| A stable, skilled and motivated employee base - critical |
| A stable, skilled and motivated employee base is critical
for the Group to achieve its goals. In 2007, the Group
recorded a 15% turnover in skilled and semi-skilled
employees attributed primarily to the general skills
shortage in the country and the buoyant economy. |
| |
| TALENT MANAGEMENT |
| The growing shortage of critical skills in the mining
industry in South Africa, combined with Anglo Platinum's
heightened need for these skills in light of its expansion
programme, has further highlighted the importance of
talent management and people development. Anglo Platinum has a talent management process to identify,
develop and retain high-potential and high-performing
individuals to sustain the success of the business into the
future. The talent identification process influences other
human resources-related decisions such as recruitment,
succession planning, rotation plans, career development
and retention. The war for talent and the scarcity of
skills is introducing a highly fluctuating labour market
and requires Anglo Platinum to consider specific
measures to retain skills. |
|
|
| Retention interviews were undertaken to determine
risks associated with incumbents in critical positions and
those with critical skills. Findings from this survey have
served as a guide to introduce a number of skills
retention initiatives and to provide for enhanced
leadership succession. |
| |
| CAREER AND EMPLOYEE DEVELOPMENT |
| The focus of our skills development initiatives is to build
human capital, ensure the transferability of skills and
contribute to Anglo Platinum's performance and results.
To maintain a strong complement of well-trained and
motivated people, the Group emphasises developing a
culture of lifelong learning and encourages employees
to maintain a personal career development plan based
on continuous learning and development. This is
supported and formalised through career development
panels. For a number of our employees, reading and
writing remains a challenge. The promotion of adult
basic education and training (ABET) has resulted in
large numbers of employees enrolling in the various
courses throughout the year. More than 3,000
employees are currently enrolled in ABET programmes that support candidates in acquiring basic literacy skills
and beyond. |
| |
| LEADERSHIP SUPPLY |
To enhance performance at supervisory level, various
appropriate development programmes have been
initiated. This has seen over 3,000 supervisors attending
interventions in areas such as personal and professional
leadership mastery, generic supervision skills, change
management, performance management, employee
relations and employee communications.
Anglo Platinum remains concerned about the skills
shortage resulting from the national decline in the
number of registered engineering learners across all
industry sectors. The Group's bursary and graduate
development programmes, as well as the engineering
technical centre for technical learnerships, are some of
the means employed to reverse the effect of skills
shortages. Given the Group's growth plans, the target
number of bursary awards for 2007 has been increased.
In total 486 bursaries were awarded in 2007 with a
target of 747 set for 2008. |
| |
| PERFORMANCE MANAGEMENT |
| Anglo Platinum is committed to effective employee
performance management through regular formal and
informal feedback and review, and open communication.
Our aim is that every employee will have a face-to-face
meeting with a direct line manager to agree performance
targets and review performance and development
needs annually. Feedback and discussions on
performance help employees work more effectively by
building on strengths and identifying ways to address
any shortcomings. These conversations ensure that
employees understand what is expected of them and
how their individual contributions support the business
strategy. |
| |
| TRANSFORMATION |
Anglo Platinum's efforts in this area are founded on the
value that a diverse workforce brings to an organisation.
We endeavour to create an inclusive culture where all
employees feel appreciated for their uniqueness and
contribution. By focusing on building an inclusive
culture, we benefit from the many advantages of a richly diverse workforce. Anglo Platinum's 2007
employment equity status shows satisfactory progress
towards achieving equitable representation of designated
groups across all occupational levels and categories of
the workforce. The Group's employment equity strategy,
typified by special interventions such as attracting highpotential
candidates, employee development
programmes, mentoring, shadowing, fast-tracking and
talent pool management, continues to deliver positive
results to achieve our strategic employment equity
targets.
During 2007, 212 candidates participated in our various
historically disadvantaged South Africans (HDSA) fasttracking
programmes. A special programme, aimed at
senior management appointments, developed 24
candidates in the mining, engineering and information
communication technology disciplines. |
| |
| EMPLOYEE RELATIONS |
Positive engagement with labour unions was maintained
through established forums and communication
structures. There was a strike in the Group's processing
division by NUMSA over wages and other conditions of
employment in September 2007. The strike lasted for
three days and 959 man-days were lost. Production was
not affected as a result of the strike action.
There were, however, numerous contractor strikes at
both managed and non-managed operations in 2007,
which had a material impact on operational
performance.
JIC contractors embarked on a strike in October 2007
at BRPM, Rustenburg and Union mines. The strike was
resolved when Anglo Platinum intervened between
NUM and JIC management. It had lasted for four
working days with four shifts lost at three operations,
resulting in 1,530 man-days being lost.
The non-managed Modikwa Joint Venture suffered a
month-long labour strike in the first quarter over
conditions of employment. |
| |
| HUMAN RESOURCES PLANNING |
| Labour forecasts have been generated to support Anglo
Platinum's growth strategy and labour requirements
associated with existing operations defined to 2015.
Plans are in place to ensure the projected labour
demand and related training, housing and recruitment
requirements are met. A model has also been
implemented to manage the ratio of contract employees
to enrolled employees employed by the Group in core
mining operations. |
|
 Further information about the Group human resources programme appears in Volume 2. |
| Employees receiving training at Polokwane robotic laboratory |
|
