enige organisasie presteer deur die telbord dop te hou? Vergelyk dit met 'n tennisspeler. Hoe kan 'n tennisspeler presteer deur die telbord dop te hou en nie die oog op die bal te hou nie. Daar word gepraat van 'n sportman wat gemaklik is, en dan presteer. Indien atlete nie gemaklik is nie, kan hulle nie fokus op wat hulle doen nie, en as gevolg daarvan nie presteer nie. Baie organisasies fokus nie op wat hulle doen en hoe hulle dit doen nie, maar op die telbord - hulle resultate. Dit het tot gevolg dat organisasies hulle oog van die bal - hulle verhoudings met hulle werknemers - afhaal. Dit het negatiewe langtermyn gevolge. Wanneer organisasies hulle besigheid belyn met hulle waardestelsel, sorg die telbord vir homself. Die studie ondersoek die vraag: Hoe verander 'n organisasie na 'n waardestelsel gedrewe organisasie en hoe gebruik so 'n organisasie sy waardestelselom 'n prestasiekultuur te vestig? Die studie is 'n gevallestudie van KUMBA Resources se Grootegeluk Steenkoolmyn naby Lephalale. Die hoofdoel met die studie is om die kritiese suksesfaktore vir die vestiging van 'n prestasiekultuur te bepaal. Die rol van leierskap in die proses van hierdie kultuurvesting word bestudeer. Die studie ondersoek spesifiek die Jay Hall teorie van samewerking, toewyding en kreatiwiteit. Hierdie teorie is in diepte bestudeer en daar is bevind dat omstandighede wat inmenging in potensiaal mimimeer, juis samewerking, toewyding en kreatiwiteit maksimeer. Samewerking is in hierdie geval 'n proses wat werknemers dwing om ten diepste te delf in hulle hulpbronne om alle moontlike idees te ondersoek. Toewyding word in hierdie geval gedefinieer as die behoefte om produktief te werk en iets te laat groei uit daardie werk. Kreatiwiteit is die oorsprong van gedrag. Die beginsel van kreatiwiteit is gewoon die natuur van die mens wat werk. Die behoefte om te presteer is dus deel van die mens se natuur en die potensiaal van prestasie is dus deel van enige organisasie en behoort te manifesteer indien die leiers deur die beginsel van kreatiwiteit gelei word. Die beginsels van samewerking, toewyding en kreatiwiteit is nodig om prestasie aan te wakker. Werknemers het egter min beheer oor hierdie omgewingsfaktore terwyl leiers oor die sleutels beskik om die faktore te maksimeer. Dit is moontlik om hierdie omgewingsfaktore te meet. Die metings word deur Leadership Systems International gedoen en is gebaseer op navorsing wat hulle deurlopend doen. Die navorsing wys dat organisasies wat presteer in elke geval beter in die faktore van samewerking, toewyding en kreatiwiteit presteer. Dit wys dat mense beter presteer in 'n omgewing waar hulle potensiaal benut word deur inmenging te minimeer. Die meting op Grootegeluk Myn wys dat ten spyte van 'n verbetering in die organisasie kultuur, daar steeds 'n gaping bestaan indien die organisasie met 'n gemiddelde van ander organisasies in Suid Afrika vergelyk word. Die omgewingsfaktore van samewerking, toewyding en kreatiwiteit ondersteun wel prestasie, maar fasiliteer dit nie. Die studie wys dat die Grootegeluk Bestuurspan 'n groot leierskapsimpak moet maak om verdere sukses in prestasieverbetering te behaal. Die aanbeveling van die studie is dat die huidige prestasie basis en - kultuur gebruik moet word as basis om verder uit te bou aan die faktore van samewerking, toewyding en kreatiwiteit. Dit sal verseker dat Grootegeluk toekomstige storms sal afweer en dat die organisasie beter as die mynbou en minerale sektor sal presteer.