image
.
Close
About us
Read more
Products, services & development
Read more
Sustainability
Read more
Investors
Read more
Careers
Read more
Origins
Read more
Suppliers
Read more
Main Content

Our business relies on a social licence to operate. We are under increasing pressure to ensure that the positive contribution of mining far outweighs the negative impacts, and is sustainable over the long term. Preventing and managing the negative impacts of mining, while achieving a positive societal and community impact, necessarily requires engagement and partnership with our interested and affected stakeholders.

Stakeholder engagement and inclusivity have become increasingly important in driving the initiatives that secure our social licence to operate. Our operations are bound to local communities. Our activities change the natural environment, shape the urban environment and its populations, and impact the local communities that host our workforce. We shape, rely on, and affect our mine communities in a relationship that has mutual benefits and trade-offs. In the wider historical context of South Africa’s social inequities and development challenges, the risks and challenges faced by local communities become the risks and challenges of our business.

To build thriving communities, we are resetting our relationships with community stakeholders, collaborating in regional development, ensuring land access through resettlement, sharing the economic benefits of mining, building local capacity in health and education, and expanding economic opportunity through inclusive procurement, as well as enterprise and supplier development.

To be productive, safe, responsible and sustainable, our operations must live alongside thriving communities. They are the places our people call home, our closest neighbours, and stewards of the land entrusted to us for a period of time. So we work together with local government, community leaders, and NGOs to contribute to community needs: from housing and infrastructure to healthcare, education and recreation.

That’s why in our FutureSmart MiningTM Sustainability Strategy, one of the three main pillars is to support thriving communities – alongside being a trusted corporate leader and to maintain a healthy environment.

And under the thriving communities pillar, we have set a stretch goals to 2030, including to:


  • Create five jobs off-site for every job on-site in the communities in which we operate
  • Help targeted schools in host communities perform along the top 20% of state schools

How we engage with our communities

Our approach to building thriving communities is informed by regulatory requirements such as the Section 28(2)c of the MPRDA and our SLPs, and we align our development projects with municipal, provincial and national development plans.

The Anglo American social way 3.0 provides a comprehensive set of social performance requirements. Many of our community development programmes run in partnership with NGOs, communities and local governments. Our social performance department works closely with our sustainability, supply chain and local procurement departments. All departments are aligned on our cross-functional commitment to uphold human rights, protect cultural heritage, build ethical value chains, and transform our culture.

Despite our increasing efforts, our communities remain among the most disadvantaged in South Africa. Over the years, we have gained valuable insight on our strengths and weaknesses as a company, and as a development partner. These insights have informed and inspired progress in our strategic approach to driving community development in our local operating areas. Resetting our relationships In recent years, we have acknowledged that to effectively drive long-term development in our mine communities, we need to reassess our engagement model with these stakeholders. To create thriving communities, we need to address the legacy of our past engagements, and build an approach that is fit for the future. This is the premise of our new stakeholder engagement strategy, developed in 2021.

Through this strategy, we are transforming our historically defensive positioning to a more open and proactive approach that emphasises inclusive, participatory processes. We are embedding this strategy across the organisation. A key aspect of the new strategy is the focus on resetting our community relationships, to rebuild trust and foster collaboration and strategic partnerships with key stakeholder groups. Our aim is to drive transparency and accountability, and build the trust necessary for a shared vision and collaboration in resolving grievances and the innovation of mutually-beneficial community development solutions.

 

Creating sustainable value for our communities

The places where we mine should be the first to benefit from the value we create. Around the world we’re helping communities secure lasting prosperity. We do this through our socio-economic development strategy by creating jobs, choosing to buy local products and services, supporting new businesses and providing the investment needed to drive development by partnering with governments and NGOs.

Social and labour plan downloads

Title
Format

Twickenham Mine SLP 3 (English)

pdf

Twickenham Mine SLP 3 (Sepedi)

pdf

Mogalakwena Complex SLP 3 (Sepedi)

pdf

Mogalakwena Complex SLP 3

pdf

Amandelbult Complex SLP 3

pdf

Amandelbult Complex SLP 3 (Setswana)

pdf

Der Brochen Mototolo SLP 3

pdf

Der Brochen Mototolo SLP 3 (Sepedi)

pdf

Archive

Title
Format

Rustenburg Platinum Mines Social and Labour Plan 2015 (excluding PSA)

pdf

Rustenburg Platinum Mines Social and Labour Plan 2015 (including PSA)

pdf

Rustenburg Platinum Mines Social and Labour Plan (2010)

pdf

Amandelbult Mine Social and Labour Plan (2010)

pdf

Amandelbult Mine Social and Labour Plan (2015)

pdf

Mogalakwena Mine Social and Labour Plan (2017)

pdf

Mogalakwena Mine Social and Labour Plan (2015)

pdf

Mogalakwena Mine Social and Labour Plan (2010)

pdf

Twickenham Project Social and Labour Plan (2017)

pdf

Twickenham Project Social and Labour Plan (2010)

pdf

Union Mine Social and Labour Plan (2010)

pdf