Our strategy

DRDGOLD has a proud history and its undisputed 19th century origins can be traced back to the frenzied prospecting and business activities that followed the discovery of gold in Johannesburg in the mid-1880s.

Founded in 1895 alongside other mining giants which have come and gone, DRDGOLD remains the oldest, continuously listed company on the JSE.

This 120 year old mining business is staying the course – developing and refining our strategy and deploying our resources – to mine not only profitably, but also optimally – ensuring that the business remains sustainable well into the 21st century. Achieving this requires bold decisions, such as our decision to dispose of our last underground assets, thereby allowing us to focus on surface gold reclamation.

Strategy

We conduct our business to be profitable, but more importantly, to create value in the longer-term. We aim to add economic value over a sustained period, rather than a hit-and-run approach, which could potentially enrich fewer people for a shorter period. We seek to achieve this by using integrated thinking in our decisions to deploy resources and capital.

We actively seek synergies between the financial, human, social, natural and manufactured aspects of our business as we create value for all our stakeholders in the short-, medium-, and longer-term.

  • We generate cash (financial capital) through the sale of our product (doré bars) and we use this to develop our people (human capital) and our infrastructure (manufactured capital) as well as to reward our providers of capital (shareholders).
  • By developing our people, we ensure that our workforce is trained and motivated to reach production targets, to ensure extraction efficiencies and to maintain and develop our technology and infrastructure.
  • We have invested in innovative technology and implemented projects to address extraction efficiencies, energy saving and the use of potable water (natural capital) which results in cost savings (financial capital) and an improved environmental footprint.
  • We communicate with and invest in our communities (social capital) and address the issues that are of concern to them. We do this partly because these neighbourhoods accommodate our workforce, but also because it is the right thing to do.
  • Community concerns can generally be distilled to the essence – better education and training – as knowledge and skills lead to job opportunities, career development and better chances of promotion. From our side, investing in the education of communities is insurance for the future as we are securing the skills and capabilities that will be required to lead our business – and the economy of the country – through the decades ahead.