Creating Value with the Future in Mind - Anglo American South Africa
Creating Value with the Future in Mind - Anglo American South Africa
Creating Value with the Future in Mind - Anglo American South Africa
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Our approach governance and management for susta<strong>in</strong>able development<br />
Two dedicated bus<strong>in</strong>ess <strong>in</strong>tegrity<br />
managers, who operate <strong>with</strong><strong>in</strong> a<br />
broader risk management and<br />
bus<strong>in</strong>ess assurance team, oversee<br />
implementation of <strong>the</strong> policy by<br />
work<strong>in</strong>g <strong>with</strong> senior managers <strong>in</strong> our<br />
bus<strong>in</strong>ess units and corporate functions<br />
and assist<strong>in</strong>g <strong>the</strong>m <strong>in</strong> putt<strong>in</strong>g <strong>in</strong> place<br />
adequate procedures for manag<strong>in</strong>g<br />
corruption risks.<br />
Corruption risk assessments are<br />
an essential aspect of <strong>the</strong> Group’s<br />
procedures. The Group’s bus<strong>in</strong>ess<br />
units and corporate functions are<br />
required to periodically conduct<br />
corruption risk assessments us<strong>in</strong>g an<br />
<strong>in</strong>ternally developed risk assessment<br />
tool. Through a series of questions, <strong>the</strong><br />
tool assesses <strong>the</strong> <strong>in</strong>ternal and external<br />
risks associated <strong>with</strong> <strong>the</strong> location and<br />
nature of an operation and <strong>the</strong> <strong>in</strong>ternal<br />
controls <strong>in</strong> place to manage <strong>the</strong><br />
identified risks. When a risk is<br />
determ<strong>in</strong>ed to be unacceptably<br />
high, an action plan is developed to<br />
streng<strong>the</strong>n <strong>the</strong> <strong>in</strong>ternal controls to<br />
manage <strong>the</strong> risk.<br />
In l<strong>in</strong>e <strong>with</strong> our commitment to high<br />
standards of bus<strong>in</strong>ess assurance, <strong>the</strong><br />
risk assessment process and action<br />
plann<strong>in</strong>g are audited annually by our<br />
<strong>in</strong>ternal audit team.<br />
The adequacy of our policy and<br />
procedures are under cont<strong>in</strong>ual review<br />
to provide reasonable assurance that<br />
we consistently meet our commitment<br />
to tackl<strong>in</strong>g corruption <strong>in</strong> all its forms,<br />
and rema<strong>in</strong><strong>in</strong>g <strong>in</strong> full compliance <strong>with</strong><br />
all relevant anti-corruption legislation,<br />
<strong>in</strong>clud<strong>in</strong>g <strong>the</strong> UK Bribery Act which<br />
came <strong>in</strong>to force <strong>in</strong> July 2011.<br />
Anti-corruption communication<br />
and awareness<br />
The key aspects of our bus<strong>in</strong>ess<br />
<strong>in</strong>tegrity policy are <strong>in</strong>cluded <strong>in</strong><br />
our <strong>in</strong>duction programmes across<br />
<strong>the</strong> Group.<br />
We provide specific bus<strong>in</strong>ess <strong>in</strong>tegrity<br />
tra<strong>in</strong><strong>in</strong>g to all employees who may be<br />
exposed to corruption risks ow<strong>in</strong>g to<br />
<strong>the</strong> nature of <strong>the</strong>ir work. This <strong>in</strong>cludes<br />
an onl<strong>in</strong>e tra<strong>in</strong><strong>in</strong>g course and a<br />
three-hour workshop, both of which<br />
are designed to raise awareness of our<br />
bus<strong>in</strong>ess <strong>in</strong>tegrity policy and provide<br />
employees <strong>with</strong> <strong>the</strong> opportunity to<br />
discuss and apply <strong>the</strong> performance<br />
standards to bus<strong>in</strong>ess <strong>in</strong>tegrity<br />
dilemmas that <strong>the</strong>y may face. By <strong>the</strong><br />
end of 2012, more than 3,500<br />
Significant<br />
progress has<br />
been made<br />
<strong>in</strong>tegrat<strong>in</strong>g<br />
susta<strong>in</strong>ability<br />
factors <strong>in</strong>to<br />
<strong>the</strong> decisionmak<strong>in</strong>g,<br />
plann<strong>in</strong>g<br />
and<br />
development<br />
process for<br />
major capital<br />
projects.<br />
employees, <strong>in</strong>clud<strong>in</strong>g senior managers<br />
of bus<strong>in</strong>ess units and corporate<br />
functions, had taken part <strong>in</strong> over<br />
180 tra<strong>in</strong><strong>in</strong>g sessions (1) and more than<br />
2,800 employees had completed <strong>the</strong><br />
onl<strong>in</strong>e refresher course. Dur<strong>in</strong>g <strong>the</strong><br />
tra<strong>in</strong><strong>in</strong>g, participants are advised<br />
of where to go for advice and how<br />
to report any bus<strong>in</strong>ess <strong>in</strong>tegrity<br />
concerns, <strong>in</strong>clud<strong>in</strong>g through our<br />
whistleblow<strong>in</strong>g system.<br />
Facilitat<strong>in</strong>g whistleblow<strong>in</strong>g<br />
Our employees are required to report<br />
any breaches, or potential breaches,<br />
of our Bus<strong>in</strong>ess Integrity Policy. Our<br />
<strong>in</strong>dependently managed SpeakUp<br />
facility is a confidential and secure<br />
way for our employees, contractors,<br />
suppliers, bus<strong>in</strong>ess partners and<br />
o<strong>the</strong>r external stakeholders to report<br />
concerns about conduct that is<br />
contrary to our values and <strong>in</strong>tegrity<br />
standards. SpeakUp is available<br />
24 hours a day, seven days a week<br />
and provides telephone, email and<br />
website contacts <strong>in</strong> <strong>the</strong> regions <strong>in</strong><br />
which <strong>Anglo</strong> <strong>American</strong> operates.<br />
We do not tolerate any form of<br />
retaliation aga<strong>in</strong>st employees rais<strong>in</strong>g<br />
concerns <strong>in</strong> good faith. Any allegations<br />
of harassment or <strong>in</strong>timidation by o<strong>the</strong>rs<br />
as a result of contact<strong>in</strong>g SpeakUp<br />
is <strong>in</strong>vestigated and, if required,<br />
appropriate discipl<strong>in</strong>ary action is taken,<br />
which can <strong>in</strong>clude dismissal of those<br />
responsible for reprisals.<br />
Dur<strong>in</strong>g 2012, we received 285 alerts<br />
(2011: 299). Every alert is evaluated<br />
and, where appropriate, <strong>in</strong>vestigated.<br />
The largest proportion of reports <strong>in</strong><br />
2012 related to human resource issues<br />
(138), followed by a range of o<strong>the</strong>r<br />
matters <strong>in</strong>clud<strong>in</strong>g procurement,<br />
account<strong>in</strong>g, and health and safety. In<br />
total, 195 alerts were closed follow<strong>in</strong>g<br />
<strong>in</strong>vestigation, of which 55 resulted <strong>in</strong><br />
management action. Discipl<strong>in</strong>ary<br />
proceed<strong>in</strong>gs, <strong>in</strong>clud<strong>in</strong>g term<strong>in</strong>ation,<br />
are <strong>in</strong>stituted where employees are<br />
found to have behaved contrary to<br />
our pr<strong>in</strong>ciples. In 2012 <strong>the</strong>re were<br />
no crim<strong>in</strong>al cases regard<strong>in</strong>g bribery<br />
brought aga<strong>in</strong>st <strong>Anglo</strong> <strong>American</strong> or<br />
any of its employees.<br />
(1) <br />
These statistics reflect tra<strong>in</strong><strong>in</strong>g sessions facilitated by<br />
<strong>the</strong> Group’s bus<strong>in</strong>ess <strong>in</strong>tegrity managers only. Some<br />
employees may have attended sessions more than<br />
once. A number of bus<strong>in</strong>ess units have conducted <strong>the</strong>ir<br />
own workshops us<strong>in</strong>g dedicated tra<strong>in</strong>ers, result<strong>in</strong>g <strong>in</strong><br />
an additional 1,000 employees and contractors hav<strong>in</strong>g<br />
been tra<strong>in</strong>ed.<br />
Integrat<strong>in</strong>g susta<strong>in</strong>ability<br />
<strong>in</strong>to our wider bus<strong>in</strong>ess<br />
To help embed susta<strong>in</strong>ability<br />
requirements <strong>in</strong>to our bus<strong>in</strong>ess<br />
processes and decision-mak<strong>in</strong>g we<br />
established a susta<strong>in</strong>ability <strong>in</strong>tegration<br />
team <strong>in</strong> 2010.<br />
Susta<strong>in</strong>ability considerations now<br />
play a bigger role <strong>in</strong> strategic plann<strong>in</strong>g<br />
and due diligence processes for<br />
mergers and acquisitions, as well as<br />
bus<strong>in</strong>ess improvement processes and<br />
reviews at operations. However, <strong>the</strong><br />
most significant progress has been<br />
<strong>in</strong>tegrat<strong>in</strong>g susta<strong>in</strong>ability factors<br />
<strong>in</strong>to <strong>the</strong> decision-mak<strong>in</strong>g, plann<strong>in</strong>g<br />
and development process for major<br />
capital projects.<br />
Last year, we reported for <strong>the</strong> first<br />
time on our Susta<strong>in</strong>ability Valuation<br />
Approach (SVA), a robust<br />
methodology which applies a<br />
f<strong>in</strong>ancial and non-f<strong>in</strong>ancial value to<br />
<strong>the</strong> susta<strong>in</strong>ability drivers that could<br />
impact on <strong>the</strong> successful delivery of<br />
major projects. By understand<strong>in</strong>g,<br />
characteris<strong>in</strong>g and <strong>the</strong>n factor<strong>in</strong>g <strong>in</strong> <strong>the</strong><br />
value of susta<strong>in</strong>ability considerations<br />
early on <strong>in</strong> a project’s development, we<br />
ga<strong>in</strong> a better understand<strong>in</strong>g of how <strong>the</strong><br />
susta<strong>in</strong>ability factors impact on <strong>the</strong><br />
project’s outcomes <strong>in</strong> <strong>the</strong> long term.<br />
(See case study on page 10.)<br />
In 2012, we moved from <strong>the</strong> concept<br />
and pilot phase to embedd<strong>in</strong>g <strong>the</strong><br />
SVA <strong>in</strong>to our project evaluation<br />
process. The new process will be<br />
mandatory for all bus<strong>in</strong>ess units from<br />
<strong>the</strong> end of <strong>the</strong> first quarter of 2013.<br />
Group susta<strong>in</strong>ability representatives<br />
take part <strong>in</strong> multi-discipl<strong>in</strong>ary<br />
acquisition and <strong>in</strong>vestment reviews<br />
across <strong>the</strong> project development life<br />
cycle, provid<strong>in</strong>g <strong>in</strong>formation to assist<br />
<strong>in</strong> <strong>in</strong>vestment decision-mak<strong>in</strong>g.<br />
Dur<strong>in</strong>g 2012, <strong>the</strong> Group completed<br />
65 reviews.<br />
20 <strong>Anglo</strong> <strong>American</strong> plc Susta<strong>in</strong>able Development Report 2012