Efficient records management is a founding block for successful transparency and accountability initiatives. Extractive Industries Transparency Initiative (EITI) promotes transparency and accountable management of extractive resources by disclosing governments’ and extractive companies' value chain information in resource-rich countries. Without proper management of records, transparency and accountability in the extractive industry become difficult. This study sought to explore the integration of records management in the Tanzania Extractive Industries Transparency Initiative (TEITI) with the view to develop a framework for incorporating records management in such an initiative. This qualitative case study anchored on the interpretivism research paradigm used the researcher’s conceptual framework as a theoretical lens. The study sample was purposively selected from the public institutions involved in TEITI, namely, TEITI Committee and the Secretariat, Mining Commission, Records and Archives Management Department, Tanzania Revenue Authority, and Regional Mines Office Dodoma. Data were collected through in-depth interviews, focus group discussions, observation, and analysis of documents. The study established that Tanzania has a well-established archives and records management infrastructure. However, institutions involved in TEITI did not implement the infrastructure or developed in-house procedures to incorporate records management in the initiative. Also, the non involvement of various players of the extractive sector in TEITI resulting in silos approaches to the initiative was noted. In addition, the studied institutions do not plan for their records management activities, and the budgets to support records management activities are inadequate. Records management staff are also insufficient, and their competencies to manage records mining activities is limited. The study concludes that because of the failure to integrate records management in TEITI, the initiative will not succeed in releasing its goal of bringing about transparency and accountability in the extractive sector in Tanzania until deliberate efforts are taken to incorporate records management as a critical component of the initiative. The study proposes a framework upon which the TEITI Committee, institutions and governments can apply to integrate records management in the EITI. Overall, the study bridges the gap of a missed inclusion of records management in the EITI initiative by proposing a framework. A further study on the underlying factors deterring the integration of records management in the organisational business process of institutions involved in TEITI is proposed. / Information Science / Ph. D. (Information Science)

This study makes the assumption that community participation in the governance of mineral resources is a requirement of sustainable development and that through a fundamental rights-based approach, it can be made effective. The concern is that an affected community should not only be involved in the decision-making process, but its view must also influence the outcome in respect of whether or not a mineral project should take place and how it should address development issues at local level. It is assumed that this legal approach will improve mineral governance by bringing more transparency and accountability. In many African resource-rich countries, community participation has until now been practiced with more of a soft approach, with the consequence that it has been unable to eradicate the opacity existing in the management of revenues generated by mineral exploitation and also deal efficiently with the recurrence of fundamental rights violations in the mineral sector. Obviously, the success of the fundamental rights based-approach is not absolutely guaranteed because there are preconditions that must be fulfilled. The synergy between community participation and some relevant concepts like democracy, decentarlisation, accountability, (good) governance and sustainable development must be well balanced for the participation process to bring positive outcomes. Also, because the fundamental rights based-approach is conceived here within the framework of the African Charter of Human and People’s Rights, its normative and institutional components, despite the potential to make participation effective and successful, require that some critical challenges be addressed in practice. The study ends with the conclusion that the fundamental rights based-approach is appropriate to make community participation effective in the mineral-led development process taking place at local level, provided that its implementation is kept reasonable. / Constitutional, International & Indigenous Law / D.Law

This study makes the assumption that community participation in the governance of mineral resources is a requirement of sustainable development and that through a fundamental rights-based approach, it can be made effective. The concern is that an affected community should not only be involved in the decision-making process, but its view must also influence the outcome in respect of whether or not a mineral project should take place and how it should address development issues at local level. It is assumed that this legal approach will improve mineral governance by bringing more transparency and accountability. In many African resource-rich countries, community participation has until now been practiced with more of a soft approach, with the consequence that it has been unable to eradicate the opacity existing in the management of revenues generated by mineral exploitation and also deal efficiently with the recurrence of fundamental rights violations in the mineral sector. Obviously, the success of the fundamental rights based-approach is not absolutely guaranteed because there are preconditions that must be fulfilled. The synergy between community participation and some relevant concepts like democracy, decentarlisation, accountability, (good) governance and sustainable development must be well balanced for the participation process to bring positive outcomes. Also, because the fundamental rights based-approach is conceived here within the framework of the African Charter of Human and People’s Rights, its normative and institutional components, despite the potential to make participation effective and successful, require that some critical challenges be addressed in practice. The study ends with the conclusion that the fundamental rights based-approach is appropriate to make community participation effective in the mineral-led development process taking place at local level, provided that its implementation is kept reasonable. / Constitutional, International and Indigenous Law / LL. D.

Mining as a historical male-dominated space is confronted by various transformational structural changes. While the racial composition of mining boards has improved, gender representation of women in boards is problematic. Owing to our historical legacy of apartheid and decades of colonialism, South Africa became a victim of an unequal society. The new political dispensation under the leadership of Nelson Mandela sought to redress those inequalities after the fall of apartheid in 1994. However, gender inequalities and the gender subject remain contentious issues, particularly in historically male-dominated sectors such as mining. With legislation enforcement, only a few mining companies have improved the representation of women on boards (WoB), while some companies remain with no women or only one woman on board. However, despite the atrocities of apartheid, South African mining sector is relatively performing better in terms of WoB than countries that were not exposed to such a discriminatory dispensation. Yet still, mining lags far behind compared to other industries in South Africa. This outlook led me to conduct a multiple cross-case analysis research study to explore how women were integrated into mining by reviewing talent management practices used to appoint women (and men) by exploring recruitment, development and retention practices. I adopted an emancipatory critical research approach, a feminist epistemological paradigm, and I considered African feminism a suitable research approach given the unique context of South African mining history. The results showed that the industry still faces gender structural inequalities guided by an indoctrinated mindset of the sector, and that it is still to a great extent racially biased. While most focus of talent management is directed at recruiting more women, men still control recruitment, which is biased and informal, and different or stringent recruitment criteria are applied for women. Even though women occupy a few board seats and exceed the critical mass in some boards, they still face change-resistant attitudes and stereotypes and a double glass ceiling in terms of who has a right of voice, which disregarded their talent. All women regardless of race, were subject to stereotypes, but dealt with them differently. I found that black women are more affected than any other racial group due to their social identities, facing triple oppression due to their gender and race, but also class, which affects their confidence and their talent offering to board responsibilities. In fear of marginalisation, the black women in my study felt that they needed to earn the trust of men, especially those of white men. White, Indian and 1coloured women who were affected by gender stereotypes were silent about those prejudices, but were also still discriminated against with fewer board opportunities. The effectiveness of training and development of directors and retention was hindered by the culture in mining, individual constructed identities and societal gender constructions of roles and responsibilities. These constructions undermined the talent of women in boards and constructed the talent of men as superior. / Thesisi ye e fa tlhahlobo ye e tseneletšego ya ditirišo tša taolo ya talente ka dikhamphaning tše tshela tša meepo tša go ngwadišwa le JSE ka Afrika Borwa. E nyakišiša gobaneng talente ya mosadi e hlokomologilwe, le gore gobaneng basadi ba tšwela pele go ba palo ye nnyane mo dibotong le ge e le gore molao wa Afrika Borwa o thekga tekatekano ya bong le gore tokafatšo ya taba (business case) e hlatsetšwe go ya ka tirišo. Mokgwatlwaelo wa basadi wa Afrika o šomišwa ka go kopantšha mokgwa wa maemo a magareng woo o lebantšhago go kopano ya morafe le bong. Tšhomišo ya mokgwatlwaelo wa basadi wa Afrika gape e dira teori seemo sa go ithuta bong go ya ka mabaka a moswananoši gomme mo tabeng ye, intasteri ye e tletšego ka banna ka nageng ya morago ga kgatelelo le morago ga kgethollo. Dipoelo di bontšhitše gore intasteri e lebana le diphapano tša sebopego tša bong tše di hlahlwago ke maikutlo ao a tsentšwego a lekala, le le sa ntšego le tšea lehlakore go ya ka morafe. Komiti ya ditšhišinyo e tletše ka thwalo ya taolo ya banna, yeo e tšeago lehlakore ebile e se ya semmušo, gomme dikriteria tša go fapana tša thwalo di a šomišwa go basadi. Basadi ka moka go sa šetšwe morafe, ba be ba lebana le ditlwaedi, eupša ba be ba šogana le tšona ka go fapana. Basadi ba bathobaso ba sa ntše ba lebana le kgatelelo ya go menagana gararo ya go amana le bong bja bona, morafe, le boemo. Ka go tšhoga nyenyefatšo, basadi ba Bathobaso ba be ba nyaka tumelelo go banna, kudu ya banna ba Bathobašweu. Basadi ba Bathobašweu, Bathobaso, Maindia le Bammala ba be ba sa bolele ka dikgethollo, eupša gape ba be ba sa ntše ba gatelelwa kgahlanong le menyetla e se mekae ya boto. Katlego ya tlhahlo le tlhabollo ya balaodibagolo le kganetšo di šitišitšwe ke setšo sa meepo, maitšhupo ao a bopilwego a go ikgetha le dibopego tša bong tša setšhaba tša dikarolo le maikarabelo. Dibopego tše di nyaditše talente ya basadi ka dibotong gomme di bopile talente ya banna go ba ya maemo a godimo. Nyakišišo ye e kgatha tema go dingwalo tša tirišo tša basadi mo dibotong ka go nyakišiša mašomelo a taolo ya talente – a selo se se hlokomologilwego basading mo dinyakišišong tša diboto. E hlaloša ka fao basadi ba thwalwago, hlahlelwago maemo a boto le go hlaloša hlokomologo ya go tsenela taolo ya talente. / Business Management / Ph. D. (Management Studies)