Global reporting initiative

Global reporting initiative

KEY INFORMATION AND REFERENCES

G3 Indicator Description Page
1. Strategy and analysis
1.1 Statement from senior decision-maker 2, IAR5,6
1.2 Description of key impacts, risks, and opportunities 8, 25
2. Organizational profile
2.1 Organisation’s name Front cover
2.2 Major products 18 – 19
2.3 Operational structure and major divisions 18
2.4 Location of headquarters 18
2.5 Countries of operation 8
2.6 Nature of ownership 18
2.7 Markets served including geographic breakdown/sectors served/customers IAR 20 – 23
2.8 Scale of organisation including number of employees, net sales/revenues, total capitalisation 130
2.9 Significant changes during reporting period 7
2.10 Awards 27
3. Report parameters
3.1 Reporting period 7
3.2 Date of previous report 7
3.3 Reporting cycle 7
3.4 Contact point 9
3.5 Process for defining report content 8, 25
3.6 Boundary of the report 7
3.7 Limitations on the scope or boundary of the report 7
3.8 Basis for reporting on joint ventures, etc. 8
3.9 Data measurement techniques and bases of calculations including assumptions Throughout, eg 52
3.10 Restatements of information 8
3.11 Significant changes from previous reporting periods 7
3.12 GRI Content Index table  
3.13 Policy and practice for seeking independent assurance for report 8
4. Governance, commitments and engagement
4.1 Governance structure including committees 70, IAR 160
4.2 Indicate whether chair of highest governance body is also an executive officer 70, IAR 162
4.3 Percent of independent directors 70, IAR 162
4.4 Mechanisms for shareholders and employees to provide recommendations/direction to highest governance body 69, 87, IAR 159
4.5 Linkage between compensation and organisation’s performance for members of highest governance body/senior executives IAR 161
4.6 Process for the Board to ensure conflicts of interest are avoided IAR 159
4.7 Processes for determining qualifications and expertise for guiding strategy IAR 8
4.8 Mission and values statements, codes of conduct, principles relevant to economic, environmental and social performance, and status of implementation 115
4.9 Procedures of highest governance body for overseeing economic, environmental and social performance including compliance and codes of conduct IAR 160, 163
4.10 Processes for evaluating performance of governance body with respect to economic, environmental and social performance IAR 161
4.11 Explanation of how precautionary approach/principle is addressed by organisation 75
4.12 Externally developed, voluntary economic, environmental, and social charters, sets of principles, or other initiatives 21
4.13 Significant memberships in associations and/or advocacy organisations 126
4.14 List of stakeholder groups 26
4.15 Basis for identification and selection of stakeholders with whom to engage 120 – 126
4.16 Approaches to stakeholder engagement, including frequency and type 26, 120 – 126
4.17 Key issues raised through stakeholder engagement and how organisation has responded 25

Aspect Ref No Requirement Page
Economic – The overall management approach is detailed on page 19. The finance department manages and tracks economic indicators
Economic performance EC1 Economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments 68
EC2 Financial implications and other risks and opportunities for the organisation’s activities due to climate change. 3, 21
EC3 Coverage of the organisation’s defined benefit plan obligations. IAR 195
EC4 Significant financial assistance received from government. 67
Market presence EC5 Range of ratios of standard entry-level wage compared to local minimum wage at significant locations of operation. IAR 47
EC6 Policy, practices and proportion of spending on locally based suppliers at significant locations of operation. 72
EC7 Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation. 82
Indirect economic impacts EC8 Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind or pro bono engagement. 73
EC9 Understanding and describing significant indirect economic impacts, including the extent of impacts. 67 – 73
Environmental – The overall approach to environmental management is detailed on page 19 and 94 and the SHE department manages and tracks environmental indicators
Materials EN1 Materials used by weight or volume. 134
EN2 Percentage of materials used that are recycled input materials. 96
Energy EN3 Direct energy consumption by primary energy source. 55, 134
EN4 Indirect energy consumption by primary source. 55 – 57
EN5 Energy saved due to conservation and efficiency improvements. 58
EN6 Initiatives to provide energy-efficient or renewable energy-based products and services, and reductions in energy requirements as a result of these initiatives. 57
EN7 Initiatives to reduce indirect energy consumption and reductions achieved. 56
Water EN8 Total water withdrawal by source. 61
EN9 Water sources significantly affected by withdrawal of water. 61
EN10 Percentage and total volume of water recycled and reused. 62
Biodiversity EN11 Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas. 96, 97, 134
EN12 Description of significant impacts of activities, products and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas. 96
EN13 Habitats protected or restored. 96, 97
EN14 Strategies, current actions and future plans for managing impacts on biodiversity 96,97
MM1 Amount of land (owned or leased, and managed for production activities or extractive use) disturbed or rehabilitated. 134
MM2 The number and percentage of total sites identified as requiring biodiversity management plans according to stated criteria, and the number (percentage) of those sites with plans in place. 96 – 97
Environmental – The overall approach to environmental practices is detailed in pages 55 and 94. The environmental department manages and tracks environmental indicators
Emissions, effluents and waste EN16 Total direct and indirect greenhouse gas emissions by weight. 57 – 59
EN17 Other relevant indirect greenhouse gas emissions by weight. 59
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved. 59
EN19 Emissions of ozone-depleting substances by weight. 97
EN20 NOx, SOx and other significant air emissions by type and weight. 98
EN21 Total water discharge by quality and destination. 63
EN22 Total weight of waste by type and disposal method. 100
EN23 Total number and volume of significant spills. 101, 134
EN24 Weight of transported, imported, exported or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III and VIII, and percentage of transported waste shipped internationally. Note: No hazardous waste is shipped internationally. —
EN25 Identity, size, protected status and biodiversity value of water bodies and related habitats significantly affected by the reporting organisation’s discharges of water and runoff. 61
MM3 Total amounts of overburden, rock, tailings and sludges presenting potential hazards. 134
Products and services EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. 111
EN27 Percentage of products sold and their packaging materials that are reclaimed by category. Note: 100% of our product was sold and no packaging materials were recycled by Anglo American Platinum Limited (Amplats). 810,000 ounces were recovered in 2009, however Amplats is not responsible for this recovery. IAR 24
Compliance EN28 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations. 103
Transport EN29 Significant environmental impacts of transporting products and other goods and materials used for the organisation’s operations, and transporting members of the workforce. Note: C02 emissions from transporting products, employees and air travel amounts to less than 1% of total C02 emissions and is therefore not routinely reported on. —
Overall EN30 Total environmental protection expenditures and investments by type. 105, 136
Social performance: Labour practices and decent work – The overall approach to labour practice is detailed on page 19. The human resources department manages and tracks labour practice indicators
Employment LA1 Total workforce by employment type, employment contract and region. 131
LA2 Total number and rate of employee turnover by age group, gender and region. Note: 9.78% employee turnover is split into 0.48% females and 9.3% males. Turnover per age group is 19 – 30: 1.75%; 31 – 40: 2.08%; 41 – 50: 2.41%; 51 – 60: 3.38%; 61 – 72: 0.16% —
LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations. 131
Labour/
management

relations

 LA4 Percentage of employees covered by collective bargaining agreements. 131
LA5 Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements. 84
MM4 Number of strikes and lockouts exceeding one week’s duration, by country. Note: No strikes exceeded one week in duration in 2009. —
Occupational health and safety LA6 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programmes. Note: 100% of the workforce is represented through some form of health and safety committee and/or tripartite agreement with unions and the authorities. —
LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region. 131
LA8 Education, training, counselling, prevention and risk-control programmes in place to assist workforce members, their families or community members regarding serious diseases. 80
LA9 Health and safety topics covered in formal agreements with trade unions. Note: safety strategies, management plans and performance are key topics covered in formal agreements. 32
Social performance: Labour practices and decent work – The overall labour performance is detailed on page 80. The human resources department manages and tracks labour practice and decent work performance indicators
Training and education LA10 Average hours of training per year per employee by employee category. 82
LA11 Programmes for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. 80, 81
LA12 Percentage of employees receiving regular performance and career development reviews. 82
Diversity and equal opportunity LA13 Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership and other indicators of diversity. 121
LA14 Ratio of basic salary of men to women by employee category. 69
Social performance: Human rights – The overall performance is detailed on page 19. The corporate affairs department manages and tracks human rights indicators
Investment and procurement practices HR1 Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening. Note: All significant investment agreements with our JV partners include human rights-related issues. These are governed via our JV governance structures. 118, 119
HR2 Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken. 74
HR3 Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained. 85
Non-discrimination HR4 Total number of incidents of discrimination and actions taken. 85
Freedom of association and collective bargaining HR5 Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights. Note: No operations are at risk. 85
Child labour HR6 Operations identified as having significant risk for incidents of child labour, and measures taken to contribute to the elimination of child labour. Note: no operations are at risk. 85
Forced and compulsory labour HR7 Operations identified as having significant risk for incidents of forced or compulsory labour, and measures to contribute to the elimination of forced or compulsory labour. Note: No operations are at risk. 85
Security practices HR8 Percentage of security personnel trained in the organisation’s policies or procedures concerning aspects of human rights that are relevant to operations. 86
Indigenous rights HR9 Total number of incidents of violations involving rights of indigenous people and actions taken. Note: There were no violations. —
MM5 Total number of operations taking place in or adjacent to indigenous peoples’ territories, and number and percentage of operations or sites where there are formal agreements with indigenous peoples’ communities. Note: No communities in South Africa are classified as indigenous. —
Social performance: Society – The overall social performance is detailed on pages 19 and 45. The community engagement and development department manages and tracks social indicators
Community SO1 Nature, scope and effectiveness of any programmes and practices that assess and manage the impacts of operations on communities, including entering, operating and exiting. 48, 49
MM6A Number and description of significant disputes relating to land use, customary rights of local communities and indigenous peoples. 53
MM6B The extent to which grievance mechanisms were used to resolve disputes relating to land use, customary rights of local communities and indigenous peoples, and the outcomes. 53, 55
Corruption SO2 Percentage and total number of business units analysed for risks related to corruption. 86
SO3 Percentage of employees trained in organisation’s anti-corruption policies and procedures. Note: Altogether 549 managers were trained in the new values which include honesty and integrity. These values are in line with the business principles and code of ethics. Approximately 70% of employees attended the values launch. 35
SO4 Actions taken in response to incidents of corruption. Note: Corruption is not tolerated and is a dismissable offence. In 2009, 236 employees were dismissed for dishonesty. 86
Public policy SO5 Public policy positions and participation in public policy development and lobbying. 111
SO6 Total value of financial and in-kind contributions to political parties, politicians and related institutions by country. Note: No contribution made. —
Anti-competitive behaviour SO7 Total number of legal actions for anti-competitive behaviour, anti-trust and monopoly practices, and their outcomes. Note: There were no legal actions in 2009. —
Compliance SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations. Note: There were no fines for non-compliance in 2009. —
Artisanal and small-scale mining MM7 Number (and percentage) of Company operating sites with artisanal and small-scale mining (ASM) taking place on, or adjacent to, the site; describe the associated risks and the actions taken to manage and mitigate these risks. Note: No artisanal small-scale mining taking place on or adjacent to our operations —
Resettlement MM8 List sites where resettlements took place, the number of households resettled in each, and how their livelihoods were affected in the process. 48
Closure MM9 Number and percentage of operations with closure plans. Note: All operations have closure plans. —
Grievance mechanisms and procedures MM10 Significant incidents involving communities in which grievance mechanisms have been invoked to address them, together with their outcomes. 48
Emergency preparedness MM11 Number and description of incidents affecting employees, communities or the environment in which emergency preparedness procedures were activated. Note: There were no incidents that required emergency procedures to be activated. —
Social performance: Product responsibility – The overall management approach for product responsibility is detailed on page 19 and 111. The marketing department manages and tracks product responsibility issues in conjunction with the SHE department
Customer health and safety PR1 Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures. 111, 112
  PR2 Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes. 112
Products and service labelling PR3 Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements. 112
  PR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labelling, by type of outcomes. 112
  PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction 112
Marketing communications PR6 Programmes for adherence to laws, standards and voluntary codes related to marketing communications, including advertising, promotion and sponsorship. 110 – 112
  PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion and sponsorship by type of outcomes. Note: There were two incidents of non-compliance in 2009. —
Customer privacy PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data. Note: There were no complaints in 2009. —
Compliance PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services. 112
Material stewardship MM12 Programmes and progress relating to materials stewardship. 112

  Key management actions required Page
Principle 1:
“Implement and maintain ethical business practices and sound systems of corporate governance” Develop and implement Company statements of ethical business principles and practices that management is committed to enforcing. 115
Implement policies and practices that seek to prevent bribery and corruption. 85, 116
Comply with or exceed the requirements of host-country laws and regulations. 115
Work with governments, industry and other stakeholders to achieve appropriate and effective public policy, laws, regulations and procedures that facilitiate the mining, minerals and metals sector’s contribution to sustainable development within national sustainable development strategies 122
Principle 2:
“Integrate sustainable development considerations within the corporate decision-making process” Integrate sustainable development principles into Company policies and practices. 17
Plan, design, operate and close operations in a manner that enhances sustainable development. 19
Implement good practice and innovate to improve social, environmental and economic performance while enhancing shareholder value. 29 – 65
Encourage customers, business partners and suppliers of goods and services to adopt principles and practices that are comparable to our own 74
Provide sustainable development training to ensure adequate competency at all levels among our own employees and those of contractors. 81
Support public policies and practices that forster open and competitive markets. 116
Principle 3:
“Uphold fundamental human rights and respect cultures, customs and values in dealings with employees and others who are affected by our activities” Ensure fair remuneration and work conditions for all employees and do not use forced, compulsory or child labour. 85
Provide for the constructive engagement of employees on matters of mutual concern. 85
Implement policies and practices designed to eliminate harassment and unfair discrimination in all aspects of our activities. 85
Ensure that all relevant staff, including security personnel, are provided with appropriate cultural and human rights training and guidance. 85
Minimise involuntary resettlement, and compensate fairly for adverse effects on the community where they cannot be avoided. 48
Respect the culture and heritage of local communities, including indigenous peoples. 86
Principle 4:
“Implement risk management strategies based on valid data and sound science” Consult with interested and affected parties in the identification, assessment and management of all significant social, health, safety, environmental and economic impacts associated with our activities. 45
Ensure regular review and updating of risk management systems. 25
Inform potentially affected parties of significant risks from mining, minerals and metals operations and of the measures that will be taken to manage the potential risks effectively 25
Develop, maintain and test effective emergency response procedures in collaboration with potentially affected parties. 45
Principle 5:
“Seek continual improvement of our health and safety performance” Implement a management system focused on continual improvement of all aspects of operations that could have a significant impact on the health and safety of our own employees, those of contractors and the communities where we operate. 32, 37, 45
Take all practical and reasonable measures to eliminate workplace fatalities, injuries and diseases among our own employees and those of contractors. 32
Provide all employees with health and safety training, and require employees of contractors to have undergone such training. 32
Implement regular health surveillance and risk-based monitoring of employees. 37, 77
Rehabilitate and reintegrate employees into operations following illness or injury, where feasible. 78
Principle 6:
“Seek continual improvement of our environmental performance” Assess the positive and negative, the direct and indirect, and the cumulative environmental impacts of new projects – from exploration through closure. 95
Implement an environmental management system focused on continual improvement to review, prevent, mitigate or ameliorate adverse environmental impacts. 95
Rehabilitate land disturbed or occupied by operations in accordance with appropriate post-mining land uses. 101
Provide for safe storage and disposal of residual wastes and process residues. 101
Design and plan all operations so that adequate resources are available to meet the closure requirements of all operations. 106
Principle 7:
“Contribute to conservation of biodiversity and integrated approaches to land-use planning” Respect legally designated protected areas. 106
Disseminate scientific data on and promote practices and experiences in biodiversity assessment and management. 96
Support the development and implementation of scientifically sound, inclusive and transparent procedures for integrated approaches to land-use planning, biodiversity, conservation and mining. 96, 101
Principle 8:
“Facilitate and encourage responsible product design, use, reuse, recycling and disposal of our products” Advance understanding of the properties of metals and minerals and their life-cycle effects on human health and the environment. 112
Conduct or support research and innovation that promotes the use of products and technologies that are safe and efficient in their use of energy, natural resources and other materials. 56, 58
Develop and promote the concept of integrated materials management throughout the metals and minerals value chain. 74
Provide regulators and other stakeholders with scientifically sound data and analysis regarding our products and operations as a basis for regulatory decisions 112
Support the development of scientifically sound policies, regulations, product standards and material choice decisions that encourage the safe use of mineral and metal products. 112
Principle 9:
“Contribute to the social, economic and institutional development of the communities in which we operate” Engage at the earliest practical stage with likely affected parties to discuss and respond to issues and conflicts concerning the management of social impacts. 45
Ensure that appropriate systems are in place for ongoing interaction with affected parties, making sure that minorities and other marginalised groups have equitable and culturally appropriate means of engagement. 124
Contribute to community development from project development through closure in collaboration with host communities and their representatives 89
Encourage partnerships with governments and non-governmental organisations to ensure that programmes (such as community health, education, local business development) are well designed and effectively delivered. 89
Enhance social and economic development by seeking opportunities to address poverty. 89
Principle 10:
“Implement effective and transparent engagement, communication and independently verified reporting arrangements with our stakeholders” Report on our economic, social and environmental performance and contribution to sustainable development. 131, 132, 133
Provide information that is timely, accurate and relevant. 155 – 140
Engage with and respond to stakeholders through open consultation processes. 122