The best people

Our ability to operate is built not just on physical assets, but on our people. They are the ones who determine how effectively we uphold our values and upon whom we build our reputation.

Silvia Aparecida Domingues de Almeida

Employing - the best people

The AIDS epidemic is a serious threat to workplaces in many countries. According to the UN International Labour Organisation (ILO), it killed 28 million workers between 1981 and 2005. This number could reach 74 million by 2015. In Brazil, 90% of diagnosed AIDS cases occur in productive adults between 20 and 59 years old. Adults like Silvia Aparecida Domingues de Almeida (pictured).

Silvia has been living with HIV since 1994 and today heads up Nickel’s HIV/AIDS programme in Brazil. She understands that partnerships are crucial to winning this battle. That is why she spearheads diverse initiatives with a broad range of NGOs, government bodies, churches and organisations engaged in raising HIV/AIDS awareness and helping victims of the disease. Every year she shares her experience and knowledge of AIDS prevention and treatment with countless schools, companies and communities. Since 2003 more than 20,000 people have heard her speak.

Silvia’s willingness to openly discuss her life story, whether in person or in the media, inspires others to overcome their fears and enquire about testing and anti-retroviral therapy. As our operations in Brazil expand, Silvia continues to forge partnerships to teach people about sexually transmitted diseases (STDs), alcohol and drug abuse, sexual exploitation and human rights. She is also helping our iron ore business develop training and education programmes.

Silvia’s greatest wish is to stop the spread of HIV/AIDS, but until that day arrives, she will go on partnering with stakeholders to prevent HIV transmission and help others like her enjoy productive and fulfilling lives.

Our performance

We are committed to our people, who determine how effectively we operate and build our reputation with our investors, partners and fellow employees every day and who we require to uphold our values.

Employer of Choice

We continued to pursue our objective of Anglo American’s becoming the Employer of Choice in the mining sector, with a number of major initiatives.

Organisational development

The implementation of the major reorganisation announced in October 2009 was completed.

The new organisation structure involved the removal of the old divisional co-ordinating layer, resulting in a leaner organisation with shorter lines of communication and clearer accountabilities. Profit accountable business units are complemented by a lean corporate centre focused on essential governance activities and the capture of synergies across the Group through collaborative working and best practice sharing in all corporate functions, with a particular emphasis on asset optimisation, project management, procurement and supply chain.

Following the completion of the changes in organisation structure and the process of appointing people to roles in the new organisation at the start of the year, the emphasis has been on putting in place new processes to ensure that the opportunities for sharing best practice are maximised. In particular, the Anglo American Projects Way has implemented a best practice approach to project management across the Group and the Operations Review process has enhanced further our approach to asset optimisation.

The overall effect of the organisational review has been to create an organisation that is both significantly more effective and also more efficient. The reduction of 25% in overhead support headcount targeted as part of the reorganisation has been substantially completed, with the remaining reductions to take place, as planned, in 2011.

In addition to the completion of the reorganisation, the year has seen a number of other initiatives designed to ensure that Anglo American’s values continue to be reinforced strongly across the Group. The launch of the Group’s new brand and the associated advertising campaign, with its striking imagery of employees from across the Group, have helped to emphasise the contribution made by Anglo American’s people and to demonstrate the Group’s attractiveness as an employer. The launch of the new Applaud recognition programme, which celebrates outstanding achievement in the areas of Safety, Sustainability, Partnership and Innovation, was extremely successful and helped to emphasise the extent to which the Group’s values are being applied in practice in the business.

Talent management

The development of talent remains a key priority for the Group. During the year, in addition to the continuation of the existing talent review and development processes, we launched The People Development Way. This is a global capability framework which describes the behaviours, knowledge, skills and experiences needed in the organisation to enable Anglo American to achieve its strategic objectives. It will be applied in a consistent manner across the Group and will be used to guide development. The introduction of the People Development Way is being supported by comprehensive training support for managers and their teams to ensure clear understanding of its importance and application.

Reward and performance management

The Group’s comprehensive reward strategies continue to be designed to assist in attracting and retaining talented and skilled employees in specialist labour markets that have again become increasingly competitive as the sector has emerged from the economic downturn.

The major initiative during the year has been the completion of the design and introduction of a new performance management system, which will apply from the 2011 performance year onwards. The system will be applied consistently across the Group and replaces a number of previous performance management approaches that applied in different parts of the Group. The new system has been designed to place strong emphasis on alignment of individual objectives with the Group’s strategy and plans, reinforcement of the Anglo American values and the importance of a focus on personal development.

Transformation and diversity

We continue to make good progress in relation to transformation in South Africa. The number of managers who are from Historically Disadvantaged South African communities increased to 46% (2009: 44%). We believe we are now well placed to achieve the enhanced targets for 2014 set out in the revised Mining Charter introduced during the year and are putting clear plans in place to achieve this objective.

In the Group as a whole, the number of women in management rose to 21% (2009: 19%). Our organisation continues to grow in strength and diversity as it supports initiatives such as “Women in Mining”, and the overall proportion of women in the workforce continues to rise, increasing to 14% at year end (2009: 13%). Further improvement in the representation of women will continue to be a priority.

Anglo America voluntary labour turnover
Anglo American diversity

Number of women in management


proportion of females in the workforce




At Anglo American, we take a holistic approach to health by protecting our employees from hazards at work and helping them to lead healthy personal lives, as well as using our expertise and resources to improve community health and public health systems.

Occupational health

Our aim is to prevent harm to our employees by eliminating their exposure to health hazards. To achieve this, we constantly monitor all health hazards in the workplace, with the aim of eliminating their source or ensuring that adequate controls (such as the use of personal protective equipment) are in place. Our operations run extensive medical surveillance programmes to monitor the well-being of employees who are potentially exposed to such hazards.

In 2008, we introduced the concept of health-incident reporting to measure the effectiveness of occupational health programmes in real time. During 2010, we began to see a rise in the number of low-level incidents being reported, investigated and corrected by operations. Over the coming years, we hope to see a consequent drop in disease and the early medical signs of exposure.

The number of occupational disease cases reported for 2010 was 268, a 45% reduction from 489 in 2009; while the total occupational disease incidence rate fell to 0.282 from 0.483.

In 2010, we launched two important documents, which support the Anglo American Occupational Health Way: namely, the Respiratory Protection Standard and the Hearing-Conservation Programme Standard. Audits looking at the management of noise in the workplace and on the health impacts of dust were also conducted.


Anglo American continues to drive a leading HIV/AIDS response. In South Africa, during 2010, we achieved our highest ever annual uptake of HIV counselling and voluntary testing at 94% – far exceeding our 85% target. During the year we conducted more than 100,000 HIV tests – 69,313 tests on employees and 32,176 on contractors.

HIV testing leads to ongoing prevention programmes for those who are HIV-negative and to care, support and treatment for those who are HIV-positive. Regular HIV testing ensures that we achieve early diagnosis of HIV infection and timely access to care.

We estimate that just over 12,000 (16%) of our employees in our core businesses in South Africa are HIV-positive. During 2010, we documented 712 new HIV infections, giving an annual incidence rate of approximately 1.2%. This rate of new infections is unacceptably high; as a result, we continue to put a lot of effort into our HIV-prevention response.

We achieved our 2010 target of enrolling 60% of the estimated HIV-positive employees in HIV disease-management programmes. However, we hope to significantly improve on this figure we had nearly 4,000 employees on anti-retroviral theraphy at the end of 2010.

The escalating tuberculosis (TB) epidemic is a source of great concern in South Africa, where our TB incidence rate continues to decline, with a figure of 1,070 per 100,000 employees which is similar to the incidence rate for South Africa overall. We recorded 727 new TB cases and, sadly, 86 deaths due to TB. Although both figures are significantly lower than in 2009, we are putting in a concerted effort to reduce them further.

Community and public health

We have gained a great deal of experience through administering our workplace HIV/AIDS and health programmes, which we build on to support community outreach programmes. Anglo American has also started to use its knowledge to spread good practice in a way that helps to strengthen community health systems.

A recent example is our sponsorship of an initiative in partnership with the Eastern Cape Department of Health, which will deliver a business plan to revitalise the funding and provision of primary healthcare in four sub-districts of the province, which is one of our key labour-sending areas in South Africa. The intention is to create models of excellence in primary healthcare delivery that can be replicated throughout the province.

Investing in healthcare is fundamentally important both to national interests and the private sector’s long term business goals. If developing countries are to achieve their full potential, the role of quality healthcare cannot be underestimated. In light of this, Anglo American has pledged $3 million of funding over the next three years to the Global Fund to fight AIDS, Tuberculosis and Malaria, with our chief executive Cynthia Carroll urging other large businesses to contribute.

Partnerships are crucial in winning the battle against HIV/AIDS. That is why I am leading initiatives with NGOs, government bodies, churches and other organisations. Silvia Aparecida Domingues de Almeida
Social responsibility assistant at Nickel and leader of our HIV/AIDS programme in Brazil


our funding to the global fund to fight aids, tb and malaria