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

investing in our people human resources
human
resources
The issue
It is our people who
deliver our strategy, who
drive our operational
effectiveness and build
our reputation with our
investors, governments,
partners and potential
employees.
graduates, bursars,
apprentices and other
trainees supported
by Anglo American
2,845
Our strategy and
management approach
Our human resources (HR) strategy
is anchored in Anglo American’s
objective ‘to become the leading
global mining company’ and in the
supporting objective of being ‘the
employer of choice’. To attract and
retain the best people we need to:
••
Demonstrate that we have a clear
and compelling strategy for success
••
Offer safe, worthwhile and
stimulating work
••
Be organised for effectiveness
and efficiency
••
Maintain the right leadership culture
••
Support people to develop
and progress
••
Pay people competitively.
Our HR standards, management
systems and processes are the
foundations that underpin these areas.
In 2011, we developed a three-year
plan identifying opportunities for
improvements and commenced
roll-out during 2012.
Our operating model enables Group
HR to capture synergies across the
Group by pooling activities where
there is a value in scale and sharing
knowledge and expertise. Policies
and standards are set through a
collaborative process, involving the
businesses. Once set, compliance
with these is mandatory.
Resourcing
Resourcing our business, both now
and in the future, is a key strategic
priority for HR. Throughout 2011, we
put in place the foundations to enable
us to create more effective workforce
planning. This included a Group-wide
monthly headcount reporting process
and system, and a common framework
for categorising roles across the
organisation. During 2012 we also
implemented a new annual strategic
workforce-planning process and
system. This will play a pivotal role in
targeting our talent-sourcing activities
and support us in building global
talent pools.
Attracting talented graduates, bursars,
interns, apprentices and other trainees
is an important part of our sourcing
strategy. Providing high-quality
training is a key attraction and retention
tool, and during the year we supported
2,845 graduates, bursars, apprentices
and other trainees.
We are legally required to recruit a
percentage of mining-type jobs from
within the immediate and local
communities in which we operate.
Mechanisms for applying for jobs
are not always easily accessible to
community members in remote
locations. As a result, in South Africa,
we have implemented an initiative
aimed at recruiting people from
rural areas where there is limited
internet connectivity and access to
computers. Once registered on our
database, through a walk-in centre
or online, candidates are able to
apply for jobs inexpensively by
sending a text message with the
job reference number.
Building leadership capability
Building leadership capabilities is
important for the success of our
business and a high-quality range
of over 200 external and internal
development programmes is available
across the Anglo American Group.
Maintaining the right leadership
culture is also important in
encouraging people to join and stay
with Anglo American, and we continue
to focus on defining and developing
the associated leadership behaviours
to improve operational performance
and sustain success in the highly
competitive mining sector.
Supporting our people to
develop and progress
We are committed to enabling our
people to reach their full potential. We
have formal training and development
programmes at both business unit and
Group levels. During 2012, we invested
$98 million (3% of total employee
costs) in direct training initiatives.
We continue
to focus on
defining and
developing
the associated
leadership
behaviours
to improve
operational
performance
and sustain
success in
the highly
competitive
mining sector.
40 Anglo American plc Sustainable Development Report 2012