Leadership perspectives

LEADERSHIP PERSPECTIVES

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Dorian Emmett

GOOD CITIZENSHIP AND BUSINESS PRINCIPLES

1. Our stakeholders

Our principal accountability is to our investors. We will seek to maximise shareholder value over time. We believe that this is best achieved through an intelligent regard for the interests of other stakeholders and through a reputation for acting with integrity. We improve our understanding of society, and of our place within it, through active engagement with those around us. We recognise the value of partnerships in building capacities, improving governance and promoting sustainable development.

2. Business integrity

We support free enterprise as the system best able to contribute to the economic welfare of society and to promote individual empowerment and liberty. Without profits and a strong financial foundation it would not be possible to fulfil our responsibilities to shareholders, employees, governments and communities, and to those with whom we do business. 
Our investment criteria reflect economic, social, environmental and political factors.

SAFETY & SUSTAINABLE DEVELOPMENT COMMITTEE: CHAIRMAN’S PERSPECTIVE

Good progress was made in many aspects of the sustainability during 2012. This is commendable given the challenges of the unfavorable economic climate and social and labour unrest during the period.

In the space of under a decade, we have witnessed safety and sustainable development move from the fringe to centre stage as an overarching objective. Safety has always been a concern, but today it is a priority that the Company is doing everything in its power to integrate thoroughly into the day-to-day routine of the business.

This has much to do with the fact that issues formerly regarded as “neutral”, such as climate change and water, are now acknowledged to affect a company’s business as much as any other traditional business driver does.

These previously neutral issues lend themselves to solutions born of a collective approach. Firstly, they do not necessarily confer any competitive advantage on companies; secondly, they are of such magnitude that only solutions hatched from collaboration will have any chance of succeeding. Our efforts at improving performance in the realm of safety and sustainable development have yielded results precisely because we recognise that becoming better entails effective consultation, partnerships and 
shared honours.

As chairman of the S&SD Committee I am especially pleased that the big improvements we have made, especially in safety, are the result of the hard work we have invested in engaging, and collaborating with, many stakeholders, but particularly labour and the Government under the auspices of Anglo American’s Tripartite Health and Safety Initiative. This forum and its accomplishments bode well for the resolution of other complex issues which the mining sector has to address.

Although we did not have a harm-free year in 2012, one can see a significant improvement in the Company’s safety performance. Fatalities are down, as is the overall lost-time injury-frequency rate, and this indicates to me that zero harm is indeed possible. Moreover, there are whole parts of our business that have experienced extended lost-time injury and fatality free shift-runs.

Zero harm will not be realised without leadership; the Company’s management will set the tone in ensuring that improvements in safety performance are the order of the day.

A similar collaborative approach is used to deal with HIV/AIDS and TB. Over the years, we have been at the forefront of dealing with these diseases and our success at disease management stems in part from our willingness to engage and partner with all possible stakeholders.

I am comforted by the risk-management processes we use to identify and mitigate safety and sustainable-development risks. 
We have aligned our processes with those of Anglo American plc, whose business-assurance service units are responsible for auditing our integrated risk-management processes.

In conclusion, and notwithstanding the socio-economic considerations the mining sector will be dealing with in future, the Amplats S&SD Committee will continue to focus unrelentingly on visibly improving on the Company’s safety record; enhancing the many ways in which the Company minimises its ecological footprint; and achieving better health and wellness for all its employees.

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Dorian Emmett

Chairman, Safety & Sustainable Development Committee


 

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Wendy Lucas-Bull

 

3. Safety and sustainable development

We believe that robust processes for the management of safety, health, environmental and social issues are fundamental elements of good management practice and a source  of competitive advantage.

4. Employment and labour rights

We are committed to fair labour practices and our conditions of service will comply with applicable laws and industry standards.

5. Community development and human rights

We respect human dignity and the rights of individuals and of the communities associated with our operations. When considering the development of a project, we will proceed on the basis of a full assessment of potential impacts and through free, prior and informed consultation. These may lead us to conclude that we should not develop a project even if it is legally permitted and potentially profitable. We seek to contribute to the economic and social well-being of communities, including through enterprise development, local procurement and providing opportunities for people from disadvantaged backgrounds.

SOCIAL, ETHICS & TRANSFORMATION COMMITTEE: CHAIRMAN’S PERSPECTIVE

Our committee’s agenda for 2013 has to a large extent been predetermined by the events of 2012. Only in its second year of operation, the committee will need to investigate and analyse the labour-related and other socio-economic issues that surfaced during 2012; and will tailor its workings to address those issues that fall within its remit.

Two issues in particular will require our attention: firstly, the benefit flow from the Company to local stakeholders, incorporating the role Amplats plays in job creation and local economic development; and, secondly, the degree to which the Company is able to attract a diverse workforce.

As a new governance structure, we spent this past year building a framework on which to base our workings. We elected members and began to address the key requirements of our mandate, which is essentially this: to provide oversight and evaluation of management’s performance against board-approved targets and/or policies on matters relating to sustainability, stakeholder management, good corporate citizenship and ethical behaviour.

During 2012, the committee focused its efforts on:

  • honing its terms of reference and developing a work plan
  • attending to the governance aspects of Project Alchemy, a R3.5-billion black economic empowerment community equity-ownership transaction launched in 2011. 
    Time was spent in particular on the implementation of the transaction, and on the establishment of the four development trusts and the non-profit company associated with it
  • reviewing the Company’s employment equity report and compliance with the amended Mining Charter to ensure that adequate plans are in place to maintain (and exceed) compliance.The committee also interrogated the results of the Company-wide values and cultures survey held in 2011 and provided guidance on appropriate organisational transformation programmes designed to address the needs identified in the survey
  • closely following the labour unrest during the latter part of 2012 and trying to pinpoint its causes. 
    The committee will apply its collective mind to understanding all the issues entailed and will advise the Company accordingly
  • reviewing the framework of the social plan put forward upon the announcement of the wide-ranging organisational changes proposed at the beginning of 2013. 
    This comprehensive social framework was prepared by management in order to limit the social impacts of any retrenchments necessitated by the restructuring of the Company. The committee has reviewed the plan and provided guidance around key aspects of its effectiveness. During 2013, the committee will provide guidance on the implementation of the plan

As chairman of the committee, I am satisfied that the overall principles laid down by the King Report on Governance in South Africa and its Code of Corporate Practices and Conduct, and the Companies Act, 2008, have been adhered to in the policies and practices of Anglo American Platinum Limited.

I look forward to progressing the role of the committee – 2013 will surely call for all our skills and wisdom.

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Wendy Lucas-Bull

Chairman, Social, Ethics & Transformation Committee