Creating Value with the Future in Mind - Anglo American South Africa

Identifying stakeholders’ interests
Stakeholder group Engagement channels Significant issues raised Our response
Employees Ongoing dialogue between line managers Wages and working conditions.
Our approach to building and
and teams.
maintaining sound relationships with
Proposed changes to our operations or practices.
our employees, and to addressing
Global themed engagement events
Opportunities for personal development.
their expectations regarding the
(e.g. World AIDS Day, Global Safety Day,
work environment, is reviewed on
World Water Day, World TB Day).
Safety, health and well-being.
pages 38–43.
Surveys and employee presentations.
Living conditions (in South Africa).
Two-way engagement via online channels.
Trade unions Ongoing dialogue through established
Wages and working conditions.
Labour unrest in South Africa during
industrial relations channels.
2012 reinforced the imperative of
Proposed changes to our operations or practices.
continuing our approach of open,
Tripartite Health and Safety Initiative in
Shaft closures and rationale behind decisions.
meaningful and ongoing dialogue
South Africa.
with recognised trade unions. Read
Safety, health and well-being practices.
our response to events in South Africa
Core labour rights.
on page 11.
Governments
Communities
Shareholders,
investors and
analysts
Suppliers and
contractors
NGOs and civil
society bodies
Researchers
and
sustainability
practitioners
Customers
Business
peers
Face-to-face meetings with government
representatives.
Open dialogue and ongoing advocacy
work through industry bodies and directly.
Tripartite Health and Safety Initiative in
South Africa.
Participation in inter-governmental and
multilateral processes.
Socio-Economic Assessment Toolbox (SEAT)
community engagement sessions run at
major operations.
Group-wide complaints and grievance
procedure, using a standardised, web-based
approach for recording stakeholder feedback
and classifying the nature of the stakeholder,
their complaint and the severity of the issue.
Annual General Meeting.
Investor meetings and road shows.
Annual presentation to socially responsible
investors (SRI).
Specific supplier events focused on particular
topics, for example health and safety (see
case study on page 14).
Supplier relationship management
programme with identified strategic suppliers.
Zimele enterprise development hubs
(South Africa).
Engagement via the S&SD audit programme.
One-on-one interactions.
Various multi-stakeholder initiatives
and partnerships.
Business and industry forums.
Direct personal engagements.
Engagement through business bodies
and initiatives.
Ensuring full compliance with mining licence and
related requirements.
Contribution to national and international
developmental priorities, such as job creation, skills
development, public health and (in SA) transformation.
Taxation policy, including royalty and carbon taxes.
Engagement on restructuring involving job losses.
Wider sustainability and development agenda.
Access to jobs and supplier opportunities.
Access to skills development.
Quality and availability of public services.
Environmental and health concerns.
Transparency and engagement.
Availability, quality and cost of housing.
Distribution of social investment.
Tensions within and between community groups.
Labour unrest and potential further strikes.
Future growth in the platinum market and profitability
of platinum operations.
Progress of Minas-Rio iron ore project.
Safety, health, environmental and social performance.
Terms and conditions of contract.
Increasing procurement opportunities.
Ensuring the safety, health and well-being and
human rights of employees of contracting companies
and suppliers.
Transparency and accountability on material
sustainability issues.
Ensuring responsible governance practices and
respect for human rights.
Minimising environmental and community impacts.
Investing in social and community development
initiatives.
Economic contribution of mining.
Delivery of product on agreed terms.
Evidence of environmentally and socially responsible
performance and risk management.
Contributing constructively in business initiatives, with
the aim of enhancing the collective business interest.
General knowledge-sharing on our approach to
managing material sustainability issues.
A review of our engagement with
government is provided in the box:
Engaging with governments on
public policy on page 16.
Through our SEAT process (see
pages 32–35) we strive to understand
the aspirations of those within our
communities, and to work with them in
creating the best possible benefits in a
manner that reflects local realities.
Numerous programmes are in place
to address community concerns and
to enhance our developmental and
economic impact on communities
(see pages 32–35 ).
Our response to issues of interest to
general investors is provided in our
Annual Report; additional issues
of particular interest to socially
responsible investors are provided in
this Sustainable Development Report.
Our activities aimed at building a
sustainable and responsible supply
chain are reviewed on page 21.
A review of our efforts to ensure
safety (including of suppliers and
contractors) is on pages 44–47.
A review of our local procurement and
black economic empowerment (BEE)
activities is on page 30.
Our approach to addressing the
environmental, social and governance
issues identified as being of interest to
these stakeholders – relating to the
performance of Anglo American as a
whole – is described throughout this
report. We have also entered into
formal partnerships with a number
of leading NGOs to assist with our
performance in this regard.
Our approach to environmentally
and socially responsible performance
and risk management is reviewed
throughout this report.
We play a leadership role in various
business bodies and sustainability
initiatives, such as the International
Council on Mining and Metals; the
Chamber of Mines (SA); the UN Global
Compact; and the Global Business
Coalition on HIV/AIDS, TB and Malaria.
Our approach
Anglo American plc Sustainable Development Report 2012 15