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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

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