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| In-house Management Trainee
programmes are facilitated in the South Africa region for the
following disciplines: Mining, Engineering, Geology, Survey,
Evaluation, Rock Engineering, Metallurgy, HR and Finance. Young
graduates, on these programmes, are closely monitored and mentored
as they are viewed as future managers within the company. On
completion of the programme, the Management Trainees are appointed
into permanent positions where they are able to add value to the
organisation. |
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| Review of 2003
|
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A world-class
employer |
As one of the world?s leading gold
mining companies, AngloGold is also one of the largest mining company
employers, particularly in South Africa. Faced with the challenge of
skills shortages in many of the countries that it operates, along
with the need to attract and retain competent people to the mining
industry and the need to improve productivity through the improved
utilisation of people, human resource development and management are
of fundamental importance to the group.
In 2003, including contractors, the group employed some 55,439
people (2002: 54,042) broken down as follows: South Africa ? 48,078
(2002 ? 47,602), East and West Africa ? 2,724 (2002 ? 2,276), South
America ? 3,356 (2002 ? 2,656), Australia ? 540 (2002 ? 599) and
North America ? 741 (2002 ? 909).
In line with its commitment to being a leading employer, business
units across the group provide employee benefits over and above
those that are legally mandated. These include health
care services (or access to health care), maternity and paternity
benefits, education, and retirement, housing and accommodation,
among others. |
| |
| Governance and structure |
While human resource strategy is
driven by central policy from the corporate office in Johannesburg,
each region or business unit develops and adheres to policies and
procedures relevant to the region within which it operates, thereby
complying with regional legislation or other labour requirements, as
well as region-specific imperatives.
Employment equity, in particular, is guided by a committee of the
board, which is chaired by Deputy Chairman, James Motlatsi. Other
permanent members of the committee are Bobby Godsell (CEO), Nigel
Unwin (Head of Human Resources and Information Technology) and Dave
Hodgson (COO). The committee meets on a quarterly basis. |
| |
| Human rights and fair employment
practices |
AngloGold is committed to upholding
the Fundamental Rights Conventions of the International Labour
Organisation (ILO) and seeks to ensure fair employment practices
group-wide. By virtue of its South African domicile, AngloGold is
subject to certain conventions signed by the South African
Government. These include human rights and social issues (ILO 29,
87, 98, 100, 105, 111, 138). South Africa?s constitution, together
with its associated laws, is internationally acknowledged to be
amongst the most progressive in the world, guaranteeing lack of
discrimination, freedom of association and the rights of children,
amongst other basic human rights.
South Africa, in particular, has a strong labour movement with
progressive labour practices, and management/union relationships are
governed by negotiated agreements in respect of most of the
workforce. AngloGold has also played an active role in the
International Confederation of Energy and Mineral Workers (ICEM)
(PDF - 86KB) and the
structuring of some of its proposed international agreements.
In South Africa, for example, the following are in place at an
operational level to ensure that human rights are protected: |
| • |
Recognition agreements; |
| • |
Disciplinary procedures; |
| • |
Appeal procedures; |
| • |
Grievance procedures; and |
| • |
Collective bargaining agreements. |
|
AngloGold is also committed to
creating workplaces where harassment ? in any form ? or unfair
discrimination, is not tolerated. Policies concerning sexual
harassment and discrimination are in place at all of AngloGold?s
operations.
The AngloGold Australia
equal
opportunity policy (PDF - 42KB) is attached as an example. |
| |
| Managing diversity and encouraging
Employment Equity |
As a global company, operating in
culturally diverse societies, AngloGold is faced with both the
opportunities and challenges that this presents. In some countries,
cultural, racial and gender diversity is governed by certain
legislative requirements. In South Africa, the Employment Equity Act
and the Broad-based Socio-economic Empowerment Charter (the Mining
Charter) both cater for the promotion of HDSAs. In many African
countries, such as Mali, Namibia and Tanzania, legislation governs
the recruitment of expatriate employees and the indigenisation of
the workforce. (See discussion on
meeting the requirements of the Mining Charter).
Over and above compliance with such legislation, AngloGold
subscribes to the values of Employment Equity and aims to promote
the development of a workforce that reflects both the international
and local diversity of the organisation.
Employment Equity forms a part of AngloGold?s broader human
resources strategy. AngloGold?s philosophy is that the group will
seek to promote an organisational culture which recognises the
diversity of the society within which the company conducts its
business, and which affords all employees the development
opportunities that will enable them to achieve their optimal levels
of career development in the course of their employment with the
company.
A key element of the employment equity programme is employee
development and retention, and the implementation of strategies to
counteract losses, develop careers and promote mobility in an
environment that is free of discrimination. (See
Employment Equity in South Africa case study). |
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| Women in mining |
| The under-representation of women in mining at
all levels is an issue faced by the mining industry world-wide for a
host of reasons. In South Africa the employment of women was historically also
hampered by legislation and cultural taboos. A framework for the
implementation of women in the mining industry will be implemented
during the first quarter of 2004. Some progress has been made in
providing female change houses, toilets underground and in
developing a greater degree of understanding and sensitivity towards
women underground. The Physical and Functional Test Battery (See
case study in the health section of this report) also ensures
that women employed to do physical work will cope in the strenuous
environment. In addition to the sexual harassment policy, the group
has implemented a
maternity leave policy
(PDF - 114KB) which allows for up to 12
months of maternity leave. In South Africa, in line with the Basic
Conditions of Employment Act, family responsibility leave also
applies to all employees. (See case
study on Developing women in mining at Mponeng.) |
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| Training and development an
imperative |
AngloGold believes that all
employees should be provided with the opportunity to participate in
training which improves their workplace competencies. The company is
also committed to ensuring that every employee has the opportunity
to become numerate and functionally literate in the language of
their workplace.
AngloGold offers all employees the opportunity to develop their
skills through both internal and external training and development
programmes. In South Africa, where most of the group?s employees are
based, the company belongs to the Mining and Minerals Sector
Education and Training Authority (SETA), a tripartite body formed
between labour, the State and employers, and the Mining
Qualifications Authority (MQA), its accreditation body. In addition,
the Workplace Skills Plans, associated with the Employment Equity
plans in South Africa prescribe ABET targets. In a recent audit by
the South African Qualifications Authority (SAQA), AngloGold ? as a
certificated training provider that is ISO9000 accredited ? was
found to be aligned with the SAQA principles and policies. |
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| Number
of courses completed (including Recognition of Prior Learning - RPL) |
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|
|
ABET 4/ |
|
| Year |
Pre-ABET |
ABET 1 |
ABET 2 |
ABET 3 |
NQF L1 |
Total |
| 1999 |
2,273 |
1,625 |
1,480 |
1,339 |
393 |
7,110 |
| 2000 |
1,897 |
1,624 |
1,481 |
1,824 |
734 |
7,560 |
| 2001 |
1,029 |
814 |
877 |
825 |
258 |
3,803 |
| 2002 |
1,419 |
844 |
729 |
636 |
139 |
3,767 |
| 2003 |
1,485 |
1,007 |
861 |
633 |
170 |
4,156 |
| Total |
8,103 |
5,914 |
5,428 |
5,257 |
1,694 |
26,396 |
|
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| A group-wide Executive Development
Programme (EDP) is in place, in which candidates are exposed to
high-level courses at a range of tertiary education institutions. In
terms of the development of senior employees in South Africa,
training occurs through participation in the company?s Management
Development (MDP); the region also offers an Intermediate Management
Development Programme (IMDP), where younger employees with
management potential are identified and given an opportunity to
develop their careers. The East and West Africa region joined both
the MDP and IMDP programme in 2003. From 2004, there will be
participants from both North and South America. |
| |
| Funding bursaries to develop
potential |
There are study assistance
programmes for employees across the group. In the South Africa and
East and West Africa regions a bursary programme also exists. During
2003 the South Africa region spent some R9 million on bursaries.
Through the bursary scheme AngloGold offers suitable candidates in
South Africa, as well as in Mali and Namibia, the opportunity to
pursue tertiary studies in Mining Engineering, Metallurgy,
Engineering (Mechanical and Heavy Current Electrical), Mineral
Resource Management and Environmental Management (Mali and Namibia
only). Currently, the company funds 123 bursary students, at both
universities and technikons. The South African region funds 110
students and the East and West African region funds 13 students.
AngloGold offers successful candidates bursaries, covering: |
| • |
Funds to cover 100% of tuition and accommodation costs |
| • |
Bridging programme and life skills training where necessary |
| • |
A generous cash allowance to cover the cost of books and
incidental personal expenses |
| • |
An allowance in their third year to purchase a laptop computer |
| • |
Guaranteed vacation work at the end of every academic year |
| • |
Personal mentoring by dedicated AngloGold staff |
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Successful completion of the
tertiary qualification may result in an offer of employment for
in-service
training. The recruit will undergo an approved training programme
for his or her selected discipline to equip the trainee with the
skills and knowledge necessary to progress through the company.
In 2003, AngloGold introduced a new Talent Management Programme to: |
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Ensure that the most senior jobs are held by the most
appropriate incumbent |
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Ensure that the company has a sufficient number of people
with the capability to deliver superior performance in top jobs
in the future |
| • |
Ensure that the company is identifying and growing the pool
of talented people who will be leading the business in five to
20 years time |
|
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As part of this programme, an annual
talent review is conducted across all business units, focusing on
senior positions, short-term successors and young, high-potential
candidates. This programme ensures that AngloGold?s overall talent
base is aligned with both the present and future needs of the
business.
The South Africa region?s centralised training venue provides
quality accredited technical training in the following core
disciplines: Mining, Engineering, Metallurgy, and Occupational
Environment Safety and Health. The centre is ISO9002 certificated
and accredited by the Mining Qualifications Authority (SETA). Skills
programmes and Learnerships presented at the centre are
outcomes-based and provide employees with the necessary knowledge
and skills to do their work safely and efficiently.
See the company?s website for further careers information ? www.anglogold.com. |
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| Summary
of Management Trainee Intake (South Africa) |
| Discipline |
2002 |
2003 |
2004 |
| Mining |
5 |
6 |
5 |
| Engineering |
9 |
8 |
5 |
| HR |
0 |
2 |
1 |
| Rock Engineering |
1 |
3 |
2 |
| Finance |
0 |
3 |
0 |
| Geology |
9 |
5 |
2 |
| Metallurgy |
4 |
5 |
4 |
| Survey |
1 |
1 |
0 |
|
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| Group
senior management development in 2003 |
| Executive Development Programme
(EDP) |
6 candidates |
| Management Development Programme
(MDP) |
39 candidates |
| Intermediate Management Development
Programme (IMDP) |
34
candidates |
|
| * |
This excludes company sponsored
participation in short courses at Business Schools across
the world. |
|
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| Training for life after
employment with AngloGold |
| Further aspects of training and
development are the training programmes that have been put in place
to support the continued employability of individuals after
employment by the company and in preparation of career endings, both
as a result of ill health or as a result of mine closure. When an employee is no longer able to work and the
incapacity is occupationally linked, the employee is provided
vocational training to enable the employee to enter an outside or home
based industry. (See case study). |
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| Fair and meaningful remuneration |
The company seeks to remunerate
employees fairly and meaningfully at both an individual and team
level. In addition to basic pay, various productivity and safety
bonus schemes exist at an most operations to both motivate and
reward employees.
At a more senior level of the organisation, AngloGold?s remuneration
policy is reviewed annually and seeks to: |
| • |
Attract, reward and retain managers of the highest calibre |
| • |
Align the behaviour and performance of managers with the
company?s strategic goals and to act in the overall interest of
shareholders |
| • |
Ensure the appropriate mix of short-, medium- and long-term
rewards and incentives, with the latter being closely linked to
structured company performance targets and strategic objectives
and |
| • |
Ensure that regional management is competitively rewarded
within a global remuneration policy, which recognises both local
and global markets |
|
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| Revised performance contracts were
implemented for mid-management and above during the year to: |
| • |
Align individual effort with company objectives |
| • |
To serve as an objective basis for recognition and reward |
| • |
To provide feedback and improve performance |
| • |
To identify training and development needs |
|
| |
| As a first step in the process it
was necessary to agree Key Performance Areas (KPAs) and Key
Performance Indicators (KPIs). Care is taken in developing these to
ensure alignment with company objectives and to ensure that the KPAs
and KPIs can address both individual and team performance. The
process of measurement and feedback includes at least two formal
reviews per annum, and one final evaluation. A training and
development plan is then put in place for each individual, which is
then included in the company?s skills plan and succession planning
process. |
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| Meaningful employee participation |
| AngloGold has in place a variety of
strategies and structures designed to promote participation at all
levels within the company. These are developed and adapted regularly
to meet operational requirements and changing circumstances.
Management and employee representatives meet both formally and
informally at both company and operational level on a wide range of
issues to share information and address matters of mutual interest.
These include forums such as the Skills Development Committees,
which are established at each South African operation, as well as
the Central Skills Development Committee. |
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| Providing health care to employees |
AngloGold provides a comprehensive
health service to its employees, especially in South Africa, where
the majority of the company?s employees are located.
In South Africa, AngloGold runs two occupational health centres,
which are staffed by two doctors and some 30 support health care
practitioners each. In addition, comprehensive health care benefits
are provided by AHS, a wholly-owned subsidiary of AngloGold. AHS
provides health care services to all of the company?s South African
employees, as well as a significant and growing number of dependants
outside of South Africa, occupational health care is provided by
on-site primary health care clinics and access to health care
through both company and private facilities. |
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| Constructive industrial relations |
| The company has in place a variety
of strategies and structures, which are designed to promote employee
participation. These strategies and structures are further developed
and adapted from time to time to meet variations in operational
requirements and to accommodate changing circumstances. Management
and employee representatives meet in formal and informal forums at
company and operational levels to share information and to address
matters of mutual interest. During the course of 2003, approximately
160 operation hours were lost due to strikes in the East and West Africa
region. |
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