Anglo American Platinum Limited
Environmental, 
social and 
governance report 
2020

Contents
1  Our business
1
About this report
2
Good governance underpins our strategy 
3
Business strategy
4
Key sustainability issues at Anglo 
American Platinum operations 
5
Key contributions to Covid-19 relief
6
Covid-19 response
7
Our material issues
11
The sustainable mining plan
13
Our contributions to the UN SDGs
19
Commitments and progress
2  Natural
23
Environmental management
32
Water
38
Climate change and energy management 
46
Biodiversity
50
Mineral residue facilities
Supporting documentation on the website
Integrated annual report
Annual financial statements (AFS)
Ore Reserves and Mineral Resources report
Notice of annual general meeting
www.angloamericanplatinum.com/investors/annual-reporting/2020
Refers to other pages in this report.
53
Non-mineral waste
59
Product stewardship
61
Air quality
64
Mine closure and rehabilitation
3  Human and social
73
Safety and health of employees and 
communities
79
Safety
88
Health
99
Our people
119
Social
123
Our communities
137
Our stakeholders
139
Supply chain – beyond compliance
4  Governance
144
Leadership and governance
159
Audit and risk committee report
164
Social, ethics and transformation 
committee report
168
Nomination committee report
170
Safety and sustainable development 
committee report
176
Remuneration report
195
Independent auditor’s assurance report
198
GRI Standards index
5  Appendices
202
Related disclosures 
203
SASB reporting table
204
Glossary
IBC
Administration
	
Cover image: Petunia Shibambo watering vegetables using water from Mogalakwena Mine’s Mapela Water Project
Purpose: re-imagining mining to 
improve people’s lives
We are grounded in our purpose to re-imagine mining to improve people’s lives. We are transforming the 
very nature of mining for a safer, cleaner, smarter future. We are using more precise technologies, less energy 
and less water; we are reducing our physical footprint for every ounce of PGM and base metal we produce. 
We are combining smart innovation with the utmost consideration for our people, their families, 
local communities, our customers, and the world at large – to better connect precious resources 
in the ground to all of us who need and value them.
 Our focus is on our four strategic priorities to deliver the next phase of value creation for stakeholders.
– Stimulate new markets and leverage new capabilities
– Embed anti-fragility across our business
– Maximise value from our core
– Be a leader in environmental, social and governance (ESG)

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Our business
About this report
This report expands on the environmental, social and governance (ESG) performance summarised in the 
Anglo American Platinum 2020 integrated annual report and should be read with that report on our website. 
It follows on from a similar report in 2019.
Our suite of reports is aimed at a broad range of stakeholders for a full view of our activities in the past year and progress against 
sustainability-related goals. Where relevant, readers are referred to more information in another report. This facilitates an informed 
assessment of the value Anglo American Platinum creates in society and of its long-term sustainability. With longer-term comparatives, 
readers should note that corporate activity over the past six years will skew year-on-year comparisons, as will the anomalies of 2020 
(such as lockdown restrictions).
As with the integrated annual report, content has been guided by the following frameworks and grouped under our pillars of value:
	
– International <IR> Framework of the International Integrated Reporting Council
	
– South African Companies Act 71 2008, as amended (Companies Act)
	
– JSE Listings Requirements
	
– King Report on Corporate Governance for South Africa 2016 (King IV*)
	
– GRI Standards 2016 guidelines (index on page 198 
) 
	
— Anglo American plc group safety and sustainable development (S&SD) indicators, definitions and guidance notes for non-financial 
indicators available on request
Assurance
–	Financial and non-financial aspects of our 2020 suite of reports are independently assured. The external assurer’s report on specific 
non-financial indicators is on page 195 
. 
We welcome your feedback on this report which should be addressed to cosec.platinum@angloamerican.com.
1
fatality at managed operations
2019: 0
4%
improvement in total recordable 
case frequency rate (TRCFR)
2019: 17%
R3.8 billion 
host community procurement
18.05 million GJ 
energy used
2019: 20.08 million GJ
0 level 4 and 5
environmental incidents – 
target achieved
2019: 0
R803 million 
total social spend
2019: R619 million 
80%
of management comprises 
historically disadvantaged South 
Africans 
2019: 78%
3.94Mt
GHG emissions, CO2 equivalent
2019: 4.4Mt
22.3Mm3
total water withdrawal
2019: 25.1Mm3 
Key sustainability indicators
ESG ranking highlights
Anglo American Platinum has again demonstrated leading ESG performance in 2020, with our strong management of environmental, social 
and governance issues reflected in global rankings by leading agencies:
	
– ISS ranked Anglo American Platinum as Prime, indicating that we meet the demanding ESG requirements stipulated by ISS corporate 
rating methodology
	
– Sustainalytics: our overall ranking improved, entrenching Anglo American Platinum as strong ESG performer among our peers in the 
precious metals sector. Our ESG-related disclosure follows best practice, with strong oversight at board and leadership levels signalling 
strong accountability to investors and the public.
	
– FTSE Russell again ranked Anglo American Platinum as the ESG leader among the top 5 platinum and precious metal peers. 
We maintained the highest ratings for overall ESG (4.8), environmental (4.7), social (4.7) and governance (5.0)
	
– FTSE/JSE Responsible Investment Index: we remained a constituent of the top 30 index
	
– Maintained inclusion in Bloomberg Gender-Equality Index in 2020
*  Copyrights and trademarks owned by the Institute of Directors in South Africa NPC and all rights reserved.
Best-practice 
disclosure
ESG leader in 
sector, top 30 
index since 
inception
Prime rating
One of 
380 global 
companies
S&P Global 
Yearbook status 
top 15% in 
industry
75 level of 
performance 
for Unki mine
DRIVING SUSTAINABLE ECONOMIES
‘A’ rating for 
climate change 
‘A’ for water 
security
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
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Our business
Good governance underpins our 
sustainable mining plan
A truly integrated approach to business requires assessing all six capitals and how these contribute to our 
stakeholder value creation. We believe good governance is the overarching principle for the way we do business. 
Equally important, our capitals are fundamental to how we manage all aspects of our business to achieve our 
purpose and strategy. Our governance universe (below) illustrates our compliance with the acknowledged 
standard for good governance set out in King IV (principles shown below as IV 1-9, etc) to ensure our business 
strategy and underlying sustainability strategy achieve the desired governance outcomes. 
Capitals
Governance universe
Governance elements of the business model and value-creation process
Governance outcomes
	
– Sustainability strategy
	
– Social way and performance
	
– Safety and health
	
– Environment
	
– Stakeholder engagement and 
communication
	
– Transformation
	
– Human resource development
	
– Technical mining standards
Purpose, 
strategy 
and 
values
	
– Board structure
	
– Memorandum of incorporation and 
charters
	
– Board evaluation
	
– Succession planning and rotation
	
– Key policies
	
– Board organisational culture and ethics
	
– Compliance with key legislation
	
– Remuneration and reward
	
– Key performance indicators
	
– Planning and budget
	
– Operational performance
	
– Asset reliability
	
– Internal controls
	
– Capital allocation
	
– Monitoring and evaluation
	
– Funding and evaluation
	
– IT governance
	
– Taxation
	
– Outlook
Financial 
governance
IV 10, 12, 15
Board 
governance
IV 1, 9, 13, 14
Social 
and 
sustainable 
governance
IV 16
	
– Risk management
	
– Operational risk assurance
	
– Internal audit
Ethical  
leadership
Good 
performance
Effective
control
Natural
Manufactured
Social and 
relationship
Intellectual
Financial
Human
Risk 
governance
IV 11
Trust and  
legitimacy
Our governance philosophy 
The board is committed to the highest standards of corporate governance and has applied King IV throughout its structures. It exercises effective 
and ethical leadership to give effect to its strategy and ensures accountability for the company’s performance. 
We believe good governance promotes our required outcomes of ethical culture, good performance, effective control and legitimacy.
The board is the focal point for and custodian of the company’s governance framework. Our governance universe (overleaf) illustrates how the pillars 
of value are governed via four governance segments – board, finance, risk, social and sustainable – in support of our strategy and purpose. The 
elements in each segment are governed by appropriate processes, systems and resources to ensure we achieve our governance outcomes.
IV
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Anglo American Platinum Limited Environmental, social and governance report 2020

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Business strategy
Our metals and minerals move the world towards a cleaner, greener and more connected future – a more sustainable future. Today, 
Anglo American Platinum is leading the industry in finding new ways to source, mine, process, supply and market our products and 
discovering new uses for them. Using less water, less and more environmentally conscious energy and more precise technologies, we are 
reducing our physical footprint for every ounce of precious metal we produce. We are also fully accountable for extracting maximum value 
from the financial and mineral resources entrusted to us. We are transparent in the way we conduct our business and are working together 
to develop better jobs, better businesses and better education for the health and financial wellbeing of our local communities.
Our strategy is detailed in our integrated annual report and, in this report, we concentrate on the ESG pillar.
ESG integral to business strategy
Our integrated annual report includes a detailed roadmap and 
timeline to achieve our strategic priorities. At the corporate level, 
salient milestones over the short to long term for the ESG pillar 
include:
	
– 1-2 years: embed ESG in all areas, develop social compact 
with communities, independent verification of our ethical mining 
standards, reduce CO2 emissions by 6%
	
– 3-5 years: ESG lens integral to how work is done and embedded 
ESG metrics central to our decisions, establish pilot programmes 
for new industries in our communities, implement energy-
efficiency initiatives
	
— +5 years: recognised beyond our industry as a leading 
sustainability-driven company, thriving communities with 
sustainable livelihoods and low dependence on our mines, 
+30% reduction in carbon emissions by 2030 to reach carbon 
neutrality by 2040
Our commitment to be a leader in ESG is integral to our business 
strategy and drives our sustainable mining plan (detailed on 
page 11 
). This group-wide initiative was launched in early 2018, 
outlining nine stretch goals for 2030 across three major sustainability 
pillars – being a trusted corporate leader, building thriving 
communities and enabling a healthy environment. Progress towards 
these goals is monitored monthly by our leadership team (platinum 
management committee or PMC) and implemented via tailored 
five-year plans in a flexible and integrated response to group, 
business unit and local priorities. 
Maximise value from our core – 
improving competitiveness of our core 
mining and processing assets by growing 
margins and returns through operational 
excellence and investing in our portfolio 
from resource to market
Strategic initiatives: 
	
– Setting new benchmark performance from 
our operations
	
– Deliver the future of Mogalakwena for 
long-term sustainable growth
	
– Fast-track the modernisation and 
mechanisation of Amandelbult
	
– Invest in the development of Der Brochen
	
– Optimise value across our value chain
	
– Build active market participation
A leader in ESG – a trusted corporate 
leader, building thriving communities 
and maintaining a healthy environment
Strategic initiatives: 
	
– Embed ESG at the centre of our strategy
	
– Co-create sustainable community livelihoods
	
– Pursue carbon neutrality
Strategic initiatives: 
	
– Eliminate fatalities and ensure zero harm 
	
– Develop and deploy technology through 
FutureSmart Mining
	
– Embed the Anglo American operating 
model
	
– Enhance asset integrity and reliability
	
– Improve organisation effectiveness
Strategic initiatives: 
	
– Facilitate the development of diversified 
markets for PGMs
	
– Explore opportunities to extract further 
value through our marketing model
Our 
purpose 
Re-imagining 
mining to 
improve 
people’s lives
Embed anti-fragility – Increasing the 
resilience of our business and enabling 
value creation
Stimulate new markets and leverage 
new capabilities – grow PGM demand 
and capture opportunity from emerging 
trends
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
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Our business
Johannesburg
North West
Gauteng
Limpopo
Mpumalanga
Polokwane
Key sustainability issues at Anglo American Platinum operations
Zimbabwe
Amandelbult
	
– Illegal artisanal and small-scale mining, and 
encroachment on Anglo American Platinum 
land adjacent to operations
	
– Municipal elections
	
– Municipal instability and limited capacity to 
deliver services
	
– Unstable socio-political landscape – all 
traditional councils in host communities are 
under administration and/or have no chief
	
– Increased demands for procurement 
opportunities, partly linked to Covid-19 
economic impact
Unki
	
– Covid-19 affecting stakeholder engagement 
and socio-economic development (SED) project 
delivery vs plan 
	
– Unmet expectations for Covid-19 community 
response plan vs health needs assessments
	
– Legacy artisanal and small-scale chrome pits 
in mine lease area
	
– Debottlenecking project – high expectations 
for jobs and procurement
	
– Water security issues, boreholes drilled to 
augment supply to mine and local communities
	
– Community infrastructure (eg schools and 
access roads) damaged by incessant rains from 
Q4 2020 and high expectations for site to 
contribute to rehabilitation
Twickenham
	
– Unemployment due to care and maintenance
	
– Environmental concerns
	
– Illegal artisanal and small-scale chrome mining 
	
– Local procurement demands
	
– Intermittent criminal activities
	
– Unmet community expectations 
	
– Chieftaincy disputes 
	
– Community engagement forum term of office 
	
– Conflict and expectations of mushrooming 
parallel business forums 
	
– Inadequate infrastructure 
	
– Delayed SLP implementation due to leadership 
disputes 
	
– Resettlement legacy issues
Der Brochen/Mototolo
	
– Limited access to basic services
	
– Land claims
	
– Leadership and chieftaincy disputes
	
– High expectations for benefit sharing
	
– Dust and water impacts
	
– Local procurement
	
– High unemployment rate
	
– Lack of portable skills 
	
– Municipal instability
	
– Inadequate infrastructure
	
– High rate of school dropout
	
– Volatile engagement environment
	
– Rising number of community engagement 
structures
	
– Limited community engagements due to 
Covid-19 lockdown regulations 
	
– Mine access road/gate blockages
Mogalakwena Mine
	
– Delayed implementation of Social and Labour 
Plans (SLP) projects
	
– Leadership and chieftaincy disputes
	
– Inadequate infrastructure 
	
– Water supply under pressure
	
– Land claims
	
– Municipal instability due to capacity constraints
	
– Influx of people moving into adjacent areas
	
– Employment and procurement opportunities
	
– Blasting and vibrations
	
– Dust 
	
– High expectations for positive benefits
	
– Resettlement legacy issues
	
– Security-related incidents
	
– Municipal elections
	
– Cultural heritage and graves
Rustenburg
	
– Land and property invasions 
	
– High expectations for employment and 
procurement opportunities
	
– Socio-political change, by-elections and 2021 
municipal elections
	
– Escalating conflict around Sporong graves
	
– Dysfunctional, non-representative community 
engagement forums
	
– Unmet commitments and legacy issues 
	
– Traditional authority leadership disputes
	
– Municipal capacity
Polokwane smelter
	
– High expectations for employment and unmet 
commitment procurement opportunities
	
– Contested lease rates/agreement by Reboile 
Trust
	
– Expectations for Corporate Social Investment 
(CSI) and other benefits by traditional authorities 
and other stakeholders
	
– Dysfunctional and non-representative community 
engagement structures
	
– Leadership disputes
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Anglo American Platinum Limited Environmental, social and governance report 2020

Our business
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Non-executive directors contributed 30% 
of fees for three months
CEO, finance director contributed 30% 
of their salaries for three months
WeCare programme totalling
R500 million
Health: 
over 69,000 
people benefit from 
community health 
programmes
Water: 
over 100,000 
people provided with 
water
Healthcare 
South Africa
We supported 77 clinics in/around our host communities, 
focused on:
–	Screening stations
–	Medical Personal Protective Equipment (PPE) 
–	Training and clinician support
–	Training videos for broader community
Zimbabwe 
–	Donated about USD540,000 (R8,1 million) to equip Gweru 
provincial hospital’s Intensive Care Unit (ICU) facility 
Community awareness and education 
Awareness sessions covered: 
–	Anglo American Platinum’s support to communities on 
the WeCare Programme
–	COVID-19 awareness
–	Assistance provided to communities and employees
Water 
South Africa
In addition to our ongoing community water projects, we 
provided water trucks to support another 21 villages in host 
communities:
–	Around 100,000 people each received 50 litres of water/day
–	Supporting two municipalities (Rustenburg and Polokwane) 
by providing water tankers to reach 5,400 people. In addition, 
we piped water to communities through the Hallcore project.
Zimbabwe 
–	Around Unki, 17 boreholes are supplying communities with 
fresh water
Nutrition
Over the critical period from April to December, we 
distributed:
–	48,000 food parcels and vouchers to communities around 
our operations in South Africa and Zimbabwe
–	Over 160,000 beneficiaries
	
Donation to Gweru Hospital, Zimbabwe.
Key contributions to  
Covid-19 relief
Total  R2.1 billion including 
salaries to employees unable to work
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
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Our business
Covid-19 response
As the pandemic struck and the country went into lockdown, we soon realised that socio-economic impacts in our host communities would 
be significant. We mobilised significant resources under community response plans to implement targeted initiatives at site level to mitigate 
these impacts. We analysed the unfolding implementation of these plans through the lens of the United Nations Sustainable Development 
Goals (UN SDGs) to understand how local interventions came together in a unifying framework to ensure we responded to local needs while 
being mindful of the broader development agenda. Although the pandemic opened fault lines on certain SDGs, specifically food security 
and access to water, the mapping exercise below gave us a useful view on how our interventions adapted to these evolving needs.
We mapped our actual spend on community response plans against SDGs as at July 2020. 
Mapping community response plan spend to the SDGs – April to July 2020
10
2
8
5.41%
3.13%
6.38%
3
17
4
7.47%
7.31%
8.24%
5
6
1
9
11.11%
13.72%
14.10%
23.08%
16
Percentage of overall spend per SDG activated through our Community Response Plans.
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Anglo American Platinum Limited Environmental, social and governance report 2020

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Our material issues
Our strategic objectives may be affected by matters that substantively affect our ability to create value over 
the company’s short, medium and long term. Our success will be measured by how well we manage these 
issues while retaining our focus on longer-term goals. Our established materiality process (pages 70 to 73 
 of 
the integrated annual report) aims to ensure that societal, environmental and economic issues that present risks 
and opportunities to Anglo American Platinum are identified, while considering issues of salient concern to 
external stakeholders. The Covid-19 pandemic has been the most defining event of the century thus far and 
this provided the contextual background for the identification of material issues in 2020. New or escalated 
material issues in 2020 are shown in red.
Material issue and 
associated topics
Description and potential impact 
E – economic  EV – environmental 
S – social/societal
 
Mitigating actions
Link to 
strategic 
initiatives 
[S1-4], top 
10 risks 
[R1-10]
Social and relationship/human   
 
Maintaining a social 
licence to operate
–	Stakeholder 
engagement and 
transparency
–	Maintaining mutually 
beneficial community 
relations (resetting 
relationships) – new
–	Community unrest
–	Labour unrest
–	BEE procurement
–	Human rights 
assessment and 
management
–	Employee housing 
and debt relief
E: The strength of our social licence to 
operate underpins our business perspective 
as an integral part of the societies where we 
operate. This is a critical consideration for our 
sustainability, particularly in the longer term. 
S: We need to build sustainable, beneficial 
community relationships while minimising 
the scope for community unrest linked to our 
operations and/or supply chain partners. 
S: Mining entities and their associated 
infrastructure are inextricably linked to the 
communities that support their activities, 
underscoring the need for ongoing, visible 
and proactive stakeholder engagement. 
E: Our operations drive shared value creation 
to evidence the benefits that flow from each 
operation for key stakeholders, including 
communities.
S: Dedicated and skilled teams are responsible 
for executing our strategy and plans for 
advancing local procurement; managing human 
rights issues; and supporting the financial and 
mental wellbeing of our workforce.
S: In line with our purpose, we identify 
mutually beneficial interests to sustain healthy 
community relations, particularly during the 
pandemic. Resetting these relationships through 
co-created initiatives and projects designed to 
achieve goals in socio-economic wellbeing is 
an important focus area.
S3 
R2 
Financial   
Deliver maximum potential of 
operating assets
–	Business agility, with 
supporting cost structure 
– new
–	Asset reliability (failure of 
Abbreviation used before 
definition
–	Anglo converter plant 
(ACP units) – new
–	Supply chain resilience with 
drive for localisation – new
–	Mogalakwena expansion, 
Mototolo/Der Brochen 
replacement and 
expansion projects
–	Amandelbult 
modernisation
–	Failure to make secure 
investment
E: In current market conditions, 
with commodity prices reflecting 
favourable demand, we need 
to continue enhancing Anglo 
American Platinum’s credibility 
among external stakeholders 
based on our ability to operate 
our assets and develop their full 
potential reliably. While Covid-19 
impacts on operations are evident, 
particularly challenges with supply 
chain reliability, there is more need 
than ever to position the business to 
extract the full potential of its asset 
and operations base and from its 
workforce. 
E: Asset reliability, especially interruptions at the ACP 
units, is being prioritised. Similarly, we will navigate 
through these unprecedented times with an agile 
business approach and mindset to demonstrate the 
resilience of our business and supply chain in delivering 
the maximum potential of our operating assets in future.
S1 
R5 
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
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Our business
Our material issues continued
Material issue and associated 
topics
Description and potential impact 
E – economic  EV – environmental 
S – social/societal
 
Mitigating actions
Link to 
strategic 
initiatives 
[S1-4], top 
10 risks 
[R1-10]
Human: safety and health   
Improving health and safety
–	Employee and community 
safety
–	Employee and community 
health and wellbeing
–	Fire risk and explosives 
management
–	Reducing airborne 
pollutants and inhalable 
hazards
–	Tailings storage facility 
(TSF) integrity
S: Workforce and community 
health and safety are key to 
business sustainability, even more 
so in the post-pandemic operating 
environment. Supporting our drive 
to eliminate fatalities, we need 
to understand the short, medium 
and long-term impact of the 
pandemic on employees and host 
communities better.
E: Workforce culture and evolving 
workforce capabilities are a 
growing area of focus. 
S: Injury and absentee rates are generally linked to 
trends in morale and productivity. The overarching zero-
harm policy and performance targets require constant 
and ongoing reinforcement, supported by targeted 
health and safety initiatives for the achievement of our 
standards, and drive a reduction in health and safety 
incidents.
S3 
R3 
E: We need to concentrate on building a good 
understanding among our people of the changing 
demands of the workplace, particularly as we increase 
the use of digital/digitised mining processes.
S2, S3 
R3, R9 
Social and relationship/human   
 
Create thriving communities
–	Creating shared value and 
empowering self-sustaining 
communities – new
–	Co-creation for regional 
development – new
–	Planning for local economic 
activity and social 
sustainability post-life-of-
mine
–	Local procurement, 
supplier and economic 
development
–	Build trust with 
stakeholders
–	Alchemy community 
empowerment initiative
E/S: Our mining operations have 
a significant impact (primarily 
environmental and socio-economic) 
on surrounding communities, and 
most are highly dependent on the 
continuation of these operations 
for survival. We aim to maximise 
positive impacts, while minimising 
negative impacts.
E/S: As part of our post-Covid response, our sustainable 
mining plan is focused on ongoing investment in 
community education and improving healthcare systems 
to build thriving communities. This includes regional 
development planning programmes and catalysing 
self-sustaining community projects. These initiatives aim 
to empower communities for post-mining conditions and 
alternative employment beyond the mining environment.
S3 
R2 
Financial/social and relationship   
 
Evolving market conditions
–	Future demand and supply 
of PGMs 
–	Impact of global 
decarbonisation – new
–	Growing the market for 
PGMs
–	Impact of hydrogen 
economy on PGM demand 
– new
–	PGM prices (includes 
impact of forex)
–	Macro-economic 
uncertainty
–	Fuel cell technology
E: Aligned to the rapid evolution 
of global markets, including PGMs, 
the marked shift from conventional 
combustion engines to hydrogen 
and electrification of the drive train 
is an important factor. The impact 
on our business is positive.
E: Our focus on market development is a long-standing 
strategic priority – in markets for materials used in 
jewellery and the industrial sphere (fuel cells/hydrogen 
and clean energy). In addition to funding research and 
development, we are active in ongoing policy advocacy 
– locally and globally – that supports South Africa’s 
beneficiation objectives.
S4 
R4, R7 
E: Critically important is the growing 
drive for global decarbonisation, 
including at the level of national 
economies. This will require 
drastic changes in extracting 
and processing PGMs, including 
responsible sourcing and changes 
in supply chains by considering the 
Anglo American Platinum’s life cycle 
perspective. 
E: These demands have been approached as 
opportunities, reflected in our commitment to alternative 
and renewable energy, as well as the efficient use and 
management of natural resources. Anglo American 
Platinum’s accreditation under the London Platinum 
and Palladium Market (LPPM) standard supports our 
approach.
S3, S4 
R2, R7 
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Anglo American Platinum Limited Environmental, social and governance report 2020

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Material issue and associated 
topics
Description and potential impact 
E – economic  EV – environmental 
S – social/societal
 
Mitigating actions
Link to 
strategic 
initiatives 
[S1-4], top 
10 risks 
[R1-10]
Social and relationship/financial   
 
Socio-political environment
–	Geopolitics – new
–	High unemployment and 
poverty 
–	Increased community 
demands
–	Land access and 
resettlement
–	Regulatory compliance risk
–	Energy security/unreliable 
power supply
–	Lack of municipal capacity 
and service delivery
E: The regulatory and compliance 
environment for the mining sector 
is becoming more complex in terms 
of demands placed on the business 
and concomitant obligations. 
E: Compliance is a minimum standard for Anglo American 
Platinum. This translates to a relatively high investment in 
compliance monitoring. 
S3 
R2, R10 
S: Socio-political instability, much 
heightened by the pandemic, 
significantly raises levels of 
uncertainty in the sector and 
its supply chain, particularly 
the impact of constrained 
production resources. Community 
expectations on access to land 
and land use in South Africa are 
currently a hot topic. Covid-19 has 
contributed significantly to very 
high unemployment and rising levels 
of poverty-stricken communities, 
as the country’s economy has 
deteriorated.
S: Increased levels of support to mining communities 
through our Covid-19 response plan, among others 
(see ESG Report, pages 9 and 123).
S3 
R1, R2 
E/S: Against this background, our advocacy activities – 
including at board and leadership level – are a critical 
enabler in developing public policy that supports a 
stable and productive mining sector and benefits the 
South African economy. Public policy, in turn, supports 
investor and customer confidence in the economy and 
its participants, maintaining our relevance in the global 
mining and metals sector.
S3 
R7 
Human   
Establishing ethical 
leadership and culture
–	Ethical leadership 
–	Responsible sourcing – new
–	Improved NGO and 
religious leader 
cooperation
–	Contravening business and 
ethical principles
–	Fraud and corruption
E/EV/S: Mining companies 
face high levels of scrutiny and 
monitoring on their conformance 
to ethical standards, both in their 
leadership and throughout their 
operations. In addition, upholding 
ethical principles during Covid-19, 
which has seen a marked rise in 
vulnerability to the risk of corruption, 
is a top concern for leadership. 
There are increased levels 
of customer expectations to 
demonstrate responsible mining, 
through certification programmes 
eg Initiative for Responsible Mining 
Assurance (IRMA).
E/EV/S: We are applying stringent responsible-sourcing 
policies across our extended supply chain. In this respect, 
Anglo American Platinum’s accreditation as a responsible 
producer is a high priority, as is ongoing board and 
executive oversight of organisational ethics and the 
company’s reputation as a responsible business. The 
Anglo American Platinum board and management team 
remain focused on demonstrating a strong culture of 
ethical and effective leadership to set an appropriate 
tone for the rest of the organisation. This is reinforced by 
our zero-tolerance policy for fraud, corruption, or failing 
to comply with our environmental and social ethical 
obligations.
S3 
R2, R9, 
R10 
Inclusion and diversity
–	Gender-based violence 
–	Diversity in general
–	Talent and development
–	Skills shortage – new
–	Transformation
S: In addition to the challenges 
of skills shortages and deepening 
talent pools, the high-profile 
societal issue of gender-based 
violence is a serious concern for 
South Africa.
There is a dire need within the 
mining industry, to enhance the 
diversity of the workforce, aligned 
with our transformation objectives.
S: Education is a cornerstone of our social strategy, 
from Early Childhood Development (ECD) to tertiary level, 
augmented by our internal training and development 
initiatives, Our programmes to promote gender equality, 
inclusion and diversity begin at board level and are 
integral to our work in promoting a healthy, vibrant and 
diverse organisational culture. 
S3 
R10 
	
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9

Our business
Our material issues continued
Material issue and associated 
topics
Description and potential impact 
E – economic  EV – environmental 
S – social/societal
 
Mitigating actions
Link to 
strategic 
initiatives 
[S1-4], top 
10 risks 
[R1-10]
Manufactured   
 
Implementing technology and 
innovation
–	Mechanisation and 
modernisation, including 
digitisation and automation
–	Beneficiation and recycling 
PGMs
–	Cyber-risk – new
–	Using data insights to drive 
value
–	Re-envisioning talent 
management in the digital 
age
E/V: Anglo American Platinum 
is regarded as a leader in 
mechanisation and modernisation 
in the PGM sector, with major 
investments in hydrogen power 
and environmentally-friendly 
ore-haulage vehicles. 
E/S: The rapidly evolving industry 
also calls for investment in 
digitisation and automation, 
requiring workforce development in 
this area.
E/S: Cybersecurity  and a social 
licence to innovate have emerged 
as key concerns, as the industry 
moves towards digitisation. 
E/EV: Our flagship Mogalakwena Mine is regarded as 
the most mechanised operation in the PGM sector, 
with expansions being considered in the near future.
E/S: Reskilling and upskilling our people is an ongoing 
focus area as we modernise and mechanise our 
operations. We are focusing on the creation of jobs 
outside of the mine gate, to minimise the impact on 
job losses.
E/S: Mitigation requires specific initiatives to ensure Anglo 
American Platinum and its workforce are being properly 
enabled and protected as we build capability to enable 
people to perform their work functions in digitised work 
environments, particularly cybersecurity risk management 
responses.
S1, S2, S3 
R3, R5, 
R6, R8 
Natural   
Maintaining a healthy 
environment
–	Water infrastructure and 
management 
–	Carbon neutral – the drive 
to net zero emissions and 
greater use of renewable 
energy
–	Biodiversity stewardship
–	Energy management
–	Climate change and carbon 
neutrality (carbon tax)
–	Zero waste to landfill
–	Circular economy waste 
to resource
–	Mine closure and 
rehabilitation
EV: Due to the limited nature of 
non-renewable resources, access 
to natural resources is a key 
consideration for development 
and expansion. 
S: Effectively managing 
environmental impacts is vital to 
our business, given the inter-
connectedness of human society 
and the environment, which 
could impact our social licence 
to operate and increase our 
carbon-tax liability if emissions 
are not controlled. 
EV/S: There is a growing drive 
by societies to achieve net zero 
carbon emissions. Our products 
contribute to the drive towards 
decarbonisation.
E/EV: Anglo American Platinum is committed to becoming 
a carbon-neutral business. This critical initiative aligns 
to our responsible-business commitments and ensures 
Anglo American Platinum is properly future-proofed for 
the most obvious and harmful effects of climate change, 
while not directly contributing to that risk through poor 
management of its energy resources and emissions 
performance.
E/EV: We continue to advance programmes and projects 
focused on creating waterless mining operations, and 
to deliver a positive environmental impact, including 
biodiversity programmes. We strive to ensure long-
term sustainability of our operations through the 
implementation of water-efficient technologies, ensuring 
water security and assisting our host communities with 
water supply. 
E/EV: Our mission-critical objective is to promote and 
enable the long-term sustainability of Anglo American 
Platinum through fully integrated and embedded critical-
resource management plans that enhance positive 
impact, reduce negative impact, and contribute to 
optimising business performance and improved routine 
operational performance aligned to strategic business 
priorities.
S1, S2, S3 
R2, R6, 
R10 
Identifying, evaluating and prioritising material risks
	
– Sustainability reporting is built on the materiality assessment process (detailed in our integrated annual report). This well-established 
process identifies societal, environmental and economic issues that present risks and opportunities and impact value creation. We follow 
a four-step process in our materiality assessment framework, aligned with the AA 1000 AccountAbility principles (2018)
	
– Internal materiality: desktop assessment
	
– External materiality: interviews with selected stakeholders
	
– Materiality workshop
	
– Review and approval of key material issues by management committee, safety and sustainable development committee and the board.
10	
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The sustainable mining plan
The Anglo American sustainability strategy was launched in early 2018, outlining stretch goals across three 
major areas – the environment, community development, and driving greater trust and transparency across 
the mining industry – to be delivered between 2018 and 2030.
Anglo American has applied its FutureSmart Mining approach in developing this strategy, which includes a robust 
consultation process with employees and an array of external stakeholders, in line with the United Nations’ 
Sustainable Development Goals (SDGs). Anglo American Platinum has adopted the sustainable mining plan 
and has actively worked on planning and implementation within the business.
Driven by our purpose of re-imagining mining to improve people’s 
lives, our sustainability approach has broadened our focus from 
individual projects to an overarching ambition by embedding 
sustainability into our business processes and operational plans, 
and then measuring our performance against that ambition.
As a commercial business, Anglo American Platinum is responsible 
for creating value, which includes the business of sustainability. 
To further enhance our value proposition and understand our 
broader societal contribution, we again mapped our 2019 
societal contributions to the UN SDGs to gauge our impact on 
the global call for a ‘better and more sustainable future for all’ 
(see page 13 
).
Leadership  
and culture
Zero
harm
Human 
rights
Inclusion  
and  
diversity
Group 
standards and 
processes
Compliance 
with legal 
requirements
Our global sustainability pillars
Tailored five-year site plans cover all sites and key group functions in a flexible 
and integrated response to group, business unit and local priorities
Accountability
Ethical value 
chains
Policy 
advocacy
Biodiversity
Climate 
change
Water
Regional and 
spatial 
analysis
Planning and 
implementation 
in partnership
Critical foundations
Trusted corporate  
leader
Thriving  
communities
Healthy  
environment
Global stretch goals
Collaborative regional development
Partnership and engagement
Education
Health and 
wellbeing
Livelihoods
	
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The sustainable mining plan continued
Sustainable mining plan – progress in 2020
5-year sustainability plan roll out  ✓
5-year sustainable mining plans in place for all Anglo American Platinum operations
2020 goals
Targets shifted to 2021 due to Covid-19
Trusted corporate leader
Thriving communities
Healthy environment
Policy advocacy
1	 Local accountability forums at all 
operations
Accountability
2	 Local accountability forums at all 
operations
Ethical value chains 
3	 50% of Anglo American Platinum 
operations with third-party audits 
against recognised responsible-
mine certification system
Health and wellbeing 
1	 Baseline studies supporting SDG3 
completed
Livelihoods 
2	 Livelihoods baseline and strategies 
completed for all sites 
Education 
3	 Baseline and strategy in place to 
achieve targets for all sites
Biodiversity
1	 Net-positive impact (NPI) 
methodology, biodiversity value 
assessments and site-specific 
indicators in place at all high-risk 
sites
2	 An established biodiversity 
framework, supporting processes, 
capacity and resources in place 
to enable rigorous application of 
the mitigation hierarchy across the 
mining life cycle
3	 Partnerships established to 
support NPI method
Climate change
4	 GHG emissions down 22% against 
business-as-usual projections 
5	 Reduce energy consumption by 
8% relative to business-as-usual 
projection
6	 Initiate four priority projects to 
meet 2030 targets
Water 
7	 Freshwater abstraction down 20%
8	 Recycling up 75%
9	 No level 3 or higher water incidents 
Progress against 2020 goals
Policy advocacy
1	 Policy advocacy paper on related 
topics finalised
Accountability
2	 Work is in progress on the 
establishment of Community 
Engagement Forums, in line with 
the Anglo Social Way version 3.0 
requirements
~
Health and wellbeing
1	 Baseline studies completed for 
all Anglo American Platinum 
operations. Development of 
regional health intervention plans 
being aligned with community-
orientated primary care, and 
health impact assessments
✓
Biodiversity
1	 NPI readiness and biodiversity 
baseline assessments for Eastern 
and Western Limb sites completed 
in 2020.
2	 Biodiversity framework in place 
3	 Partnership review process under 
way 
✓
Ethical value chains 
3	 Mine certification
–	 Unki Mine completed IRMA third-
party audit in 2019 
–	 IRMA roll-out plan for other sites 
being developed
–	 Responsible platinum and 
palladium standard: process sites 
accredited
4	 Responsible sourcing
–	 Group supply chain is rolling out 
responsible sourcing standard 
and guidelines at all sites
✓
✓
✓
Livelihoods
2	 Draft livelihoods strategy 
developed, concentrating on key 
focus areas of impact projects.
	
Progress was made on livelihoods 
planning for all operations to 
develop off-mine jobs for local 
communities
✓
Climate change 
4	 On track to meet energy-savings 
target. Progress with carbon-
intensity target, although lagging 
on 2020 savings against business-
as-usual target
5	 Energy consumption was reported 
to be 18.05 million GJ, 11 % below 
year-end target
6	 Implementation of identified 
projects planned 
~
Education
3	 Anglo American schools 
programme under way at all 
sites. Focus areas: whole school 
development, early childhood 
development, ICT connectivity – 
phase 2 planning
~
Water 
7	 Reduction in freshwater 
abstraction was -2%
8	 Water recycling level was 60%
9	 One level 3 incident reported
~
✓
~
✓  On track/good performance (>97%)  ~  In progress  ✗  Behind schedule/unperformed (<90%)
12	
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Our contributions to the UN SDGs
The United Nations’ Sustainable Development Goals (SDGs) are a 
set of global goals adopted by 193 member states in 2015. They 
articulate a vision for a transformed world in 2030 by addressing 
17 goals and 169 targets that span economic, social, environmental 
and partnership categories. The goals provide a framework of 
shared action for people, planet and prosperity to be implemented 
by all countries and all stakeholders, working collaboratively. 
Five years into the 15-year ambition for SDGs, the high-level 
political forum on sustainable development in mid-2020 highlighted 
growing momentum, but a need for accelerated action. Business 
therefore has a key role to play and is becoming more engaged. 
The SDGs can be used as a lens to report on performance, 
providing a common language for the responsible investment 
community to understand cross-sectoral organisational impacts.
Anglo American Platinum already makes significant contributions 
to the SDGs and is well positioned to play a greater role in helping 
South Africa reach these goals. Before beginning the process of 
aligning our business to the SDGs through our sustainable mining 
plan, we had already established solid foundations on which to 
build as we move towards 2030.  
The SDGs informed the development of our sustainable mining plan 
which sets a vision for 2030 with clear targets that will re-imagine 
mining to improve people’s lives. Our sustainable mining plan brings 
into sharp focus a set of 13 SDGs that, by implementing nine stretch 
goals, will ensure we contribute strongly to specific SDG targets 
between now and 2030. 
Three years ago, we began mapping our activities to the SDGs to 
ascertain how they support these goals. This business-as-usual 
footprint revealed how we are already making significant 
investments in SDGs through a portfolio of workplace, operations, 
community and supply chain activities. Our SDG roadmap thus 
assesses our SDG footprint while implementing our sustainable 
mining plan in the context of an ongoing stakeholder accountability 
dialogue.
Anglo American Platinum SDG mapping
In 2020 we assessed our prior-year expenditure to develop a 2019 
footprint — a business-as-usual view of where the SDGs had an 
impact on investment decisions or activities. This footprint was 
spread across 14 of the 17 SDGs as it addresses how our intent is 
translated into a focus on SDGs by measuring the spend on 
activities that are primarily or secondarily linked to specific SDGs. 
Spend is one way to map our contribution to the SDGs. This was 
used initially and we have started to map the impact of that spend. 
The main focus areas in 2019 were: contributing to decent work 
and economic growth (SDG 8), supporting host communities 
(SDG 11), providing educational support to staff and communities 
(SDG 4), addressing economic inequalities (SDG 10). 
 
Thriving
communities
Healthy
environment
Trusted 
corporate 
leader
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GENDER
EQUALITY
5
CLEAN WATER AND 
SANITATION
6
DECENT WORK AND 
ECONOMIC GROWTH
8
INDUSTRY, INNOVATION AND 
INFRASTRUCTURE
9
RESPONSIBLE CONSUMPTION
AND PRODUCTION
12
CLIMATE
ACTION
13
PARTNERSHIPS
FOR THE GOALS
17
15
LIFE ON
LAND
PEACE, JUSTICE AND 
STRONG INSTITUTIONS
16
NO
POVERTY
1
GOOD HEALTH AND
WELLBEING
3
QUALITY 
EDUCATION
4
REDUCED 
INEQUALITIES
10
In implementing our 
sustainable mining plan, 
14 SDGs are brought 
into focus.
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
13

Our business
The so-called 5Ps (people, prosperity, planet, peace, partnerships) 
highlight how the SDGs are an intertwined framework, not siloed 
goals. Progress on one P must balance and support progress on 
another. The percentages across the 5P’s are expressed according 
to total spend  in 2019, of R35.3 billion. At present, the strongest 
contributions by Anglo American Platinum in South Africa are 
to prosperity (56.9%) through economic and value-adds 
via procurement, employment, infrastructure and community 
development, followed by social support in the people sphere 
(31.7%). Our focus has remained stable since 2017, providing 
a solid foundation from which our sustainable mining plan 
activities can contribute to development goals.
SDG accountability dialogues
Our Trusted Corporate Leader pillar sets a stretch goal of 
increasing national and local accountability, whereby stakeholder 
accountability forums needed to be established by 2020. 
In fulfilment of this, Anglo American South Africa launched the 
SDG Accountability Dialogue series in November 2018 as an 
accountability-based conversation with key stakeholders around 
how we measure our footprint against the SDGs through the 
implementation of our sustainable mining plan. 
The first dialogue in 2018 focused on the Thriving Communities 
pillar, where stakeholders were supportive and provided 
constructive feedback on our South African Education programme, 
the Zimele Enterprise and Youth Development initiatives, and our 
various staff and community health programmes. The second set 
of dialogues in 2019 focused on the Trusted Corporate Leader 
pillar, where stakeholders were briefed and responded to our 
various policy advocacy initiatives, responsible sourcing and 
mining certification efforts. The third annual SDG accountability 
dialogue was held in December 2020 and engaged a wide range 
of stakeholders on the healthy environment pillars of the 
sustainable mining plan where the notion of being nature positive 
in our outcome was well received. Stakeholder sentiment was 
measured by an anonymous poll and rated at 7.9 out of 10 (using 
a rating scale where 1 = poor, 5 = average and 10 = excellent). 
The Accountability dialogues anchor our quest for more 
transparent engagements, our desire to understand what 
meaningful existence and key issues and opportunities are in our 
collective contribution to meeting the SDGs. We have successfully 
established a leadership position in the eyes of key stakeholders for 
mapping our activities to SDGs and integrating these global goals 
into a strategic framework, namely the sustainable mining plan.
People 
31.7%
Prosperity 
56.9%
Planet 
8.0%
Peace 
0.5%
Partnerships 
2.9%
➧
➧
➧
➧
➧
Our contributions to the UN SDGs continued
SDG mapping
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Context
The Impact Catalyst is a formal partnership between 
organisations committed to socio-economic change and 
government (detailed alongside) to facilitate CRD through 
initiatives that will have a large-scale impact in key areas:
	
– Economic development
	
– Health
	
– Education
	
– Social empowerment
	
– Service delivery
	
– Environment
Case study 1:
Re-imagining socio-economic development in South Africa 
through collaboration
✓  Completed   ~  In progress   ✗  Not actioned/delayed
Progress update on key milestones
✓	Completed four feasibility studies
✓	Initiated three new projects in key impact areas which include: 
Community Orientated Primary Core (COPC), Information and 
Communications Technology (ICT) and On Demand 
Manufacturing
✓	Set up office infrastructure
~	Instituted various governance frameworks and policies
✗	Secure additional third-party funding
2020
Carried over
~	Institute various governance frameworks and policies
~	Secure additional third-party funding
New commitments
~	Onboard four new partners to support the organisation and 
activities at project level
~	Expand support for developing a systemic strategy to at least 
two more provinces or districts, namely Northern Cape and 
Mpumalanga
~	Deliver four project feasibilities, and approve ten new initiatives
~	Raise additional funding from third parties and new 
partnerships
~	Establish human resource management tools, policies and 
procedures
2021
Impact Catalyst
The Impact Catalyst is a voluntary collaboration platform established by the private sector (Anglo American, Exxaro and Zutari), 
non-government organisations (World Vision South Africa), research organisations such as the Centre for Scientific and Industrial 
Research (CSIR) and the Limpopo Provincial Government. This partnership drives socio-economic change in South Africa through 
various initiatives, beginning with establishing Collaborative Regional Development (CRD) platforms in collaboration with 
government. The Impact Catalyst was launched in Limpopo through a CRD platform in collaboration with the Office of The 
Premier, and expanded with similar platforms in the Northern Cape and Mpumalanga provinces. Anglo American Platinum as a 
business unit of Anglo American owns numerous assets in Limpopo. With a far reaching footprint, the company is a key champion 
of CRD in the province.
Targets
The Impact Catalyst has achieved the overarching targets 
for its first three years:
–	Operationalisation and sustainability of Impact Catalyst
–	Cross-sectoral stakeholder engagement and 
mobilisation
–	Identify and complete feasibility studies to develop 
initiatives in the fields of health, education and 
economic empowerment 
–	Apply for funding to implement bankable opportunities 
identified for development in the fields noted above
	
– Welcomed Zutari to the 
partnership (previously Aurecon 
Africa)
	
– Legal entity registered (Impact 
Catalyst NPC)
	
– Proof-of-concept and scaling 
community-oriented primary care 
(COPC) initiative
	
– Built a pipeline of over 20 projects
	
– Seconded and appointed all staff
	
– Established frameworks, policies 
and processes for successful 
project delivery
2020
	
– Official launch in  
October (backbone 
organisation)
	
– Designed business 
and operating model
	
– Obtained third-party 
funding
2019
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
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Our business
The onboarding of the Mine-Water Coordinating Body (MWCB, 
discussed below, with its associated projects and partners), as 
well as the pending launch of our Northern Cape CRD platform 
(and its associated projects and partners) will strengthen our 
project pipeline by mid-2021. Ahead of this, however, we will 
need to streamline our project-delivery and project-governance 
models to ensure we are adequately resourced and able to 
move initiatives faster through our project-development process 
during this year.
Highlights from select key initiatives 
ICT for communities and schools
In partnership with the Anglo American education team, the 
Impact Catalyst is investigating an Information and 
Communications Technology (ICT) infrastructure solution for 
schools across the group’s South African mining operations. This 
is part of a phased implementation, with 109 schools identified 
for phase 1, and is later expected to be expanded to a 
community ICT programme.
Initiative pipeline/projects
Since launching the platform, our pipeline has expanded to over 30 projects in various stages of development, illustrated below.
Feasibility
Implementation
Stage 
Gate 
2
Stage 
Gate  
1
ECD Centre
Mutale
On demand 
manufacturing
Agro-
processing 
plant
Community 
ICT
Fresh 
Produce 
Market
3D Printing
Tyre 
recycling
Digital 
Market
Biodiversity  
and Trade
Rock  
Beneficiation
Integrated 
Supplier 
Development
Vestas 
energy 
training 
centre
Limpopo  
Veggie Farm 
and Smart 
Farming
Lephalale  
Game Farm
Laser Based 
Refurbishment
PPE
NCS
Schools ICT
Mooihoek 
Farm
Stage 
Gate 
3
Stage 
Gate 
4
Stage 
Gate 
5
LDP 2
Economic 
Resilience 
Model
COPC 2  
Exxaro
COPC 2 
Anglo
MCDP
COPC 1
LDP 1
Scale-up
Close-out
Pilot pre- 
implementation
Feasibility
Pre-Feasibility
Ideation
Case study 1: continued
Status update
Milestones
Despite the pandemic delaying the start of various work streams, the Impact Catalyst has made significant progress in achieving 
milestones in its first year. In addition to those listed above, it established integrated systems and processes, including:
–	Change management
–	Project and initiative management and support unit
–	Stakeholder management strategy
–	Marketing and communication strategy
–	Monitoring and evaluation framework (ongoing) 
–	Funding strategy (ongoing).
Community health 
The COPC project is being implemented, while we advance 
planning to scale-up the initiative across group operations. This 
programme has also served as the umbrella for our community 
clinic support programme, focused on Covid-19 relief in our mine 
host communities. Discussions are advanced to integrate into 
other strategic group programmes, such as living with dignity, and 
Covid-19 community behavioural change.
Innovation projects (laser-based refurbishment and 3D printing) 
The group is working with the CSIR and other partners in the 
Impact Catalyst to pilot laser-based refurbishment and on-demand 
manufacturing (3D printing) solutions to increase efficient equipment 
use, and potentially reduce costs. To date, 12 spare parts and 
components have been identified by Anglo American Platinum and 
the CSIR, with two – pump casings and rollers – being assessed for 
laser-based refurbishment. In addition, specific parts are being 
assessed for their suitability for 3D printing. Both projects will create 
jobs and business opportunities in our host communities through 
supplier/enterprise development.
*  Boxes highlighted (in blue) are initiatives supported by AAP.
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New partners 
In 2020, the Impact Catalyst partnership welcomed:
–	Zutari – an engineering consultancy that co-creates 
engineered solutions that enable environments, communities 
and economies to thrive. With a 90-year track record and 
commitment to this continent, Zutari is an ideal partner for 
the Impact Catalyst.
–	Mine-water co-ordinating body (MWCB) – established as a 
public/private platform (by the Department of Water and 
Sanitation (DWS), Department of Minerals and Energy (DMRE) 
and six mining companies in the Mpumalanga coalfields) for 
the industry, government and civil society to work together 
Aligned with the partnership’s financial sustainability goals and 
backed by our funding strategy, the Impact Catalyst continues 
to build relationships with entities that could strengthen its 
capabilities to drive larger-scale impact across South Africa.
Anglo American Platinum benefits through collaboration on 
socio-economic development, delivery of programmes, value-
for-money through co-funding and stimulation of other regional 
economic pillars to reduce dependency on the mines.
Key challenges
The Impact Catalyst was not spared from the effects of 
Covid-19. The pandemic delayed interactions with key 
stakeholders, and therefore progress along our pipeline. However, 
our COPC project has provided much-needed support over this 
period to rural communities, and some relief to overburdened 
health clinics. Since its pilot phase at Mogalakwena in 2019, this 
project has been scaled across all group operations in South 
Africa and adopted by Exxaro in its mining operational areas.
Continuous progress is being made on developing our project 
pipeline and streamlining our delivery model to ensure we reach 
more communities across South Africa.
Next steps
–	Launching our Northern Cape and Mpumalanga platforms
–	Distributing year 1 report to stakeholders
–	Streamlining project-governance and project-delivery models 
to cope with our expanding project pipeline.
R44m
R11.6m
Resource partnership
TOTAL
CSIR
R2,4m
Resource 
partnership
Exxaro
R10m
R804,000
Resource 
partnership
Department of 
Environmental Affairs
R10m
(Donor funding 
for the Mooihoek 
initiative)
World Vision
R2,2m
Resource 
partnership
Zutari
R3,2m
Resource 
partnership
in identifying and implementing management options 
for water and closure in the Upper Olifants basin of the 
Mpumalanga coalfields.
Funding
At the close of 2020, the partners had made firm commitments 
totalling R44 million in cash and R11 million in-kind-contributions 
such as human resources and office space. This funding 
supports operationalisation of the platform and seed funding 
to develop initiatives. Anglo American Platinum contributed 
R20 million in 2020.
Anglo  
American
R24m
R3m
Resource 
partnership
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
17

Our business
 
What is IRMA? 
IRMA is a global system to credibly measure environmental and 
social responsibility for industrially mine materials. It is a way for 
leading mines to gain recognition for efforts to protect social 
and environmental values and to create motivation for mines to 
strive to achieve best practice. It provides accountability to civil 
society, the private sector and affected communities. It provides 
information for investors and purchasers to reduce risks and 
source materials responsibly.
In September 2019, our Unki Mine in Zimbabwe was the first mine 
in the world to publicly commit to an independent audit against 
the IRMA standard for responsible mining.
This standard has been developed over 10 years through 
public consultation with over 100 individuals and organisations, 
including mining companies, customers and the ultimate 
downstream users of mined products, NGOs, labour unions 
and communities. 
IRMA is a voluntary certification system meant to complement 
strong laws and government oversight. It is also the world’s first 
global definition of leading practice in social and environmental 
responsibility for large-scale mining operations, emulating 
certification programmes in fair-trade agriculture, responsible 
forestry and sustainable fisheries.
The IRMA assessment tool gives us a valuable opportunity to 
measure our performance against international best practice 
on a range of environmental and societal factors. 
Why are we adopting IRMA?
	
– A collective standard, endorsed by civil society
	
– Aligned with customer expectations
	
— Reputational excellence
Unki Mine achieves IRMA 75 certification 
Unki completed an initial self-assessment ahead of the 
independent on-site audit. It was the first of many group 
operations to be measured against the IRMA standard, in line 
with the commitment in our sustainable mining plan to have all 
our operations assessed against credible responsible mining 
standards by 2025. 
Unki Mine has been assured by IRMA, achieving the IRMA 75 level 
of performance (second-highest level). This reflects the group’s 
commitment to transparency and striving for the highest 
standards of responsible mining.
IRMA achievement levels 
Self
Assessment
IRMA 
Transparency
IRMA 
50
IRMA 
75
IRMA 100
“Certified”
IRMA Achievement Levels
Significance of IRMA 75 certification
Unki Mine’s IRMA 75 rating means that Unki met a set of core 
critical requirements and at least 75% of the requirements in 
each of the four sections of the IRMA standard (business integrity, 
planning for positive legacies, social and environment). This is 
the second highest possible rating under the IRMA scoring 
system. This represents a fantastic achievement by Unki team, 
supported by the wider Anglo American Platinum team and 
our Anglo American colleagues.
Case study 2: 
Unki Mine assured by IRMA responsible 
mining standard
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Commitments and progress
In our last report, we responded in detail to a Bench Marks Foundation study (Policy Gap 13: Coping with unsustainability (2)) on our 
sustainable development reports from 2003 to 2015 that asserted Anglo American Platinum had failed to deliver on commitments made 
in those reports. Below, we summarise our progress in 2020, demonstrating that we remain committed to both delivering on our promises 
and continual improvement in line with our vision of re-imaging mining to improve people’s lives.
✓  Fully achieved    ~   Partially achieved    ✗  Not achieved
Commitments and progress
Level of progress
Commitments
ESG report: Given the scale of change in our group (workforce, metrics and reporting standards), we did not provide 
comprehensive targets for 2018.
Progress
We provide comprehensive targets for our business. Refer to page 46 
 in the integrated annual report.
✓
Commitments
Developing our sustainability strategy: We will develop an Anglo American Platinum sustainability strategy aligned 
to the group strategy while considering our context and external environment.
Progress
The sustainability strategy was introduced in 2018 and renamed the sustainable mining plan. Refer to 
pages 11 to 12 
 for details.
✓
Commitments
Managing Human immunodeficiency virus (HIV)/Aids and Tubercolosis (TB): In 2020, 94% (20,080) of employees knew 
their status. We will continue to focus on the level of participation and, as part of regular reviews, seek to identify and 
remove any barriers to participation.
Progress
–	We have for a second year achieved the first two 90:90:90 targets on HIV set by UNAIDS.
–	The TB incidence rate has reduced to 187 per 100,000 employees
–	The threat of HIV and TB was complicated by the spread of Covid-19 in the review period. In March 2020, 
we supplied all employees with chronic medical conditions, including HIV, treatment for six months to support 
adherence. 
HIV and TB prevention and 90:90:90 (wellness): We are committed to innovative HIV and TB prevention initiatives 
and the 90:90:90 target.
Progress
–	The uptake of anti-retroviral therapy (ART) by HIV-positive employees increased to 92% (2019: 91%), with an 
additional 107 employees in 2020 
–	Of the known HIV-positive employees on ART, based on available data, 84% have viral load suppression vs target 
of 90%
–	In 2020, the TB rate is low at 187 per 100,000
–	In the second half of 2020, as we adjusted to new ways of working and Covid-19 infection rates reduced, we 
intensified our wellness campaigns, group counselling and implemented testing with treating/family medical service 
providers. We continue to concentrate on improvements at Amandelbult, where HIV and TB prevalence is highest. 
Recent developments include using a gene expert for better TB diagnosis and improved results turnaround time, 
intensifying the roll-out of isoniazid prophylaxis (INH) prophylaxis to reduce new cases, and incentivising newly 
traced HIV-positive employees to start and adhere to treatment programmes. 
✓
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
19

Our business
Commitments and progress continued
✓  Fully achieved    ~   Partially achieved    ✗  Not achieved
Commitments and progress
Level of progress
Commitments
Nkululeko financial wellness programme: This was initiated in 2014 to enable our workforce to take ownership of their 
financial wellbeing and address high levels of over-indebtedness that affected their mental wellness. The programme 
was relaunched in 2018, moving the focus to empower our workforce to know and understand their financial status 
and take ownership of improving their financial wellness. This step-change, which has been most successful, included:
–	Aggressive audits to uncover unscrupulous lenders targeting our employees
–	Issuing clearance certificates for employees who completed their debt counselling or paid off their rescheduled 
amounts
–	Interventions to save employees from having their assets repossessed – houses, vehicles – through available 
debt-relief solutions
–	Providing skills development through a partnership with Capitec to assist employees in understanding their financial 
status and available options to assist them in being financially fit
–	Reducing the debt:income ratio of employees by a further 5% and facilitate the intrinsic transformation to wealth 
creation.
Progress
–	1,453 employees signed up for the programme
–	100 debt-free solutions implemented (74 employees signed up for debt counselling and 26 for debt rescheduling 
in 2020) 
–	On average, employees using these solutions are paying R5,298 (43%) less every month towards their debt 
commitments, largely due to reduced interest rates ranging from 24% to 2.6%
–	Affordable debt — a saving of R31.8 million was achieved by reduced instalments (combined debt counselling 
and debt rescheduling), with average interest rates dropping from 26% to 2.4% and an average saving of 23.6%
–	Total audit savings – R801,713 
–	Capitec rescheduled accounts – R55,454 (23 accounts)
–	26 employees attended financial wellness induction sessions
–	2,773 interactions with employees recorded — informal engagements/enquiries 
–	32 provisional tax submissions administered.
The 2021 step-change will include: 
–	Ensuring inclusivity by launching the programme to the Zimbabwean operation, Unki Mine, in the first quarter 
–	Reset baseline for performance via the programme strategy review and revised key performance indicators (KPIs) 
–	Implement debt-consolidation facility as additional offering to help employees become financially empowered. 
Most employees can be assisted to acquire secure debt for home ownership as part of our aspiration to create 
wealth for the workforce.
✓
Commitments
Using water responsibly: We will continue to reduce our freshwater consumption and incrementally improve water 
efficiency.
Progress
–	In 2020, both our raw and potable water withdrawal and intensities were below target
–	Potable water-use intensity from an external source was 0.30m3/tonne milled, against a target of 0.32m3/tonne 
milled. Our 2020 performance is a 23% improvement since 2015
–	Since 2016, we have achieved a saving in water consumption of 32% (including divested sites), which in real terms 
amounts to 28.3 megalitres of water saved per year 
–	Achieved the target of at least 90% compliance (all mining sites) with our group water management standard
–	Aligned our reporting to International Council on Mining and Metals (ICMM) reporting standards by developing 
accurate water balances 
–	Developed site-specific water management plans to address related operational priorities and risks
–	Supporting access to potable water in host communities was key in mitigating the spread of Covid-19.
✓
Commitments
Transformation: Anglo American Platinum is committed to providing equal opportunities to all employees, particularly 
historically disadvantaged groups. Given challenges at certain levels, this is an ongoing focus.
Progress
By end-2020, HDSAs comprised 80% of all management levels (2019: 78%), with HDSA representation at 89% for core 
skills against the mining charter target of 60%. 
At the end of 2020, women made up 25% of management and 20% of the workforce (2019: 24% and 19% respectively).
~
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✓  Fully achieved    ~   Partially achieved    ✗  Not achieved
Commitments and progress
Level of progress
Commitments
Meaningful engagement: We are committed to working with our stakeholders to understand their legitimate needs 
and concerns, and integrate these into our business to create an organisation that is sustainable and shares the 
value generated.
All our operations have functioning community engagement forums, leadership forums or task teams (except 
Mototolo/Der Brochen which will be completed in 2021), nominated and elected by communities and meeting at 
least quarterly. We are working to ensure these are meaningful platforms for open communication. We have also 
established business forums in our communities, which engage with the mines on business issues and opportunities. 
We continually monitor the quality or our engagement, structures and communication channels in place, especially 
at community level, to ensure these are effective.
Progress
Our engagements with communities in 2020 are detailed from page 64 
 of the integrated annual report.
✓
Commitments
Social licence to operate: We are committed to delivering on these value levers to increase levels of trust and improve 
our standing in host communities.
Our social licence to operate depends on our ability to ensure our stakeholders participate in the economic benefits 
we generate, and that our activities leave our host governments and communities with a firm foundation for a 
sustainable future. The fact that we are a major mining company raises particular expectations. Through our core 
activities, we employ people, pay taxes to governments and procure from host communities – a significant total 
contribution to the South African and Zimbabwean economies.
Progress
In 2020, Anglo American Platinum contributed a total R803 million to social investment in South Africa. This includes 
R236 million (2019: R231 million) in community developments in South Africa and over R5 million to corporate social 
investment in Zimbabwe. See page 126 
 for details. In addition, Anglo American Platinum spent R3.8 billion on host 
community spend.
~
Commitments
Mining charter scorecard: Anglo American Platinum is committed to reporting on progress against targets in the 
mining charter III (MCIII). Please refer to page .
Progress
Annual regulatory reporting against MCIII takes place after this ESG report is published. Anglo American Platinum is, 
however, largely compliant with annual milestones for longer-term targets. Refer to page 143 for reporting to Mining 
Charter III.
✓
Commitments
Environmental stewardship: We are committed to minimising our impact on the natural world by integrating 
environmental considerations through research, planning and responsible management.
Progress
–	We have reported on progress under the sustainable mining plan for 2030 on water, climate change and 
biodiversity performance (page 12 
) 
–	Many of the technological innovations we will apply to achieve a step-change in our water and energy 
performance are at different stages of development. The journey is underpinned by best-practice policies, 
performance standards and business processes, investing in internal capacity, capability and technological 
innovation, as well as partnerships and collaboration with stakeholders
–	Anglo American Platinum also outperformed its peers in the FTSE/JSE Responsible Investment Index Series, 
achieving 4.7 out of 5.0 for our environmental performance, and 4.8 out of 5.0 as an overall ESG score
–	ISS ranked Anglo American Platinum as Prime, indicating we meet the demanding ESG requirements stipulated by 
ISS corporate rating methodology.
✓
~
✓
✓
Commitments 
Managing air quality: Anglo American Platinum remains committed to comply with 2020 minimum emission standards.
Progress
After an initial postponement in 2015 for Polokwane and Mortimer smelters, we were granted further postponement 
in November 2019 of the timeframes for complying with 2020 emission limits at all three smelters. The requested 
postponement for Waterval is to enable us to evaluate the impact of future high-sulfur concentrate. The requested 
limits and dates were approved, with postponement for all three smelters. Over the last three years, we have been 
constructing the SO2 abatement project at Polokwane smelter, which will use innovative technology to capture 
SO2 gas from the furnace and convert it to sulphuric acid. Project progress in 2020 was delayed by Covid-19, with 
construction completed in December 2020 and commissioning and start-up planned from January 2021.
~
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
21

Environment
Capital: Natural
Minimise harm to the environment
22	
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We are committed to demonstrating leadership in environmental stewardship. In this area, innovation can be 
a catalyst. Our FutureSmart Mining projects show that we can dramatically transform the environmental footprint 
of our business. This is critical to achieving the stretch environmental goals of our sustainable mining plan 
(pages 11 and 12 ) – in many cases also embracing circular-economy principles. Our vision is to operate 
carbon-neutral mines that deliver net-positive biodiversity and conservation outcomes. Equally, the PGMs we 
produce contribute to a low-carbon world, as these metals are critical in enabling associated technologies.
Environment
Our approach to achieving our environmental goals
A pillar of our sustainable mining plan is to maintain a healthy 
environment, focusing on three key areas: biodiversity, climate 
change and water use. The stretch goals we have set in these areas 
are designed to be challenging, with a target date of 2030. We are 
ultimately aiming for a future where we have created waterless, 
carbon-neutral mines, as well as delivering positive biodiversity 
outcomes.
FutureSmart Mining is Anglo American’s innovation-led pathway to 
sustainable mining, delivering step-change innovations that will 
transform the nature of mining – how we source, mine, process, 
move and market our products. We envisage a much-reduced 
environmental footprint from new ways of mining, which include 
using a number of precision mining technologies and data analytics.	
Through technologies and digitisation, we envisage four concepts 
for the future of mining: 
	
– Concentrated mine: seeking to address the need for increased 
precision in mining, with minimal energy, water and capital 
intensity. We are applying technologies that more precisely target 
the desired metals or minerals, delivering over 30% reductions in 
the use of water, energy and capital intensity, and producing less 
waste, in line with our overall trajectory towards carbon-neutral 
mining. This includes coarse particle recovery, bulk ore sorting 
and ultrafine recovery.
	
– Intelligent mine: developing the ability to transform vast 
quantities of quality data into predictive intelligence, leading to 
safe, fully integrated, systemised and self-learning operations. 
We are building a digital ecosystem that underpins a digital way 
of working: operations are being digitised through sensors and 
other instrumentation, and artificial intelligence is being used 
to accelerate a range of processes, beginning with orebody 
characterisation.
	
– Modern mine: aiming to achieve a step-change in mining 
efficiency and safety by developing and implementing new 
technologies, automation and processes.
	
— Waterless mine: aligning with our work on concentrating the mine, 
we are creating pathways to the waterless mine. Given that all 
our sites operate in water-constrained areas, it is essential that 
we reduce our dependence on water and associated tailings 
facilities. We are focusing on innovative ways to separate and 
transport waste, evaporation measurement, dry-tailings disposal 
and non-aqueous processing. We will always need water, but we 
can get closer to full-recovery and recycling, while not using new 
freshwater.
This journey is underpinned by best-practice policies, performance 
standards and business processes; investing in internal capacity, 
capability and technological innovation; and partnerships and 
collaboration with stakeholders. We track and ensure compliance 
with our policies and performance standards, which are available 
on request.
Environmental management
Lowlights/
challenges
Focus for 
2021 and  
beyond
Highlights
–	Zero level 4-5 environmental 
incidents
–	Plans in place to implement 
conditions/commitments of 
environmental authorisations and 
address audit findings
–	Environmental authorisation principal 
has been appointed to support 
related applications 
–	Critical environmental authorisations 
approved at Mogalakwena 
–	One level 3 (moderate) environmental 
incident: an overflow of effluent from 
the Rustenburg Base Metals Refinery 
(RBMR) rainwater dam to a tributary 
stream, causing localised low-
toxicity pollution that was cleared
–	Addressing all findings within a 
calendar year given remedial action 
in some instances takes multiple 
years to implement
–	Environmental team capacity is 
currently stretched
–	Effective environmental 
management, maintaining ISO 
14001 certification and pursuing 
environmental best practices
–	Maintain zero level 4-5 environmental 
incidents
–	Introduce predictive environmental 
monitoring to assist in minimising 
environmental impacts 
–	Track compliance with audit findings 
of environmental authorisations 
–	Build capacity in the environmental 
team, embed improved reporting 
and effective dashboard 
management of priority 
environmental issues
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
23

Natural
Environment continued
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2
3
4
5
6
7
8
9
Anglo 
American  
operating 
model
Operational risk 
management  
and critical 
control 
management
Systems
SHE  
way
Permitting
Cross-functional 
alignment and 
collaboration
Communication
Legal 
compliance
No 
 repeats
Reduce impact on resources
	
– Effective remediation 
options
	
– Compliance with legal 
rehabilitation requirements
	
– Develop site-specific plan
	
– Identify opportunities in 
mine planning for 
concurrent rehabilitation
	
– Engineered solutions to 
prevent, control, reduce 
and eliminate emission 
sources
	
– Effective compliance and 
reporting systems
	
– Real-time, predictive and 
credible monitoring of 
community impacts
Aspirational statement
Support long-term sustainability of the business through effective management of resources, reduced 
impact on the environment and communities, as well as compliance to legal requirements
Value 
levers
Environment 
key focus 
areas
Technology 
and 
environment 
focus areas
Key 
enablers
What will 
success 
look like
Closure and 
rehabilitation
Biodiversity and 
land stewardship
Air quality and 
emissions
–	 Build biodiversity capacity and resources
–	 Promote sustainable livelihood 
opportunities aligned to regional and 
national landscape initiatives
–	 Implement biodiversity stewardship 
programmes to deliver positive 
biodiversity outcome
–	 Enable rigorous application of mitigation 
hierarchy
–	 Formalise partnerships and 
collaborations
	
– Zero waste to landfill
	
– Managing waste streams 
and seeking opportunities 
to:
•	 Reduce waste at source
•	 Reuse/recycle waste
	
– Innovative waste-related 
community projects
Waste
management
Water
Climate 
change 
and 
energy
	
– Cause/control focus
•	 Security and efficiency
•	 Operational excellence
•	 Community water supply and stewardship
	
– Consequence focus
•	 Legal, reputational and social impact
	
– Assessment of physical climate change and extreme 
weather risks
	
– Reduce energy consumption
	
– Efficient use of energy
	
– Using alternative energy sources
	
– Reduce effect of carbon tax
Zero waste to landfill 
supported by 
innovative reduce, 
reuse and recycling
Progressive rehabilitation 
that will ensure mine 
closure and sustainable 
community opportunities 
Sustainable use  
of all land at and 
around our operations
Effective control of 
emissions to ensure zero 
impact on receptors
Recycle all suitable water, 
net water contributors to 
communities and mine 
with no/low water
Address climate change 
impacts effectively to 
protect employees, assets 
and host communities
Environmental strategy (2020)
Our key environmental targets
The following stretch goals in our sustainable mining plan are deliberately ambitious, challenging us to lead and innovate.
Water
To operate waterless mines
2030 goal (against 2015 baseline data): reduce abstraction of freshwater at our operations by 50% (AA Group target; business unit/
AAP’s targets to support this will be set in 2021)
Climate change
To operate carbon-neutral mines
Milestone 2022 goal (indexed on 2019 actual): 7% improvement in energy intensity [GJ/tonne Cu equivalent], and 10% improvement 
in greenhouse gas emissions (GHG) efficiency [tonne CO2e/tonne Cu equivalent]
2030 goal (against 2016 baseline): reduce net GHG emissions by 30%, and improve energy efficiency by 30%
2040 goal: carbon neutrality across our operations
Biodiversity
Deliver net positive biodiversity impact across Anglo American Platinum by implementing the mitigation hierarchy and investing 
in biodiversity stewardship
Approved site-specific plans with biodiversity targets in place by end-2021
2022-2025 – Indicators tracked against plan on quarterly, half-yearly or annual basis as per approved site plan
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Building predictive environmental monitoring capability 
To meet our ambitious sustainability objectives and targets, 
we need to move beyond a reactive approach to a framework 
of preventive management of critical controls. 
As part of an Anglo American-wide predictive monitoring 
project, we are developing our monitoring capability to enable 
predictive, digital environmental performance. In 2020, we 
initiated phase 1 — establishing foundational monitoring 
initiatives and, in 2021, we will begin phase 2 of implementing 
data-integrated initiatives.
As part of phase 1, Anglo American identified and implemented 
pilots for predictive tools that align to our targets. Based on 
big-data predictive analytics, these monitoring tools focus 
on obtaining maximum value from environmental monitoring 
systems. This predictive analytics process will also provide 
information for life-of-asset planning while supporting validation 
of working sustainability strategies for the business.
Having designed a group platform for predictive analytics, 
Anglo American identified areas and sites with existing 
monitoring capabilities, piloted the system on selected sites 
and validated the magnitude of unlocked value. 
To date, current mitigation strategies associated with existing 
critical controls and monitoring are been reviewed to assess 
the potential for operational and environmental performance in 
subjects such as air quality, water management and biodiversity. 
The implementation of this phase will give us flexibility to take 
preventative action in managing severe weather conditions in 
combination with operational plans and management of critical 
controls. Enhanced, data-driven mitigation strategies will add 
value across our business, enabling us to create for smarter 
environmental management strategies and use our resources 
more efficiently. 
We will complete the development of phase 1 in 2021 (eight sites 
in all business units have been identified to implement the first 
pilots). From 2022, phase 2 will be developed covering objectives 
aligned with more ambitious and comprehensive targets. 
Focusing on sites (Mogalakwena and Waterval smelter complex) 
where material value for Anglo American Platinum has been 
identified, we will define more complex predictive monitoring 
models that integrate across several disciplines including water, 
biodiversity, social and operations data.
Case study 3:
Effective risk management
Technical performance standards: The Anglo American technical 
standards define the minimum requirements for our operations 
to manage a range of specific issues, including water, energy 
and tailing storage facilities.
SHE policy: Our environmental policy supports the long-term 
sustainability of our business by effectively managing resources, 
reducing impact on the environment and communities, and 
complying to legal requirements. It focuses on specific value levers: 
water, climate change and energy, land stewardship, rehabilitation, 
waste and emissions. The policy is aligned with our safety, health 
and environmental (SHE) policy under the overarching Anglo 
American SHE policy. These are reviewed annually and were 
updated this year to strengthen our approach to SHE management.  
SHE way: The Anglo American safety, health and environmental 
management system, known as the SHE way, incorporates the 
requirements of ISO 14001:2015 with standards that move us closer 
to our ambition to minimise harm to the environment. The SHE 
way roll-out and implementation began in 2018 at all our core 
operations, which have tracked their progress against defined plans 
to ensure full implementation of this approach. By the end of 2020, 
we had achieved 88% operational compliance to plan. In 2019, 
SHE way requirements were extended to all non-core operations, 
activities, as well as care-and-maintenance operations, to be fully 
implemented by end-2022. In 2020, Anglo American updated its 
SHE policy and SHE way, focused on aligning with our purpose, 
future compliance with our standards and ISO 14001 or equivalent 
certification. The refreshed management system will be 
implemented in Q1 2021. 
ORM: We are working on integrating environmental risk 
management into the Anglo American operational risk 
management (ORM) processes and operating model. Accordingly, 
we have assessed the most important environmental risks for 
each of our sites, developed critical controls and are measuring 
the effectiveness of these controls through an on-site verification 
process. By year end, we had implemented stable ORM processes 
and ensured effective dashboard management of priority 
environmental issues across our operations. Monthly inspections 
are undertaken at each site and status reports compiled. ORM 
implementation, particularly for our most significant environmental 
risks, forms part of performance-based remuneration for senior 
executives, along with a target to reduce significant environmental 
incidents.
Environmental management systems: Our base and precious metals 
refineries are responsible for product delivery and compliance to 
external requirements. Their environmental management systems 
(EMS) are certified against the ISO 14001:2015 standard. EMS 
compliance with the standard is assessed annually by an 
independent certification body and continued certification has 
been confirmed for both operations. All other operations’ EMS 
(except Mogalakwena and Mototolo complexes) have also been 
recommended for certification against the new ISO 14001:2015 
standard in 2020. Some operations completed stage 1 and 
2 certification audits in 2020, while audits at other operations were 
rescheduled to Q1 2021 due to Covid-19 impacts. This process 
does not apply to our joint ventures or project partners.
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
25

Natural
Environment continued
Licence and permitting conditions
Relevant authorities need to legally permit our operations to 
undertake various activities at every step of the mining process 
– from exploration to closure. These permits incorporate binding 
commitments that we need to monitor to ensure we are compliant. 
This is crucial, as delays in acquiring permits or failure to comply 
with their conditions and commitments can have significant 
financial, operational, legal and reputational consequences.
Our sites navigate in an increasingly complex permitting 
landscape, and amid legislative uncertainty. For example, in 2020, 
Covid-19-related challenges resulted in delays to finalising 
proposed amendments to the Financial Provision Regulations 
and National Environmental Management Act required to provide 
clarity on rehabilitation provisioning and waste management 
at mining operations.
Our licence to operate relates directly to environmental permits 
and authorisations under relevant sections of the:
	
– MPRDA – environmental management programme report
	
– National Environmental Management Act (NEMA) – environmental 
impact assessments (EIAs), basic assessments (BA), waste licence 
and air emission licence
	
— National Water Act (NWA) – water-use licences (WULs).
Anglo American Platinum has over 3,800 permits to which more 
than 25,000 conditions and commitments are linked. A dedicated 
team coordinates permitting and stakeholder engagements 
(during permit acquisition, administration, execution and 
verification), integrates project-permitting schedules, integrates 
reporting on permit compliance and risk, and monitors 
implementation of permit conditions. Compliance monitoring 
and verification on critical and high-risk permits is ongoing. 
Confirmation of the overall compliance percentage has been 
challenging due to non-aligned systems, making integration and 
verification complex. The finalisation and roll-out of IsoMetrix from 
August 2020 will integrate all permits with associated conditions 
and commitments into one system, facilitating effective tracking, 
monitoring and action management. The phased roll-out is 
expected to be completed by the end of October 2021.
Anglo American implements an industry-leading, cross-cutting 
permitting practice. All our operations’ approaches to permits are 
reviewed against this minimum permitting requirements (MPR) 
programme annually. Plans are implemented to address gaps and 
progress is monitored to ensure continuous improvement to desired 
performance levels. In 2020, most Anglo American Platinum 
operations reached or exceeded the targeted minimum permitting 
requirements maturity of 3.6 out of a total of 5, except Der Brochen 
Enhancing our approach to excellence in SHE 
management
Integral to our purpose and the sustainable mining plan is 
an unwavering commitment to achieve excellence in 
SHE management. 
Our SHE policy was refreshed this year to incorporate changes 
in the business, and further align it with our purpose, sustainable 
mining plan, policy governance framework, and new international 
regulatory expectations. Importantly, the policy was co-created 
with major stakeholders across Anglo American, and applies 
to all group-managed businesses, managed operations and 
physical locations (including sites, projects, offices, facilities 
and outlets).
The following principles guide our approach to SHE 
management:
–	Zero mindset – we will apply the hierarchy of eliminating, 
avoiding, minimising, mitigating, remediating/rehabilitating 
and offsetting SHE impacts and risks from our activities, 
products and services.
–	No repeats – all necessary steps will be taken to learn from 
SHE incidents, audit findings and other non-conformances 
to prevent reoccurrence.
–	Simple non-negotiable standards – common non-negotiable 
group and SHE management performance standards and 
procedures will be applied throughout the group as a minimum 
requirement. 
The SHE policy is underpinned by a positive culture in which 
SHE is embedded in our values and code of conduct through 
relationships built on care and trusting each other to deliver. 
The updated policy is aligned to ISO 45001:2018 and 
ISO14001:2015, and enabled through the SHE way standard, 
which defines our management system framework. A refreshed 
SHE way standard will be launched in early 2021. 
Our management of SHE is scalable and integrated into the 
life cycle of our activities for all managed operations, projects, 
offices and support activities, including how we work with our 
contractors and suppliers. To uphold our guiding SHE principles, 
we apply the following:
–	Leadership – we expect everyone to demonstrate excellent 
SHE leadership. We make the safety and health of our 
people and those who work for us, as well as responsible 
environmental stewardship, integral to achieving our 
objectives.
–	Integration – we integrate SHE management into all 
operational activities, including via the operating model 
at managed operations. By doing so, we integrate our 
commitments on safety, physical health and wellbeing, 
responsible management of biodiversity and minimising 
environmental harm into how we work.
–	Implementation – we develop and embed long-term and 
sustainable SHE strategies in a life cycle approach, including 
closure of operations, to deliver on the critical foundations 
and stretch goals of our sustainable mining plan. We apply 
the SHE way management system framework and associated 
technical standards in managing SHE. We identify, assess, 
prioritise, manage and reduce or eliminate SHE-related risks, 
and we implement the opportunities we identify.
–	Governance and compliance – we understand and monitor 
all SHE compliance commitments and conditions. We ensure 
alignment and comply with the laws and regulations of all 
jurisdictions in which we operate. We uphold the highest 
performance best practices wherever we operate.
–	Continuous improvement – we measure and analyse 
performance to improve our systems and management of 
SHE and contribute to business improvement. We ensure 
we have a fully engaged workforce everywhere we work, 
including contractors and suppliers, to identify and implement 
SHE-related opportunities and areas to improve.
Case study 4:
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1
2
3
4
5
and Mototolo, which are expected to reach this level in 2021. 
The overall business unit score improved to 3.1 from 2.9 in 2019, 
exceeding the target of 3.0. Our Unki operation was the best 
performer, improving its year-on-year score from 4.0 to 4.2. 3.6 is the 
minimum score required for all operations by 2021, out of a total 
score of 5. An average score of 3.6 over the MPR matrix will be fully 
compliant to minimum requirements, where 5 is best practice. 
Water-use licences
All managed operations have water-use licences (WULs). Internal 
and external WUL audits are conducted annually in line with 
regulatory requirements. Water contamination and related 
non-compliance with WUL limits is a key risk for the business. We 
address identified non-compliances through remedial action, 
with clear accountabilities.
	
– WULs approved in 2020: 
•	 Mogalakwena complex amendment.
	
– Current WUL applications submitted and pending approval by 
the Department of Water and Sanitation (DWS):
•	 Twickenham proposed development (renewal of existing 
licence)
•	 Der Brochen project amendment
•	 Amandelbult complex — up and downcast shafts, 
modernisation, bus and taxi terminals 
•	 Amandelbult fine chrome recovery plant
•	 Mortimer Smelter amendment
•	 Rustenburg Process amendment
Other licence and permitting developments
Applications for environmental authorisations for the Mogalakwena 
complex expansion options study and Der Brochen expansion 
project were submitted in March 2018. Mogalakwena’s authorisation 
was approved by authorities on 13 August 2020, while the Der 
Brochen authorisation remains outstanding. 
Air quality offset implementation plans for Mortimer and Waterval 
complex smelters, to comply with requirements for postponed 
timeframes for compliance with 2020 SO2 emission limits, were 
submitted in March 2020 and approved by the Department of 
Environmental Affairs and Forestry in July 2020.
To support our licence to operate, our operations continually 
engage the authorities on relevant legislation to obtain or renew 
the necessary permits or environmental authorisations and address 
any challenges. Anglo American Platinum has quarterly liaison 
meetings with the director: licensing and regional managers of DWS. 
These engagements help build and maintain constructive 
relationships, and address concerns raised by both parties.
In the first half of the year, there were considerable challenges in 
obtaining outstanding authorisations due to lockdown restrictions. 
However, most Covid-19-related permitting delays were addressed 
in the second half under level 2/3 restrictions. There are still 
persistent challenges regarding licensing authorities responding on 
time to regulatory timeframes, due to historical capacity constraints. 
This creates uncertainty on permitting timeline projections.
We are encouraged by the government’s commitment to ensure 
that the mining sector is a key role player in addressing the 
economic reforms required in response to Covid-19-related and 
past economic contractions. The South African economic 
reconstruction and recovery plan recognises the need to reduce 
current timeframes for mining, prospecting, water and environmental 
permits by at least 50% to facilitate new investment.
Compliance
All operations work towards full compliance with legal commitments 
(as per approved environmental authorisations) by continuously 
managing these through action plans and tracking progress 
against findings from internal and external audits. All reviewed 
findings are shared on a monthly basis with senior management 
at each operation and key findings are quarterly reported to our 
platinum management committee (PMC) and operations committee.
Each Anglo American Platinum operation and joint venture (JV) in 
South Africa is required to conduct annual or biannual external 
audits against their WULs in terms of the National Water Act; 
environmental management programme reports (EMPR); and 
environmental impact assessments (EIA) under regulation 34 of the 
National Environment Management Act 1998 (NEMA). 
Regulation 34 of the 2014 EIA regulations (amended in 2017), 
as promulgated under NEMA, sets out the compliance auditing 
process for:
	
– Environmental authorisations
	
– Record of decisions 
	
– Environmental management programmes (EMPR) 
	
— Closure plans.
These audits are conducted by an environmental assessment 
practitioner and a formal audit report is issued to the operation 
in the format required by legislation.
Since December 2019, all EMPR/EIA (regulation 34) audit reports 
are disclosed annually on a public website as required. These can 
be downloaded from our website: 
https://www.angloamericanplatinum.com/sustainability/
environmental-compliance-audits. 
All audit reports are reviewed by an external legal company to 
ensure findings are stated in a way that mitigates potential legal 
or reputational risk. All audit findings are captured on the Enablon 
system (going forward, on IsoMetrix) and actions/due dates are 
assigned to responsible line managers at the operations. Some 
solutions require significant engineering design and construction 
and thus require more than one year to complete.
We implement a strategy (illustrated below) to increase levels of 
compliance with permit conditions by addressing findings identified 
during external environmental audits for WULs, EMPR and internal 
audits for air emission licences (AEL).
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
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Natural
Environment continued
Environment audit compliance strategy
Aspirational statement
Support long-term sustainability of the business and legal compliance through 
effective tracking and close-out of external and internal environmental audit findings
Value
levers
Key
enablers
What will 
success 
look like
Key focus
areas
Effective 
systems
Continuous 
verification
Timeous and 
accurate  
audits
Risk-based 
findings
100% 
compliance
Functional 
ownership
	
– Simple and 
effective systems 
to track risks:
•	 Repeats
•	 Unauthorised 
activities
•	 Pollution/
community 
impacts
	
– Real-time 
dashboard 
tracking 
compliance status
Systems that add 
value to users 
through effective 
dashboard 
tracking
Compliance 
status against 
permits available 
at any time
Internal and 
external audits 
completed and 
submitted on time
Business risks 
allocated to each 
finding and 
prioritisation
100% of audit 
findings 
closed-out 
effectively and 
on time
Responsible 
function fully 
aware of relevant 
actions and 
successful 
close-out
	
– Monthly tracking 
and feedback on 
close-out of 
findings at each 
operation
	
– Quarterly feedback 
to operational 
leaders on 
compliance status
	
– Scheduling all legal 
audits to ensure 
timely auditing
–	 Professional audits 
that align with 
legal requirements
	
– Risk-based 
assessments of all 
findings
	
– Analysis of risk
	
– Prioritising findings 
based on risk
	
– Assess findings to 
confirm when 100% 
can be achieved 
for different 
findings
–	 Quarterly reporting 
on progress 
towards 100% 
–	 Escalate repeat 
findings
	
– Actions to address 
findings to be 
allocated to 
functions that are 
responsible for 
managing the 
controls
–	 Responsible action 
owners must report 
on progress in 
addressing findings
Environment
Reduce impact on resources
1   Enablon/Landfolio/Smartsheet   2  Minimum permitting requirements
 3  Cross-functional alignment and collaboration   4  Communication   5  ID and implementation of critical controls
Audit performance
All 2019 audit findings have been captured in our information 
management system (Enablon) and specific reports are generated 
to reflect:
	
– Percentage of findings versus solved
	
– Finding classification report
	
– Risk to the business report
	
– Finding description report
	
– Commitment dates for open findings
	
– Open findings past commitment dates
	
— Findings solved per quarter
Progress against audit findings is reported to operations monthly 
and PMC quarterly. 
All external EMPR/EIA and WUL audits for 2020 will be added to 
Enablon in the first quarter of 2021 to ensure all findings are 
addressed and remedial actions tracked continuously.
Although there are still repeat findings, the 2020 status of the 
previous audit findings reflect our progressive improvement in 
addressing partial or non-compliant conditions. 
We have conducted a detailed review of all findings and required 
measures to close out the remaining requirements. All high-cost 
interventions have been budgeted for in 2021. There are still a few 
low-cost issues to be addressed progressively until resolved. 
Where applicable, we have engaged with relevant authorities to 
reach agreement on formal application processes to be initiated to 
ensure close-out of findings.
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The 2020 status of 2018 and 2019 audit findings for WULs and 
EMPR is shown below:
WUL 
EMPR/EIA 
	
– Total findings: 542
	
– Total findings closed: 408
	
– **% Finding closed out in 
2020: 75%
	
– Total findings: 646
	
– Total findings closed: 512
	
– **% Finding closed out in 
2020: 79%
**  Budget has been approved to close all findings that are due in 2021
Fines and directives
Our Unki operation in Zimbabwe was issued an order to pay a 
USD2,400 fine by the Environmental Management Agency in 
March 2020, for implementing a water augmentation project 
(borehole drilling) without an EIA. Unki had drilled previous boreholes 
at the mine without requiring an EIA and, in January 2020, sought 
clarification on regulatory requirements. The operation paid the 
fine and conducted the required EIA, with the project resuming after 
a certificate was issued by the agency in August.
Unki is also waiting for a response from the agency to an appeal 
submitted after it was issued an order in September 2018 and 
potential USD1,000 fine for the pollution control dam (PCD) sludge 
temporary holding pad before disposal in the tailings storage 
facility. We are encouraged that the agency has continued to 
annually issue a discharge licence for the PCD and, in September 
2020, granted approval to expand the facility.
In 2020, there were no confirmed fines or directives at South African 
operations for non-compliance with environmental regulations, 
licences or permits imposed by authorities on any of our managed 
operations.
Environmental incidents
Incidents that result in negative impacts on the environment and 
our host communities are a serious concern for our business. The 
way that we learn from these incidents, or substandard acts and 
conditions reported, is an essential aspect of improving our 
performance. 
At some of our operations, we are using digital tablets to report 
incidents and environmental inspections. We continue to monitor 
and improve the technologies to address challenges at certain 
operations with connectivity or quality of images to be uploaded. 
We adhere to the Anglo American approach of classifying incidents 
on five levels, according to the actual and/or potential 
consequences for the environment. Level 4-5 incidents (from high 
impact to major) are featured in the chief executive’s report to the 
board and disclosed publicly. Any incident that could have resulted 
in more serious impacts is recorded as an environmental high-
potential incident (HPI).
In 2020, we recorded one level 3 (moderate impact) environmental 
incident (2019: one). This related to the overflow of effluent from a 
rainwater dam at RBMR, resulting in localised low-toxicity pollution 
accumulating in a tributary stream (see page 30 
). Based on the 
assessment, it was confirmed that the incident would not have 
resulted in more serious impacts and it was not rated as an HPI. 
We reported 14 level 2 incidents (2019: 20), with none classified as 
high-potential incidents.
A 0.3% decrease in the number of substandard acts and conditions 
recorded this year and a marginal 4% increase in number of 
environmental incidents recorded (see trend analysis below) is partly 
due to capacity restrictions and associated limited inspections and 
reporting during the Covid-19 lockdown period in April-May, but still 
indicates the focus on effective risk monitoring and management.
■ Level 1/2
■ Level 3
■ SSAC (rhs)
700
600
500
400
300
200
100
0
2,000
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
2016
2017
2018
2019
2020
1,786
1,480
Target: zero level 4 – 5 incidents achieved
1,536
998
151
1
157
Unki
discharge
RMBR
discharge
626
391
221
1
995
Environmental incidents and sub-standard acts
and conditions (SSAC)
(number)
Trend analysis of level 1 and 2 incidents shows that 57% affected 
land and/or open water, predominantly through hydrocarbon spills 
and pipe leakages (2019: 81%). This indicates a more dedicated 
focus at our operations on optimising controls to prevent these 
types of spillages.
In 2020, we recorded eight complaints/grievances classified as 
having an environmental impact (2019: 12). Five were community 
complaints at our managed operations about activities that cause 
gas emissions or excessive dust, and three complaints related to 
mine impact on water resources. Each complaint was investigated, 
feedback was given to the complainants and remedial action taken 
where required.
	
Mototolo concentrator
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
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Natural
Case study 6:
Case study 5:
Environment continued
NO REPEATS of environmental incidents campaign
In working towards our sustainable mining plan goals, we need 
to ensure that each functional area remains in a state of 
continuous improvement to reach operational excellence. 
An assessment of environmental incidents has shown that there 
have been no level 5 incidents at Anglo American-managed 
operations over the last five years. This is one achievement 
among other examples of proactive environmental incident 
management across the group. 
To embed a culture of no repeats, we are implementing an 
awareness campaign that focuses on operational controls 
to prevent negative environmental, social and business 
consequences. Our approach entails: 
–	Identifying and sharing information on identified repeat events 
in an educational format
–	Creating awareness on the importance of no-repeat events 
for environmental incidents
–	Linking repeat incidents to operational performance targets
–	Linking repeat incidents to critical controls
–	Increasing the prioritisation of environmental incidents at all 
operations
–	Preparation and implementation of no-repeat preventative 
plans across the organisation
In the last quarter of 2020, a process of analysing all our 
environmental incidents has shown how some level 2 and level 3 
incidents have been repeated in specific sites and business units. 
Those identified events have the potential of becoming level 4 or 
level 5 rated, if adequate preventative controls are not instated. 
Level 3 environmental incident: overflow of effluent from 
the RBMR rainwater dam
At Rustenburg Base Metals Refinery (RBMR), a rainwater dam at 
the effluent and sodium plant overflowed on 14 January 2020 
after excessive and continuous rain. The discharge flowed into 
the channel leading to a Klipfontein tributary stream, where it 
accumulated.
Refinery management was alerted immediately, as well as 
executive management at the corporate office. We reported 
the overflow to DWS and took immediate action to mitigate 
the impact.
The receiving environment is categorised as being of moderate 
natural or biodiversity value and is a source of agricultural water. 
The incident caused localised low-toxicity pollutants to affect 
the receiving water body. Potential residual harm related to poor 
groundwater quality and a possible impact on livestock 
downstream that depend on water from the stream.
NO REPEATS OF ENVIRONMENTAL INCIDENTS  
can be achieved if supported by a proactive approach in all 
Anglo American operations.
A repeat incident is a reoccurrence of an environmental event with similar characteristics, that  
can potentially have negative environmental, social and business consequences. These incidents can be avoided. 
Through a collaborative approach across all operations and consistent sharing, implementation and embedment 
of environmental incident learnings, as well as effective critical controls, we will eliminate repeat incidents and 
achieve a safe workplace across the organisation. 
We learn from 
each incident and 
make positive 
changes 
We use data and 
research to find 
forever solutions
We commit 
to implement 
learnings to 
prevent repeat 
incidents
We are  
disciplined and 
live our values 
We are 100% 
compliant, 100% 
of the time
TOGETHER WE CAN ACHIEVE NO REPEATS IF:
ALL ENVIRONMENTAL REPEAT INCIDENTS ARE PREVENTABLE, WE MUST STRIVE FOR NO REPEATS.
REPEATS  
OF ENVIRONMENTAL  
INCIDENTS
NO  
This has propelled the need for a focused initiative, illustrated 
above. The objective is to ensure there are no repeated level 2 
and higher incidents across all Anglo American operations by 
2021 and beyond. 
Significant intervention was required to contain the impact and 
full remediation took longer than a week. To manage the level of 
the dam that overflowed, we pumped water to other dams, and 
pumped the effluent that had accumulated in Klipfonteinspruit 
into a nearby pollution control dam. We removed contaminated 
soil from the channels and safely disposed of it. We formalised all 
dam inspections through the operating model work execution 
process for all effluent and sodium teams and the environmental 
department. 
The site conducted internal investigations to identify root causes 
of the incident and institute mechanisms to prevent a repeat. 
These included implementing a reverse-osmosis project to 
reduce chloride concentration in the water. Initiatives are under 
way to improve process stability and efficiency at the effluent 
and sodium plant, free up dam capacity and ensure 
liner integrity. These will be completed in 2022.
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Environmental expenditure and provisions
Environmental expenditure for our managed operations in 2020 was:
	
– R35.9 million for waste disposal, emissions treatment and 
remediation (2019: R24.3 million)
	
— R59.1 million for preventing pollution and environmental 
management (2019: R57.9 million)
Total environmental expenditure of R95 million was R12.8 million 
higher than 2019, reflecting more intense focus on waste recycling 
and disposal to support ZW2L (zero waste to landfill). In addition, 
due to more projects, more support was required from external 
environmental consultants and, as a result, more financial 
guarantees were issued. This excludes the costs of non-product 
output as defined in the International Federation of Accountants’ 
guidance document on environmental management accounting.
In addition to the mentioned environmental expenditure, 
R351 million (2019: R791 million) capital was spent on the SO2 
abatement project at Polokwane Smelter in support of the air 
quality postponement conditions.
Expenditure for environment-related programmes and projects 
is tracked on our SAP system at operational and corporate levels. 
External recognition
We are encouraged by the ongoing external recognition of our 
strong management of ESG issues in 2020, as reflected in several 
global rankings by leading agencies (page 1 
). 
Responsible supply chain management – environmental 
stewardship
The Anglo American responsible sourcing standard for suppliers, 
available on our global websites, details our expectations of 
existing or prospective suppliers under five pillars, including a 
requirement to demonstrate how they protect the environment. 
Under each pillar, the standard defines minimum expectations 
and highlights best-practice and aspirational sustainability 
ambitions for suppliers to work towards. 
We expect all suppliers to comply with applicable environmental 
legislation and set out requirements to support them in limiting 
their environmental harm. These include risk assessments, monitoring 
emissions (eg greenhouse gas and air quality), responsible use of 
water and other resources such as energy. Where possible, we 
encourage suppliers to integrate circular-economy principles in 
supplying goods and services to the group.
We have aligned the standard closely with our group-wide 
sustainable mining plan, best-practice external guidance and 
policies, including our SHE policy. Our standard is available in 
multiple languages and supported by a frequently asked questions 
document for suppliers.
Further information on our approach to assessing and identifying 
suppliers with higher potential for sustainability risk is provided on 
page 140 
. 
Our engagement with suppliers indicates that most high-spend 
suppliers understand potential responsible sourcing risk and 
environmental impact, and typically have established processes 
to identify and manage these risks. In 2020, no major adverse 
environmental issues were recorded.
Small and medium-sized suppliers, which are a large percentage 
of our supply base, traditionally have greater difficulty in 
demonstrating procedures and practices linked to core 
environmental requirements. We support these businesses to meet 
our standards through a bespoke responsible-sourcing training 
programme. This programme was put on hold this year due to 
Covid-19-related impacts and precautions.
The supply chain team also actively participated in the zero waste 
to landfill drive and made a significant contribution (748 tonnes of 
waste was recycled or reused) to reduce waste sent to landfill in 
2020. The Western Limb distribution centre received a certificate for 
not sending any waste to landfill for three consecutive months. 
	
Mogalakwena central pit
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
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Natural
Environment continued
Water is fundamental for our operations and surrounding communities. We embrace our role as water stewards 
and we incorporate learnings and technology as our approach evolves. In 2020, our focus was on updating 
our water-accounting methodology to validate all data against water balances and apply consistent 
definitions as per ICMM/Anglo American freshwater definitions. This supports our ongoing initiatives to meet 
our sustainable mining plan’s water goals and achieve the FutureSmart vision of a waterless mine.
Water: a critical issue
For Anglo American Platinum, water security is a principal risk as all 
our sites operate in stressed catchment areas. We rely heavily on 
water as an input to mining and processing activities. Responsible 
management of this resource is critical, given concerns about water 
security and quality, as well as strict regulation and scrutiny by 
authorities. Pressure on shared freshwater resources is exacerbated 
by growing climate impacts, competition between users and 
potential for conflict. 
South Africa’s water resources are predicted to be in deficit by 2030, 
and large-scale interventions, including public/private partnerships, 
will be vital to ensure a sustainable supply. Mining is one of the few 
industries that can use water of lower quality, namely not suitable 
for human consumption, which allows us to apply creative 
approaches to water reuse and recycling.
Our water targets
The Anglo American sustainable mining plan sets meaningful 
targets for long-term, efficient water use by 2030: 
–	50% reduction (globally) in freshwater abstraction (against 
a restated 2015 baseline)
–	Recycle and re-use at least 75% of available water
–	Zero level 3 or higher water discharge incidents
–	Use innovative technologies that will allow mining with little 
or no water
Progressing on our water management journey
Anglo American Platinum has been steadily improving its water 
management over the last decade as part of a group-wide 
initiative. Our water strategy focuses on the strategic pillars of 
water stewardship, regional and operational water security and 
operational excellence. 
We have demonstrated leadership in increasingly reducing potable 
and raw-water intensity at our operations and partnering in several 
regional bulk-water resource and water efficiency initiatives.
We take a risk-based approach to water management, both in 
our operations and at regional level. This is guided by the Anglo 
American group water policy and water management standard. 
Our water policy focuses on reducing related risks to ensure 
water-resilient operations, while reducing our water footprint. It aims 
to help us meet the vision of a waterless mine and prioritises water 
stewardship. The standard ensures that critical controls and best 
practices are implemented to manage risks at all levels of the value 
chain, and to find opportunities for collaborative solutions with 
communities, based on a detailed understanding of ground and 
surface-water aspects. 
Water
Lowlights/
challenges
Focus for 
2021 and  
beyond
Highlights
–	In 2020, both our raw and potable 
water withdrawal and intensities 
were below target
–	Since 2016, we have achieved a 
reduction in water consumption 
of 32% due to focused water 
management practices, including 
the divestment of sites, which in real 
terms amounts to 28.3 megalitres of 
water saved over five years 
–	Achieved the target of at least 90% 
compliance (all mining sites) towards 
our group water management 
standard
–	Aligned our reporting to ICMM 
reporting standards and definitions 
by developing accurate water 
balances 
–	Developed site-specific water 
management plans to address 
related operational priorities and risks
–	Supporting access to potable water 
in host communities was key in 
mitigating the spread of Covid-19
–	Water shortage remains a principal 
risk, as all our sites and doorstep-
communities and municipalities are 
in water-scarce areas
–	One level 3 (moderate) incident: 
overflow of effluent from the RBMR 
rainwater dam to a tributary stream 
caused localised low-toxicity 
pollution (details on page 30 
) 
–	We continue to explore and invest 
in finding sustainable excess-
water management solutions at 
Twickenham, which is under care and 
maintenance
–	Set site-specific targets to reduce 
freshwater use at all operations
–	Implement current budgeted plans
–	Reduce freshwater consumption 
and incrementally improve water 
efficiency, in order to meet our 
sustainable mining plan water goals 
and achieve the FutureSmart vision 
of a waterless mine
–	Improve water security at all of our 
sites by improving the integrity of the 
treated effluent infrastructure and 
water quality
–	Explore and invest in innovative 
technologies
–	Manage regional (catchment-wide) 
water risks, in partnership with 
regional stakeholders
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Developments in 2020 and going forward
Improving water accounting 
For us to monitor our progress and take appropriate action, the 
data on which we base our decisions must be as accurate as 
possible, so we have installed critical monitoring instrumentation 
to improve accuracy. In 2020, we completed a detailed review of 
our mining operations’ water data from 2015 for a more accurate 
picture of our water consumption. This revised baseline data for 
2030 targets enables us to more accurately assess our 
achievements to date and understand the challenges ahead. 
Anglo American also launched a global initiative to standardise 
our reporting metrics and introduce improved definitions aligned 
with the International Council on Mining and Metals (ICMM). We 
continued building dynamic and stochastic water balances for 
all our sites and generated a water-reporting dataset for all 
withdrawals, consumptions, discharges and reuse/recycling. 
Consistent with our ambition towards responsible water 
stewardship, we will reassess our water targets and their underlying 
indicators in 2021. The aim is to ensure they are meaningful to all 
stakeholders and technically appropriate; drive the right behaviours 
at our operations; reflect the complexity of the socio-political and 
ecological context of our sites, embrace our ambition to reduce our 
water footprint while creating value for our stakeholders.
Compliance to water management standards
By the end of 2020, our sites were 95% compliant to the water 
management standard parameters, based on the Anglo American 
water management self-assessments where most requirements 
were achieved. Each of our sites has competent persons for water 
management and has finalised site-wide water balances with 
high-quality data feeding into water accounting and reporting. 
These are helping us identify water-efficiency opportunities by 
reducing water losses and increasing efficiency, in line with our 
commitments in the sustainable mining plan. All holistic site water 
management plans (WMP), self-assessments and gap analyses 
against the standard have been signed off, with results included in 
our CEO’s scorecard.
WMPs include water security, water-use efficiency, tailings water-
recovery projects and mine-dewatering strategy, stormwater 
management and discharge management, complemented by 
a monitoring programme.
Freshwater reduction targets will be underpinned by projects to 
reduce water consumption by applying technology in the tailings 
deposition circuit, exchange freshwater withdrawal for lower-quality 
sources and/or fit-for-purpose water infrastructure to increase 
recycling and reuse. Our end goal is a waterless mine – one that 
uses no external freshwater beyond ramp-up. To date, much of 
our freshwater withdrawal reduction is due to the switch to using 
treated sewage effluent.
Demonstrating strong management of 
water issues, for a second consecutive 
year, Anglo American Platinum achieved 
an A score for its submission to the annual 
water disclosure project of the CDP. This 
score falls in the leadership band. 
Our 2020 submission is available at 
www.cdproject.net. 
Next steps
In 2021, we will focus on key areas:
	
– Setting site-specific targets for all operations by progressing 
opportunities to concept-phase projects to reduce freshwater 
withdrawal, reduce overall consumption and increase our 
efficiency, in line with the hierarchy of water management: 
eliminate; reduce; reuse/recycle; substitute 
	
– Continuing to implement meters for improved data recording, 
and automate our water data analytics and reporting
	
– Start incorporating water quality data as per revised ICMM 
guidelines
	
– Avoiding level 3 discharges by effectively managing all our dams 
on site, based on stochastic analysis of the hydrology and water 
system
–	Deepening understanding of our role in the catchments in which 
we operate to identify and address shared challenges.
Risk assessments
As part of our group-wide risk management framework, we assess 
water-related risks each year. These include operational risks 
resulting from limited water availability, in turn caused by abnormal 
and persistent drought cycles, flooding and discharges due to high 
rainfall, and social risks resulting from competition with other water 
stakeholders and water-quality impacts of scarce resources. 
Our company water-risk profile is moderate to significant at this 
stage, based on the risk-based criteria in our water management 
standard.
Our climate-data review and predictive modelling indicate that 
increasing weather volatility – including highly variable and 
interchangeable periods of droughts and floods – is likely to 
exacerbate water stress and vulnerabilities at our operations and 
communities in which we operate, notably in the Limpopo region. 
In 2019, we completed a regional Limpopo water balance which 
has assisted in quantifying the catchment water assurance, 
shortfall and demand over time for all water users in the catchment. 
We compiled heat maps to indicate shortfalls in storage reservoirs 
(with and without interventions over time) and we considered 
bridging options to meet water demand in the study catchment. 
The regional catchment analysis also included an analysis of 
climate-change impact on the regional water balance. We support 
a regional water system to assist both the Eastern and Northern 
Limbs, notably Mogalakwena Mine, in future.
Compliance
Refer to pages 26 to 29 
 for compliance with environmental 
regulations, licences or permits for managed operations in South 
Africa or Zimbabwe.
Anglo American Platinum holds regular quarterly meetings with the 
DWS to discuss water use licences. These meetings have been 
helpful in tracking the status on any licence applications submitted 
to the regulator.
No water source, ecosystem (eg Ramsar-listed wetland) or habitat 
was materially affected by our extraction and use of water. In 2020, 
we recorded one level 3 (moderate impact) environmental incident. 
This related to an overflow of effluent from the RBMR rainwater dam 
into a tributary stream, resulting in a localised low-toxicity pollutant 
that was cleared (refer page 30 
). This was not classified as a 
high-potential incident. 
We are committed to eliminating level 3 incidents by 2030. We have 
launched an investigation and technical review to understand how 
unplanned discharges impact such incidents. We will then be able 
to determine the actions we need to take to prevent them, as well 
as upgrades to our water management and conveyance structures.
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
33

Natural
Environment continued
Water use at our sites
Our main operational water activities (tasks) are: 
	
– Abstraction, conveyance treatment and recirculation
	
– Monitoring and implementing water balances
	
– Dewatering to access ore reserves
	
– Ore processing
	
– Mineral residue deposition (including tailings, waste rock and slag) 
and discharge control
	
– Smelting
	
– Beneficiation of metals
	
– Refrigeration and ventilation cooling
	
– Transportation and dust suppression
	
– Stormwater management and flood protection
	
– Diversion of freshwater
–	Storage for recycled water and freshwater supply
We also provide access to fully functioning water, sanitation and 
hygiene services at all our mining operations and hostels as a basic 
human right.
Water sources
Based on current definitions, some 88% of our freshwater 
withdrawals take place at four sites: Unki, Mototolo and 
Amandelbult mining complexes, and our smelters and metal 
refineries in the Rustenburg complex. We have reduced our 
freshwater withdrawal as a percentage of total water withdrawal 
from 37% in 2015 to 17% in 2020, by increasing our use of treated 
effluent and grey water.
Mogalakwena complex’s main source is treated municipal sewage 
effluent and rainfall run-off. Our operations at Amandelbult and 
Mototolo reuse and have recycling efficiencies of over 72% of 
water used with additional sources from rainfall and stormwater 
harvesting, and supplement with potable or raw water from 
third-party suppliers, respectively. Our operation at Unki uses 
predominantly surface water, augmented with groundwater since 
mid-2020. All our beneficiation plants (smelters and refineries) are 
sensitive to water quality and mostly rely on potable water from 
third-party suppliers.
We continue to increase the level of treated effluent water used 
at our operations. We secured treated effluent from wastewater 
treatment plants in Polokwane, Mokopane and Rustenburg. We are 
securing treated effluent from Northam for Mortimer smelter, have 
expanded effluent treatment capacity at Polokwane wastewater 
treatment plant and are debottlenecking the pipeline to site. We 
are also in discussions to secure an additional 2Mℓ/d of treated 
effluent for Rustenburg process plants from the Rustenburg Water 
Services Trust, while we will de-bottleneck our Polokwane treated 
effluent pipeline for the full allocation of 20Mℓ/d.
Measuring our progress
In working towards our sustainable water goals, specific targets 
are set annually for each site, including water-intensity metrics. 
Our operations report on water withdrawal, consumption and 
discharge, tracking performance against targets monthly.
Our progress in recent years has been driven by progressive 
implementation of best-practice water-treatment recovery 
technologies. There has been an increasing focus on recycling and 
reusing water from internal sewerage plants, tailings return-water 
dams, mine service water and other internal sources, such as 
pollution control and stormwater dams.
Each operation had set a milestone potable or raw surface 
water-reduction target for 2020. These were expressed as an 
intensity metric with related water consumption by 2020 against 
forecasts of business-as-usual demand at individual operations.
In 2020, both our raw surface and potable water withdrawal and 
intensities were below target. However, potable water intensities for 
specific sites were above target, mainly due to reduced production 
during the ACP shutdown and Covid-19 national lockdown. Other 
material factors included very little treated effluent from Mokopane 
being used due to downstream environmental requirements and 
pending installation of the booster pump station. Treated effluent 
was received from Polokwane, but infrastructure was unreliable at 
times and poor quality from the wastewater treatment plant 
resulted in suboptimal use. Efficiency gains were achieved at our 
smelters and processing sites which identified and corrected several 
leaks and other inefficiencies.
Levels of water reuse/recycling at our operations improved from 
55% in 2019 to 59% in 2020. 
NB: Rustenburg and Union divested operations are included 
to respective dates of divestment – 31 October 2019 and 
31 January 2018.
■ Total water withdrawal
■ Potable water
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
2016
2017
2018
2019
2020
12,327
26,533
25,094
32,687
9,433
24,433
6,142
7,642
22,357
6,571
Water withdrawal
(000 m3)
1.2
1.0
0.8
0.6
0.4
0.2
0
2016
2017
2018
2019
2020
0.88
1.02
0.96
1.00
1.01
Total water withdrawal intensity
(m3/tonnes milled)
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5
4,000
6,000
0
2,000
8,000
10,000
Surface water 
used
Groundwater 
used
Non-potable 
water from an 
external source 
Potable water
from an external 
source 
2,628
Total water withdrawal: 22,383
7,872
5,286
6,571
Water withdrawal by source in 2020
(000 m3)
0.6
0.5
0.4
0.3
0.2
0.1
0.0
2016
2017
2018
2020
0.362
0.303
0.242
2014
2015
0.394
2013
0.482
2019
0.459
0.332
0.297
Potable water intensity
(m3/tonnes milled)
In 2020, only 17% of our total withdrawal was freshwater, compared 
to 37% in 2015. We have made significant progress in substituting 
freshwater with non-freshwater. For example, at Mogalakwena, 
the mine operates 90% of requirements are met by treated sewage 
effluent and mine-impacted water. 
In 2020, our intensity of use was as follows:
Intensity (m3/t milled)
2020
2019
2018
Total water-withdrawal intensity
1.01
1.00
0.96
Potable water-use intensity from 
an external resource
0.297
0.3003
0.242
Innovation changing the game for water 
Our ambition is to develop mines that are water-neutral during 
their operational phase. This means freshwater is diverted and no 
additional water is introduced or intercepted. Innovation is key 
to realising this goal and, through FutureSmart, we are exploring 
several promising technologies:
	
– Computational fluid dynamics (CFD) that informs the design of 
new stormwater management features for our dams, and reduces 
the risk of discharges
	
– 2D studies that map flood risk and help identify structural and 
design improvements 
	
– Water covers and floating solar panels that minimise evaporation. 
A concept study has been completed at Amandelbult (see case 
study on page 36 
) 
	
– Liners and under-drainage systems for tailings dams that 
increase water recovery and reduce freshwater withdrawals, 
eg the high-density polyethylene-lined Mareesburg tailings dam 
at Mototolo, where phase two and three are under construction
	
– Tailings dewatering technologies that allow improved water 
recovery and recycling rates. A hydraulic dry stacking trial is under 
construction at Anglo American’s El Soldado operation and 
conceptual studies for a large-scale test rig and placement trials 
at Mogalakwena have begun. Cycloning is used at Mareesburg, 
has been trialled at Unki and tailings filtration utilised at Mototolo
	
– Construction is under way at Mogalakwena of a coarse particle 
recovery technology that uses a coarser grinder when processing 
ore; by combining this with dry-disposal or filtered tailings 
technology, water-use intensity may be reduced by as much 
as 50%
	
– A dry bulk-ore sorting pilot plant has been commissioned at 
Mogalakwena which will allow dry separation of low-grade ore 
and dilution. A number of comminution and flotation technologies 
are being trialled at Mogalakwena to increase recovery and, 
along with ore-sorting, could significantly reduce water use per 
recovered PGM ounce 
	
— A pilot plant for dry slag granulation at Polokwane is planned 
and if implemented at full scale will result in a water saving of 
about 50%. 
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
35

Natural
Case study 7:
Environment continued
New projects to reduce freshwater withdrawals
Improving the quality of treated grey water
In our drive to reduce freshwater consumption, we are 
exploring emerging technologies to improve water quality 
from the wastewater plants where we source effluent at an 
acceptable water quality for our processes and improve our 
reliance on its use.
At Rustenburg, we achieved a milestone in reducing dependency 
on potable water for processing by implementing a dissolved air 
flotation unit and sand-filter treatment in 2015, which has 
improved the consistency and quality of effluent used. In 2020, 
the smelting and refining team trialled ultra-filtration (UF) 
as a pre-treatment step to improve the quality of grey water by 
removing additional unwanted elements such as fats, oils and 
grease, as well as chlorides.
A pilot UF skid was conducted over two weeks in November at 
the Rustenburg Water Services Trust to provide supporting data 
for proof of concept and design for a full-scale plant. Early in 
2021 we commenced a second pilot study and started a process 
of conceptualising a bigger project and identifying the 
processes to provide this quality of water to different sites.
Anglo American Platinum’s reduced use of Rand Water will also 
improve the water security for the Rustenburg Town.
	
Ultrafiltration Pilot plant test on Rustenburg Waste water treated effluent
Floating solar panels that minimise evaporation
Amandelbult is investigating the value and efficiency of water 
covers with floating solar panels, to save on energy and reduce 
evaporation losses on our pollution control dams. Amandelbult 
has a high average evaporation rate of about 1,800mm/year: 
initial indications are that floating solar panels may reduce 
evaporation by 85%, resulting in a freshwater saving of about 
38Mℓ/year for an area of 25,000m2.
Scavenger wells to manage pollution plume migration
At Mogalakwena, we 
have installed seven 
scavenger wells to 
mitigate the pollution 
plume migration 
around the Blinkwater 
TSF. On average, we 
are getting 0.6Mℓ/day 
back into the water 
system.
At Polokwane smelters, 
a groundwater study 
highlighted the 
possibility of reducing 
the high groundwater levels around the slag dump which are 
causing high hydrostatic pressures on the slag liner, through 
scavenger boreholes. The, four scavenger boreholes will be 
equipped and tested during 2021. The water from the scavenger 
boreholes will be pumped to the relevant pollution control dam 
and contribute to the site’s water security and potable water 
savings.
Desilting at Mogalakwena return-water dam
At Mogalakwena, the return-water dam was about 62% silted 
at the end of 2018, increasing the risk of spills. A floating dredger 
was introduced and silt has been successfully pumped to 
Vaalkop TSF. The challenge was to maintain a high water level 
for efficient dredging while avoiding any spills during the rainy 
season.
	
Floating dredger
	
Water collected from scavenger wells
36	
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Partnering and engaging with stakeholders 
We work closely with other stakeholders to manage water supply, 
and the social, reputational and operational risks that result from 
our water use. The Anglo American Social Way helps us understand 
our water-related socio-economic impacts and enhance 
stakeholder dialogue and managing social issues. 
Water security is a particular risk for our operations in Limpopo, 
especially during prolonged drought, coupled to rising community 
and municipal demand. While the province is expected to be 
water-stressed between 2022 and 2025, studies have identified 
several opportunities for source-water options to augment regional 
water supply. 
Anglo American Platinum played a key role in a collaborative water 
strategy for Limpopo, launched in 2017, in partnership with 
government, regional water providers and other mining houses. 
From our 2019 regional Limpopo water resources study, we 
continued to improve our understanding of the Olifants River 
Water System, under the guidance of the Joint Water Forum (JWF), 
a partnership with other mining houses. 
A focus is our support of the Lebalelo Water User Association (LWUA) 
to unlock the resource potential of De Hoop Dam in the Middle 
Olifants River Catchment, by developing the bulk Olifants River 
water resources development project (ORWRDP) infrastructure, as 
well as potable water-supply infrastructure for communities in the 
area. This scheme will benefit the entire Eastern and Northern Limb 
area. Anglo American Platinum is the majority shareholder and 
chairs the LWUA which has been actively engaging with DWS to 
support completion of the second phase of the ORWRDP.
We continue to engage closely with the Rustenburg Water Services 
Trust, Polokwane and Mokopane municipalities to improve the 
effluent from the wastewater treatment plants, and regularly 
communicate with all the bulk-water suppliers (Magalies Water, 
Rand Water, Lepelle North Water and Lebalelo Water User 
Association) on our use, water tariffs, water restrictions and any 
related water issues. These engagements are ongoing and assist 
in improving the management of water-supply infrastructure and 
resources in the municipal areas. 
The significance of our role in alleviating water shortages in 
communities was heightened in 2020 with access to clean water 
and sanitation being imperative in curbing the spread of Covid-19. 
A flagship initiative is our partnership with Hall Core Water Mapela 
in providing 3.5 million litres of potable water daily to over 70,000 
people in communities around Mogalakwena Mine. At Unki in 
Zimbabwe, we assisted in resuscitating boreholes in the village that 
had broken down as well as developing new boreholes to ensure 
adequate access to drinking water.
Project highlights
In 2020, drought conditions in the Mogalakwena catchment resulted 
in very low levels in the Doorndraai Dam, and in boreholes that 
supply the Mogalakwena municipality. We have been collaborating 
with the municipality to identify and assess short and medium-term 
solutions to improve water supply to the municipality, for 
implementation in 2021.
We are upgrading the Polokwane wastewater plant to the 
nameplate capacity of 36Mℓ/d for completion early-2021. The 
extension will also assist in improving effluent quality into the 
receiving water body and benefit downstream users. The design 
to upgrade and debottleneck the approximately 60km treated 
effluent pipeline to 20 Mℓ/d capacity has been completed for 
implementation in 2021.
We completed a prefeasibility study and will start feasibility studies 
in 2021 to upgrade the Mokopane treated effluent pipeline to 
improve its structural integrity. The project aims to improve reliability 
of treated effluent supply to the mine through the pipeline, and 
ensure accessibility for maintenance, by rerouting it to avoid 
built-up areas and private housing backyards.
In Polokwane, we have continued to work with the brewer, SABInBev, 
and the Strategic Water Partners Network to fix water leaks that led 
to over half the potable water supply being lost. We are also 
assisting with water conservation and water demand management 
initiatives for Polokwane.
Near Mortimer, we are developing a 5Mℓ/day wastewater treatment 
plant in Northam and, at Amandelbult, a 10Mℓ potable water 
reservoir was completed for the Thabazimbi town system.
Unki is implementing several water-conservation and demand-
management projects to reduce site water demand and 
withdrawal from the Lucilia Poort Dam. In 2020, a groundwater 
augmentation scheme was developed to support Unki and to 
supply water to some local villages.
Addressing water quality concerns
As part of our strategy to investigate and, where possible, 
implement or support the implementation of measures to address 
elevated nitrate levels in groundwater in Limpopo, including those 
noted around Mogalakwena we will appoint specialist consultants 
to conduct further hydro-geochemical studies in 2021. 
At Twickenham, which is under care and maintenance, we continue 
to focus on excess water management. About 1Mℓ/d of surplus 
shaft ingress water is released into the environment. We are 
addressing related community concerns through a joint community 
forum, chaired by DWS. We are awaiting approval to use the excess 
water for irrigation, alternatively the infrastructure to pump excess 
water into a 16Mℓ dam is in place for use at a neighbouring mine 
for commercial beneficial use. We have meanwhile appointed a 
specialist to analyse other excess water management options, 
beyond irrigation, including further treatment prior to discharge into 
the river. Currently, the water use licence has expired and DWS has 
not indicated the required standards for water quality. 
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
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Natural
Environment continued
Tackling climate change is the defining challenge 
of our times. Our underlying principle is to reduce 
carbon going into the atmosphere and we have 
clear pathways, guided by our purpose of re-imagining 
mining to improve people’s lives. These include 
optimising opportunities for our products to support 
a greener, cleaner, more sustainable world; reducing 
our energy consumption and intensity; and 
increased use of renewable energy.
Our response to climate change is firmly 
entrenched in the group sustainability 
goals that inform our GHG emissions and 
energy-intensity reduction targets.
Our strategic approach
Anglo American Platinum’s approach to climate change adheres to 
Anglo American’s climate-change policy and management 
approach, built around five principles:
	
– Building internal agility and ensuring resilience to climate change
	
– Reducing energy use and carbon emissions throughout our 
business
	
– Understanding and responding to risks and opportunities related 
to the carbon life cycle of our products
	
– Developing and implementing collaborative solutions with our 
stakeholders
	
— Contributing our skills and knowledge to developing responsible 
public policy
These principles align with the vision set out by the UK’s Financial 
Stability Board’s Task Force on Climate-related Financial Disclosures 
(TCFD). Anglo American Platinum supports the TCFD and a 
summary of our current compliance with its recommendations is 
on page 202 
. 
In line with the Paris Agreement’s sub-2°C goals, Anglo American 
has committed to achieving carbon neutrality across its operations 
by 2040, supported by clear intermediate targets. We have 
developed a roadmap to carbon neutrality that is informed by 
detailed work at each of our sites. We are confident that our 
Climate change
and energy management
Lowlights/
challenges
Focus for 
2021 and  
beyond
Highlights
–	Energy use 11% below target, mainly 
due to curtailed operations during 
the Covid-19 lockdown
–	GHG emissions (CO2e) below plan, 
mainly on reduced electricity 
consumption (scope 2 emissions) 
–	Developed a roadmap to achieving 
carbon neutrality by 2040, with 
site-specific projects identified 
and targets set 
–	Deploying energy-recovery 
applications in energy-intensive ore 
processing
–	Progress in implementing our 
renewable energy strategy, with 
the Mogalakwena large-scale 
solar photovoltaic (PV) project at 
adjudication phase to select the 
developer
–	Energy intensity exceeded target 
due to below-plan production amid 
pandemic restrictions
–	Rising energy and carbon tax in 
South Africa will increase capital 
and operating costs
–	Long-term security of reliable and 
adequate supply of electricity 
from Eskom is a major risk for our 
South African operations
–	Uncertainty on emerging carbon-
pricing policies and changing market 
demands for PGMs
–	Implement our roadmap for 
achieving group goals of 30% 
reduction in energy intensity and 
GHG emissions by 2030 (baseline 
2016) and carbon neutrality by 2040
–	Key objectives include:
•	 Reduce energy consumption and 
improve energy efficiency
•	 Increase contribution of renewables 
in our energy mix to a minimum of 
40%
•	 Support development of new 
markets for PGMs
–	Pilot a hydrogen-powered mine haul 
truck at Mogalakwena Mine in 2021, 
potentially transformational to the 
hydrogen industry
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FutureSmart Mining technologies will be a key driver in reducing our 
emissions. We will also increase our sourcing of renewable energy 
and low-carbon operational solutions, including the production and 
use of hydrogen. Risk impact, mitigation and tracking elements are 
embedded in our operating model to help us understand what we 
need to put in place to achieve our targets.
Our management systems, structures, governance and 
engagement processes ensure that climate change is considered 
in all our business decisions. Going forward, we will take into 
account a carbon price for all our forecasting. Our initiatives to 
reduce our carbon emissions will also reduce our exposure to 
evolving climate-change regulatory requirements and increases 
in energy costs.
Our CEO’s scorecard includes performance on energy and carbon. 
Anglo American Platinum’s general managers are financially 
rewarded for achieving operational-level energy-reduction targets. 
In future, we aim to incentivise individuals based on their team’s 
performance against climate, energy and water targets. This will 
contribute to the whole workforce being incentivised to meet our 
GHG targets.
Further disclosure on our climate-related practices appears 
in our integrated annual report and in our annual submission to CDP 
(www.cdproject.net 
). Anglo American Platinum’s leadership on 
climate action and the transition to the new sustainable economy 
is recognised in being on the CDP’s ‘A’ list based on our 2020 
submission. 
Understanding our climate-related risks and opportunities
Our business is exposed to a spectrum of risks from climate change, 
including physical, regulatory, market, cost or legal. Details are 
provided in our annual submission to CDP, section C2.2c 
(www.cdproject.net 
). Our principal climate-related risk is the 
potential impact of climate change on security of water supply for 
our organisation and host communities. Security of energy supply, 
rising energy prices and the carbon tax in South Africa are also 
material risks for our operations.
Our risk management approach enables us to identify and manage 
both risks and opportunities, helping to ensure the resilience of our 
portfolio. Our quantitative scenario analysis work, reviewed below, 
has reinforced this approach and is a key input in our strategic-
planning processes. Anglo American Platinum assesses and reviews 
climate-change risks monthly, with a formal annual risk review.
Two key processes guide how we manage climate-change risks: 
the operational risk management (ORM) programme and 
investment development model for projects. The ORM guides 
operations on assessing risk at each level of activity, with tools to 
identify priority unwanted events and the controls we need to put 
in place and monitor to prevent those events. The investment 
development model process and evaluation criteria ensure that 
climate-change risks and opportunities are embedded in the 
investment design, including the consideration for alternative 
low-carbon energy sourcing and the adaptation required for 
extreme weather and long-term climate change.
Climate change and energy regulatory developments
In South Africa, the Department of Environment, Forestry and 
Fisheries (DEFF) and Treasury continue to make efforts to introduce 
the necessary regulatory and policy framework to address climate 
change, in line with the country’s commitment to the United 
Nations framework convention on climate change. Over the last 
year, this has included enacting regulations to fully implement the 
carbon-tax levy and allowances; introducing greenhouse gas 
(GHG) reporting legislation to strengthen disclosure and monitoring 
protocols; climate-change mitigation and adaptation policy 
documents to provide a blueprint for a coordinated and 
integrated response by both the public and private sector; and 
resuming consultations on the climate change bill, which will 
provide the much-needed regulatory framework and legal certainty. 
These developments are in line with global trends and Anglo 
American Platinum’s carbon-neutrality commitments, energy-
reduction targets as well as sustainability goals and objectives.
Carbon-tax liability
In South Africa, our operations are liable to pay carbon tax from 
the combustion of coal and other fossil fuels. The design of the tax 
provides for significant tax-free emissions allowances ranging from 
60% to 95% for the first phase (1 June 2019 to 31 December 2022). 
To ease the potential adverse impacts on energy-intensive sectors 
such as mining, the tax will not have any impact on the price of 
electricity during the first phase.
The first filing and levy payment date for carbon-tax liabilities was 
deferred by government from 30 July to 31 October 2020 as part 
of a relief mechanism during the national lockdown period. Our 
operations prepared reports for the time period stipulated in phase 
1 and submitted them on time. 
We have assessed the potential carbon-tax liability for our business 
and included carbon pricing in our budget guidance and project 
evaluations. The first carbon tax payment for 2019 was made in 
2020. After including basic (60%) and trade (10%) allowances, the 
tax totalled R5.44 million. The estimated carbon tax for FY20, 
including allowances, is R9 million. Carbon tax paid excludes taxes 
paid on diesel and petrol, which are paid at the pump.
We continue to assess our approach to mitigating our exposure, as 
we progress towards our climate-change stretch goals. The South 
African carbon-tax legislation allows for the use of domestic offset 
credits against 10% of tax exposure. We are evaluating options to 
source cost-effective carbon credits. This presents opportunities for 
our South African operations to mitigate risk (reduce our carbon-tax 
liability) and to potentially generate an additional income stream.
Anglo American Platinum’s position on carbon tax is consistent with 
the Minerals Council South Africa. To accurately assess its impact on 
business, we will continue to influence and provide input on this tax 
and the update of subsequent phases. The South African Carbon 
Tax act has the base rate 120/tCO2e (2020) and will increase at 
CPI + 2% to 2022 and thereafter by CPI. The issue under deliberation 
is the level of basic allowance which will be applied for electricity 
port 2022.
Electricity use accounts for around 90% of our exposure to 
carbon-tax cost impacts from 2023. The Mogalakwena 75MW solar 
PV project under development will reduce that operation’s demand 
on a highly constrained power grid and reduce exposure to carbon 
tax (150,000tCO2e/pa).
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
39

Natural
Environment continued
4,500
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0
GHG (ktCO2e)
112,000
110,000
100,000
90,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
101
169
195
282
223
323
210
304
3,628
205
296
3,374
190
275
3,336
188
272
2019
(Jul-Dec)
2020
2021
2022
2023
2024
2025
Carbon tax projections based on 2020 emissions
Carbon tax (Rm)
■ Scope 1 emissions (other fossil fuels)
■ Scope 1 emissions (diesel and petrol)
■  Scope 2 emissions (electricity)
■  Carbon tax (calculated)
Notes
– Carbon tax rate escalates at CPI +2% pa until 2022, thereafter at CPI.
– Base carbon tax of R120/tCO2e less applicable allowances.
Ensuring resilience to climate change
Understanding how climate change may affect our operations and 
key end markets for our products is critical to our strategic decisions. 
It also gives us confidence in the resilience of our business, as we 
strive to optimise opportunities associated with the transition to a 
low-carbon future.
Scenarios help us imagine how the world might develop in response 
to different assumed conditions. It is not possible to know exactly 
how climate change will evolve and what its implications will be. 
However, for mining, we expect the impacts in two broad areas:
	
– Physical: the potential impact on our operations and 
neighbouring communities from floods, droughts and other 
extreme weather events
	
— Demand for mined products: the regulatory and technological 
implications of the transition to a low-carbon economy and how 
this might affect demand for different products.
To anticipate these impacts and formulate strategic responses, we 
have developed scenarios for possible future worlds that represent 
combinations of a potential set of outcomes.
Our resilience to physical risks
The investment decisions we make today on mine projects could be 
significantly affected by weather variability associated with 
long-term climate change. We seek to understand the physical 
implications of climate change for our operations and neighbouring 
communities and implement adaptation responses.
Our approach to adaptation includes building climate-change 
scenarios with the best-available science, using our operating 
models to identify vulnerability and exposure. We also consider 
adaptation measures in new project stage-gate evaluations.
Climate change and extreme weather are potential risks for our 
operations. We have worked with South Africa’s Council for Scientific 
and Industrial Research (CSIR), a leading research body, to model 
the possible impacts of climate change and extreme weather and 
inform the design of mitigating controls. For example, increased 
frequency of extreme rainfall will require changes in monitoring, 
infrastructure design and emergency preparedness. Our aim was to 
understand the impact of changes in rainfall, water consumption, 
security of water supply and infrastructure.
The model we jointly developed with the CSIR is a state-of-the-art, 
high-resolution climate model, with results used to inform the risk 
assessment and infrastructure planning work by Anglo American’s 
water and environment teams. The analysis extends beyond 2050. 
The CSIR team looked at the PGM-bearing Bushveld complex of 
north-eastern South Africa and the Great Dyke region of southern 
Zimbabwe. The data from the climate models is used in water-
catchment models and site-water balances.
Portfolio resilience
The transition to lower-carbon, climate-resilient economies is 
expected to affect demand for our products. These trends are 
factored into our risk and opportunity assessments. In 2016, we 
completed a qualitative analysis of climate-change signposts and 
indicators affecting PGM demand to 2035. In 2018, we extended 
this work with a climate-modelling and adaptation exercise across 
all our operations in South Africa. We developed quantitative 
scenario analyses for possible future worlds that represent 
combinations of a potential set of outcomes from physical impacts 
on our operations and neighbouring communities, and demand for 
our mined products.
Demand for PGMs is forecast to increase over time, given the 
ongoing trend to cleaner-emission vehicles under more stringent 
global legislation. Increasing demand by the automotive industry is 
likely to be augmented by growing opportunities for emerging 
applications, including hybrid and hydrogen fuel cell electric 
vehicles, while emerging countries such as India offer the potential 
of developing, from a relatively low base, into significant platinum 
jewellery markets.
We are well positioned to proactively stimulate demand for 
platinum, including through targeted campaigns in emerging 
jewellery markets; create new investment demand for the metal as a 
store of value; and support the development of PGM technologies 
that are expected to drive industrial demand. This includes investing 
in primary research and development; investing in early-stage 
companies commercialising PGM technologies; and working to 
enable a favourable policy environment for these technologies.
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Leading the development of an integrated mine-decarbonisation solution
>30%
Reduced by  
2030
100%
Reduced by  
2040
Our pathway to carbon neutrality by 2040
CO2  emissions reduction relative to 2016 baseline1
1	 Scope 1 and 2 emissions.
Zero-carbon mine trucks 
Enabled by our planned power plant module,  
fuelled by green H2 
Supplied 
to mine 
operations
to refuel  
H2 mine 
trucks
Excess energy converted  
to green hydrogen (H2)
Potential:
20% to 25%
Progress to date:
7% reduction in energy intensity 
8% reduction in GHG emissions
Energy efficiency:  
Initiatives to reduce energy intensity  
(eg steam reticulation optimisation)
Potential:
20% to 30%
Progress to date:
Developing our first large-scale solar  
photovoltaic facility (75MW) at Mogalakwena
Clean power for mines: 
Renewable energy projects and  
storage facilities
Potential:
10% to 15%
Progress to date: 
Proof-of-concept trial on first truck is planned 
for first motion in H2 2021
Fuel-cell adoption: Roll out ~40 trucks 
from 2024 to entirely replace diesel 
consumption at Mogalakwena
	
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Natural
Environment continued
Reducing our carbon footprint 
In 2020, Anglo American Platinum completed development of a 
carbon-neutral model, which projects our energy intensity and 
carbon emissions over time to track the pathway to carbon 
neutrality, based on: 
	
– Radically reducing energy consumption through FutureSmart 
Mining methods and technology adoption
	
— Switching to low-carbon energy sourcing and increasing the 
role of renewables in our energy mix.
The model has been informed by technical reviews to identify 
priority energy and carbon-reduction options at our major 
operations and opportunities to support the change in the energy 
mix. Elements of the model are being developed to ensure that all 
initiatives are accounted for and to improve the level of confidence 
in the analysis and output. The key elements of the model are:
	
– Business improvement projects (energy-reduction and efficiency 
improvements)
	
– Clean power for mines (greater reliance on renewable or zero-
carbon alternatives, focusing on solar PV)
	
— FutureSmart programme
	
– Technology development – hydrogen project (fuel cell-powered 
haul trucks)
Aligned with this approach, we have set 2030 targets to improve 
energy efficiency and reduce absolute GHG emissions by 30%, 
against a 2016 baseline. These stretch goals were informed by 
the South African government submission to the 2015 Paris 
Agreement. Operational site-specific targets have 
been cascaded and monthly progress per site is reported. New 
energy and carbon-intensity targets have been introduced across 
Anglo American, which are linked to long-term incentive plan share 
awards over a three-year period ending in 2022.
We implement site-specific business improvement projects as part 
of ECO2MAN, our energy and carbon management programme, 
which identifies projects that can help our sites meet their targets 
on energy use and GHG emissions. Anglo American reviewed and 
refreshed the programme’s guidelines and standards in 2019. These 
updates reflect innovations in reducing energy use and alternatives 
for increasing our use of renewable energy and ensuring alignment 
with ISO requirements.
Each operational site is tracked on its monthly energy consumption 
and CO2e GHG emissions. These are reported against targets to 
meet annual and longer-term energy and carbon-intensity 
reductions. 
In recent years, we have applied best-available technologies to 
underground ventilation, fuel use and pumping water, replaced 
pneumatic rock drills with more energy-efficient electrohydraulic 
rock-drill technology and, at our Waterval smelter, we generate 
electricity from waste heat recovered from the converting process. 
Current energy-efficiency improvement projects focus on mining 
excellence, grade sorting and concentrator throughput. 
In driving clean power for our mines, we aim to increase the 
contribution of renewables in our energy mix to a minimum of 40%. 
Our current focus is on developing a large-scale (75MW) solar 
PV plant to power the Mogalakwena complex. Technology 
development projects include hydrogen replacement for diesel 
trucks, coarse particle flotation, and bulk sorting (reviewed below). 
We also continue to benefit from tax incentives in South Africa for 
demonstrating measurable energy savings. We have introduced 
emission-related supplier authorisation criteria in our responsible 
sourcing standard.
Performance in 2020
Our total energy use (direct energy plus indirect energy) in 2020 
was 18.05 million GJ, down from 20.08 million GJ in 2019. This was 
below plan, mainly due to operations being curtailed during the 
Covid-19 lockdown, as well as ACP plant downtime that affected 
downstream processing.
Over the same period, our total reported annual GHG emissions 
were 3.94 million tonnes CO2e (scope 1 and scope 2). This was lower 
than 4.4 million tonnes CO2e in 2019, and below plan, with reduced 
electricity consumption (scope 2 emissions) being the main 
contributor.
Some 88% of our GHG emissions (3.45 million tonnes CO2e) are 
associated with electricity consumption, with the balance 
(0.49 million tonnes CO2e) mostly associated with the direct use 
of diesel and coal in mining and process operations.
Our energy-use intensity (per unit production) was above target 
due to below-plan production, increasing from 0.80GJ per tonne 
milled in 2019 to 0.82GJ per tonne milled in 2020. 
An overview of our reduction targets and progress against these is 
provided overleaf. Our operational emissions on-site (scope 1) 
and those derived from purchasing electricity generated by the 
national power utility, Eskom, for site use (scope 2) are reported on 
page 70 
. The next assessment of scope 3 emissions is planned 
for 2021 and will be based on 2020 data. 
We are actively managing our use of energy and GHG emissions 
at our Zimbabwean operations.
Energy challenges
Our energy challenges include security of supply and cost 
escalations, as well as innovating to reduce our GHG emissions. 
Both South Africa and Zimbabwe face a renewed electricity-
security crisis. Eskom continues to battle with the unreliability of 
its ageing fleet, delays in commissioning new coal power plants 
and challenges with new plants achieving design capacity. Our 
operations monitor the situation constantly and have emergency 
preparedness plans in place, including protocols to minimise the 
impact of sustained unplanned power-station outages and 
load-curtailment requests from Eskom.
The response to our energy challenges hinges on reducing our 
energy intensity and changing the energy mix to lower-carbon 
emissions, reviewed in this section.
Targets and performance
Metric
Target
Energy intensity
(Energy reduction 
and efficiency 
improvement)
2022 (indexed on 2019 actual)
	
— 7% improvement on energy intensity (GJ/tonne 
Cu equivalent)
2030 (2016 baseline)
	
– 30% reduction on energy intensity (GJ/tonne 
Cu equivalent)
Climate change
(GHG emissions 
(CO2e) reduction)
2022 (indexed on 2019 actual)
	
— 10% improvement in GHG efficiency (tonne CO2e/
tonne Cu equivalent)
2030 (2016 baseline)
	
— 30% reduction of GHG emissions (CO2e tonnes)
2040
	
– Carbon neutral
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25
20
15
10
5
0
Total energy used (million GJ)
Emissions million tonnes CO2eq
2016
2022 target
2020
2019
2018
2017
24.63
21.50
20.01
5.58
4.61
4.12
20.08
4.44
18.05
3.94
19.84
4.24
Energy consumption and GHG emissions
■ Total energy used 
■ Total CO2 equivalent emissions
1.0
0.8
0.6
0.4
0.2
0
GJ/tonnes milled
Tonnes CO2eq/tonnes milled
0.79
0.66
0.82
0.18
0.16
0.80
0.18
0.82
0.18
0.74
0.16
0.15
Energy consumption intensity and GHG emissions intensity
■ Energy intensity/tonnes milled
■ CO2 intensity/tonnes milled
2016
2022 Target
2020
2019
2018
2017
6.5
6.0
5.5
5.0
4.5
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
2016
2019
2017
2018
2020
5.31
4.44
6.04
4.65
4.11
Energy intensity (PGM production)
(GJ/(PGM + gold) ounce)
Alternative energy – demonstrating leadership 
The expected global growth in renewable power generation is 
positive for the outlook for PGMs, which are essential in cleaning up 
noxious gases from the internal combustion engine (ICE), and can 
also play a critical role in the emerging hydrogen economy – in both 
hydrogen-powered fuel cell electric vehicles (FCEVs), as well as 
producing green hydrogen via electrolysis. 
Our current focus on generating hydrogen from electrolysis on 
or near our mine sites, using renewable energy sources, to fuel 
hydrogen-powered mine haul trucks (reviewed below) is part of 
our plan to create a smart energy mix that moves us closer to our 
carbon and energy targets for 2030 and, ultimately, our vision of 
operating a carbon-neutral mine.
Renewable energy projects
Anglo American Platinum is implementing an alternate (renewable) 
energy strategy to transition to sustainable energy sources that 
reduce carbon emissions and provide predictable cost and energy 
efficiency. This strategy promotes opportunities to collaborate with 
our communities in realising mutually beneficial opportunities and 
supports the development of new markets for PGMs.
A study to assess opportunities for implementing renewable 
technology at our operations was completed in 2020. Known as the 
asset-screening study, site-specific options have been completed 
after assessing exploitable resources, their location, capacity, and 
least-cost energy mix. In parallel, a study is under way to assess 
options for Anglo American assets in South Africa, including 
large-scale solar PV, wind and storage.
In increasing the role of renewables in our energy mix, we focus 
on alternatives for grid-tied  electricity and diesel. At present, the 
most-suitable technology delivering the greatest impact is solar PV. 
Anglo American Platinum is well placed to benefit from successful 
development of the solar energy industry. A large-scale solar PV 
plant is in development phase, with a similar implementation model 
being assessed for our other operational complexes.
In supporting the development of hydrogen and fuel cells, we are 
working to make hydrogen (H2) a key part of decarbonising and 
powering our own operations. We have been developing fuel 
cell-powered underground mining equipment for a number of years. 
Our current flagship project is to pilot a green hydrogen powered, 
platinum bearing fuel cell electric truck at Mogalakwena Mine 
(reviewed below). This supports SA's ambition to play a role in an 
emerging global hydrogen economy.
There have been positive developments in South Africa’s energy 
regulations, allowing mining companies to generate their own 
energy for self-use. The National Energy Regulator of South Africa 
(Nersa) has confirmed that it is now able to issue licences for power 
generation above 1MW, without a project-specific ministerial 
determination. This is an important step for our solar PV projects.
Solar PV projects
The project to develop a large-scale (75MW) solar PV facility to 
supply power to our Mogalakwena complex is progressing well. 
The request for proposal was issued to the market in 2020 and bids 
are being adjudicated. The environmental scoping study is under 
way on the proposed site. This includes a description of proposed 
activity, focused on its impact on the environment and surroundings, 
namely the way the biological, social, economic and cultural 
aspects, among others, of the environment may be impacted by 
the proposed activity, description of environmental issues and 
potential impacts that have been identified for more detailed study 
in the environmental impact assessment. The study also includes 
compilation of the interested and affected parties database and 
public participation process to receive comments, feedback, risks 
and issues from these parties. The application for a generating 
licence will follow once the detailed technical design and 
commercial agreements are concluded post-adjudication.
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
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Natural
Environment continued
Hydrogen fuel cell-powered large mining trucks
Using fuel cells in large mining trucks will eliminate all emissions 
associated with diesel trucks today, reduce continuous noise 
pollution, and result in lower energy intensity compared to diesel. 
We have partnered with global energy company, Engie, which is 
providing the hydrogen generation and refuelling station, while 
Anglo American has been developing the world’s first hybrid 
hydrogen-powered fuel cell 800kW mine haul truck (using some 
130g of platinum). The aim is to modify vehicles by replacing 
diesel (4,500-litre tanks) with hydrogen tanks and replacing 
engines with hydrogen fuel cells and battery packs.
The prototype single hydrogen-powered haulage truck is 
being developed and, once site equipment is assembled at 
Mogalakwena Mine in 2021, a testing and validation phase 
will be conducted before the project is scaled up.
The new power plant module will be able to deliver more 
power than the diesel engine installed today, enabling it 
to power a fully-laden truck up the slope from the mine; 
and then capture energy from the wheel motors on the 
return journey.
At Mogalakwena, we are building a 3.5MW electrolyser to 
produce green hydrogen on site for use as fuel instead of 
diesel. This will be supported by a solar field on the same site, 
with site works started in August 2020. Mechanical 
completion and first hydrogen are scheduled for June 2021.
The combination of renewable power and green hydrogen-
powered haul trucks could reduce current levels of CO2e 
emitted by 50% to 70% at our mine sites (scope 1 and 2) and 
could be applied across Anglo American’s fleet.
In addition to potentially eliminating diesel consumption in the 
wider group and reducing GHG emissions in our mines, the 
initiative also means cleaner air for employees and communities, 
reduces noise and vibrations, and generates maintenance 
savings.
The project will include host-community participation and benefit 
options, including community ownership, land lease rentals, job 
creation and skills development as well as engaging local enterprise 
(small, medium and micro enterprises or SMMEs).
The solar PV plant would cater for around 22% of the mine’s annual 
electricity consumption (an average of 170GWh per annum versus 
its total annual energy requirement of some 780GWh). The plant 
design includes the option to scale up to 120MW and then 340MW. 
The longer-term aim is to use electricity from solar PV to power an 
electrolyser, a device that splits water into hydrogen and oxygen 
using electrical energy, generating green H2 for use in fuel cell 
haul trucks. 
Anglo American Platinum has also begun installing ground-mounted 
and roof-top solar PV plants at its Western Limb Distribution Centre, 
Dishaba Mine and Unki Harare offices. More of these small-scale 
solar PV installations are being considered.
Supporting growth in the hydrogen and fuel cell economy
Hydrogen, the most abundant element, is a versatile, zero-emission 
energy carrier with a high energy density. It can also be stored in 
large quantities and for long periods. The Hydrogen Council 
currently estimates that H2 could represent 18% of global energy 
demand by 2050. 
We continue to support development of the hydrogen economy 
through several partnerships. We are a founder and board 
member of the global Hydrogen Council (now numbering over 
100 members) and the Green Hydrogen Consortium, which 
was formed in early 2020 and places strong emphasis on green 
hydrogen and fuel cell technology for mobility and power 
generation in mining. Through our USD100 million investment in 
AP Ventures, an independent venture-capital fund with a mandate 
to invest in developing new applications for the full suite of PGMs, 
we have been investing in a wide range of promising new 
technologies and companies in the fuel cell, hydrogen and energy-
storage value chain. 
Anglo American will embark on a public/private partnership focused 
on determining viability of zero-emission valleys (ZEV) in South Africa. 
A ZEV is a geographical area hosting an entire hydrogen value 
chain – from production to distribution, storage and local end-use. 
The ZEV study leverages work being done on developing a 
hydrogen freight corridor extending between Limpopo-Gauteng-
KwaZulu-Natal and is enabled through utilising the excess green 
hydrogen produced from the hydrogen project demo equipment 
at Mogalakwena.
Hydrogen fuel cell electric vehicles
New technology and legislation continue to drive demand for 
platinum metals in the car industry – both through autocatalysts 
and through increased use of fuel cells. Fuel cell electric vehicles 
(FCEVs) offer a zero-emissions alternative to internal combustion 
engine (ICE) vehicles, without the need for consumers to change 
their behaviour. FCEVs – which use platinum as the catalyst that 
turns hydrogen gas into electrical power – are expected to play 
a significant part in the world’s future transport energy mix. 
Research house SFA Oxford estimated in a May 2020 report that 
hydrogen-fuelled vehicles could absorb as much as 500,000 oz 
of platinum demand by 2030 from 60,000 oz this year.
There are obstacles in the path of adoption by the consumer light 
vehicle market – not least the high infrastructure costs of setting up 
a network of hydrogen refuelling stations (although these are 
expected to fall dramatically over the next decade). Anglo 
American is partnering in a study to develop a hydrogen freight 
corridor in South Africa (see case study below). It is likely, however, 
that FCEVs and battery electric vehicles (BEVs) will provide 
complementary, emissions-free solutions for different applications, 
with FCEVs continuing to benefit from their quick refuelling times 
and greater range.
	
Artist impression of the Hydrogen Electrolysis Plant
Case study 8:
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Radically reducing energy consumption
In our quest to radically reduce energy consumption, our 
FutureSmart Mining programme includes technology solutions 
that substantially reduce energy use through changes to processes 
and equipment. We summarise the principal technological 
advancements we are implementing and developing:
Bulk sorting: By capitalising on natural variations in orebodies, 
we can identify and extract low-value material from the ore stream 
going into the mills and concentrator circuits. This means we can 
reduce our specific energy intensity by over 10%, as less gangue is 
being processed in our plants. In other words, for the same amount 
of metal produced, we consume less water, energy and resources.
Comminution: Grinding and crushing rock (comminution) is the 
biggest energy consumer in mineral processing. We are developing 
new shockbreak comminution technologies (Vero and EDS) that 
fragment rock using 30% less energy than conventional means. 
Complementing the original Vero pilot unit at our Baobab 
concentrator site in 2017 for wear testing, we installed an additional 
Vero and EDS unit at TS Labs in 2018 to progress metallurgical 
recovery testing. An EDS pilot plant will be installed at Mogalakwena 
in Q1 2021 to focus on wear testing to augment and accelerate our 
learning. In partnership with Element Six, development on wearing 
materials (hammers on the Vero and flingers on the EDS) to ensure 
durability is still under way, given the internal hardness of PGM-
bearing ore. Development of this technology was delayed while we 
acquired the required environmental licence, which is now in place.
Coarse particle recovery: Coarse particle recovery technology 
enables the separation of metals from rock at particle sizes coarser 
than conventional flotation. This allows for a significant reduction in 
energy, while increasing throughput and productivity. It also allows 
for a substantial reduction in water consumption when the 
technology is paired with dry stacking of tailings. A full-scale 
demonstration plant is being constructed at Mogalakwena 
north concentrator and planned for commissioning in the second 
half of 2021.
Public policy and engagement on climate change
Anglo American’s formal position on climate change is expressed 
in the group climate change policy, which was refreshed in 2019 
and aligns with the latest ICMM position statement on climate 
change.
As part of Anglo American, we engage in policy processes through 
the ICMM, as well as several local and international forums. In South 
Africa, we participate in policy-engagement processes through our 
membership of the National Business Initiative, Business Unity South 
Africa and the industry task team on climate change.
We take a positive policy-advocacy stance to accelerate 
investment in developing and commercialising both hydrogen 
and fuel cell sectors. We have been instrumental in a number of 
initiatives, such as the global Hydrogen Council, of which we are 
a founding member. Also as member, we actively participate in 
the China-based International Hydrogen and Fuel Cell Association, 
UK-based Hydrogen and Fuel Cell Association as well as two 
USA-based associations. Each organisation provides a platform 
to engage relevant industry and government partners. 
In South Africa, our operating sites comply with requirements under 
national GHG emission-reporting regulations and the new carbon 
tax. While certain policy and technical aspects remain outstanding, 
we are evaluating further opportunities to limit our exposure through 
both reduced energy use and GHG emissions, and opportunities to 
source carbon-offset credits.
Pt/Ir catalyst for 
electrolysers
Platinum or Iridium 
catalyst/technology present
1 Enable large-scale, 
efficient, renewable 
energy integration. 
Renewable hydrogen can 
be stored indefinitely
2 Distribute energy across 
sectors and regions
3 Act as a buffer to increase system resilience.  
H2 energy density enables bulk energy storage
Pt catalyst in FCEVs
4 Fuel cell electric vehicles 
(FCEVs) can decarbonise 
light and heavy-duty 
transport
5 Decarbonise industry 
energy use. Examples 
include using renewable H2  
in petrochemical refining
Pt in petrochemical 
catalysts
6 Serve as feedstock using 
captured carbon. CO + H2 
creates syngas which is 
a basic building block for 
a multitude of chemical 
products
Pt catalyst in stationary 
fuel cells
7 Stationary fuel cells can 
help decarbonise building 
heating
Source of energy
Backbone energy system
End uses
Pt
Pt
Pt
Pt
Pt
Ir
Ir
Electrolyser
Pt
Pt catalyst in 
Liquid Organic 
Hydrogen 
Carrier (LOHC) 
technology
Pt catalyst in 
stationary  
fuel cells 
and LOHC 
technology  
for storage
FC chip
Pt
The use of PGMs in Hydrogen Technologies
	
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Natural
Environment continued
A tenet of our approach to sustainability is to contribute positively to biodiversity. Biodiversity underpins the 
structure, function and composition of ecosystems and the services they provide to societies and economies. 
Our vision is to deliver net positive impact (NPI) across our operations by implementing the mitigation 
hierarchy and investing in biodiversity stewardship.
standard is supported by a biodiversity guideline for 
implementation, and outlines a systematic approach to identify 
biodiversity features, set targets for significant biodiversity features, 
identify actions to meet those targets, and track progress to 
achieve NPI through monitoring programmes.
In implementing the requirements of the standard, by the end of 
2020, all required sites (Amandelbult, Twickenham, Mototolo/Der 
Brochen, Mogalakwena, Polokwane Metallurgical Complex, 
Modikwa and Unki), had achieved our targeted progress. The sites 
are working on full compliance to the standard and are monitoring 
and evaluating the state of biodiversity and mitigating actions to 
reduce residual impacts. 
To assess and determine the level of biodiversity on land where we 
have operations and the potential impacts of our activities, the sites 
have applied the Anglo American biodiversity overlay assessment 
tool. This helps to screen and map associated risks and liabilities 
as well as, importantly, biodiversity opportunities for an operation. 
Each site is working on its own biodiversity value assessment, which 
is used to identify potential significant biodiversity features that 
might have impacts that require applying the mitigation hierarchy 
and setting NPI targets. The sites have drafted biodiversity baselines 
and plans with site-specific indicators to track progress towards 
NPI, which will be integrated into their SHE performance 
management systems. 
Our biodiversity commitment
Our NPI target means that any impact on biodiversity from our 
activities must be outweighed by the gains we achieve. For this 
strategy to be meaningful, we need to assess our full biodiversity 
impact rigorously, ensure plans are in place to minimise that impact, 
rehabilitate land and take appropriate offsetting measures.
Biodiversity is a complex interaction between species and habitats. 
The NPI commitment applies to significant biodiversity features 
impacted by activities from the date of that commitment, which 
was 1 January 2018. These can include threatened species, natural 
habitats, features supporting important ecological processes and/
or ecosystem services essential to the wellbeing of beneficiaries. 
Some of our operations are in areas of higher biodiversity value, 
increasing our responsibility to contribute to its conservation.
In addition, we continue to uphold our 2003 commitment to neither 
explore nor develop new mines in world heritage sites. We also 
respect legally designated protected areas, in line with the ICMM’s 
position statement on mining and protected areas.
Our approach and progress
The Anglo American biodiversity technical standard and sustainable 
mining plan (page 11 
) seek to ensure that, by 2030, all our sites 
demonstrate that they are on track to deliver NPI at closure. The 
Biodiversity
Lowlights/
challenges
Focus for 
2021 and  
beyond
Highlights
–	Sites are implementing action plans 
to close out gaps in meeting the 
requirements of the Anglo American 
biodiversity standard
–	All sites which are in scope 
(Mogalakwena, Twickenham, 
Mototolo/Der Brochen, Amandelbult, 
Polokwane Metallurgical Complex 
and Unki) completed the self-
assessment against the Biodiversity 
Standard and Biodiversity Overlay 
Assessment Tool (BOAT) 
–	Amandelbult established a bee 
conservation project with community 
empowerment benefits
–	Ongoing initiatives include species 
studies in our conservation areas
–	Community and youth biodiversity 
and environmental awareness 
training initiatives were put on 
hold due to the Covid-19-related 
restrictions
–	Although operations have alien 
vegetation control programmes, 
complete eradication of these 
species remains a challenge at most 
operations 
–	All sites to comply with biodiversity 
standard and have approved 
site-specific Biodiversity 
management plans with biodiversity 
targets by end-2021
–	Implement roadmap to net positive 
impact by 2030: 
•	 Build biodiversity capacity and 
resources 
•	 Enable rigorous application of 
mitigation hierarchy 
•	 Complete biodiversity value 
assessments
•	 Develop and monitor site-specific 
indicators to track progress 
•	 Formalise partnerships and 
collaborations
•	 Align with planned, existing 
regional and national landscape 
initiatives
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In implementing our sustainable mining plan, we aim to have 
approved site-specific Biodiversity management plans with 
biodiversity targets by end-2021. Between 2022 and 2025, 
indicators will be tracked against plan on a quarterly, half-yearly 
or annual basis as per approved site plan.
Biodiversity forms part of the long-term business plan for every site. 
Using the tools and guidance, all operations can follow the 
mitigation hierarchy and document actions taken to avoid, minimise 
and restore impacts to significant biodiversity features across the 
mining life cycle. This rigorous application of the hierarchy conforms 
to global best practice in biodiversity management and is 
communicated to stakeholders.
In building a foundation of monitoring and evaluating progress 
towards NPI, we are building operational biodiversity capacity. This 
includes support services to assist sites with baselines and specialist 
studies to inform setting NPI targets, implementing biodiversity 
management programmes, developing an Anglo American Platinum 
biodiversity offset strategy (offsets, and annual NPI biodiversity 
assessments.
We are also formalising partnerships and collaborations aligned 
with planned, existing regional and national landscape initiatives.
Our principal operational initiatives
While our operations implement requirements to meet NPI targets 
and deepen understanding of their respective biodiversity value, 
below are some of the biodiversity projects being implemented 
towards NPI. 
Alien species control: The impact of alien invasive plant species is 
a key risk to biodiversity. Our sites (Whiskey Creek property, Mototolo, 
Der Brochen, Mogalakwena and Twickenham) have implemented 
alien vegetation control programmes. The removal of alien species 
is often done by our employees and through community businesses, 
some established by the mines. Removing these species significantly 
benefits the protection of natural fauna and flora as well as 
sensitive habitat types. At Mogalakwena, we researched the most 
effective eradication method for the aggressive species Tecoma 
stans. Since 2018, over 113,200 individual plants have been 
eradicated at the mine. This approach is being replicated at our 
other operations. To add to our biodiversity initiatives, we support 
the annual Arbour Week in South Africa, with year-round tree 
planting across our operations and neighbouring communities.
Removal and relocation of protected species: Operations that are 
expanding footprints or developing new infrastructure have 
identified and removed protected species, with the required 
regulatory permits. Where possible, these species have been 
relocated and used in rehabilitating other areas. For example, at 
Der Brochen, ahead of operations beginning at the Mareesburg 
tailings storage facility, we removed and relocated protected 
plants and trees from the area, including to a new indigenous 
plant nursery. At Mogalakwena Mine, 45 protected trees (marula – 
Sclerocarya birrea) were transplanted this year to three new 
rehabilitation sites south of the Blinkwater tailings dam, bringing 
the total to 59 indigenous trees. 
Rehabilitation and conservation: In rehabilitating the land we 
disturb, we strive to recreate a habitat conducive to plant and 
animal species. This includes seeding indigenous (endemic) grass 
seeds, planting trees and building rockeries. We regularly monitor 
the state of the vegetation and presence of wildlife, with 
encouraging progress observed. Conservation initiatives include 
establishing beehives and a bee apiary at Amandelbult complex 
(reviewed below).
	
Planting indigenous trees at Mogalakwena complex
   
	
Vegetation rehabilitation progress on a trial plot at Mogalakwena complex 
Protected area management: Anglo American Platinum owns tracts 
of land around its operations and further afield that are being 
managed as conservation areas. These properties contribute to 
biodiversity protection, and some make a significant contribution 
to sustainable development initiatives for surrounding communities. 
Some of these properties also have the potential to become 
biodiversity offset areas if required or to meet Anglo American NPI 
requirements. 
	
– Mogalakwena manages farms, including Mooihoek and 
Groenfontein, as an integrated conservation area. The operation 
conducts various initiatives to improve biodiversity value on the 
farms (see below), and has identified heritage sites of significance 
	
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Case study 9:
Environment continued
Uncovering mushroom diversity at Whiskey Creek 
To understand biodiversity value at our Whiskey Creek property, 
we investigated mushroom diversity and identified over 
100 species as well as two new species. We have also 
compiled a field guide to mushrooms at Whiskey Creek.
Involvement of Fauna and Flora International (FFI): FFI is assisting 
Mogalakwena and Unki mines with a gap analysis of their 
biodiversity management plans to meet the requirements of NPI.
Biodiversity awareness and sustainable land-use training: 
Mogalakwena has contributed significantly to promoting 
awareness and education on biodiversity and sustainable 
development among local youth and community members 
since 2014. In 2020, several long-term initiatives were put on hold 
due to Covid-19 restrictions, and are being adapted to ensure 
adequate precautionary measures are in place to mitigate 
associated risks: 
–	The mine has an incubator support programme on its 
Groenfontein farm. This community investment promotes 
the development of community cooperatives and SMEs 
in the farming, food, land stewardship and environmental 
business areas. The incubator includes a centre that provides 
environmental training for community members of all ages 
in sustainable land-use practices, funded by the mine. 
–	For six years, the incubator has supported four local schools 
on the Eco-Schools programme, part of an acclaimed 
international programme implemented in South Africa by the 
Wildlife and Environment Society of South Africa (WESSA). The 
programme supports environmental learning in the classroom, 
promoting awareness and action on social and environmental 
sustainability. Through its Eco-clubs programme, Mogalakwena 
also supports learners from schools that face challenges in 
meeting Eco-Schools’ expectations in delivering year-end 
portfolios. 
–	Linked to these programmes, Mogalakwena delivers 
an inspiring weekend course at its environmental training 
centre on biodiversity and sustainable development, for 
children in local villages. 
in the nearby Mohtlotlo hills. These have been declared an 
exclusion zone and biodiversity protection measures, approved by 
authorities and local communities, will be implemented.
	
— At our Whiskey Creek property in the Lydenburg montane 
grasslands, we conducted a property stewardship assessment 
with the local conservation authority and have made progress 
in formalising a voluntary agreement to protect and manage 
the site as a formal protected area, the Mount Anderson 
catchment nature reserve. We have submitted an environmental 
management plan and await approval from the Mpumalanga 
Tourism and Parks Agency. This stewardship agreement will 
support conservation and sustainable resource use. It also 
provides long-term security for Whiskey Creek and helps meet 
national targets in the Protected Areas Act.
Research initiatives: A number of research initiatives have been 
implemented, primarily at Mogalakwena. The environmental team 
has involved special-interest groups to develop a greater 
understanding of the biodiversity around the operations. Research 
has been conducted on the diversity of species inhabiting 
Mogalakwena’s offset area (Mooihoek and Groenfontein farms), 
notably among rodents and bats. The data collected has provided 
insight on population numbers and the health of those populations. 
This can be used to protect endangered species and inform urgent 
conservation and management decisions, as well as further studies 
as part of our NPI commitments. 
Conservation and socio-economic development
We are adopting a regional approach to identify, formalise and 
support strategic partnerships at local level to conserve and protect 
threatened and endemic species. The objective is to establish a 
framework with guiding principles and processes that apply across 
our operational footprint. In 2020, progress has been limited owing 
to Covid-19-related restrictions.
In Limpopo, the socio-economic development (SED) platform was 
launched in 2019 for multiple stakeholders to partner in identifying 
and supporting opportunities to generate socio-economic and 
environmental benefits in the province. This work has included 
biodiversity offset and agricultural initiatives that optimise the use 
of available (non-operational) land at a regional scale in these 
sectors. This builds on the leading example at Mogalakwena’s farms 
(reviewed on page 48 
). 
As Anglo American Platinum owns and manages large tracts of land 
in South Africa, with only around 20% actually used for mining and 
related activities, opportunities include linking community-owned 
land with mining concessions to create locally managed biodiversity 
conservation areas that contribute to the local economy through 
wildlife ranching and tourism. The programme is being developed 
in line with national biodiversity strategies, conservation plans and 
provincial development initiatives.
	
Diversity of mushrooms found at Whiskey Creek
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Case study 10:
Beekeeping at Amandelbult complex yields diverse 
benefits
At Amandelbult complex, we are implementing a bee-
conservation initiative. This will ensure bees are managed in 
an environmentally acceptable manner while empowering 
communities through a bee apiary.
The bee-apiary project is an excellent example of sustainably 
combining biodiversity and mining. As pollinators, bees play a 
part in every aspect of the ecosystem. They support the growth 
of trees, flowers and other plants that serve as food and shelter 
for creatures large and small. Bees contribute to complex, 
interconnected ecosystems that allow a diverse number of 
species to co-exist. But bees also present a health and safety 
hazard at our operations. This initiative is a proactive and 
preventative control rather than the conventional and reactive 
‘removal’ of bees, and protects and promotes pollination and 
biodiversity, contributing to NPI.
Amandelbult complex acquired the services of a specialist 
company, Simplie Honey, to manage the bees. Forty beehives 
(catch boxes) have been placed strategically across the 
complex to attract bees. Once the bees inhabit the catch 
box, they are relocated to an apiary in the game park at the 
complex. The project has been registered with the Department 
of Environment, Forestry and Fisheries and two community 
candidates are assisting with the beekeeping programme. 
Honey is currently processed and packaged at Simplie Honey, 
and Amandelbult plans to establish its own honey-processing 
room onsite in 2021. 
Amandelbult honey is being sold at the Amandelbult recreation 
club tuckshop for R80. Three jars of this honey will be entered into 
the national honey competition in the novice and developmental 
light liquid honey category. 
This flourishing initiative provides opportunities to empower and 
encourage interested community members to undertake bee 
farming and develop business opportunities. The hives present 
other income-generating prospects for community members, 
with potential products including candles and lip balm.
In the initial harvest, 20kg of honey was produced from the hives, 
compared to around 60kg in the second harvest. The next 
harvest will be in January 2021 and the hives will be moved close 
to sunflower fields for a further harvest from February 2021.
	
Kai Hichert (bee farmer) holding a beehive from a catch box
	
Advert for Honey sale at Amandelbult complex
	
Kai Hichert (bee farmer) and Tumi Selemela (bee farmer assistant) at the 
Amandelbult bee apiary
	
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Environment continued
Management of mineral residue facilities is a critical issue for our industry. It represents a social, safety 
and environmental challenge that we are determined to meet. Tailings treatment and disposal practices 
also present significant opportunities to optimise water and energy use.
Managing tailings and storing mineral residue
Mineral residue from mining includes both the waste rock from 
which we extract ore, and the mineral residue that remains after 
we process it. Tailings are the materials left over after processing 
mined ore from the host rock. A tailings storage facility (TSF) is a 
highly engineered structure comprising one or more tailings dams, 
with embankments designed to permanently store the tailings. 
Tailings dams represent one of the top catastrophic risks for our 
organisation. In recent years, failures of tailings dams in the mining 
industry, such as at Vale in Brazil in early 2019, have demonstrated 
the tragedy and devastation that can result from a potential 
catastrophic tailings dam failure.
In managing and storing tailings material, we aim for zero harm 
by adhering to our industry-leading group mineral residue facilities 
technical standard and related technical specifications. The 
standard addresses the risks that TSFs pose, and sets minimum 
requirements for design criteria, monitoring, inspection and 
surveillance. It covers both tailings facilities and water-containment 
facilities. 
We are implementing leading practices in all aspects of tailings 
and dam management – from concept, design, engineering, 
maintenance and surveillance to closure and post-closure. For 
example, to reduce the impact of our containment facilities on the 
environment, we try to place tailings and waste rock together, to 
improve stability of the outer walls and reduce the size of the area 
we disturb. This also enables greater water recovery by reducing 
evaporation losses and optimises mine-closure initiatives. This 
co-disposal is in place at the Blinkwater TSF. Our approach 
integrates the latest technologies with sound engineering and 
scientific judgement, based on our extensive experience and 
specialist knowledge.
In ensuring ongoing improvement in managing our TSFs, we are 
committed to meeting the requirements of the new global industry 
standard on tailings management (GISTM), which was launched in 
August 2020 by the Global Tailings Review. The standard is an 
important milestone towards the ambition of zero harm to people 
and the environment from tailings facilities. Informed by existing best 
practice and findings from past tailings facility failures and 
developed by a multidisciplinary expert panel with input from a 
multistakeholder advisory group, including Anglo American, the 
standard will strengthen current practices in the mining industry 
by integrating social, environmental, local economic and technical 
considerations. It covers the entire tailings facility life cycle – 
from site selection, design and construction, management and 
monitoring, to closure and post-closure. An evaluation of the group 
standard against the GISTM showed close alignment. We are 
updating our standard and will develop and implement plans to 
achieve compliance with the new standard’s requirements.
We take a holistic approach to the safety of our tailings dams, 
which includes the way we communicate with people living near 
the dams. As part of our social way management system, where 
relevant, we require sites to develop emergency preparedness plans 
and run drills with local communities and other key stakeholders.
All our TSFs in South Africa are operated in line with the national 
mandatory code of practice on mine residue deposits as stipulated 
by the DMRE.
Risk management for waste-rock dumps and stockpiles is covered 
in the group geotechnical standard. In implementing the standard, 
this year we have classified our waste-rock dumps and stockpiles 
and conducted risk assessments according to international 
best-practice guidelines from the large open-pit project of which 
Anglo American is a sponsor. Going forward, we will follow a 
Mineral residue facilities
Lowlights/
challenges
Focus for 
2021 and  
beyond
Highlights
–	Improved compliance with Anglo 
American mineral residue facilities 
(MRF) and water management 
structures’ technical standard 
for all our tailings dams and 
water-retaining dams at managed 
operations
–	Declassification of slag approved at 
all three smelters, permitting the use 
of slag for 22 different uses; business 
case development for slag project 
under way
–	During the Covid-19 lockdown, 
on-site evaluations of tailings 
facilities were restricted to key 
personnel. We overcame this 
challenge by using drones to monitor 
tailings dam issues
–	Continue to demonstrate leadership 
in mitigating tailings storage facility 
(TSF) risk through good governance
–	Implement plans to achieve 
compliance with expectations of 
new global industry standard on 
tailings management (GISTM)
–	Invest in new mineral-processing 
technologies that are more energy- 
and water-efficient
–	Identify and realise opportunities 
to use slag to generate value 
through use in commercial and 
community projects
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risk-based approach to ensure that design and monitoring 
measures are aligned with best-practice requirements, including 
critical control verification where appropriate and reporting to 
ensure resilient risk management.
Our mineral residue storage footprint
Anglo American Platinum manages six active TSFs: five in Limpopo, 
South Africa, and one in the Midlands province of Zimbabwe. We 
also manage three slag dumps: two in Limpopo, and one in 
Zimbabwe.
All our managed tailings dams have been constructed using the 
upstream method, except Blinkwater dam at Mogalakwena, which 
uses a downstream method of construction, and dam 1 at Unki 
Mine, which uses a hybrid downstream/upstream method. Upstream 
tailings dams are generally considered an appropriate design for 
facilities in dry and seismically stable regions with flat topography, 
including our TSFs in South Africa and Zimbabwe. There are seven 
TSFs (two on care and maintenance) at our non-managed JVs 
where we have an ownership interest in North West and Limpopo 
provinces in South Africa.
Details on all these facilities are published on our website. This 
information underscores our confidence in the integrity of our 
managed storage facilities. We have also requested and received 
appropriate assurances from the operators of non-managed JVs 
in which we have an interest.
Effective risk management
TSFs are subject to a rigorous risk management programme. The 
mandatory Anglo American mineral residue facilities standard is 
implemented at all managed operations. Self-assessments this year 
against the standard showed improved compliance levels at our 
critical (consequence classification of structures ratings of ‘major’ 
and ‘high’) facilities, with most of the remaining critical items 
completed.
As required by the standard, all TSFs have a consequence 
classification of structure rating based on the consequences of 
credible failure modes. We base planning, design, monitoring and 
surveillance requirements on this rating. The roll-out of the standard 
for facilities with insignificant and minor consequence classifications 
is under way.
Major or high-rated consequence classification of structures 
(CCS) tailings storage facilities have a Competent Person (CP) in 
charge, meeting the competencies set out in the standard, and an 
external Engineer of Record (EoR), working continuously with the 
owners, to ensure the structure is constructed and operated 
according to the design intent, and that it performs as expected. 
Risk assessments are conducted at all stages of mineral residue 
facility management. A dedicated team of group engineering 
specialists provides strategic direction and technical support. A 
review of tailings facilities at non-managed operations is done on a 
rotational basis.
Various forms of remote and other monitoring technology are used 
to measure TSF performance, including ground movement and 
seepage. Local site-based operational personnel conduct daily/
weekly/fortnightly inspections. An engineer of record conducts 
formal dam-safety reviews at all managed sites on a quarterly, 
semi-annual or annual basis. A Technical Review Panel (TRP) 
conducts an independent review of critical facilities at least once 
per year.
Safety assessments of our mineral residue facilities are undertaken 
at least annually and trigger action response plans (TARPs) are in 
place to guide an effective response to different potential scenarios. 
Communities in inundation areas at all our mining and process 
operations have been included in emergency response plans and 
appropriate training is being provided. Planned emergency with 
community engagements this year were rescheduled to 2021 due 
to Covid-19 lockdown restrictions.
We have not had any significant tailings management-related 
incidents since 2013, when we recorded a tailings spillage (level 3) 
at Mogalakwena’s Blinkwater TSF. There were no instability risks 
identified this year. At Mogalakwena’s Vaalkop 1 tailings dam, as 
a precautionary measure after an assessment, we are constructing 
a waste-rock buttress to improve its stability. The value of the 
technique to increase dam stability, is well demonstrated at our 
Helena TSF.
New solutions for tailings management
Technology has a vital role in strengthening the monitoring of 
tailings dams, reinforcing the construction of existing structures, and 
reducing the amount of water used in tailings transport, deposition 
and storage, minimising water losses and maximising water reuse.
The technologies we use, and are developing, include:
	
– Satellite technology and drones to monitor environmental and 
critical controls, and document inspections through photos and 
video. The increasing use of drones to monitor tailings dams 
proved particularly valuable during the lockdown restrictions 
(see case study below). At Mogalakwena, satellite InSAR will 
offer a robust and effective monitoring solution to support local 
geotechnical engineers in risk evaluation for safety and 
operational continuity on the Vaalkop TSF.
	
– We have started implementing step-change technologies that 
we expect to significantly decrease the volume of waste material 
produced in extracting and processing mineral ore. These will also 
generate major water and energy-use reductions for each tonne 
of metal or mineral produced, as well as smaller overall mine 
waste footprints. Coarse particle recovery is a method that uses 
a fluidised bed to enable valuable minerals, with as little as 1% 
mineral surface exposure, to be separated from gangue (ore of no 
commercial value). This will create a drier and more stable mineral 
residue deposit. New comminution technologies will deliver a dry 
product and will be key enabler for dry separation processes, 
which remains our longer-term goal to achieve dry tailings. Bulk 
ore-sorting leverages new sensor technology that can, in real 
time, reject a proportion of sub-economic material early in the 
processing sequence, creating opportunities to increase plant 
throughput and reduce the volume of waste material to the TSF. 
The bulk ore-sorting technology is being implemented at 
Mogalakwena.
	
– At Mototolo concentrator, a filter press processes coarse and fine 
tailings streams to an acceptable moisture content for bedding 
and over-liner material in the new Mareesburg TSF. This will 
protect the synthetic liner that serves as a pollution control 
measure to prevent seepage into groundwater. At this facility, 
we use fibre-optic cables to monitor strain, temperature, leakage 
and stability in real time. Mototolo also uses hydro-cyclones to 
deposit tailings at the Helena and Mareesburg TSFs.
	
— We use digital tablets for safety inspections of tailings facilities 
and water-retaining dams. We have developed an online 
dashboard for risk management across the containment facilities 
at our operations and trained supervisors.
	
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Case study 11:
Environment continued
Drone surveying provides a vital operational function
Using drones to monitor tailings dam issues was vital during 
lockdown restrictions when teams were unable to conduct 
routine on-site evaluations of tailings facilities. Drone surveying 
for tailings dams, which is almost entirely automated, is easier, 
safer and faster than surveying with traditional methods. At 
Amandelbult in particular, where there are four tailings structures 
(three active), drone operators captured aerial video images of 
tailings dams that were recorded and shared with teams and, 
where applicable, third-party technical review panels. We are 
pursuing opportunities to increase the use of drones for ongoing 
monitoring and to optimise the frequency of site visits. 
	
Drone-based image of Amandelbult TSF
	
Drone-based image of Helena TSF
Mineral waste as a resource
We aim to reduce our impacts on land by increasing levels of 
waste-mineral recovery and reuse. For example, we used waste rock 
to construct the containment dam at Mogalakwena. Some of the 
mine’s waste-rock dumps are a source of low-grade PGMs which 
are remined, crushed and reprocessed. The waste rock is also 
processed into aggregates for construction and road-building. 
Waste rock at the Amandelbult and Twickenham operations 
supports small-scale crushing projects that reduce their waste-rock 
footprints and decrease our closure liability.
Realising opportunities to reuse slag is a focus in our initiatives 
to deliver circular-economy value. In January 2020, we received 
approval to exclude slag as a waste stream from the definition of 
waste for all three smelters. This will allow the smelters to use the 
slag for 22 different permitted uses. We are currently developing the 
business case for the slag project, which includes assessing various 
options for the material to generate value for diverse stakeholders 
such as communities and local businesses, including employment 
opportunities and promoting profitability and sustainability.
Tailings are one of the major-consequence waste types that 
mining companies produce in terms of volume and potential toxicity. 
Quantities accumulated at our operations in 2020 are shown on 
page 71 
. 
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Total waste sent to landfill in 2020 from 
all our operations was 1 763 tonnes 
which is a 92% reduction against the 
2013 baseline of 22 120 tonnes. The 
remaining 5 problematic waste streams 
(for which landfill alternatives have not 
yet been identified) make up 0.7% of 
the 2013 baseline.
Our holistic approach demonstrates leadership in 
reducing and managing non-mineral waste streams 
to minimise effects on human health and the 
environment, and to align with circular-economy 
principles. Our progress has depended on ensuring 
a mind-shift change, and the participation and 
cooperation of everyone across the business.
Achieving and sustaining zero waste to landfill
Our ZW2L objective and commitment
Anglo American Platinum set a target in 2013 to achieve zero waste 
to landfill (ZW2L) for all managed operations by the end of 2020. 
The strategy was developed to support our commitment to 
sustainable development and to comply with the regulatory 
framework.
At a landfill site, decomposition processes release greenhouse 
gases, such as potent methane, into the atmosphere. Less waste in 
our environment can curb climate change and prevent other forms 
of pollution to water or soil.
The ZW2L project focuses on ensuring that all waste included in its 
scope is reused, recycled, composted, or sent to energy recovery. 
It is about keeping waste out of landfills and reducing demand for 
waste that are typically thrown away, and forms part of a bigger 
philosophy, the circular economy, where waste becomes a resource. 
A circular economy, or closed-loop system, is a regenerative 
alternative to a linear economy. It is a strategy that aims to diminish 
overconsumption and eliminate waste by making the most of 
resources through reuse and recycling.
Our journey
The journey to achieve ZW2L has been underpinned by a 
progressive shift in our approach to waste management, supported 
by awareness campaigns and improved waste-stream sorting 
and recycling to drive behavioural change across the company.
All our operations apply the ‘avoid, reduce, reuse and recycle’ 
waste-management hierarchy. Introducing colour-coded waste 
Non-mineral waste
Lowlights/
challenges
Focus for 
2021 and  
beyond
Highlights
–	Achieved our goal of sending zero 
waste to landfill for all waste streams 
with re-use/recycled solutions (ZW2L) 
(for all managed operations) by 
December 2020 — the first South 
African mining company to do so
–	Partnering with a specialist waste 
company has enabled identification 
and implementation of innovative 
offtake solutions for challenging 
waste streams
–	Biodigester and incinerator installed 
at Unki
–	Annual saving of over R32 million 
in avoided waste transport and 
disposal costs
–	Selling waste streams generated 
a cumulative annual value of R13.5 
million
–	In reducing our waste to landfill from 
22,120 tonnes in 2013 to zero in 2020, 
we saved 503 053 tonnes of CO2 
equivalent.
–	Limited waste-mitigation 
opportunities with suppliers realised 
to date
–	Not all our waste can be recycled 
or reused because the technology 
to do so is not yet available (ZW2L 
excludes five waste streams – 
0.7% (0.154Kt) of 2013 total waste 
of 22.12Kt) 
–	Some 979 pre-levy tyres still to be 
downsized at Mogalakwena.
–	Maintain ZW2L (for all managed 
operations) and find offtake solutions 
for remaining problematic waste 
streams 
–	Shift towards life cycle solutions, in 
partnership with waste companies 
and community-based initiatives
–	Downsize all pre-levy tyres at 
Mogalakwena 
	
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Environment continued
bins to support at-source sorting was one of the first steps. By 
identifying individual waste streams and related quantities 
generated by each operation, we started the process of identifying 
alternatives to divert these streams away from landfill. Alternatives 
for simple streams were initially developed, and then for more 
challenging waste streams. 
Between 2013 and 2018, we focused on improved waste 
management, while volumes of waste generated also decreased 
due to divestment of the Rustenburg and Union mines. In 2018, we 
appointed a specialist waste management company to support 
the identification and implementation of reuse and recycling 
solutions. This facilitated a step-change in our performance. The 
graph overleaf illustrates our measured progress towards achieving 
ZW2L. 
We took critical steps to design processes to eliminate unnecessary 
wastage and waste generation, and to ensure that methods were in 
place to eliminate any disposal to landfills. This was achieved 
through a number of initiatives such as waste recovery, reuse and 
recycling, as well as environmentally friendly technologies. 
Operational specific waste reduction targets were developed, 
based on individual waste streams and available alternatives. 
Actual performance against these targets has been tracked 
monthly.
The best-performing operations in reducing waste across the 
business unit are recognised and rewarded quarterly, and we hold 
a quarterly competition to select a company waste hero from our 
operations for their commitment to excellence in waste 
management.
Our approach encompasses the entire value chain, not only 
end-of-line production waste. Our supply chain is a critical area for 
waste avoidance and minimisation initiatives. We strive to mitigate 
the levels of products we use across our activities, particularly 
hazardous materials, and encourage all key suppliers to consider 
reuse and recycling opportunities and support our ZW2L goals. 
We are also exploring and developing cost-effective reuse and 
recycling business ventures with community-based initiatives, 
as part of a growing shift to life cycle solutions.
We continue to demonstrate innovation and commitment to 
maintaining ZW2L as a vehicle for long-term sustainable change 
at Anglo American Platinum. Our leading example is serving as a 
blueprint for other Anglo American business units.
In supporting external collaborative efforts to reduce environmental 
impacts caused by waste, we committed in 2020 to being a 
sponsorship partner of the zero plastics to the seas of Africa 
conference in South Africa, postponed due to Covid-19 impacts.
Validating our achievement
By year end, all our managed operations had achieved ZW2L status 
(except for five waste streams totalling 0.7% of 2013 total waste 
of 22.12kt). To be certified as a ZW2L site, each site must have 
three months of data demonstrating that they are not sending 
any hazardous or non-hazardous waste to landfill (excluding 
unregulated waste, namely asbestos and waste streams with no 
reuse/recycling offtake solutions). Once an operation has been 
ZW2L certified, if waste is subsequently sent to landfill for any 
reason, the site is allowed 30 days to rectify and revalidate its 
ZW2L status.
Waste streams are sorted on site and weighed when leaving the 
operation. Large non-mineral waste streams include tyres, oils and 
greases, rubble and office consumables. We report hazardous and 
non-hazardous waste separately and against targets. Detailed 
monthly reports indicate the types and quantities of waste recycled, 
reused and disposed. We track and report our monthly and 
year-to-date performance against targets across our operations.
Key initiatives and positive impacts
During the ZW2L project, we have prevented many types of waste 
from going to landfill: scrap metal, plastic, paper, cardboard, empty 
paint tins, glass, fuel, fluorescent tubes and bulbs, and construction 
materials, including electrical scrap and cables.
The estimated total GHG emissions removed from the environment 
through our ZW2L activities between 2013 and 2020 is around 
503,000 tonnes of carbon dioxide equivalent. Most of these savings 
are associated with metal, fuel and construction materials.
In reducing hazardous waste sent to landfill, key initiatives 
implemented were bioremediation plants at our operations which 
rehabilitate soil affected by hydrocarbon spills so that it can safely 
be reused in land rehabilitation, and improving the quality of sodium 
sulphate and sodium chloride by-products at our refineries so that 
they can be sold and used in various applications. We also burn 
low-grade materials to recover metals.
Through these initiatives, annual savings in avoided transport and 
disposal costs exceed R32 million.
Waste streams such as food packaging and mixed waste are used 
in refuse-derived fuel (RDF) facilities, while building rubble is used 
as a resource at the Klinkerstene waste management facility. Other 
innovations include separating the components of air filters for 
recycling and reusing flux (clay) pots.
By treating waste as a resource, various revenue-generating 
and cost-saving opportunities have been unlocked. It has also 
eliminated the need to build new landfills at our Mogalakwena 
and Unki mines, saving on associated capital and operational 
costs. Selling gypsum, sodium chloride, scrap metal, sodium 
sulphate and used oil has annually generated additional revenue.
We continue to innovate and find solutions. For example, in 
Zimbabwe, where there are limited offset/recycling opportunities 
external to the operation, our Unki operation recently established an 
incinerator to thermally treat waste, and a biodigester to generate 
biogas. Mogalakwena is trialling an aerobic composting process to 
ameliorate soil for rehabilitation purposes (see case studies below).
In managing waste associated with Covid-19 prevention measures, 
across our operations we implemented awareness initiatives on 
biohazardous and medical waste, with dedicated bins for 
responsible disposable of materials such as used masks and gloves. 
All biohazardous and medical waste is sent for thermal treatment.
Addressing challenges
A focus in 2020 was to identify recycling/reuse offtakes for certain 
challenging waste streams. Not all our waste can be recycled or 
reused because the technology is not yet available to do so. We 
remain abreast of changes in waste-management options and will 
continue to communicate with the relevant experts and authorities. 
At year end, there were five waste streams for which we are yet to 
identify offset solutions: fibreglass-related waste, base emulsion 
(explosive waste), vanadium pentoxide, zeolites and lead waste. 
This resulted in 0.7% of total waste still being sent to landfill. We 
continue to engage suppliers to engineer solutions to identify more 
economical and environmentally friendly ways to prevent waste 
from being sent to landfill.
Our progress in downsizing used tyres (pre-levy tyres) at 
Mogalakwena was limited in 2020, partially owing to Covid-19 
restrictions. We have engaged a specialist company to operate 
a plant on site to generate shredded, high-quality rubber for reuse. 
A further 979 pre-levy tyres of all sizes are yet to be downsized. 
In addition, almost 2,600 post-levy tyres need to be downsized 
(approximately 36 tyres are added to this stockpile per month). 
We continue to engage with the DEFF on delays and challenges. 
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Hazardous waste management
Managing hazardous substances is strictly regulated and controlled 
at our operations, and at receiving-waste facilities, which are 
regularly audited by external parties. Hazardous waste can only 
be stockpiled for up to 90 days and is not an alternative for sending 
it to landfill. 
All our sites have completed performance reviews against the Anglo 
American hazardous-materials management technical standard, 
and a number of internal audits were completed. The standard 
requires operations to design systems to reduce the potential for 
exposure to hazardous materials. It does not set explicit targets 
on reducing or substituting the use of hazardous materials. In 
managing hazardous materials, we are implementing defined 
minimum mandatory critical controls for each site to ensure fatal 
risks are proactively managed. Consistent with the goals of our 
new SHE policy, we began implementing a new software platform 
for control of all hazardous materials to bring consistency across 
the group. 
Hazardous waste, such as acids and chemicals, are primarily 
used in the refineries (RBMR and PMR) and where we have on-site 
laboratories At RBMR, for example, used chemicals are retained in 
a closed system and absorbed in the production cycle, ensuring 
that no liquid chemical waste is sent to landfill. Chemical/acid 
waste is mostly produced when there are spillages, for example a 
sump spill at an acid plant. These are typically treated with lime 
before being cleaned out of the sump and the lime mix is further 
treated so that it can be used as cover/fill material (becoming a 
resource) at the Klinkerstene landfill facility.
25
20
15
10
5
0
2013
2014
2015
2016
2017
2018
2019
2020
22.12
18.86
21.33
12.79
Target
2018:
10.55
7.89
Target
2019:
5.89
3.59
Target
Dec
2020:
0.00
1.80
18.11
Total waste to landﬁll
(kilotonnes)
The table below shows ZW2L performance over the past three years against targets.
000t
2020 
target
2020 
actual
2019 
target
2019 
actual
2018 
target
2018 
actual
Non-hazardous waste to legal landfill
0.63
0.61
1.90
1.28*
3.03
2.30
Hazardous waste to legal landfill
0.98
1.19
3.99
2.31*
7.52
5.60
Total
1.61
1.80**
5.89
3.59
10.55
7.89
*	 Excluding Mototolo Mine which only became part of Anglo American Platinum in November 2018.
**	Total waste send to landfill during 2020 (include waste without offset solutions) while working towards ZW2L – achieved in December 2020
	
      
The graph below illustrates the percentage of waste diverted from individual operations in 2020.
120
100
80
60
40
20
0
Amandelbult
Twickenham
Mogalakwena
Mototolo
Unki
PMR
RBMR
Mortimer
Polokwane
Waterval
94
87
82
84
96
99
100
99
94
100
Waste diversion rate
(%)
	
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Case study 12:
Environment continued
Community initiatives
Our operations undertake site-specific engagements on ZW2L 
and waste-related matters in their host communities. These are 
often interactive, for example building on the success of a school art 
competition we held in 2018, in which students from schools around 
each operation expressed their creativity by reusing waste to create 
pieces of art. 
In 2019, Twickenham established an innovative central waste-
collection and recycling hub for its host communities. The project 
involves community members delivering recyclable materials to the 
hub and receiving e-vouchers in return that can be used at retail 
outlets to buy goods. The central hub is not yet operational, but 
planned to be up and running in 2021. Twickenham supported 
improved waste management in communities by donating ten 
caged bicycles to recyclers at the local municipality to boost their 
productivity and income (see case study 14 on page 58 
). 
We are increasingly identifying and supporting enterprising waste 
reuse and recycling-related income-generating projects for 
community members. For example, Mogalakwena is facilitating a 
project for community members who use wooden pallets to build 
furniture, including unique sofas. 
Transforming waste materials into compost
Mogalakwena Mine has a well-established world-class 
bioremediation facility for treating contaminated soil. The 
operation identified an opportunity to produce compost using 
suitable materials generated at its sites — this will be used to 
improve the condition of soil used for rehabilitation instead of 
buying fertilisers, which are mostly chemical-based.
Compost materials are produced at the operation from different 
areas: 0.63t of sewage sludge per month from three treatment 
facilities; 1.0t of food waste from the tuck shops per month; and 
around 100t of woodchips stockpiled at the operation’s farms. 
A trial in-house aerobic composting process is under way to 
provide an environment-friendly and cost-effective solution for 
these waste streams. 
The process takes place in a double composting tumbler 
(100 litres in each compartment) at the general landfill site. 
The compost materials are added in layers into the tumbler, 
alternating moist and dry materials in the appropriate ratio, with 
water sprinkled between each layer. The tumbler is left closed in 
the sun to retain moisture and heat. It is filled to the maximum of 
90% to allow aeration to take place and keep bacteria alive to 
destroy pathogens and heavy metals from the sewage sludge. 
The contents are turned weekly to keep mixing the materials, 
which become usable compost in four to eight weeks. The final 
product will be benchmarked against the South African 
agricultural compost requirements/limits. Mogalakwena has 
generated around 0.7 tonnes of compost as part of their pilot 
project. Good lessons have been learned and will be applied 
going forward.
	
Mogalakwena community members using wooden pallets to make sofas
	
Composting tumbler at Mogalakwena
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Case study 13:
Unki innovates to overcome ZW2L challenges
At our Unki operation, the ZW2L 2020 target seemed 
unattainable, given limited recycling options in Zimbabwe. 
In striving to find solutions, two key milestones achieved this 
year enabled the mine to secure ZW2L certification by the 
end of 2020.
The principal development has been the purchase, safe 
installation and commissioning of a waste incinerator capable 
of incinerating 150kg of waste per hour. In September 2020, 
the initiative was approved by the Environmental Management 
Agency and launched. While the focus is still on reducing 
waste at source, recycling and reusing initiatives, the remaining 
waste (mainly hazardous) is now thermally treated through 
the incinerator. 
	
Unki Mine’s incinerator to thermally treat waste
Unki complex is implementing a biodigester project with several 
positive impacts. The main objective of the plant is to generate 
biogas through the sustainable treatment of biodegradable 
waste. Targeted waste feed is domestic waste from the camps 
and offices (vegetable peels, waste food materials) and sewage. 
The controlled anaerobic breakdown/fermentation/
decomposition of these organic materials by bacteria generates 
environmentally friendly, clean and efficient biogas fuel. 
The biodigester was designed by Rural Electrification Fund (REF), 
which is responsible for renewable energy initiatives in Zimbabwe. 
Construction of the brick-and-cement structure was completed 
in February 2020, but procurement and installation of appliances 
(tailor-made commercial oil-jacketed cooking pots 
manufactured in South Africa) was delayed by Covid-19 
restrictions.
Biogas was generated after commissioning and quality checks 
for the product were conducted and verified. Before activating 
the plant, in February 2020, the sewage feed bypassed the 
biodigester to avoid generating unused methane gas, and food 
waste was composted. However, the project was delayed as a 
result of Covid-19 and it was activated again in December 2020, 
whereafter a review will be done in January/February 2021.
When operating fully, the 150m3 biogas digester can generate 
an average of 70m3/day, enough to sustain the daily cooking 
energy demands for the two oil-jacketed gas cookers installed 
at one of the on-site accommodation kitchens.
Other viable options for the renewable gas will include 
generating electricity, with the ability to generate 140kWh/day. 
The project has also offered a variety of opportunities in broader 
environmental management, including the opportunity to 
improve energy intensity. The technology can also be transferred 
to the community as a positive social investment, contributing 
to a healthy environment and communities.
The nitrogen-rich organic sludge (a by-product from the 
biodigester that accumulates over three to five years depending 
on the quantity of waste feed) will be used for rehabilitation or 
land restoration around the complex.
	
Location of the Unki biodigester project
	
Construction of Unki’s biodigester
	
Levelled area after construction was completed
	
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Case study 14:
Environment continued
Donating bicycles to local recyclers to boost their 
productivity and income
A passion to protect the environment and empower local 
women prompted our Twickenham operation to donate ten 
purpose-built bicycles to women recyclers in the Greater 
Fetakgomo Tubatse local municipality, on 17 July 2020, in 
honour of Mandela Day. 
The caged bikes help the women be more productive in 
reclaiming greater volumes of recyclable material, while curbing 
litter in the town and generating a better income. The average 
monthly income of the recyclers at Twickenham is R2,000. The 
focus was on supporting women, recognising that the Covid-19 
pandemic has especially impacted women, with many losing 
their source of income.
The municipality’s acting mayor Maria Maboshego said: 
“We view this donation towards our local recyclers as part of 
a continued process of strengthening the relationship between 
the mine and the government.”
	
Donation of bicycles to women recyclers in Greater Tubatse local municipality
	
Rejamonate farm
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Responsible-product stewards should seek to positively influence the environmental and social impacts of 
their products across the value chain and throughout their life cycles. Companies maximise value to society 
when they produce materials responsibly, and then engage downstream to promote their beneficial use.
Responsible stewardship is crucial for preserving our reputation and 
our ability to market products. Our approach focuses on ensuring 
responsible production, meeting regulatory obligations, and 
responding to growing demand from our customers for assurance 
that the minerals and metals they buy are produced responsibly.
Meeting regulatory obligations
The implementation of product-focused regulation such as the 
UN’s globally harmonised system of classification and labelling of 
chemicals (GHS) is growing. We comply by developing quality 
hazard data on our products and communicating it – either to 
customers through safety-data sheets, or to authorities where 
required, notably under the European Union’s (EU) registration, 
evaluation, authorisation and restriction of chemicals (REACH) 
regulation.
Product regulatory activity has focused on maintaining REACH 
dossiers for the EU and implementing plans to ensure compliance 
in the UK post-Brexit. We are also engaging with metals consortiums 
to update dossiers and ensure ongoing compliance in other regions. 
To meet future requirements of the so-called K-REACH regulation 
in South Korea, we have pre-registered substances under that 
regulation.
Regulations like REACH and those stemming from the GHS apply 
to all chemical substances, including minerals and metals. Failing 
to comply would jeopardise our ability to access markets. 
Comprehensive systems are in place to ensure ongoing compliance, 
establishing a continuous process of product testing, hazard 
assessment and communication via safety-data sheets. Where 
products are deemed to be ‘dangerous goods’, the relevant 
packaging, labelling and consignment procedures are met – as 
defined in regulations such as the UN’s international maritime 
dangerous goods code.
In 2020, we faced issues with packaging and shipping by-products. 
The incidents, which had no negative impacts, have been resolved 
and new processing controls instituted at PMR to ensure outbound 
product remains within specifications. We have reviewed all product 
stewardship risks and controls, in line with Anglo American’s 
operational risk management approach, and strengthened controls 
where necessary. Work is ongoing to ensure regulatory approval in 
various markets for more of our by-products, as part of efforts to 
promote a circular economy.
We enable our sites to manage hazardous materials effectively. 
These practices are reviewed on page 55 
. 
This work helps protect the environment and human health by 
informing downstream risk management decisions, and ensures 
we maintain our licence to market. We also work closely with 
industry peers, academia and government to improve the science 
and test methods used for minerals and metals, and ensure they are 
appropriately applied – for example in shipping codes that ensure 
safe transport of our products. This is part of a programme of 
continuous learning and development to ensure our sector remains 
on top of emerging issues.
Ethical value chains and the circular economy
A tenet of our sustainable mining plan is to demonstrate how our 
products impact the key social and environmental challenges 
facing society – including climate change – and support efforts 
to decouple economic growth from resource consumption.
Product stewardship
Lowlights/
challenges
Focus for 
2021 and  
beyond
Highlights
–	Unki Mine was independently 
assured against the Initiative for 
Responsible Mining Assurance (IRMA). 
The mine met all critical requirements 
of the standard, and at least 75% 
of all other requirements
–	We applied the Anglo American 
operational risk management 
approach to reviewing all product 
stewardship risks and strengthened 
our controls 
–	Incidents related to packaging and 
shipping by-products were resolved, 
with new controls in place at PMR 
to ensure that outbound product 
remains within specifications
–	Self-assessments against IRMA 
have been protracted, owing to 
auditing challenges under Covid-19 
restrictions
–	Continue to engage proactively 
with stakeholders interested in 
the impacts and contribution 
of our materials and products 
manufactured from them
–	Continue to demonstrate leadership 
as a reputable and responsible PGM 
producer through ethical processes 
–	Implement a roadmap to ensure 
all our operations undergo third-
party audits against recognised 
responsible mine-certification 
systems by 2025
	
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Environment continued
Here, we are looking beyond compliance and engaging proactively 
with those who are interested in the impacts and contribution of 
our materials and resulting products. In developing our contribution 
to the circular economy, we are focusing on three dimensions that 
are relevant for the future of Anglo American and aligned with 
our purpose:
	
– Operationally: ensuring the optimal use of resources and 
elimination of waste and inefficiency, to achieve a neutral 
or even net-positive impact on the environment and communities 
by leveraging our strategic goals (eg reducing our water and 
energy/carbon footprint, physical waste management)
	
– Through our value chains: maintaining the value of resources 
in the economy for as long as possible, providing maximum 
benefit to society and ensuring waste is eliminated across the 
life cycle of our products (eg getting our materials into the most 
beneficial and well-designed products)
	
— Through holistic circular-economy transformation: a lens to 
re-imagine mining by growing our business while reducing global 
resource use to sustainable levels. This means we continually 
evaluate our strategy against developments in the circular 
economy and in a resource-constrained world.
We are already implementing the tenets of a circular economy 
in many parts of the business, notably in our waste-management 
practices, and supporting the development of hydrogen and fuel 
cell technologies (see pages 44 and 45 
). 
In parallel, conscious consumers are increasingly choosing 
‘responsible’ brands and products, and there is a growing interest 
in responsible sourcing programmes and sustainability matters from 
myriad stakeholders. They are all fundamentally seeking assurance 
that minerals and metals have been produced responsibly. Anglo 
American Platinum is committed to being a reputable and 
responsible PGM producer through ethical production processes. 
One of the ways we will provide this assurance in future is through 
assessment against the Initiative for Responsible Mining Assurance’s 
(IRMA) new standard. Our Unki Mine was the first in the world to be 
independently audited against IRMA, in December 2019. The audit 
process was protracted due to Covid-19 restrictions, but concluded 
in November 2020. Unki met all the critical requirements of the 
standard, and has achieved the IRMA 75 level of performance. 
The mine is implementing a plan to close identified gaps. Our 
other mines are completing the IRMA self-assessment and will 
begin third-party assurance. We have a roadmap to ensure all 
our operations undergo third-party audits against recognised 
responsible mine-certification systems by 2025 (see IRMA case 
study on page 18 
).
Where we source concentrate and feedstocks from third parties, 
we have systems to enforce the appropriate due diligence. This 
ensures that our practices and policies meet the requirements of 
the London Platinum and Palladium Markets’ (LPPM) platinum and 
palladium responsible sourcing guidance, a commitment that is 
externally assured. Anglo American Platinum’s process sites have 
received LPPM accreditation.
	
Platinum ingot
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Addressing the effect of air quality on human health is vital, if our operations are to have a positive impact 
on people’s lives. Ensuring we adequately understand and control the dust and gases we release at our 
operations is essential to prevent adverse impacts on host communities, and to meet current and 
future legislative requirements.
Our management approach
Air quality and air emissions are governed by national and local 
legislation, as well as national and international conventions. Our 
RBMR, PMR, Polokwane smelter, Waterval smelter complex and 
Mortimer smelter each have an atmospheric emission licence (AEL), 
aligned to legislated emissions standards for South Africa. We have 
real-time ambient monitoring networks in Rustenburg, Polokwane 
and near the town of Northam.
In addition to Green House Gasses (GHGs), we monitor and manage 
the emission of sulfur dioxide (SO2) and particulates (largely from 
our smelters), as well as dust (mainly from our tailings dams and 
opencast mines), and nitrogen oxides (NOx) emissions from mine 
vehicles and other diesel engines. The emissions inventory is 
calculated annually under the national atmospheric emissions 
inventory system (NAEIS). 
We promote ongoing operational improvements to reduce 
emissions levels and manage air-quality risks by implementing 
the Anglo American air quality and emissions technical standard, 
endorsed in 2018. This provides a framework for how we monitor 
and manage emissions of dust and gas (excluding emissions 
managed for occupational-health impacts) from our sites that 
may pose a risk to humans, fauna and flora. In doing so, we reduce 
adverse effects on communities, the risk of non-compliances, and 
strengthen our position to meet evolving regulatory requirements. 
Our targets to reduce emissions are aligned to legal requirements. 
Specific reduction targets are in place for our smelters.
Over the last two years, all our high-risk sites for air quality 
have been improving their performance rating by implementing 
site-specific plans to address identified gaps in meeting group 
air-quality and emissions standards, and ensure ongoing 
improvements in tracking and closing out actions. In 2020, Mortimer 
and Polokwane smelters developed air quality offset plans for 
approval by the Department of Environment, Forestry and Fisheries 
(DEFF) and commenced with baseline air quality monitoring and 
establishment.
We plan to strengthen our risk management approach by introducing 
predictive environmental monitoring. This will generate information 
to enable us to move beyond compliance towards proactive 
decision-making processes (see case study on page 63 
). 
SO2 abatement
Our most material air-quality issue is SO2 emissions from our three 
smelters in South Africa. These are regulated by the National Air 
Quality Act, which stipulated more stringent Minimum Emission 
Standards (MES) by 2015, and a further reduction by 2020.
At our Unki smelter, additional abatement needs will be determined 
through further monitoring and impact studies.
After an initial postponement in 2015 for Polokwane and Mortimer 
smelters, Rustenburg Platinum Mines Limited (RPM) was granted 
further postponement in November 2019 of the timeframes for 
complying with 2020 emission limits for all three smelters. The 
requested postponement for Waterval is to enable us to evaluate 
Air quality
Lowlights/
challenges
Focus for 
2021 and  
beyond
Highlights
–	Received approval from authorities 
for air-quality offset plans developed 
for Mortimer and Waterval smelters, 
and initiated baseline and 
monitoring programmes
–	All high-risk sites for air quality 
progressed with implementing site-
specific plans to address identified 
gaps in meeting group air quality 
and emissions standards; overall 
compliance on action plans to 
close the gaps are at 100%
–	Five air quality-related complaints 
–	Progress in implementing our SO2 
abatement projects delayed by 
Covid-19 restrictions
–	Ensure emissions are minimised 
and permit conditions met
–	Commence with scoping and 
evaluation of  air-quality offset 
interventions for Mortimer and 
Waterval smelters
–	Initiate commissioning and startup of 
SO2 abatement project at Polokwane 
smelter in 2021 and apply learnings 
in constructing a similar facility at 
Mortimer smelter to reduce emissions 
and comply with more stringent 
emission limits
	
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Environment continued
	
Mogalakwena – Limpopo South Africa
the impact of future high-sulfur concentrate. The requested limits 
and dates were approved, with a SO2 postponement to 2022 for 
Polokwane smelter; 2025 for Mortimer smelter; and 2023 for 
Waterval smelter. In addition Waterval smelter has a postponement 
to 2025 for NOx. 
Over the last three years, RPM has been constructing the SO2 
Abatement Project at the Polokwane smelter, which will 
use innovative technology to capture SO2 gas from the furnace 
and convert it to sulphuric acid. Project progress in 2020 was 
delayed by Covid-19, with construction completed in 
December 2020 and commissioning and start-up planned 
from January 2021. 
Once the Polokwane SO2 abatement has been successfully 
commissioned, we will apply the lessons to inform development of 
a similar SO2 abatement project at the Mortimer complex. Taking 
a phased approach is essential, owing to the breakthrough nature 
of the technology. 
Upgrades will also be done at Waterval smelter complex. We are 
addressing SO2 and NOx abatement at the Waterval smelter 
complex by optimising operations and redesigning start-up and 
shutdown procedures. Waterval smelter work towards compliance 
with the MES for SO2 by 31 December 2023 and for NOx by 
31 March 2025.
The approved postponement for Waterval smelter complex and 
Mortimer smelters, which fall in the Waterberg Bojanala air-quality 
priority area, is conditional on implementing an air-quality offset 
programme to reduce emissions contributing to air pollution in 
the ambient/receiving environment (see case study below).
Anglo American Platinum is required to report quarterly on 
implementation of the compliance roadmap and commitments 
made during the application, as well as progress reports on 
implemented offset projects.
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Case study 15:
Improving ambient air quality in host communities 
Rustenburg Platinum Mines Limited (RPM) has initiated an 
air-quality offset programme aimed at improving ambient air 
quality in communities around its Mortimer and Waterval 
smelters. This is aligned with both regulatory requirements of 
the smelters and our core values and principles.
Air-quality offset implementation plans for the two smelters were 
developed and submitted as required to the Department of 
Environment, Forestry and Fisheries (DEFF) in March 2020, and 
approved in June 2020.
These plans are aligned with the regulator’s 2016 air quality 
offsets guideline and comprise key phases, which will be 
supported throughout by appropriate stakeholder engagement:
–	Baseline establishment and identification of intervention 
opportunities
–	Intervention selection prefeasibility and design development
–	Implementation of offset interventions (feasibility, pilot, and 
then large-scale implementation)
–	Impact monitoring and evaluation. 
Baseline activities began in April 2020 to establish scientifically 
sound air-quality offset baselines and implementation activities 
in communities most affected by emissions from our smelters. 
Results from the scoping/preparation phase indicated that 
particulates (both as PM2.5 and PM10) are significant pollutants 
in the target areas. Three pollution sources of concern have been 
identified near both smelters that can be addressed by offset 
interventions: vehicle-entrained road dust; domestic solid fuel 
use; and burning domestic waste in particular areas.
Although the licence conditions specify that SO2 is the target 
pollutant, which is aligned with our emissions, as permitted in 
the offsets guideline, we have requested the DEFF to approve 
PM as an alternative target pollutant for the offsets programme.
The baseline research has informed the identification of potential 
offset projects to reduce air-quality impacts on people’s health. 
For instance, in addressing dust from roads, highly ranked options 
include surfacing unpaved roads and sidewalks as well as 
sweeping paved roads or spraying unpaved roads. To mitigate 
household wood burning, potential interventions include 
introducing liquefied petroleum gas (LPG), improved cookstoves, 
heaters or water heaters at wood-using households. Initiatives 
to avoid waste burning will probably include different 
approaches, such as removing waste in public areas, collecting 
waste from residential houses, establishing a recycling and 
composting centre, optimising landfill operations, household 
education and training, and a combination of approaches. 
Public participation meetings were held on 7 December 2020 for 
Mortimer smelter and 9 December 2020 for Waterval smelter.  
The most suitable air-quality offset interventions will be selected 
and developed in collaboration with end users – the individuals 
or entities living near the smelters. We will pursue relevant 
best-practice methods in the design, as well as in monitoring 
and reporting on our activities. Programme and project-level 
impact on air quality, air quality drivers and quality of life will 
be monitored by comparing the project scenario with the 
baseline scenario.
By year end, the bulk of baseline data had been acquired and 
analysed. In 2021, the remaining baseline activities will run 
concurrently with developing initiatives. Similarly, pilot 
implementation will run concurrently with completing intervention 
development. 
Full-scale implementation is anticipated from 2022. The 
implementation plan timeframe may be amended in response 
to Covid-19-related developments or any other unforeseen 
risks that may arise during the project life cycle. 
The intervention life cycle designs include planning for continued 
benefit after the mandated offset impact period, through 
appropriate hand-over activities. We will engage regularly, 
transparently and meaningfully with stakeholders, using our 
existing local community interaction and recognised 
environmental consulting practices.
Our performance
Anglo American Platinum’s GHG reporting aligns with annual NAEIS 
reporting regulations. All our South African operations submitted 
their 2020 NAIES process and mining emissions data, including 
GHGs, using 2019 data, before the 31 March 2020 deadline, and 
submitted their GHG reporting data through the SAGERS in April 
2020. Our 2020 data will be submitted for the 2021 NAEIS and 
SAGERS reporting cycle by 31 March 2021.
In 2020, ambient conditions for SO2 at all three smelters remained 
below the limit of under 88 exceedances of the hourly standard per 
annum.
The compliance with the three smelters with the postponement 
limits (expressed as a monthly average) is as follows:
	
– SO2 stack emissions for Mortimer smelter remained below the 
AEL limit of 52,000mg/Nm3 based on the monthly average
	
– At Polokwane smelter, the AEL limit for SO2 stack emissions of 
60,000mg/Nm3 was exceeded in June 2020, based on monthly 
averages, due to a higher sulfur content in the concentrate 
smelted and improved sealing of the furnace off gas system, 
leading up to the commissioning of the SO2 abatement plant.
	
— SO2 stack emissions for ACP remained below the AEL limit of 
3,500mg/Nm3 based on the monthly average. Waterval smelter 
exceeded the limit of 3,500mg/Nm3 in July 2020 due to the Tower 
Plant being off-line. In some instances the daily averages are 
exceeded, but the abatement technology being implemented 
will address these in line with meeting postponement limits.
	
— The monthly average of the NOx limit of 2,000mg/Nm3 was not 
exceeded – zero emissions were experienced in November 2020 
due to the plant not running as part of a converter rebuild.
In May 2020, we successfully started up the new hot-gas cleaning 
plant at the Polokwane complex and, as anticipated in the 
postponement application, higher SO2 emissions were observed. 
This increase is attributed to improved sealing of the furnace offgas 
system (not to a change in the smelting process), leading up to 
commissioning the SO2 abatement plant when furnace offgas will 
be sent to the new acid plant to reduce SO2 emissions to the target 
of 1,200mg/Nm3.
Although the stack emission limit was exceeded in June 2020, it did 
not result in any hourly average or daily average exceedances at 
any of the ambient stations in the month. One exceedance of the 
10-minute average was noted at the game farm ambient 
monitoring station.
In 2020, we recorded five air quality-related complaints (2019: nine) 
associated with activities related to gas emissions at our Waterval 
smelter and excessive dust.
All complaints are investigated and dealt with through the 
environmental management system.
	
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Environment continued
Our management approach
The purpose of ‘mine closure planning’ at Anglo American Platinum 
is to deliver value through integrated, risk and opportunities-based 
closure planning and execution, to establish safe, stable and 
non-polluting post-mining landscapes that leave a sustainable 
legacy for stakeholders. 
Our ‘cradle-to-cradle’ approach to mine-closure planning spans 
the entire life of an operation from the exploration to post-closure 
phase to ensure a sustainable post-mining legacy. The mine closure 
and rehabilitation at Anglo American Platinum is primarily governed 
by three key workstreams: the mine-closure toolbox (MCT) and mine 
closure standard compliance (MCS), the rehabilitation strategy, and 
the closure liabilities.
All above-mentioned workstreams enable Anglo American Platinum 
to integrate the closure planning process in its operational plans in 
such a way that will reduce the current and future impacts of mining 
on the operational footprints and ensure a sustainable post-mining 
legacy. 
Mine-closure standard
MCS is the Anglo American technical standard approved in 2018. 
The MCS has 23 minimum requirements: seven for planning and 
design, 11 for implementation and management, and five for 
performance monitoring. As at end 2020, all Anglo American 
Platinum operations were fundamentally compliant with 22 of 
the requirements and partially compliant with one. The MCT and 
the rehabilitation strategy provide the guidance to comply with the 
MCS requirements.
Key principles in applying the standard include: 
	
– Integrating the closure process into planning and operational 
levels
	
– Appropriate application of the closure standard throughout 
the life-of-mine cycle (cradle-to-cradle)
	
– Using the investment development model (IDM) for closure 
planning and execution
	
— Applying the MCT (v3) for detailed guidance on how to meet 
the standard’s requirements.
Aligning with the closure standard also ensures alignment with 
our sustainable mining plan.
Mine-closure toolbox
Our MCT is a structured framework for planning and managing the 
closure of mines, and is internationally recognised as leading 
practice. It provides a mechanism for our long-term business plans 
to consider, before a mine even starts operating, what will happen 
after we close it. The MCT was originally introduced in 2007 and 
subsequently updated in 2013. In November 2019, we launched the 
third version (v3) of the updated MCT. This includes additional focus 
on key components such as social transition, and incorporates our 
integrated closure planning system, which focuses on integrating 
multidisciplinary closure planning and execution. As a result, we now 
have a single, consistent framework for closing mines that guides 
operations on how to meet the group closure standard and aligns 
with leading-practice guidance from the ICMM. In 2020, we 
developed and delivered MCT (v3) virtual instructor-led training 
for business unit and operations closure champions, as well as 
The end of a mine’s operational life is far from the end of its social and environmental impact. Anglo American 
Platinum recognises its responsibility to close mines in a way that leaves a positive, healthy and sustainable 
legacy. Taking the lead on closure and rehabilitation planning will have a positive effect on people’s lives 
and our financial performance.
Mine closure and rehabilitation
Lowlights/
challenges
Focus for 
2021 and  
beyond
Highlights
–	All operations fundamentally comply 
with the Anglo American mine closure 
standard
–	Mogalakwena finalised its detailed 
five-year rehabilitation plan
–	Amandelbult and Mogalakwena 
achieved their 2020 rehabilitation 
targets of 35ha and 3ha, respectively
–	Groundwater remediation liability 
estimates for all managed process 
operations finalised
–	Mine closure plans for Amandelbult 
and Mototolo updated. Stand-
alone closure plans for all process 
operations drafted
–	Rehabilitation backlog of 220 ha
–	At Mogalakwena, concurrent 
rehabilitation of waste-rock dumps 
has been challenging due to space 
constraints
–	Draft regulations on financial 
provision for prospecting, 
exploration, mining or production 
operations in South Africa still not 
finalised
–	Focus on rehabilitation to reduce 
backlog and associated closure 
liabilities 
–	At Mogalakwena, focus on 
rehabilitation of waste-rock dumps 
–	Implement rehabilitation monitoring 
and maintenance plans at 
Mogalakwena and Amandelbult 
from 2021
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web-based training for our senior leaders. We also facilitated nine 
internal webinars covering topics from social transition to integration 
and remote rehabilitation monitoring.
The MCT (v3) is structured as a ‘plan-do-check-act’ method and 
has three key components:
	
– Planning and design: requires the operations to develop a closure 
plan that is fundamentally aligned with the toolbox, establish 
a closure vision with associated closure objectives and land-use 
plans. A risk assessment and gap analysis aligned with the 
toolbox must be completed in all updates of the closure plan. 
Closure plans consider and address regulatory conditions as 
well as community and stakeholder commitments. In addition, 
where appropriate, closure liabilities are minimised by proactive 
integrated planning throughout the operational life cycle, 
involving formal opportunities analysis. Closure requirements 
are integrated into the business planning and life-of-mine 
planning processes, and sites are required to have at least 
a five-year concurrent rehabilitation plan with clear targets.
	
– Implementation and management: all toolbox and rehabilitation 
strategy requirements are implemented at our operations. 
This includes promoting beneficial reuse of infrastructure post-
closure where possible, minimising post-closure active 
treatment requirements through integrated closure planning, 
managing and reducing dependency of relevant surrounding 
communities through the life cycle of the operation to leave a 
positive post-closure legacy. The successful rehabilitation of 
impacted sites is achieved through proven rehabilitation 
techniques that meet the closure vision and 
associated land-use. In addition, a review and update of closure 
liability estimates (accounting provision) is completed annually 
at all our operations and a financial provision (guarantee, trust 
fund) is provided to the DMRE to cover premature closure costs 
as required by regulations.
	
— Performance monitoring: all post-production monitoring and 
maintenance costs are included in closure liability estimates that 
allow sufficient time for realistic lease relinquishment (minimum 
of ten years post-decommissioning phase unless otherwise 
indicated in site-specific technical studies). Detailed monitoring 
plans are implemented at rehabilitated sites.
Group rehabilitation strategy 
Our approach emphasises the need to integrate rehabilitation into 
the business planning process, manage our financial liabilities 
rigorously, reduce our environmental footprint, work with 
stakeholders to address social impacts, and begin rehabilitating 
mines while they are still active. Our rehabilitation strategy upholds 
a commitment to reduce the backlog of our disturbed land that 
requires rehabilitation, during the lifetime of our current mines rather 
than after operations cease.
Our mine rehabilitation programme is designed to be integrated 
into our key business planning processes — resource development 
plans, life-of-asset planning and the sustainable mining plan — 
to reduce our disturbance footprint and generate value for the 
group and our stakeholders. 
Anglo American’s group rehabilitation strategy (and associated 
guideline) outlines the requirements for open-pit operations to 
integrate rehabilitation into our different planning processes and 
develop five-year rehabilitation plans to reduce any related 
backlog. 
Additionally, rehabilitation performance — reshaping and seeding 
completion against target — has been a metric in the CEO 
scorecard. The metric – seeding completion against target – was 
also included in the long-term incentive plan (LTIP) scorecard 
from 2018-2020.
Performance developments
Compliance with MCT and closure standard 
We made significant progress in closing out the few remaining 
actions to meet all the requirements of the closure standard, 
despite challenges presented by Covid-19 restrictions in 2020. 
All our managed operations achieved fundamental compliance by 
the end of 2020. We conducted assisted maturity self-assessments 
at eight managed mining and processing operations in our portfolio. 
We have plans in place to ensure all our managed operations have 
closure plans to a required maturity level of competence by the 
end of 2021. 
Closure plans and actions
All our mining operations have stand-alone (outside the closure 
liability assessment reports) mine-closure plans. Detailed closure 
plans are developed within five to ten years of operational closure. 
The current life-of-mine for most of our mines is until end-2040.
The stand-alone mine-closure plans for process operations 
(Rustenburg process operations, Mortimer smelter and Polokwane 
smelter) will be finalised in early 2021. Additionally Mototolo Mine, 
acquired in 2019, is being integrated into the Mototolo concentrator 
operation’s closure plan. 
At our underground Twickenham Mine, on care and maintenance, 
illegal chrome mining in the mining-right area presents a risk to 
the health and safety of local communities and the environment. 
The DMRE is addressing the matter in conjunction with mining 
companies. Since 2019, as a responsible mining company, the cost 
of rehabilitating illegally mined areas in Twickenham’s surface rights 
was included in its overall liability.
The key closure actions identified for the Mototolo concentrator 
were to develop the current conceptual-level decommissioning and 
closure plan into an execution level for the Helena TSF, which 
reached the end of its life in 2020. The execution-level plan will be 
based on the key closure objective of rendering a safe, stable, 
non-polluting landscape post-closure, while meeting internal and 
external requirements. Detailed closure planning work on the 
execution-level decommissioning and closure plan began in 2020 
and is expected to be complete in 2021.
Integrated planning projects
As part of integrated closure planning, detailed design closure 
criteria inputs have informed life-of-asset plans for Mogalakwena 
and Amandelbult. The objective of the integration is to enable 
efficient rehabilitation by establishing and working towards short 
and long-term rehabilitation targets and assigning annual budgets. 
In addition, we aim to optimise our mining processes to reduce the 
environmental impact and ultimately reduce liability where possible.
The focus at Mogalakwena is to reduce the rehabilitation liability of 
its waste-rock dumps. Since waste rock and tailings account for the 
bulk of mine residue and the overall liability, the integration process 
has ensured that both residues are placed in dumps as close to 
their final rehabilitation angles as possible. This will reduce the 
reshaping liability of final dumps and reduce the overall liability. 
In addition, it will enable the successful concurrent rehabilitation 
of these dumps. Therefore, key closure inputs have been provided 
in the updated waste-placement strategy.
Closure liabilities
The financial provision regulations under NEMA were promulgated in 
2015, but the compliance date has been further extended to June 
2021. This may be extended by another year as regulations are yet 
to be finalised by the DEFF. The 2020 closure liability submission for 
Anglo American Platinum managed mining operations to the 
Department of Mineral Resources and Energy (DMRE) is done in 
terms of the MPRDA, given uncertainty on NEMA financial provision 
regulations compliance.
	
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Natural
Environment continued
The closure liabilities of all Anglo American Platinum operations are 
assessed annually through a rigorous assessment process. External 
specialists assess the operations annually for their impacts on 
physical and bio-physical environment and associated long- and 
short-term risks. The estimate of the closure liability is always based 
on the first principle calculation models and third-party contractor 
rates. The liability estimates include the post-closure remediation 
liability for any groundwater impacts. 
Financial provisions are made annually, reviewed and audited in line 
with internal and external requirements. We engage extensively with 
the DMRE through the process of submitting and seeking approval 
of annual closure liabilities for our mining operations. In addition, 
closure liabilities of all new or planned projects are reported to the 
authorities. Financial provisions are provided once approvals of 
liability estimates from the DMRE are received. 
Anglo American Platinum have approximately R4 billion in financial 
guarantees and rehabilitation trust funds with the DMRE to cover 
the premature closure liability of all its South African mining 
operations. 
Annual closure liability assessments are based on environmental 
management programmes (EMPR) and other commitments in 
various authorisations, as well as design closure criteria for final 
closure of the operations. In 2020, we finalised groundwater liability 
estimations for our process operations (Rustenburg process and 
Mortimer smelter) and a joint venture (Modikwa Mine), concluding 
the project initiated in 2017 to estimate the post-closure residual 
liability due to surface and groundwater contamination at all 
Anglo American Platinum managed operations. The post-closure 
groundwater liability for all our operations, including process 
operations, will be reviewed and updated continually (every three 
years, based on monitoring data).
The open-pit mining sites, Mogalakwena and Amandelbult, 
recorded year-on-year increases in their liabilities, primarily owing 
to physical changes intrinsic to their activities. Our underground 
mine Twickenham, on care and maintenance, and process 
operations had only inflation-related increases in their liabilities 
compared to the previous year, in addition to including groundwater 
liabilities in overall liabilities.
Assumptions underpinning closure-liability estimates are regularly 
reviewed and revised as required to improve estimates. As per the 
mine-closure standard requirement, all operations have ten years 
of monitoring and maintenance liability.
Closure liabilities: independent assessment
The 2020 liability for all Anglo American Platinum managed 
operations has been estimated by an independent consultant using 
the standardised reclamation cost-estimating model, customised to 
South African conditions and populated with data relevant to the 
operations. As such, final closure liability estimates are more 
conservative and practical than the DMRE model.
The 2020 liability estimate includes the following main categories 
of costing for our operations:
	
– Infrastructure demolition and rehabilitation
	
– Rehabilitating mine residue deposits (tailings storage facilities, 
waste-rock dumps, slag dumps)
	
– Backfilling and rehabilitating open pits
	
– Environmental remediation such as rehabilitating contaminated 
soil, water courses and riparian ecosystems
	
– Lawful disposal of hazardous and non-hazardous waste
	
— Residual liability, mainly for ground and surface-water 
remediation, including post-closure monitoring and maintenance.
The residual groundwater liability for all Anglo American Platinum 
operations has been assessed and included in the overall closure 
liability (see table below). An overview of per-operation 2020 closure 
liabilities is also provided (table on page 67 
). A detailed bill of 
quantities per operation is available on request from the company 
secretary office. 
The 2020 closure liability assessment is based on identified 
closure risks (predominantly environmental) at each operation and 
developing a mitigation plan over the remaining life of operation. 
The table on page 68 
 summarises closure and rehabilitation risks 
at our operations.
The financial provision to address premature liability has two 
components: funds in the environmental rehabilitation trust and 
financial guarantees. The Platinum Producers’ Environmental Trust is 
the main rehabilitation facility for Amandelbult and Mogalakwena 
complexes as well as Twickenham project. Mototolo Mine and 
concentrator are provided for under the Mototolo Environmental 
Rehabilitation Trust. Please refer to the table on page 67 
 for 
further details.
Trust funds are invested over the life of these operations to ensure 
there will be sufficient funds at the end of life to sustainably 
rehabilitate and close them. The annual financial statements for 
these trusts are available from the company secretary office.
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Closure liability estimates and corresponding financial provisions for year-end 2020 
Operations
Remaining life 
of operations 
(as per mining 
rights) 
(years)
Premature 
closure liability 
at end 2020 
(excl residual 
liability, DMRE 
weighting 
factor, P&G^, 
cont and VAT) 
(ZARm*)
Residual 
liability for 
ground and 
surface water 
remediation 
(ZARm*)
Total 
premature 
closure liability 
(incl residual 
liability, DMRE 
weighting 
factor, P&G, 
cont and VAT) 
as at end 2020 
(ZARm*)
Closing 
balance in 
rehabilitation 
trust at end 
2020  
(ZARm*)
Financial 
guarantees in 
place at end 
2020**  
(ZARm*)
Name of 
rehabilitation 
trust/ 
beneficiaries
North West
Mortimer 
smelter
Dependent on 
life of mining 
operations 
from which 
they process 
ore 
43
5
Since process operations are not governed 
under MPRDA or NEMA financial provision 
regulations, they are not required to calculate 
and provide the financial provision
n/a
Precious 
Metals 
Refiners (PMR)
154
17
Waterval 
smelter and 
ACP
144
Rustenburg 
Base Metals 
Refiners 
(RBMR)
638
Limpopo
Polokwane 
smelter
Dependent on 
life of mining 
operations 
from which 
they process 
ore 
369
0
Amandelbult 
complex
20
715
97
1 138
148
991
Platinum 
Producers 
Environmental 
Trust/Anglo 
American 
Platinum 
Operations
Mogalakwena 
complex
20
1 295
19
1 841
447
1 394
Twickenham 
platinum 
project
21
96
5
148
18
129
Mototolo 
Mine and 
concentrator
14
165
32
276
76
200
Mototolo 
Environmental 
Rehabilitation 
Trust/AAP and 
Glencore
Zimbabwe
Unki Mine
Mineral rights 
tenure in 
Zimbabwe is 
not restricted 
to number of 
years
USD18 million
USD1 million
Zimbabwe*** 
legislation 
does not 
require 
calculating 
and providing 
a financial 
provision
Zimbabwe legislation does not 
require a rehabilitation trust 
provision***
^	 Preliminary and general
*	 ZAR is only used for South African operations, the closure liability for Zimbabwe operation (Unki Mine) is estimated in USD.
**	Guarantee amounts include 2021 top-ups that will be submitted to DMRE in Q1 2021.
***	The financial provision against closure liability is not a legal requirement in Zimbabwe. However, similar to the South African operations, Anglo American Platinum makes an accounting 
provision for the restoration liability for Unki.
	
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Natural
Closure and rehabilitation risks and corresponding remedial actions at end 2020 
Top five 
risks
Mortimer 
smelter
PMR
Waterval 
smelter and 
ACP
RBMR
Mogalakwena 
complex
Twickenham 
project
Mototolo 
concentrator
Unki Mine
Risk 
1
Successful 
rehabilitation 
of slag dump
Groundwater 
contamination 
from 
processing 
activities
Groundwater 
contamination 
from 
processing 
activities
Groundwater 
contamination 
from 
processing 
activities
Successful 
rehabilitation 
of waste-rock 
dumps
Groundwater 
contamination 
from mining 
activities
Groundwater 
contamination 
from 
concentrating 
activities
Groundwater 
contamination 
from mining 
activities
Risk 
2
Groundwater 
contamination 
due to mining 
and processing 
activities
Soil 
contamination
Soil 
contamination
Soil 
contamination
Access to open 
pits
Illegal mining 
in surrounding 
areas
Stability of 
Helena TSF
Illegal mining 
in surrounding 
areas
Risk 
3
Soil 
contamination
–
Air quality 
impact
–
Soil 
contamination
Soil 
contamination
Loss of 
biodiversity
Lack of natural 
growth medium 
such as topsoil
Risk 
4
Air quality 
impact
–
–
–
Loss of 
biodiversity
–
Lack of natural 
growth medium 
such as topsoil
–
Risk 
5  
–
–
–
–
Groundwater 
contamination 
due to mining 
activities
–
–
–
Rehabilitation
Operational footprint and impact (ha)
Company-
managed
land
Total land 
altered for  
mining and  
commercial  
activities, and  
supporting  
infrastructure
Land fully  
rehabilitated  
and land  
rehabilitated  
but not yet 
meeting  
agreed 
land-use 
objectives
Area  
available for  
rehabilitation
Rehabilitation  
target for  
2020
Reshaping  
completed  
by end-2020
Growth  
medium 
construction 
completed  
by end-2020
Seeding  
completed  
by end-2020
Amandelbult complex
11,934.95
2,275.99
151
140.5
35
41.4
41.4
41.4
Mogalakwena complex
15,430.52
4,158.24
95
65
3
3.01
3.01
3.01
Environment continued
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Rehabilitation
Rehabilitation of the land we disturb to a condition that meets 
the expectations of affected communities and other stakeholders 
is important to maintain our licence to operate. Disturbed land is 
rehabilitated concurrently, where possible, which involves the 
staged rehabilitation of disturbed areas over mining project 
phases instead of large-scale work when the mine closes. This 
demonstrates social responsibility, results in significant financial 
and environmental benefits, and aids in reducing closure liabilities.
All our mines are underground operations, except the open-pit 
Mogalakwena Mine. Our most significant surface disturbances 
are tailings storage facilities (TSFs) and waste-rock dumps, roads 
and infrastructure, and Mogalakwena’s open pits. All TSFs have 
concurrent rehabilitation plans that include revegetation of side 
slopes as well as dust and water management.
Amandelbult and Mogalakwena have integrated closure and 
rehabilitation actions into life-of-asset operational planning. The 
group rehabilitation strategy requires these complexes to establish 
and annually update detailed rolling five-year rehabilitation plans, 
to ensure a focus on reducing land available for rehabilitation and 
to test rehabilitation prescriptions.
At Mogalakwena, the most significant concurrent rehabilitation 
opportunity is rehabilitating its waste-rock dumps. However, 
concurrent rehabilitation has been a challenge due to space 
constraints. We have revised our dumping strategy to optimise the 
dumping space and availability of dump slopes for rehabilitation 
in the near future (within the next five years) as well as medium to 
long term. In 2020, Mogalakwena finalised its detailed five-year plan 
and Amandelbult updated the plan it finalised in 2019, to address 
the concurrent rehabilitation of their opencast operations. 
Rehabilitation trials (waste characterisation and landform evolution 
modelling) were undertaken at Mogalakwena in 2020 to optimise 
the final landform configuration.
We developed rehabilitation success criteria by documenting the 
success and failures of rehabilitation trials. Monitoring and 
maintenance plans were developed for both operations in 2020 
and will be implemented in 2021.
Our South African operations follow prescribed standards for 
remediating contaminated land as per the Waste Act. 
Mogalakwena has a bioremediation plant that rehabilitates soil 
affected by hydrocarbon spills, which can then be reused as cover 
material for rehabilitation.
The total estimated undiscounted rehabilitation liability for our 
managed mining operations (excluding process operations and joint 
ventures) at the end of 2020 was R2.6 billion (2019: R2.20 billion).
Rehabilitation targets and performance
Anglo American Platinum manages 37,701ha of land, of which 
8,626ha have been altered for mineral-extraction activities. We 
currently have a rehabilitation backlog of some 220ha at our mining 
operations.
Mogalakwena and Amandelbult complexes set annual targets 
aligned with their five-year rehabilitation plans, as required by 
the group rehabilitation strategy. Our other operations do not 
set specific rehabilitation targets as there is no current area 
available for rehabilitation. At our underground Twickenham 
project, on care and maintenance, there is little surface 
disturbance at present and therefore no current rehabilitation 
opportunities.
In 2020, our rehabilitation target was 39ha, split between 
Amandelbult (90%) and Mogalakwena (10%). At year end, we had 
met this target.
	
– Amandelbult: historical rehabilitation work, until end-2019, 
totalled 151ha of rehabilitated opencast areas (Merensky and 
UG2 outcrop). The new opencast (UG2) rehabilitation began in 
2018 and will continue to the end of 2024. In 2020, we exceeded 
the targeted rehabilitation of 35ha, by completing 41.4 ha 
of opencast area. This involved backfilling, reshaping and 
top-soiling the area. Due to a rich natural seedbank, the 
rehabilitated area is monitored for natural vegetation growth
	
– Mogalakwena: historical rehabilitation work, until end-2019, 
totalled 95ha of waste-rock dump side slopes. The 2020 target 
was only 3ha, due to challenges with available areas for 
rehabilitation. This addressed mainly river crossings affected 
by erosion, and was achieved.
	
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Natural
Environment continued
Environmental indicators
for the year ended 31 December
2020
2019
2018
2017
2016
Materials – kilotonnes
Rock broken – managed operations (100%)
89,234
91,570
97,369
98,340
112,433
Ore milled – managed operations (100%)
22,092
25,179
25,378
26,066
37,165
Accumulated low-grade stockpiles
61,407
60,500
59,909
55,710
49,060
Coal
109.97
128.94
133.96
142.27
132.58
Liquefied petroleum gas (LPG)
4.87
6.1
5.68
4.62
4.84
Grease
0.25
0.29
0.29
0.34
0.37
Fuels – megalitres
76.35
74.38
79.55
74.88
75.68
Lubricating and hydraulic oils
2.44
13.12
2.83
7.66
53.14
Energy – terajoules
Energy from electricity purchased
12,209
13,768
13,402
14,889
18,112
Energy from processes and fossil fuels
5,836
6,311
6,609
6,608
6,516
Total energy consumed
18,045
20,079
20,011
21,497
24,628
Energy intensity – GJ/tonne milled
0.82
0.80
0.79
0.82
0.66
Water – megalitres
Total water withdrawals1
22,357
25,094
24,433
26,533
32,687
Potable water from an external source
6,571
7,642
6,142
9,433
12,327
Non-potable water from an external source2
5,286
6,884
6,189
5,595
10,021
Surface water used
2,628
1,717
1,418
1,396
4,521
Groundwater used
7,872
8,851
10,684
10,110
5,826
Water recycled in processes
29,098
28,877
25,783
28,791
54,631
Water Intensity – m3/tonne milled
Total withdrawal intensity
1.01
1.00
0.96
1.02
0.88
Potable water intensity
0.297
0.303
0.242
0.362
0.332
Land – hectares
Land under company charge for current mining activities
115,275
118,085
98,374
109,299
108,202
Land under management control
37,701
40,511
41,594
43,240
42,142
Land used for current mining and related activities
8,626
7,756
7,539
8,600
7,903
Total tailings dam area
1,127
1,127
1,316
1,564
1,593
Total waste rock dump area
1,276
1,134
1,134
928
947
All land owned
11,054
11,054
13,685
13,685
13,685
Emissions – kilotonnes
GHG emissions, CO2e (scope 1 and 2 only)
3,943
4,436
4,118
4,612
5,579
From electricity purchased
3,454
3,903
3,560
4,049
5,034
Internally generated – from fossil fuels
488
533
558
563
545
Nitrous oxides3
NA
1,645
1,521
0,937
1,395
Sulfur dioxide3
NA
21,97
22,29
14,78
23,97
Particulates (point sources)
0.03
0.03
0,03
0,04
0,18
GHG emissions Intensity – tonnes CO2e/tonne milled
0.178
0.176
0.162
0.177
0.150
Discharge – megalitres
Discharge to surface water
463
566
352
769
913
Quality
Surface water quality monitored at all operations
Yes
Yes
Yes
Yes
Yes
Surface water quality deterioration offsite
Yes
Yes
Yes
Yes
Yes
Adverse surface water impact on humans
No
No
No
No
No
Groundwater quality monitored at all operations
Yes
Yes
Yes
Yes
Yes
Groundwater quality deterioration
Yes
Yes
Yes
Yes
Yes
Adverse groundwater impact on humans
No
No
No
No
No
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Environmental indicators continued
for the year ended 31 December
2020
2019
2018
2017
2016
Waste – kilotonnes
Mineral waste accumulated in: 
Tailings dams (active and inactive)
443,089
422,180
400,059
467,072
439,118
Rock dumps
1,621,347
1,554,357
1,488,359
1,184,522
1,115,410
Slag dumps
7,378
6,902
6,340
5,820
5,218
Non-mineral waste generated
Hazardous to landfill4
1.19
2.61
5.6
9.22
15.51
Hazardous incinerated5
0.46
0.09
0.09
—
—
Non-hazardous to landfill6
0.61
1.5
2.3
3.58
5.82
Non-hazardous incinerated7
0.32
—
—
—
—
Environmental incidents and complaints 
Level 1
143
131
209
381
603
Level 2
14
20
12
10
28
Level 3
1
1
—
—
—
Level 4 and 5
—
—
—
—
—
Formal complaints
8
11
8
9
23
Substandard acts and conditions
995
998
1,536
1,480
1,786
Products – ounces
Total refined PGMs and gold
2,989,693
4,885,547
4,507,335
4,621,211
4,641,604
Notes:
Rustenburg and Union divested operations included to respective dates of divestment – 31 October 2016 and 31 January 2018. 
Unki Smelter operational from September 2018 and Mototolo Lebowa and Borwa shafts acquired 1 November 2018. 
1	
Total water withdrawals or abstractions (total water inflows). Water usage for primary and non-primary activities no longer reported.
2	
Non-potable water from external sources includes waste or second-class water (prior years).
3	
Annual calculated tonnage of NOx and SO2 from processes only available for reporting by 31 March 2021 as per the NAEIS (DEA reporting) system.
4	
No offset solutions were found for five waste streams that were still sent to landfill during 2020 and therefore excluded from zero waste to landfill (ZW2L). 
5	
2020 hazardous waste incinerated includes Covid-19 biohazardous waste.
6	
The Mareesburg TSF phases 2 & 3 waste disposal did not form part of ZW2L managed operations’ reporting.  
Non-hazardous waste to landfill reflects at 0.57 kilotonnes excluding 0.04 kilotonnes from these projects. 
7	
Non-hazardous waste is sent for incineration after recyclables have been removed and the remaining non-recyclables cannot report to the refuse derived fuel (RDF) facility. Also when 
waste is inadequately sorted to enable relevant ZW2L offtake, incineration might be required.
NA	Not available.
	
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Capital: Human and social
The safety, health and wellness of our people are 
priorities, in line with our core values.
Safety and health
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Safety and health of employees
and communities
The safety, health and wellbeing of our employees remain a top priority and core value for Anglo American 
Platinum. Our robust health and safety strategies have underpinned our leading response to managing the 
infectious coronavirus disease (Covid-19) across our operations and our unwavering focus on eliminating 
fatalities by reducing (and ultimately eliminating) injuries from the workplace, as well as mitigating any adverse 
effects on human health. Our aim is to continually build and instil both a company and industry culture that 
protects people from harm and improves their health and wellbeing.
Physical health
WeCare
Mental health
Living with dignity
Community response
Education and behavioural change to 
support personal health; hygiene; health 
screening and testing; PPE and medical 
equipment and facilities
Re-imagining mining to improve people’s lives
Direct employee and community support 
to combat gender-based and domestic 
violence; work with health authorities to 
identify abuse cases and referrals to 
support mechanisms
Employee support programmes to assist 
with mental health management, including 
employee app and online events 
and digital materials
Wide-ranging community support 
programme: public information campaigns 
on health and hygiene; health screening, 
testing and treatment; donations of 
medical supplies and equipment; food 
security; local business support; providing 
essential services (eg water, energy); 
support for schools; skills training; 
longer-term regional development 
planning; and employee match funding
Our values
Safety
Care and 
respect
Integrity
Accountability
Innovation
Collaboration
Protecting and supporting our employees and 
communities through Covid-19
The infectious coronavirus disease has become the prevalent health 
challenge facing our employees and their families and communities 
at all our operations. From the onset of the pandemic in early 2020, 
Anglo American Platinum responded quickly and decisively in 
developing and implementing comprehensive response plans to 
safeguard and support employees and host communities. Our mines 
and host communities, often home to much of our workforce, 
operate as an ecosystem and both must be healthy to prosper.
In responding to the pandemic, ensuring the safety of our people 
has been our priority in all our decisions. Our Covid-19 critical 
controls and preventative measures have ensured that we have 
successfully managed infection rates at our operations (statistics 
are provided below). We are confident that we have the required 
systems in place to ensure we deal with suspected infections in 
a safe and timely manner, that we can test our employees, trace 
possible contacts where needed, and provide the necessary 
support where required.
Risk-based management
In delivering our leading response, we proactively developed 
risk-based strategies using accepted scientific understanding to 
enable safe and productive operation. These included putting 
operational trigger action response plans (TARPs) in place. Covid-19 
workplace exposure assessments and role risk profiles were 
completed and are managed at all operations. Covid-19 material 
risk management and critical controls are rigorously managed.
All Covid-19 protocols at the workplace have been implemented 
in close collaboration with and approval from recognised unions 
at our operations. These exceed minimum requirements set by the 
Department of Mineral Resources and Energy’s (DMRE) directive 
and the Minerals Council’s standard operating procedure. 
	
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Human and social
Safety and health continued
WeCare health awareness and support programme
We have implemented an integrated health awareness and support 
programme called WeCare, specifically to protect the health and 
wellbeing of our employees and full-time contractors, as well as 
measures to support our host communities, during the pandemic.
As part of this programme, we have been helping colleagues better 
understand how to protect themselves and others from contracting 
the virus, monitoring their health to detect early symptoms, and 
to manage their health if they test positive for Covid-19.
These measures included establishing our own polymerase chain 
reaction (PCR) testing facilities, implementing thorough health-
screening measures, securing isolation and quarantine facilities for 
employees and their families, and appointing additional medical 
support staff.
Our WeCare programme requires all employees to self-screen for 
symptoms and log their results on an app every day before they 
report for work. Where symptoms are recorded, initial medical 
support is provided at home. These measures are in addition to 
screening measures at the workplace, as well as the extensive 
social distancing, hygiene and sanitation protocols for transporting 
employees, and dedensification protocols that have been 
implemented.
We elaborate on key issues forming part of our response:
Identification and care for vulnerable employees
A key part of our strategy has been to identify potentially vulnerable 
employees and provide additional precautionary measures to 
increase their protection. Vulnerable employees are defined as 
those at risk of a negative outcome should they become infected 
with the coronavirus or are more likely to develop a severe clinical 
manifestation of the infection. This applies to anyone older than 
60 or any person with a medical condition classified by the 
Department of Health to be vulnerable. Pre-existing conditions 
considered to be co-morbidities for Covid-19, including diabetes, 
HIV and hypertension, were medically assessed and only those 
employees whose conditions were controlled were allowed into the 
workplace. For example, in March 2020, we gave all employees with 
an illness deemed to be well controlled pre-packaged supplies of 
chronic medication for a period of six months, to ensure that these 
at-risk employees did not need to visit hospitals or clinics during the 
peak infection time. We also procured a further six months’ supply in 
case of stock shortages.
Our strong management in the workplace of pulmonary 
tuberculosis (TB) and the associated HIV co-infection continues 
to assist us in mitigating the impact of Covid-19.
We have developed a risk-based decision tool by which personnel 
categorised as vulnerable to Covid-19 can be integrated back into 
the workplace in a caring, protected and low-risk manner. It also 
affords those with an extreme level of vulnerability (critically 
vulnerable) to be protected and managed in a caring process.
Monitoring and engagement
Daily employee self-monitoring is conducted via an app we 
developed called Engage, which each employee downloads and 
uses at the company’s cost. We also gave every employee a 
thermometer to take daily readings. Through the app, we provide 
educational material and videos, which are regularly updated. 
The platform has become increasingly interactive and well received 
and is important in supporting a sense of connection and team 
cohesion. Every six weeks, we conduct a quick survey to gain 
insights from people on how they are feeling, their concerns and 
their opinions on emerging developments, such as the anticipated 
Covid-19 vaccine. 
Testing at our operations
We developed and implemented a testing strategy and installed 
PCR laboratories at Amandelbult, RTB occupational health centre, 
Mogalakwena, Polokwane, Mototolo and Unki. In addition to testing 
people under investigation (PUIs) for Covid-19, routine testing is 
undertaken on high and medium-exposure groups, high-exposure 
groups (funerals/travel risk) and random testing is scheduled 
according to availability of testing capacity. Testing asymptomatic 
employees will increase Covid-19 positive cases. To maintain our 
rigorous standards, from January 2021, we added the test for 
antibodies and rapid antigen testing for Covid-19.
Medical staff resourcing
We increased our medical staffing dramatically to ensure adequate 
resources. Fixed-term contracts were finalised with 140 new 
employees, including clinical associates, additional professional and 
assistant nursing staff, early on to deal with the projected numbers 
of patients and assist with monitoring and wellness. The contracts 
extended until June 2021 in anticipation of managing the second 
wave of infections from December 2020. The aim is to enable our 
permanent medical staff to focus on medical surveillance in 2021. 
Other resourcing includes 28 dedicated personnel to manage 
contact tracing and training over 120 mental health first-aiders. 
All medical staff completed training on Covid-19 procedures to 
ensure sustained compliance with protocols. 
Treatment and facilities
Our Covid-19 facilities provide excellent nursing and healthcare. 
These were scaled up to ensure we had sufficient numbers of beds 
to provide for our employees (including contractors) and their 
dependants. We ensure the availability of 42 fully equipped 
Covid-19 isolation hospital beds at Amandelbult hospital and 
over 1,000 isolation and quarantine beds across our South African 
operations. The case management service is available to 
employees and their household members. This entails a remote 
consultation, access to PCR testing and, where appropriate, 
home-based care services. In Zimbabwe, we do not have hospital 
beds but provide isolation facilities and excellent treatment is 
available through the medical scheme provider. 
Isolating and quarantining for Covid-19 infection control
In South Africa, mandatory quarantine and isolation protocols 
were implemented for employees returning from designated 
Covid-19 hot spots after the lockdown to minimise risk of 
transmission to the workforce and host communities. The company 
quarantine and isolation accommodation is also available to 
employees who come into close contact with Covid-19 positive 
patients or for employees who are infected and may not be able 
to self-isolate or quarantine at home. We have monitored and 
sought to respond to challenges experienced by individuals in 
these restricted environments. This has included offering them 
psychological support from mental health first-aiders and providing 
access to wi-fi and use of tablets.
Mental health and wellbeing
Supporting the mental health of employees, dependants and health 
workers is a pillar of our WeCare programme. We have conducted 
various assessments of our wellness programme and identified the 
need to strengthen our approach to be more inclusive of all health 
and wellness challenges. We have reviewed our wellness programme 
policy, procedures and employee assistance programme (EAP) 
standards, and applied recommendations from an industrial 
psychologist and insights from the leading wellness programme 
at Kumba Iron Ore, with developments communicated to our two 
EAP service providers. To facilitate access to professional support, 
we trained over 120 mental health first-aiders to support our 
operations and have extended our wellness support programme 
to people at our isolation and quarantine sites.
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Responding to the Covid-19 nationwide lockdown
Following the announcement in March 2020 of a nationwide 
lockdown to curb the spread of the virus, in line with South African 
government regulations, we assessed the ability to continue some 
operations on a reduced scale. We ensured a controlled and 
measured shutdown of operations going into care and 
maintenance, which included our underground mining operations 
at Amandelbult, for the duration of the lockdown. At operations 
where we were permitted to continue on a reduced basis, we 
completed a thorough risk assessment to determine the safety of 
employees and contractors on site, and then instituted additional 
safety, health and hygiene provisions to protect the wellness of 
employees.
Critical care and maintenance work continued at all operations. 
A number of specified essential services also continued, including 
security; mine maintenance; tailings facility safety management; 
water treatment; community water supply; accommodation 
provision; health, safety and emergency response; and critical 
head office services.
Recognising the significant impact of the lockdown on our 
employees, we continued to pay all employees basic salaries, 
housing allowance and continued to make company contributions 
to medical and pension funds over the initial hard lockdown period.
Legislation allowed for staffing levels to increase initially to 50% 
from 1 May 2020, then to full capacity from 1 June 2020. We 
prepared carefully to ensure a safe start-up once lockdown 
restrictions eased and, combined with the extensive range of 
health, hygiene and social distancing measures in place across 
our business, we were able to ramp up and continue operating 
safely. Our people were motivated to come back to work and our 
screening regimes enable us to effectively identify and manage 
vulnerable at-risk employees, and mitigate the risk of individuals 
with light Covid-19 symptoms from coming to work.
Anglo American Platinum Covid-19 statistics
Our proactive and strict testing regimes have enabled us to 
proactively identify and respond to infections quickly. All cases of 
Covid-19 detected and confirmed at our operations have been 
reported transparently, and in line with requirements set by 
government authorities and industry bodies.
Amandelbult has been the operation most impacted by Covid-19, 
accounting for 45% of positive cases recorded at Anglo American 
Platinum and 14 of 17 deaths, as at year end. The particular 
vulnerabilities and challenges faced at this operation are reviewed 
on page 84 
. We continually evaluated the number of positive 
cases and number of recoveries so that we were able to respond 
effectively to the continually changing level and magnitude of 
the risk. 
In line with national trends, the majority of infections recorded at 
our operations in 2020 were in July and August. A second wave of 
infections in South Africa at the end of 2020 impacted on our 
operations, with an escalation of infections recorded at the start 
of 2021.
At year end, we had a 97% recovery rate from infections (before the 
second wave of infections), well above the national average. In all 
17 employee deaths from Covid-19 in the year, there were one or 
more co-morbidities. 
Covid-19 deaths: 14 at Amandelbult (9 at Tumela, 4 at Dishaba, 
1 at Amandelbult Central), 1 at RBMR, 1 at PMR, 1 at Mototolo. 
Comorbidities/risk factors included: age, diabetes (type 2), 
hypertension, HIV, obesity (BMI >30), cardiovascular diseases. 
Covid-19-related statistics (at managed operations) 
Diagnostic testing
13,393
Positive cases
3,293
Recovered
3,093
Active cases
176
Deaths
18
Challenges and outlook
As we continue to support the prevention of, response to and 
recovery from Covid-19, we will maintain our rigorous infection-
preventative measures and an aggressive testing regime aligned 
with the evolving Covid-19 risk exposure profile.
Anticipating the second wave of infections (and possibly third 
and fourth) in 2021, we remained agile in our approach and 
continued to enhance our capability. There is still much uncertainty 
about the virus and we continue to learn and research 
developments to inform our interventions and adaptations. There 
are also challenges around pre-symptomatic and asymptomatic 
Covid-19 cases and uncertainty about transmission of the virus. 
In addition, we face challenges with individuals who have 
recovered from Covid-19 but present with recurring health 
issues, notably fatigue or depression, and would pose a health 
and safety risk, particularly if they work in high-risk areas. We 
continue to learn from our own cases and broader Covid-19 
research findings.
With the advent of Covid-19 vaccines early in 2021, Anglo American 
has been pursuing an aggressive plan to vaccinate its workforce 
and is supporting the South African government’s efforts to roll out 
vaccines at speed and scale.
Responding to our local communities’ needs
The Anglo social way was leveraged to develop our Covid-19 
WeCare Community Response Plans, providing much-needed 
support for our host communities. Through the WeCare Programme 
we spent approximately R500 million on providing food parcels, 
masks, hand sanitisers, drinking water, medical equipment, 
screening stations and isolation facilities to our host communities.
We have continued to provide a wide range of essential services 
to our host communities in South Africa and Zimbabwe, offering 
additional assistance to alleviate the health and economic effects 
of Covid-19. 
In partnership with the University of Pretoria, Gift of the Givers 
and other stakeholders, we have been expanding water supply 
to communities that do not have access to water; supporting 
local clinics and hospitals with training and providing essential 
PPE and other equipment to assist them in responding to the 
pandemic; delivering food parcels to vulnerable families; and 
undertaking community awareness campaigns. These 
initiatives have benefited over 100,000 households in our host 
communities.
We will continue to ensure that support is directed to those most 
in need and vulnerable at this time and provide both monetary 
and in-kind assistance as conditions in South Africa and Zimbabwe 
continue to evolve. 
Further details about our community Covid-19 relief efforts are 
shown on page 5 
 and in the case study in Our Communities 
section, on page 127 
.
	
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Human and social
Case study 16:
Safety and health continued
Amandelbult Covid-19 medical and nursing facility
The pandemic has put unprecedented strain on an overloaded 
public healthcare system, our Covid-19 predictive transmission 
modelling projected a surge in active coronavirus cases in 
Limpopo and North West provinces by September/October 
2020. In anticipation of this spike, our PMC decided to repurpose 
the old Amandelbult hospital as a state-of-the-art Covid-19 
facility, as part of the company’s social responsibility and in line 
with the WeCare programme. The objective was to establish and 
equip a facility that would provide sufficient levels of leading 
medical treatment and nursing care for our employees and their 
family members, and ensure faster recoveries from Covid-19 
infection.
Anglo American Platinum recruited several specialists to ensure 
project success and execution within an eight-week period. 
By applying the values of innovation and collaboration, the 
high-tech facility was effectively completed before the 
anticipated surge in Covid-19 cases. As part of the scope, 
general isolation wards were established, along with staff 
quarters and required support services. The repurposed and 
upgraded Amandelbult hospital has 42 beds all with 
Unki Mine donates equipment for new ICU at 
Zimbabwe hospital
In August 2020, our Unki Mine donated a newly equipped 
ten-bed intensive care unit (ICU) to Gweru provincial hospital, 
as part of its efforts to limit the impact of Covid-19 at the 
workplace and in host communities. The donation included 
ventilators, ICU beds, oxygen equipment and its installation, 
personal protective equipment, multiparameter monitors and 
other medical equipment. The Unki Mine team had previously 
built and equipped a casualty ward at the hospital and 
refurbished the laundry room and children’s ward. 
supplementary oxygen and supportive medical equipment, 
including high-flow ventilators, ‘i-stat’ machines for local 
Covid-19 testing, and CPAP ventilators — these locally produced 
machines were designed specifically for use in severe and critical 
Covid-19 cases, providing continuous positive airway pressure 
to lung tissue. With the anticipated spike in tanked oxygen 
demand, we took the precaution of establishing our own 
oxygen-generating capacity with reticulation to all the beds, 
avoiding reliance on tanked oxygen delivery.
The project was completed at a cost of R26 million and the 
facility was ready by 1 September in anticipation of the second 
wave of infections, which began early December 2020. We 
provided fixed-term six-month contracts from mid-December 
2020 for around 20 people in the Amandelbult area, including 
medical staff, kitchen, laundry, gardening and maintenance staff. 
The facility became operational at the beginning of January 
2021, primarily as an overflow for patients when local hospitals 
lack capacity. It was agreed to extend the facility to other mining 
houses non-Anglo American Platinum health members during 
the peak of infections including dependents and people from 
surrounding communities.
	
Opening at the Covid-19 facility at Amandelbult
	
Unki mine’s donation of a ten-bed ICU unit to Gweru hospital in Zimbabwe
Case study 17:
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Case study 18:
Accelerating our commitment to the fight against 
gender-based violence 
Our holistic response to Covid-19 has included a focus on 
addressing gender-based violence (GBV), given the significant 
increase in cases in South Africa during the lockdown, with many 
more women and children needing safe spaces.
As part of our WeCare programme, we have supported victims 
of GBV in our communities by providing certain quarantine 
facilities as shelter, or working with other organisations to assist 
with access to other facilities, and providing helplines and focus 
groups. Anglo American Platinum’s senior leadership, including 
many women, have delivered addresses, including radio 
interviews and webinars, to raise awareness and encourage 
people to speak out. Addressing GBV has been integrated into 
our strategy going forward.
Safety and health: our management approach
Recognising the interplay between managing safety and health 
risks, and promoting employee wellbeing, we maintain close 
cross-functional collaboration to ensure an integrated approach. 
This has been critical in managing Covid-19 impacts. We 
implement the following key systems, processes and initiatives for 
safety and health:
Resilient management systems
Anglo American plc’s SHE way integrates related expectations and 
performance standards into a single management system aligned 
with our goal of zero harm. All our operations are being certified to 
the ISO 45001 international standard for occupational health and 
safety management, and all requirements can be incorporated into 
existing systems. We have internal assurance processes to monitor 
our progress. Each site has continued to implement a SHE 
management improvement plan which includes tracking progress 
against key performance indicator (KPI) targets for 2020 across 
SHE performance areas, to ensure compliance with SHE way 
requirements and align with the certification process. The 
integration of health and safety into our operating model helps to 
optimise planning and scheduling of work and tasks. We conduct 
internal and external audits annually to monitor and provide 
assurance on our SHE performance.
Effective risk management
Embedding ORM for safety and health has helped us step up our 
approach to managing risks. By implementing ORM, front line 
managers are able to identify, prioritise and control risks that 
threaten their ability to meet objectives. The main purpose of 
ORM is to ensure we manage all forms of operational risk effectively, 
with emphasis on improving safety performance and eliminating 
fatalities. We continue to drive improvements in identifying, 
implementing and monitoring critical controls, analysing deficiencies 
and incorporating identified controls into task-risk assessments. 
ORM targets form part of management incentives and we will 
further embed this system in 2021. We provide risk management 
training and revision courses across our operations. Training 
schedules were disrupted during the lockdown but we met our 
targets once operations resumed and routines normalised. We 
conduct operational risk assessments that focus on the most 
significant risks identified at respective operations, and commission 
specialists to audit the findings.
Incident management
Reporting and investigating health and safety incidents is an 
essential part of managing our risks and tracking progress in hazard 
prevention and control measures. We continue to build in-house 
capacity to learn from incident (LFI) investigations and promote 
reporting on high-potential incidents (HPIs) and high-potential 
hazards (HPHs), to heighten awareness, facilitate organisational 
learning, and effect more robust controls. Reporting of HPIs and 
HPHs at our operations is currently safety focused and we aim to 
progressively integrate health-related reporting.
Post-incident medical care
Over the last two years, we have strengthened our emergency-
response preparedness to ensure that our post-incident medical 
care delivers the best possible outcome for a person in need, so 
that the situation does not become life-threatening. We have 
focused on ensuring we provide the right amount and quality of 
first-aid training at various levels in the organisation, as well as 
providing training for control-room operators to ensure we are 
adequately equipped to respond to emergencies. All protocols 
and procedures have been adapted to incorporate Covid-19 risk 
prevention measures. 
In responding to Covid-19 implications for treatment practices, we 
have reviewed and revised our emergency protocols and treatment 
policies. We have put special measures in place to ensure that in 
cases of serious injury or trauma, access to required medical 
facilities is guaranteed.
Independent contractors
In implementing our safety and occupational health initiatives, we 
treat independent contractors and permanent employees in the 
same way. This includes providing training, level of care and 
benefits. Performance data therefore does not differentiate between 
employees and contractors.
We typically have between 3,000 and 4,000 independent 
contractors at our operations, varying across the year according to 
operational demands. For example, to rebuild a furnace requires 
600-700 contractors for a month.
Our employee health and wellbeing initiatives, such as disease 
management, are implemented primarily for our permanent 
employees. Initiatives that extend to independent contractors 
are indicated in the health section.
	
The Mogalakwena team donated PPE and other essentials to three victim 
empowerment centres as part of its community response plan. From left are: 
Department of Social Development Waterberg District programme coordinator 
for restorative service Sammy Sekanka; SAPS Mahwelereng’s Lieutenant Colonel 
Elias Sekanka; Mogalakwena complex local SED manager Hilda Motumi; 
Mpumelelo project manager Killian Manyuchi and Mahwelereng Victim 
Empowerment Centre programme coordinator Dikeledi Mokonyane
	
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Human and social
Safety and health continued
Our contractor safety management programme is designed to 
embed consistent, leading safety practices. This includes training 
and a medical examination. We use a web-based onboarding 
system, Passport 360, for managing contractor SHE compliance. 
The system allows Anglo American Platinum to set its requirements 
for contractors’ SHE files and the ‘passport’ monitors and records 
essential information uploaded by contractors. It allows real-time 
monitoring of performance requirements including training, 
certificates of fitness and further requirements like permit issuing 
and management.
Mobility and digitisation
We have a dedicated team to drive mobility and digitalisation 
and are working on ambitious advancements in integrating digital 
technology at our operations in the short to medium term. We are 
on track with the roll-out of mobile devices. The mobile devices 
are used to capture and upload workplace information daily to a 
central platform and facilitate timely responses to concerns or 
deviations. We have experienced connectivity challenges at some 
operations, with online connections being affected for instance by 
adverse weather, and we are working on addressing the risks of 
unreliability. Roll-out of the mobile devices is more complex and 
challenging at our underground Amandelbult operation, which 
has a very large footprint. We are developing an integrated plan 
to establish a backbone of wireless mobile connectivity across all 
our operations over the next few years. 
Our digitalisation and automation drive has been accelerated by 
the pandemic, which has intensified efforts to see how we can 
remotely do more of the work that had to happen on site, and how 
we do those tasks with fewer people. We already have extensive 
equipment using intelligent technologies and aim to be able 
to track and respond to information remotely. In the longer term, 
we aim to digitise lock-outs, daily bookings, logbooks, warnings, 
measuring critical-control effectiveness and monitoring health 
information via wearable devices. These developments are 
multi-year projects in progress. Establishing wi-fi connectivity will 
increase our opportunities to use technical innovation to create 
a safer working environment.
Mine modernisation
We continually explore methods to make mining safer and healthier. 
To achieve our long-term objectives, we have a continuous drive on 
modernisation to ensure our equipment is much safer, more efficient 
and productive. We emphasise advancements at Amandelbult 
including different types of drills and explosives, transport 
equipment, cleaning methods and logistics. While the benefits 
of innovation in mining, such as improved health and 
safety performance, are clear, we continue to engage in a socially 
responsible way in deploying innovation to mitigate concerns 
about job losses.
Engagement and collaboration
Anglo American Platinum has worked closely and collaboratively 
with government and unions in implementing Covid-19 mitigation 
measures. We aim to maintain the pandemic-inspired collaborative 
spirit forged with key stakeholders. Government officials have 
commended our leading efforts at our operations to curb the 
spread of the virus. 
We play a leading role in the industry’s initiatives to improve safety 
and health, and to achieve and sustain zero fatalities. We are 
long-standing participants in the industry CEOs’ zero-harm forum, 
a platform to openly share experiences, determine challenges 
and drive collaborative action for a step-change in performance. 
This year, a focus was on Covid-19 risk-mitigation strategies.
We also participate in Anglo American’s tripartite health and 
safety initiative, a senior leadership forum of mining company, 
government and labour representatives in South Africa that strives 
to improve the health and safety of miners through collaborative 
and transparent stakeholder engagement. Relations are good 
and collaboration has broadened this year, including greater 
involvement of faith groups.
Anglo American Platinum maintains constructive and collaborative 
relationships with regulators such as the DMRE and its mine health 
and safety inspectorate. We engage regularly to ensure a common 
understanding of issues and challenges, and collaborate on 
solutions. 
Regulatory initiatives
We have continued to implement the five-pillar cultural 
transformation framework developed by the Minerals Council’s 
Mine Health And Safety Council (MHSC). We participate in industry 
health and safety forums and report on our progress internally 
and externally. Key developments across the leadership, risk 
management, leading practices and technology pillars of the 
framework are reflected in this section. We are firm on our 
compliance obligations in terms of policy, legislation and practices.
For Anglo American Platinum, regulatory compliance is a minimum 
standard. We have also adopted several voluntary standards 
(see page 143 
).
Assurance and transparency
In line with our culture of assurance and transparency, regular 
external assurance is undertaken across our operations. In 2020, 
the following key health and safety performance indicators were 
independently assured for a consecutive year, split between the 
more onerous high and moderate levels of assurance.
High assurance
	
– Total work-related fatal injuries
–	Fatal-injury frequency rate (FIFR)
–	Total recordable case frequency rate (TRCFR)
–	Total new cases of noise-induced hearing loss (NIHL)
Moderate assurance
	
– Workers potentially exposed to inhalable hazards above the 
exposure limit
–	Workers potentially exposed to carcinogens above the 
exposure limit
–	Total employees who know their HIV status
Refer to page 195 for independent assurance report.
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Safety is our number one priority — we want to ensure all our people go home safely, every day. During the 
challenging Covid-19 pandemic, we have focused on driving the right safety mindset as we continue to 
take decisive steps to foster a culture of collective responsibility and refusing to do unsafe work.
Our 2020 performance
Our intense focus on eliminating fatal risks ensured that we had no 
safety-related fatalities at our operations for 22 months. Tragically, 
in September 2020, one of our colleagues died while recovering 
from a fall-of-ground incident (details overleaf). We also regrettably 
lost three colleagues in separate incidents at non-managed joint 
operations.
We have otherwise sustained our safety performance in most 
areas, with further improvements in some indicators (page 87 
). 
Year-on-year comparability has been affected by the significant 
reduction in our mining activities over the second quarter, in line 
with regulated restrictions under the national lockdown. Covid-19 
impacts, including high levels of workforce unavailability, have 
continued to affect our injury rates at certain operations.
We safely managed the operations through the unique risks 
presented by both a safe shutdown and the start-up of operations 
in a Covid-19 environment following the extended lockdown in the 
second quarter.
In 2020, we documented 153 recordable injuries (any injury requiring 
more than first-aid treatment), resulting in a TRCFR of 2.40, a 4% 
reduction on 2.50 in 2019. TRCFR is our preferred leading indicator, 
as opposed to lost-time injury frequency rate (LTIFR), given that it is 
a better measure of preventative actions. In September 2020 we 
experienced a TRCFR spike of 3.76 following the return to work of 
many employees after the first peak of infections (the first wave). 
In October and November the TRCFR decreased dramatically and 
in December, the most challenging month of the year in terms of 
sustaining desired safety behaviour, we recorded our lowest TRCFR 
of 1.77. We believe this demonstrates the effectiveness of our 
targeted interventions to support employees in maintaining the right 
safety mindset.
Total lost-time injuries (LTIs) recorded decreased from 166 in 2019 
to 128 in 2020. Consistent with previous years, low-level incidents, 
typically finger injuries from materials handling and slip-trip-fall 
incidents accounted for most of the LTIs. Amandelbult’s Dishaba 
and Tumela mines accounted for 56 of 90 serious injuries (62%) 
across our operations in 2020, compared to 70% the previous two 
years. There were no major disabilities sustained at our operations 
in 2020. We continue to prioritise the prevention of transportation 
and materials-handling incidents.
We recorded 99 high-potential incidents (HPIs) at our operations 
in 2020, the same as 99 in 2019. HPIs primarily involved slip, trip and 
fall incidents (40), handling materials (32) and fall-of-ground (20). 
There were fewer HPIs in 2020 that involved uncontrolled release of 
energy, mobile equipment, fire or explosion, or falling/dropped 
objects.
The number of high	 potential hazards (HPH) recorded increased 
to 70 from 46 in 2019. The principal agencies were the uncontrolled 
release of energy, mobile equipment, and exposure to harmful 
substances and environments.
Safety
Lowlights/
challenges
Focus for 
2021 and  
beyond
Highlights
–	TRCFR improved marginally to 2.4
–	Targeted initiatives to drive a 
positive safety mindset during the 
Covid-19 pandemic were effective 
in preventing an increase in injuries
–	Good progress in closing out 
high-risk actions at all operations
–	HPI reporting and learning from 
incidents constantly improving
–	CEO learning-from-incidents 
sessions continue to add value
–	Regrettably, one fatality at managed 
operations
–	Covid-19 impacts exacerbated 
challenges in ensuring safe 
behaviour, especially at 
Amandelbult, the operation most 
impacted by Covid-19
–	Increase in number and severity 
of injuries
–	Continue to record high-risk 
behaviour/non-compliance with 
operating procedures
–	99 safety-related HPIs
–	Safety leadership and behaviour, 
empowering employees to stop 
unsafe work
–	Fatality-free operations and 
improved safety culture and 
performance
–	Improved management of priority 
unwanted events
–	Implement process safety 
management from 2021, initially at 
our processing operations
–	Ongoing focus on transport, mobile 
equipment and moving machinery
–	Implementing elimination-of-
fatalities actions and learnings
–	Driving mobility and digitisation as 
well as modernisation to underpin 
safety interventions
	
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Human and social
Safety and health continued
8
7
6
5
4
3
2
1
0
2
0.027
0
0
0.016
1
7
0.067
6
0.073
2016
2017
2018
2019
2020
Loss of life and FIFR*
■ Fatal injuries
■ FIFR
800
700
600
500
400
300
200
100
0
163
105
380
5.26
156
166
2.50
26
24
128
2.40
261
3.00
4.52
65
2016
2017
2018
2019
2020
TRCFR
■ Medical treatment cases
■ Lost-time injuries (LTI)
■ TRCFR
*	 Fatal-injury frequency rate per million hours worked.
The number of regulatory (section 54) stoppages declined from 21 in 2019 to 15 in 2020. Stoppages remain restricted to the area 
where the issue was observed. A total of 17 non-compliance (section 55) notices were issued across our operations (2019: 16). No fines 
or directives were issued.
Analysis of regulatory and voluntary (proactive) stoppages shows that most continue to relate to non-compliance with operating 
procedures. In monitoring compliance to our standards, which remains a key focus, we implement targeted initiatives to address areas 
requiring significant improvement.
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2020 safety achievements:
On 22 June 2020, RBMR magnetic concentration plant (MCP) reached a four-year lost-time injury-free milestone, and one year with 
no recordable injuries.
On 13 July 2020, Amandelbult complex passed the milestone of six million fatality-free shifts after 642 consecutive fatality-free days.
On 22 July 2020, Mototolo Mine exceeded 14,000 consecutive production shifts fatality-free, having operated without a fatality for 
nine years and nine months (almost a decade). 
On 28 September 2020, Tumela Mine’s horizontal logistics engineering team surpassed 730 days (two years) injury-free. 
On 14 October 2020 (Anglo American’s global safety day), the Western Limb Distribution Centre celebrated four years injury-free.
Failing to 
identify hazards 
and respect 
risks
Inadequate 
supervision and 
oversight
Not following 
standard 
operating 
procedures
Key safety issues
Responding to fatal incidents
Lives lost at our operations and support for relatives
On 16 September, Lindile Manzingi (56), a mining team supervisor, 
collapsed and regrettably died while receiving physiotherapy as 
part of a diligent rehabilitation process after an injury sustained 
at Dishaba Mine two weeks earlier. We extend our sincere 
condolences to his family, friends and colleagues. Mr Manzingi was 
injured at the mine site when a rock fell and rolled onto his back, 
cracking a vertebra. The injury had not required surgery and was 
treated conservatively. Mr Manzingi was receiving treatment at 
the reputable Milpark Hospital in Johannesburg when he was 
diagnosed with Covid-19, which increases the risk of blood clotting 
and can cause other health complications. He was due to be 
discharged and his sudden death was unexpected. A full 
investigation was undertaken but the findings and learnings were 
inconclusive owing to uncertainties, such as when or how he 
contracted the virus, and the fact that protocols for trauma and 
Covid-19 are still evolving. Covid-19 is a relatively new virus and 
there is still a need for further research and consensus on best 
practice in managing the virus and associated trauma such as 
monitoring blood-clotting profiles and status, optimal prophylactic 
regimes to prevent blood clots, mechanisms to monitor for their 
development, and timing of surgical procedures.
We continue to honour our commitment to provide meaningful, 
long-term care to the families of all individuals who tragically lost 
their lives at our operations. This includes financial assistance for 
schooling dependant children (from pre-school to tertiary level) 
and follow-up visits to families at least annually to monitor their 
wellbeing and school performance.
Every fatal incident we have had at our operations (including 
non-managed joint ventures) has been subject to rigorous 
investigation, including an independent investigation by a 
multidisciplinary team. Learnings were shared across our operations 
and, where applicable, remedial actions taken and closed out to 
prevent similar incidents. 
Lives lost at non-managed operations during 2020
We are also deeply saddened by the tragic loss of three colleagues 
in separate incidents at non-managed joint operations:
	
– At Kroondal Mine, Mr Joao Silindane (56), a rock drill operator, 
died in a fall-of-ground incident on 17 January 2020.
–	At Modikwa Mine, Mr Dennis Mdaka (51), a rockdrill operator, 
died in a ventilation-related incident on 13 September. 
	
– At Modikwa Mine, Mr Johannes Mahlalela (56), team leader, 
was injured at work in a winch-related incident on 7 October 
and died in hospital from complications on 11 October.
Providing a safe workplace
Our safety strategy and focus areas (short/medium and longer 
term) are illustrated below. We have maintained our focus on 
changing the safety culture at our more challenging mines at 
Amandelbult complex (see page 83 
). In 2020, while maintaining 
our emphasis on initiatives to eliminate fatalities, we invested 
extensively in engaging with our people to drive the right safety 
mindset during the challenging pandemic.
Principal safety risks facing our employees/contractors are 
falls-of-ground, moving machinery, transportation, electrical or 
release of stored energy, and isolation/lock-out. We continue 
to prioritise prevention in these areas, and are addressing 
identified shortcomings. Fatigue and stress management is 
another focus area.
	
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Human and social
Safety and health continued
Anglo American Platinum safety strategy
Aspirational statement
Deliver safe production by creating a resilient safety culture, built on robust and effective safety leadership and risk management
Value
levers
Key
enablers
What will 
success 
look like
Key focus
areas
Leadership 
and 
accountability
–	 Visible safety leadership 
by management
–	 Clear accountability: 
risk owners
–	 Safety compliance 
and continuous 
improvement
–	 Balance the demands 
of production and 
maintenance through 
safe work outcomes
–	 Supervisor competency 
and health of discipline
Zero harm
Culture of safety
Zero fatalities
Personal ownership 
for safety
Eliminating 
fatalities
–	 Minimum mandatory 
fatal controls
–	 Non-negotiable 
standards/golden rules 
(life-saving behaviours)
–	 Safety competence: risk 
training
–	 Process safety
–	 Behaviour and 
psychology/mental 
health programmes
Safety 
culture
–	 Organisational culture 
transformation – 
transition
–	 Safety: from a priority 
to a value
–	 Recognition 
programmes
–	 Communication
–	 Promote continuous 
improvement culture 
–	 Personal accountability 
for safety
–	 Community and family 
participation
Operational 
risk 
management 
(ORM)
–	 Identify safety PUEs and 
expedite operational 
application through job 
risk assessments
–	 Institutionalise critical 
control management
–	 Maintain focus on major 
risk categories: fall-of-
ground, heavy mobile 
equipment (HME), 
winches and rigging, 
transport, explosions, 
inrush of water, working 
at heights, confined 
space, electricity, 
conveyors
Learning 
from incidents 
(LFI)
–	 Develop a learning 
organisation through 
sharing and recognition
–	 Culture of no repeats
–	 HPI reporting, CEO 
reviews and close-out 
of learnings
–	 Identify and implement 
best practices
–	 Formalise learning 
cycles from regulatory 
stoppages
–	 Develop leading 
indicators (integrate 
into information 
management system)
Culture; operational risk management; information management system; SHE way; integration into functions; mobility
Pre-emptive closures of ACP to ensure safe 
operating environment for employees
At the Anglo American Platinum converter plant (ACP), part of 
the chain of processing facilities, water leaks presenting safety 
and integrity risks required the plant to be intermittently shut in 
2020 for extensive repair work. This will ensure an ongoing safe 
operating environment, protect employees and protect the 
integrity of the plant and surrounding processing assets.
The initial shutdown was in March, when the ACP phase A plant, 
at Waterval smelter in Rustenburg, was damaged after an 
explosion in the converter. Nobody was injured in the incident 
and work began to repair phase A. 
As per normal business procedure, the phase B unit was 
commissioned to take over. While ramping up to steady state, 
water was detected in the furnace. Despite extensive testing 
to determine the source of the water, and a number of circuits 
being isolated, water continued to be observed in the furnace. 
We decided to temporarily shut phase B to ensure against a 
potential explosion. Repairs to this unit were completed safely 
and successfully during the extended lockdown period in South 
Africa. All safety protocols were implemented on site, in line with 
government approvals and regulations, and there were no health 
and safety or construction issues during the repair and ramp up.
In May 2020, a water leak was detected in the high-pressure 
cooling section of the phase B unit. The unit was again brought 
down proactively and safely. All employees evacuated the 
area safely and the unit was temporarily closed. The detailed 
technical investigation into the cause of the leak showed 
localised damage to a single cooler tube that was replaced, 
and the leak was confirmed as unconnected to the earlier repair 
work. Other maintenance was undertaken and additional 
controls were put in place. A prudent approach was taken to 
safely ramp up the ACP phase B unit after a detailed risk-based 
assurance process had confirmed it safe to do so. 
Increased monitoring, controls and systems were implemented 
to continually assess the ACP phase B unit and further water 
leaks were discovered. The unit again underwent a planned 
and measured safe shutdown and a comprehensive assessment 
concluded that more extensive repair work was required to 
ensure against the plant’s fragility. It was closed in November 
for a full rebuild in 2021.
Repair work was completed at phase A and it resumed 
operations at the beginning of December 2020, ramping up 
to full capacity by the end of the year.
Case study 19:
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9
The fundamentals
Only carry out 
a task if you 
are trained and 
authorised to 
do it. Make sure 
you assess the 
risks involved and 
guard against 
them. Always wear 
your PPE and 
obtain a permit 
where required. If 
controls are not 
in place, or not 
working properly, 
stop the job and 
only continue once 
the controls are 
working properly.
Underground
and surface
mining
Never enter 
restricted areas 
unless you have 
permission. Only 
cross conveyors 
at designated 
crossing 
points. When 
underground do 
not enter areas 
of unsupported 
ground, always go 
down according 
to your training 
and do not enter 
the pathways of 
winches which are 
not isolated.
Mobile 
equipment and 
light vehicle
Always follow the 
traffic rules, wear 
your seat belt, 
keep within speed 
limits and do not 
make phone calls 
while driving. 
Pedestrians must 
always stand well 
clear of mobile 
equipment and 
vehicles.
Confined spaces
Never enter 
a confined 
space without 
understanding and 
following your site’s 
confined space 
procedure.
Working at heights
Always use fall 
protection safety 
equipment when 
working at heights.
Energy and 
machinery 
isolation
All energy sources 
must be safely 
isolated and 
energy released 
before working 
on the piece 
of equipment. 
Release energy, 
lock, tag and test.
Lifting and 
mechanical 
handling
Make sure the 
lifting device is 
capable of lifting 
the load. Never 
allow anyone to be 
in the drop zone of 
the load.
Water bodies and 
liquid storage
When working 
around water and 
liquid storage 
facilities, always 
wear a buoyancy 
vest and never 
work alone.
Chemicals 
and hazardous 
substances
Make sure you 
know how to 
handle, store 
and dispose of 
any chemical 
or hazardous 
substances you 
are working with.
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8
Key developments and focus areas in 2020
Responding to Covid-19: ‘Switch on 4 safety’ reinforces the 
imperative of keeping safety front of mind
After the initial three-week nationwide Covid-19 lockdown from 
late-March to mid-April 2020, we took great care to ensure the safe 
start-up of operations that had been put on care and maintenance 
by regulations. Recognising that the uncertainty, fear and other 
mental-health effects associated with the pandemic could affect 
safety behaviour, we also recognised the need to be more engaged 
with our people than ever before and support them in keeping the 
right safety mindset in these challenging times. At the same time, 
we needed to maintain momentum in achieving the broader goals 
of our safety strategy.
We were cognisant of behavioural challenges among our 
workforce, with various social issues emerging to affect adherence 
to protective measures at work. These included social 
stigmatisation, complacency, and fatigue/emotional burn-out/
mental health issues.
As part of our WeCare programme (see page 73 
), we developed 
and implemented a dedicated initiative called ‘Switch on 4 safety’. 
This was underpinned by the overarching message and tag line, 
“We’re in this together. Keep doing the right thing”, and was 
delivered through a relationship-centred leadership strategy 
and series of phased activities. 
The initiative formed part of broader efforts to alleviate challenges 
for our people. It also aimed to inspire them to adopt the right 
behaviours and develop habits to stop the spread of Covid-19 
and protect each other.
A key purpose was to communicate that we understood the 
challenging circumstances every employee faced, and the 
importance of adhering to Covid-19 controls. But we stressed 
that it was imperative no one compromised in ensuring everyone’s 
safety, with no shortcuts or unsafe work. We urged people to speak 
up if they felt unsafe and to support each other in overcoming 
challenges.
The success of the initiative hinged on ensuring better and more 
frequent engagement with our employees. Supported by our 
engage app, we connected with our employees to understand their 
issues, so that we could get a constant temperature check from 
the floor and adapt our engagement and responses accordingly.
The comprehensive effort was aimed at, among others:
	
– Line managers spending more time in the workplace, engaging 
with people
–	Ensuring we have real, meaningful connections with people so 
we can relate to their challenges at home and at work
–	Overseeing high-risk work and showing involvement
–	Making available caring measures for people in mental distress
–	Reviewing serious injury reports
	
– Expediting learnings to get a faster response and eliminate 
repeats.
The campaign’s momentum was sustained in the second half of the 
year through further initiatives to drive a positive safety mindset with 
aligned focus on high-risk work and critical controls for Covid-19 
and safety.
Responding to heightened challenges at Amandelbult
In recent years, we have focused on changing the safety culture 
at our more challenging operations, Amandelbult and the smelters, 
where we have the greatest number of employees (including 
8,200 at Tumela Mine and 6,600 at Dishaba Mine) and continue 
to experience high-risk behaviour.
Our life-saving golden rules
In driving our safety culture, we continue to entrench a commitment throughout the company to honour our life-saving golden rules 
towards our goal of zero harm. These behaviours are a condition of employment and if employees do not comply, consequence 
management through the ‘fair culture’ model will apply. This approach ensures that fair and transparent processes are followed after 
safety incidents, and necessary consequences are consistently applied whenever unsafe acts are observed.
	
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Human and social
Safety and health continued
The ongoing implementation of safety performance turnaround 
plans at these operations has driven steady significant 
improvements and remains critical in meeting our commitments. 
In 2020, however, the challenges of the pandemic heightened 
existing issues and affected our ability, from a safety perspective, 
to build continuity and keep to action plans. We responded with 
agility and, under the circumstances, Amandelbult has done well 
from a safety perspective. 
During the pandemic, Amandelbult has been our more vulnerable 
and most heavily affected operation. A major impact on our ability 
to ensure operational excellence in safety this year has been the 
increase in already-high levels of unscheduled workforce 
absenteeism, which averaged 22.3% in 2020 compared to 8.4% 
in 2019. 
Amandelbult was put on care and maintenance during the 
lockdown from 26 March to 1 May 2020, with staffing levels allowed 
to increase to 50% and then to full capacity from 1 June 2020. 
In managing employees returning from high-risk provinces and 
neighbouring countries, we adhered to isolation and quarantine 
protocols, which contributed to workforce unavailability but was 
a key focus in managing a safe work environment. Despite our 
stringent infection-prevention measures, we recorded an 
anticipated spike in infections at the sites, resulting in infected 
workers and employees who had been in close contact with 
Covid-19 positive patients being quarantined and off work until 
cleared or fully recovered. Long after regulated restrictions had 
eased, we had still not returned to a full complement of staff: at 
year end, over 1,000 employees were still infected or recovering from 
Covid-19. 
The daily uncertainty on workforce attendance caused disruption 
and increased the risk of people compromising on safety standards 
rather than ensuring that all work is always safe. Our Switch on 4 
Safety initiative, reviewed above, was developed to reinforce our 
existing campaigns to promote the right mindset and behaviours. 
While, we are deeply saddened to have had a safety-related 
fatality at our Dishaba Mine this year (see page 81 
), it is 
commendable that through collective efforts and commitment 
through these challenging times, Amandelbult recorded a TRCFR 
of 3.40 for 2020, marginally exceeding the target of 3.41.
Ongoing focus areas include frontline supervisory training, critical 
control compliance, and enforcing our golden rules (life-saving 
behaviours). There is still much to be done to ensure that all 
employees voluntarily stop and fix a substandard workplace or 
activity, and eliminate a culture of rule-breaking and non-
compliance to critical controls.
We have adapted our safety turnaround plans for 2021 in line with 
projections as well as uncertainty on future operational restrictions 
and disruptions.
Dishaba and Tumela (combined 
performance)
2020
2019
2018
Total fatal injuries due to all causes
1
0
2
Total recordable cases
93
117
127
TRCFR, per 1 million hours
4.04
3.62
4.02
Total lost-time injuries due to all 
causes
83
109
102
LTIFR – all causes, per 1 million 
hours
3.61
3.37
3.23
Total serious injuries
62
82
69
Total serious injuries frequency 
rate, per 1 million hours
2.70
2.54
2.18
	
Mototolo – Mareesburg tailings storage facility
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5
Reporting and learning from high-potential incidents and 
hazards
Encouraging the identification and reporting of high-potential 
incidents (HPIs) remains a major focus in our strategy. While 
we recognise that any HPI exposes our employees to fatal risks, 
which is unacceptable, we greatly value the importance of 
improved reporting and learning from HPIs in heightening 
awareness of critical controls and promoting actions to improve 
their effectiveness. Every month, our CEO chairs a video conference 
across our operations to review and learn from two particularly 
significant HPIs, and identify key actions to be implemented and 
tracked across our operations. The incidents discussed are primarily 
safety-focused, and occasionally environmental or health-related. 
This initiative has been very successful and we have engaged our 
JV partners to participate, to promote the valuable sharing of 
lessons. Our approach is orientated around setting targets for 
improved learnings and associated action management and 
close-out.
In strengthening our proactive preventative approach, we are 
facilitating the reporting of high-potential hazards (HPH), where we 
identify hazards that could lead to loss of life. We plan to streamline 
learning-from-incidents processes through mobility and digitisation 
projects to make incident and inspection reporting processes 
quicker and easier. HPH reporting and analysis is under way at 
Mogalakwena and is being steadily introduced across our 
operations.
Process safety management
In raising the bar for our safety management, we are introducing 
process safety management (PSM) at our operations. This analytical 
tool — used to prevent the release of highly hazardous chemicals 
and improve safety in the workplace — is typically implemented at 
oil and gas or nuclear facilities and not at mining companies. This 
year we have engaged implementation specialists DuPont, focusing 
initially on our process operations and then the concentrators and 
mines, to review all our work and propose improvements. This 
includes assessing the current state of process safety maturity 
and effectiveness of PUE risk mitigation practices across the mining 
operations, to identify improvement priorities and integrate these 
with the broader PSM journey. The formal implementation of the 
process will start in 2021 and will take three to five years to embed. 
The deployment of process safety management will support 
initiatives to address some of the basic and root causes of current 
HPIs at our operations. It will also assist in identifying the agency 
(object, substance or circumstance) and root causes particularly 
associated with processing operations.
Ownership and shared accountability
To foster a stronger safety culture, we are implementing a framework 
to embed positive safety leadership practices in daily activities. 
This defines the practices expected of managers, supervisors, and 
all our employees, and their roles in strengthening the culture and 
sustaining improved safety performance. The safety leadership 
framework is implemented and integrated as one of the core 
practices of the general leadership capability framework and as 
a holistic and integrated behavioural programme.
Being unconditional about safety is a critical component of true 
safety leadership. In practice, this means everyone needs to be as 
concerned about the safety of their colleagues as they are about 
their own. At the same time, we recognise our responsibility for 
ensuring our people are adequately trained and empowered to 
exercise their right to refuse to do any work they deem unsafe and 
withdraw to a safe area, without retribution. This is an area where 
we need to embed greater ownership and commitment.
Enhancing frontline supervision is an ongoing focus. Our 
development programme ensures supervisors have the required 
technical skills, risk management capability, and skills on how to 
manage people and apply theory effectively in the workplace. In 
addition to improved performance management processes, 
coaching assists in addressing any challenges.
We continue to increase our efforts to promote a culture of stopping 
work when it is unsafe. While we have seen an increase in internal 
stoppages actioned by safety personnel or line managers, we are 
yet to see many instances of frontline workers actioning stoppages. 
Efforts to encourage employees to report when they believe a work 
area is unsafe include a monthly reward scheme to recognise and 
reward people for the best self-imposed stoppages. 
Our employees’ commitment to safety is promoted through annual 
Anglo American global safety campaigns. The eighth campaign 
was built around the theme Safety 365 – putting our six values of 
safety, care and respect, innovation, accountability, collaboration 
and integrity into action daily at work, at home and in the 
community, to ensure everyone’s safety 365 days a year. The 
programme was launched on global safety day on 10 October 2019 
and implemented over 12 months. It was initially designed around 
five initiatives, each involving an eight-week challenge on safety 
and one of our values. We adapted elements of the programme to 
align with Covid-19 circumstances and challenges, and support our 
other initiatives to ensure the right mindset, as well as safety and 
wellbeing, of our employees. This included implementing a global 
safety day Covid-19 edition, focusing on what we are doing to care 
for and respect employees during the pandemic. In adapting to 
Covid-19-related constraints, we used different types of technology 
to reach people. Through the engage app, we circulated video 
recordings and other materials, and engaged through virtual 
facilities. The initiative was very successful and well received. We 
implemented a programme related to Safety 365 to sustain its 
impact to the end of the year and, in January, we started a global 
safety day 2021.
Our safety results affect the performance-based remuneration of 
all employees. We use KPI-based reward and recognition to drive 
correct behaviours and provide the necessary training to support 
outcomes. We regularly review metrics and rewards to ensure they 
are in line with prevailing focus areas, and effective. Performance 
target setting is challenging given the uncertainty on future 
pandemic-related impacts.
Risk management
We train all employees on addressing risks and specific hazards in 
their workplaces. We identify substandard and high-risk conditions 
continuously, and rank workplaces based on observed risks. 
Management regularly visits workplaces with the highest risk ranking 
across our operations; these sites, and planned actions, are then 
discussed at executive level.
ORM has continued to improve, with the focus this year being on 
improving material risk and critical control management. The 
number of material risks under formal management increased by 
10% in 2020, with a focus on initiatives at the Amandelbult and 
Mototolo complexes. By year end, we had achieved our target of 
having 84% of our critical controls active and being monitored. 
Monitoring to schedule increased (according to plan) to 94% from 
86% in 2019. A rigorous programme for monitoring critical-control 
management is fostering greater transparency and accountability, 
and improving the levels of work executed to plan. We aim to ensure 
comprehensive implementation by 2021, with safety risk 
management inculcated into our daily action and thinking.
Covid-19 risk management became the key ORM programme 
undertaken in 2020. We also continued to focus on strengthening 
our fire risk management programmes.
	
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Human and social
Safety and health continued
Technology and innovation
Anglo American Platinum continues to demonstrate leadership in 
developing and adopting leading technologies and engineering 
solutions to reduce potentially fatal risks, reduce exposure to work 
hazards, and mitigate the risk of human error. This includes:
	
– Using existing modernisation technologies, like electro-hydraulic 
drills, and removing scraper winches 
–	Automated and continuous rock-cutting vehicles safely extract 
the targeted ore deep underground without the need for 
explosive blasting
–	We are increasingly deploying remotely operated machinery: 
swarm robotics will be the next generation of mining, and will 
ultimately mean removing people from safety risk exposure, while 
upskilling employees in new technologies and approaches 
	
– To mitigate the risk of winch-related injuries, in 2021 we will trial 
a technology that relies on a tracking device and magnetic 
sensor to intercept potential human contact with a scraper rope.
In responding to the implications of a pandemic, we anticipate an 
industry-wide acceleration in adopting technologies, specifically 
remote and virtual technologies, that assist in distancing mine 
workers from each other.
Examples of established and leading safety initiatives introduced 
in previous years include:
	
– We dramatically reduced the number of fall-of-ground incidents 
by using bolts and nets on the rockface to make the most 
dangerous area (between the last line of support and the face) 
much safer. At Amandelbult, in areas where we face challenging 
ground conditions, we have implemented comprehensive 
timberless support systems using tension-cabling anchors and 
grout packs 
–	In managing transport and machinery risks, we implemented 
collision-avoidance systems using vehicle and person proximity-
detection systems and auto-braking. We continue to roll out the 
systems across heavy mobile equipment and light vehicles, and 
to identify and implement enhancements
–	At Mogalakwena complex, we use earthmoving vehicles with 
technology that gives the operator a 3600 view and significantly 
reduces the risk of a man-machine accident
–	We use state-of-the-art fatigue management systems to predict 
fatigue risk and monitor employee fatigue in real time.
	
– Our progress with driving mobility and digitalisation is reviewed 
on page 114 
. 
	
Hauling and drilling operations in Lebowa shaft, Mototolo Mine
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Safety indicators
For the year ended 31 December
Number of fatalities
Fatal-injury frequency rate (FIFR)1
Operations
2020
2019
2018
2017
2016
2020
2019
2018
2017
2016
Tumela Mine
—
—
—
1
2
—
—
—
0.056
0.11
Dishaba Mine
1
—
2
2
—
0.091
—
0.144
0.135
—
Mogalakwena Mine
—
—
—
—
—
—
—
—
—
—
Unki Platinum Mine
—
—
—
—
—
—
—
—
—
—
Amandelbult concentrators2
—
—
—
—
—
—
—
—
—
—
Mogalakwena concentrators
—
—
—
—
—
—
—
—
—
—
Unki concentrator
—
—
—
—
—
—
—
—
—
—
Mototolo concentrator3
—
—
—
—
—
—
—
—
—
—
Mototolo Lebowa and Borwa shafts4
—
—
—
—
—
—
ACP
—
—
—
—
—
—
—
—
—
—
Waterval smelter
—
—
—
1
—
—
—
—
0.664
—
Mortimer smelter
—
—
—
—
—
—
—
—
—
—
Polokwane smelter
—
—
—
—
—
—
—
—
—
—
Unki smelter5
—
—
—
—
—
—
Rustenburg Base Metal Refiners
—
—
—
—
—
—
—
—
—
—
Precious Metals Refinery
—
—
—
1
—
—
—
—
0.579
—
Greenfield projects6
—
—
—
—
—
—
—
—
—
—
Total/aggregate7
1
—
2
6**
7*
0.016
—
0.027
0.073
0.067
Lost-time injury frequency rate (LTIFR)8
Total recordable case frequency rate (TRCFR)9
Operations
2020
2019
2018
2017
2016
2020
2019
2018
2017
2016
Tumela Mine
3.50
2.89
3.11
4.05
2.92
3.92
3.12
3.61
4.78
4.57
Dishaba Mine
3.72
3.97
3.38
2.69
3.14
4.18
4.24
4.53
4.44
4.76
Mogalakwena Mine (incl. services)
1.04
1.36
0.45
0.68
0.85
1.15
1.47
0.79
1.35
2.26
Unki Platinum Mine
1.16
—
1.17
1.68
0.95
1.62
0.43
1.40
2.80
4.13
Amandelbult concentrators2
0.82
1.02
0.82
4.05
1.51
0.82
1.36
2.45
6.30
3.03
Mogalakwena concentrators
0.19
0.86
1.18
0.81
0.78
0.58
0.86
1.18
1.29
2.34
Unki concentrator
—
2.18
—
—
—
2.61
2.18
—
—
—
Mototolo concentrator3
5.25
—
—
—
2.60
5.25
1.19
—
—
2.60
Mototolo Lebowa and Borwa shafts4
0.65
0.93
—
0.98
1.85
—
ACP
3.82
4.62
4.14
3.05
1.06
4.77
5.55
6.90
3.05
1.06
Waterval smelter
2.10
2.62
1.96
3.32
2.60
2.80
2.62
2.61
7.30
3.25
Mortimer smelter
—
5.30
7.51
5.09
1.89
—
5.30
7.51
6.78
5.67
Polokwane smelter
2.33
2.22
—
—
—
2.33
2.22
—
4.53
2.28
Unki smelter5
—
—
—
—
—
—
Rustenburg Base Metal Refiners
1.49
1.57
0.85
1.43
2.44
1.79
2.62
2.84
2.57
6.41
Precious Metals Refinery
2.96
1.56
2.13
1.16
6.03
2.96
2.07
2.13
2.32
7.23
Greenfield projects6
1.16
1.03
1.07
0.94
0.82
3.10
2.75
4.73
1.57
1.37
Total/aggregate7
2.01
2.14
2.10
3.17
3.65
2.40
2.50
3.00
4.52
5.28
Notes
1	 FIFR – Fatal injury frequency rate (calculated) is a measure of the rate of all fatal injuries per million hours worked.
2	 Includes Amandelbult CRP (chrome recovery plant).
3	 Includes Mareesburg tailings facilities from 2019 (previously included under greenfield projects).
4	 Mototolo Lebowa and Borwa shafts acquired 1 November 2018.
5	 Unki smelter operational from September 2018.
6	 Projects (2020 greenfield): Twickenham Platinum Mine, Unki Housing Infrastructure and Debottlenecking projects, Der Brochen Exploration and Infrastructure, Polokwane SO2 Abatement 
project, Mareesburg TSF phase 2 and phase 3, Western Limb Greenfields Exploration.
7	 Rustenburg and Union divested operations included to respective dates of divestment – 31 October 2016 and 31 January 2018.
*	 2016 total fatalities includes four fatalities at Rustenburg operations and one fatality at Union Mine.
**	2017 total fatalities includes one fatality at Union Mine.
8	 LTIFR – Lost-time injury frequency rate (calculated) is a measure of the rate of all lost-time injuries per million hours worked.
9	 TRCFR – Total recordable case frequency rate (calculated) is a measure of the rate of all injuries requiring treatment above first aid per million hours worked.
	
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Human and social
Against the backdrop of the pandemic and an increasing burden of communicable and non-communicable 
diseases, our approach extends beyond protecting our people and striving for zero harm to promoting 
employee wellbeing and optimal levels of health. 
Health
Lowlights/
challenges
Focus for 
2021 and  
beyond
Highlights
–	Covid-19 risks effectively mitigated 
and managed at our operations; 
97% recovery rate recorded
–	Reinforced our HIV and TB 
management as part of Covid-19 
prevention efforts;
–	Against the UN HIV/Aids 90-90 
targets, 94% of Anglo American 
Platinum employees know their 
status and 92% of known HIV-positive 
employees are on antiretroviral 
treatment
–	TB incidence rate decreased to 
187 per 100,000, a 43% year-on-year 
improvement 
–	Real-time data monitoring is enabling 
timely intervention when control 
failures are noted, driving a marked 
reduction in potential exposure to 
health hazards
–	Four cases of noise induced hearing 
loss
–	17 employees died of Covid-19 (14 at 
Amandelbult); all had co-morbidities
–	Pre-symptomatic and asymptomatic 
Covid-19 cases and uncertainty on 
transmission in communities present 
significant challenges in modelling 
and managing the disease scenario
–	168 new cases of HIV diagnosed 
among new and existing employees
–	59 employee contracts terminated 
due to ill health and disability
–	Our healthcare system continues 
to identify a high number of cases 
of diabetes, hypertension, mental 
disorders and other lifestyle diseases
–	Reduce Covid-19 infection rates
–	Increase medical surveillance to 
ensure employees are fit to work
–	Support physical and mental health 
and wellbeing of our employees 
through a proactive, integrated, 
holistic approach to managing 
workplace and personal health
–	Optimise real-time monitoring and 
data analytics to improve controls 
and further reduce levels of exposure 
to occupational health hazards
–	Retrofit exhaust systems with diesel 
particulate filtering devices
–	By end-2021, have site-level stretch 
targets and strategies in place to 
achieve SDG3 targets for health in 
our host communities by 2030
	
General manager Tony Power engaging with employees before the start of the shift
Safety and health continued
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Our management approach
Sustainable mining plan focus: healthy workforce
Key priorities
Trauma and 
emergency care
Ensure post-incident 
medical care delivers the 
best possible outcome 
for an injured person. 
Resources allocated for 
the mine are also available 
to support emergency 
responses to incidents 
outside mining premises.
Occupational
medicine
Fitness assessments, 
risk-based medical 
surveillance. 
Comprehensive and 
integrated screening and 
surveillance programmes 
that examine workplace, 
health conditions and 
personal lifestyle risks.
Occupational
hygiene
Carcinogen exposure 
reduction 
Inhalable exposure 
reduction 
Noise exposure reduction 
Health digitalisation: 
real-time monitoring of key 
controls and occupational 
hazards.
Disease
management
Maintain intensive 
Covid-19 prevention and 
screening programmes, 
HIV and TB programmes, 
manage chronic and 
lifestyle diseases. Continue 
to focus on identifying 
and managing patients 
with chronic conditions 
(particularly hypertension 
and diabetes) and monitoring 
these employees. Educate 
employees. 
Mental health
support
Promote emotional 
wellbeing, and support 
employees with early 
signs of emotional 
stress. Facilitate access 
to professional support 
through our well-
established employee 
assistance programme.
At Anglo American Platinum, we understand that a person’s health and wellbeing involve physical, social, cultural and psychological factors. 
Being in good physical and mental health is a vital component of employee wellbeing and contributes to a safe and productive workplace. 
We also address public-health issues among our employees and their families to build healthier host communities. 
Our principal health risks
Key occupational health risks
Broader public-health perspective
	
– Exposure to inhalable hazards
	
– Communicable diseases (notably Covid-19)
	
– Exposure to noise
	
– Pulmonary tuberculosis (TB) and HIV co-infection
	
– Ergonomics and vibration (resulting in stress to the 
musculoskeletal system)
	
– Non-communicable diseases (mainly hypertension and mental 
health).
	
– Managing fatigue and mental health.
	
– Plans to reduce exposure are implemented at all sites where 
risks are identified.
	
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Human and social
Safety and health continued
Anglo American Platinum health strategy
Aspirational statement
Ensure a healthy and productive workforce through effective management of occupational health risks, wellness and identified 
community initiatives
Value
levers
Key focus
areas
Occupational 
hygiene
	
– Eliminate exposures to 
inhalable hazards and 
carcinogens (as part of 
preventing primary 
unwanted events)
	
– Eliminate exposures to noise 
and airborne pollutants
	
– ORM and critical control 
management
	
– Ergonomics management
	
– Musculoskeletal disease 
prevention
	
– Issue-based occupational 
health risk and control 
assessments
Occupational 
medicine
	
– Fitness assessment
	
– Risk-based surveillance
	
– Trauma and emergency 
care
	
– Managing sick and injury 
absenteeism 
	
– Rehabilitation
	
– Improvement plans based 
on operation-specific 
health risk profiles
Wellness
	
– Demographic and social 
context
	
– Health risk factors and 
disease profiles
	
– HIV/TB – 90:90:90 and 
proactive TB management
	
– Lifestyle risks and chronic 
disease management
	
– Wellness campaigns 
(including World Aids Day)
	
– Health promotion and 
education
Community 
health
	
– Targeted initiatives (linked to 
SDGs)
	
– Strategic external 
partnerships (NGOs, World 
Health Organization, etc)
	
– Extend identified key health 
initiatives to the community
	
– Integrate/align with other 
functions, ie Human 
Resources (HR), social 
performance
	
– TB and HIV
	
– Lifestyle diseases
Key
enablers
Longer-term 
goals
To mitigate the effects of 
exposure, proactive 
risk-based surveillance 
and care programmes will 
be in place
From 2022, no previously 
unexposed employees at 
Anglo American Platinum 
will suffer from the 
consequences of 
work-related exposures
Exceed the 90:90:90 target 
for HIV management
Where we have a 
presence, we will partner 
with governments and 
NGOs in effective 
community health 
initiatives
1  Five-year strategic planning cycle  2  Critical control management  3  Interventions covering prevention, care and rehabilitation 
4  Better understanding of social determinants of health  5  Proactive involvement in community health
Health strategy
While our emphasis this year has been on mitigating Covid-19 infections, we have continued to focus on ensuring no new cases of 
occupational disease from exposure to health hazards at our operations. Equally, we aim to support the health and wellbeing of our 
employees through a proactive, integrated, holistic approach to managing workplace and personal health. 
An overview of our health strategy is shown below. Our strong management of other major health risks informed our leading response 
to managing Covid-19 risks and impacts, reviewed on page 73 
.
Continuously improving our health performance is underpinned by our progress in aligning health risk management with the operating 
model and ORM processes, as well as improving occupational hygiene capacity and capability. Ongoing action plans at our operations 
are aligned with the Mine Health and Safety Council’s (MHSC) 2024 occupational health milestones for the South African mining industry, 
across all our operations. These include targets for controlling HIV, TB, dust and noise (see below).
In 2020, our community efforts were focused on providing Covid-19 relief. 
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Occupational health
Our primary focus is to eliminate or, where that is not possible, 
mitigate exposure to health hazards in the workplace to levels 
below those known to cause harm and prevent associated 
occupational diseases. We have ongoing initiatives to educate our 
employees and reinforce messages on managing health hazards.
In 2020 there were no regulatory work stoppages or 
non-compliance notices issued for medical or health-related 
matters (2019: zero).
Controlling occupational exposure
Our occupational hygiene programme targets eliminating 
occupational health hazards at source. By embedding our critical 
control management process and taking mitigating measures, we 
are steadily reducing levels of exposure and recording fewer health 
incidents.
We rigorously identify and manage potentially fatal inhalable health 
hazards. We are also concentrating on better understanding and 
managing certain occupational carcinogenic risks, including 
exposure to respirable diesel particulate matter (DPM), welding 
fumes, soluble rhodium and platinum, arsenic, nickel and sulfur 
dioxide. Reducing levels of exposure to DPM remains in particular 
a key focus.
In workplaces where exceedances above the occupational 
exposure limit (OEL) are recorded, we investigate and implement 
engineering and administrative controls, and give employees 
appropriate PPE, such as respiratory-protection and hearing-
protection devices. We ensure that all PPE adheres to stringent 
national and international standards, including specific 
requirements for women’s physique. Intensive programmes ensure 
employees are aware of the hazards to which they are exposed, as 
well as the risk-mitigation measures implemented, and trained in 
the appropriate use and maintenance of PPE. Strict controls ensure 
employees adhere to requirements in areas where hazards are 
present and they need to use PPE.
Health digitalisation
In parallel with engineering solutions, we monitor key controls and 
occupational hazards in real time in all areas with recorded 
exposure levels above the OEL. In recent years, this has significantly 
improved the understanding of our risk profiles and timely control 
measures, supporting a marked reduction in potential exposure 
to health hazards. The real-time data analytics system (Anglo 
American’s operational intelligence suite or OiS) records, analyses 
and collates data such as dust concentrations, air flow, gas levels 
and noise on a single platform. It monitors defined parameters and 
triggers an alert to critical-control owners when over-exposure is 
detected. This prompts an immediate investigation to determine 
root causes and effective remedial action to prevent repeat 
occurrences.
To date, we have rolled out the OiS at six operations (Rustenburg 
Base Metals Refinery, Precious Metals Refinery, ACP, Mogalakwena 
Mine, Amandelbult concentrator and Polokwane smelter), capturing 
data from 419 sensors and monitoring 135 critical areas. In 2021, 
we plan to roll out OiS to Mortimer, Unki, Amandelbult mining 
complex and Waterval smelter.
The OiS team is continuously engaging with sensor manufacturers 
and data-transfer specialists to ensure the platform remains a 
future-orientated solution. The current work at ACP on using 
low-range application (LoRa) technology is one example of the 
future-oriented thinking of this project.
New cases of occupational disease
2020
2019
2018
2017
2016
Noise-induced hearing loss
4
1
2
6
23
Chronic obstructive airways disease
–
–
–
–
–
Occupational tuberculosis
–
–
–
–
–
Occupational asthma
–
1
1
3
1
Occupational dermatitis
–
–
1
3
1
Occupational cancers
–
–
–
–
–
Platinosis (platinum salt sensitivity)
–
1
–
–
2
Workers potentially exposed to hazards1 
2020
2019
2018
2017
Total number of workers2
37,077
36,700
37,096
37,947
Inhalable hazards and carcinogens
Workers potentially exposed to inhalable hazards above exposure limit3
58
127
555
546
Workers potentially exposed to carcinogens above exposure limit4
714
428
527
983
Noise
Workers potentially exposed to noise levels ≥85dB(A) <105dB(A) 
23,358
19,978
18,639
21,465
Workers potentially exposed to noise levels ≥105dB(A)
—
—
—
3
Number of pieces of equipment emitting noise ≥107dB(A)5
8
12
16
34
Notes:
Impact of attrition not factored
1	 Exposure above the occupational exposure limit (‘A’ classification band) without taking PPE into account. 
2	 All workers – employees and contractors. Mototolo Mine included from January 2020.
3	 2019 figure restated to include contractors.
4	 2019 restated to include inferred potential diesel particulate matter (DPM) exposure for Mototolo Mine (acquired 1 November 2018). 
	
2020 includes potential DPM exposure at Tumela Mine not previously recorded.
5	 SA mining industry noise sources to be below 107dB(A). Count includes seven items at Unki.
	
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Safety and health continued
Managing inhalable pollutants
Occupational exposure to airborne pollutants at our operations — 
respirable dust, silica and carcinogens — is associated with 
developing occupational lung diseases, notably TB, lung cancer 
and airway diseases.
We implement monitoring and control programmes for dust 
and other airborne pollutants at all sites, with results informing 
controls and initiatives to reduce levels of exposure. Exposure 
levels are linked to medical surveillance as an additional control 
to monitor employee wellness. We have achieved ongoing 
improvements, most efficiently at operations where we are 
implementing digital real-time monitoring.
We are tracking exposure reduction against a 2019 baseline 
assessment for carcinogens and inhalable hazards. We have set 
annual targets from 2021 to increasingly reduce levels of exposure 
and achieve zero exposures to carcinogens by 2025: 
	
– The number of workers potentially exposed to inhalable hazards 
above the exposure limit decreased from 127 in 2019 to 58 in 
2020 
	
– The number of workers recorded as potentially exposed to 
carcinogens above the exposure limit increased from 428 in 2019 
to 714 in 2020. The increase does not reflect the exposure 
reduction achieved through implemented controls as results 
are taken over a 12-month period to express the risk. The new 
baseline results are calculated in the next year to accurately 
reflect the exposure data. The carcinogen data mainly comprises 
exposure to diesel exhaust emissions.
Exposure above OEL by operation: 
	
– Waterval smelter – 32 workers (metallurgical dust and SO2);  
22 (coal-tar pitch volatiles) 
–	ACP – 13 (nickel) 
–	PMR – 14 (soluble rhodium)
	
– Unki smelter 16 (metallurgical dust).
Diesel particulate matter: A variety of diesel-powered equipment 
is routinely used in underground mines, generating exhaust 
emissions that contain a mixture of gases and solid particles (diesel 
particulate matter). Our diesel particulate matter (DPM) reduction 
programme is well advanced, with the key initiative being to retrofit 
exhaust systems with filtering devices that reduce harmful 
particulate matter by over 95%. Other control mechanisms include 
optimising local exhaust ventilation flow and personal exposure 
monitoring. We have started to investigate real-time monitoring of 
differential pressures and inlet temperatures on diesel particulate 
filters evaluating efficiency. These improvements have assisted in 
understanding control exposure parameters in various underground 
conditions. To date, we have fitted 61 diesel particulate filters (eight 
at Modikwa Mine, 20 at Amandelbult Mine 26 at Mototolo Mine and 
seven at Unki Mine). The retrofitting strategy has been finalised 
and includes an installation schedule for different operations.
Although there is no OEL for DPM in South Africa and Zimbabwe, 
Anglo American Platinum has established an in-house DPM limit 
of 0.1mg/m3 elemental carbon. We currently have 679 employees 
potentially exposed to levels above this limit (341 at Mototolo Mine, 
259 at Amandelbult and 79 at Unki).
Fugitive emissions: Metallurgical dust, coal tar pitch volatiles, nickel 
and sulfur dioxide (SO2) have been identified as the main fugitive 
emissions at our smelter operations. Emissions generated by 
cleaning activities as well as the crusher plant and furnaces are the 
main sources of exposure. We implement plans to reduce exposure, 
with the main focus on availability and efficiency of local extraction 
ventilation systems. Task teams are in place at RBMR and PMR to 
address employee over-exposure at high-risk areas. Controls 
implemented at Mortimer smelter have ensured employee levels 
of exposure to metallurgical dust are below the legal limit.
Platinum salt sensitivity: We have assessed levels of exposure 
to respiratory sensitising platinum compounds at our operations. 
Exposure reduction plans at PMR are aligned with the International 
Platinum Association (IPA) targets for 2025.
	
Work was done on the reinforcement of the Helena tailings dam
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Respirators: In 2019, we established a centre at our process clinic 
where we evaluate the best fit of respirators for individuals. The 
quantitative method considers various facial parameters. Employees 
required to wear a tight-fitting respirator must be fitted properly 
and tested for face-seal leakage before using the respirator in a 
high-risk area. Currently, on-site respiratory fitment testing is done 
during initial and periodic medicals for all employees working in 
high-risk areas. The respirator fitment programme was tempered, 
due to the impact of COVID-19.
Noise and hearing conservation
All operations have comprehensive noise registers comprising an 
equipment inventory and mitigation measures to reduce overall 
noise readings. Engineering solutions applied to haul-truck cabins 
and rock drills significantly mitigate the risk of exposure to excessive 
noise levels. We have also steadily decreased the proportion of 
employees working in higher-risk categories.
Our focus remains on controlling exposure at source and protecting 
employees who work in environments where noise levels exceed 
an eight-hour 85 decibel (dB(A)) limit. We have 16,139 pieces of 
equipment emitting noise levels above 85dB(A), compared to 
15,172 in 2019, and eight emitting levels above 107dB(A) — 
diamond cutters, conical crunchers and sandblasting devices.
All operations continue to work with equipment manufacturers to 
develop engineering improvements to reduce noise levels to the 
2024 milestone of below 107dB(A). We continue to test viable 
engineering solutions for our operations that will reduce levels 
by 10dB(A) and ensure we control noise to permitted levels.
Customised hearing-protection devices at all sites (mining 21,635; 
process 1,870) are fitted individually, and seal-tested to provide the 
best attenuation against noise sources. Annual maintenance and 
fitments are undertaken at occupational health clinics. Noise zones 
are clearly demarcated in every workplace, enforcing the use of 
protective devices.
To detect early hearing deterioration, we conduct both annual 
and ad hoc (depending on noise exposure) audiometric screening 
examinations, which incorporate the required standard threshold 
shift. Where necessary, we implement additional corrective 
measures before permanent NIHL develops. 
In 2020, we recorded four new cases of NIHL. The fluctuation in the 
number of NIHL cases is likely, given the latency period between 
exposure and noise-hearing loss.
40
30
20
10
0
2015
2016
23
36
2017
2018
2
6
2019
2020
4
1
NIHL new cases
Monitoring the health of employees
Our occupational medical-surveillance programmes ensure that 
the baseline health of every employee entering the workforce is 
recorded; their state of health is monitored while employed; and 
focused initiatives help individuals sustain and potentially improve 
their health. These records have been critical in our initiatives to 
identify workers with certain underlying medical conditions that 
increase the risk for severe illness from the virus that causes 
Covid-19, such as diabetes or heart conditions, as well as those 
with conditions that might increase the risk, such as asthma or high 
blood pressure. Our approach to providing additional precautionary 
measures to increase the protection of these vulnerable employees 
from contracting Covid-19 is reported on page 73 
. 
Our programmes are designed to detect risk factors and early signs 
of ill-health related to occupational exposures and lifestyle 
conditions. Medical surveillance therefore incorporates screening 
for common lifestyle health-risk factors, non-communicable and 
communicable diseases shown below. Guided by our Covid-19 risk 
assessment, in March 2020 medical surveillance was adapted to 
reduce interaction and potential exposure, and periodical medical 
examinations were extended for a three-month period. Spirometry 
and audiometry tests were postponed for 12 months if previous 
tests were normal and there was no medical indication to repeat. 
Medical-surveillance programmes resumed in July and focused on 
clinical examination to determine health status to be able to work 
safely. 
Common lifestyle health-risk factors
	
– TB and HIV
–	Obesity
–	Smoking
–	Hypertension
	
– Diabetes
Based on our health profiling and wellness examinations, we 
implement initiatives to address lifestyle-related health risks, 
particularly smoking, nutrition, stress and mental health conditions.
We use an advanced electronic system that allows health 
professionals to capture each health visit through a secure website. 
The employees’ online records are linked to their hazard-exposure 
profile and can be accurately tracked and analysed over time.
In 2020, 59 employee contracts were terminated due to ill-health 
and disability, compared to 67 in 2019.
Musculoskeletal conditions
The most prevalent musculoskeletal issue at our operations is 
lower-back pain in machine operators. The most common 
musculoskeletal injuries involve limbs and lower-back injuries. 
In all cases, we ensure the necessary assessments and, where 
applicable, referral to a specialist, operation (if required), 
compensation, rehabilitation and return to work.
We continue to implement education and awareness initiatives 
on correct manual handling, good posture and periodic stretching 
exercises. We conduct ergonomic risk assessments for mobile 
equipment and tasks involving manual handling, and implement 
corrective measures to mitigate the risk exposure profile at that 
operation. For example, to lift heavy loads, we aim to use 
equipment instead of physical labour.
	
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Human and social
Safety and health continued
Fatigue management
Fatigue is a complex, multifactor challenge with many potential 
effects. Various factors, such as medical and psychological 
conditions as well as aspects of a person’s workplace or lifestyle, 
can contribute to fatigue and, in turn, reduced alertness and poor 
judgement. The diverse impacts on people’s lives and wellbeing 
during the pandemic have heightened fatigue-related risks. 
A particular challenge is among workers who have had Covid-19 
— even with mild symptoms — and many people report fatigue long 
after recovery. Fatigue-related risks are also increased at some 
operations by exposure to heat stress.
Our current activities to manage and control this potential safety 
and health risk include:
	
– Seeking to balance workloads
–	Staffing and shift scheduling
2024 industry health milestones
Our operations are well on track to meet milestones set by the Mine Health and Safety Council (MHSC) for 2024. We continue to 
cooperate with the industry through the MHSC in developing programmes and initiatives to reach these milestones.
The December 2024 health milestones are:
–	To eliminate coal workers’ pneumoconiosis – 95% of all exposure measurement results must be below the milestone level of coal 
dust respirable particulate of 1.5mg/m3 (<5% crystalline silica)
Our performance: No exceedances were recorded for exposure to coal dust in our operations where coal activities occur
–	To eliminate silicosis – 95% of all exposure measurement results will be below the milestone level of respirable crystalline silica of 
0.05% mg/m3
Our performance: Target achieved given the low silica percentage in our ore
–	Reduction and prevention of TB and HIV and Aids – the TB incidence rate should be at or below the national TB incidence rate
Our performance: Annualised TB incidence rate 187 per 100,000 in 2020 compared to national average of 615 per 100,000 (in 2019)
–	To eliminate noise-induced hearing loss – total operational or process noise emitted by any equipment must not exceed milestone 
sound pressure level of 107dB(A)
Our performance: Eight pieces of equipment emitting noise levels above 107dB(A) were recorded during the year. Plans are in place 
to mitigate the number of employees exposed to high noise levels. We plan to lower the noise from these pieces of equipment to 
align with compliance to MHSC milestones.
–	Applying controls, such as compulsory fatigue breaks
–	Training employees on how to manage fatigue
–	Assessing alertness (readiness) for duty
	
– Monitoring fatigue
Our approach to managing fatigue is most advanced at 
Mogalakwena Mine, where we have implemented sophisticated 
fatigue-prevention, prediction and detection technology in high-risk 
areas. These include cameras in truck cabins and tracking fatigue 
shifts using bio-rostering. Our medical-surveillance programmes 
also consider contributing factors to fatigue.
Given the complexity of the challenge, we recognise the need to 
foster greater cross-functional collaboration across the human 
resources, health and safety disciplines to ensure a more 
integrated approach to managing fatigue.
	
Cobalt sulphate packing plant, RBMR
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1
2
3
4
5
Employee wellbeing
With the onset of Covid-19, we redirected the focus of our health-
related initiatives to managing the diverse impacts and implications 
of the Covid-19 pandemic on employee health and wellbeing. 
Our agility in responding effectively has been supported by our 
integrated approach to health promotion, risk prevention and 
management.
All our operations are developing formal wellbeing strategies to 
be in place by end-2021, with implementation from 2022.
We have established wellness initiatives across our operations, 
supported by related campaigns. In 2020, these campaigns were 
Covid-19 focused. From 2021, we will reinstate other focus areas, 
with Covid-19 elements integrated, now that we are confident we 
have the required systems and resources in place to effectively 
manage the disease. Our various programmes include striving to 
educate people on preventing and managing chronic and lifestyle 
diseases, and to positively influence their wellbeing and lifestyles. 
In addition to HIV, TB and chronic-disease management, we 
continue to focus on mental health, drug and alcohol abuse, and 
other health issues. Contractors have access to our HIV and 
chronic disease-screening services.
Through our wellness ambassador programme, we strive to increase 
levels of knowledge and awareness of common health issues 
among our employees, and to promote ownership of personal 
health in the workplace. At each operation, we have wellness 
ambassadors – typically health and safety representatives – who 
serve as role models and ‘go-to’ people for our employees to find 
support and direction to the correct point of care or service. We 
currently have 70 trained ambassadors operating across six sites.
We recognise the importance of a good work-life balance. An 
imbalance can put strain on an individual and affect their physical 
and mental wellbeing. The Covid-19 pandemic has presented new 
dynamics, with the shift to remote working where possible and the 
need to ensure effective social distancing. Our wellness ambassador 
programme, employee assistance programme, medical-surveillance 
programmes and HR interactions support individuals in identifying 
and managing challenges. However, we recognise the need to 
develop a cross-functional and strategic approach to monitoring 
and promoting employee work-life balance.
As a condition of employment, permanent employees are required 
to have a medical aid. We encourage our independent contractors 
to have a medical aid. We continue to engage in developments 
at sector level through the Minerals Council, with a focus on 
occupational health and safety legislation, specifically workers’ 
compensation.
Managing HIV/Aids and TB
TB and HIV/Aids are significant public-health threats in 
southern Africa, with potentially life-threatening consequences 
for employees and their communities. These threats have been 
amplified by the spread of Covid-19, as people who have HIV 
or TB (or both) are considered more at risk of severe illness if 
they contract the virus. At our operations, ensuring that 
immunocompromised employees have their chronic diseases 
under control, with viral load suppressed, has been an ongoing 
focus. In March 2020, we gave all employees with chronic medical 
conditions, including HIV, treatment for six months to support 
adherence. Follow-up visits from September have indicated 
sustained compliance.
Anglo American Platinum is a recognised leader for its TB and 
HIV/Aids management programmes in the workplace and our 
performance is in line with World Health Organization and DMRE 
expectations. Our integrated response includes implementing 
appropriate health policies, allocating resources to enrol 
HIV-positive employees on treatment programmes, and reducing 
the incidence of TB and its associated complications. 
We faced a setback in implementing some of our HIV and TB 
management initiatives in the second quarter as we focused on 
managing Covid-19 and restricted in-person interactions. However, 
in the second half of the year, as we adjusted to new ways of 
working and Covid-19 infection rates reduced, we intensified our 
wellness campaigns, group counselling and implementation of 
testing with treating/family medical service providers. We continue 
to concentrate on improvements at Amandelbult, where HIV and 
TB prevalence is highest. Recent developments include using a 
gene expert for better TB diagnosis and improved results 
turnaround time, intensifying the roll-out of isoniazid prophylaxis 
(INH) to reduce new cases, and incentivising newly traced HIV-
positive employees to start and adhere to treatment programmes.
Anglo American Platinum has for a consecutive year achieved the 
first two 90:90:90 targets on HIV management set by UNAIDS. At the 
end of 2020, 94% of our permanent workforce (20,080 employees) 
knew their HIV status. The uptake of ART by HIV-positive employees 
increased to 92% (2019: 91%), which included an additional 107 
employees in 2020. Of the known HIV-positive employees on ART, on 
the basis of available data, 84% have viral load suppression against 
a target of 90%. 
Determining an accurate calculation for this performance indicator 
is challenging. While the majority of HIV-positive employees receive 
ART from Platinum Health doctors who provide viral load 
information, some employees use non-Platinum Health doctors 
(Mototolo/corporate/Polokwane), for whom viral load information is 
not available. The calculation of viral load suppression in 2020 was 
based on the number of HIV-positive employees on ART while in 
2019 it was based on total viral load tests undertaken, impacting 
the year-on-year comparison.
A total of 42 new TB cases were recorded at our operations in 2020, 
a 43% decrease on 74 in 2019. New cases were split 28 pulmonary 
TB and 14 extra-pulmonary. We have not recorded any TB 
retreatment cases in the last three years. Our healthcare facilities 
have infection-control measures and there have been no reported 
cases of occupational TB among healthcare workers in the last four 
years. The combined HIV and TB initiatives contributed to the TB 
incidence rate decreasing from 328 per 100,000 people in 2019 to 
187 per 100,000 in 2020, significantly below the national average 
of 567 per 100,000. In 2020, we recorded one TB death (2019: three).
The number of reported new cases of HIV remains a challenge. 
There was an encouraging 48% decrease in the number of new 
cases recorded, from 325 in 2019 to 168 in 2020. New cases 
comprised 88 employees who were either new recruits or 
previous status unknown, and 80 who changed from negative 
to positive status.
	
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Human and social
Safety and health continued
100
98
96
94
92
90
88
86
84
82
80
78
90
88
2018
91
97
2019
2020
92
94
Progress towards HIV targets
(%)
■ Known status
■ On ART
■ Target
1,000
800
600
400
200
0
2018
2017
2019
2020YTD
567
520
567
660
582
781
2016

615
567
187
Tuberculosis incidence rate annualised
(rate per 100,000 population)
■ South African TB incident rate
■ Amplats
2,000
1,500
1,000
500
0
2018
2017
2016
2015
2019
2020
331
441
169
283
383
1,242
959
203
543
746
961
1,343
2014
244
276
55
328
244
84
610
187
84
Tuberculosis incidence rate by category
(rate per 100,000 population)
■ Total TB (new and retreatment)
■ Extra-pulmonary TB (new and retreatment)
■ Pulmonary TB (new and retreatment) 
Employee wellness
2020
2019
2018
2017
2016
HIV management
≥90% at-risk population know their status1
94%
97%
88%
82%
NM
Employees who know their status2
20,080
21,587
17,955
20,173
22,222
≥90% known HIV+ employees on anti-retroviral therapy (ART) 
92%
91%
90%
86%
70%
Employees on anti-retroviral therapy (ART) 
4,454
4,516
4,203
5,073
3,569
Tuberculosis
Tuberculosis new cases
42
74
72
148
253
Tuberculosis retreatment cases
—
—
—
7
33
Tuberculosis deaths
1
3
5
5
14
Notes:
Impact of attrition not factored
NM = not measured
1	 HIV management excludes Unki. Reporting against 90:90:90 UN Aids targets began in 2017.
2	 All known HIV-positive plus non-reactive cases. 2016 = number of employee VCT cases (tested)
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Chronic disease and lifestyle management
We continue to focus on identifying and managing patients with 
chronic conditions (particularly hypertension, HIV and diabetes) and 
assessing whether they are still fit to perform their duties safely and 
productively. All employees with chronic conditions are monitored 
regularly through our occupational health clinics to minimise 
associated risks.
We strive to identify health risks through regular screening and 
to manage them accordingly to prevent adverse health 
consequences or injury as far as reasonably practicable. The most 
prevalent and concerning lifestyle-associated health risks in our 
workforce are high salt intake and tobacco smoking. We reinforce 
promotional messages on healthy lifestyles at occupational health 
and dressing-station clinics, during team talks and wellness 
campaigns, and via health posters. We plan to further develop our 
efforts to support weight loss and promote physical activity levels.
Since 2019 we have been focusing more on monitoring body mass 
index (BMI), as levels that are high or low present health risks. 
Depending on the level of BMI, we implement measures to promote 
an improvement and monitor progress at appropriate intervals.
At our single-accommodation villages, we monitor average meal 
participation to ensure our workers are adequately nourished. At 
all sites, the main (lunch) meal participation remains over 85%. 
We closely monitor dietary intake and ensure food safety, storage 
and preparation requirements conform to recommended standards.
Mental health support
We are placing greater emphasis across our operations on 
supporting employees in managing mental health issues. This 
support has been critical in helping to mitigate effects associated 
with the Covid-19 pandemic, which can be greater for people 
with pre-existing mental health conditions. To promote emotional 
wellbeing, and support employees with early signs of emotional 
stress, we facilitate access to professional support. Through our 
well-established company-funded employee assistance 
programme, we help employees and contractors and their family 
members who need psychosocial support. The programme is run by 
social workers, clinical psychologists and psychiatrists. The facility is 
provided by an external service provider and access to support is 
through a confidential 24-hour helpline, as well as face-to-face 
and email contact.
We monitor and analyse engagements to understand the most 
prevalent challenges, then design and implement initiatives to 
address these, and assess progress in mitigating problems. In 2020, 
we recorded 2,427 mental health consultations across our 
operations (2019: 1,629), mainly for mental health (50%) and social 
issues (48%). The increase in consultations was primarily due to 
people in isolation for Covid-19 risk management.
Financial wellbeing
Mental-health challenges are often related to financial difficulties. 
In recent years, we have concentrated on mitigating the over-
indebtedness that has affected the wellbeing of many employees 
at our operations. The benefits of our Nkululeko programme are 
evident in impressive numbers (pages 106 and 107 
) but, more 
importantly, in improved mental health for the thousands of 
employees involved.
Absenteeism
Initiatives that support employees in achieving optimal levels of 
health also assist in reducing levels of absenteeism, which can have 
a significant impact on the ability of our teams to execute planned 
tasks safely and effectively.
10
9
8
7
6
2018
2019
2020
7.48
7.63
8.61
2017
7.48
Absenteeism
(%)
The Covid-19 pandemic has presented additional challenges to 
workforce availability (see page 73 
) and to ensuring the right 
safety mindset (see page 83 
). 
The total absenteeism rate (from injuries on duty, non-work-related 
injuries and sickness) was 5.68% compared to 7.48% in 2019. This 
performance indicator was affected by reduced workforce 
attendance during the pandemic, particularly in the lockdown-
restricted second quarter, with associated reductions in injuries, 
off-mine injuries, sick leave taken, and employee visits to doctors.
Barring the negative impacts of Covid-19, we continue to drive 
lower levels of non-work-related illness through chronic disease 
management processes such as aligning reviews with renewing 
chronic-medicine prescriptions and understanding and streamlining 
administrative processes for disease management.
Our absenteeism rate remains high compared to the industry 
standard, and we are strengthening our approach by developing 
corrective initiatives based on more insightful medical-surveillance 
reporting and effective illnesses management.
A particular focus is on return to work after frequent or prolonged 
sick leave. This continues to be driven by a cross-functional team 
and a coordinated approach between the human resources and 
health disciplines.
	
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Human and social
Safety and health continued
Health indicators 
For the year ended 31 December 
Absenteeism (days)
2020
2019
2018
2017
2016
Absenteeism due to injury on duty
20,176
31,962
22,702
30,514
42,670
Absenteeism due to non-work-related illness and injuries
285,762
352,051
384,474
496,109
767,587
Total absenteeism rate (%)
5.68
7.48
7.63
8.61
8.77
Investing in community health
In 2020, our community health initiatives focused on contributing 
meaningfully to mitigate the impact of the pandemic on lives and 
livelihoods. Our Covid-19 community response plans provide 
education and awareness on virus prevention measures, PPE, 
food packages for vulnerable community members, supporting 
community health service provision, and supporting community 
home facilities. An overview of our contribution is provided on 
page 5 
. We have also provided direct community support to 
combat gender-based and domestic violence (see page 128 
). 
To promote healthcare in the broader community, we are 
developing our understanding of locally relevant health priorities. 
We aim to forge strategic partnerships to implement community 
health solutions that will realise our vision: to achieve the UN SDG3 
targets for health in all our host communities by 2030, with particular 
focus on girls, young women and people with disabilities. SDG3 has 
nine target areas for improving the health and wellbeing of people 
of all ages: maternal, neonatal and child health; communicable 
diseases; non-communicable diseases; mental health and other 
health risks; mitigating road-traffic accidents and strengthening 
health systems and funding. 
In 2019, we completed social and health baseline assessments 
across our operations and started a stakeholder review to identify 
ways to achieve these targeted outcomes. The results and 
recommendations are informing the development of site-level 
stretch targets linked to SDG3 and selecting initiatives to achieve 
these targets. Our planning is being adjusted in line with Covid-19 
impacts and related known and unknown implications. In 2021, 
we will engage further with relevant government departments 
and other stakeholders to inform the selection of appropriate 
interventions and develop plans to be implemented in 2022. 
The close alignment between health and sustainability strategies 
supports the expansion of existing wellness initiatives, such as HIV 
and TB programmes.
Anglo American Platinum continues to contribute to community 
health through specific services, including:
	
– Emergency medical services: The resources allocated for mine 
emergency-medical services are also available to support 
emergency responses for incidents outside the mining premises. 
These include vehicle accidents on public roads, medical 
emergencies in the community and cases associated with 
community violence 
–	TB contact tracing: Working with district TB coordinators, our 
facilities focus on TB contact tracing
–	Alchemy project: Our SHE management programme extends 
into host communities through our Alchemy project and our 
community empowerment and development programme 
(reviewed on page 124 
).
	
Naledi clinic
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Our people
Resource the company  
with an engaged  
and productive workforce
	
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Human and social
A people’s approach to the Covid-19 pandemic 
Amid the evolving situation of the Covid-19 pandemic in 2020, 
the Anglo American Platinum human resources (HR) function 
developed a response plan to mitigate business disruption and 
ensure the wellbeing of employees. This was developed taking 
various Covid-19 scenarios in consideration.
Continuous communication 
During this period, a key focus was to continuously communicate 
with a variety of stakeholders (especially representative trade 
unions), including engagements led by the CEO. This was followed 
by periodic engagements with the unions’ national offices, regional 
offices and operational branches. Engagements were led by the 
HR executive and operational executives, focused on operational 
updates on different government regulations and guidance for 
operational activities. 
In addition, there has been continuous communication with all 
employees on issues related to the pandemic.
Employee pay and benefits 
The pandemic and initial lockdown phases resulted in a large 
proportion of employees working from home. This in turn required 
a revised approach to dealing with remuneration and benefits 
during and after the lockdown periods. From the start of the 
pandemic to date, the agreed approach to employees’ 
remuneration and benefits includes: 
Fixed basic salary
All employees qualify 
Medical aid, pension, housing
All employees qualify
This approach was reviewed and updated as required in terms 
of the business and financial impact, but also in line with evolving 
country dynamics.
Isolation and quarantine facilities 
In response to the pandemic, we began securing accommodation 
facilities to isolate and quarantine employees. These were all 
compliant with requirements of the World Health Organization 
(WHO), National Department of Health and National Department 
of Public Works.
As part of the initial phase, 1,257 beds were secured at facilities 
close to our operations.
A second phase was planned for and informed by emerging 
demand, with over 2,500 beds available.
Working from home arrangements 
With the declaration of a state of disaster in late-March 2020, we 
proactively prepared to de-densify workplaces, primarily office 
facilities. This included having 50% of staff in the office while the 
balance worked from home, and rotating weekly to prevent the 
spread of the virus.
With implementation of the national lockdown, this approach was 
reviewed and employees started to work from home, except for 
essential-services employees. In most instances for office staff, the 
work-from-home approach continued throughout 2020, with the 
IT function providing necessary support. 
This approach is monitored continuously, in line with evolving 
requirements of the pandemic.
Labour impact 
During the initial phase of the pandemic, the National Institute of 
Communicable Diseases (NICD) compiled various projections on 
the numbers of South Africans who could become infected and 
the related death rate. In response, we conducted an analysis on 
possible skills shortages at our operations should there be a surge 
and spread of the virus. 
Based on this and to ensure business continuity, the operations 
examined different options for critical skills and back-up labour. 
Our people
Lowlights/
challenges
Focus for 
2021 and  
beyond
Highlights
–	 Stable relationships with labour unions
–	 Our ability to continue paying salaries 
and benefits during the lockdown 
period 
–	 Numerous pandemic-related 
challenges including bringing 
employees back to work safely, 
ensuring their safety at work, working 
from home, loss of life among 
colleagues and their family members 
–	 Adapting to the future of work by:
	•
Investing in upskilling and reskilling 
our workforce
	•
Adopting new ways of working
	•
Adopting the organisational culture 
and values
–	 Adapting to the new way of work amid 
the pandemic
Human resources
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–	Prepare for underground mechanisation where specialised 
equipment will be deployed in pilot shafts to increase production 
and improve safety, and then rolled out to new operations. 
This represents a new skills set with the ever-increasing ability 
to operate and maintain a new fleet of equipment underground
–	Quickly upskill people and commission new facilities. In several 
cases, this means a whole new operation to be staffed over a 
very short commissioning period in a remote area
	
– Prepare the company for sophisticated technology-driven mining 
approaches including data-driven mining, mining automation 
and cutting technologies as more and more mining is performed 
from the control room, and with self-managed mining operations 
based on sensing and data analytics. 
The employee of the future is defined in the Anglo American 
Platinum landscape, dictating that they will work with:
	
– Immediate, remote expert assistance and real-time guidance
–	In-depth technical knowledge of machinery
–	Data-rich analysis and interpretation
–	Cognitive and visio-spatial abilities
–	Ability to apply more complex skills by monitoring equipment 
and problem-solving
–	Advanced technology design, engineering and maintenance
	
– Strong analytical and technological skills.
The new skill sets required by Anglo American Platinum employees 
has fuelled the introduction of a digital talent and learning 
capability strategy.
Attracting and retaining talent
We have adopted an integrated approach to growing our 
talent and building a strong leadership pipeline to achieve our 
strategic objectives. The aim is to ensure that the workforce and 
leaders have the necessary skills and capabilities to drive business 
impact by:
	
– Growing and finding the right talent for all roles, with specific 
focus on management and critical skills roles
–	Improving the standard of talent in the organisation over time
–	Enhancing succession planning across the company
	
– Fostering the motivation and engagement of our talented 
people and their managers. We will ensure we have the best 
talent in the right place at the right time to meet our business 
needs now and in future.
Our 2020 talent plan successfully achieved key objectives:
	
– Talent identities for all employees in middle management and 
above were reviewed
–	Succession planning focused on business-critical roles
–	Development plans were rolled out for all ‘ready now’ and 
short-term successors
–	Strengthening the leadership pipeline by improving access to 
learning and development opportunities for all employee levels, 
with specific reference to the Leadership Academy programmes 
	
– Strengthening the pipeline for women in leadership positions, 
to support mining charter targets.
Future focus:
	
– Continue concentrating on increasing, engaging and retaining 
‘ready now’ successors, particularly for business-critical roles 
–	Continue to develop short-term successors to be ready for 
future roles 
–	Improve diversity in the leadership pipeline, with specific focus 
on women in future leadership positions. The accelerating plan 
for women at senior management level to ensure we meet the 
mining charter target of 33% females by 2023 is progressing well. 
A new women in leadership programme was implemented by 
Management approach
The Anglo American Platinum approach to its people is an HR 
response plan that seeks to enable the business to deliver its full 
potential through its people in a values-driven and team-based 
way. This plan is based on four key levers: 
	
– People, culture and skills development
–	Future-fit employee relations climate 
–	Agile labour management
	
– Transition and change.
We measure our success in achieving these value levers through: 
	
– An engaged, collaborative and team-based workforce
–	A future-fit workforce and environment 
–	Having the right people at the right time in the right place
	
– Having an effective organisation.
It is also key to look at the future of work, which is being 
fundamentally reshaped by advancing technologies and new 
approaches. 
Fines or directives
No fines or directives were issued.
Human resource development
We continually focus on the importance of developing our people 
as a key component in achieving our strategic objectives. In 
tandem, we are considering the impact of the so-called fourth 
industrial revolution, employee of the future and future of work, as 
well as the impact of the pandemic on the way people work and 
nature of the workplace.
The combination of these factors and a multigenerational 
workforce has a major influence on the company’s learning 
landscape, specifically:
	
– How employees want to work (interactive, engaging, access 
to experts, co-created, remotely) 
–	Their benefit preferences (job-change options, mobility options, 
job flexibility, constant learning) 
	
– What technology platforms they use and how they are connected 
(smart devices, always on, social media, 24x7 connectivity).
Accordingly, it is critical that we view the future of work and the 
employee of the future holistically, and through the Anglo American 
Platinum lens. The future of work, in line with the fourth industrial 
revolution, indicates that it will involve:
	
– Deploying digitally enabled hardware tools to perform or improve 
activities that have traditionally been carried out manually or 
with human-controlled machinery
–	Using connected mobility, as well as virtual and augmented 
reality, to empower field, remote and centralised workers in 
real time
–	Linking operations, IT layers and devices or systems that are 
currently separate
	
– Leveraging algorithms and artificial intelligence to process data 
from sources in and beyond the traditional value chain, to 
provide real-time decision support and projections.
Within Anglo American Platinum, introducing new mining 
technologies and methods as part of our modernisation and 
mechanisation strategy to improve performance efficiency and 
safety has required a different set of responses:
	
– Rapidly modernise existing conventional mining operations to 
increase safety, improve production output and lower costs. This 
is a large-scale transition to new equipment as well as a 
radically different operational method and associated team 
leadership model
	
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Human and social
Our people continued
Anglo American plc as part of the Leadership Academy and 
nine women from Anglo American Platinum have been nominated 
to attend
–	Continue increasing participation with other business units to 
ensure we fill positions internally and ensure we spread talent 
opportunities across business units
	
– Develop an early talent strategy to identify and develop talent 
as soon as possible to strengthen our pipeline with the skills and 
attributes we need for the employee of the future.
In addition to a new approach, we also need to rapidly extend our 
ability to identify and engage with talent in local communities to 
create technological nodes where community members can bridge 
the digital divide and provide generations of highly skilled mining 
talent for years to come.
Expenditure on training and development for the South African 
operations was 5.05% of total payroll in 2020 (2019: 6.59%) 
while each employee received an average 33 hours of training 
(2019: 53).
The drop in training hours during 2020 is primarily as a result of the 
Covid-19 pandemic and the resultant closure of learning delivery 
centres during the national lockdown.
Training and development
FY20
FY19
Average per full-time employee (FTE) on training and development (hours)
33
53
Average amount spent per FTE on training and development
R25,521
R24,754
Employee development programmes
Initiative
Description
Business benefits
Quantitative impact of 
business benefits (monetary 
or non-monetary)
Young professionals 
(bursars and 
graduates)
Anglo American Platinum has 
a well-structured bursary 
and graduate-development 
programme focused on 
ensuring a diverse pipeline of 
professionals into the business 
across all key disciplines
Ensuring a healthy pipeline that 
proactively feeds professionally 
competent people into Anglo 
American Platinum. Ensuring 
development of a specialised 
and competent workforce
The programme addresses one 
of South Africa’s biggest socio-
economic challenges – the 
lack of qualified engineers and 
technically competent people
Engineering 
learnerships
Learnership programmes help 
mitigate the skills shortage in 
engineering artisanal levels 
that Anglo American Platinum 
requires
Learnerships develop employee 
skills required to become 
artisans.
They also support development 
of local communities, for a 
readily accessible pool of skills
Developing employees 
supports skills retention at 
operations. Employment for local 
communities through post-
schooling qualifications
Fast-tracking 
programmes
Fast-tracking programmes 
address under-representation 
of historically disadvantaged 
South African (HDSA) employees 
in technical fields, focusing on 
supervisory and management 
categories
Developing HDSA employees 
with the right skills in under-
represented areas, enabling 
them to fill supervisory and 
managerial roles
The programme addresses 
the need for Anglo American 
Platinum to be adequately 
represented across all 
occupational levels in line with 
its transformational objectives
Skills programmes
Various skills programmes, 
consisting of groups of unit 
standards that allow learners 
to become employable for a 
specific role and recognised 
by the Mining Qualification 
Authority
Giving learners the opportunity 
to participate in a skills 
development programme with 
national recognition
Employees benefit from 
nationally recognised 
qualifications relevant to the 
industry that also create the 
opportunity for promotion
Cadetship/internships
Training individuals from 
local communities in skills for 
specific jobs to be employed 
immediately into permanent 
positions or later as needed
Ensuring a pool of technically 
competent people from 
local communities who are 
immediately available to fill 
specific roles in the business 
on completing the cadetship/
internship
Addresses the socio-economic 
issue of preparing youth for 
employment by providing 
experiential training in the 
mining and minerals processing 
industry
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Our performance with selected training and development programmes in 2020 is summarised below:
Engineering training
259 learners enrolled in various engineering training schemes (2019: 291) and 44 qualified (2019: 214) 
2,139 participated in different specialised trade-related short courses (2019: 3,638)
Leadership development
–	As a result of the Covid-19 pandemic during 2020 no management and leadership development 
initiatives took place, however, delegates that attended programmes during 2019 continued 
on-line during 2020.
Developing our young 
professionals
Bursaries and graduate-in-training programmes in specific fields for 211 people (2019: 211)
Access to adult basic education 
and training (AET)
AET provided to 121 employees (2019: 165) and 22 contractor employees (2019: 44) as well as 
47 community members (2019: 127) 
Note: due to the pandemic and national lockdown in South Africa, the delivery of supervisory and leadership development programmes 
was severely affected in 2020. We used the period to revise all programmes for implementation in 2021.
We also reviewed the supervisory development programme to 
co-create an integrated programme that equips supervisors and 
frontline leaders with the necessary basic technical and behavioural 
skills and knowledge, based on the operating model principles, 
to achieve our business goals. The new supervisory development 
programme will be launched in 2021.
The leadership development programmes were also revised in 2020, 
based on redefined competencies that align with our purpose and 
strategic objectives to ensure a competent future leadership 
pipeline. 
Transforming the workplace
For Anglo American Platinum to meaningfully transform itself and 
the communities in which it operates to improve people’s lives and 
make a positive and sustainable contribution, we have developed a 
framework that defines our vision for transformation and focuses on:
	
– Employment equity
–	Skills development
–	Inclusive procurement
–	Socio-economic development
	
– Ownership.
Transforming the workplace to reflect the diversity of South Africa’s 
population and comply with mining charter requirements is a 
business imperative.
We are successfully diversifying our workforce through targeted 
recruitment and development initiatives for historically 
disadvantaged people, women and people with disabilities. 
Meeting representative demand for skills at managerial level is 
an ongoing challenge. We focus on rewarding good performers, 
developing skills, providing opportunities for career advancement, 
and developing leadership capacity.
By the end of 2020, 80% of our managers were HDSAs (2019: 78%), 
exceeding the prior South African mining charter requirement of 
40%. HDSA representation in core and critical skills was 89% against 
the mining charter target of 60%. At the end of 2020, women made 
up 25% of management and 20% of the total workforce (2019: 24% 
and 19% respectively), with 17% in the disciplines of mining, 
engineering, projects and metallurgy (2019: 17%).
100
80
60
40
20
0
Management
Core and
critical skills
17
72
55
Workforce representation
(%)
25
■ HDSA
■ Women
	
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Employment equity as per mining charter
We continue to ensure the representation of historically disadvantaged South Africans and women in particular at management level, in 
line with our employment equity plan. The focus remains on removing barriers to ensure their equal participation in management structures. 
There is still a need to improve on female representation, particularly women at senior management levels.
Overall, there has been a significant improvement across occupational levels, as well as by race and gender. There has also been a slight 
improvement in employees with disabilities’ representation due to a voluntary declaration initiative, but more work is needed at the different 
operations on voluntary declaration of any disabilities as well as disability awareness and training. 
Description
Measure
2020 
progress 
against 
target 
%
Compliance 
target (MCIII 
5-year 
targets) 
2019-2023 
%
Diversifying the workplace to reflect the country's 
demographics and remain competitive
Top management (board level)
42
50
Women in top management
33
20
Executive management 
50
50
Women at executive level
33
20
Senior management 
55
60
Women in senior management 
20
25
Middle management 
73
60
Women in middle management
28
25
Junior management
83
70
Women in junior management
24
30
Core skills
67
60
Note: CEO and Finance Director are part of Board and excluded from executive management.
	
General view of the RBMR plant
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Employment equity per occupational level
(2020 statistics as per Employment Equity Act requirements)
Male
Female
Foreign  
nationals
Occupational levels
African
Coloured
Asian
White
African
Coloured
Asian
White
Male
Female
Total
Top management
1
4
2
1
8
Senior management
45
4
15
76
17
7
12
6
1
183
Professionally qualified and 
experienced specialists and 
mid-management
676
20
23
388
270
8
21
140
36
7
1,589
Skilled technical and 
academically qualified 
workers, junior management, 
supervisors
2,438
32
10
561
838
12
7
161
129
5
4,193
Semi-skilled and 
discretionary 
decision-making
11,277
9
86
2,611
3
1
14
1,120
1
15,122
Unskilled and discretionary 
decision-making
376
5
3
130
2
2
518
Total permanent employees
14,812
70
49
1,118
3,868
25
36
328
1,293
14
21,613
Temporary employees
9
—
—
—
—
—
—
—
—
—
9
Grand total
14,821
70
49
1,118
3,868
25
36
328
1,293
14
21,622
Note: All numbers are for the year ended 31 December 2020
3
5
Top management
■ Male
■ Female
37
146
Senior management
■ Male
■ Female
446
1,143
Specialist and mid-management
■ Male
■ Female
	
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Housing the future
In this dynamic world, Anglo American Platinum committed to 
re-imagine mining to improve people's lives. Accordingly, the 
company has immersed itself more in the lives of its employees 
and host communities. 
Housing is an important component of our commitment. In 2020, 
we invested R484.7 million in an ongoing and comprehensive 
scheme to assist employees with housing and accommodation. 
In addition to the 13,133 employees benefiting from these 
schemes (living-out/rental allowance and home ownership 
allowance), we also house 5,016 employees in company 
accommodation (2,524 in family accommodation and 2,492 in 
decent single accommodation).
As part of our housing projects, we are on target in developing 
high-density units for employees and completing designs for 
services in the new Bendor Ext 127 township. These projects will 
provide 300 new housing opportunities in Polokwane and 
Mokopane for employees at Mogalakwena and the Polokwane 
smelter. For Amandelbult, we have finally reached agreement 
to proceed with development of the Northam wastewater 
treatment works, an R80 million project that will enable the 
development of over 2,000 residential erven in the area. 
In December 2019, the final element in the new mining charter 
(MCIII) was concluded when DMRE gazetted the housing and 
living conditions standard, setting out new requirements for 
compliance. Under the new standard, we are required to prepare 
housing and living plans, which we submitted on time in 
December 2020.  
We are working to resolve some new compliance measures in 
the December 2019 standards. These include the new treatment 
of living-out allowances, which require employees to prove 
that they are using the allowance to secure decent 
accommodation, and ensuring contracted employees are 
provided housing assistance by their respective companies. 
Anglo American Platinum aims to establish a framework with 
organised labour that will assist in implementing these 
requirements in the next three years. 
We are committed to delivering adequate housing by 2025. 
Accordingly, we remain involved in several housing projects 
in areas where we operate to supply infrastructure and 
accommodation for both employees and the community. 
	
Company maintained houses in Northam and Mokopane 
We face challenges in improving people’s lives, primarily the lack of 
essential bulk services in some areas, which in turn affect delivery 
of our housing projects. We are addressing this by partnering with 
national and local government departments. Some of our 
employees face credit challenges, preventing them from 
participating in our mortgaged developments. We are working on 
this with our Nkululeko partners (pages 106 and 107 
). 
Nkululeko financial wellness programme 
The Nkululeko programme continues to benefit our employees, 
their immediate families and contractors in taking ownership of 
their financial wellbeing, in turn contributing to improved mental 
wellbeing. It strives for a step-change by offering services that 
will improve our employees’ livelihoods. Since inception in 2015, 
the programme has made great strides, moving from being 
an indebtedness programme to a holistic financial wellness 
programme that adds value to all employees, irrespective of 
level or title.
Although the Covid-19 pandemic affected the performance of 
the programme in 2020, it continued to provide this valuable 
service to employees in difficult times. Notable achievements in 
the review period included:
	
– Continued availability of virtual services to employees via call 
centre and digital online platforms
–	Successful deployment of the Nkululeko programme at 
Mototolo complex, including the Mototolo Mine 
–	Programme service and support was expanded to cover 
employees and their extended families in the communities. 
This also started to address the scourge of gender-based 
violence and femicide 
	
– Financial literacy seminars were held timeously and proactively 
to heighten awareness among employees and their families, 
ensuring they are empowered and informed to take sound 
financial decisions with their families to avoid impulse buying 
over the festive period and events like Black Friday and Back 
to School.
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Financially empowered 
and in-powered
Rehabilitated
Financially fit
Financially fit
Highly indebted
Highly indebted
Nkululeko strategy
Robust step-change approach
2018
Debt:income ratio >50% = 29%
Asset-backed debt obligation = 8%
Unsecured debt = 92%
2014
Debt:income ratio >50% = 54%
Asset-backed debt obligation = 4%
Unsecured debt = 96%
2019
Debt:income ratio 
>50% = 29%
Asset-backed debt 
obligation = 8%
Unsecured debt = 92%
2023
breakthrough 
targets
Only 10% of 
employees with 
debt:income ratio 
>50%
30% of employee 
debt obligation is 
asset-backed
Unsecured debt 
only 15% of debt 
obligation
10% net income 
towards savings
2014
2018
2019
2023
Step 3:
Be in-powered:
Take action
Step 2:
Be empowered 
and know 
your options 
Step 1:
Know your 
financial  
status
2020 progress update
	
– 1,453 employees signed up on the programme 
–	100 debt-relief solutions implemented (74 signed up for debt 
counselling and 26 for debt rescheduling). On average, employees 
using these solutions are paying R5,298 (43%) less every month 
towards their debt commitments, largely due to reduced interest 
rates ranging from 24% to 2.6%
–	Affordable debt – a saving of R31.8 million was achieved by 
reduced instalments (combined debt counselling and debt 
rescheduling), with average interest rates dropping from 26% 
to 2,4% and an average saving of 23,6%
–	Total audit savings – R801,713 
–	Capitec rescheduled accounts – R55,454 (23 accounts)
–	26 employees attended financial wellness induction sessions
–	2,773 interactions with employees recorded – informal 
engagements/enquiries 
	
– 32 provisional tax submissions administered.
2021 step-change 
	
– Ensuring inclusivity by launching the programme to the 
Zimbabwean operation, Unki Mine in the first quarter of 2021.
–	Reset baseline for performance via the programme strategy 
review and revised KPIs 
	
– Implement debt-consolidation facility as an added offering to 
assist employees in their financial empowerment. Most employees 
can be helped to acquire secure debt for home ownership as 
part of our aspiration to create wealth for the workforce.
Employee relations
Anglo American Platinum has maintained a strong and constructive 
working relationship with all its unions. South Africa is a founding 
member of the International Labour Organization (ILO) and has 
ratified all its conventions, including those on freedom of association 
and the right to organise, through legislation including the South 
African constitution, and acts on labour relations as well as basic 
conditions of employment. 
Accordingly, Anglo American Platinum has incorporated these 
principles in its policies and procedures. In addition, the company 
has created engagement structures like the steering committee and 
operational unit partnership forums in which ILO principles are 
communicated and shared with unions and employees to ensure 
they are aware of their rights to freedom of association or 
dissociation and their right to raise grievances or concerns without 
fear of victimisation.
The Covid-19 outbreak in 2020 presented new challenges in the 
workplace. Shift patterns were rearranged to de-densify 
workplaces, safety measures were implemented and meetings 
held virtually across the business.
New engagement structures were envisaged jointly with trade union 
leadership, from CEO level one-on-one virtual sessions, operational 
executive engagements with senior union leaders and general 
managers, and redesigned operational union partnership forums.
Weekly communication continued throughout 2020, focused on 
updating trade unions on Covid-19 statistics, implementation of 
safety measures and monitoring quarantine in designated areas 
or at home.
Most importantly, as noted, Anglo American Platinum continued to 
pay salaries to all employees, including vulnerable employees not 
at work, throughout the national lockdown. 
	
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Human and social
Our people continued
Our culture evolution
After seven years of an organisational culture transformation journey 
that began in 2013, it became necessary to reflect on progress and 
assess what was required in the next phase of our organisational 
strategy.
In 2020, Anglo American Platinum instituted a leadership change 
by appointing a new CEO. The business also reviewed its strategy, 
resulting in an agreed management agenda focused on key 
priorities.
Culture is a key management agenda focus area. Our refreshed 
strategy (page 3 
) gives Anglo American Platinum the opportunity 
to enable continuous improvement and align our ways of work, by 
establishing a clear pathway to attain our goals.
The work of culture is foundational to this aspiration. We believe 
strongly that, without a conducive culture, we will not be able to 
effectively realise our purpose and strategy as a business.
As part of the culture evolution journey, we have adopted a 
systems-leadership approach to enable the appropriate culture. 
In defining our desired culture behaviours, we are identifying the 
work practices and beliefs that will demonstrate our culture in 
action, using systems-leadership principles. This work is under way 
with key stakeholders and will continue into 2021 to equip leaders 
across the organisation to create a unified, positive culture.
In addition, we have prioritised conversations and focus on 
gender-based violence, bullying, harassment and victimisation, 
racism, eradicating the ‘good-news culture’ and innovation to 
create a psychologically safe environment. 
We expect to have a cohesive approach, leader-led and 
co-created by all in the business, deployed in 2021.
Employee engagement and culture – survey results 
Following a global engagement survey in October 2019 in which 
over 19,500 of employees and contractors participated (56% of 
permanent employees), results were communicated in 2020 across 
all our sites. Action plans were then co-created with the respective 
teams and aligned to the Anglo American group and Anglo 
American Platinum business unit action plans.
Key findings from the survey for our business units included: 
	
– 65% of colleagues correctly identified our purpose
	
– Most colleagues are aware of our values, with some values being 
well embedded
	
– There is evidence of a healthy speak-up culture and four in five 
say that they have the resources to work safely
	
– All engagement metrics are strong, with a large majority saying 
they are proud to work for Anglo American
	
– Connected colleagues are engaged and 94% say they would go 
the extra mile to help the company succeed
	
– Drivers for motivation such as development opportunities, 
colleague appreciation and pride in Anglo American as a 
workplace are areas requiring increased focus.
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Employee benefits
Anglo American Platinum provides attractive benefits for employees, 
in line with our goal of attracting and retaining skilled people of the 
highest calibre. In addition to retirement funds, medical aids and 
company-funded assistance for any death in service, Anglo 
American Platinum also offers above-average and fully paid family 
responsibility leave (eight calendar days per annual leave cycle).
Employee share ownership plan
In the 2016-2019 wage agreement, we undertook to establish an 
employee share option scheme (ESOP) task team with specific terms 
of reference. The Anglo American Platinum ESOP applies to all 
permanent employees below senior management level. 
As per the agreement reached in November 2018, the scheme 
runs over a five-year period as follows: 
	
– Year 1: pay all qualifying employees a cash amount (2018)
–	Year 2: pay all qualifying employees a combination of 50% cash 
and 50% shares (2019)
–	Year 3: pay all qualifying employees a combination of 50% cash 
and 50% shares (2020)
–	Year 4: vesting (2021)
	
– Year 5: vesting (2022). 
Employment statistics as at end December 2020
Breakdown of South African workforce*
2020
2019
2018
2017
2016
2015
Gauteng
263
259
237
255
278
330
Limpopo
16,804
16,940
16,926
22,010
21,669
23,259
North West
2,983
2,988
2,957
2,878
2,862
17,991
Mpumalanga
1,572
1,541
1,527
177
136
136
Total own employees
21,622
21,728
21,647
25,320
24,945
41,716
Contracting staff
Non-mining embedded contractors (labour hire)
54
26
28
37
87
401
Contractors**
2,583
2,282
1,916
2,201
2,129
2,171
Total contracting staff
2,637
2,308
1,944
2,238
2,216
2,572
Employment creation in provinces***
Gauteng
4
22
(18)
(23)
(52)
(47)
Limpopo
(136)
14
(5,084)
341
(1,590)
(1,563)
North West
(5)
31
79
16
(15,129)
(2,332)
Mpumalanga
31
14
1,350
41
—
(4)
Total own employees
(106)
81
(3,673)
375
(16,771)
(3,946)
Labour turnover % (including voluntary separation packages)
SA operations
Gauteng
0.08
0.10
0.11
0.25
0.15
0.20
Limpopo
3.66
3.65
4.24
4.77
5.13
4.54
North West
0.65
0.44
0.56
0.69
2.56
4.73
Mpumalanga
0.26
0.35
0.08
0.03
0.01
0.02
Zimbabwe
Unki
0.20
0.24
0.21
0.19
0.14
0.12
Anglo American Platinum total turnover
4.86
4.77
5.20
5.93
8.00
9.60
*	 A further 1,258 employees and 279 contractors are employed at our Unki operations in Zimbabwe.
**	Includes mining (volume) and capital contractors.
***	Employment creation numbers influenced by the divestment of Rustenburg operations in Nov 2016 (-14,833 employees), Union Mine in Feb 2018 (-4,985 employees) and acquisition of 
Mototolo Mine on 1 Nov 2018 (+1,348 employees).
	
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Turnover per region
For comparative purposes, the table below includes Zimbabwe in our turnover calculation:
2020
excluding
VSPs
2020
including
VSPs
2019 
excluding 
VSPs
2019
including
VSPs
2018 
excluding 
VSPs
2018
including
VSPs
2017 
excluding 
VSPs
2017
including
VSPs
Total
%
Total
%
Total
%
Total
%
Total
%
Total
%
Total
%
Total
%
Gauteng
14
0.07
17
0.08
22
0.10
22
0.10
19
0.09
23
0.11
60
0.23
65
0.25
Limpopo
578
2.69
793
3.66
763
3.48
799
3.65
747
3.47
913
4.24
1,211
4.67
1,235
4.77
Mpumalanga
52
0.24
57
0.26
76
0.35
76
0.35
17
0.08
17
0.08
8
0.03
8
0.03
North West
130
0.60
141
0.65
95
0.43
96
0.44
117
0.54
121
0.56
172
0.66
179
0.69
Zimbabwe
44
0.20
44
0.20
52
0.24
52
0.24
46
0.21
46
0.21
46
0.18
49
0.19
Grand total
818
 3.80
1,052
4.86
1,008
4.6
1,045
4.77
946
4.39
1,120
5.2
1,498
5.78
1,536
5.93
VSP – Voluntary separation packages.
Turnover by gender and age in 2020
South Africa
%
20-30
31-40
41-50
51-60
61-72
Total
Turnover excluding VSPs
Female 
0.04
0.18
0.10
0.08
0.01
0.42
Male 
0.09
0.75
0.70
1.60
0.24
3.38
Total
0.13
0.93
0.80
1.68
0.26
3.80
Turnover including VSPs
Female 
0.04
0.19
0.11
0.11
0.01
0.47
Male 
0.09
0.85
0.80
2.49
0.26
4.48
Total
0.13
1.04
0.90
2.60
0.28
4.95
Unki
%
20-30
31-40
41-50
51-60
61-72
Total
Turnover excluding VSPs
Female 
–
—
—
—
—
—
Male 
0.48
1.04
0.64
1.20
0.16
3.52
Total
0.48
1.04
0.64
1.20
0.16
3.52
Turnover including VSPs
Female 
—
—
—
—
—
—
Male 
0.48
1.04
0.64
1.20
0.16
3.52
Total
0.48
1.04
0.64
1.20
0.16
3.52
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Training in 2020
Black
Coloured
Asian
White
Total  
HDSA 
 trained
Total  
trained
Type of training
Male
Female
Male
Female
Male
Female
Male
Female
Graduates
36
21
—
—
2
2
7
1
62
69
Bursaries
24
10
1
—
2
1
—
4
42
42
Learnerships (engineering)
145
96
5
—
2
—
11
—
248
259
Average training hours in 2020 (impact of Covid-19 is evident)
Per employee
2020
2019
2018
2017
Professionally qualified and experienced specialists and mid-management
28
33
28
39
Semi-skilled and discretionary makers
29
56
50
96
Senior management
13
17
19
11
Skilled technical and academically qualified workers, junior management, 
supervisors, foremen and superintendents
46
51
49
85
Unskilled and defined decision makers
91
59
108
101
Total per employee
33
53
50
90
Note: the significant drop in average training hours in 2020 is primarily due to stoppages at operations due to lockdowns and social-distancing requirements 
Freedom of association
Membership of recognised unions and associations
As at 31 December 2020
2020
2019
2018
2017
2016
2015
Association of Mineworkers and Construction 
Union (AMCU)
8,707
9,284
9,886
13,664
13,691
24,382
National Union of Mineworkers (NUM)
6,099
5,974
5,670
6,437
6,378
8,200
United Association of South Africa (UASA)
2,297
2,160
2,157
2,544
2,630
5,827
National Union of Metalworkers South Africa 
(NUMSA)
228
—
50
269
270
347
General Industrial Workers of South Africa 
(GIWUSA)
842
855
917
—
—
—
Total 
18,173
18,273
18,680
22,914
22,969
38,756
Total workforce represented, excluding 
management 
96.35%
94.37%
94.82%
95.74%
96.88%
96.67%
	
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Human and social
Our people continued
Working conditions policy
Anglo American Platinum adheres to South Africa’s Basic Conditions 
of Employment Act and applies similar standards in Zimbabwe. 
This ensures that the health and safety of every employee, as well 
as their family responsibilities, are prioritised. As a mining company, 
many of our business units operate shifts around the clock. Working 
conditions at these mines fully consider the health and safety needs 
of shift workers, and specific issues are negotiated and agreed with 
representative labour unions.
Inclusion and diversity
In fulfilling our ambition to be an employer, partner and investment 
of choice, Anglo American Platinum seeks to achieve five strategic 
objectives:
	
– Promote a safe, respectful and inclusive working environment
–	Ensure equality and non-discrimination in the workplace
–	Promote good health and wellbeing 
–	Increase female participation
	
– Achieve gender mainstreaming (an approach that considers 
both women’s and men’s interests and concerns) in all policies 
and practices. 
Towards the end of 2019 and early in 2020, our strategic focus 
was on promoting a safe, respectful and inclusive working 
environment. Over 100 facilitators were trained to roll out the 
bullying, harassment and victimisation policy, with more than 
12,000 employees participating in awareness training workshops 
by the end of 2020.
We will continue with these workshops as well as specific talks to 
help change behaviours and attitudes, thereby maintaining a 
work environment that is free of any form of abuse. The bullying, 
harassment and victimisation/gender-based violence programme 
implemented at Amandelbult will be rolled out across all operations 
in 2021. 
The mental health programme was initiated to build a 
comprehensive approach to mental wellbeing. The programme 
recognises that mental health is a shared responsibility for all 
in the workplace. As a business, we need to optimise the 
comprehensive set of wellness services being offered to promote 
mental health wellness. 
Diversity indicator
Percentage achieved
Female share of total workforce 
20%
Females in all management positions, including junior, middle and senior management (of total 
management workforce)
25%
Females in junior management positions, ie first level of management (of total junior management positions)
24%
Females in top management positions, ie maximum of two levels away from CEO or comparable positions 
(of total top management positions)
21%
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Culture
Response and 
prevention mechanism
Policies and  
procedures
Safety and security
-	 Zero tolerance 
campaign on
	 sexual exploitation 
and abuse, sexual 
and gender-based 
harassment, sexual 
exploitation and 
abuse and LBGT
-	 Bullying, 
harassment and 
victimisation
-	 Focused financial 
wellness
-	 Men as partners
-	 Women in mining
1
-	 Sexual harassment 
response 
mechanism
-	 Employee 
assistance 
programme
2
-	 Sexual 
	 harassment policy 
review
-	 Review all people-
related policies
3
-	 Female change 
houses
-	 Female PPE
-	 Lactation rooms
-	 Childcare facilities
4
-	 Self defence
-	 Cages safety
-	 Panic button 
systems
5
Infrastructure
Holistic approach – The five-pillar plan on dealing with gender-based violence
Gender-based violence (GBV)
The Anglo American Platinum GBV action plan was approved in June 2020 and consolidated under five pillars to address this scourge.
	
Launch of the ‘Stand Up for Everyone’ campaign at Amandelbult operation
	
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Human and social
Our people continued
We are co-ordinating with various units and functions in the broader group to ensure standardised GBV policies for the South African 
operations.
Despite the impact of the Covid-19 pandemic, Anglo American Platinum continued to focus on various aspects of the action plan, 
including:
	
– Culture (bullying, harassment and victimisation training, mental health first-aider training, men as partners training, focused financial 
wellbeing, women in mining
	
– Safety and security (illumination, piloting of a panic button system)
	
– Infrastructure (commencement of the reconstruction of new appropriate change houses for female employees)
	
– Policies and procedures (review of the sexual harassment policy and related procedures)
Through the voluntary disclosure of gender-related metrics, companies reporting their data through Bloomberg’s Gender Reporting 
Framework have provided a comprehensive look at their investment in workplace gender equality and communities in which they 
operate. The Bloomberg framework is an international, standardised reporting method for workplace gender data 
that includes 74 metrics to measure how they promote gender equality across five pillars: 
–	Female leadership and talent pipeline
–	Equal pay and gender pay parity
–	Inclusive culture
–	Sexual harassment policies
–	Pro-women brand. 
For a second consecutive year, Anglo American Platinum has been included in the 2021 Bloomberg Gender-Equality Index, reflecting 
our investment in workplace gender equality and communities in which we operate. 
Future of work
The world around us is undergoing accelerated change and being 
reshaped – from technological advancements and a step-change 
approach in sustainability revolutionising our industry, to shifting 
societal attitudes and expectations – together shaping a shift in 
the nature of work.
For Anglo American Platinum this means re-imaging how we work 
at the mine and beyond the mine – leveraging innovative and 
sustainable methods to drive safe, responsible production, high-
performing teams and sustainable value for all our stakeholders, 
both now and into the future.
The Covid-19 pandemic also accelerated the need for new work 
models, including remote working and digital learning. Coupled with 
prioritising the health and safety of our employees, Anglo American 
Platinum put in place the IT infrastructure needed to quickly 
transition to remote/home-based working in a number of cases, as 
activities were reduced to comply with local legislation.
Further to this, where work could not be carried out from home, we 
provided our employees with the appropriate PPE, and followed 
strict health guidelines and protocols to keep them safe.
In order to embrace the future of work and the pace at which the 
world is changing, it has become necessary to plan for the roles and 
skills that will be needed for the future, thus ensuring that we have 
the appropriate people and strategies in place to deliver business 
expectations, now and into the future. This will involve providing our 
people with the tools they will need to step up to roles as they 
evolve, and completely new ones.
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Case study 20:
Anglo American Platinum schools project 2020 — 
during Covid-19 
The socio-economic realities of the communities in which we 
operate mean that most households face persistent poverty, 
inequality and unemployment. 
In 2015, Anglo American Platinum partnered with specific 
technical high schools close to our operations to improve 
learners’ mathematics, science and technology skills and drive 
localisation of skills. We believe this targeted investment in 
technical education through the Anglo American Platinum 
schools project can do much to change these realities, improve 
opportunities for beneficiaries and open pathways to further 
study and the supply of a skilled and productive labour force.
In partnership with the Department of Basic Education (DBE) 
and our partner technical schools, this project is investing in 
practical machinery used in technical classrooms, basic 
infrastructure improvement to relieve classroom overcrowding, 
professional development of teachers to ensure relevant, 
quality educational outcomes, to enhance learners’ success 
and achievements. 
Importantly, the partner-school model and related initiatives 
provide an evidence-based, fit for purpose, scalable and 
replicable good-practice model while addressing individual 
schools’ needs and the workforce requirements of the broader 
industry. In addition, our schools project is aligned with national 
imperatives and the Limpopo development objective of quality 
basic education.
Through the project, we have identified areas for meaningful 
investment and action, including: 
–	Ensuring well-resourced technical schools and well-qualified 
teachers who have potential to improve matriculation results, 
and increase the number of technical and engineering 
graduates 
–	Collaborating with the DBE on policies that can guide the 
effective implementation of technical subjects and develop 
required infrastructure, including computers and internet 
connectivity
–	Enabling learners to further their technical education 
and provide equitable opportunities for socio-economic 
development 
–	Providing learners with skills and knowledge relevant for the 
4IR economy (problem-solving, creativity, imagination, life skills, 
leadership).
The 2020 matriculants at our partner schools were greatly 
affected by the pandemic and ensuing lockdowns. The project 
team reacted swiftly by consulting with key stakeholders from the 
relevant circuits, districts and provincial directorate on technical 
education on how best to support learners. As a result, the 
academic support programme (ASP) was immediately migrated 
to manageable WhatsApp sessions.
The WhatsApp platform enabled learners to continue receiving 
lessons and engage in exercises as they would have in the 
classroom. They also received extra tutorial support. After critical 
lockdown stages were relaxed, the project collaborated with 
principals, parents, circuit managers and district directors on an 
examination-preparation programme, which helped address 
the challenges faced in 2020.
Support during and post-lockdown
National lockdown virtual lessons 
The schools project migrated learners to WhatsApp sessions, 
where they were divided into manageable groups and had 
daily sessions with lecturers from the University of Limpopo. 
The WhatsApp-based classes ran from 09:00-12:00 and 
14:00-16:00 every day from 30 March until the end of June 2020, 
enabling learners to complete the curriculum.
After level 5 and 4 lockdown 
From July 2020 (post-level 4 lockdown), school-based educators 
covered remaining elements of the curriculum. This gave learners 
multiple opportunities to strengthen and deepen their 
understanding of curriculum content.
Lead tutors continued to support teachers and learners. In 
addition, examination-preparation workbooks were developed 
for learners. These workbooks facilitated intensive assessment 
and exposed learners to a variety of questions and solutions.
	
Adherence to protocols at Thekganang Technical High School
	
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Human and social
Our people continued
Level 1 lockdown – exam-preparation incubation and last-push 
programme 
After lockdown was relaxed to level 1, the project implemented an 
exam-preparation and last-push programme, fully compliant with 
Covid-19 protocols. This was instrumental in addressing the 
multiple challenges faced by the class of 2020: 
–	Loss of teaching time due to the abrupt closure of schools, as 
well as loss of time for ASP, which would normally be conducted 
over weekends and school holidays (winter school holidays were 
cancelled and three weeks of intensive extra classes lost). 
–	Continued learning — schools were repeatedly opened and 
closed, which interrupted the teaching calendar. Each time 
schools reopened, prior work should have been revised first but 
this was not possible as teachers needed the remaining time to 
cover the syllabus, given that the curriculum was not trimmed 
for grade 12. This meant teaching took place without building 
on learners’ understanding.
–	Anxiety — learners were anxious about their performance in 
the face of interrupted teaching and learning time. The exam-
preparation incubation gave the class of 2020 time to unite as 
they studied to give each other strength and motivation.
–	Poor attendance — learners had not been able to attend 
school regularly since reopening for various reasons, including 
transport. The incubation programme improved attendance. 
Despite the impact that the Covid-19 pandemic had upon 
the education system in South Africa in disrupting the entire 
2020 school year, the Anglo American Platinum partnered 
schools, continued to perform well above the national and 
provincial levels.
Conclusion 
There is clear global evidence of the need for technical subjects 
in schools to unlock the potential of economic growth and 
development. However, South Africa lags in this trend, and key 
industry players have an important role in supporting technical 
and vocational education.
Our schools project is determined to address this challenge. 
The partnership with DBE and industry experts gives Anglo 
American Platinum and host community economies a workforce 
pool that is technically skilled, talented, driven and high-
performing. Learning from the 2020 challenges, the project 
capitalises on untapped opportunities using ICT for teaching 
and learning and exploring practical ways of laying the 
foundations for embracing digital transformation at the early 
stages of growing our talent pool.
This investment, while also guaranteeing direct benefits for our 
mining operations, will in the long term present a scalable model 
to other industry partners that may be adopted more broadly 
in the country. 
	
Education adherence to Covid-19 pandemic 
protocols
	
Sanitising protocols at entrance to school
	
Social distancing of learners of Anglo American 
Platinum partnered schools
	
Covid-19 pandemic protocol signage at Thekganang Technical High School, one of 
Anglo American Platinum’s partner schools
Case study 20: continued
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Navigator +
In 2020, Anglo American introduced a single, global platform to manage employee data in a consistent, integrated way, This moved 
the group from a paper-based, manual environment that is time-consuming and unreliable, to automated interactions for key 
HR processes. This enhances our way of managing global employee data and enables improved insights at global and local level.
The five core HR processes affected by implementing Navigator+ (an SAP cloud-based system) are: : 
Benefits for our employees include: 
–	Enhanced user experience — auto-populating fields, 
validation around how information should be captured, and 
built-in alerts will improve the user experience and enable 
more sustainable data integrity
–	Increased simplicity – a simplified structural hierarchy 
and intelligent capture of FTE will reduce the administrative 
burden on HR, systems analysts and payroll administrators 
–	Greater standardisation – one integrated global 
platform and one agreed set of standardised processes 
will enable us to accurately view all of our colleagues and 
allow people to move across the group mote effectively
This supports our people in the following way: 
–	Better data at a global level enables better insights to 
support people-related decisions at local level
–	Employees will be empowered to manage their own data 
in the near future more quickly, simply and on demand 
–	Spending less time on administrative tasks will allow the 
HR team to focus on issues that matter most to our people
–	Improved quality and consistency of data and quicker 
reporting will provide a single source of information about 
our people 
–	Accessible anytime, anywhere, with a user-friendly 
smartphone app to manage work on the go.
We used a novel approach to implementing Navigator+, 
within the Anglo American Platinum change management 
framework, to communicate and embed new processes while 
familiarising end-users with the system.
Training of end-users was done mostly virtually, except for 
Amandelbult where it was delivered in small groups, following 
strict social distancing and hygiene measures, due to 
connectivity and access challenges. In total, 99% of the target 
audience was trained with any outstanding users to be 
trained on their return to duty. 
To further enhance the experience for end-users, we 
created a portal in the group Engage app, where all 
information is hosted and easily accessible. In addition, 
we created an augmented reality experience where help 
and learning can easily be obtained by end-users using 
their smartphones.
Termination of service — 
the start of the separation 
process of an employee 
whereby the service record is 
end dated
Payroll execution — 
actual payroll run on ERP that 
generates accurate payslips 
and makes third-party 
payments, eg UIF, medical, 
SARS, pension, etc.
Employee data 
management — 
updating all employee 
data on Navigator+ by 
HR administration or by 
the employee. 
Non-paid contractor data 
management — 
updating all non-paid contractor 
data HR administration
Sign-on and hire —
the process starts with 
recruitment via sign-on 
on SmartRecruiters 
which interfaces 
with Navigator+. The 
hire continues with 
HR administration 
updating all additional 
information, continued 
by the global shared 
services team to 
complete the payroll 
portion on ERP
x
$
Case study 21:
	
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Capital: Social and
relationship
Co-creating thriving sustainable 
community benefits through a shared 
value vision and meaningful 
engagement
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Social and relationship capital 
Maintaining and improving our social licence to operate depends on our ability to enhance this capital at all 
levels of our society. While a licence to operate is a tangible, regulated entity, the social licence to operate is a 
fluid concept more easily identified by its lack, rather than its presence. Social capital itself is the outcome of the 
investment we make in building relationships with our stakeholders.
Granting, rejecting or withdrawing a social licence to operate is 
a stakeholder group’s response to the extent of that social capital 
(positive or negative), which in turn supports an organisation’s 
legitimacy, credibility and trust.
Our business strategy focuses on embedding an approach that 
will improve our legitimacy and credibility by integrating our purpose 
and embedding the Anglo American sustainability strategy into 
functional strategies.
Social issues encountered at sites
Our social licence to operate remains a key focus for the long-term 
sustainability of our business. We recognise that Anglo American 
Platinum is a microcosm, functioning in a broader societal 
framework, and an inextricable part of the fabric of society. Our 
purpose to re-imagine mining to improve people’s lives highlights 
the role Anglo American Platinum plays in shaping the life of modern 
society and the role society, in turn, plays in achieving this purpose 
for mutual benefit. 
Each site operates in a unique societal context, with specific risks 
and opportunities. The way we manage social issues at each site 
influences our social capital and requires tailored and focused 
effort to create positive social impacts.
Social
Lowlights/
challenges
Focus for 
2021 and  
beyond
Highlights
–	 Delivered water to over 1.2 million 
community members in Mapela, Der 
Brochen, Amandelbult and Thabazimbi, 
creating employment for 80 young 
people in nearby villages 
–	 Supported 19 victim-empowerment 
centres for those affected by GBV 
–	 Installed solar street lights in 10 villages 
across Mogalakwena, Der Brochen 
and Twickenham, benefiting 
50,000 community members and 
creating jobs for over 100 youth who 
maintain lights
–	 Upgraded 8 schools and 1 clinic 
–	 Supported community healthcare 
facilities through our Covid-19 response 
initiatives
–	 Paid Ga-Molekana and Sekuruwe 
communities for ploughing fields 
compensation
–	 Reached over 12,000 learners on 
education programmes from early 
childhood to grade 12 
–	 Interfaith programme rolled out to 
Rustenburg, Amandelbult, Der Brochen
–	 Completed and handed over 
community access bridge at St-
George Farm, improving access for 
communities to amenities and schools
–	 High unemployment, mainly 
Sekhukhune and Waterberg districts, 
as mines downscale
–	 Additional stakeholder groupings, all 
requesting independent engagement 
with mines despite agreed platforms, 
creating tension between parties
–	 Ongoing tensions with communities 
and structures in Eastern Limb 
–	 Land invasions in Mogalakwena and 
Rustenburg areas referred to relevant 
authorities, eviction orders issued and 
executed 
–	 Bokoni and Twickenham on care and 
maintenance, with fewer procurement 
and employment opportunities
–	 Slow service delivery from 
municipalities putting pressure on 
mines to deliver services. In addition, 
lockdown restrictions have delayed 
implementation of some infrastructure 
projects
–	 Embedding revised Anglo American 
social way
–	 Completing SLP2 for all sites; for SLP3, 
community consultation is complete, 
socio-economic development 
components integrated into SLP3 
and focus now on implementation 
–	 Implementing and coordinating 
programmes to achieve sustainability 
targets
–	 Review stakeholder engagement 
framework to building trusted and 
enduring relationships
	
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Human and social
Social and relationship continued
Johannesburg
North West
Gauteng
Limpopo
Mpumalanga
Polokwane
Key sustainability issues at Anglo American Platinum operations
Zimbabwe
Amandelbult
	
– Illegal artisanal and small-scale mining, and 
encroachment on Anglo American Platinum 
land adjacent to operations
	
– Municipal elections
	
– Municipal instability and limited capacity to 
deliver services
	
– Unstable socio-political landscape – all 
traditional councils in host communities are 
under administration and/or have no chief
	
– Increased demands for procurement 
opportunities, partly linked to Covid-19 
economic impact
Unki
	
– Covid-19 affecting stakeholder engagement 
and socio-economic development (SED) project 
delivery vs plan 
	
– Unmet expectations for Covid-19 community 
response plan vs health needs assessments
	
– Legacy artisanal and small-scale chrome pits 
in mine lease area
	
– Debottlenecking project – high expectations 
for jobs and procurement
	
– Water security issues, boreholes drilled to 
augment supply to mine and local communities
	
– Community infrastructure (eg schools and 
access roads) damaged by incessant rains from 
Q4 2020 and high expectations for site to 
contribute to rehabilitation
Twickenham
	
– Unemployment due to care and maintenance
	
– Environmental concerns
	
– Illegal artisanal and small-scale chrome mining 
	
– Local procurement demands
	
– Intermittent criminal activities
	
– Unmet community expectations 
	
– Chieftaincy disputes 
	
– Community engagement forum term of office 
	
– Conflict and expectations of mushrooming 
parallel business forums 
	
– Inadequate infrastructure 
	
– Delayed SLP implementation due to leadership 
disputes 
	
– Resettlement legacy issues
Der Brochen/Mototolo
	
– Limited access to basic services
	
– Land claims
	
– Leadership and chieftaincy disputes
	
– High expectations for benefit sharing
	
– Dust and water impacts
	
– Local procurement
	
– High unemployment rate
	
– Lack of portable skills 
	
– Municipal instability
	
– Inadequate infrastructure
	
– High rate of school dropout
	
– Volatile engagement environment
	
– Rising number of community engagement 
structures
	
– Limited community engagements due to 
Covid-19 lockdown regulations 
	
– Mine access road/gate blockages
Mogalakwena Mine
	
– Delayed implementation of Social and Labour 
Plans (SLP) projects
	
– Leadership and chieftaincy disputes
	
– Inadequate infrastructure 
	
– Water supply under pressure
	
– Land claims
	
– Municipal instability due to capacity constraints
	
– Influx of people moving into adjacent areas
	
– Employment and procurement opportunities
	
– Blasting and vibrations
	
– Dust 
	
– High expectations for positive benefits
	
– Resettlement legacy issues
	
– Security-related incidents
	
– Municipal elections
	
– Cultural heritage and graves
Rustenburg
	
– Land and property invasions 
	
– High expectations for employment and 
procurement opportunities
	
– Socio-political change, by-elections and 2021 
municipal elections
	
– Escalating conflict around Sporong graves
	
– Dysfunctional, non-representative community 
engagement forums
	
– Unmet commitments and legacy issues 
	
– Traditional authority leadership disputes
	
– Municipal capacity
Polokwane smelter
	
– High expectations for employment and unmet 
commitment procurement opportunities
	
– Contested lease rates/agreement by Reboile 
Trust
	
– Expectations for Corporate Social Investment 
(CSI) and other benefits by traditional authorities 
and other stakeholders
	
– Dysfunctional and non-representative community 
engagement structures
	
– Leadership disputes
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Anglo American Platinum social strategy
Aspirational statement
To enable a sustainable business and thriving communities by enhancing our social licence to operate
Value
levers
Key
enablers
What success 
looks like
Key focus
areas
Zero costs of 
community 
conflict
Economically 
diverse and 
sustainable 
communities
Conducive 
policy 
environment
Informed and 
engaged 
stakeholders
Negative 
social and 
environmental 
impact 
mitigated
Our 
stakeholders 
trust and 
welcome our 
presence in 
the area
Creating a 
megacity at 
Amandelbult 
through 
partnerships
1
Socio-economic 
development
	
– Regional economic development 
	•
Focused on benefits in host 
areas
•	 Leveraging funding and 
partnerships
•	 Collaborative approach
–	 Integrating land management, 
water management and 
development initiatives 
(agriculture and agro-processing) 
–	 Implementing site social plans 
–	 Local procurement 
	•
Zimele supplier development
•	 Focus on host communities
•	 Regular monitoring and 
reporting
•	 Cross-functional initiative
–	 Community participation 
–	 Alchemy
–	 Equity through partnerships 
–	 Active suppliers to the mine
–	 Skills and capacity development
2
Stakeholder 
engagement and 
communication
To become the industry benchmark for: 
	
– Proactive stakeholder management 
and relations 
–	 Risk and reputation management 
–	 Internal and external brand equity – 
Anglo American Platinum in SA and 
Zimbabwe 
–	 Influencing policy (land, water and 
energy) 
–	 Interfaith group – roll out and 
continuous engagement (social 
compact) 
–	 Community communication – 
internal and external 
–	 Engaging with all levels of 
government and civil society 
organisations 
–	 Effective crisis communications 
–	 Applaud recognition scheme 
–	 Partnership framework development 
–	 Facilitate development (Northam); 
safety (Eastern Limb); land 
development (process sites)
3
Sustainable 
development
	
– Develop and embed site 
sustainable mining plans 
–	 Trusted corporate citizenship 
(human rights and accountability) 
–	 Thriving community through a 
healthy environment 
–	 Meeting requirements of social 
way 
–	 Social risk assurance and impact 
management 
–	 Resettlement and land access/
management 
–	 Sustainable leasing model
–	 Develop sustainable broad-
based ownership model
–	 Social licence to innovate 
–	 Assess and address emerging 
trends that might impact the 
business
1  Anglo American social way    2  Capability and team effectiveness    3  Effective IT and people systems    4  Social risk managed  
5  Stakeholder mapping and engagement processes    6  Impact management    7  Purpose-led, high-performance culture 
and mindset    8  Government relations guideline    9  Data analytics and intelligence
How do we plan to integrate sustainability
Our social strategy
Our social strategy plays a significant role in supporting our business 
strategy and addressing key social issues at our operations. Our 
business strategy is enacted in a safe, values-driven and socially 
responsible way, underpinned by the need to build leading 
community and stakeholder relationships and make a lasting 
contribution. The social strategy therefore helps the business fulfil its 
societal obligations by delivering shared value – creating social 
value for stakeholders while generating business value.
This strategy was adapted to the changing needs of the business 
and to better meet the needs of our stakeholders. It clearly defines 
our objective to enable a sustainable business and thriving 
communities by enhancing our social licence to operate through 
engaged and empowered stakeholders.
It enshrines three value levers (or pillars), shown below, with strategic 
focus areas that aim to deliver positive social impacts and enhance 
social capital.
	
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Human and social
Social and relationship continued
The sustainable development pillar is aligned with the Anglo 
American sustainable mining plan, featuring three global 
sustainability pillars and associated stretch goals. 
We remain focused on meeting our commitments for 2016-2020 
social and labour plans (SLPs). However, due to lockdowns, we 
faced delays in implementing some infrastructure projects. A formal 
application for extension was lodged with the DMRE. 
Our stakeholders are more involved in the delivery of SLPs and we 
monitor and evaluate the impact of each project. This is part of the 
broader SED strategy for all our sites, aimed at delivering lasting 
benefits for the communities in which we operate. In addition, we 
proactively developed and implemented a Covid-19 community 
response plan to support affected communities that included 
initiatives such as water supply, health education and distributing 
food parcels to vulnerable households. 
Stakeholder engagement was again an important focus in 2020. 
We responded to the needs of diverse stakeholders, each 
presenting a unique opportunity to communicate our strategic 
intent to enhance stakeholder inclusivity by building stronger and 
more effective relationships. We built the foundations of effective 
engagement by setting up community forums that are now fully 
operational at each site and concentrated on stabilising our 
relationships with government and communities. We are working 
with interfaith groups as a trusted and credible stakeholder in the 
community and ensuring faith leaders have input in rebuilding 
communities. Although some issues such as unemployment, lack 
of procurement opportunities and divided structures persisted, 
we remained committed to effective engagement processes.
Anglo social way compliance
The Anglo American social way defines the governance framework for social performance. It specifies requirements for all group-
managed sites to ensure systems are in place to: engage with affected and interested stakeholders; avoid, prevent, mitigate and, 
where appropriate, remediate adverse social impacts; and maximise development opportunities. These requirements reflect evolving 
expectations and international best practice including: the updated International Finance Corporation (IFC) performance standards 
(2012); UN guiding principles on business and human rights; and the voluntary principles on security and human rights (a collaborative 
global effort by governments, major multinational extractive companies and NGOs). 
Social-way requirements apply to the life cycle of our activities: from exploration through project development (concept, prefeasibility 
and feasibility stages), construction, commissioning, operation, closure and post-closure. 
Our social performance principles include:
–	Deliver a lasting positive contribution to communities
–	Manage risks and impacts
–	Respect human rights
–	Engage with affected and interested stakeholders
–	Empower vulnerable and marginalised groups
–	Integrate social performance within relevant operational processes.
Social reporting – quantitative data
KPI
Target
Actual performance
Anglo American social way compliance, monitored 
through annual audit
Each site sets targets as part of 
the social way transition phase
97% of targets achieved 
Tswelopele – our social performance management 
system
Anglo American Platinum launched Tswelopele (Isometrix) at the 
end of 2017. The system was the first in the business that enabled 
us to capture as a pilot, interpret and manage social performance 
information across our operations in line with the Anglo social way 
2.0. With the launch of the third version (3.0) in January 2020, Anglo 
American’s group social performance team began investigations to 
find a system that could be used across all business units. Isometrix 
was selected as the system to be rolled out across the business 
units, partly motivated by the progress made by Anglo American 
Platinum on the system. The project has two phases: phase 1 (2020) 
focused on developing core modules to support delivery of Anglo 
social way 3.0, which included review and planning, stakeholder 
management, incident and grievance management, as well 
as social and human rights risk and impact assessment. 
The full system will be deployed in 2021, and a standard roll-out 
plan across all business units developed. The Rustenburg 
process operations were selected as the pilot site at Anglo 
American Platinum. In 2021, phase 2 will be implemented, focusing 
on the relevant aspects of governance under version 3.0, as well 
as SED, land access, displacement and resettlement, and 
community health and safety.
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Group-wide strategy
Anglo American social way compliance
In 2020, we transitioned from version 2 to 3. Each site was expected 
to develop transition plans and set site-specific targets to reach 
full compliance in 2022. Anglo American Platinum achieved 97% 
of targets.
Our approach to creating sustained economic and 
social benefit
Stakeholder inclusivity underpins our approach to value creation 
and is integral to securing our social licence to operate. We 
intensified our stakeholder engagements in 2020 to build 
relationships. We recognise more needs to be done to manage and 
build relationships if we are to maintain the trust and acceptance of 
our stakeholders.
Real-time insight into community perceptions
In striving for better stakeholder engagement, four years ago we 
participated in a pilot project that provides real-time insight into 
community perceptions on our Mogalakwena Mine. The project 
used SMS technology for community perception surveys and was 
developed with Australia’s Commonwealth and Scientific Industrial 
Research Organisation, a pioneer in measuring social licence to 
operate.
During the project, over 1,800 community members across the four 
sites completed a baseline survey and then, using SMS, updated 
their views on each mine’s progress against the key drivers of our 
social licence to operate. This provided valuable insight into our 
strengths and weaknesses and supported the development of 
a strategic approach to maintaining and enhancing our social 
licence to operate.
Many of our programmes run in partnership with NGOs, communities 
and local governments. Our approach is informed by regulatory 
requirements such as the South African mining charter and our 
social and labour plans (SLPs). It is implemented through a 
comprehensive set of social performance requirements detailed 
in the Anglo American social way.
Our social performance department works closely with our 
sustainability, supply chain and local procurement departments 
to promote socio-economic upliftment in communities close to 
our operations and areas from which we draw our labour.
We also aim to align our social and infrastructural investment 
projects with municipal, provincial and national development plans. 
All our operations have functioning community engagement forums, 
leadership forums or task teams (at Mogalakwena), nominated 
and elected by the communities and meeting at least quarterly. 
In addition, the different communities have established business 
forums in their areas, which engage with the mines on business 
issues and opportunities. We continually monitor the quality of our 
engagement and the structures and communication channels in 
place, especially at community level, to ensure these are effective.
Our commitment to social development in Zimbabwe parallels our 
commitment in South Africa. At Unki Platinum Mine, our corporate 
social investment initiatives include sports, arts and culture, health 
and food security, and supporting vulnerable groups.
Fines or directives
No social compliance fines or non-compliance directives were 
received in 2020. 
Distributing economic value
Our licence to operate depends on our ability to ensure our 
stakeholders participate in the economic benefits we generate, 
and that our activities leave our host governments and 
communities with a firm foundation for a sustainable future. 
The fact that we are a major mining company raises particular 
expectations.
Through our core activities – which require Anglo American Platinum 
to employ people, pay taxes to governments and procure from host 
communities – we make our most significant contribution to the 
South African and Zimbabwean economies.
In addition to our other social investments (page 126 
), the total 
value of dividends disbursed directly by Anglo American Platinum 
in 2020 was R326 million (2019: R116 million). The net amount — 
excluding the waived rights in terms of the subscription agreement 
amounts to finance the notional loan — was R130 million (R46 million 
in 2019). 
Through the multiplier effect, the positive economic contribution 
of our operations extends significantly further.
A number of empowerment transactions and joint ventures support 
our transformation goals. As an example, project Alchemy 
(discussed below) enables local communities to participate directly 
in Anglo American Platinum, with progress summarised below.
120
100
80
60
40
20
0
2018
2020
116
29
Funding community empowerment via dividends to Alchemy
(Rbn)
2019
116
Our communities
The future of our business is linked with the future of communities in our operating areas. To support the 
sustainability of our business, we invest in our communities by creating social and economic benefits that 
meet explicit needs during and beyond the life of a mine.
	
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Human and social
Social and relationship continued
Dikuno Tsa Sechaba 
Development 
Trust
Rustenburg 
Development  
Trust
Ditholwana  
Tsa Rena  
Development 
Trust
Bohwa Bja Rena
Development 
Trust
Zenzele  
Itereleng non-profit 
company
Lefa 
La Rona 
Trust
Founder trustee
Platinum
Alchemy – community empowerment and development
The Anglo American Platinum community empowerment and 
development programme (known as Alchemy) was launched in 
2011. This pioneering programme promotes thriving communities 
and sustained local, inclusive community development through and 
beyond mining, leveraging communities’ shareholding in our 
company. The Alchemy development structures are tools for 
empowered communities and development partners to participate 
in creating a sustainable future.
All five trusts and the non-profit company (NPC) have been 
established as agents for multi-stakeholder local development, 
with communities having a direct say in their destiny. The trusts and 
NPC are actively consulting with the communities they serve within 
a 15-50km radius of Mogalakwena, Amandelbult, Rustenburg and 
Twickenham, as well as the labour-sending areas of Taung in 
North West province, OR Tambo district in the Eastern Cape, 
Lesotho and Mozambique.
Highlights and priorities
All the representative structures are registered, certified as public-
benefit organisations, and audited. They are headed by senior 
operations managers as well as project development and 
implementation units and are actively engaging with stakeholders in 
implementing development projects, toward the Alchemy vision of 
sustainable and thriving communities, through and beyond mining.
The trusts and NPO are led by experienced, independent trustees. 
Rustenburg Development Trust and Dikuno Tsa Sechaba 
Development Trust appointed community trustees in 2018 and 2019 
to enhance local relevance and impact. Ditholwana Tsa Rena 
Development Trust and Bohwa Bja Rena Development Trust will 
appoint community trustees in 2021. In the consolidation phase, 
community trustees will have the majority voice in these structures, 
ensuring full alignment with the development visions of local 
communities. 
Alchemy development structures are set up to drive local impact in a four-phased approach.
Phase
Foundation
3-10 years 
Consolidation
11-30 years 
Operational
30 years+ 
Full
Description
Critical period ensuring 
effective start-up
First phase of fully capacitated 
trust structure, including 
community trustees on board
Second phase of fully 
consolidated trust structure
Potentially post-mining phase 
of self-sufficient trust operation
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The Dikuno Tsa Sechaba Trust, Rustenburg Community 
Development Trust and Zenzele Itereleng NPC have already 
transitioned to the operational phase. The other trusts will achieve 
the same status in 2021, after electing community trustees. Weekly 
and monthly consultative and progress update meetings with 
various stakeholders take place, ensuring local relevance, improved 
impact and alignment with communities.
Community development project funding
With Anglo American Platinum paying dividends, the advantage 
of shareholding/ownership is highlighted with communities 
participating directly and experiencing the benefit of a profitable 
organisation in their midst. 
On 27 July 2020, the predetermined trigger event occurred. Anglo 
American Platinum therefore repurchased 4.8 million shares from 
Lefa La Rona Trust on 22 September 2020, resulting in the successful 
settlement of the notional vendor funding loan by Alchemy. Lefa La 
Rona, which is the umbrella trust on behalf of the five development 
trusts and NPC shown above, will hold the remaining unencumbered 
1.4 million shares in Anglo American Platinum until December 2021, 
when 40% of the shares will be distributed to the development 
trusts/NPC. Settling the loan and transferring value to communities 
happened one year prior to the maturity of the Alchemy scheme 
period (December 2011 to December 2021), due to Anglo American 
Platinum’s strong share price performance.
On a practical level, the process of engaging and prioritising 
community transformative principles by the trustees has matured 
commendably in recent years.
The 2020 corporate social investment (CSI) plan included extensive 
local stakeholder and community consultation to maximise local 
beneficiation. While responding to immediate community 
challenges, including food security, access to drinking water and 
dignified livelihoods, the trusts and NPC are entering into strategic 
partnerships to plan and implement medium to long-term 
strengthening of systems, and asset-based community 
development programmes to respond to complex local challenges. 
Focus areas include:
	
– Strengthening education and health systems, and infrastructure
–	Integrating fourth industrial revolution skills for meaningful 
employment
–	Entrepreneurship and small, medium and micro-enterprise (SMME) 
development
–	Mitigating the negative impact of Covid-19 on health, education, 
livelihoods and nutrition
–	Supplier development
–	Diversifying the local economy beyond mining, particularly 
agriculture in rural and peri-urban communities (facilitating 
agricultural capacity-building and offtake agreements) 
	
– Digital enablement of local businesses, community-based 
organisations and development initiatives. 
When the global pandemic reached South Africa early in 2020, 
all the Alchemy trusts/NPC had to reprioritise their funding and 
respond to impending risks to our communities.
To date, the trusts have received R640 million in funding through 
the dividend/safety net; CSI; SHE KPI programme; and interest.
Significant projects
The pandemic poses a significant risk to communities supported 
by the Alchemy trusts/NPC as a large percentage of community 
members can be classified as vulnerable (using the multi-
dimensional definition of poverty plus the demographics and health 
profiles of these communities). This includes, on average, over 75% 
youth unemployment before the pandemic. To date, the Alchemy 
trusts/NPC have collectively spent/approved R22.3 million for 
Covid-19-related assistance and support in our communities. 
This includes food and hygiene packages, PPE, food and water 
security as well as education recovery programmes, while 
maintaining the long-term trajectory towards sustainable and 
thriving communities.
Based on the strategy reviews and revisions across the trusts/NPC 
from 2018, they started the journey from grants managers (solely 
dependent on distributing funding for public-benefit activities) to 
the broader role of development integrators (including resource 
mobilisation, focused on long-term, transformative positive impact). 
This necessitated seminal work in 2019 to benchmark Alchemy 
globally and embed into their operating models the ‘impact by 
design’ framework in January 2020, before the pandemic reached 
South Africa. This important work continues in 2021 by developing 
active community profiles to guide the trusts/NPC towards highest 
possible impact. 
In March 2020, the Alchemy trusts/NPC — as development 
integrators — started devising a Covid-19 rapid response plan and 
related impact framework, guiding and aligned with their strategies 
and mission. 
This plan includes:
	
– Rapid assessment and modelling of the most vulnerable 
households in our communities
–	Reaching out to a range of strategic partners and stakeholders 
(internal and external) for technical guidance and to understand 
the most effective role the trusts/NPC could play to protect 
and strengthen our communities against the pandemic, while 
maintaining these on a trajectory towards sustainability as 
thriving communities
–	Leveraging community assets from previous Alchemy social 
investments
	
– Identifying urgent gaps.
The following Alchemy Covid-19 campaigns were soon launched 
across all the trusts/NPC:
	
– Based on information from the Department of Health (DoH) in 
March 2020, the Alchemy Covid-19 health advisory was 
developed with support from the Anglo American Platinum 
communications team. In collaboration with DoH, UNICEF and the 
Centre for Disease Control, this advisory campaign was uploaded 
onto all the trusts/NPC portals, capitalising on the new Alchemy 
wi-fi development platforms in all our communities. The same 
campaign was replicated in all community newsletters at Anglo 
American Platinum operations.
–	Leveraging the human-centred design thinking framework as 
part of the impact-by-design methodology embedded across 
the trusts/NPC, we realised that many community members did 
not have access to running water to wash their hands during 
the pandemic. Days later, the Alchemy Covid-19 DIY UNICEF 
Tappy Tip campaign was added to all portals and submitted 
for publication across all community newsletters.
–	Following the announcement on school closures mid-March, we 
launched the Alchemy Keep Learning at Home campaign across 
all portals and community newsletters, in collaboration with 
Vodacom Foundation, as an example of the Alchemy resource 
mobilisation strategy. The campaign targets all learners, teachers 
and parents in our communities to support learning continuity, 
again using community wi-fi development platforms as well as 
the zero-data cost and free Vodacom education resources from 
grade R to grade 12 (in which Vodacom invested over R1 billion). 
–	This was followed by the Teach Your Child While You Play 
campaign focused specifically on early childhood development 
during lockdown, using UNICEF resources. It was uploaded on 
all portals and published in community newsletters.
–	Recognising the health risks posed by living conditions in our 
communities where residents may struggle to ensure social 
distancing, we launched the How to Make Your Own Masks 
campaign across all the trusts/NPC. This tapped into the 
	
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Human and social
Social and relationship continued
resourcefulness of our communities to craft their own masks 
simply from accessible material.
–	The next Covid-19 humanitarian food and hygiene campaign 
was spearheaded by Ditholwana and Bohwa trusts as well as 
Zenzele Itereleng NPC. Thousands of parcels were distributed 
to vulnerable households by the trusts/NPC, working closely with 
Anglo American Platinum’s social performance team. Zenzele 
Itereleng used an innovative voucher system for rapid distribution 
and collection of food hampers in Gaza province, Mozambique, 
from the nearest Kawena distributor/shop, reaching 500 
households.
	
– The back-to-school issue is complex, given the expected 
increase in Covid-19 transmissions. All the trusts/NPC, in 
collaboration with Department of Education district offices, Anglo 
American South Africa education programme, social performance 
team and other stakeholders, are participating in various forums 
to support our communities. The community wi-fi development 
platform, in partnership with Vodacom Foundation, supports 
multi-modal learning (face-to-face, teacher-facilitated remote 
learning, remote access to subject specialists and self-paced 
supplementary learning). Since lockdown levels began easing, 
many of the trusts/NPC are expanding the reach of their wi-fi 
platform infrastructure beyond the first phase (10-18km), as 
originally planned. The pandemic has highlighted the underlying 
inequality in access to basic resources, as well as the potential 
to leverage this pioneering digital community asset during and 
beyond the pandemic. 
Social return on innovation for positive, transformative impact
On the journey to maturity and considering the needs of the trusts 
and their benefit communities, all trusts/NPC are leveraging 
additional development vehicles, including scalable innovative 
social investment (projects/programmes with greater social return 
on investment and innovation), resource mobilisation, lobbying and 
advocacy in support of positive impact in benefit communities. 
Training workshops on design thinking, theory of change and social 
return on investment were conducted in 2019 with all the trusts/
NPC, and these frameworks embedded into their operating models 
and practice to ensure impact-by-design. The active community 
profiles being developed in 2021 will deepen and expand on the 
impact-by-design methodology.
Fulfilling their role as facilitators in realising the Alchemy vision, the 
trusts are participating actively in pioneering integrated, site-based 
development implementation plans in collaboration with teams 
from Anglo American Platinum (sustainability, social performance, 
supply chain, community regional development, Zimele, mining 
operations and more), Anglo American’s South African education 
initiative, corporate partners like Tiger Brands, Vodacom, Microsoft 
and IBM, aligned with national, provincial and local/traditional 
government initiatives. This collaborative development approach 
will continue in 2021 and beyond to ensure integrated, efficient 
and greater positive impact in communities.
The trusts/NPC are leveraging these strategic partnerships to 
pioneer access to a range of development services, including over 
10,000 units of free courseware to all local SMMEs, entrepreneurs 
and youth via their community wi-fi platforms (detailed above). 
The IBM Digital-Nation Africa fourth industrial revolution courses, 
together with Microsoft’s Virtual Academy and massive open online 
courses, provide free ubiquitous access to benefit communities to 
increase the miniscule 5% of youth participating in post-schooling 
studies, and enhance their livelihood prospects. The aim is to help 
reduce the high unemployment rate (possibly more than 80% since 
the pandemic) in these mostly rural and peri-urban communities by 
aligning with the skills requirements of the future global economy 
while matching existing skill sets to available job opportunities via 
the development platforms.
Community development programmes
In 2020, the total social investment spend was R803 million, 
which included SLP and CSI spend in South Africa of R236 million 
(2019: R231 million) in line with mining charter requirements, and in 
Zimbabwe R5.5 million (2019: R9.3 million).
Since 2010, we have initiated 114 projects through our SLPs. By the 
end of 2019, we had completed 113 with the final project due for 
completion in 2021. The remaining project is the road being built 
in partnership with Road Agency Limpopo in Twickenham and we 
continue to report progress to the DMRE as required. There were 
delays in finalising this project and we are continuously engaging 
with the Road Agency Limpopo and relevant government 
departments to deal with these issues. Most completed projects 
have been handed over to the relevant beneficiaries. 
After submitting new SLPs in 2015, we began implementation in 
2016. We committed to deliver 74 projects and, to date, 44 have 
been completed. The other 30 are in different stages of 
implementation.
Mine community development expenditure in 2020 was allocated 
to the following projects:
86
5
126
66
44
76
400
Total social investment spend in 2020
(Rm)
■ Health and social welfare
■ Education and skills development
■ Infrastructure
■ Enterprise development
■ Community dividends
■ Other (Alchemy, site CSI,
land donation, interfaith programme 
and other donations)
■ Unki CSI
2020 
Rm
Total social investment
803
CSI spend*
241.5
*  Including Unki, excluding overhead costs.
Note: Figures presented above are reported as whole numbers, aligned with financial 
reporting in the integrated annual report.
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WeCare — our Covid-19 response programme
Community development initiatives intensified during 
the pandemic
	
Donation of medical equipment as part of the WeCare programme
When Covid-19 was classified as a global pandemic in March 
2020, Anglo American Platinum responded rapidly, expanding 
existing community development projects and introducing 
initiatives in collaboration with other Anglo American business 
units. The resulting Covid-19 community response plan, branded 
WeCare — driven by Anglo American and implemented by its 
business units globally — was closely aligned with our sustainable 
mining plan and purpose of re-imagining mining to improve 
people’s lives.
Under the WeCare programme, we repurposed and expanded 
some existing programmes and rolled out new ones. The aim was 
to guide group business units across the world on initiatives to 
support their host communities. WeCare included an employee 
campaign aimed at looking after the physical and mental health 
of over 90,000 employees and full-time contractors around the 
world. The Covid-19 awareness and support delivered by the 
internal campaign was also spread into many host communities 
by group employees who reside there.
Safeguarding lives and livelihoods
The geographical spread of Anglo American Platinum’s 
operations includes mining and processing operations in the 
North West and Limpopo provinces, as well as the Zimbabwe 
Midlands. Host communities comprise villages and municipalities 
within a 50km radius of those operations. The pandemic called 
for an urgent response to safeguard the lives and livelihoods of 
these communities. Many communities feature high 
unemployment levels, poor housing and service delivery, and 
elderly and child-headed households. These factors increased 
the risk of spreading the virus.
Anglo American Platinum began by engaging with its host 
communities, government agencies and other stakeholders to 
establish the communities’ most urgent pandemic-related needs, 
including:
–	Food insecurity
–	Lack of water supply
–	Clinics and hospitals being ill-equipped for the pandemic
–	Schools, crèches and early childhood development facilities 
also ill-equipped
–	Lack of community awareness and education.
When Covid-19 struck, our host community development 
work was focused on several health, education and 
infrastructure-related projects already detailed in our social 
and labour plans (SLPs) and corporate social investment 
strategy. Guided by Anglo American’s WeCare programme, 
we adjusted and expanded some projects and rolled out 
new ones.
Creating awareness
It was vital to ensure that employees and communities were 
aware of Covid-19 protocols and knew how to apply them. 
Mining-related operations were allowed to continue under 
strict conditions during lockdown level 5 in South Africa. We not 
only had to ensure that everything possible was done to keep 
our employees safe, we also had to reassure host communities 
that Anglo American Platinum would not contribute to the 
spread of the virus by restarting operations. At the operations, 
Covid-19 measures were immediately incorporated into our 
comprehensive safety protocols.
A new mobile app gave employees up-to-date information 
on Covid-19 and enabled those suspecting they might have 
been infected to alert clinical associates, who tested the 
employees and their family members, and provided initial 
medical support.
Anglo American also used radio stations to create Covid-19 
awareness in South Africa and southern African countries where 
it has operations. A series of WeCare advertisements was aired 
on national, regional and community radio stations from July to 
September. Advertisements with similar messages were placed 
on external media’s digital and print platforms. In the same 
period, weekly paid-for interviews featured business unit 
representatives from head office and operations discussing 
Anglo American’s response to the pandemic and how it was 
assisting its employees and host community members.
Equipping healthcare
In an extension of our community-orientated primary-care 
healthcare programme, which we piloted in Mogalakwena in 
Limpopo to establish a good baseline for the community 
health status, community health workers were trained to 
address the challenges of Covid-19. They were trained virtually 
to integrate Covid-19 protocols into existing company health 
policies and implement non-contact screening at pop-up 
screening stations or health posts in communities. They used a 
mobile app to assist with clinical referrals when someone tested 
positive.
Anglo American Platinum also donated PPE and infrared 
thermometers to clinics near its operations. Testing stations were 
set up at clinics where community members could be screened 
for Covid-19 symptoms and co-morbidities. We also brought 
in 25 high-flow nasal cannulas (non-invasive ventilators) for 
10 hospitals in North West province and 15 in Limpopo. 
Our WeCare programme was comprehensively dedicated to 
caring for employees’ physical and mental health. Covid-19-
positive employees in isolation received healthcare products 
Case study 22:
	
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Human and social
Social and relationship continued
and services – including food parcels, vitamins and daily 
nursing support. 
Partnerships and collaboration were critical while 
implementing this initiative. Through our Alchemy programme 
(page 124 
), additional communities received assistance 
with food parcels. 
We also partnered with Sasol to provide 25-litre bottles of 
hand sanitiser to hospitals, clinics and schools in our host 
communities. In Zimbabwe, Unki donated a newly equipped 
ten-bed intensive care unit (ICU) to nearby Gweru provincial 
hospital. The donation included ventilators, ICU beds, oxygen 
equipment and installation, PPE, multi-parameter monitors 
and other medical equipment. Unki had previously 
constructed and equipped a casualty ward at this hospital 
and refurbished the laundry room and children’s ward. The 
establishment of the ICU formed part of Unki’s USD2 million 
investment to date in Covid-19 measures. The mine’s polymerase 
chain reaction testing laboratory, which was licensed to do 
Covid-19 tests, was used to test samples from employees, 
contractors and the Shurugwi district hospital. In addition, 
Unki provided food support to vulnerable groups and drilled 
and equipped 17 boreholes to improve access to water in the 
Shurugwi district.
Helping to alleviate food insecurity
Prior to the pandemic, food insecurity was rife in some 
communities. This situation worsened with lockdown as people 
lost their jobs and livelihoods, and small businesses closed. 
As part of our response, we consulted with the Department 
of Social Development (DSD) to identify who most needed 
assistance and committed to providing food parcels to 
1 ,000 households a month per operation. Initially, this was to 
be for three months, but was later extended to February 2021.
We provided food for vulnerable community members in eight 
of our operations in Limpopo, as well as areas in North West 
and Mpumalanga. The programme was expanded to Gweru 
and Shurugwi in Zimbabwe. The primary goal was to ensure 
that vulnerable households received nutrition.
Around 24,000 food parcels were distributed in these areas 
between May and July. Each 35kg parcel contained basic 
food items, valued at around R400. Anglo American appointed 
disaster-relief non-profit Gift of the Givers to assist with 
implementation, given its vast experience in crisis situations.
Although food parcels were initially available at a central point, 
subject to Covid-19 safety protocols, door-to-door distribution 
would prevent people from congregating and risk spreading 
the virus. It was then decided that food vouchers could more 
readily guarantee the safety and dignity of beneficiaries.
Ensuring the provision of potable water
We had already been providing water to some communities 
through an initiative that would ultimately see the communities 
and their municipalities owning and running this service. With the 
pandemic, we expanded the number of communities that would 
benefit from water provision, particularly as potable water is key 
to maintaining good health and hygiene.
With funding allocated by Anglo American Foundation, Anglo 
American Platinum and partner Hall Core Water set out to 
provide potable water to vulnerable communities in 24 villages 
in four water-scarce locations around its operations, including 
Mogalakwena, Twickenham, Mototolo and Der Brochen in 
Limpopo, and Amandelbult in North West.
The goal for the project, which started in April, was to provide 
50 litres of potable water per person a day (more than 
2.5 kilolitres a day), and over 50,000 people benefited. In total, 
the borehole water project, which was rolled out in 21 villages 
around our operations, reached some 80,000 people.
The project involved drilling new boreholes, resuscitating a few 
old or vandalised boreholes drilled more than a decade ago, 
electrifying and connecting them to the grid, installing 
monitoring implements to measure yield, sampling water 
quality, installing water stations, and connecting taps to water 
resources. This initiative helped prevent Covid-19 transmission 
and brought jobs to the region. 
Gender-based violence initiatives
Anglo American’s living with dignity programme highlights the 
scourges of gender-based violence (GBV), discrimination 
and harassment. During the pandemic, it instituted a GBV 
programme in response to the reported increase in GBV under 
lockdown. It also intensified its efforts to curb this menace by 
working with faith leaders and traditional healers, who are often 
	
Donation of food parcels during the Covid-19 pandemic
	
Assistance to victim-empowerment centres as part of addressing GBV in 
communities
Case study 22: continued
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the first line of counselling and health support for women in host 
communities. In Mogalakwena, Anglo American Platinum started 
actively training individuals to counsel women on GBV – an initiative 
that began prior to the pandemic, but was intensified as the 
number of GBV cases began to rise.
We worked closely with the DSD, South African Police Service and 
National Prosecuting Authority to assist women, and additionally 
identified 19 victim-empowerment centres at which we could make 
a difference. These centres are linked to police stations and are 
generally rudimentary, so we wanted to improve conditions for the 
women and often children who are offered refuge there. We 
provided PPE, food parcels and hand sanitiser for the centres, 
and addressed structural issues, donating some mobile homes that 
we furnished with new beds, cooking and dining facilities, and a 
lounge in which to relax (equipped with books and magazines) and 
provided running water. In addition, some company-owned houses 
in Rustenburg in North West and Polokwane in Limpopo have been 
donated to these empowerment centres. Additional initiatives 
include starting small vegetable gardens on the premises so that 
the women can cook the harvested produce. The women will also 
receive training to become economically independent. 
Assisting the education sector
The Anglo American South African education programme strives 
to help eliminate poverty, inequality, and unemployment, in line 
with the goals of the national development plan 2030. As such, 
education is a core focus for the group, which set out to assist 
children in host communities with schooling.
We also helped the Department of Basic Education to cleanse 
and sanitise schools in our communities once they reopened, and 
distributed masks, sanitisers and thermometers. A new module was 
developed to assist school principals and management teams on 
returning to school. These included a Covid-19 school safety 
management plan, an educator workload matrix, and a 
communication plan for the interim phase of their return. In 
addition, a strategy to prepare learners for preliminary 
examinations was implemented, focusing on key topics every 
day. The company also supported several schools with masks, 
hand sanitiser and infrared thermometers.
Looking beyond the pandemic
Community development has long been a focus area for Anglo 
American Platinum, with funds set aside for education, health, 
infrastructure, agriculture and enterprise development. The 
company’s five-year plan was well on track when the pandemic 
hit but, unlike many companies, it increased rather than cut its 
social investment budget. The relevant teams were given 
additional funds to respond and develop our community 
response plan. With this plan nearing its end, the post-pandemic 
recovery phase will begin, accelerating some of the projects 
rolled out before the pandemic struck. These include agricultural 
projects to promote food security and manufacturing projects to 
drive job creation.
Our sustainable mining plan focuses on building sustainable 
livelihoods in our host communities. Post Covid-19, we will 
continue with this work, helping to stimulate economic 
recovery and making communities more resilient in the face of 
disaster.
We need to strengthen the health system, as well as the 
education system, and address infrastructure needs. We need 
to make sure that wi-fi is available to learners, and children are 
prepared for a digital future. We also need to strengthen 
governance systems, which we can do if we work closely with 
partners. One of the key lessons emerging from the pandemic 
is the importance of collaboration. Greater collaboration in the 
mining sector and across sectors would have allowed the 
company to extend its initiatives. 
	
Assistance to communities by donating much-needed food parcels
	
Water provision to communities during the Covid-19 pandemic
	
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Human and social
Social and relationship continued
Some of our community development focus areas:
Focus area
Progress
Estimated 
beneficiaries
Health and welfare
Investment in 
healthcare fully 
reflects our WeCare 
principles to meet the 
immediate needs of our 
communities.
Limpopo province 
Currently finalising the refurbishment of primary healthcare facilities at Maboela Clinic 
in Mogalakwena. Sekuruwe and Naledi clinics were completed in partnership with the 
provincial department of health and handed over to the department. Health and 
hygiene programme for learners at six Mapela high schools in Mogalakwena expanded 
to Amandelbult complex.
North West province
Upgrade of Linchwe Clinic, including the demolition of an old asbestos building, and 
construction of a new one in Mokgalwana village almost complete. In addition, we 
initiated a health baseline study around our operations in both provinces to establish 
the current status and guide interventions in our 2020 planning with the Department 
of Health.
Education and training
We invest in education 
to contribute to 
poverty-alleviation 
strategies and to 
achieve our sustainable 
mining plan objectives 
by 2030.
The education programme has three initiatives to achieve our vision of thriving 
communities and for all children in host communities to have access to excellent 
education and training. In 2020, we continued with our leadership and character-
building programme, early childhood development and learner support for our 
schools, and to build capacity for our youth. By end-2020, there were 13 schools 
(over 3,000 learners) benefiting from the leadership and character-building programme 
implemented with Anglo American’s Lighting Tomorrow. Our learner support programme 
(maths and science) reached 44 schools in Rustenburg, Der Brochen, Twickenham 
and Polokwane. The Anglo American group education programme is progressing well 
on learner and teacher development and initiated the infrastructure pilot and early 
childhood development (ECD) support for Anglo American Platinum ECD centres. 
Schools infrastructure
Mogalakwena Mine is constructing additional blocks of classrooms and administration 
facilities at Maleya, Kgwahlele and Mphunye schools. In Amandelbult, good progress 
was made in 2020 with constructing Kgoshi Manotshe School, Thekganang and Kwena 
Tlase administration blocks as well as Lephenye and Tekanang in Twickenham.
In Mogalakwena, we continue to renovate sanitation facilities at Jan Malebane, 
Mphunye, Kgwatlhele, Hans Masebe Primary School, Matedu School, Matsibe 
School, and Mantutule Secondary School. Construction of administration blocks and 
renovations were completed at John Pedro Secondary School and Langalibalele 
Secondary, which included an office block, science laboratory and two ablution 
facilities. The mine’s contribution of R12.7 million to the Limpopo Education Trust to 
construct the new Seritarita school is a clear commitment to education. 
More than 
4,000 learners
Over 140 
educators 
Learners at 
10 schools
Enterprise development
Enterprise development 
is driven through the 
Zimele programme in 
conjunction with our 
supply chain team. 
Zimele is the Anglo 
American-wide catalyst 
for emerging black 
businesses in South 
Africa, supporting 
commercially viable 
small and medium 
enterprises by providing 
skills training and 
funding.
In response to the Covid-19 outbreak and lockdown, Zimele has adapted to use 
digital platforms to deliver its training, mentorship and access-to-market services 
to beneficiaries. In addition, the advisory and mentorship service in the hubs has 
been adapted to deal with the immediate challenges faced by the businesses by 
developing and providing a business-survival toolkit. This addresses areas such as cash 
preservation, fast-tracking business digitisation, digital marketing, support required with 
paying outstanding invoices, and support with human resources challenges due to cash 
shortfalls amid the restrictions implemented by the government in South Africa. 
Zimele assisted SMMEs in host communities to apply for external support grants and 
loan packages launched by government as well as the private sector. In the aftermath 
of the first lockdown in South Africa, a loan-payment holiday was implemented from 
April to June 2020 to shield SMMEs on the Zimele loan-funding programme from the 
effects of restrictions on their businesses. In addition, Zimele finalised partnerships for 
youth development focused on digital upskilling and vocational training as part of 
the existing workforce readiness programme in our host communities. This was made 
possible through online mobile learning platforms with data cards and smart devices 
for beneficiaries, sponsored by Anglo American Platinum. Overall, Zimele programmes 
have worked with 1,068 beneficiaries who were in turn supporting 3,044 jobs by end-
December 2020. Zimele has disbursed loans totalling R23.1 million to SMMEs from our 
host communities in 2020.
1,068 
beneficiaries 
in SMMEs 
supporting 
3,044 jobs 
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Focus area
Progress
Estimated 
beneficiaries
Infrastructure
(roads, housing, water 
and sanitation)
The SLP programme 
is our commitment 
to developing 
infrastructure that 
supports socio-
economic development 
in our communities. 
We implement our 
SLP programme in line 
with the integrated 
development plans 
(IDPs) of respective 
municipalities.
Because our mining operations are in areas that are underdeveloped, remote and 
have limited access to sustainable water resources, the pandemic presented arguably 
greater health challenges for our communities. The roll-out of our Covid-19 response 
plan included significant investments in water infrastructure in these communities. 
As water became critical in the fight against pandemic, our Covid-19 water programme 
ensured access for over 53,000 households within seven months. Infrastructure from 
this programme is being incorporated and linked to existing water networks to address 
water demands in municipalities and traditional authorities’ areas.
In 2020, we completed construction of a 10Mℓ potable-water reservoir in Regorogile 
township in Thabazimbi, near Amandelbult complex. Mogalakwena complex, in 
partnership with the municipality and Mapela traditional authority, continues to supply 
potable water to over 70,000 members in 42 villages of the Mapela community. The 
agreement is for communities to take 30% ownership. We are finalising trust registrations 
and approving bank accounts to transfer dividends to the community trust in 2021. 
53,000 
households 
 
70,000 
members in 
42 villages
Community trusts 
(including Alchemy) 
Alchemy is our 
R3.5 billion BBBEE 
ownership programme. 
It is designed to 
promote long-
term sustainable 
development in host 
communities and key 
labour-sending areas 
that do not benefit 
from our other BEE 
programmes.
Our community equity participation scheme is a vehicle that ensures community 
members are able to participate and receive economic benefits from their investments. 
Community trusts are an important means to support community development 
initiatives. At the same time, efficient governance of these trusts is key in distributing 
benefits to community members. Out of eight community development trusts, we 
have transferred funds to three trusts, Ga-Puka, Ga-Pila and Ga-Sekhaolelo. In 2020, 
Wits Enterprise conducted a study on these trusts to understand their challenges 
and opportunities. The study has been concluded and key findings were shared with 
trustees in the first quarter of 2021.
	
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Human and social
Social and relationship continued
Indigenous rights policy
The Anglo American social way guides our social performance 
compliance in engaging with indigenous people. In South Africa 
and Zimbabwe, no community groups have been categorised as 
indigenous people. 
Active community engagement
In line with the requirements of the social way, all our operations 
have developed plans to map key stakeholders and detail methods 
of engaging with them. All operations have community engagement 
forums, with monthly discussions on progress as well as feedback on 
key social initiatives and issues. 
The fieldworkers’ programme enlists previously unemployed youth 
from our host communities to engage with and provide feedback 
directly to communities in their own homes. 
Our community newspapers, recognised as ‘best publication with 
a limited budget’ in the South African Publication Forum corporate 
awards, have far-reaching impact by consistently providing 
feedback to our communities. The interfaith group programme, 
which includes church leaders and other traditional healers to 
ensure inclusivity, now encompasses over 500 leaders and forms 
part of the Courageous Conversation Movement to foster 
engagement between the mining industry and churches to address 
issues that affect our host communities. 
Community consultation framework and implementation
Our community engagement methodology covers: 
	
– Identifying affected communities and the range of stakeholders
–	Implementing a stakeholder engagement plan, which is in place 
for each of our operating sites 
–	Providing affected communities with access to information 
through relevant structures, such as community engagement 
forums, community newspapers and community radio stations
–	Enabling affected communities to express their views on 
operational and project risks through grievance and engagement 
mechanisms
–	Incorporating the views of affected communities into operational 
and project decision-making
	
– Reporting to affected communities and other stakeholders.
Responding to community concerns and impacts
We believe our first duty is to behave in a way that respects the 
human rights of employees, host communities and business 
partners. Beyond initiatives to benefit our host communities, we 
aim to respond promptly to any negative impacts we may cause.
Where there has been physical resettlement of people or heritage 
sites, such as relocating graves, we continue to ensure the impact 
is minimal.
Community complaints and incidents
Responding effectively to community complaints and expectations 
underpins good relations. Community expectations and the lack 
of development as well as rife unemployment in some of our 
neighbouring communities pose challenges for those operations, 
as demands on the mines to provide basic services and 
employment spiral.
In 2020, 192 level 1 (insignificant) to level 5 (major) community 
complaints were submitted through formal procedures at our 
operations (2019: 122), mostly on local employment, procurement 
opportunities, SLP community consultations and environmental 
impacts. All were assessed and complainants kept informed 
throughout the grievance and complaints process. The 
engagement process to resolve complaints was complicated by 
the level 5-3 lockdowns in South Africa that restricted movement 
and gatherings. In addition to existing risk and impact management 
controls, several Anglo American Platinum internal task teams were 
established to improve on managing risks associated with 
community protests and inclusive procurement.
220
200
180
160
140
120
100
80
60
40
20
0
2018
2020
192
139
Community complaints
2019
122
There were 33 level 3-5 social incidents reported in 2020 compared 
to 21 in 2019. Encouragingly, we recorded a reduction in level 4 (high) 
incidents from six in 2019 to three in 2020. 
Resettlements and improving access
In the development phase of our mines, we plan projects to 
avoid or minimise resettlement. Our standards align with Anglo 
American and stipulate that all resettlements must at least meet 
the IFC performance standard number 5 on land acquisition and 
involuntary resettlement and must demonstrably improve the 
livelihoods of resettled people. In line with the IFC standard, each 
resettlement must also be planned and implemented in a 
participatory manner.
Corporate approach to resettlement
In line with the IFC performance standards 1 and 5, an 
environmental and social impact assessment must be conducted 
prior to resettlement. This assessment stipulates that a social 
management plan is designed to mitigate risks, deal with issues 
and restore communities. A remediation action plan and livelihood 
restoration plan are designed to guide implementation, monitoring 
and provide evidence of improvement. The overall approach is to 
conduct resettlement as a last resort and, if it cannot be avoided, 
to adopt like-for-like replacement that protects the community 
structure. 
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Update on Motlhotlo resettlement
To expand Mogalakwena Mine, we needed to acquire land 
previously occupied by the community of Motlhotlo to dump waste 
rock. Motlhotlo is north-west of the mining pit and resettling the 
remaining households is strategically important for the continuity 
of our flagship operation to: 
	
– Eliminate health and safety risks for households in the mining area 
–	Give Anglo American Platinum full access to the approved 
leased mining rights area and reduce reputational risks caused 
by unauthorised access by the public 
	
– Fully use dump space and reduce operational costs.
The Motlhotlo resettlement was initiated in 2005 and all 
956 households agreed to relocate. Subsequently, 64 households 
retracted their decision, electing to remain on the property. The 
number of households at Motlhotlo grew from 64 to 156 by 2012.
Following negotiations, a relocation agreement was signed with 
the community in mid-2012, and we appointed external experts to 
develop a resettlement action plan. The primary objectives of this 
plan were to: 
	
– Consolidate and build on existing resettlement planning 
–	Include all negotiated agreements and conflict-resolution 
activities (which have characterised the Motlhotlo resettlement 
process) 
	
– Document and finalise the relocation agreement between Anglo 
American Platinum and the remaining households. 
The plan was developed in line with the policies, legal and 
institutional framework of South Africa, as well as the demographic 
and socio-economic characteristics of the affected community. 
In addition, it was informed by the internationally accepted 
good-practice guidance in the IFC’s performance standard 5 on 
land acquisition and involuntary resettlement.
The 2012 agreements set out three resettlement options for the 
Motlhotlo households owners to move to: 
	
– Option 1: an agricultural farm (Klipfontein and Tobias Zyn Loop 
farm) at Mookgophong 
–	Option 2: the new villages at Armoede and Rooibokfontein 
	
– Option 3: a location of their choice within a 50km radius of 
Mogalakwena Mine.
Of the 156 households, 92 have relocated to option 2, three have 
selected option 3, and the 61 households remaining at Motlhotlo 
have selected option 1. After two households indicated that 
members would remain on the land, a separate charter was issued 
to formalise the relocation project for the remaining 61 households.
The main challenge was to identify suitable land for relocating the 
households. The land needed to comply with the Spatial Planning 
and Land Use Management Act 16 of 2013 and be accepted by the 
community. A portion of land in ext 14 of Mokopane was identified. 
The community and their lawyers selected ext 14A where the land is 
fully serviced and roads were being tarred. The community also liked 
show houses built for employee housing. After presenting the land 
options to the Community Property Association (CPA) for initial 
approval, the land was then shown to the community. The majority 
(47/61) of eligible households selected the option. 
Subsequently, entitlements outlined in the 2012 agreement were 
re-evaluated to compensate for the challenges of urban living. 
The entitlements and required support were formulated into a 
relocation action plan and a livelihood restoration plan, with an 
appropriate budget approved by the Anglo American Platinum 
executive committee (exco). 
An addendum to the 2012 agreement was drafted and approved 
by 31 households in August 2018. House construction began in 
November and implementation of the livelihood restoration plan 
in January 2019. The first activities were house construction 
and providing transport to schools and the construction site. 
The children of consenting households also started 2019 in their 
new schools. 
The mediation process outlined in the 2012 agreement is being 
followed with the remaining households. The objective is to find a 
suitable alternative relocation site as per option 3 of the agreement 
for these households. The mediation process with these households, 
via their legal representative, has resulted in them opting to relocate 
to the adjacent Ga-Sekaolelo village on a temporary and, 
ultimately, permanent basis.
	
Creche and community hall construction at Mokopane Ext. 14
	
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Human and social
Social and relationship continued
Independent resettlement review 
In 2015, our sustainability department initiated an independent 
review on four resettlements: Mogalakwena (Ga-Pila, Ga-Puka 
and Ga-Sekhaolelo) and Twickenham (Makobakoba). The aim 
was to ascertain the status of resettled communities in line with 
the IFC’s resettlement performance standard 5, as well as Anglo 
American social way requirements. 
Due to setbacks (including unavailability of key documentation, 
community’s reluctance to participate and community conflict), 
the review process was suspended in 2016. 
At the beginning of 2018, consulting firms were re-engaged to 
complete the review, and present to Anglo American Platinum 
an assessment of the status of resettled communities and 
recommendations to address identified risks. The review for 
Mogalakwena was completed in September, with findings 
and recommendations presented to the executive committee 
(exco).
	
Mr Michael Ramatsea (independent social worker) and Mr Kgaotsang Ngoepe (Mogalakwena stakeholder engagement manager)
Based on this review, exco determined that remediation was 
required to address the risks and gaps identified. The focus 
will be on implementing rapid-impact projects in the resettled 
communities. An integrated remediation monitoring and evaluation 
schedule and budgets have been developed against the 
recommendations of the forum review report.
The next steps include implementing an extensive engagement and 
communications plan to disseminate the findings, recommendations 
and remediation plan emanating from the review and structural 
assessments. The initial step included planned engagement with 
the Mapela traditional authority in January 2021. This will be 
followed by further development of the integrated remediation plan 
in partnership with the affected communities. After that, the 
remediation plan will be implemented and progress closely 
monitored. Meeting with Mapela TA postponed due to Covid-19 
restrictions.
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Case study 23:
Community development
Interfaith programme
Stakeholder engagement and communication enables our 
company to drive community agendas in full collaboration with 
our stakeholders. Effective stakeholder engagement is a key 
pillar in our strategy and the Anglo American social way.
As part of our shared value, we continually promote transparent 
and rigorous engagements to co-create social strategies and 
agree on joint roles. Our aim is to find better and more effective 
means to reach and interact with our communities. 
Our lengthy experience in community engagement has 
highlighted the critical role played by church leaders and 
traditional healers in our societies. The interfaith programme 
gives us an alternative community-based structure and systems 
to facilitate dialogue on community development while 
maintaining good and credible relations. In essence, it enhances 
our ability to co-create effective collaborations with our 
communities and co-design lasting solutions to societal 
challenges.
Through our interfaith initiative, we began to address the cultural 
shift of taking time to understand what ‘meaningful existence’ 
means to communities. This is a moral-regeneration intervention 
that promotes engaging with faith leaders and community 
representatives to clarify where Anglo American Platinum could 
support sustainable livelihoods. 
The interfaith programme allows us to adapt and refine our 
approach to community development and improve stakeholder 
participation in decision-making and co-creation of future 
solutions and programmes. 
In 2020, as part of our SLP3 engagements, the interfaith groups 
were among the key stakeholders who participated in shaping 
the SLP3 program. Their participation proved that interfaith 
leaders can be the so-called nucleus of development and 
galvanising force for cohesion. 
Under this programme, we are implementing several key 
initiatives: an interfaith response to gender-based violence, 
Covid-19 interfaith response and leadership, mediation and 
conflict resolution.
To date, the programme’s outcomes and impact include: 
–	Social cohesion: different faith groups under one roof, mixed 
gender, age groups and the recognition of giving the 
voiceless an opportunity 
–	Nucleus for development: for education and moral 
regeneration, 12 projects have been identified and are being 
executed, some with partners and funders 
–	Response to gender-based violence: a GBV needs 
assessment, interfaith awareness of GBV, awareness 
campaigns, training and Covid-19 response for victims of GBV
–	Interfaith response to the pandemic: training and developing 
capacity of 1,217 interfaith leaders and 300 community 
members, distributing 8,000 masks and sanitisers (4,200 litres) 
and distributing 9,000 food parcels
–	Training and capacity development: skills development, 
leadership and character building, moral and purposeful 
leadership, financial skills and first aid
–	Education and conflict resolution: early childhood 
development, education and moral regeneration, conflict 
resolution
–	Networks and stakeholder mobilisation: part of the CEO 
courageous conversations initiative; hosted the Anglo 
American CEO and senior executives from the group and 
Anglo American Platinum; hosted senior leadership from 
Anglo Coal South Africa, Exxaro, Sibanye-Stillwater, Glencore, 
Implats, community leaders and Anglican Church in England.
The interfaith programme has now been successfully rolled out 
to all six operating sites in Anglo American Platinum. We have 
almost 1,300 interfaith leaders (61% traditional healers and 39% 
church leaders) across our host communities, staffed by 30 social 
workers and psychology graduates.
Status of interfaith programme at Anglo American Platinum sites
Condition
Number of interfaith leaders
Operating site
Status
Traditional 
healers
Church leaders
Total 
1
Mogalakwena 
Operational
308
173
481
2
Twickenham
Care and maintenance
127
66
193
3
Der Brochen/Mototolo
Development
68
84
152
4
Polokwane smelter
Operational 
102
52
154
5
Rustenburg 
Operational
98
35
133
6
Amandelbult 
Operational 
57
47
104
Total 
760
457
1,217
	
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Human and social
Case study 24:
Social and relationship continued
Zimele – helping entrepreneurs stand on their own 
feet
Anglo American Zimele has undergone a major realignment in 
the past year – from funder of small and micro-enterprises 
(SMEs) to enabler of growth for these enterprises, in line with the 
group’s purpose to re-imagine mining to improve people’s lives.
Having been identified as an agent of this change, Zimele is 
embarking on a new drive to create sustainable livelihoods and 
empower communities by creating sustainability in business and 
strengthening relationships to create synergies between the 
group, its business units, SMEs in its host communities and 
partners that Zimele works with.
This realignment required adjusting Zimele’s operating strategy 
to focus on coaching and mentoring entrepreneurs (with a 
special focus on the development of youth, suppliers, and local 
enterprises). To create sustainable enterprises and livelihoods, 
market linkages would also be created for participants in these 
programmes while continuing to provide access to finance 
beyond the coaching and mentoring programme.
The strategy is being implemented through three pillars. A major 
part of its implementation is conducted via a partnership with 
Technoserve. The actual work is carried out in hubs set up 
through sponsorship by the four Anglo American business units:
–	Supplier development – leveraging the group’s procurement 
spend across business units and developing small-scale 
suppliers to access other markets
–	Enterprise development – increasing the scale of SME 
development to meet regulation effectively and drive 
transformational change in our host communities 
–	Youth development – providing adequate economic 
opportunities for youth in host communities.
Access to funding is then provided ideally to SMEs participating 
in the programmes with the potential to scale up and create 
jobs. This is done through Absa, our loan-funding partner. 
Identifying and selecting participants is done in collaboration 
with supply chain, social performance and the collaborative 
regional development teams.
Zimele (isiZulu for stand on your own two feet) was established 
in 1989 to develop emerging black businesses, empower 
entrepreneurs and facilitate job creation. Since then, it has 
played a pioneering role in accelerating the pace of change in 
South Africa’s SME market. The revised model of entrepreneurial 
development – through sustainable local procurement activity 
– will have a lasting impact on communities across the country 
through skills development, job creation and thriving businesses.
Progress update
In response to the effect of the Covid-19 outbreak and 
lockdown, Zimele has adapted its service offering to use digital 
platforms to deliver training, mentorship and access to market 
services to programme beneficiaries. Additionally, the advisory 
and mentorship service provided in the hubs has also been 
adapted to deal with immediate challenges faced by the 
businesses. Topics of interest included: cash preservation, 
fast-tracking business digitisation, digital marketing, support 
required with paying outstanding invoices, and support with 
human resources challenges due to cash shortfalls caused by 
lockdown. Zimele also assisted SMEs in host communities to 
apply for the external support grants and loan packages that 
have been launched by government and the private sector.
In the aftermath of the initial lockdown, a loan-payment 
holiday was implemented from April to June to give relief to 
SMEs on the Zimele loan programme from the effects of the 
lockdown on their businesses. 
BluWater Technologies (Pty) Ltd — a 100% black female-owned 
company specialising in innovative water-treatment solutions in 
the mining, industrial, food and beverage sectors as well as 
municipal operations. BluWater is a beneficiary of the Zimele 
supplier development programme in Mogalakwena. 
The company supplies potable water, cooling-water treatment 
and monitoring, process-water filtration and treatment, and 
heat-exchanger condition monitoring to the operations in 
Mogalakwena. Under its current business model, it also offers 
purified water packets and water purification systems to the 
public.
	
Blu Water Technology is a 100% black female-owned company that specialises in 
innovative water treatment and supply solutions
Letona Holdings is another beneficiary of the Zimele supplier 
development programme. Based at Mogalakwena, Letona 
currently has a R16-million contract with Anglo American to 
maintain flotation cells and employs 37 people. The 60% 
woman-owned enterprise specialises in engineering and plant 
maintenance and its areas of work include iron and steelmaking 
plants, smelters and acid plants, and mining and concentrators. 
It has potential to grow further, especially after participating in 
the Zimele programme.
Thuso Projects is a beneficiary of Zimele’s supplier development 
programme in Rustenburg. In June 2019, it was awarded a 
three-year contract to supply building material to the value of 
R5 million at Rustenburg and Mogalakwena. Thuso had 
successfully concluded a three-year, R10.8-million railway 
maintenance project at another mining company, and shortly 
after was awarded a once-off R575,000 tender for road 
and bridge repair over seven days. The projects created 
20 permanent jobs, while the tender employed 29 people for 
its duration.
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Our stakeholders
Key issues
Refer to map on page 120 
 for key issues, and detailed discussion in the integrated annual report.
Our approach to meaningful engagement
We are committed to working with our stakeholders to understand their legitimate needs and concerns and integrate these into 
our business to create an organisation that is sustainable and shares the value generated. This means we need to stay abreast of 
ever-changing relationships in our diverse group of stakeholders.
We believe building quality relationships rests on recognising key factors: 
–	A relationship is only sustainable if it provides benefits to both parties (sharing value)
–	Clear, consistent communication is the operating framework in building and maintaining quality relationships. 
Our business relies on diverse stakeholders and they rely on us to meet certain needs. We engage with these stakeholders in numerous 
ways to understand their legitimate needs and communicate our goals, creating relationships of mutual benefit.
In 2016, we mapped our stakeholders in a comprehensive process to ensure we were aware of organisations and individuals with an 
interest in our operations. This insight has enabled us to improve future engagements. 
A summary of key stakeholder engagements in 2020 is shown below and detailed in our integrated annual report.
 
  Strong      
  Cordial      
  Weak
Government 
Quality of relationship
How we engage
Why we engage
We engage constructively at all levels, directly and 
through industry bodies such as the Minerals Council. 
Key issues include: 
–	Financial state of platinum sector
–	Compliance with mining licence and related 
requirements
–	Labour relations and safety
–	Contribution to national developmental priorities 
(job creation, skills development, public health, 
and economic and socio-political transformation) 
–	BBBEE legislation
–	Taxation policy, including royalties and carbon taxes
–	Company developments, including strategy
–	Social licence to operate.
In Zimbabwe, we face uncertainty on indigenisation. 
We maintain regular contact with government 
officials, ensure full legal and regulatory compliance 
in a changing environment, and invest in community 
and social development initiatives.
Engaging effectively and openly with government 
at all levels is essential to unlocking value. We have 
a responsibility to understand the expectations of 
government and to be clear about what we, as a 
company, need to do to succeed. We also believe 
that, in turn, governments have a responsibility to 
listen to aspects affecting our business, engage with 
us and create an environment in which our industry 
can make a positive long-term difference to those 
countries. 
Many of our social projects can only succeed if we 
engage with government and align our projects to 
broader goals for the country. 
The way companies are run determines more than just 
their financial performance. If run well, they contribute 
to the prosperity of the country and their host 
communities.
We engage with government, host municipalities 
and the regulator on aligning appropriate projects 
for host communities. 
	
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137

Human and social
Social and relationship continued
 
  Strong      
  Cordial      
  Weak
Entrenching compliance
Quality of relationship
How we engage
Why we engage
Regulatory uncertainty is an ongoing risk that we 
address through active engagement, both as a 
member of the Anglo American group and through 
the Minerals Council. Regulatory matters on a 
specific material issue are discussed in the relevant 
section of this report or cross-referenced to our 
integrated annual report.
We believe pursuing the highest levels of compliance 
is an opportunity for Anglo American Platinum: by 
adhering to regulation, legislation, voluntary codes 
and social compacts, we ensure our business 
practices are conducted responsibly, which in turn 
benefits the areas in which we operate.
While we strive to meet legal compliance obligations, 
we aim to go beyond mere box-ticking to make a 
substantive difference.
In South Africa, companies are governed by a broad 
range of legislation and regulation, some generic to 
the business world and some specific to mining.  
Mining and exploration permits are issued under the 
MPRDA that governs technical and socio-economic 
issues. In addition to complying with all applicable 
legislation, we also comply with voluntary codes 
and guidelines (page 143  ) to manage the social 
and environmental risks of mining.
Partnering to align goals
We aim to work with government stakeholders to 
ensure regulatory and legislative developments 
are balanced and promote long-term investment 
and industry competitiveness in the international 
marketplace.
South Africa is a well-developed mining jurisdiction, 
with comprehensive legislation. 
We continue to partner with government in 
contributing to the goals of the national development 
plan (NDP) as well as the UN SDGs, in collaboration 
with the office of the deputy president. We work 
with government’s integrated development plans 
at provincial and local level. Given the challenge of 
aligning our projects to maximise benefits for intended 
recipients, we focus on working across departments 
internally and aligning projects across multiple 
government departments.
Suppliers
Engagement with a large mining supplier included 
quarterly meetings on key sustainability matters.
Anglo American Platinum makes a valuable 
contribution to South Africa’s transformation, 
economic growth and empowering local businesses 
through inclusive procurement and supplier 
development as well as industry-wide enterprise 
development. Refer pages 139 and 140 
 for detailed 
discussion.
We support the principles of the Extractive Industries Transparency Initiative on disclosing payments. In 2020, R9.7 billion 
was paid to the South African government as taxes and royalties (2019: R5.2 billion); and R450.1 million (USD equivalent) 
to the Zimbabwean government (2019: R199.2 million).
We do not support any political party and make no political donations.
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Anglo American Platinum has in recent years made a significant 
contribution to our country’s transformation and economic growth 
by empowering local businesses through inclusive procurement 
and supplier development, as well as industry-wide enterprise 
development. 
FY20 was a challenging year for all because of Covid-19, and 
subsequent lockdowns to mitigate associated risks. The 
communities around our operations had to implement mitigation 
measures rapidly to protect the frail and create a safe educational 
environment at schools. The Anglo American Platinum supply chain 
teams, working with the social performance function, initiated the 
vendor partnership programme in May 2020 to collaborate with 
some key suppliers to support our communities in their efforts to 
prepare for the steadily rising rate of infections in South Africa. In 
total, 55 vendors participated in helping us roll out support to our 
communities valued at R1.93 million. In addition, we sourced cloth 
masks manufactured by host communities valued at R546,000 and 
distributed these to local schools. 
Through our concerted focus and inclusive procurement initiatives, 
we performed very well against the requirements of MCIII: 
	
– Mining goods*:
	• 47% Historically Disadvantaged Persons (HDP) procurement 
owned (>51% black owned), target is 21%
	• 66% BEE-compliant procurement (>25% black owned), 
BEE target is 44% 
	• 10% women and youth-owned procurement, target is 5%
*	 Mining goods figures exclude SABS verification of local content
	
– Services 
	• 94% BEE-compliant procurement, (>25% black owned), 
target is 10% 
	• 69% HDP-owned procurement (>51% black owned), 
target is 50%
	• 13% women-owned procurement, target is 15% 
•	 5% youth-owned procurement, target is 5%. 
We always consider the impact of our operations on immediate 
communities. Given our focus on empowering these communities, 
we are pleased to report total procurement of R3.8 billion with our 
host-community suppliers, which includes R2.3 billion spent with 
our doorstep suppliers in 2020.
In promoting empowerment initiatives, we concentrate on 
black-owned, women-owned and youth-owned entities, host 
communities as well as promoting in-country manufacturing and 
assembly of goods.
Offering greater business and development opportunities to these 
suppliers supports our vision of helping more people access diverse 
opportunities, even after our operations have ceased. 
Key focus areas going forward include:
	
– Higher visibility and medium-term window on procurement 
pipeline, relating to preparation of host communities for 
procurement opportunities
	
– Digitalisation — online platforms for inclusive procurement (IP)
	
– Growing technical enablement support for host-community 
suppliers
	
– Extending our supplier development programme into Polokwane 
and Far Eastern Limb (Modikwa and Mototolo)
	
– Implement a solution for local-content verification for mining 
goods.
Supply chain — beyond compliance
	
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Human and social
Case study 25:
Social and relationship continued
Local supplier and Mogalakwena build mutually 
beneficial relationship
In the year since Kele Engineering and Construction (KEC) began 
its three-year R37.7-million contract with Mogalakwena complex, 
both parties have improved operations through a mutually 
beneficial relationship. 
When KEC was awarded the contract to maintain and repair 
air-conditioning systems in mobile equipment, it set out to 
improve the availability of the operation’s vehicle air-
conditioning systems, reducing breakdowns and downtime.
Based in Mahwelereng (one of Mogalakwena’s host 
communities), KEC is a level 1 BEE, woman-owned business that 
prides itself on service delivery, and the continuous development 
of its employees. Its 18-strong Mogalakwena crew all hail from 
host communities and within the first year of this contract, KEC 
promoted two of its technicians to foreman and site manager. 
The company is led by Kgaugelo Mogapi, managing director and 
majority shareholder, and director Nkosinathi Tshuma. Mogapi, 
who is from Mahwelereng, founded KEC in 2018. A dynamic 
woman with a master’s degree in human resources management 
from the University of Johannesburg, she has 20 years’ 
experience in leading and growing organisations in the mining 
and engineering industries. Tshuma is a professional mechanical 
engineer with 18 years’ experience in the mining industry. 
KEC’s vehicle air-conditioning contract was one of our inclusive 
procurement opportunities ring-fenced for Mogalakwena’s 
host communities. This service was previously performed by 
a non-host community supplier. 
Mogapi is passionate about people development, especially 
when it comes to local talent. With her strong human 
development acumen, Mogapi continuously identifies individuals 
for development and says KEC will continue to ensure 
professional growth for the host community members it employs. 
Meanwhile, Tshuma, applies his engineering knowledge and 
experience to providing technical guidance to the KEC team 
to enable them to develop their technical skills and excel in 
their service delivery to Mogalakwena. 
The directors work to motivate the crew by working with them to 
carry out analysis of breakdowns and to develop actions plans 
to mitigate them. 
Monthly review meetings see the KEC and mining engineering 
teams reviewing performance and setting objectives to 
continuously improve quality. These objectives are implemented 
monthly and tracked to ensure efficiency and effectiveness of 
the service provided by KEC.
Highlights of KEC’s Mogalakwena success story
	
– Efficient transition: KEC ensured the change-over would not 
affect Mogalakwena’s operational objectives, or the safety 
and health of its employees. KEC worked closely with the 
previous contractor and employed some of its crew to mitigate 
job losses in host communities and ensure continuous service 
	
– Clean safety record: no reportable SHE incidents. The team 
performed well in all internal and external audits on SHE 
compliance 
	
– Smooth transition between cold and hot seasons. To mitigate 
significant fleet stoppages due to seasonal changes, KEC 
reviewed past challenges and developed plans to resolve 
these, such as enhancing preventive maintenance, operator 
engagement and spares preparedness 
	
– Ensuring crew availability by investing in transport for the 
commute between their villages and the complex. 
Looking ahead
	
– KEC is developing an employee incentive scheme that includes 
quarterly bonuses, to further motivate employees to work 
safely and effectively 
	
– It is finalising a technical skills development programme – 
each employee will have a customised development plan that 
includes training
	
– Over the last two years of its contract, KEC plans to establish 
a training academy to develop up to six young people, from 
Mogalakwena’s host communities, into air-conditioning 
technicians. Academy participants will also benefit from 
practical work exposure at the complex. 
supply chains are driven by our values and supported by our code 
of conduct – because it is the right thing to do, not solely for the 
sake of compliance.
Globally, there are growing expectations for businesses to be more 
transparent when procuring goods and services, while managing 
sustainability risks. These range from modern slavery, child labour, 
workplace conditions to poor environmental management. 
Sustainability or ESG is central to our strategy, and we have made 
several commitments to ethical value chains under the trusted 
corporate leader pillar of our sustainable mining plan. 
Our responsible sourcing programme prioritises ethical decisions 
when purchasing goods and services. We are committed to working 
with suppliers that comply with applicable laws, while striving for 
zero harm to people, society and our environment. This commitment 
ensures we work with suppliers that share these values, supporting 
them in identifying and addressing sustainability issues in their own 
supply networks.
Enterprise and supplier development (Anglo American Zimele)
We support host-community suppliers through our specialised 
Anglo American Zimele project (refer page 130 
). Zimele provides 
mentorship support to SMEs in our host communities to improve 
their capacity to supply quality goods and services (supplier 
development) and help others to develop businesses not linked to 
our wider group (enterprise development). The Zimele model focuses 
on delivering four key services: mentorship and advisory; enabling 
access to markets; SME loan funding; and hub management. 
Through this, we were able to:
	
– Provide funding to 15 enterprises (through 18 transactions) 
valued at R23.1 million in 2020
	
– Supported 3,044 jobs through the mentorship programme.
Responsible sourcing
We remain committed to building a culture that respects and values 
the human rights of employees, communities and people who 
contribute to our supply chains. Our initiatives in building responsible 
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Responsible sourcing
2020
2019
2018
Self-assessment questionnaires completed
28
109
72
Suppliers audited (third party)*
3
22
28
SMMEs trained on responsible sourcing risk**
162
76
49
*	 Due to movement restrictions and quarantine measures during Covid-19, we reduced the targeted number of self-assessments and on-site supplier assessments, deferring these until
	
risk and infection levels decrease. 
**	Delivered through virtual sessions, see supplier capacity building below.
Identifying risk in the supply chain
We have updated our supplier onboarding process to include 
mandatory acknowledgement of responsible sourcing requirements 
and additional checks for our suppliers. While the nature of these 
checks varies between regions, they typically include legal and 
compliance-related checks, security-related checks and third-party 
‘adverse media’ screenings.
We continue to review and update supplier contract templates and 
other legal instruments to include core requirements, consistent with 
our standard. 
Using a risk heatmap
Recognising the need for proactive supplier engagement, and to 
focus on suppliers with higher potential for sustainability risk, in 2018 
we established a responsible sourcing heatmap that integrates 
categories of supply with heightened risk potential (such as human 
rights violations), country of origin, the degree of regulation in 
certain industries, and the extent to which goods or services rely 
on manual labour. 
Through tools like the heat map, we are able to classify suppliers 
by degree of potential risk. Our due-diligence work then focuses 
on suppliers with high and medium-high risk potential.
Nominating risk suppliers
While the heat map provides a view of potential supplier risk, 
sometimes suppliers who pose potential for risk may be de-
prioritised when supplier-specific filters are applied strictly (for 
example, suppliers located in low-risk territories or with low levels of 
expenditure). Our internal awareness programmes are designed to 
help colleagues within Supply Chain to identify and flag potential 
sustainability-related risks posed by suppliers.
Sustainability risk assessment scope and targets
Transparency of responsible sourcing materials
We have posted several resources on the group website, including: 
the responsible sourcing standard for suppliers; summary video 
for suppliers; downloadable version of the self-assessment 
questionnaire; and a frequently asked questions document that 
details procedures and requirements. Our third-party assessment 
approach has been designed to recognise and integrate a series 
of existing audit protocols. These resources can be accessed by any 
third party, including prospective and current suppliers, to better 
understand our minimum legal and responsible-sourcing 
requirements. 
Self-assessment questionnaires
Following the Covid-19 outbreak, the targeted number of self-
assessment questionnaires required by suppliers were reduced as 
we acknowledge that supplier businesses may have been disrupted. 
Suppliers identified as potential risk were requested to complete 
self-assessment questionnaires. The outcomes gave both suppliers 
and Anglo American Platinum insights on workplace practices, 
supported the identification of potential risk and provided guidance 
on legal requirements and our standard.
As in prior years, the 2020 sample included multinational suppliers, 
on-site contractors, security service providers and host community 
suppliers. This supports our aim of a balanced view of risk over a 
diverse supplier base.
These self-assessments confirmed that most large-spend suppliers 
understand responsible-sourcing risk areas and have typically 
established practices to manage key risks, including those related 
to human rights and modern slavery. Contractors based on group 
sites, including security-services providers, demonstrated 
compliance with relevant legal and site requirements. Smaller 
suppliers, including host community-based entities, often have 
difficulty in demonstrating procedures and practices linked to core 
legal requirements. To address this, we have intensified our focus 
on supplier capacity building.
Independent third-party on-site assessments
Where we identify a higher likelihood of risk through self-
assessments, we request suppliers to undergo on-site assessments 
by independent third parties. Acknowledging the cost implication of 
on-site assessments, especially for our host-community suppliers, 
we subsidise related costs. To supplement this risk-based approach, 
we also nominate some suppliers on a sample basis for on-site 
assessments.
We have several policies and standards that support our 
commitment to conducting business with integrity, combatting 
modern slavery both in our business and across our supply chain 
and working towards zero harm. The policies are available on the 
Anglo American website: 
	
– Code of Conduct
–	Human rights policy
–	Business integrity policy
–	Responsible sourcing standard for suppliers
–	Anglo American Social Way 
	
– The SHE way policy.
Responsible sourcing standard for suppliers
Our responsible sourcing standard for suppliers details our 
expectations of existing or prospective suppliers. 
Available in English, Chinese, Spanish and Portuguese, the standard 
provides guidance on:
	
– Protecting safety and health
–	Protecting the environment
–	Respecting labour and human rights (including modern slavery)
–	Contributing thriving communities
	
– Conducting business fairly and with integrity.
Through a combination of self-assessments, third-party audits 
and bespoke capacity-building programmes, we support suppliers 
to flag potential risks and improve their management controls. 
Where risks are flagged, corrective actions are agreed and 
monitored. In some cases, additional guidance and bespoke 
capacity development programmes are provided to reduce risk.
	
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Human and social
Social and relationship continued
Executive and board committee engagement
Increasingly, large-value contracts that were taken to the Anglo 
American Platinum leadership and board for approval required 
numerous information points, assurances and recommendations 
for suppliers based on potential for sustainability-related risk. 
In Anglo American Platinum, eight large contracts required firm 
positions and responsible-sourcing targets – these contracts 
included transportation, contract mining and mining equipment 
supply. 
Supporting our suppliers 
Providing guidance on emerging modern slavery and sustainability 
risk
At the onset of Covid-19, we communicated key messages to 
suppliers on the heightened likelihood of modern slavery risk in their 
supply bases, including the types of indicators that needed to be 
observed. This was used as a best-practice case study by Minerals 
Council Australia in its report, Guidance on modern slavery risk 
during Covid-19, published on 26 October 2020.
Virtual supplier capacity development
Due to increased likelihood of Covid-19 infections, we were unable 
to continue with our current model, which was piloted and rolled 
out in Anglo American Platinum from 2017. 
To continue our learning programmes with suppliers, we developed 
and hosted 36 virtual training events between September and 
November 2020, with 162 suppliers to Anglo American Platinum 
registering for these sessions. 
These sessions were delivered by a third party to provide structure. 
We developed 12 custom modules, three of which were focused 
on human rights and modern slavery. The balance included legal 
compliance requirements covering working hours, compensation, 
employee contracting and grievance management.
Risk management measures
Remediation and corrective action plan management
In cases where self-assessment or on-site assessment identifies 
areas of risk, we expect suppliers to develop realistic corrective 
plans, then communicate details to Anglo American Platinum. 
Where high-risk issues are identified, including any related to 
modern slavery, we engage directly with affected suppliers to 
monitor the close-out of issues. This may entail several additional 
follow-up third-party assessments.
We are continually enhancing our ability and the speed at which we 
can detect and respond to potential responsible-sourcing incidents. 
This includes raising our internal awareness of related risk, faster 
mobilisation of third-party on-site assessment and response teams 
to conduct investigations and reviewing our supplier engagement 
and escalation processes. Refining this process is a focus for 2020.
Whistleblowing
Our independently managed YourVoice facility is a confidential and 
secure means for our employees, contractors, suppliers, business 
partners and other external stakeholders around the world to report 
concerns about conduct that is contrary to our values or legal 
requirements. Complaints can be submitted anonymously and are 
handled by an independent third party. We do not tolerate any form 
of retaliation against individuals raising concerns in good faith.
Integrating ESG in our supply chain management strategy and 
internal engagement 
Our vision is to be part of a value chain that reinforces positive 
human rights – a critical element of our sustainable mining plan. 
Our supply chain function has therefore initiated a process to 
‘innovate supply, responsibly’ through defined outcomes focused on 
safety, people, sustainability, value delivery and digitisation. 
Underpinning these desired outcomes are our supplier partnerships. 
Responsible-sourcing targets and measures form a key part of that 
commitment. These are tracked and presented regularly to our 
head of supply chain and the Anglo American supply chain 
leadership team.
In partnership with our group international and government 
relations team, we delivered nine virtual sessions to the supply chain 
team on human rights and forced labour. Nearly 600 colleagues 
across Anglo American attended these sessions between November 
and December 2020.
To raise the internal profile of our responsible sourcing programme 
and build cross-functional partnerships, work was presented at 
numerous forums including: the ethics, transparency and 
accountability working group, our marketing function and the 
human rights working group.
Advocacy
A collaborative approach is critical in tackling sustainability issues. 
To meet the ethical value-chain goals in our sustainable mining 
plan, we have participated in several global forums, such as the 
responsible sourcing working group and other ICMM initiatives. 
Our work with these bodies involves benchmarking activities in 
peer mining and extractive companies; engaging with stakeholders 
including community activist groups; and learning from examples 
of other industries, such as electronics and apparel, where common 
industry standards have already been established.
In South Africa, we presented modern slavery and responsible 
sourcing at the Minerals Council human rights framework event 
in July 2020.
We recognise this process as a positive initiative that will enable 
us to solicit feedback and learn from others’ good-practice 
innovations. Equally, collaborative efforts with our partners and 
suppliers will improve transparency, due diligence and promote 
collective global activities against modern slavery and trafficking.
Respecting human rights
Human rights describe rights inherent to all human beings and 
to which everyone is equally entitled without discrimination on 
ethnicity, religion, language, gender, colour or any other basis. 
We are a signatory to the United Nations Global Compact.
Anglo American Platinum has a zero-tolerance approach to child 
labour or forced labour.
Respect for human rights is a non-negotiable value enshrined in 
Anglo American’s core values, human rights policy and the Anglo 
social way policy. These were drafted in line with the UN guiding 
principles on business and human rights (UN guiding principles). 
They guide behaviour at our operations in South Africa and 
Zimbabwe in a way that respects the human rights of our 
employees, host communities and business partners.
To ensure compliance with the UN guiding principles and the Anglo 
social way, external training on human rights and due-diligence 
assessments are conducted annually.
In addition, in-depth due-diligence assessments were conducted 
at all sites in 2017 by external human rights experts to capacitate 
sites on managing related issues. This identified specific impacts, 
evaluated the effectiveness of existing management measures and 
identified additional measures where required.
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Human rights – policy
Anglo American Platinum has a comprehensive policy on human 
rights and related framework, with identified risks, vulnerabilities and 
commitments monitored internally. The latest version of the Anglo 
social way (3.0), launched in January 2020, now integrates human 
rights across the entire social performance management system 
at Anglo American Platinum. Of particular interest is the shift in 
focus beyond business risk to include impacts of the business and 
its operations on communities. 
Human rights – due-diligence process
All owned and JV operations undergo an intensive due-diligence 
process as part of the Anglo social way assessment. All operations 
are expected to carry out internal due-diligence reviews every 
quarter and undergo external reviews twice a year. The human 
rights requirement is tested on the identification and management 
of human rights issues. All sites are expected to demonstrate 
evidence, which is reviewed by external auditors.
Human rights – assessment
The Anglo social way assessment is conducted by an external 
independent auditor and it audits potential human rights violations 
to determine if our business units are continually identifying related 
risks and vulnerabilities as operational issues change.
Human rights training
Human rights training is embedded in our operations and joint 
ventures. Training has been conducted by external service providers 
and includes all operational teams and contractors. This topic is 
also embedded in the annual code of conduct training and safety 
induction process that all employees and contractors undergo 
being given access to operational sites.
Human rights – disclosure
Anglo American Platinum publicly discloses its human rights 
commitment as a signatory to the United National Global Compact 
(see page 143 
). Disclosures align with the group core values and 
Anglo social way, in turn aligned with the UN guiding principles. 
Each site has undertaken the human rights due-diligence process 
to identify and manage associated risks. 
Monitoring and auditing
The identification, monitoring and overall management of human 
rights issues are part of the Anglo social way, with compliance 
audited annually for all Anglo American Platinum sites.
Grievance remedies 
Anglo American Platinum operations have site-specific grievance 
mechanisms to report social incidents and grievances. The reporting 
and management of social incidents and grievances are assessed 
annually through the social way audits.
Security and human rights
As a corporate participant, Anglo American Platinum has long 
committed to upholding the UN voluntary principles on security and 
human rights.
A due-diligence process was conducted in 2017 to identify and 
manage the most critical issues that may have human rights 
impacts from a security perspective. This was followed by training 
in late-2018 on the UN voluntary principles, a global collaboration 
by governments, major multinational extractive companies and 
NGOs to provide guidance to companies on tangible steps to 
minimise the risk of human rights abuses in communities near 
extraction sites. Security personnel attended training on these 
principles in 2019 to enhance their skills in conflict analysis and 
management. Onsite training was conducted during the course 
of 2020. 
We continue to focus on security-related human rights issues in 
South Africa and Zimbabwe by managing potential risks at our 
operations and in the broader communities where we operate.
Voluntary codes to which Anglo American 
Platinum is committed
–	International Council on Mining and Metals (ICMM) maximises 
the contribution of mining, minerals and metals to sustainable 
development. Anglo American is a founding member and Anglo 
American Platinum has adopted and complies with the ICMM’s 
10 principles for sustainable development
–	We support the UN guiding principles on business and 
human rights aspects. These are incorporated into our 
policies and management systems, but we need to enhance 
implementation and continue to integrate the principles into 
our operations
–	Anglo American is a member company of the UN Global 
Compact and Anglo American Platinum therefore complies with 
the compact’s principles
–	Anglo American is a member company of the voluntary 
principles on business and human rights (VPSHR) and Anglo 
American Platinum complies accordingly. These principles 
guide companies in maintaining the safety and security of their 
operations in an operating framework that encourages respect 
for human rights
–	The Extractive Industries Transparency Initiative (EITI) is 
a global standard promoting the transparent and accountable 
management of natural resources. Anglo American Platinum, 
as a member of the Anglo American group, is a supporting 
company and complies with the principles of the initiative. 
Mining charter III
In September 2018, the minister of mineral resources published 
the final version of the revised broad-based black economic 
empowerment charter for the South African mining and minerals 
industry (MCIII). The new charter came into effect immediately and 
is purportedly published under section 100(2) of MPRDA.
This long-awaited announcement was welcomed by the Minerals 
Council, Anglo American and other industry stakeholders for 
providing much-needed regulatory certainty for the sector. 
The South African mining and natural resources sector has been 
widely recognised as a significant contributor and potential further 
contributor to growth and transformation in South Africa for the 
benefit of all citizens.
MCIII contains far-reaching changes and introduces more onerous 
compliance obligations than those stipulated in previous versions. 
It continues to emphasise the need for increased participation 
of black people HDP at ownership, board and managerial levels of 
businesses, with more focus on including procurement opportunities 
for businesses owned by women and youth. MCIII also focuses 
strongly on creating South African manufacturing capability by 
including local-content requirements in the procurement scorecard.
The broad-based socio-economic empowerment charter, which 
is a requirement of the MPRDA, serves as a legislative guideline 
on how and what the business is required to do to accelerate 
representation of HDPs at different occupational levels and HDP 
participation in the mainstream economy.
Anglo American Platinum submits mining charter progress reports 
to the DMRE as required by the MPRDA. Each mining rights holder 
and permit licence holder is required to submit an annual report 
detailing the extent of compliance with the provisions of section 
28(2)(c) of the charter contemplated in section 100 of the social 
and labour plan. 
The next round of reports will be submitted to DMRE on 
31 March 2021. 
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
143

Governance
Leadership and governance
Our board
Nombulelo Moholi (61)
Chair remuneration and social, ethics and 
transformation committees
Seven years on the board 
Core skills: strategic planning, industrial 
sector experience, senior corporate 
leadership experience, domestic affairs, 
strategic thinking and analysis, building 
and leveraging relationships, openness of 
communication, learning agility. 
Committee memberships
 R  SD   S   G
Peter Mageza (66)
Lead independent director, chair 
governance committee
Seven years on the board
Core skills: strategic planning, global 
perspective, financial and commercial 
experience, senior corporate experience, 
domestic affairs, strategic thinking and 
analysis, problem-solving, building and 
leveraging relationships, openness of 
communication, learning agility.
Committee memberships
A   G   N
John Vice (68)
Chair audit and risk committee
Eight years on the board
Core skills: strategic planning, financial 
and commercial experience, strategic 
thinking and analysis, building and 
leveraging relationships, openness of 
communication.
Committee memberships
A   G  SD
Dhanasagree Naidoo (48)
Independent non-executive director
Seven years on the board
Core skills: strategic planning, financial 
and commercial experience, senior 
corporate leadership experience, domestic 
affairs, strategic thinking and analysis, 
problem-solving, building and leveraging 
relationships, openness of communication, 
learning agility.
Committee memberships
A   G   R
Thabi Leoka (41)
Independent non-executive director
Joined July 2020 
Core skills: strategic thinking and analysis, 
problem-solving, building and leveraging 
relations, openness of communication, 
people development, learning agility, 
strategic planning, global perspective, 
financial and commercial experience.
Committee memberships
 G   R   S
Roger Dixon (70)
Independent non-executive director
Joined July 2020 
Core skills: strategic thinking and analysis, 
problem-solving, building and leveraging 
relationships, openness of communication, 
people development, learning agility, 
strategic planning, mining, mining 
technology, global perspective.
Committee memberships
 G  SD
Independent non-executive
Board committees on page 155.
* Definitions of directors core skills are contained on page 154 
.
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4
5
Chris Griffith will step down as CEO and is succeeded by Natascha Viljoen with effect from 16 April 2020.
Norman Mbazima (62)
Chairman
Two years on the board
Core skills: strategic planning, global 
perspective, financial and commercial 
experience, senior corporate leadership 
experience, strategic thinking and analysis, 
problem-solving, building and leveraging 
relationships, openness of communication, 
people development, learning agility.
Committee memberships
 N   R  SD   S
Stephen Pearce (57)
Non-executive director
Three years on the board
Core skills: strategic planning, global 
perspective, financial and commercial 
experience, senior corporate leadership 
experience, problem-solving.
Mark Cutifani (62)
Non-executive director
Seven years on the board
Core skills: strategic planning, mining, 
mining technology, global perspective, 
senior corporate leadership experience, 
strategic thinking and analysis, building 
and leveraging relationships.
Committee memberships
 N
Board committee membership
A  	Audit and risk committee
 G  	Governance committee
 N  	Nomination committee
 R  	Remuneration committee
SD  	Safety and sustainable  
  	 development committee
 S 	Social, ethics and transformation 	
	
	
committee
  	Chair of committee
Tony O’Neill (63)
Non-executive director
Seven years on the board
Core skills: strategic planning, mining, 
mining technology, industrial sector 
experience, global perspective, strategic 
thinking and analysis, problem-solving.
Non-executive
Craig Miller (47)
Finance director
Two years on the board
Core skills: strategic planning, financial 
and commercial experience, sales 
and marketing, sustainability, global 
perspective, strategic thinking and analysis, 
problem-solving, people development.
Natascha Viljoen (50)
Chief executive officer
Joined 16 April 2020
Core skills: strategic planning, mining, 
mining technology, senior corporate 
leadership experience, strategic thinking 
and analysis, problem-solving, sales 
and marketing, sustainability, global 
perspective.
Committee memberships
SD
Executive
	
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Governance
Our governance philosophy 
The board is committed to the highest standards 
of corporate governance and has applied King IV 
throughout its structures. It exercises effective 
and ethical leadership to give effect to its 
strategy and ensures accountability for the 
company’s performance. 
We believe good governance promotes our 
required outcomes of ethical culture, good 
performance, effective control and legitimacy.
The board is the focal point for and custodian of 
the company’s governance framework. Our 
governance universe (overleaf) illustrates how the 
pillars of value are governed via four governance 
segments – board, finance, risk, social and 
sustainable – in support of our strategy and 
purpose. The elements in each segment are 
governed by appropriate processes, systems and 
resources to ensure we achieve our governance 
outcomes.
IV
Capitals
Governance elements of the business model and value-creation process
Board committees are shown on page 155
Natural
Manufactured
Social and 
relationship
Intellectual
Financial
Human
Creating sustainable value through good governance
Philosophy and approach
Our governance framework ensures that all aspects of our business are managed to achieve our desired 
governance outcomes. This framework informs our governance universe (application of relevant King IV principles 
are noted in each governance pillar as IV 10, etc).
Leadership and governance continued
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Governance universe
Governance outcomes
	
– Sustainability strategy
	
– Social way and performance
	
– Safety and health
	
– Environment
	
– Stakeholder engagement and 
communication
	
– Transformation
	
– Human resource development
	
– Technical mining standards
Purpose, 
strategy 
and 
values
	
– Board structure
	
– Memorandum of incorporation and 
charters
	
– Board evaluation
	
– Succession planning and rotation
	
– Key policies
	
– Board organisational culture and ethics
	
– Compliance with key legislation
	
– Remuneration and reward
	
– Key performance indicators
	
– Planning and budget
	
– Operational performance
	
– Asset reliability
	
– Internal controls
	
– Capital allocation
	
– Monitoring and evaluation
	
– Funding and evaluation
	
– IT governance
	
– Taxation
	
– Outlook
Financial 
governance
IV 10, 12, 15*
Board 
governance
IV 1, 9, 13, 14*
Social 
and 
sustainable 
governance
IV 16*
	
– Risk management
	
– Operational risk assurance
	
– Internal audit
Risk 
governance
IV 11*
Ethical 
leadership
Good 
performance
Effective 
control
Trust and 
legitimacy
Our capitals are fundamental to how we manage all aspects of our business to achieve 
our purpose and strategy
*  King IV principles applied.
	
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Governance
Leadership and governance continued
The board and platinum management committee (PMC) focus on 
creating shared value by living up to our purpose and ensuring 
our business model remains relevant and sustainable. We do so by 
monitoring our external environment, the availability/quantum 
of capital inputs and stakeholder needs, which all feed into our 
strategy. Underpinned by good governance – fully aligned to 
King IV – each strategic initiative (pages 2 to 3 
) enables Anglo 
American Platinum to focus on conducting operations safely and 
responsibly while achieving our financial targets.
Leadership, ethics and corporate citizenship
Leadership
Principle 1: The board leads ethically and effectively
Anglo American Platinum is committed to a policy of fair dealing 
and integrity in conducting its business. This commitment, actively 
endorsed by the board, is based on a fundamental belief that 
business should be conducted honestly, fairly, legally and 
responsibly. The board expects all employees to share its 
commitment to high moral, ethical and legal standards and sound 
business principles.
The primary role of the board is to display effective leadership 
by retaining full and effective control of the company and its 
governance responsibilities. This includes providing strategic 
direction and giving effect to strategy by approving policy, plans, 
frameworks and structures to create sustainable value for the 
benefit of all stakeholders, overseeing implementation and 
demonstrating accountability and transparency through disclosure. 
In fulfilling its primary role, the board discharges the following 
responsibilities:
	
– Ethical leadership and corporate governance 
	
– Approving strategy, overseeing implementation and performance 
	
– Information technology governance
	
– Financial performance 
	
– Risk governance 
	
– Compliance
	
— Stakeholder relationships.
Organisational ethics
Principle 2: The board oversees the ethics of the organisation in a way that supports the establishment of an ethical culture
The board has adopted a number of key policies that provide guidelines on how ethics should be approached by Anglo American Platinum 
and its stakeholders:
Our values
Code of conduct and business integrity
Declarations and conflicts of interest 
and related-party transactions
Fundamental to its oversight role, the 
board ensures Anglo American Platinum 
abides by its values, as well as the letter 
and spirit of King IV:
Safety
All injuries are preventable; by working 
together, we can make safety a way 
of life
Care and respect
We always treat people with respect, 
dignity and common courtesy – 
regardless of their background, lifestyle 
or position. And we're building trust 
through open, two-way communication 
every single day
Integrity
Taking an honest, fair, ethical and 
transparent approach in everything 
we do
Accountability
We take ownership of our decisions, our 
actions and our results, We deliver on our 
promises and acknowledge our mistakes. 
Above all, we never pass blame
Collaboration
We are one company with a joint 
ambition – all working together to make 
decisions and get things done more 
effectively
Innovation
Challenging the way things have always 
been done is a key priority for us. By 
actively developing new solutions, 
encouraging new ways of thinking and 
finding new ways or working, we are 
dramatically improving the business
During the year, our code of conduct was refreshed to 
ensure its content was up to date and fit for purpose, 
in line with the group's refreshed values introduced 
last year. The code represents our values in action 
and defines us as a company by bringing our ethical 
policies and principles together in one place. It 
defines what we expect from leadership and our 
employees through every level of the organisation. 
It sets the standard for how we should deal with third 
parties, understanding that any gap between what 
we say and what we do has the potential to damage 
our reputation and our social licence to operate.
Mandatory code-of-conduct training took place in 
Q4 2020. Mandatory business integrity training was 
also provided to people in roles exposed to higher 
business integrity risks, particularly interactions with 
government/public officials, use of intermediaries 
and developing new business.
The internal business integrity committee has 
been reconstituted as the compliance and ethics 
committee. Its purpose is to assist the board in 
fulfilling its oversight responsibilities in all areas of 
compliance and ethics. The committee ensures that 
the company's policies and approach to compliance 
and ethics are adequate and effective. It is chaired 
by the finance director and attended by executives 
and senior managers, convening quarterly to review 
the following responsibilities:
–	Progress of compliance programmes
–	Progress of awareness/training initiatives
–	Discuss relevant breaches of conduct involving 
preventive work and Your Voice investigations 
(only when necessary)
–	Governance updates (policies, standards, 
procedures)
–	Projects/group initiatives
–	Ad-hoc compliance and ethical issues.
Each quarter, the company obtains 
details from directors on external 
shareholdings and directorships that 
may create conflicts of interest while 
serving as Anglo American Platinum 
directors. The declarations are closely 
scrutinised by the chairman and 
company secretary and tabled at each 
quarterly board meeting. Where a 
conflict arises, directors must recuse 
themselves from discussions. As far as 
possible, the company requires directors 
to avoid potential conflicts of interest.
Anglo American Platinum' majority 
shareholder is Anglo American plc, which 
owns 78% of our issued share capital. 
Anglo American plc provides technical 
and sustainability advisory and support 
services that are critical to Anglo 
American Platinum being able to 
operate sustainably. These services are 
provided under a master services 
agreement and the governance 
committee oversees and monitors the 
relationship with our major shareholder.
In particular, the committee considers 
and advises on:
–	Related-party transactions and 
funding arrangements with the major 
shareholder
–	Any unresolved disputes under 
master services agreement between 
Anglo American Platinum and major 
shareholder
–	Issues involving a conflict of interest.
The committee comprises solely 
independent non-executive directors, 
led by Peter Mageza, lead independent 
non-executive director. It meets at least 
twice a year or more often as required.
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Strategy development 
process
Strategy  
formulation
• Collect/review inputs, 
eg megatrends, 
external sources
• Prioritisation
Strategy
decision
• Defining or reflecting 
on the corporate
strategy
• Shaping management 
agenda
Strategy 
development
• Building common 
understanding of 
strategic themes
• Shaping choices 
and options for main 
building blocks
Responsible corporate citizenship
Principle 3: The board ensures that the company is seen to 
be a responsible corporate citizen
The concept of responsible corporate citizenship is integrated into 
our company strategy, and its principles underpin all key aspects 
of our business. Given the broad scope of our social strategy and 
initiatives, oversight vests with two board committees: social, ethics 
and transformation; and safety and sustainable development. 
For more information on the activities of these committees, refer 
to page 164 
 and page 170 
.
We continually engage with shareholders on ESG and strategic 
matters, contributing to the multiple factors that inform our 
strategy and the way in which we manage the company. 
Key issues raised in 2020:
	
– Safety performance
	
– Decarbonisation strategy
	
— Transformation and diversity.
Anglo American Platinum again demonstrated leading ESG 
performance in 2020, with global rankings by leading agencies 
confirming our strong management of environmental, social and 
governance issues. These are summarised as follows:
	
– ISS — Anglo American Platinum was ranked as Prime, indicating 
it meets the demanding ESG requirements stipulated by ISS for 
sustainability performance in the sector. 
	
– Sustainalytics noted an overall improvement due to the 
company’s strong management of ESG risks. 
	
– FTSE Russell — Anglo American Platinum was again ranked as the 
ESG leader among the top five sub-sector peers at December 
2020. It received the highest overall ESG rating of 4.8, the highest 
environmental score (4.7), the highest social score (4.7) and 
highest governance score (5.0). Anglo American Platinum has 
remained a constituent of the FTSE/JSE Responsible Investment 
Top 30 Index. 
	
– Post year end, Anglo American Platinum maintained its inclusion 
in the Bloomberg Gender-Equality Index for 2021, reflecting our 
progress on creating gender equality in the workplace.
	
— The company has implemented Anglo American's sustainability 
codes, associated technical frameworks and guidelines to 
address social and environmental risks inherent in the mining 
sector. These policies and measures are considered to be 
industry-leading and comprehensively address almost all material 
issues in the company.
Strategy, performance and reporting
Strategy and performance
Principle 4: The board appreciates that the company's core 
purpose, risks and opportunities, strategy, business model, 
performance and sustainable development are all 
inseparable elements of the value-creation process
In 2020, we amended our strategy process to ensure increased 
board engagement on strategy topics enabling us to better 
capitalise on the collective expertise of the board and to ensure our 
strategy fully, considers the risks to which the company is exposed 
and the opportunities amid a rapidly changing external 
environment. There is a dual benefit to this approach. Firstly, we 
have entrenched the board’s role in a strategic direction, setting to 
align with best governance standards and, secondly to obtain prior 
agreement on the management agenda for urgent and important 
work that enables robust monitoring. In 2020, we amended our 
strategy process to ensure increased board engagement on 
strategy topics enabling us to better capitalise on the collective 
expertise of the board and to ensure our strategy fully considers the 
risks to which the company is exposed and the opportunities amid a 
rapidly changing external environment. There is a dual benefit to 
this approach. Firstly, we have entrenched the board’s role in 
strategic direction setting to align with best governance standards 
and, secondly to obtain prior agreement on the management 
agenda for urgent and important work enables robust monitoring.
With a reshaped strategy-development process in place, we have 
defined our strategic priorities and are now ready to deliver the next 
phase of value creation – a strategy that is guided by our purpose, 
driven by our values and will create value for all our stakeholders. 
Our strategic priorities are:
	
– Stimulate new demand and leverage new capabilities
	
– Embed anti-fragility across the business
	
– Maximise value from our core
	
— Be a leader in ESG
For more information on our strategy, see page 3.
	
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Governance
Leadership and governance continued
Reporting
Principle 5: The board ensures that reports issued by the 
company enable stakeholders to make informed 
assessments on Anglo American Platinum’s performance 
and its short, medium and long-term prospects
In developing our integrated reporting, we are guided by the 
framework of the International Integrated Reporting Council. In 
the integrated annual report, we strive to report on linkages and 
interdependencies between factors that enable Anglo American 
Platinum to create value. The report includes details on our business 
model and strategy; how we respond to our external environment; 
risks and opportunities; how we identify and respond to the 
legitimate needs and interests of key stakeholders; activities and 
performance; as well as the outlook in the medium to long term.
The content of our suite of reports is based on a materiality 
assessment. This includes a review of topics raised internally, issues 
raised by the JSE-listed metals and mining sector companies, 
scan of media articles and targeted external stakeholder interviews 
to determine the material issues categories.
In 2020, the following reports were prepared in accordance:
Anglo American Platinum Limited
Integrated 
annual report 
2020
Anglo American Platinum Limited
Environmental, 
social and 
governance report 
2020
Anglo American Platinum Limited
Audited annual 
financial statements 
2020
Anglo American Platinum Limited
Ore Reserves  
and Mineral 
Resources Report 
2020
The International Integrated Reporting <IR> Framework
Companies Act 71 of 2008, as amended
JSE Limited Listing Requirements
King IV Report on Corporate Governance
International Financial Reporting Standards 
SAICA Financial Reporting Guides
Financial Reporting Pronouncements issued by the Financial 
Reporting Standards Council
GRI Standards
SAMREC Code guidelines and definitions (2016)
The audit and risk committee is responsible for the integrated 
annual report and recommending approval of the annual financial 
statements.
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Primary role and responsibilities of the board
Principle 6: The board serves as a focal point and custodian of corporate governance in the company 
Key board discussions
In 2020, the board deliberated on several key issues:
Key board decisions in 2020
Aligned to 
strategic 
priority
Board succession
Appointment of Natascha Viljoen as CEO. Appointment of independent non-executive 
directors, Thabi Leoka and Roger Dixon.
1, 2, 3, 4
ACP – phase A and B 
stoppages, repair and 
declaration of force 
majeure
Due to the potentially catastrophic safety implications, the board approved the temporary 
shutdown of ACP and the requirement to declare force majeure to customers, suppliers of 
third-party purchase-of-concentrate and tolling material, given the inability to complete 
processing material during the converter repair. Periodic updates were provided to the board 
on repair and rebuild work.
2, 3
Covid-19
Monitored the impact of Covid-19 across the business. Accordingly, the board considered:
–	The impact of Covid-19 on the risk register; the risk profile of the business was updated 
accordingly. Reviewed and considered Covid-19 scenarios and signposts.
–	Management’s Covid-19 response plan and received fortnightly communication on 
statistics and management actions to curb the pandemic. A Platinum Business Continuity 
Forum was formed, which included executive management, general managers and key 
senior management, to manage the company’s response to Covid-19 and provided the 
board with these updates.
–	Remuneration policies for employees not working during lockdown and for vulnerable 
employees unable to return to work
–	The interim dividend, taking into account lower production due to the lockdown period 
and ACP stoppages.
2
Corporate transactions
Received updates on corporate transactions aimed at continued value creation in our assets 
(see chairman’s letter, CEO’s review and financial review).
2
Asset integrity and 
infrastructure review
Reviewed the asset integrity and reliability strategy as a key enabler to ensure safe, 
predictable and sustainable operations.
2
Approval of slag-cleaning 
furnace
Approved a redesign and rebuild of the slag-cleaning furnace at Waterval smelter.
3
Budget and business 
plan approval 2021-2025
Approved the 2021 budget and five-year business plan, considering macro-economic 
assumptions and commodity price forecasts.
1, 2, 3, 4
Risk and strategic review
–	Risk review and adjustment to ratings and tolerance levels
–	A context of long-term megatrends, disruptions and scenarios considered
–	To increase the odds of success in a turbulent environment, a revised process to strategy 
development was adopted
–	Approved the four strategic priorities to achieve Anglo American Platinum’s purpose and 
create value for all its stakeholders
1, 2, 3, 4
Supplier contract  
approvals
Approved supplier contracts as required within its authority. These contracts are expected 
to yield significant commercial value and ensure technical innovation.
2, 3
Annual financial 
statements and 
integrated reporting
–	Ensure that the appropriate financial procedures are in place and operating
–	Approved the interim and final dividends having considered the solvency and liquidity 
status of the company as required.
2, 3
Board charter and committee terms of reference
The board serves as the focal point and custodian of corporate governance in the company. Its scope of authority, responsibility, 
composition and functioning are set out in a formal charter, which is reviewed annually. The chairman, together with the company 
secretary, develops and applies a work plan to ensure that it attends to all its responsibilities. The charter sets out the roles of the chairman 
and chief executive to ensure a balance of power and authority and preclude any one director from exercising unfettered powers of 
decision-making. The board is satisfied that it has fulfilled its responsibilities in line with its charter.
	
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Governance
Leadership and governance continued
Independence
During the year, the board was rebalanced by appointing 
two additional independent board members, Thabi Leoka 
and Roger Dixon. As a result independence increased to 50% 
from 45% in the prior year. Norman Mbazima is the chairman 
of the board and not considered independent as he served 
as deputy chairman of Anglo American South Africa in 2019. 
He will be considered independent in 2022. Aligned to King IV, 
Peter Mageza, who has served on the board for seven years, 
is lead independent director.
The nomination committee assesses the independence of 
directors annually and considers, inter alia, the independence 
criteria proposed by King IV, the Companies Act and from 
the perspective of a reasonable and informed third party. 
The board believes independent directors exercise objective 
and unfettered judgement.
IV
Access to information, management and professional advice
All directors have unrestricted access to executive management and company information. They are entitled to seek independent 
professional advice on the affairs of Anglo American Platinum at the company’s expense, if they believe that course of action would be 
in the bests interests of the company.
Meeting attendance
Director
Special board 
meeting
Board  
meetings
Strategy 
session
Risk workshop
Norman Mbazima (chairman)
2/2
4/4
1/1
1/1
Natascha Viljoen (chief executive officer)
2/2
2/2
1/1
1/1
Chris Griffith (outgoing chief executive officer)
0/0
2/2
0/0
0/0
Craig Miller (finance director)
2/2
4/4
1/1
1/1
Mark Cutifani
2/2
4/4
1/1
1/1
Roger Dixon
0/0
2/2
1/1
1/1
Richard Dunne*
1/1
2/2
0/0
0/0
Thabi Leoka
0/0
2/2
1/1
1/1
Peter Mageza
2/2
4/4
1/1
1/1
Nombulelo Moholi
2/2
4/4
1/1
1/1
Daisy Naidoo
2/2
4/4
1/1
1/1
Tony O'Neill
2/2
4/4
1/1
1/1
Stephen Pearce
2/2
4/4
1/1
1/1
John Vice
2/2
4/4
1/1
1/1
Composition of the board
Principle 7: The board comprises the appropriate balance of knowledge, skills, experience, diversity and independence for 
it to discharge its governance role and responsibilities objectively and effectively
Changes to board composition in 2020
After serving for over seven years as CEO and executive director, Chris Griffith stepped down from the board on 16 April 2020 to pursue 
other career opportunities. Natascha Viljoen was appointed as CEO and executive director of Anglo American Platinum with effect from 
16 April 2020. Richard Dunne retired after serving on the board for 14 years. Two additional independent non-executive board members 
were appointed, Roger Dixon and Thabi Leoka, on 27 June 2020.
Current board
Board tenure
0
2
4
6
8
8 years
7 years
6 years
5 years
4 years
3 years
2 years
1 year
Number of years
Board members
3
2
1
0
0
0
5
1
Tenure
Our average board tenure is 4.5 years and the average age 
of directors is 57. 
IV
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This will equip the board to discharge its governance role and responsibilities objectively and effectively into the future.
Diversity
Female representation is 33%, exceeding the target as per our gender and race diversity policy. We met our target of aligning to the 
mining charter in 2020, with 42% HDSA board representation.
IV
33
67
Gender diversity
(%)
■ Male
■ Female
60
40
Race diversity
(%)
■ HDSA
■ Non-HDSA
12
10
8
6
4
2
0
7
9
4
5
1
1
4
6
6
6
6
6
2
2
0
8
5
4
5
6
3
4
2
2
3
10
Strategic 
planning
Mining and 
mining 
technology
Industrial 
sector 
experience
Global 
perspective
Financial and 
commercial 
experience
Senior 
corporate 
leadership 
experience
Domestic 
aﬀairs
Sales and 
marketing, 
mining or 
mining product 
context
Strategic 
thinking 
and 
analysis
Problem solving
Building and 
leveraging 
relationships
Openness of 
communication
People 
development
Learning agility
Progression of current skills versus ideal
■ 2020
■ 2018
■ Ideal
0
2
Balance of knowledge and skills 	
Anglo American Platinum is a diverse company, with impact 
demands from areas such as industrial processes, markets, 
products and applications. We have done significant work to 
deepen technical competence on the board and introduce 
non-financial skills that are becoming increasingly important at 
this level – innovation, problem-solving, strategic thinking and 
relationship building. Thabi Leoka and Roger Dixon joined the 
board in July 2020, in line with our succession blueprint of current 
and future critical skills. This will ensure a strategic, long-term 
and orderly succession of directors and maintain an appropriate 
balance of knowledge, skills, experience, diversity and 
independence on the board.
To equip the board to discharge its governance responsibilities 
objectively and effectively, we continue to focus on securing 
specific skills over the next five years to achieve an ideal balance 
that supports our strategy:
–	Sales and marketing in mining
–	People development
–	Mining technology/modernisation/mechanisation
–	Industrial sector experience
–	Futurist/innovation.	
	
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Governance
Leadership and governance continued
Skills legend
Leadership skills
Strategic thinking and analysis
Can analyse critical factors and variables that will influence the long-term success of the business
Problem-solving
Ability to solve problems by identifying and defining the problem, generating alternative solutions, 
evaluating and selecting the best alternative, and implementing this solution
Building and leveraging 
relationships
Cultivate and maintain meaningful relationships
Openness of communication
Can communicate effectively and includes a willingness to listen openly and react honestly to the 
messages of others
People development
Focused on the development of people, has an understanding of their needs, behaviour patterns, 
values, careers and skills required for the business to achieve success through people
Learning agility
Ability and willingness to learn from all kinds of experience and use those lessons to perform effectively 
in new and different situations
Competence
Strategic planning
Recognised expert in strategic planning, acting as a lead adviser in significant, high-profile deals 
involving international public companies
Mining, mining technology
Senior adviser on emerging mining industry technologies (eg opencast, harsh environments, oil sands) 
including expertise in tomorrow’s mine
Industrial sector experience
Extensive senior experience in the industrial sector; a specialist with deep grasp of the value drivers 
and operational challenges facing industrials
Global perspective
Bulk of career working in international locations outside country of origin and has developed extensive 
global network across multiple sectors
Financial and commercial 
experience
Financial or commercial director of one or more listed companies, with an excellent network of 
contacts in financial services institutions
Senior corporate leadership 
experience
CEO of very large multinational company with multiple divisions
Domestic affairs
Senior role as an elected official or appointed as a minister in the national government. Has led 
representation of national interests in a global context
Sales and marketing in mining/
mining product context
Extensive experience in a large (~USD5 billion) organisation for major part of career, heading up sales 
and marketing, or at least heading the sales and marketing of a division of a global company for five 
years or more. Seen as expert in the field, may have contributed to publications/conferences
Board training and performance
Ongoing training and development are important contributes to an 
effective board. The first two hours of the quarterly board meetings 
are dedicated to training in areas pertinent to the company, 
industry or society at large.
Appointment and succession
The board follows a formal and transparent process in appointing 
new directors. Any appointments are considered by the full board, 
on the recommendations of the nomination committee. This 
committee evaluates the skills, knowledge and experience required 
to implement group strategy, which are assessed against defined 
competencies in the skills matrix to address any gaps, together 
with race and gender-diversity targets.
Rotation and re-election of directors
In terms of the company’s memorandum of incorporation (Mol), 
a third of directors retire by rotation each year and are eligible for 
re-election by shareholders at the AGM and offer themselves for 
re-election. In addition, any director who has served for more 
than nine years is obliged to retire at each AGM and is eligible for 
re-election by shareholders at the AGM each year. There is no set 
retirement age for non-executive directors and the period in office 
is reviewed individually by the board on the recommendation of 
the nomination committee. Executive directors retire at 60.
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Committees of the board
Principle 8: The board ensures that its arrangements for delegation within its own structures promote independent 
judgement and assist with the balance of power and effective discharge of duties
The board has established a number of committees to enable it to properly discharge its duties and make effective decisions. Each 
committee acts against written terms of reference under which specific functions of the board are delegated with defined purposes, 
membership requirements, duties and reporting procedures. The activities of the committees are reported separately on 
pages 159 to 194 
. The chairmen of these committees report on their activities at each quarterly board meeting. The respective terms 
of reference and board charter are reviewed annually.
The committees are interrelated and provide feedback to each other on salient matters as these apply to their remits.
Board committees
Social, ethics and 
transformation
Audit and risk
Remuneration
Nomination
Safety and 
sustainable 
development (S&SD)
Governance
Monitors and 
overseas 
establishment of an 
ethical culture and 
good corporate 
citizenship  
Reviews 
transformation 
initiatives  
Reports to 
shareholders on 
developments 
and progress
Monitors adequacy 
of financial controls 
and reporting  
Reviews audit plans 
and adherence by 
external and internal 
auditors Ascertains 
reliability of the 
audit  
Ensures financial 
reporting complies 
with International 
Financial Reporting 
Standards and 
Companies Act 
Reviews and makes 
recommendations 
on all financial 
matters  
Nominates auditors 
for appointment 
Monitors the 
company’s 
appetite for risk, 
and concomitant 
controls Governance 
of risk and IT
Establishes 
principles of 
remuneration 
and determines 
remuneration of 
executive directors 
and executive 
heads; considers, 
reviews and 
approves group 
policy on executive 
remuneration and 
communicates this 
to stakeholders 
in the integrated 
annual report
Makes 
recommendations 
on appointment 
to the board, 
composition and 
succession planning
Develops 
frameworks, policies 
and guidelines for 
S&SD management 
and ensures 
implementation  
Monitors safety 
and health of 
employees and 
impact of company 
operations on the 
environment from a 
SHE perspective
Monitors the status 
of governance in 
the company, in 
particular:
–	Related-party 
transactions 
and funding 
arrangements 
with the major 
shareholder 
–	Any unresolved 
disputes under 
master services 
agreement 
between Anglo 
American Platinum 
and major 
shareholder 
–	Issues involving a 
conflict of interest. 
The committee 
comprises solely 
independent 
non-executive 
directors, led by 
Peter Mageza, lead 
independent 
non-executive 
director. It meets at 
least twice a year 
or more often as 
required.
Evaluating the performance of the board
Principle 9: The board ensures that the evaluation of its own performance and that of its committees, its chair and its 
individual members supports continued improvement in its performance and effectiveness
There was no board evaluation in 2020. This decision enabled us to complete the strategic board-renewal process and allow new directors 
to settle in and contribute fully. 
Through our board-renewal process, the board completed an assessment of its composition, diversity and skills. It further focused on its 
practices in terms of strategy engagement as part of our agile strategy process.
In 2021, we will focus on board dynamics as part of our board-effectiveness process and will include an assessment of our board culture to 
clearly define and align it to organisational culture.
Ongoing training and development are important contributors to an effective board. As noted, the first two hours of quarterly board 
meetings are focused on training in areas pertinent to the company, industry or society at large.
	
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Governance
Leadership and governance continued
Value
PMC member
PMC
Board
Up to R75 million
Approvals 
required
R75 million to USD25 million/R500 million
R500 million or greater
Appointment and delegation of management
Principle 10: The board ensures that the appointment of, and delegation to management contributes to role clarity and the 
effective exercise of authority and responsibilities.
CEO appointment and role
Responsibilities of the CEO
Performance measures
Governance
Natascha Viljoen was appointed to 
the board in the current year. Her CEO 
responsibilities are clearly defined in the 
board charter:
–	Running the operations of the company 
to ensure these are efficient and effective 
in line with the strategic decisions of the 
board
–	Developing and recommending the 
strategy and purpose of the company
–	Annual business plans and budgets that 
support the company's long-term view
–	Achieving performance goals, objectives 
and targets
–	Maintaining an effective management 
team and structures
–	Ensuring effective internal organisation 
and governance measures are deployed
The board has evaluated her performance 
against the agreed performance measures: 
Key performance indicators are listed on 
pages 182 to 183 
.
The CEO is not a member of the 
remuneration, audit or nomination 
committees, but is invited to those meetings 
to contribute pertinent insights and 
information.
The board has a policy on external 
directorships where members of the PMC, 
including the CEO, are allowed to take up 
one external directorship with the approval 
of the remuneration committee.
The CEO holds no external directorships 
at this time.
Delegation of authority
The board delegates contractual and transactional authority to key committees/management to execute day-to-day transactions of the 
company.
A 'RAIDE' matrix forms the basis of the delegation by defining each person's involvement in the approval process:
Recommend
Primarily responsible for making a proposal
Agree/support
Fulfilling legal or similar duties and sign-off
Input
Consulted on the decision
Decide
Decide
Execute
Execute
The RAIDE matrix and associated approvals in the policy are based on the core principle that formal and final decisions (the D in RAIDE) 
on any transaction that is committing and legally binding for Anglo American Platinum will always rest with the Anglo American Platinum 
board, PMC, senior management and employees granted specific authority in terms of this Delegation of Authority Framework (DAF). 
Certain transactions require the support or agreement of the Anglo American plc board (or a duly authorised committee), as the 
majority-shareholder.
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General approval levels for the board and PMC:
Company secretary
In compliance with paragraph 3.84(j) of the JSE Listings 
Requirements, the nomination committee annually evaluates 
the company secretary on behalf of the board. The results of the 
evaluation confirmed that the company secretary demonstrates 
the requisite level of knowledge and experience to execute her 
duties. The board is also comfortable that she maintains an 
arm's-length relationship with the individual directors and confirms 
that she is neither a director nor public officer of the company or 
any of its subsidiaries.
Governance function areas
Risk governance
Principle 11: The board governs risk in a way that supports 
the company in setting and achieving its strategic objectives 
Our risk management process is an integral part of setting the 
strategy. An annual board workshop considers the risk process, 
our top risks against external views on risks facing the business, risk 
appetite and tolerance status for the top risks, which includes 
catastrophic and principal risks (summary from page 74 of the 
integrated annual report 
). This year, risks were assessed against 
global and local Covid-19 themes. Due to the pandemic and 
disruption caused by the ACP repair and rebuild, new principal risks 
were added to the risk register:
	
– Global health pandemic
	
– Dependency on single converter at ACP
	
— Covid-19 loss of livelihood and social unrest.
For opportunities identified, it was agreed that employees had 
embraced Anglo American Platinum’s new ways of working through 
digitisation and innovation that promoted organisational 
effectiveness. Please refer to pages74 to 83 
 of the integrated 
annual report for more information on risk management.
Information and technology governance
Principle 12: The board governs technology and information 
in a way that supports the company setting and achieving 
its strategic objectives
The company has adopted the methodology of the IT Governance 
Institute and control objectives for information and related 
technology (COBIT) framework to meet King IV requirements. 
The board has formally delegated responsibility for governing 
information and technology to the audit and risk committee, with 
related activities reported separately on page 162 
.
Compliance governance
Principle 13: The board governs compliance with applicable laws, and adopted non-binding rules, codes and standard in 
a way that supports the company being ethical and a good corporate citizen
Compliance with the Companies Act, JSE Listings Requirements, legislation for the mining industry and the company’s governance policies 
are monitored and tracked through internal monitoring and reporting systems, reviewed by internal and external audits.
The board, through the governance committee, has approved the following framework to assess the level of compliance in the group.
Regulatory compliance
Business integrity
Policy governance
	
– Framework
–	Regulation universe
–	Monitoring
–	Reporting
–	Training
	
– Plan
–	Monitoring
–	Training
–	Reporting
	
– Policy framework
–	Policy governance library
–	Governance documents
The compliance function is supported by the compliance and ethics 
committee and reports to the governance committee annually on its 
activities and monitoring plan. A compliance and ethics committee 
was constituted by PMC to assist the board in fulfilling its oversight 
responsibilities in all areas of compliance and ethics. Formal terms 
of reference have been approved to ensure that the company’s 
policies and approach to compliance and ethics are adequate and 
effective. 
Key focus areas during the year:
	
– Mandatory code of conduct, business integrity and data privacy 
training
	
– Tracking and monitoring review of governance documents
	
– Regulatory compliance audit
	
— Reviewed the risk rating of the regulatory universe using risk 
methodology.
	
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Governance
Leadership and governance continued
Remuneration governance
Principle 14: The board ensures the company remunerates fairly, responsibility and transparently to promote the 
achievement of strategic objectives and positive outcomes in the short, medium and long term
The remuneration report detailing the remuneration policy and its implementation appears on pages 176 to 194 
.
Assurance
Principle 15: The board ensures that assurance services and functions enable an effective control environment, and that 
these support the integrity of information for internal decision making and of the company's external reports.
Combined assurance
Internal audit
The risk appetite of executive management, the audit and risk 
committee and the board will determine areas of strategic and 
business focus , which in turn determines the level of assurance 
considered appropriate for identified business risk and exposures. 
To plan and co-ordinate assurance, the company has designed 
and implemented a combined assurance framework, incorporating 
a number of assurance services, to adequately cover its significant 
risks and material matters so that these enable an effective control 
environment, support the integrity of information used as well as 
the integrity of the group's external reports. Each assurance activity 
in this framework links to our value drivers and is determined. by 
risks identified through the integrated risk management process, 
business processes, controls and mitigating strategies. Each 
assurance provider has been categorised into different lines of 
defence in the organisation:
–	Management – line functions that own and manage own risks
–	Internal assurance providers from specialist functions including 
safety, health and environmental compliance
–	Regulatory auditors
–	The internal audit functions
–	Independent assurance providers
Internal audit is an independent appraisal function that examines 
and evaluates the activities and appropriateness of our systems 
of internal control, risk management and governance. Internal 
audit services are provided by Anglo American Business Assurance 
Services. Audit plans are presented in advance to the audit 
and risk committee and based on an assessment of areas of 
risk involving an independent review of the group's own risk 
assessments. The internal audit team attends and presents its 
findings to the audit and risk committee. The close-out and 
remediation of overdue weak and significant findings are 
monitored by the compliance function and reported to the audit 
and risk committee.
For an overview of the activities during the year, refer to the audit 
and risk committee report on page 159 
.
The audit and risk committee has satisfied itself that internal audit 
has met its responsibilities, is independent and the company had 
an effective system of internal control and risk management.
Stakeholders
Principle 16: In the execution of its governance role and responsibilities, the board adopts a stakeholder-inclusive approach 
that balances the needs, interests and expectations of material stakeholders in the best interest of the company over time.
The board considers the legitimate interests of stakeholders in its decisions. For an overview of our stakeholder engagement practices, 
refer to pages 137 and 138 
.
Reports on various stakeholder engagement are monitored by various committees.
Social, ethics and transformation committee
Safety and sustainable development committee
Board
Community
NGOs
Investors
Government relations
Regulators
Media
Employees
Customers
Unions
Suppliers
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Audit and risk committee report
The committee’s main objective is to assist 
the board in discharging its duties. 
It makes recommendations to the board 
on safeguarding assets, operating 
adequate financial and related systems, 
internal control and reporting processes, 
and preparing accurate reporting and 
financial statements in compliance with 
all applicable legal and regulatory 
requirements and accounting standards.
John Vice
Chairman
We are pleased to present the audit and risk 
committee report for the year ended 31 December 
2020. This report has been prepared in line with the 
requirements of the South African Companies Act 71 
2008, as amended (the Act), King Code of Governance 
for South Africa (King IV), JSE Listings Requirements 
and other applicable regulatory requirements.
Purpose, 
strategy 
and values
Board 
governance
Risk  
governance
Financial  
governance
Social and 
sustainable 
governance
	
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Governance
Composition and governance 
This is a statutory committee, duly constituted under section 94 of the Act. Its members satisfy the requirements to serve in terms of the 
Act and King IV and have the knowledge and experience to carry out their duties. All members are independent non-executive directors. 
Membership and attendance are set out below: 
Members
Committee member 
Board status
Meeting 
attendance
Richard Dunne
to 25 June 2020
Committee chairman (outgoing)
1/1
JM Vice
since 30 November 2012
Independent non-executive director (committee chairman incoming)
3/3
PN Mageza
since 1 July 2013
Independent non-executive director
3/3
D Naidoo
since 1 July 2013
Independent non-executive director
3/3
Richard Dunne retired by rotation as director and therefore as 
chairman of the committee at the AGM on 25 June 2020. He was 
succeeded by John Vice who has been a member of the committee 
for eight years. The chairman of the board, chief executive officer, 
finance director, company secretarial, head: risk and assurance, 
finance controller, senior manager: financial reporting and external 
auditors attend by invitation to provide a coordinated approach 
to all assurance activities. The internal and external auditors have 
unrestricted access to the committee and meet with committee 
members without management being present. 
The performance of the committee is reviewed as part of the 
board and committee evaluation process. Its terms of reference 
are reviewed annually by the board. It executes its duties and 
responsibilities in line with these terms of reference for the 
company’s accounting, financial reporting practices and finance 
function, external audit, internal audit and internal control, 
integrated reporting, risk management and information and 
technology (IT) governance. 
Key audit matter 
The committee notes the key audit matter set out in the 
independent auditors report (page 6 
 of the annual financial 
statements), namely:
–	Quantities and measurement of metal inventory 
The committee addressed the matter by receiving reports from 
the chairman of the stocktake verification group, head of metal 
accounting, confirming the 2020 physical stocktake values to be 
used in the theoretical stock calculation and to understand whether 
in-situ inventory levels were in line with primary theoretical levels. 
It further approved the implementation of quarterly oversight of 
in-situ stock determinations by the stocktake verification group, 
comprising corporate technical experts, during the period of 
abnormal stock levels due to the ACP shutdown.
Audit and risk committee report continued
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Activities of the committee
During the year, the committee fulfilled the following duties: 
Adding value in 2020
2021 and beyond
Annual financial statements (AFS)/interim and integrated reporting process
The committee is responsible for reviewing all published financial reports and information, including 
the integrated annual report, prior to submission and approval by the board.
	
– Ensured appropriate financial reporting procedures are established and operating
–	Reviewed and discussed the AFS and interim report and related disclosures, considered the 
accounting treatment, significant or unusual transactions, and accounting estimates and 
judgements; confirmed the AFS had been prepared on a going-concern basis and recommended 
the AFS and interim report to the board for approval
–	Considered and noted the general proactive monitoring report issued by the JSE in February 2020 
as well as the combined findings of the JSE proactive monitoring of financial statements done in 
2011 to 2018, and the thematic review for compliance to IFRS 9 and 15 issued at the end of 2019. 
The committee is satisfied that all such findings and focus areas are adequately addressed in the 
annual financial statements
–	Considered the integrated annual report and assessed its consistency with operational, financial 
and other information known to committee members, and for consistency with the AFS. The 
committee is satisfied that the integrated annual report is materially accurate, complete and 
reliable and consistent with the AFS. At its meeting on 17 February 2021, it recommended the 
integrated annual report for the year ended 31 December 2020 for approval by the board
–	Approved the mineral resource and reserve report. In its assessment, the committee considered 
assurance procedures on estimate quality, compliance to reporting requirements and reconciliation 
of resource and reserve estimates.
–	Considered solvency and liquidity tests as and when required by the Act, to provide financial 
assistance to subsidiaries and/or proposals to pay interim and final dividends.
–	Reviewed implementation of the CEO and CFO attestation process to provide assurance on the 
effectiveness of internal financial controls, systems and processes
	
– Ongoing focus on ensuring 
that the group’s financial 
systems, processes and 
controls are operating 
effectively, is consistent with 
the group’s complexity and 
are responsive to changes in 
the environment and industry
–	Monitoring developments on 
changes in disclosure
–	Monitoring the 
implementation of the 
amended JSE Listings 
Requirements, including 
the effectiveness of internal 
financial controls, systems 
and processes in the group in 
support of the CEO and CFO 
attestation
External audit
The committee is responsible for the appointment, remuneration and oversight of the external 
auditors.
	
– Monitored the transition and onboarding of the new audit firm PricewaterhouseCoopers Inc., as well 
as finalisation of the 2019 year-end with the previous auditors Deloitte & Touche to ensure a 
continued high-quality audit
–	Ensured that the appointment of the external auditors complied with the Act and all other 
regulatory and legal requirements. Prior to making its nomination, the committee considered all 
information in terms of the JSE Listings Requirements in assessing the auditor and designated 
auditor’s suitability for appointment, and the approval of its audit fees for the review period. 
This is aligned to the Independent Regulatory Board for Auditors (IRBA) and Anglo American plc 
requirements for mandatory audit-firm rotation
–	Considered and recommended to shareholders the appointment of PricewaterhouseCoopers Inc. 
for the 2021 financial year
–	Approved the auditor’s annual plan and scope of work, monitored the effectiveness of external 
auditors for audit quality, expertise and independence
–	Considered the key audit matter noted in the integrated annual report
–	Determined the nature and extent of all non-audit services provided by the external auditor and 
pre-approved these
–	Received necessary representations from the auditors confirming their independence.
	
– Continue support for the new 
external auditors to ensure 
minimal disruptions to the 
2021 year-end audit process
	
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Governance
Audit and risk committee report continued
Adding value in 2020
2021 and beyond
Internal audit and control
The committee is responsible for monitoring the effectiveness of internal audit, ensuring that the roles 
and functions of external audit and internal audit are sufficiently clarified and coordinated to provide 
an objective overview of the operational effectiveness of the group’s systems of internal control and 
reporting. Internal audit services are currently provided by the Anglo business assurance services 
department (ABAS) of Anglo Corporate Services South Africa (Pty) Ltd.
	
– Ensured that internal audit performed an independent assurance function. Monitored the 
effectiveness of the internal audit function in terms of its assurance scope, plan execution, 
independence and overall performance of the function and its head
–	Approved the assurance plan, budget and assurance scope for the ensuing year
–	Assessed the group’s systems of internal control including financial controls, business risk 
management and maintaining effective internal control systems
–	Monitored audit findings, risk areas and, where appropriate, challenged management on its actions
–	Based on the above, concluded there were no material breakdowns in internal control, including 
financial controls, business risk management and maintaining effective material control systems.
	
– Implement an updated data 
analytics strategy
–	Embed a holistic governance, 
risk and compliance 
technology system to 
support the delivery of 
comprehensive risk and 
assurance activities
–	Further enhance the link 
between risk and assurance 
by implementing a 
holistic risk and assurance 
governance policy and end-
to-end framework aligned to 
the updated IIA three-lines 
model (released July 2020)
IT governance
The board has formally delegated responsibility for IT governance to this committee. Anglo American 
Platinum has adopted the methodology of the IT Governance Institute and the control objectives 
for information and related technology (COBIT) framework to meet King IV requirements for IT 
governance. Reports following this framework are submitted to the committee biannually.
	
– Received reports of the effective information management control environment to manage 
programmes and projects
	
– Reviewed IT risks and control environment
–	Received management reports on results of disaster-recovery tests and security management
–	Considered the impact of cybercrime and reviewed information security capability in the 
organisation
–	Reviewed reports on the effectiveness of IT risk management as part of group risk management
–	Reviewed digital transformation initiatives aligned to the group’s strategic priorities.
	
– Review internal control 
environment for information 
management
–	Review multiyear strategic 
projects, benefit realisation 
and impairment of obsolete 
technology 
Risk management
The board has delegated the function of risk management to this committee, which regularly reviews 
significant risks and mitigating strategies. It reports to the board on material changes in the group’s 
risk profile and an annual board risk workshop is held. The risk management process is facilitated by 
ABAS, but overall accountability and responsibility for risk management rests with the Anglo American 
Platinum board, platinum management committee and other officers.
	
– Held a board workshop to review and consider principal, material and emerging risks facing the 
company 
–	The impact of Covid-19 was considered on existing risks as well as new risks raised by the pandemic 
which were included in the executive risk report.
–	In addition to the risks currently considered, opportunities were also considered and presented to 
the board.
–	Received a written assessment of the effectiveness of the company’s system of internal controls and 
risk management from ABAS.
	
– Continued enhancements to 
risk reporting to align risk 
management to strategy
–	Continue to monitor the 
impact of Covid-19 on 
Anglo American Platinum, 
particularly impacts on 
existing and new risks
–	Further automation of 
aspects in the risk-reporting 
process is being explored
Sustainability
The committee is responsible for reviewing the material issues reported to shareholders and other 
stakeholders and considers the scope and conclusion of independent assurance providers for those 
reports.
	
– Considered IBIS Consulting assurance scope and schedule of key material issues for the 2020 
integrated annual report
–	Received necessary assurances through this process that material disclosures are reliable and do 
not conflict with financial information.
	
– Consider the identification 
of material issues
–	Determine audit scope 
for material issues
Marketing
The committee receives updates and approves the marketing division’s mandate on the sale, 
purchase and trading of metals to ensure appropriate risk management processes are in place
	
– Received an update on trading performance and noted planned activities in the areas of 
governance, risk and compliance. 
	
– Approved amendments to the marketing mandate to actively manage price risk for base metals 
and option trading for all PGMs in cleared markets.
	
– Approve amendment to the marketing amendments.
	
– Continue to monitor trading 
performance within value-
at-risk limits
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Adding value in 2020
2021 and beyond
Legal
All material legal matters are brought to the committee’s attention to evaluate the legal risk or any 
reputational exposure.
	
– Reviewed, with management, legal matters that could have a reputational or material financial impact 
on the group.
	
– Monitor developments 
from changes in 
legislation and progress 
of legal activities that 
may impact the annual 
financial statements
Combined assurance
The committee oversees that a combined assurance model is applied to provide a coordinated approach 
to all assurance activities.
	
– Reviewed the combined assurance framework that categorises each provider of assurance into 
different lines of defence in the organisation: management, internal and external assurance providers
–	Reviewed the level of assurance provided by the combined assurance framework and concluded this 
was appropriate for identified business risks and exposures
–	Reviewed plans and work outputs of external and internal auditors and concluded these were 
adequate to address all significant financial risks facing the business.
–	Reviewed external audit reports from external providers
	
– Continued alignment 
of internal and external 
assurance providers to 
ensure the combined 
assurance framework is 
effective
–	Further enhancements 
through the 
implementation of a 
holistic risk and assurance 
governance policy and 
end to end framework 
aligned to the updated 
IIA three lines model 
(released July 2020)
Finance director and finance function
The committee has reviewed an internal assessment of the skills, expertise and experience of Craig Miller, the finance director, and is 
satisfied he has the appropriate expertise and experience to meet his responsibilities. The evaluation also considered the appropriateness 
of the expertise, continuous improvement and adequacy of resources of the finance function.
Conclusion
The audit and risk committee is satisfied that it has considered and discharged its responsibilities in line with its terms of reference in the 
review period.
John Vice
Chairman
Johannesburg
15 March 2021
	
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Governance
Social, ethics and transformation 
committee report
The committee’s main purpose is to assist the 
board in discharging its duties and to make 
recommendations to the board on 
sustainability and stakeholder management, 
good corporate citizenship and community 
development, ethics management, labour 
and employment, and managing broad-
based black economic empowerment. 
The committee also reports to shareholders 
at the annual general meeting.
Nombulelo Moholi
Chairperson
We are pleased to present the social, ethics and 
transformation (SET) committee report for the year 
ended 31 December 2020. This report has been 
prepared in terms of the requirements of section 72(8) 
of the Companies Act 71 2008 (the Act), and its 
associated regulations. 
Purpose, 
strategy 
and values
Board 
governance
Risk  
governance
Financial  
governance
Social and 
sustainable 
governance
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Membership and attendance are set out below:
Members
Committee member since
Board status
Meeting 
attendance
NT Moholi
25 October 2013
Chairman of the committee
3/3
RMW Dunne
to 25 June 2020
Independent non-executive director
1/1
DTG Emmett
23 April 2012
Chairman of safety and sustainable development 
committee
3/3
L Mogaki
24 April 2013
Executive head: human resources
3/3
S Mkhabela
to 31 March 2020
Executive head: corporate affairs
1/1
NB Mbazima
15 April 2019
Non-executive director
3/3
Y Mfolo
23 October 2020
Executive head: corporate affairs
2/2
Richard Dunne retired by rotation at the AGM on 25 June 2020 and Seara Mkhabela resigned on 31 March 2020 to take up a new role in 
Anglo American South Africa Proprietary Limited. Yvonne Mfolo and Thabi Leoka were appointed on 23 October 2020. The chief executive 
officer, representative from group legal, head of social performance, head of transformation and head of sustainability attend meetings 
to update the committee on the social and business activities of the company.
The terms of reference are reviewed annually by the committee and board. The committee continues to monitor the company’s 
performance on social and ethical matters, considering relevant legislation and prevailing codes of best practice. It also ensures the 
company adheres to good corporate citizenship standards. The coronavirus disease (Covid-19) plunged the world into crisis and continues 
to pose a significant health and psycho-social economic risk. The key focus remains the Covid-19 response plan to assist and support our 
workforce and communities. 
Activities of the committee
Adding value in 2020
2021 and beyond
Sustainability and stakeholder management
The committee is responsible for providing assurance to the board on 
the integrity of sustainability information and stakeholder management.
–	Received regular reports from the safety and sustainable 
development (S&SD) committee for assurance on progress towards 
board-approved objectives for SHE and sustainability matters, 
including the sustainable mining plan and community response 
plan to Covid-19
–	Reviewed material issues identified for 2020, disclosing information 
on matters that substantively affect the organisation’s ability to 
create value over the short, medium and long term
–	Approved the assurance audit schedule and key performance 
indicators assessed in the 2020 assurance audit.
	
– Continue to receive feedback from the S&SD committee 
for assurance on progress towards board and strategy 
objectives on SHE matters, including updates on the 
Covid-19 response plan
–	Continue to oversee the materiality assessment by 
reviewing and guiding the process of identifying material 
issues. Approve the selection of assurance audit service 
providers; approve key performance indicators to be 
assessed in the annual assurance audit and monitor audit 
results
–	Maintain oversight on progress in implementing the 
sustainable mining plan
–	Monitor engagements with all key stakeholders on 
sustainability-related matters.
Good corporate citizenship and community development
The committee is responsible for monitoring delivery of commitments 
to communities around the company’s mining operations and in 
labour-sending areas. In addition, it reviews ongoing engagements 
and challenges with different stakeholders as well as progress towards 
commitments set out in the Anglo American Platinum strategy.
–	Monitored progress in implementing the Anglo social way transition 
plans towards full compliance by 2022, specifically:
•	 Received feedback on progress towards commitments made to 
communities around mining operations. These included the schools 
support programmes, the interfaith programme, Covid-19 response 
plan and WeCare programme, as well as sustainable mine plan 
implementation
•	 Received updates on key stakeholder engagement and 
communication initiatives on the third round of social and labour 
plans (SLP3), and the Lighting Tomorrow education programme.
	
– Continuously monitoring delivery against second-round 
social and labour plans (SLP2), due for completion in 2021 
–	Monitor progress in implementing the Anglo social way 
transition plan
–	Provide oversight on SLP3 development and 
implementation 
–	Receive updates on progress in implementing identified 
projects under the collaborative regional development 
initiative
–	Receive feedback on key engagements with stakeholders, 
issues raised and mitigating actions.
	
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Governance
Social, ethics and transformation committee report continued
Adding value in 2020
2021 and beyond
Ethics management
Ensure that the potential impact of business decisions is fully 
considered against the company’s values, ethics and reputation 
	
– Received an overview of all material legal matters, identified 
risks and recommended mitigation steps relevant to the 
committee’s terms of reference 
	
– Received an update on the UN and OECD principles as required 
by regulation 43 of the Act
	
– Reviewed the business infringements report highlighting current 
crime trends and patterns, including PGM and base metal-
related incidents; cases investigated and criminal arrests made; 
fraud, corruption and dishonesty-related incidents; incidents of 
sexual misconduct; illegal mining; vendor screening; community 
unrest, marches and disruptions to operations; technical 
surveillance countermeasures. 
	
– Continue to monitor progress with material legal matters 
affecting the company as these relate to the mandate of the 
committee
–	Regularly review business infringements relating to PGM and 
base metal incidents as well as unethical practices
–	Annually review the company’s ethical policies and processes 
and consider their effectiveness.
Labour and employment
The committee is responsible for reviewing strategic people 
issues, including progress on transformation and major employee 
relations issues; performance on human resource development 
(HRD) and retention against internal transformation targets, 
critical skills and legislative imperatives: 
	
– Reviewed and supported the human resource response plan in 
line with the evolving Covid-19 pandemic to mitigate business 
disruption and ensure the wellbeing of employees
	
– Reviewed progress with the five-year plan to fully comply with 
the workforce requirements of the mining charter 2018
	
– Reviewed the Anglo American Platinum culture work, building on 
the organisational cultural transformation to the new approach 
which is underpinned by systems leadership and the Anglo 
American operating model
	
– Received an introduction to the organisational effectiveness 
programme and plan to reduce complexity through well-
defined and structured work that will unlock innovation as part 
of the company’s ambition
	
– Supported management’s zero-tolerance approach to 
gender-based violence and five-pillar plan to deal with this 
scourge.
	
– Continually review and align HRD responses to the company 
strategy, as well as broader trends in the people and 
employment fields
–	Ongoing review of all transformational imperatives and monitor 
progress against internal transformational targets
–	Monitor implementation of the five-year compliance plan 
against mining charter targets
–	Monitor implementation of the new approach to Anglo American 
Platinum culture work and organisational effectiveness plan.
Managing broad-based black economic empowerment
Review and monitor the company’s BBBEE status and mining 
charter compliance.
	
– Reviewed the five-year implementation plan for the new mining 
charter, specifically how it integrates with the business strategy 
and value creation for all stakeholders
	
– Reviewed progress towards targets in the mining charter 2018
	
– Reviewed the company’s BBBEE status
	
– Monitored correct balance in transformation activities in terms 
of providing adequate skills and maintaining stability in the 
company
	
– Considered material external developments in the field of 
transformation and, where appropriate, provided assessment 
and strategic guidance.
	
– Reviewing and aligning the five-year implementation plan with 
requirements of the mining charter and the Anglo American 
Platinum strategy 
–	Ongoing review and alignment of all transformational 
imperatives in line with the business strategy and external 
transformational environment
–	Providing strategic guidance on maintaining the correct 
balance between achieving the company’s transformational 
objectives, external transformational requirements mix and 
maintaining stability in the company.
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Cross-referencing table
As some of the committee’s responsibilities and deliberations overlap with other committees, detailed policy and performance information 
appear in other sections of the integrated and ESG reports.
SET committee priorities
Activities monitored by the committee
Page reference integrated annual report 
(IAR) environmental, social and governance 
report (ESG)
Social and economic 
development
Performance against UN Global Compact principles
ESG page 143 
Human rights
ESG pages 142 – 143 
Labour
ESG pages 100 – 117 
Environment
ESG pages 23 – 71 
Anti-corruption
ESG pages 142 – 143 
Employment equity performance
ESG pages 104 – 105 
Broad-based black economic empowerment
ESG page 103 
Good corporate 
citizenship and community 
development
Business integrity policy
ESG page 141 
 and IAR page 26 
Community development policy, strategy and 
performance
ESG pages 119 – 136 
Safety, health and 
environment
Safety policy, strategy and performance
ESG pages 79 – 87 
Health policy, strategy and performance
ESG pages 88 –98 
Environmental policy, strategy and performance
ESG pages 23 – 71 
Stakeholder management
Addressing stakeholder expectations and maximising 
community benefit
ESG pages 137 – 138 
 and 
IAR pages 64 –68 
Labour and employment
Employment and labour practices, policy and 
performance
ESG pages 100 – 117 
Conclusion
The committee is satisfied it has discharged its responsibilities for the financial year in line with its terms of reference, King IV and the Act.
On behalf of the committee
Nombulelo Moholi
Chairperson
Johannesburg
15 March 2021
	
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Governance
Nomination committee report
The committee is pleased to present its 
report for the year ended 31 December 2020. 
We continue to focus on the strategic board-
renewal process and succession planning 
that will ensure the appropriate balance of 
knowledge, skills, experience, diversity and 
independence on the board.
Norman Mbazima
Chairman
Purpose, 
strategy 
and values
Board 
governance
Risk  
governance
Financial  
governance
Social and 
sustainable 
governance
Composition and governance
Members
Committee member
Board status
Meeting 
attendance
N Mbazima (chairman)
 since 1 April 2019
Non-executive director
2/2
Peter Mageza
since 18 October 2019 
Lead independent director
2/2
Mark Cutifani
since 26 April 2013
Non-executive director
2/2
RMW Dunne
 to 25 June 2020
Independent non-executive director
1/1
The committee executes its duties and responsibilities in line with terms of reference reviewed annually by the board, and summarised 
below:
–	Evaluating the structure, size and composition (including skills, knowledge, experience, race and diversity) of the board
	
– Considering succession planning for directors and senior executives, taking into account challenges and opportunities facing the 
company, and the skills and expertise needed on the board in future
	
– Identifying and nominating candidates for the approval of the board to fill board vacancies as they arise
	
– Recommending to the board the continued service or retirement of any director who has reached the age of 70
	
— Considering the performance of directors and taking steps to remove those who do not make an appropriate contribution.
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Adding value
During the year, the committee fulfilled the following duties:
Adding value in 2020
2021 and beyond
Retirement by rotation
In terms of the company’s memorandum of incorporation, a third of directors retire by 
rotation each year and are eligible for re-election by shareholders at the AGM and 
offer themselves for re-election.
Considered directors proposed to retire at the AGM and concluded on their eligibility 
for re-election in terms of their independence, performance and contribution to the 
company and board. Also considered the impact of directors indicating they will not 
make themselves available for re-election.
Considered directors proposed to retire at 
the AGM and concluded on their eligibility for 
re-election in terms of their independence, 
performance and contribution to the 
company and board. Also consider the impact 
of directors not making themselves available 
for re-election.
Board structure, size and composition
The committee regularly reviews the board structure, size and composition and makes 
recommendations to the board on any adjustments deemed necessary.
	
– Recommended the appointment of John Vice as chairman of the audit and risk 
committee following the retirement of Richard Dunne
	
– Recommended the appointment of Thabi Lekoa and Roger Dixon as independent 
non-executive directors
	
– Considered board committee structure and representation on the respective 
committees and recommended the appointment of Thabi Lekoa as a member of 
the remuneration committee, social, ethics and transformation committee and 
governance committee, and Roger Dixon as a member of the safety and sustainable 
development committee and governance committee
	
– Considered the board’s succession blueprint and transition plan in light of appointing 
two independent non-executive directors and their impact on board composition
	
– Considered board succession holistically 
	
– Assessed the suitability of the company secretary in line with JSE Listings 
Requirements.
	
– Consider the board committee structure 
and composition in line with the future 
board profile to support the company’s 
strategic priorities
–	Assess the suitability of the company 
secretary.
Performance review
The committee assumes responsibility for evaluating the board and its committees 
and determines how this should be approached and conducted.
There was no board evaluation in 2020. This decision enabled us to complete the 
strategic board renewal process and allow new directors to settle in and contribute 
fully. The committee focused on its composition, diversity and skills.
In 2021, the committee will focus on board 
dynamics as part of our board effectiveness 
process and include an assessment of our 
board culture to clearly define and align this 
to organisation culture.
Succession
The committee is responsible for establishing a succession plan that includes the 
identification, mentorship and development of future candidates.
	
– Appointed two independent non-executive directors in terms of the board’s 
succession blueprint.
Continue strategic board-renewal work to 
ensure the board comprises the appropriate 
balance of knowledge, skills, experience, 
diversity and independence to meet the 
company’s strategic objectives, including 
its governance role and responsibilities, 
objectively and effectively.
Conclusion
The nomination committee is satisfied it has considered and discharged its responsibilities in line with its terms of reference in the 
review period.
On behalf of the committee
Norman Mbazima
Chairman
15 March 2021
Johannesburg
	
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Governance
Safety and sustainable 
development committee report
The committee’s key role is to monitor 
the safety and health of the company’s 
employees and the impact of its 
operations on the environment from a 
SHE management perspective.
Dorian Emmett
Chairman
Driving a culture of zero harm
We are pleased to present the safety and sustainable 
development (S&SD) committee report for the year 
ended 31 December 2020. The committee’s key 
objective is to ensure that Anglo American Platinum 
operates responsibly and drives leadership in safety, 
health and environmental stewardship.
Purpose, 
strategy 
and values
Board 
governance
Risk  
governance
Financial  
governance
Social and 
sustainable 
governance
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Composition and governance
The committee comprises the chairman, four independent 
non-executive directors, the chief executive officer and executive 
head: SHE.
Collectively, committee members have the necessary expertise 
and knowledge to enable it to perform its functions effectively. 
Committee members are shown below, with the following changes 
during the year: Chris Griffith resigned on 16 April 2020 and 
Richard Dunne retired from the committee on 25 June 2020. 
Natascha Viljoen, Prakashim Moodliar, Riaan Blignaut and 
Roger Dixon were appointed on 23 October 2020.
The committee has several permanent invitees at meetings to 
provide feedback on the group’s SHE activities and performance:
	
– Senior manager: SHE reporting and business support
	
– Executive heads: corporate affairs, human resources, process
	
— Executive head: operational and technical excellence.
Membership and attendance at meetings:
Members
Committee member 
Board status
Meeting 
attendance
DTG Emmett
since 21 July 2006
Chairman of the committee
3/3
RMW Dunne
to 25 June 2020 
Independent non-executive director
1/1
CI Griffith
to 16 April 2020
Chief executive officer
1/1
N Viljoen
since 23 October 2020
Chief executive officer
2/2
NB Mbazima
since 15 April 2019
Non-executive director
3/3
NT Moholi
since 30 October 2013
Independent non-executive director
3/3
JM Vice
since 10 February 2017
Independent non-executive director
3/3
R Blignaut
since 23 October 2020
Executive head: safety, health and asset reliability
4/4
P Moodliar
since 23 October 2020
Executive head: projects and environment
1/1
The committee’s terms of reference are reviewed annually by the 
board. It continues to perform its duties and responsibilities in terms 
of the provisions of the Anglo American Platinum memorandum 
of incorporation and any other applicable law or regulatory 
requirement, as well as any other function that may be requested 
by the board.
The committee reports quarterly to the SET and audit and risk 
committees on salient matters in their terms of reference, and 
directly to the board, to provide assurance on progress towards 
board and strategy objectives.
Its performance is reviewed annually as part of the board and 
committee-evaluation process.
The committee has an annual work plan, developed against its 
terms of reference. It conducts site visits annually to areas of 
strategic importance and/or key risk areas impacting the business.
In fulfilling its mandate, the committee’s duties and responsibilities 
include to:
	
– Oversee, on behalf of the board, material management policies, 
processes and strategies designed to manage SHE-related risks 
and comply with SHE responsibilities and commitments
	
– Review, assess and monitor SHE performance and compliance 
with company standards and applicable legal and regulatory 
requirements
	
– Review the causes of any fatal and significant SHE-related 
incidents and receive assurance that learnings are shared across 
the group
	
– Review SHE audits as per legal and company requirements, 
and review the outcomes and management response
	
– Consider material regulatory and technical developments 
that may be relevant to the group’s SHE activities
	
– Draw material matters in its mandate to the attention of the 
board as required
	
— Review the group’s external SHE reporting and regulatory 
disclosures, and findings of external auditors.
	
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Governance
Safety and sustainable development committee report continued
Committee discussions in 2020
Summary of salient matters reviewed and discussed, and decisions made, at committee meetings in 2020:
 Safeguarding value for our stakeholders in 2020
 Focus for 2021 and beyond
Governance, regulatory and reporting
	
– Considered reports from management, and internal and external auditors, on compliance with 
legal and regulatory requirements
	
– Received finalised audit findings from external auditors on assured selected data in the 2019 
integrated and environmental, social and governance (ESG) reports. The committee noted 
significant improvements on the prior year, with reduced risk of data errors from more 
formalised procedures, greater management oversight, and increased documentation of 
internal processes
	
– Reviewed outcomes of the materiality assessment process to inform content of the 2020 
reports
	
– Considered and approved the appointment of IBIS Consulting as the assurance provider for 
the 2020 reports. An assurance scope and key performance indicators were identified, and 
audit schedule approved
	
– Maintain governance processes in 
line with best practice
	
– Monitor regulatory reporting 
requirements and ensure 
compliance.
Strategic direction and business objectives
	
– Reviewed SHE elements of the company’s strategic and business plan, and validated proposed 
2021 SHE objectives and targets at business and operational level, as well as agreed planned 
work for 2021
	
– Reviewed progress in implementing the sustainable mining plan process schedule for all 
operations to develop five-year site implementation plans by the end of 2019
	
– Set the committee’s strategic goals for 2020 and agreed on its annual work plan
	
– Oversee implementation of the 
Anglo American Platinum 
sustainable mining plan process.
Management systems and processes
	
– Received a report on SHE management systems and assurance programme implemented 
across all managed operations, including a review of the SHE audit programme, updated SHE 
way roll-out progress and plans for 2021, as well as status of certification against ISO 
management system standards (ISO 14001:2015 and ISO 45001:2018; and ISO 90001:2015)
	
– Considered the outcomes of SHE learning-from-incidents initiatives, including the elimination 
of fatalities close-out verification programme; high-potential incidents investigation overview; 
and fatal-accident investigations status
	
– Oversee progress in ensuring that 
all operations are certified against 
targeted ISO management system 
standards
Risk management
	
– Monitored progress of rolling out ORM and integration with the Anglo American operating 
model, noting the focus on maturing the quality of work and system and information 
digitisation
	
– Noted that operational risk processes inform and underpin the company’s strategy and 
operational control strategies for managing coronavirus risks
	
– Received updates on progress with the fire risk review and enhancement programme aimed 
at improving the management of fire-related risk at managed operations
	
– Updated on revised audit approaches (including the use of technologies for virtual 
fieldwork) and operational risk assurance (ORA) programme for 2020/2021 in response 
to Covid-19-related restrictions
	
– Reviewed outcomes of ORA and verification work conducted, noting improvements across 
priority findings
	
– Approved proposed ORA audit plan for 2020
	
– Monitor progress of operations in 
implementing ORM as a core 
business process, meeting ORM 
targets across all KPIs and ensuring 
stable ORM processes.
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 Safeguarding value for our stakeholders in 2020
 Focus for 2021 and beyond
SHE performance
	
– Received and discussed SHE performance reports (see pages 23 – 98 
)
	
– Reviewed all serious and high-potential SHE-related incidents; received assurance that 
learnings were shared
	
– Safety performance reviews focused on key safety management initiatives, performance 
trends, challenges and focus areas for 2021
	
– Reviewed health focus issues, initiatives and performance against selected metrics, with an 
emphasis on assessing and monitoring management of Covid-19 risks and impacts in the 
workplace
	
– Environmental focus areas included reviewing the key value levers of the environmental 
strategy and progress towards environmental goals in the group sustainable mining plan, 
focusing on water, climate change and energy, land stewardship, rehabilitation, waste and 
emissions
	
– Avoiding fatalities remains the key 
priority
	
– Continue to focus on building a 
culture of zero harm
	
– Oversee Anglo American Platinum’s 
commitment to collaborative 
stakeholder efforts to make our 
industry safer
	
– Continue to assess opportunities 
to drive best and innovative 
practices in SHE performance.
Legal matters
	
– Followed progress on emerging material legislative SHE-related trends and developments, 
including the further drafting and extended compliance timeframe of financial provisions 
regulations and environmental assessment audit publication legislation
	
– Remained informed about material legal matters including in relation to engagements with 
the DWS on amendments to the Lebalelo Water User Association water use licence
	
– Continued investigations into nitrate levels, particularly in Limpopo, and associated possible 
social and other solutions 
	
– Monitor legislative developments
	
– Monitor developments with 
material legal engagements and 
associated implications for the 
business, providing guidance 
where applicable
SHE performance review
An overview of key performance issues was brought to the committee’s 
attention, as well as selected SHE performance data measured at the 
end of 2020. More detailed information on Anglo American Platinum’s 
SHE performance is presented on pages 23 – 98 
.
Anglo American Platinum regrettably recorded 
one 
safety-related fatality in 2020 after operating fatality-free 
for 22 months
Regrettably, 
18 
of our employees died from Covid-19. Intensive infection 
prevention and treatment facilities controlled infection 
rates at our operations, with a 97% recovery rate
The company continued to
improve
on leading injury indicator
TRCFR 2.40
Recognised 
by CDP for leading corporate action (‘A’ band) and 
transparency on water security and climate change
Total waste to landfill reduction of 
92% compared to the 2013 baseline
Anglo American Platinum’s SHE performance this year reflects the 
strength of its strategies to safeguard and empower its people 
and mitigate environmental impacts. Anglo American’s FutureSmart 
Mining innovation-led pathway to sustainable mining will see 
Anglo American Platinum increasingly adopt new technologies, 
automation and processes to eliminate health and safety risks, 
and enable it to dramatically reduce its environmental footprint 
over the next decade.
Health
The coronavirus pandemic has become the foremost health 
challenge facing Anglo American Platinum employees and their 
families and communities. The company’s robust health and safety 
strategies have underpinned its leading response to managing 
Covid-19 across its operations. A proactive approach to testing 
and monitoring, and implementing both preventative and treatment 
measures, controlled infection rates at operations. As part of 
Anglo American’s WeCare programme, Anglo American Platinum 
initiated extensive measures to curb the spread of the virus in host 
communities and to support livelihoods.
By year end, Anglo American Platinum had conducted 13 393 
Covid-19 diagnostic tests and recorded 2 613 positive cases and 
2 492 recoveries. Regrettably, 17 employees died from Covid-19 
at managed operations. In all cases, there were one or more 
co-morbidities.
At year end, we had a 97% recovery rate from infections (before 
the second wave of infections), well above the national average. 
The company’s investments in health and wellbeing during this crisis 
focused particularly on identifying and protecting vulnerable 
‘high-risk’ employees with co-morbidities, and supporting the 
mental wellbeing of employees, dependents and health workers. 
This has supported improved management of other health risks, 
such as chronic and lifestyle diseases, notably HIV and tuberculosis 
(TB). For a consecutive year, Anglo American Platinum achieved the 
first two of the UNAIDS 90/90/90 targets: in 2020, 94% of permanent 
employees know their HIV status, 92% of employees living with 
HIV are on antiretroviral therapy, with 84% viral load suppression. 
	
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Governance
Safety and sustainable development committee report continued
The TB incidence rate decreased year on year by 45% to 187 per 
100,000 employees, significantly below the national (South Africa) 
average of 615 per 100,000 citizens. Regrettably, Anglo American 
Platinum recorded one TB death in 2020. 
Anglo American Platinum recorded four cases of Noise Induced 
Hearing Loss (NIHL) but no inhalable hazard or carcinogen exposure 
related to occupational diseases in 2020. By using real-time 
monitoring for critical controls and occupational hazards in all areas 
where exposure levels may be recorded above permitted levels, the 
company is driving further reductions in potential exposure to health 
hazards. In mitigating occupational health risk, it also focuses on 
engineering solutions and ensuring adherence to the requirements 
of PPE use. Anglo American Platinum is working towards targets, 
focusing on reducing exposure to carcinogens, inhalable pollutants, 
excessive noise, and advancing health digitalisation.
Safety
An intense focus on eliminating fatal risks contributed towards 
Anglo American Platinum operating fatality-free for 700 consecutive 
days, from 18 October 2018 to 16 September 2020. Tragically, an 
employee who had incurred a serious, but not life-threatening, injury 
was diagnosed Covid-19 positive while being treated at hospital, 
resulting in complications and his unexpected death.
Covid-19 impacts exacerbated challenges in Anglo American 
Platinum’s efforts to ensure safe behaviour, especially at 
Amandelbult operations, which have been the most vulnerable 
and heavily impacted by Covid-19. After the initial hard national 
lockdown, the company took great care to ensure the safe start-up 
of operations put on care and maintenance by regulations. 
Recognising that the uncertainty, fear and other mental-health 
effects associated with the pandemic could affect safety behaviour, 
Anglo American Platinum implemented a dedicated initiative to 
drive the right safety mindset among its workforce in these 
challenging times.
Injuries increased in the third quarter, but this trend encouragingly 
reversed in the last quarter. In 2020, the TRCFR was 2.40, below 
the internal annual 15% reduction target of 2.54. However, Anglo 
American Platinum recorded 99 high-potential incidents (HPIs) 
that exposed employees and contractors to fatal risks, which is 
unacceptable. The company continues to improve its capacity 
to identify and address high-potential hazards, learn from HPIs, 
and using technology to reduce risks.
The implementation of safety-performance turnaround plans at 
the more challenging operations, Amandelbult and the smelters, 
remains a key driver and is critical in meeting safety commitments.
Environment
Anglo American Platinum remains committed to demonstrating 
leadership in environmental stewardship and playing its part in 
helping to address the environmental challenges of a carbon-
constrained world. The FutureSmart Mining programme is 
demonstrating the potential of technological innovation to 
transform the environmental footprint of the group’s business. This 
is critical to achieving the stretching environmental goals in the 
sustainable mining plan (pages 13 –18 
) – which in many cases 
also embrace circular-economy principles.
In responding to the global challenge of climate change, Anglo 
American Platinum’s activities focus on radically reducing energy 
consumption through innovative mining methods and technology 
adoption, switching to low-carbon energy sourcing and increasing 
renewables in the energy mix. The company is trialling and 
implementing new mineral extraction and processing technologies 
that will support greater energy and water efficiencies.
Anglo American Platinum is working towards 2030 targets to 
improve energy efficiency and reduce absolute greenhouse gas 
(GHG) emissions by 30% against a 2016 baseline. In 2020, it 
developed a roadmap to carbon neutrality by 2040.
Energy and GHG intensities have steadily decreased in recent years. 
In 2020, however, while energy use and GHG emissions reduced, 
intensities (per unit production) were above target due to below-
plan production caused by Covid-19 curtailments.
In developing new applications for the company’s metals and 
minerals that will enable lower emissions, both at its operations and 
globally, the focus is on developing green hydrogen-powered fuel 
cell transport using PGMs, including for mine haul trucks.
Water security remains a priority as all company sites operate 
in areas of high water stress. Anglo American Platinum continues 
to demonstrate leadership in increasingly reducing freshwater 
consumption at its operations (now recycling almost 60% of water 
at its operations) and partnering in several regional bulk-water 
resource and water-efficiency initiatives. The company was 
recognised by the Carbon Disclosure Project CDP for its leading 
‘A’ score for corporate action and transparency on climate change 
and water security, based on its disclosure in 2020. This ranked 
Anglo American Platinum as a top South African mining company.
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In 2021, Anglo American Platinum will set site-specific 2030 targets, 
as it progresses in reducing freshwater consumption and 
incrementally improving water efficiency to meet its sustainable 
mining plan water goals and reach for the FutureSmart vision of 
a waterless mine. A key focus is on progressive implementation of 
best-practice water-treatment/recovery technologies.
In 2020, both raw and potable water withdrawal and intensities 
were below target. Since 2016, we have achieved a reduction in 
water consumption of 32% due to focused water management 
practices, including the divestment of sites, which in real terms 
amounts to 28.3 megalitres of water saved per year.
An important milestone in demonstrating its commitment to 
sustainable development was achieving the goal of sending zero 
waste to landfill (except for five waste streams with no offset/
recycling solutions), for all managed operations by December 2020. 
The radical change in its waste-management practices in recent 
years has depended on ensuring a mind-shift change, and 
embracing circular-economy principles, where waste becomes 
a resource. The company continues to innovate and find offset/
recycling opportunities for diverse waste streams.
Unfortunately, Anglo American Platinum recorded one level 3 
(moderate) environmental incident this year, an overflow of effluent 
at Rustenburg Base Metals Refinery into a tributary stream. There 
was a 4% year-on-year increase in the number of level 1 and 2 
incidents at operations, and a decrease of 0.3% in the number of 
substandard acts and conditions recorded.
Anglo American Platinum has made good progress in ensuring full 
compliance with all applicable legal audit findings in terms of 
environmental authorisations for mining/process activities.
Cross-referencing table
As some of the committee’s responsibilities and deliberations overlap with other committees, detailed policy and performance information 
appear in other sections of the integrated and ESG reports.
S&SD committee priorities
Activities monitored by the committee
Page reference integrated annual report 
(IAR) environmental, social and governance 
report (ESG)
Environment management
Waste management 
ESG page 53 – 58 
Closure and rehabilitation
ESG pages 64 – 69 
Biodiversity and land stewardship
ESG pages 46 – 49 
Air quality and emissions
ESG pages 61 – 63 
Water
ESG pages 32 – 37 
Climate change and energy
ESG page 38 – 45 
Mineral residue facilities
ESG pages 50 – 52 
Safety
Safety performance
ESG pages 79 – 87 
Health
Occupational health
ESG pages 91 – 94 
Wellness
ESG pages 95 – 98 
Sustainability
Material issues
ESG pages 7 – 10 and IAR pages 70 – 73 
Sustainable Mining Plan
ESG pages 11 – 18 
 and IAR page 120 
Conclusion
The committee is satisfied it has discharged its responsibilities for the review period in line with its terms of reference.
On behalf of the committee
Dorian Emmett
Chairman
Johannesburg
15 March 2021
	
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Governance
Remuneration report
Anglo American Platinum has been 
agile and proactive in addressing 
the Covid-19 challenge
Nombulelo Moholi
Chairperson
Purpose, 
strategy 
and values
Board 
governance
Risk  
governance
Financial  
governance
Social and 
sustainable 
governance
Part 1: background statement
Chair’s statement
Dear shareholders
I am pleased to present the Anglo American Platinum Limited 
remuneration report for the year ended 31 December 2020. In line 
with best practice, as prescribed by King IV, this report is presented 
in three parts. The first is a background statement on how the 
company has subscribed to the principle of fair, responsible and 
transparent remuneration practice. The second sets out its 
remuneration philosophy and policy, and the third details policy 
implementation.
The Covid-19 pandemic has been central to many of the human 
resource and remuneration issues requiring attention from 
companies globally. Specifically, Anglo American Platinum has been 
agile and proactive in addressing this challenge, while doing its 
best to protect our most vulnerable employees in an ethical and 
responsible way. Examples include flexible work arrangements and 
support for vulnerable employees to ensure their continued financial 
wellness. In terms of management and executive remuneration, 
there were no changes to performance conditions of existing 
long-term incentive awards, no specific retention awards made, 
no adjustments to the number of 2020 long-term incentive awards 
granted in April 2020, nor deviations from the executive 
remuneration policies disclosed in the 2019 remuneration report.
We adjusted the mix of cash and deferred portions of the annual 
short-term incentive and refined the long-term incentive 
performance vesting measures this year, in line with parameters 
communicated in the 2019 report.
It is evident from the remuneration implementation report, 
specifically the total single figure of remuneration statement, that 
despite headwinds Anglo American Platinum maintained a strong 
financial position with EBITDA of R42 billion and net cash position 
of R18.7 billion.
We continue to monitor pay-fairness measures in Anglo American 
Platinum (equal pay for equal value of work) and pay ratios required 
by the Department of Labour in the annual EEA4 submissions. 
We also monitor the organisational pay-gap using both the Gini 
co-efficient and Palma ratios*, and are kept apprised of research 
conducted, inter alia, by BUSA (Business Unity South Africa) on the 
most appropriate pay-gap measure for statutory disclosure.
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The remuneration committee (remco) oversaw remuneration 
outcomes related to the exits of senior executives, including the 
CEO, and appointment of our new CEO and members of the 
platinum management committee (PMC). Exit arrangements were 
based on statutory and regulatory commitments, as well as 
established precedent in the company, including compliance with 
incentive plan rules, meriting the good standing and loyal service of 
incumbents. Remuneration for new appointees was established in 
the context of market benchmarks, internal parity and providing a 
competitive offer (detailed in the implementation report).
*  Gini co-efficient is a measure of income distribution across a population, while Palma is 
a measure which is gaining traction as a simple and effective measure of the pay gap.
The table indicates the performance conditions’ vesting outcome percentage over the last seven years for LTIP awards.
2012
2013
2014
2015
2016
2017
2018
Average
LTIP vesting (%)
61
90
33
35
95
98
55
67
The graph shows the correlation between the CEO’s total remuneration and Anglo American Platinum’ performance over the past nine 
years.
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
2,200
2020
2019
2018
2017
2016
2015
2014
2013
■ CEO total remuneration 
■ Headline earnings
■ Share price and cumulative dividends
Index
Company performance and CEO total remuneration
(Indexed: 2013 = 100)
Headline earnings have grown significantly more than the CEO’s total remuneration over this period which is however, aligned with growth in 
total shareholder returns. The total remuneration of the CEO in 2020 is on an annualised pro forma basis, to be as comparable as possible 
with total remuneration reported for the previous CEO from 2012 to 2019.
The remuneration committee at a glance
Purpose
As tasked by the board, the committee assists in setting the company’s remuneration policy and remuneration for directors and 
prescribed officers. As per its terms of reference, published on our website www.angloamerican.com, the committee’s responsibilities are 
to:
–	Make recommendations to the board on the general policy for remuneration, benefits, conditions of service and staff retention
–	Annually review the remuneration packages of executive directors and prescribed officers
–	Make specific decisions regarding the remuneration packages of executive directors and prescribed officers
–	Approve and monitor operation of the company’s share incentive plans.
The committee’s full terms of reference are aligned with the Companies Act and King IV and embrace best practice.
Remuneration committee composition
Nombulelo Moholi (chairperson)
Profile on page 144 
 
Norman Mbazima
Profile on page 145 
Daisy Naidoo
Profile on page 144 
Thabi Leoka1
Profile on page 144 
Independent non-executive director
Non-executive board chairperson
Independent non-executive director
Independent non-executive director
Meetings and attendance
Attended: 5/5
Attended: 5/5
Attended: 5/5
Attended: 2/21
Attendance by invitation: chief executive officer (CEO), global head of reward from Anglo American plc, executive head: human resources, senior manager: 
remuneration and benefits, compliance officer of employee share schemes and representatives of Bowmans. 
Changes to committee: Thabi Leoka was appointed in October 2020 as an independent non-executive director and committee member. 
1	 T Leoka joined the committee in October 2020 and has a 100% attendance record since joining.
	
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Governance
Remuneration discussions
Remco has deliberated on items tabled to maintain a strategic focus on resolving remuneration challenges and providing a remuneration 
policy to support the future of the organisation. Discussions in 2020 included:
Adding value in 2020
Anglo American Platinum remuneration policy changes 
Once-off changes 
	
– Mitigating the impact of share price volatility on long-term incentive plan (LTIP) award grant values
	
– Rebalancing performance measure for LTIP awards
	
– Rebalancing performance measures of the annual bonus for executive directors
	
– Rebalancing short-term incentive (STI)/deferred STI weightings
	
– Promoting long-term executive ownership
	
– Bonus deferral for bands 3 – 5 
	
– Unki remuneration strategy for incentives
	
– Unki pension fund age
	
– External directorships
Annual discussions
Topics discussed 
	
– Bonus payments
	
– Bonus share plan (BSP) nominations
	
– Approve the vesting percentage and performance conditions for LTIP awards
	
– Annual remuneration report
	
– Salary increases to employees
	
– Pay-gap measures
	
– Race and gender parity (income differential)
	
– Share scheme compliance officer report
	
– Business unit, CEO and finance director (FD) key result area (KRAs)
	
– Non-executive director (NED) remuneration and fee trend update
	
– Executive remuneration and NED fee benchmark
	
– Segmental CPI update
	
– Executive remuneration benchmarking and trends update
Governance controls and protocols
No executive director or prescribed officer is involved in deciding their own remuneration. In 2020, the committee received advice from 
Anglo American plc’s human resource department and Bowmans, as the committee is comfortable that Bowmans provided objective 
and independent advice.
The company’s auditors, PwC, have not provided advice to the committee. Bowmans will continue as the remuneration committee 
adviser until 31 October 2021.
Remuneration report continued
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Remuneration in context 
The table below reflects the total spend on employee remuneration and benefits in 2020 and 2019, compared to headline earnings and 
dividends payable in those years. 
Distribution statement
2020
2019
Headline earnings
Rm
30,346
18,603
% change
63
Dividends paid 
Rm
13,779
4,921
% change
180
Dividends payable for the year (total)1
Rm
12,099
13,985
% change
(13)
Payroll costs for all employees
Rm
14,783
12,897
% change
15
Employees
Headcount
25,796
25,268
% change
1
Community engagement development spend2
Rm
459
392
% change
17
Taxation paid
Rm
7,941
3,349
% change
137
Royalties paid
Rm
2,496
1,788
% change
40
1	 The board has declared a final cash dividend of R45.58 per share, which is equivalent to R12.09 billion.
2	 CSI spend recorded centrally in corporate office. This includes all CSI and SLP spend as well as Covid-19-related spend.
The company delivered good performance in 2020. As a result, 
bonus shares to the value of R124,643,910 were awarded and the 
vesting percentage of the LTIP awards granted in 2018 was 55.30%. 
The KRA outcomes for the CEO are summarised on page 46 
 of 
the integrated annual report.
Social responsibility and contribution
In response to the Covid-19 pandemic, contributions and donations 
made by the Anglo American Platinum CEO, FD and NEDs to South 
Africa’s Solidarity Fund and other selected charities were matched 
by Anglo American plc (detailed on page 29 
 of the integrated 
annual report). 
Wider workforce considerations and our approach to fairness
Anglo American Platinum continues the practice of fair, responsible 
and equitable remuneration. As such, remco regularly reviews the 
company’s internal wage gap. In addition, lower increases are 
granted to executive management compared to other employees. 
The committee also seeks to find a balance between the interests 
of executives and shareholders to ensure fair and responsible 
outcomes. For this reason, a significant portion of the pay of our 
senior employees is at risk and subject to stretching performance 
conditions.
Conclusion
We trust this remuneration report provides an accurate overview of 
the company-wide remuneration policy and its implementation. 
We specifically provide an in-depth view on executive remuneration 
in the past year, as Anglo American Platinum achieved specific 
targets through technical and business innovations while retaining 
capacity and key talent over a number of years.
Nombulelo Moholi
Chairperson
	
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Governance
Part 2: Remuneration philosophy and policy
Remuneration philosophy
We aim to attract, retain and incentivise high-calibre individuals to 
develop and implement the company’s business strategy, thus 
creating optimal long-term shareholder value. 
Remuneration principles
	
– Consistency of reward-package elements
	
— Diversity of remuneration principles and approach to fair and 
responsible pay.
Remuneration policy
The remuneration policy complies with King IV recommendations 
and is based on the following principles:
	
– Remuneration practices are aligned with the company strategy
	
– Total rewards are set at competitive levels in the relevant market 
to ensure we attract, motivate and retain highly talented 
individuals
	
– Total rewards are managed to align to the principle of 
responsible, equal, fair and competitive pay
	
– Incentive-based rewards are linked to achieving demanding 
performance conditions, consistent with shareholder interests 
over the short, medium and long term
	
– Performance measures and targets for incentive plans are 
structured to operate effectively throughout the business cycle 
and support the business strategy
	
— Prudent application of long-term incentive schemes to minimise 
shareholder exposure to unreasonable financial risk.
Remuneration linked to strategy and performance
We continually assess our remuneration strategy, practices and 
policies to ensure they remain aligned with and continue to support 
the strategic objectives of the company and the environment in 
which it operates.
Our new approach to performance 
Our ambition is to be the most-valued mining company in the world. 
Achieving this requires working differently, collaborating to drive 
performance, technology, innovation and intelligent risk. 
Our new approach to performance management shifts our focus 
from measuring individual performance retrospectively to optimising 
the performance of the team now and in future. The CEO and FD 
are still measured on individual critical and strategic tasks. 
1
From individual to 
team 
performance
2
From annual to 
continuous 
performance 
discussions
3
From 
performance 
assessment to 
performance 
optimisation
4
From risk aversion 
to smart risk and 
innovative 
thinking
5
From knowing to 
living our values
Covid-19’s impact on the business, CEO and FD key results areas (KRAs)
Even though the pandemic has affected Anglo American Platinum’s KRA targets, no adjustments were made to KRA outcomes for the 
negative impact on production and sales. 
Executive director package design and total remuneration opportunity at different levels of performance 
The charts illustrate the pay mix of the CEO (figure 1), FD (figure 2) and prescribed officers (figure 3) at entry, on-target performance and 
stretch performance where applicable from 2020.
■ Basic, beneﬁts and pension
■ Bonus award (cash and shares)
■ LTIP
50
40
30
20
10
0
Stretch
On-target
Entry
64%
41%
31%
28%
42%
14%
23%
22%
35%
69%
47%
36%
25%
39%
12%
21%
19%
32%
73%
52%
40%
25%
35%
11%
20%
16%
28%
Figure 1: CEO
30
25
20
15
10
5
0
Stretch
On-target
Entry
Figure 2: Finance director
80
70
60
50
40
30
20
10
0
Stretch
On-target
Entry
Figure 3: Prescribed oﬃcers
Key assumptions:
Pay element
Entry
On-target
Stretch
Fixed
2020 basic salary, benefits and pension
2020 basic salary, benefits and pension
2020 basic salary, benefits and pension
Annual bonus
25% of maximum bonus opportunity
62.5% of maximum bonus opportunity
100% of maximum bonus opportunity
LTIP
25% of maximum bonus opportunity
60% of maximum LTIP opportunity
100% of maximum LTIP opportunity
Remuneration report continued
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2020 comparator remuneration benchmarking group 
The committee’s key task is to preserve the relevance, 
integrity and consistency of benchmarking. Benchmark 
data is used to provide insights on trend lines and 
compare practices.
The committee is comfortable that the comparative 
group (below) for executive directors, prescribed 
officers and non-executive directors are representative 
of our business model, product range and market 
capitalisation.
African Rainbow Minerals Limited
AngloGold Ashanti Limited
Exxaro Resources Limited
Gold Fields Limited
Harmony Gold Mining Company Limited
Impala Platinum Holdings Limited
Kumba Iron Ore Limited
Northam Platinum Limited
Sibanye-Stillwater
South32 Limited
Elements of remuneration
The key elements of total remuneration in 2020 are outlined below.
Guaranteed salary
Non-union affiliated employees
Guaranteed salary is reviewed annually and positioned 
competitively against peers comparable in size, sector, business 
complexity and international scope. Company performance, 
affordability, inflation and average industry and sector increases are 
considered in determining any annual adjustment. Increases are 
generally inflation-linked and, where affordable, additional budget 
is allocated for adjusting remuneration levels that are not 
appropriately aligned to internal pay ranges and/or market rates 
for a specific job. 
Industry and size-based organisations are used to benchmark total 
guaranteed pay and total remuneration (includes: guaranteed pay, 
STI, deferred STI and LTI). Adjustments are informed by positioning 
current remuneration within a tolerance pay range of 80% to 120% 
for guaranteed pay for a specific job or grade. Pay levels that are 
not within the tolerance pay range are adjusted for closer alignment 
to the market 50th percentile at which Anglo American Platinum 
benchmarks remuneration.
Union-affiliated employees
Guaranteed salary levels depend on the outcome of wage 
negotiations with representative unions.
Benefits
Core benefits are offered as a condition of service, with some 
elective flexible offerings for employees on a total package pay 
system. Core benefits primarily comprise retirement, risk and 
medical-scheme participation. The company regularly reviews 
these benefits for affordability, flexibility and perceived value to 
employees.
Medical schemes offer numerous plans to accommodate affordable 
healthcare and flexibility for a wide scope of employee income 
levels and membership profiles. 
Retirement benefits are provided through defined-contribution 
funds, with contribution levels aligned to market best practice and 
fund rules. 
Death benefits provided cater for the high-risk environment in which 
our employees work. In the event of a fatality or injury-on-duty 
incident, benefits available to beneficiary families of employees who 
pass away in service include: 
	
– A lump-sum payment from both the retirement fund and Rand 
Mutual Assurance (COIDA)
	
– A monthly pension as per COIDA for both spouse and dependant 
children
	
– A company cash provision to assist beneficiary families in the 
waiting period for benefit pay-out from the fund and COIDA
	
– Company assistance to spouse and family on mine
	
— Company transport to and from the funeral.
Incentive rewards
Anglo American Platinum administers incentive schemes to 
encourage and reward delivery of its strategic initiatives over the 
short, medium and long term. The short-term incentive focuses 
on achieving business targets in that financial year, while the 
long-term incentive closely aligns the interests of executives with 
shareholders over the longer term. It encourages executive directors 
and prescribed officers to build a shareholding in the company, 
which sustains ongoing performance and the creation of 
shareholder value.
	
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Governance
Short-term incentive (STI)
Participation:
Executive directors, prescribed officers, management and corporate employees.
Consists of:
Annual cash incentive linked to performance in the financial year, and payable in cash at the end of the 
performance period.
Forfeitable bonus shares awarded as deferred incentive under the bonus share plan (BSP) and equal in value to 
the annual cash incentive. The shares are restricted, one-third for two years and two-thirds for three years, during 
which they may be forfeited if employment is terminated in breach of scheme rules. Participants will earn dividends, 
if the company declares dividends, on bonus shares in the restricted period.
Forfeitable deferred cash payments based on a multiple of the annual cash incentive are applicable to middle 
management. The deferred cash payments are restricted for two years, during which they may be forfeited if 
employment is terminated in breach of scheme rules.
Performance 
measures:
Awards for the CEO and FD are based on company performance (70%) and achieving personal critical tasks score 
(30%). 
Performance measures are weighted 70% for business unit performance and 30% for critical and important tasks 
that focus on portfolio management, value optimisation and people management. Penalty metrics are applied for 
fatalities.
Business performance measures include:
–	20% safety, health and environment 
–	15% group performance
–	35% business unit performance
Personal critical task performance measure include:
–	20% strategic measure aligned to business transformation
–	10% personal measure
The company is allocated a score which is the outcome of the business unit performance (70%) and critical tasks 
(30%). This informs the incentive of prescribed officers and senior management.
The award for remaining participants (excluding union-affiliated employees) is based on company and team 
performance.
Value of annual 
cash incentive:
CEO: The maximum cash incentive is 125% of base salary.
Annual cash incentive = [(company performance score 70% + (personal critical tasks score 30%)] × maximum cash 
incentive (125%) x base salary.
Finance director: The maximum cash incentive is 80% of base salary.
Annual cash incentive = [(company performance score [70%]) + (personal critical tasks score [30%])] × cash incentive 
(80%) x base salary.
Prescribed officers, management and corporate employees: A bonus rate of 40% to 60% for senior management 
and 72% for prescribed officers. Incentive salary is set at 80% of total package* for management and 100% of base 
salary for prescribed officers. The company’s performance is measured at each year end against set performance 
targets.
Annual cash incentive = applicable bonus rate (40% – 72%) x [(company performance score [70%]) + (company 
critical tasks score [30%]) x base salary or 80% of total package
Face value of 
bonus shares and 
value of deferred 
cash:
CEO: 100% of annual cash incentive.
Finance director: 100% of annual cash incentive.
Prescribed officers and senior management: 100% of annual cash incentive.
Middle management (deferred cash): 70% of annual cash incentive.
Face value of bonus share award = average price of shares purchased or the 10-day volume weighted average 
price for treasury shares allocated x number of shares awarded.
*  Total package includes basic salary; employer contribution to retirement, medical aid, a selection to car allowance and or a 13th cheque.
Remuneration report continued
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Short-term incentive (STI) continued
Changes in 2020:
Rebalancing performance measures for an annual bonus for the CEO by:
–	Reducing the current business performance weighting excluding safety, health and environment from 60% to 50% 
(15% group performance, 35% business unit performance)
	
– Reducing the individual measure from 30% to 10%
	
– Increasing the safety, health and environment measure from 10% to 20%
–	Introducing a strategic measure aligned to business transformation of 20%.
Aligning deferral requirements with market practice for executive directors by:
	
– For the CEO: changing the ratio of the bonus opportunity and bonus shares from the current 100% of base pay 
and 150% bonus shares from a 40/60 split to a 50/50 split to a bonus opportunity of 125% of base pay and 
bonus shares to 125%. The FD is already on a bonus opportunity of 100% cash bonus and shares of 100% to meet 
the required 50/50 split
–	Reducing the deferral of bonus shares (BSP) from 100% after three years to one-third after two years and 
two-thirds after three years.
Aligning deferral requirements with market practice for prescribed officers and senior management by:
	
– Changing the ratio of the bonus/bonus shares from a 40/60 split to 50/50
–	Reducing the deferral of bonus shares (BSP) from 100% after three years to one-third after two years and 
two-thirds after three years.
Safety deductor:
–	Would apply to incentive results where there are adverse safety or fatality outcomes.
Proposed changes for 2021:
–	No changes anticipated.
Outperformance incentive award
Once-off cash-settled outperformance awards to platinum management committee members, excluding the CEO, which vest in early 2024 
on the company attaining a 2023 EBITDA margin of 25% (at 2018 prices and foreign exchange rates). In addition, the awards only vest if 
highly stretching targets measured at Anglo American plc, to which the company contributes, are also achieved. The maximum 
outperformance award for the FD and prescribed officers is 175% of base salary.
Long-term incentive plan (LTIP)
Participation:
Executive directors, prescribed officers and senior management.
Consists of:
Conditional full-value shares that vest after three years, subject to meeting company performance conditions.
Maximum value of 
award 
(face value):
CEO: 150% of base salary.
Finance director: 125% of base salary.
Prescribed officers: 100% of base salary.
Senior management: 30% of 80% of total package.
Performance 
measures:
Awards are subject to four stretching performance conditions. The 2020 LTIP performance condition weightings are 
calculated over a three-year vesting period:
50% of the award will vest subject to satisfying total shareholder return (TSR) targets, and
50% of the award will vest subject to a balanced scorecard of metrics comprising:
–	15%:  ROCE (return on capital employed) 
–	15%:  Attributable free cash flow 
–	 5%:  Energy efficiency 
–	 5%:  CO2 emissions 
–	 5%:  Water 
–	 5%:  Social sustainability and transformation.
Performance 
period:
Performance conditions are measured over a three-year period, commensurate to the financial years of the 
company.
Changes in 2020
Rebalancing performance conditions for the LTIP by aligning the weighting and targets of:
–	TSR from 70% to 50%
–	ROCE from 10% to 15%
–	Cumulative attributable free cash flow from 10% to 15%, and
–	Safety and sustainable development (ESG measure) from 10% to 20%.
No changes anticipated for 2021.
Company and 
individual limits:
The aggregate limit for the BSP and LTIP is 26,968,188 shares, representing around 10% of the issued capital. The 
company does not issue new shares to settle the plan but purchases them in the market to avoid shareholder 
dilution. The total number of shares awarded in 2020 was 284,110, representing 0.1% of issued share capital. The 
company is below 1% and has no intention of exceeding 10% of issued capital. 
	
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Governance
Share-based awards to managers and executives 
aged 58 and above
The company’s LTIP and BSP rules do not permit allocations to 
managers and executives within two years of the retirement age 
of 60. To continue recognising the contribution of managers who 
have reached age 58, a cash award (in lieu of share awards) is 
provided. Cash payments under the LTIP are awarded annually, 
subject to performance conditions, based on the fair value of the 
grant the executive would have been entitled to under the LTIP. For 
the BSP, cash payments are awarded annually based on the actual 
bonus earned by the individual. To avoid forfeiture, participants are 
required to remain in employment until normal retirement.
Employee share ownership plan (ESOP)
Purpose and 
background:
Our ESOP recognises the importance of 
enabling all employees to share in the success 
of our business. The scheme incentivises and 
empowers those employees who do not 
otherwise participate in the company’s share 
incentive plans to acquire shares in Anglo 
American Platinum, subject to provisions in the 
ESOP agreement and rules.
Operation:
The ESOP scheme was implemented on 
1 August 2018. The mechanics span a five-year 
period, set out below. The total quantum of the 
scheme is R25,000 per employee, payable as 
follows:
–	R9,000 cash paid in 2018
–	R4,000 cash paid in 2019, R4,000 forfeitable 
shares allocated in 2019
–	R4,000 cash paid in 2020, R4,000 forfeitable 
shares allocated in 2020.
Vesting occurs in years 4 and 5, ie 2021 and 
2022 respectively.
Minimum shareholding targets for executive directors and 
prescribed officers
Executive directors and prescribed officers are required to 
accumulate and hold a predetermined and market-aligned 
minimum shareholding. The minimum shareholding requirement 
(MSR) must be accumulated from LTIP and BSP awards on an 
elective pre-tax and pre-vesting basis, where executive directors 
and prescribed officers will choose the quantum of shares to hold.
These individuals are required to accumulate and hold an 
appropriate percentage of their share incentive awards to meet the 
target. The extent to which targets have been met is calculated by 
multiplying the share closing price at financial year end by the 
number of shares held and expressing this as a percentage of 
annual base salary. Details of individual holdings at 31 December 
2020 are disclosed on pages 190 to 193 
.
Service contracts
All executive directors and prescribed officers have permanent 
employment contracts with Anglo American Platinum or its 
subsidiaries. The contracts prescribe notice periods of 12 months 
for the CEO and six months for the FD and prescribed officers. 
Executive directors and prescribed officers are subject to a 
restraint-of-trade period of six months from date of termination. 
Senior management’s notice period was increased to three months 
as a retention mechanism. These contracts are regularly reviewed 
to ensure they remain aligned with governance and legislative 
requirements. 
Termination policy
In the event of a termination, the company has the discretion to 
allow the director, prescribed officer and senior management to 
either work out their notice or to pay the guaranteed pay for the 
stipulated notice period in lieu of notice. 
Guaranteed pay includes base salary and benefits. 
No performance bonus payment is made if a director, prescribed 
officer and senior management’s reason for termination is 
resignation or dismissal. 
Performance bonuses are paid to good leavers on a pro rata basis.
Unvested BSP awards are accelerated to termination date and paid 
in full if the reason for separation is mutually agreed separation, 
retirement, death and ill-health retirement.
Unvested LTIP awards will continue to vest three years from grant 
date. Payments will be pro-rated if an employee’s reason for 
termination is mutually agreed separation, retirement, death and 
ill-health retirement. 
Remco has the discretion to award a payment in cases where 
special circumstances exist for:
	
– Performance bonus
	
– Deferred bonus cash award
	
— LTIP cash award.
External appointments
Executive directors are not permitted to hold external directorships 
or offices without the approval of the committee. If approval is 
granted, directors may retain fees payable from one such 
appointment. The company policy on internal and external 
directorships stipulates that:
	
– The executive director may retain fees payable from one external 
directorship or office only. Fees from internal directorships or 
offices may never be retained and must be ceded to Anglo 
American Platinum.
	
– Fees not retained by the executive director from both external 
and internal sources must be ceded to Anglo American Platinum.
	
— The executive director may, as part of the non-executive 
directorship position, participate in one committee of that board. 
This would be regarded as one external sitting.
Non-executive directors’ remuneration
Non-executive director appointments are made in terms of the 
company’s memorandum of incorporation and confirmed at the first 
annual general meeting of shareholders after their appointment 
and then at three-year intervals. 
Fees reflect the director’s role and membership of committees. 
A fee applies for any special meetings in addition to board and 
committee meetings. Fees are reviewed by the committee annually 
and require approval from shareholders at the annual general 
meeting. Non-executive directors do not participate in any of the 
company’s short or long-term incentive plans, and they are not 
employees of the company. 
Non-executive director fees for 2020 are tabulated in part 3 of this 
remuneration report.
Shareholder engagement
We value our continued engagement with various stakeholders, and 
we endeavour to maintain our relationships with all in the hope that 
we will continue to receive their valued input.
Remuneration report continued
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Non-binding advisory vote from our shareholders 
At the annual general meeting on 25 June 2020, our 2019 
remuneration policy was endorsed by 99.26% of shareholders and 
the implementation report was endorsed by 99.70% of shareholders. 
We believe this reflects recognition of our ongoing commitment 
to engage with and act on concerns where necessary. If the 
remuneration policy or implementation report are voted against 
by shareholders exercising 25% or more of the voting rights, 
dissenting shareholders will be invited to engage with the company. 
The manner and timing of such engagement will be provided, 
if necessary.
Engagement with independent adviser
Bowmans was appointed as the interim independent adviser 
for one year. Remuneration consultants are engaged by, and 
report directly to, the committee and must be independent from 
Anglo American management. Consultation fees are contractually 
agreed.
Part 3: Implementation of policies for the 
financial year
Implementation of remuneration policy
This section outlines implementation of Anglo American Platinum’ 
remuneration policy for executive directors in the 2020 financial year 
and how the organisation intends to operate in the next financial 
year. All decisions for executive remuneration were made in line with 
the company’s remuneration policy for this financial year and 
bearing Covid-19 uncertainties in mind. 
2020 changes to platinum management committee (PMC) 
and payments to exiting executives 
Where departure is on mutually agreed terms, the committee may 
treat the departing individual as a good leaver in terms of one or 
more elements of remuneration. The committee uses this discretion 
judiciously and shareholders will be notified of any exercise of this 
discretion as soon as reasonable. Exit arrangements were offered to 
the CEO Chris Griffith, and executive head: mining, Dean Pelser. 
Chris Griffith 
Chris received separation payments of R3 million and £50,000 in 
FY20 for leaving after a period of very good performance and long 
loyal service to the group. His unvested BSP shares were accelerated 
to their respective termination dates, as per policy, and his 
conditional LTIPs will vest as normal and be pro-rated for service to 
his termination date, as per policy. His conditional LTIPs will vest as 
normal and be pro-rated for service to their termination dates. 
Dean Pelser
Dean received a severance package, equating to two weeks for 
every year of completed service, R500,000 for the car benefit, 
special leave for the month of May and served out his garden leave 
of six months. His 2020 LTIP awards were settled in cash prorated 
for his service. His unvested BSP shares were accelerated to their 
respective termination dates, as per policy, and his conditional LTIPs 
will vest as normal and be pro-rated for service to his 
termination dates. 
All policy rules were applied as per the good-leaver status of both 
employees. They both received pro-rated STI and BSP awards to 
reflect the portion of the year they were in active service during the 
2020 performance year.
Appointments included CEO, Natascha Viljoen, executive head: 
corporate affairs, Yvonne Mfolo; and executive head: safety 
and asset reliability, Riaan Blignaut. More details on respective 
arrangements appear on page 16 
 of the integrated annual 
report.
The impact of Covid-19 
We value and care for our employees. During the pandemic, we 
addressed the financial wellness of our employees by ensuring their 
financial security. All employees received their fixed basic salary 
throughout the lockdown, as well as medical aid, pension and 
housing benefits. 
Flexible working conditions and the success of work from home for 
certain support staff/teams did not impact on the performance 
and productivity of our business.
Remuneration linked to strategy and performance 
Base salary adjustments
The committee approved a 5.5% increase on the total package for 
senior management and base salary for executive directors and 
prescribed officers for 2020 to align more closely with industry peers 
and retain executive talent. This compares with an average base 
salary increase of 6.83% for union-affiliated staff (6.49% in 2019). 
The chart below reflects these increases against CPI. 
■ CPI
■ Unionised
■ Management and general staﬀ
■ Executives
2020
2017
2016
2019
2018
2015
2014
2013
2012
14
12
10
8
6
4
2
0
Figure 4: Executive, management and union–aﬃliated
employees against CPI
(%)
* CEO, FD, prescribed oﬃcers and management received the same salary
 percentage increase for ﬁnancial years 2017-2020.
* refer to footnote below
Historically, giving higher increases to union-affiliated employees 
compared to management has narrowed the pay gap.
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
185

Governance
2020 STI outcomes (cash and deferred bonus shares)
The extent to which annual performance measures were met in 
2020 is set out below.
■ Basic, beneﬁts and pension
■ Bonus award (cash and shares)
■ LTIP
60
50
20
30
40
10
0
12.5
6.9
12.5
12.5
12.5
17.2
27.5
14.5
9.9
16.5
9.9
On-target
Stretch
Actual
performance
Below
2020 performance
CEO*
(Rm)
*  The STI outcome graph reflects the CEO’s actual performance, which was annualised 
and the outcomes were compared with the 2020 performance targets.
The chart above reflects the CEO’s actual 2020 performance 
outcomes compared with 2020 performance targets. 
Natascha Viljoen joined Anglo American Platinum on 1 April 2020 
and these values were pro-rated for the months of service in the 
financial year.
KRA outcomes are summarised for the company, CEO and 
prescribed officers on page 46 
 of the integrated annual report.
The annual cash incentive and BSP award for the CEO and 
prescribed officers are set out below.
2020 annual cash incentive payments and deferred bonus shares to be awarded in 2021
 
 
Name
Annual cash 
incentive 
R
Percentage 
of base 
salary
BSPs 
awarded 
R
Cash 
award 
in lieu of 
BSP
Percentage 
of basic 
salary
Executive directors
N Viljoen1
5,418,923
71%
5,418,923
—
71%
CW Miller
3,343,584
46%
3,343,584
—
47%
Prescribed officers
GA Humphries
1,716,319
32%
1,716,319
—
32%
R Blignaut2
913,680
32%
1,311,567
—
47%
GL Smith3
1,727,796
32%
—
1,727,796
32%
LN Mogaki
1,570,725
32%
1,570,725
—
32%
P Moodliar
1,485,459
32%
1,485,459
—
32%
Y Mfolo4
864,000
32%
1,202,977
—
45%
Former prescribed officers
S Macheli-Mkhabela5
370,454
32%
—
—%
1	 N Viljoen joined Anglo American Platinum 1 April 2020.
2	 R Blignaut joined Anglo American Platinum 1 May 2020, he received a pro-rated incentive bonus for the period within AAP, his BSP allocation is for the full 12 months of service within the 
group, as per the scheme policy.
3	 GL Smith is within two years of retirement and will receive the cash value equivalent in line with policy as described on page 184 
.
4	 Y Mfolo joined Anglo American Platinum 1 May 2020, she received a pro-rated incentive bonus for the period within AAP, her BSP allocation is for the full 12 months of service within the 
group, as per the scheme policy.
5	 S Macheli-Mkhabela left Anglo American Platinum and moved within the group. BSPs will be awarded, as per the policy, by the new business unit. 
2018 LTIP outcomes and 2020 LTIP awards
The annual share awards allocations for 2020 and performance outcomes for 2018 share awards (with performance period ended 
31 December 2020) for the CEO and prescribed officers are set out below and based on pages 187 and 188 
.
 
Name
Number 
 of LTIP 
awards
Market 
face 
value
% 
of base 
salary
Executive directors
N Viljoen
16,695
16,521,450
150%
CW Miller
9,262
9,165,525
125%
Prescribed officers
GA Humphries
5,353
5,297,280
100%
R Blignaut
4,274
4,230,000
100%
LN Mogaki
4,899
4,847,916
100%
P Moodliar
4,478
4,431,000
100%
Y Mfolo
4,042
4,000,000
100%
Total
49,003
48,493,171
 
Remuneration report continued
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1
2
3
4
5
LTIP performance metrics for 2020
The vesting of LTIP awards is based on achieving four stretching performance conditions measured over a three-year period. The table 
below summarises performance conditions applying to conditional share awards granted under the LTIP in 2020:
Performance measure and 
weighting
Vesting schedule
Performance period
Total shareholder return (TSR) 
(50%). The TSR performance is 
benchmarked against the returns 
of African Rainbow Minerals, 
Royal Bafokeng Platinum Ltd, 
Sibanye-Stillwater, Harmony Gold 
Mining, Impala Platinum, Northam 
Platinum
Vesting for the TSR performance condition is on a sliding scale if the company 
achieved: 
–	TSR 5% below the index: 0% vests
–	TSR equal to the index: 50% vests
–	TSR 6% above the index: 100% vests
Linear vesting occurs between these points.
1 January 2020 to 
31 December 2022
Return on capital employed 
(ROCE) (15%)
Vesting for the ROCE performance condition is on a sliding scale if the 
company achieved:
–	ROCE equal to 30.5%: 25% vests
–	Maximum ROCE set at 40.5%: 100% vests
Linear vesting occurs between these points.
1 January 2020 to 
31 December 2022
Attributable free cash flow (15%)
Vesting for the cumulative attributable cash flow performance condition is on 
a sliding scale if the company achieved:
–	Threshold of 90% of budgeted cumulative three-year attributable free cash 
flow (FCF) (R7.8 billion): 25% vests
–	Maximum threshold of 105% of budgeted three-year cumulative 
attributable FCF (R9.1 billion); 100% vests
Linear vesting occurs between threshold and maximum.
1 January 2020 to 
31 December 2022
Safety and sustainable 
development (ESG measure)
–	Energy efficiency (5%)
–	Social sustainability and 
transformation (5%)
–	CO2 emissions (5%)
–	Water (5%)
Energy efficiency 5%: 
The range of achievement requires a 4% to 10% improvement in energy 
intensity by 2022, indexed on 2019 actual. Threshold 4%, Target 7% and 
Stretch 10%
Social sustainability and transformation 5%:
Vesting is split as:
–	2.5% social sustainability targets are based on two key indicators, the Anglo 
social way and sustainable mining plan 
–	2.5% transformation, including mining charter 2018; BBBEE, social and labour 
plans and employment equity. Aligning these plans is critical to achieve 
transformational goals.
CO2 emissions (5%):
The range of achievement requires a 5% to 15% improvement in GHG intensity 
by 2022, indexed to 2019 actual. Threshold 5%, Target 10% and Stretch 15%
Water (5%)
Potable water consumption makes up the bulk of AAP’s freshwater withdrawal 
and is therefore a meaningful enabler for Anglo American freshwater 
reduction ambitions. However, the baseline data and definitions required 
updating to align with current global water guidelines, such as ICMM*. In 
addition, new water-reduction programmes will be required to ensure we 
achieve the 2030 target** 
AAP will continue to monitor and track water withdrawal reduction and use 
2019 baseline (7,642k m3/Mt Milled) to set targets for 2022. Threshold 4%, 
Target 7% and Stretch 10%
1 January 2020 to 
31 December 2022
*	 International Council for Mining and Metals: a practical guide to consistent water reporting (March 2017).
**	2030 targets = 50% reduction in freshwater withdrawals, as a group average, using 2020 baseline data and updated group definitions in line with ICMM requirements.
	
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Governance
Vesting of LTIP awards (2018 – performance period ended 31 December 2020)
The extent to which performance measures for the 2018 award were met is detailed below. These awards will vest on 20 April 2021 after a 
three-year vesting period has lapsed.
LTIP measures
Below
Threshold
Target
Above
Total shareholder return (70%)
•
Return on capital employed (10%)
•
Cumulative attributable free cash flow (10%)
•
Safety and sustainable development (10%)
•
Resulting vesting LTIP award
55.3%
Total single-figure remuneration outcomes
Total remuneration outcomes and mix between fixed and variable pay in 2020 for the CEO, FD and prescribed officers are shown below.
30
51
19
CEO’s 2020 remuneration outcomes
(%)
■ Guaranteed pay (including beneﬁts)
■ Bonus award (cash and shares)
■ LTIP
41
45
14
Financial director’s 2020
remuneration outcomes
(%)
■ Basic, beneﬁts and pension
■ Bonus award (cash and shares)
■ LTIP
45
41
14
Prescribed oﬃcers’ 2020
remuneration outcomes
(%)
■ Basic, beneﬁts and pension
■ Bonus award (cash and shares)
■ LTIP
Remuneration report continued
	
Amandelbult operations
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1
2
3
4
5
Executive directors and prescribed officers
Total remuneration and detail on outstanding and settled long-term incentives of executive directors and prescribed officers for 2019 and 
2020 are reflected in the tables below. The format is aligned to the King IV recommended single total figure disclosure of remuneration.
Total single-figure remuneration (income statement) 
Executive directors 
and prescribed officers
Financial 
year
Base
salary1
R
Retirement
and
medical
aid2
R
Cash 
incentive 
R
BSP
share
or cash
award3,4
R
LTIP
reflected5,6
R
Other 
R
Total 
single 
figure of 
remun- 
eration 
R
Executive directors
N Viljoen7
2020
7,605,506
1,134,439
5,418,923
5,418,923
—
856,634 20,434,425
2019
—
—
—
—
—
—
—
CW Miller15
2020
7,332,420
1,142,034
3,343,584
3,343,584
—
— 15,161,622
2019
5,212,620
796,223
3,390,290
3,390,290
—
—
12,789,423
Prescribed officers
GA Humphries
2020
5,297,280
862,598
1,716,319
1,716,319
9,062,249
—
18,654,765
2019
5,021,112
800,507
2,169,120
3,036,769
12,150,694
—
23,178,202
R Blignaut8
2020
2,820,000
453,958
913,680
1,311,567
—
—
5,499,205
2019
—
—
—
—
—
—
—
GL Smith9
2020
5,332,704
831,684
1,727,796
1,727,796
9,122,429
—
18,742,409
2019
5,054,689
787,345
2,183,624
3,057,073
12,231,867
—
23,314,598
LN Mogaki
2020
4,847,916
782,056
1,570,725
1,570,725
9,122,429
—
17,893,851
2019
4,595,172
738,533
1,985,113
2,779,158
12,231,866
—
22,329,842
P Moodliar
2020
4,584,750
742,249
1,485,459
1,485,459
—
—
8,297,917
2019
3,500,000
567,530
1,512,000
2,116,800
—
—
7,696,330
Y Mfolo10
2020
2,666,664
450,239
864,000
1,202,977
—
—
5,183,880
2019
—
—
—
—
—
—
—
Former directors
CI Griffith11
2020
9,778,971
1,736,949
1,019,762
1,019,762 26,562,626
5,166,719
45,284,789
2019
9,044,327
1,589,218
7,353,037
11,029,556
35,943,105
1,076,719
66,035,962
I Botha12
2020
—
—
—
—
—
—
—
2019
1,190,990
177,613
—
—
—
—
1,368,603
Former employees
DW Pelser13
2020
5,279,373
833,974
2,912,401
2,912,401
9,573,118
7,643,138
29,154,405
2019
5,459,064
872,125
2,358,313
3,301,638
13,210,328
—
25,201,468
S Macheli-Mkhabela14
2020
1,143,378
185,153
370,454
—
8,605,823
— 10,304,808
2019
4,335,072
700,689
1,872,747
2,621,846
11,539,704
—
21,070,058
VP Pillay15
2020
—
—
—
—
3,350,278
—
3,350,278
2019
—
—
—
—
8,983,857
—
8,983,857
I Pillay16
2020
—
—
—
—
—
—
—
2019
2,726,456
464,975
—
—
—
1,222,815
4,414,246
Notes
1	
Base salary is the aggregate of basic salary plus an optional car allowance and provision towards a 13th cheque.
2	
Benefits are reported as the sum of retirement and medical aid contributions.
3	
The value of the 2021 BSP shares awarded on the basis of performance for the 2020 financial year is reflected in the 2020 single figure of remuneration.
4	
The value of the 2020 BSP shares was awarded on the basis of performance for the 2019 financial year.
5	
The value of the 2018 LTIP with a performance period ending on 31 December 2020 is reflected in the 2020 single figure of remuneration at a 90-day VWAP of R1,222.76 per share.
6	
The value of the 2017 LTIP with a performance period ending on 31 December 2019 is reflected in the 2019 single figure of remuneration at a 90-day VWAP of R1,096.93 per share.
7	
N Viljoen has an offshore GBP component to her remuneration which has been converted at monthly exchange rates and reported in ZAR. The amount reported as ‘other’ refers to the 
value of the use of a company vehicle for N Viljoen.
8	
R Blignaut joined Anglo American Platinum on 1 May 2020.
9	
GL Smith falls within the two-year cut-off threshold as per the share award policy referenced in part 2, page 184 
. LTIP and BSP are awarded as cash payments, conditional on 
remaining in service until the effective retirement date.
10	 Y Mfolo joined Anglo American Platinum on 1 May 2020.
11	 CI Griffith received an exit agreement reported under bonus and BSP, separation payments (R3,000,000 and GBP50,000) all reported under other. CI Griffith’s value of the use of the 
company vehicle is also reported as ‘other’. 
12 	 I Botha resigned effective 28 February 2019.
13 	 DW Pelser left Anglo American Platinum in November 2020 and received separation agreement reported under other (R5,383,347 severance pay, R500,000 car benefit, R2,912,401 
performance bonus, R2,912,401 BSP cash in lieu for 2020 and R1,759,791 LTIP pro-rated 35/36 months).
14 	 S Macheli-Mkhabela transferred to Anglo American plc SA effective 1 April 2020.
	
Includes replacement awards for benefits lost on resignation from previous employer.
15	 In 2018 VP Pillay fell within the two-year cut-off threshold as per the share award policy referenced in part 2, page 184 
. LTIP and BSP are awarded as cash payments, conditional 
on remaining in service until the effective retirement date, which was 31 December 2018.
16 	 I Pillay resigned effective 31 August 2018.
	
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189

Governance
Unvested long-term incentive awards and cash value of settled awards
Incentive 
scheme
Award date
Vest date
Value at 
grant date 
per share 
R
Vesting 
%
Number of 
awards/ 
shares
Cash  
value on 
settlement 
in 2019
Fair value
on 31 Dec
20191
Cash  
value on 
settlement 
in 2020
Fair value 
on 31 Dec
20202
N Viljoen
LTIP
6 May 2020
13 May 2023
989,61
60,0%
16,695
—
—
—
12,248,387
Total
16,695
—
—
—
12,248,387
CW Miller
LTIP
16 Apr 2019
16 May 2022
755,89
60,0%
11,493
—
7,564,210
—
8,431,908
LTIP
6 May 2020
13 May 2023
989,61
60,0%
9,262
—
—
—
6,795,122
BSP
12 Feb 2020
12 Feb 2023
989,61
100,0%
2,540
—
—
—
3,105,810
Total
23,295
—
7,564,210
—
18,332,840
GA Humphries
LTIP
13 Apr 2017
13 Apr 2020
367,15
98,0%
11,303
—
7,439,160
8,339,164
—
LTIP
20 Apr 2018
20 Apr 2021
321,33
55,3%
13,402
—
8,129,684
—
9,062,249
LTIP
16 Apr 2019
16 May 2022
755,89
60,0%
6,643
—
4,372,144
—
4,873,677
LTIP
6 May 2020
13 May 2023
989,61
60,0%
5,353
—
—
—
3,927,261
BSP
13 Apr 2016
13 Apr 2019
399,00
100,0%
2,466
1,856,503
—
—
BSP
13 Apr 2017
13 Apr 2020
367,15
100,0%
3,415
—
3,746,016
2,570,949
—
BSP
15 Feb 2018
15 Feb 2021
321,33
100,0%
7,580
—
8,314,729
—
9,268,521
BSP
13 Feb 2019
13 Feb 2022
755,89
100,0%
3,704
—
4,063,029
—
4,529,103
BSP
12 Feb 2020
12 Feb 2023
989,61
100,0%
2,275
—
—
—
2,781,779
Total
56,141
1,856,503
36,064,762
10,910,113
34,442,590
Remuneration report continued
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1
2
3
4
5
Incentive 
scheme
Award date
Vest date
Value at 
grant date 
per share 
R
Vesting 
%
Number of 
awards/ 
shares
Cash  
value on 
settlement 
in 2019
Fair value
on 31 Dec
20191
Cash  
value on 
settlement 
in 2020
Fair value 
on 31 Dec
20202
R Blignaut
LTIP
6 May 2020
13 May 2023
989,61
60,0%
4,274
—
—
—
3,135,646
Total
4,274
—
—
—
3,135,646
GL Smith
LTIP
13 Apr 2016
13 Apr 2019
399,00
94,5%
9,661
6,869,665
—
—
—
LTIP
13 Apr 2017
13 Apr 2020
367,15
98,0%
11,379
—
7,489,180
8,395,235
—
LTIP
20 Apr 2018
20 Apr 2021
321,33
55,3%
13,491
—
8,183,671
—
9,122,429
LTIP
16 Apr 2019
16 May 2022
755,89
60,0%
6,687
—
4,401,103
—
4,905,958
LTIP
6 May 2020
13 May 2023
989,61
60,0%
5,389
—
—
—
3,953,672
BSP
13 Apr 2016
13 Apr 2019
399,00
100,0%
5,801
4,367,225
—
—
—
Total
52,408
11,236,890
20,073,954
8,395,235
17,982,059
LN Mogaki
LTIP
13 Apr 2016
13 Apr 2019
399,00
94,5%
9,661
6,869,665
—
—
—
LTIP
13 Apr 2017
13 Apr 2020
367,15
98,0%
11,379
—
7,489,180
8,395,235
—
LTIP
20 Apr 2018
20 Apr 2021
321,33
55,3%
13,491
—
8,183,671
—
9,122,429
LTIP
16 Apr 2019
16 May 2022
755,89
60,0%
6,079
—
4,000,942
—
4,459,895
LTIP
6 May 2020
13 May 2023
989,61
60,0%
4,899
—
—
—
3,594,181
BSP
13 Apr 2016
13 Apr 2019
399,00
100,0%
5,414
4,075,876
—
—
BSP
13 Apr 2017
13 Apr 2020
367,15
100,0%
6,561
—
7,196,958
4,939,383
—
BSP
15 Feb 2018
15 Feb 2021
321,33
100,0%
8,176
—
8,968,500
—
9,997,286
BSP
13 Feb 2019
13 Feb 2022
755,89
100,0%
3,698
—
4,056,447
—
4,521,766
BSP
12 Feb 2020
12 Feb 2023
989,61
100,0%
2,082
—
—
—
2,545,786
Total
71,440
10,945,541
39,895,698
13,334,618
34,241,343
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
191

Governance
Incentive 
scheme
Award date
Vest date
Value at 
grant date 
per share 
R
Vesting 
%
Number of 
awards/ 
shares
Cash  
value on 
settlement 
in 2019
Fair value 
on 31 Dec
20191
Cash  
value on 
settlement 
in 2020
Fair value 
on 31 Dec
20202
P Moodliar
LTIP
6 May 2020
13 May 2023
989,61
60,0%
4,478
—
—
—
3,285,312
BSP
12 Feb 2020
12 Feb 2023
989,61
100,0%
1,586
—
—
—
1,939,297
Total
6,064
—
—
—
5,224,609
Y Mfolo
LTIP
6 May 2020
13 May 2023
989,61
60,0%
4,042
—
—
—
2,965,438
Total
4,042
—
—
—
2,965,438
Former director
CI Griffith4 
LTIP
13 Apr 2016
13 Apr 2019
399,00
94,5%
31,072
22,094,348
—
—
—
LTIP
13 Apr 2017
13 Apr 2020
367,15
98,0%
33,436
—
22,006,171
24,668,519
—
LTIP
20 Apr 2018
20 Apr 2021
321,33
55,3%
39,283
—
23,829,158
—
26,562,626
LTIP
16 Apr 2019
16 May 2022
755,89
60,0%
17,920
—
11,794,191
—
13,147,116
LTIP
6 May 2020
13 May 2023
989,61
60,0%
—
—
—
—
—
BSP
13 Apr 2016
13 Apr 2019
399,00
100,0%
12,533
9,435,344
—
—
—
BSP
13 Apr 2017
13 Apr 2020
367,15
100,0%
18,732
—
20,547,693
14,102,199
—
BSP
15 Feb 2018
15 Feb 2021
321,33
100,0%
28,178
—
30,909,294
—
34,454,931
BSP
13 Feb 2019
13 Feb 2022
755,89
100,0%
14,031
—
15,391,025
—
17,156,546
BSP
12 Feb 2020
12 Feb 2023
989,61
100,0%
—
—
—
—
—
Total
195,185
31,529,692
124,477,532
38,770,718
91,321,219
Remuneration report continued
192	
Anglo American Platinum Limited Environmental, social and governance report 2020

1
2
3
4
5
Incentive 
scheme
Award date
Vest date
Value at 
grant date 
per share 
R
Vesting 
%
Number of 
awards/ 
shares
Cash  
value on 
settlement 
in 2019
Fair value 
on 31 Dec
20191
Cash  
value on 
settlement 
in 2020
Fair value 
on 31 Dec
20202
Former employees
DW Pelser5
LTIP
13 Apr 2016
13 Apr 2019
399,00
94,5%
10,434
7,419,238
—
—
—
LTIP
13 Apr 2017
13 Apr 2020
367,15
98,0%
12,289
—
8,088,104
9,066,618
—
LTIP
20 Apr 2018
20 Apr 2021
321,33
55,3%
14,570
—
8,838,195
—
9,852,034
LTIP
16 Apr 2019
16 May 2022
755,89
60,0%
7,222
—
4,753,217
—
5,298,464
LTIP
6 May 2020
13 May 2023
989,61
60,0%
—
—
—
—
—
BSP
13 Apr 2016
13 Apr 2019
399,00
100,0%
5,450
4,102,978
—
—
—
BSP
13 Apr 2017
13 Apr 2020
367,15
100,0%
8,176
—
8,968,500
6,155,220
—
BSP
15 Feb 2018
15 Feb 2021
321,33
100,0%
8,241
—
9,039,800
9,295,246
—
BSP
13 Feb 2019
13 Feb 2022
755,89
100,0%
4,028
—
4,418,434
4,543,290
—
BSP
12 Feb 2020
12 Feb 2023
989,61
100,0%
2,474
—
—
2,790,491
—
Total
72,884
11,522,216
44,106,250
31,850,865
15,150,498
S Macheli-Mhkabela
LTIP
13 Apr 2016
13 Apr 2019
399,00
94,5%
9,114
6,480,447
—
—
—
LTIP
13 Apr 2017
13 Apr 2020
367,15
98,0%
10,735
—
7,065,326
7,920,103
—
LTIP
20 Apr 2018
20 Apr 2021
321,33
55,3%
12,727
—
7,720,227
—
8,605,823
LTIP
16 Apr 2019
16 May 2022
755,89
60,0%
5,735
—
3,774,536
—
4,207,517
LTIP
6 May 2020
13 May 2023
989,61
60,0%
—
—
—
—
—
BSP
13 Apr 2016
13 Apr 2019
399,00
100,0%
4,743
3,570,720
—
—
—
BSP
13 Apr 2017
13 Apr 2020
367,15
100,0%
5,237
—
5,744,622
3,942,623
—
BSP
15 Feb 2018
15 Feb 2021
321,33
100,0%
6,685
—
7,332,977
—
8,174,151
BSP
13 Feb 2019
13 Feb 2022
755,89
100,0%
3,239
—
3,552,956
—
3,960,520
BSP
12 Feb 2020
12 Feb 2023
989,61
100,0%
1,965
—
—
—
2,402,723
Total
60,180
10,051,167
35,190,644
11,862,726
27,350,734
Notes
1	 The 90-day volume-weighted average price (VWAP), for determining the fair value of unvested awards at 31 December 2019 is R1,096.93 per share.
2	 The 90-day volume-weighted average price (VWAP), for determining the fair value of unvested awards at 31 December 2020 is R1,222,76 per share.
3	 The value of R752.84 was used for settlement of the 2017 BSP and LTIP awards.
4	 CI Griffith did not receive a LTIP2020 nomination and his unvested BSP’s will only vest on termination date 31 March 2021. LTIP’s will vest on their normal vesting dates prorated 
for service.
5	 DW Pelser received LTIP2020 as cash in lieu prorated for service, BSP 2018, 2019 and 2020 were accelerated to termination date and vested at the November 2020 share price 
of R1,127.927
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
193

Governance
Non-executive directors’ fees
Increase in fees
Fees payable to non-executive directors are annually benchmarked to industry and size-based comparators. There is a significant disparity 
between non-executive director fees and competing industry rates, resulting in these fees significantly lagging the market median for each 
committee of the board. As communicated to shareholders at the 2017 AGM, the committee has incorporated a three-year catch-up 
strategy to align current fees to market levels. For 2020, non-executive director fees were adjusted in line with inflation, with an additional 
adjustment together capped at 20% to move closer to the market median. This process started a second three-year catch-up to the 
median, anticipated to be completed in 2022. Please refer to resolution 9 in the notice for the proposed adjustments approved by 
shareholders at the 2020 AGM. During the Covid-19 pandemic, the directors voluntarily contributed 30% of their fees to the Solidarity Fund 
and other Covid-19 relief funds for Covid-19 support.
The tables below reflect non-executive fees for 2019 and 2020.
Non-executive directors’ fees
Current
Financial 
year
Directors’ 
fees 
R
Ad hoc 
committee 
meeting 
R
Committee 
fees 
R
Total 
remuneration 
R
M Cutifani 3,8
2020
423,616
28,000
130,510
582,126
2019
425,000
—
120,667
545,667
RMW Dunne 1,2,3,4,5,6
2020
155,900
28,000
470,500
654,400
2019
425,000
23,000
906,333
1,354,333
N Mbazima 2,3,5,6
2020
2,239,020
28,000
621,453
2,888,473
2019
1,331,667
—
431,000
1,762,667
V Moosa 
2020
—
—
—
—
2019
488,336
—
215,783
704,119
NP Mageza 1,3,4
2020
1,287,491
28,000
559,330
1,874,821
2019
978,609
—
361,000
1,339,609
NT Moholi 2,4,5,6
2020
467,913
28,000
739,530
1,235,443
2019
425,000
23,000
683,667
1,131,667
D Naidoo 1,2,4
2020
400,574
28,000
442,365
870,939
2019
425,000
23,000
408,000
856,000
A O'Neill 8
2020
433,242
28,000
—
461,242
2019
425,000
—
—
425,000
JM Vice 1,4,6
2020
443,736
28,000
538,682
1,010,418
2019
425,000
23,000
419,333
867,333
S Pearce 8
2020
433,242
28,000
—
461,242
2019
425,000
—
—
425,000
D Emmett 5,6,9
2020
—
—
363,780
363,780
2019
—
—
332,667
332,667
T Leoka 2,4,5
2020
202,010
—
67,224
269,234
2019
—
—
—
—
R Dixon 4,6
2020
202,010
—
47,633
249,643
2019
—
—
—
—
Total
2020
6,688,754
252,000
3,981,007
10,921,761
1	 Audit committee.
2	 Remuneration committee.
3	 Nomination committee.
4	 Corporate governance committee.
5	 Social, ethics and transformation committee.
6	 Safety and sustainable development committee.
7	 Directors’ fees ceded to Anglo Operations Limited (AOL), a wholly owned subsidiary of Anglo American plc. 
8	 Directors’ fees ceded to Anglo American Services UK Limited, a wholly owned subsidiary of Anglo American plc. 
9	 D Emmett is not a director but a committee member only.
Non-binding advisory vote
Shareholders are requested to cast a non-binding advisory vote on 
part 2 and 3 of this remuneration report.
Approval
This remuneration report was approved by the board of directors of 
the company on 15 March 2021.
Nombulelo Moholi
Chairperson
Johannesburg
15 March 2021
Remuneration report continued
194	
Anglo American Platinum Limited Environmental, social and governance report 2020

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2
3
4
5
Governance
Introduction
IBIS ESG Consulting Africa (Pty) Ltd (IBIS) was commissioned by 
Anglo American Platinum Limited to conduct an independent 
third-party assurance engagement in relation to the sustainability 
information in its Integrated Annual Report and Environmental, 
Social and Governance (ESG) Report (the Reports) for the financial 
year that ended 31 December 2020.
IBIS is an independent licensed provider of sustainability assurance 
services. The assurance team was led by Petrus Gildenhuys with 
support from a multidisciplinary team of health, safety, social, 
environmental and assurance specialists with extensive experience 
in sustainability reporting. Petrus is a Lead Certified Sustainability 
Assurance Practitioner (LCSAP) with more than 25 years’ experience 
in sustainability performance measurement involving both advisory 
and assurance work.
Assurance standard applied
This assurance engagement was performed in accordance with 
AccountAbility’s AA1000AS v3 (2020) (“AA1000AS”) and was 
conducted to meet the AA1000AS Type II Moderate and High level 
requirements respectively as indicated below.
Respective responsibilities and IBIS’ independence
Anglo American Platinum is responsible for preparing its Integrated 
Annual Report and Environmental, Social and Governance Report 
and for the collection and presentation of sustainability information 
within the Reports. IBIS’ responsibility is to the management of 
Anglo American Platinum alone and in accordance with the terms 
of reference agreed with Anglo American Platinum.
IBIS applies a strict independence policy and confirms its 
impartiality to Anglo American Platinum in delivering the assurance 
engagement. This assurance engagement is the first assurance 
engagement conducted for Anglo American Platinum by IBIS.
Assurance objectives
The purpose of the assurance engagement was to provide the 
management of Anglo American Platinum and its stakeholders with 
an independent assurance opinion on whether the Reports meet 
the following objectives:
	
– Adherence to the AA1000AP (2018) AccountAbility Principles 
of Inclusivity, Materiality, Responsiveness and Impact (Moderate 
level) 
	
— Fair reporting on a selection of operational disclosures for High 
and Moderate assurance levels respectively as indicated with 
a symbol in the report and as presented below.
Independent assurance report
to the management and stakeholders of Anglo American Platinum Limited
High assurance 
Disclosure
Unit of measurement
Total work-related fatal injuries
Number
Fatal Injury Frequency Rate (FIFR)
Rate
Total Recordable Case Frequency Rate 
(TRCFR)
Rate
Total number of new cases of noise-
induced hearing loss (NIHL)
Number
Total energy used
Terajoules
Total Scope 1 carbon emissions
Kilotonne CO2e
Total Scope 2 carbon emissions
Kilotonne CO2e
Total number of Level 3, 4 and 5 
environmental incidents reported
Number
Employment Equity per the Mining 
Charter
%
Corporate Social Investment (CSI) Spend
ZAR
Total Employee Turnover (excluding 
Voluntary Severance Packages)
%
Moderate assurance 
Disclosure
Unit of measurement
Total number of workers potentially 
exposed to inhalable hazards over the 
occupational exposure limit
Number
Total number of workers potentially 
exposed to carcinogens over the 
occupational exposure limit
Number
Total number of employees who know 
their HIV status
Number
Hazardous waste to landfill
Kilotonnes
Non-Hazardous waste to landfill
Kilotonnes
Land Rehabilitation – Reshaping; 
growth material construction 
completed; seeding completed; and 
backfill completed
Hectares
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
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Governance
Work performed by IBIS
IBIS performed the assurance engagement in accordance with the 
AA1000AS Type II requirements. The following suitable assessment 
criteria were used in undertaking the work:
	
– AA1000AP (2018) adherence criteria for the Principles of Inclusivity, 
Materiality, Responsiveness and Impact
	
— Anglo American operational Safety and Sustainable Development 
Indicator Definitions and Guidance Notes.
Our assurance methodology included:
	
– Telephonic Interviews with relevant functional managers from 
head office and operations to understand and test the processes 
in place for adherence to the AA1000AP (2018) stakeholder 
engagement principles and disclosure of the selected disclosures 
in the assurance scope.
	
– Desktop reviews at corporate Head Office, Dishaba Mine, Tumela 
Mine, Amandelbult services, Amandelbult concentrator, Waterval 
smelter (WVS), RBMR (Rustenburg Base Metals), Mogalakwena 
Mine, Mogalakwena concentrators, Polokwane Metallurgical 
Complex, Unki Mine, and Unki concentrator operations, which 
involved testing, on a sample basis, the measurement, collection, 
aggregation and reporting of selected sustainability information.
	
– Inspection and corroboration of supporting evidence to evaluate 
the data generation and reporting processes against the 
assurance criteria. 
	
– Reporting the assurance observations to management as they 
arose to provide an opportunity for corrective action prior to 
completion of the assurance process.
	
— Assessing the presentation of information relevant to the scope 
of work in the report to ensure consistency with the assurance 
observations.
Engagement limitations
IBIS planned and performed the work to obtain all the information 
and explanations believed necessary to provide a basis for the 
assurance conclusions for High and Moderate levels of assurance 
respectively in accordance with AA1000AS v3.
The procedures performed at a Moderate assurance level vary 
in nature from and are less extensive than for High assurance in 
relation to risk assessment procedures, including an understanding 
of internal control, and the procedures performed in response to 
the assessed risks. As a result, the level of assurance obtained for a 
Moderate assurance engagement is lower than for High assurance 
as per AA1000AS v3.
Due to the global Covid-19 pandemic related travel restrictions and 
risks, all assurance work was desktop based. Evidence to support 
information reported for the sampled sites was obtained 
electronically for review and assessment as a basis for our 
assurance conclusion. Readers of the Reports are cautioned to 
understand this inherent limitation.
Conversion factors used to derive emissions and energy used from 
fuel and electricity consumed, are based upon information and 
factors derived by independent third parties. The assurance work 
did not include an examination of the derivation of those factors 
and other third-party information.
Assurance conclusion
High assurance opinion  
In our opinion, based on the work undertaken for High assurance 
as described, we conclude that the subject matters in the scope 
for High assurance have been prepared in accordance with the 
defined reporting criteria and are free from material misstatement.
Moderate assurance opinion  
  
In our opinion, based on the work undertaken for Moderate 
assurance as described, we conclude that the subject matters in 
the scope for Moderate assurance are supported by the evidence 
obtained.
Key observations and recommendations
Based on the work set out above, and without affecting the 
assurance conclusions, the key observations and recommendations 
for improvement are as follows:
In relation to the inclusivity principle
Anglo American Platinum has made a public commitment through 
the CEO statement in the Integrated Annual Report towards being 
accountable to its stakeholders. A Stakeholder Engagement Policy 
outlines the organisation’s relations with and approach to 
stakeholder engagement, and applies to all operations, 
departments, explorations and contractors. Through the Anglo 
Social Way 3.0 requirements, each operation implements a 
Stakeholder Engagement Plan that includes materiality mapping, 
an engagement strategy, roles and responsibilities, milestones and 
targets. Stakeholder issues are reported periodically during the 
year to the Anglo American Platinum Safety and Sustainable 
Development (S&SD) and Social, Ethics and Transformation (SET) 
Committees. It is recommended that Anglo American Platinum 
continues with the inclusive engagement with its stakeholders on 
its material sustainability topics and develop strategic responses 
to them.
In relation to the materiality principle
Anglo American Platinum annually carries out a materiality 
workshop with a wide spectrum of relevant internal and external 
stakeholders to map, refine and prioritise Anglo American Platinum’s 
material issues based on their potential impact and Anglo American 
Platinum’s ability to influence these.
The established materiality determination process was reperformed 
in 2020 and involved both internal and external stakeholders to 
reflect on retrospective and developing material issues. This process 
is integrated with the Integrated Risk Management (IRM) process 
and links material issues to the company’s key risks.
A Materiality Assessment Report was presented to the Board for 
consideration, input and integration into the corporate strategy.
In relation to the responsiveness principle 
Anglo American Platinum’s responses to stakeholder issues observed 
across different stakeholder groups and case studies observed 
indicate a high level of maturity and accountability to stakeholder 
issues raised through the implementation of Stakeholder 
Engagement Plans. Grievance mechanisms are in place for the 
timely receiving, assessing, resolving and monitoring of grievances 
from those affected by Anglo American Platinum’s activities. 
Responses to stakeholders were found to be directly related to the 
stakeholder concerns and were conducted in a timely, fair and 
appropriate manner without prejudice to any one stakeholder 
group.
Independent assurance report continued
196	
Anglo American Platinum Limited Environmental, social and governance report 2020

1
2
3
4
5
In relation to the impact principle 
Anglo American Platinum implements a Sustainable Mining Plan 
that is comprised of ambitious goals and comprehensive progress 
measurement that also aligns with 13 select United Nations 
Sustainable Development Goals (SDGs). A wide range of 
environmental and social impacts are presented both qualitatively 
and quantitatively in the ESG Report and the sustainability context 
of each is well explained.
It is recommended that Anglo American Platinum maintains its 
ambitious Sustainable Mining Plan as a driver for positive 
sustainability impact. 
In relation to the selected KPIs
It was observed that appropriate measures are in place to provide 
reliable source-data related to the selected sustainability 
disclosures in the assurance scope. Anglo American Platinum has 
an established sustainability data management system in place, 
which assists with the collection and consolidation of sustainability 
information.
Data inconsistencies identified during the assurance process mostly 
related to manual capturing errors on Enablon that were 
subsequently corrected. IBIS recommends that additional checks 
are performed against the supporting evidence and Enablon to 
ensure that figures are correctly calculated, entered, and reported 
on Enablon. Where possible, the use of automated systems to 
eliminate manual processes should be considered.
A comprehensive management report detailing specific findings 
and recommendations for continued sustainability reporting 
improvement has been submitted to Anglo American Platinum 
management for consideration.
Petrus Gildenhuys
Director, IBIS ESG Consulting Africa (Pty) Ltd
Johannesburg
26 February 2021
The assurance statement provides no assurance on the 
maintenance and integrity of sustainability information on the 
website, including controls used to maintain this. These matters 
are the responsibility of Anglo American Platinum.
000-156
	
Anglo American Platinum Limited Environmental, social and governance report 2020	
197

Governance
GRI standards index
l  Integrated annual report     l  ESG report    l  Annual financial statements
This index guides readers to relevant data or notes reasons for omission as permitted by GRI.
GRI index
Standard
Page
Omission
GRI 102
General disclosures
102-1
Name of the organisation
l Cover
102-2
Activities, brands, products and service
l 8
102-3
Location of headquarters
l Back cover
102-4
Location of operations
l 8
102-5
Ownership and legal form
l 151
102-6
Markets served
l 8
102-7
Scale of the organisation
l 8
102-8
Information on employees and other workers
l 100
102-9
Supply chain
l 140
102-10
Significant changes to the organisation and its supply chain
Zero
102-11
Precautionary principle or approach
l 23
102-12
External initiatives
l 143
102-13
Membership of associations
l 143
102-14
Statement from senior decision-maker
l 4
102-15
Key impacts, risks and opportunities
l 58, 70
102-16
Values, principles, standards and norms of behaviour
l 26
102-17
Mechanisms for advice and concerns about ethics
l 26
102-18
Governance structure
l 25
102-19
Delegating authority
l 25
102-20
Executive-level responsibility for economic, environmental 
and social topics
l 25, 32
102-21
Consulting stakeholders on economic, environmental and 
social topics
l 64
102-22
Composition of board and its committees
l 24
102-23
Chair of board
l 25
102-24
Nominating and selecting the board
l 31
102-25
Conflicts of interest
l 30
102-26
Role of board in setting purpose, values and strategy
l 26
102-27
Collective knowledge of board
l 29
102-28
Evaluating the board’s performance
l 28
102-29
Identifying and managing economic, environmental and 
social impacts
l 120  l 7, 11
102-30
Effectiveness of risk management processes
l 74
102-31
Review of economic, environmental and social topics
l 120  l 23, 73
102-32
Board’s role in sustainability reporting
l 31
102-33
Communicating critical concerns
l 70
102-34
Nature and total number of critical concerns
l 7
102-35
Remuneration policies
l 133
102-36
Process for determining remuneration
l 133
102-37
Stakeholders’ involvement in remuneration
l 133
102-38
Annual total compensation ratio
l 133
102-39
Percentage increase in annual total compensation ratio
l 133
102-40
List of stakeholder groups
l 151
198	
Anglo American Platinum Limited Environmental, social and governance report 2020

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2
3
4
5
Standard
Page
Omission
102-41
Collective bargaining agreements
l 111
102-42
Identifying and selecting stakeholders
l 137  l 64
102-43
Approach to stakeholder engagement
l 64
102-44
Key topics and concerns raised
l 64
102-45
Entities included in the consolidated financial statements
l 9
102-46
Defining report content and topic boundaries
l 3
102-47
List of material topics
l 70  l 7
102-48
Restatements of information
Two l 91
102-49
Changes in reporting
Zero
102-50
Reporting period
l 1
102-51
Date of most recent report
l 1
102-52
Reporting cycle
l 1
102-53
Contact point for questions on the report
l 152
102-54
Claims of reporting in accordance with the GRI standards
l 1
102-55
GRI content index
l 198
102-56
External assurance
l 195
GRI 103
Management 
approach
103-1
Explanation of the material topic and its boundary
l 3
103-2
Management approach and its components
l 70
103-3
Evaluation of the management approach
l 70
GRI 201
Economic 
performance
Management approach disclosures
l 86
201-1
Direct economic value generated and distributed
l 62
201-2
Financial implications and other risks and opportunities due 
to climate change
l 39
201-3
Defined benefit plan obligations and other retirement plans
l 41
201-4
Financial assistance received from government
Zero
GRI 202
Market presence
Management approach disclosures
l 48
202-1
Ratios of standard entry level wage by gender compared 
to local minimum wage
—
Confidential, 
negotiated
202-2
Proportion of senior management hired from the local 
community
l 107
GRI 203
Indirect economic 
impacts
Management approach disclosures
l 121
203-1
Infrastructure investments and services supported
l 126
203-2
Significant indirect economic impacts
l 98
GRI 204
Procurement practices
Management approach disclosures
l 139
204-1
Proportion of spending on local suppliers
l 139
GRI 205
Anti-corruption
Management approach disclosures
l 26
205-1
Operations assessed for risks related to corruption
l 26
205-2
Communication and training about anti-corruption policies 
and procedures
l 26
205-3
Confirmed incidents of corruption and actions taken
—
Legal 
processes
GRI 206
Anti-competitive 
behaviour
Management approach disclosures
l 26
206-1
Legal actions for anti-competitive behaviour, anti-trust and 
monopoly practices
Zero
GRI 300
Environmental
Management approach disclosures
l 23
	
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199

Governance
GRI standards index continued
Standard
Page
Omission
GRI 301
Materials
301-1
Materials used by weight or volume
l 70
301-2
Recycled input materials used
l 70
301-3
Reclaimed products and their packaging materials
Not 
applicable
GRI 302
Energy
302-1
Energy consumption within the organisation
l 42
302-2
Energy consumption outside of the organisation
l 42
302-3
Energy intensity
l 42
302-4
Reduction of energy consumption
l 42
302-5
Reductions in energy requirements of products and services
l 42
GRI 303
Water
303-1
Water withdrawal by source
l 35
303-2
Water sources significantly affected by withdrawal of water
l 36
303-3
Water recycled and reused
l 3
GRI 304
Biodiversity
304-1
Operational sites owned/leased/managed in or adjacent 
to protected areas and areas of high biodiversity value 
outside protected areas
l 46, 64
304-2
Significant impacts of activities, products and services on 
biodiversity
l 46
304-3
Habitats protected or restored
l 46
304-4
IUCN Red List species and national conservation list species 
with habitats in areas affected by operations
l 46
GRI 305
Emissions
305-1
Direct (scope 1) GHG emissions
l 42
305-2
Energy indirect (scope 2) GHG emissions
l 42
305-3
Other indirect (scope 3) GHG emissions
l 42
305-4
GHG emissions intensity
l 42
305-5
Reduction of GHG emissions
l 42
305-6
Emissions of ozone-depleting substances (ODS)
l 61
305-7
Nitrogen oxides (NOX), sulfur oxides (SOX) and other 
significant air emissions
l 61
GRI 306
Effluents and waste
306-1
Water discharge by quality and destination
l 35
306-2
Waste by type and disposal method
l 53
306-3
Significant spills
Zero
306-4
Transport of hazardous waste
l 55
306-5
Water bodies affected by water discharges and/or runoff
l 35
GRI 307
Environmental 
compliance
307-1
Non-compliance with environmental laws and regulations
l 27
GRI 308
Supplier 
environmental 
assessment
308-1
New suppliers screened using environmental criteria
l 31
308-2
Negative environmental impacts in the supply chain and 
actions taken
l 27
GRI 400
Social
Management approach disclosures
l 123
GRI 401
Employment
401-1
New employee hires and employee turnover
l 110
401-2
Benefits provided to full-time employees not provided to 
temporary/part-time employees
l 109
401-3
Parental leave
l 109
GRI 402
Labour/management 
relations
402-1
Minimum notice periods on operational changes
l 101
GRI 403
Occupational health 
and safety
403-1
Workers’ representation in formal joint management-worker 
health and safety committees
l 79
403-2
Types and rates of injury, occupational diseases, lost days 
and absenteeism, and number of work-related fatalities
l 79
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Standard
Page
Omission
403-3
Workers with high incidence or high risk of diseases related 
to their occupation
l 91
403-4
Health and safety topics covered in formal agreements with 
trade unions
l 90
GRI 404
Training and 
education
404-1
Average hours of training per year per employee
l 111
404-2
Programmes for upgrading employee skills and transition 
assistance programmes
l 102
404-3
Percentage of employees receiving regular performance 
and career development reviews
l 101
GRI 405
Diversity and equal 
opportunity
405-1
Diversity of governance bodies and employees
l 28 l 105
405-2
Ratio of basic salary and remuneration of women to men
l 134
GRI 406
Non-discrimination
406-1
Incidents of discrimination and corrective actions taken
Zero
GRI 407
Freedom of 
association and 
collective bargaining
407-1
Operations and suppliers in which the right to freedom of 
association and collective bargaining may be at risk
Zero
GRI 408
Child labour
408-1
Operations and suppliers at significant risk for incidents of 
child labour
Zero
GRI 409
Forced or compulsory 
labour
409-1
Operations and suppliers at significant risk for incidents of 
forced or compulsory labour
Zero
GRI 410
Security practices
410-1
Security personnel trained in human rights policies or 
procedures
l 142
GRI 411
Rights of indigenous 
peoples
411-1
Incidents of violations involving rights of indigenous peoples
Zero
GRI 412
Human rights 
assessment
412-1
Operations subject to human rights reviews or impact 
assessments
l 142
412-2
Employee training on human rights policies or procedures
l 142
412-3
Significant investment agreements and contracts that 
include human rights clauses or that underwent human 
rights screening
l 142
GRI 413
Local communities
413-1
Operations with local community engagement, impact 
assessments and development programmes
l 120
413-2
Operations with significant actual and potential negative 
impacts on local communities
l 120
GRI 414
Supplier social 
assessment
414-1
New suppliers screened using social criteria
l 139
414-2
Negative social impacts in the supply chain and actions 
taken
l 139
GRI 415
Public policy
415-1
Political contributions
Zero
GRI 416
Customer health and 
safety
416-1
Assessment of health and safety impacts of product and 
service categories
—
Information 
not available
416-2
Incidents of non-compliance for health and safety impacts 
of products and services
—
Not available
GRI 417
Marketing and 
labelling
417-1
Requirements for product and service information and 
labelling
Not 
applicable
417-2
Incidents of non-compliance on product and service 
information and labelling
Not 
applicable
417-3
Incidents of non-compliance on marketing communications
Not 
applicable
GRI 418
Customer privacy
418-1
Substantiated complaints on breaches of customer privacy 
and losses of customer data
Zero
GRI 419
Socio-economic 
compliance
419-1
Non-compliance with laws and regulations in the social 
and economic area
Zero
	
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Appendices
Related disclosures
Anglo American Platinum’s response to the risks posed by climate change is multidisciplinary and covered throughout our reporting suite. 
The table below shows where to find information on each of the TCFD’s recommendations. 
Anglo American Platinum received A ratings for its 2020 CDP climate and water response submissions. In the metals and mining sector in 
South Africa, Anglo American Platinum was the only company to achieve an A rating for climate change, and one of only three to receive 
an A rating for its water submission.
Governance
Disclose the organisation’s governance around climate-related risks and opportunities.
Recommended disclosures
References
(a)	Describe the board’s oversight of climate-related risks and 
opportunities.
Safety and sustainable development committee report, pages 170 
to 175 
Our strategic approach, page 38 
 
(b)	Describe management’s role in assessing and managing climate-
related risks and opportunities.
How we enhance value –delivering on our strategy, IAR page 46 
 
Our strategic approach, page 38 
Strategy
Disclose the actual and potential impacts of climate-related risks and opportunities on the organisation’s businesses, strategy, and financial planning where 
such information is material.
Recommended disclosures
References
(a)	Describe the climate-related risks and opportunities the organisation 
has identified over the short, medium, and long term.
Understanding our climate-related risk and opportunities, page 39 
(b)	Describe the impact of climate-related risks and opportunities on the 
organisation’s businesses, strategy, and financial planning.
Our strategic approach, page 38 
Risk management
Disclose how the organisation identifies, assesses, and manages climate-related risks.
Recommended disclosures
References
(a)	Describe the organisation’s processes for identifying and assessing 
climate-related risks.
Understanding our climate-related risk and opportunities, page 39 
(b)	Describe the organisation’s processes for managing climate-related 
risks.
Our strategic approach, page 38 
(c)	 Describe how processes for identifying, assessing, and managing 
climate-related risks are integrated into the organisation’s overall risk 
management.
Understanding our climate-related risk and opportunities, page 39 
Metrics and targets
Disclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities where such information is material.
Recommended disclosures
References
(a)	Disclose the metrics used by the organisation to assess climate-related 
risks and opportunities in line with its strategy and risk management 
process.
Targets and performance, page 42 
(b)	Disclose scope 1, scope 2, and, if appropriate, scope 3 greenhouse 
gas (GHG) emissions, and the related risks.
ESG report and data table page 70 
 
IAR page 159 
 
(c)	 Describe the targets used by the organisation to manage climate-
related risks and opportunities and performance against targets.
Targets and performance, page 42 
 
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Appendices
1
2
3
4
5
SASB reporting table
Topic
Metric
Current reporting status
GHG emissions
Gross global scope 1 emissions, percentage
Already reported
GHG emissions
Percentage covered under emissions-limiting regulations
Already reported
GHG emissions
Discussion of long-term and short-term strategy or plan to manage scope 1 emissions
Already reported
GHG emissions
Emissions reduction targets
Already reported
GHG emissions
Performance against those targets
Already reported
Air quality
CO
Not available
Air quality
NOx (excluding N20)
Already reported
Air quality
SOx
Already reported
Air quality
PM10
Already reported
Air quality
Mercury
Already reported
Air quality
Lead
Not reported
Air quality
VOCs
Not reported
Energy
Total energy consumed
Already reported
Energy
Percentage of grid electricity
Not reported
Energy
Percentage renewable
Not reported
Water
Total fresh water withdrawn
Already reported
Water
Total fresh water consumed
Already reported
Water
Percentage of each in regions with high or extremely high baseline water stress
Already reported
Water
Number of incidents of non-compliance
Already reported
Waste and hazardous materials
Total weight of tailings waste, percentage recycled
Not reported but measured
Waste and hazardous materials
Percentage recycled
Already reported
Waste and hazardous materials
Total weight of mineral processing waste
Already reported
Waste and hazardous materials
Percentage recycled
Not available
Waste and hazardous materials
Number of tailings impoundments, broken down by MSHA hazard potential
Need to address
Biodiversity
Description of environmental management policies and practices for active sites
Already reported
Biodiversity
Discussion and analysis
Already reported
Biodiversity
Percentage of mine sites where acid rock drainage (ARD) is predicted to occur
Need to address
Biodiversity
ARD actively mitigated
Need to address
Biodiversity
ARD under treatment or remediation
Need to address
Biodiversity
Percentage of 1) proved and 2) probable reserves in or near sites with protected or endangered 
species
Already reported
Security and human rights
Percentage of 1) proved and 2) probable reserves in or near areas of conflict
Need to address
Indigenous peoples
Percentage of 1) proved and 2) probable reserves in or near indigenous land
Already reported
Indigenous peoples
Discussion of engagement processes and due diligence practices with respect to human rights, 
indigenous rights and operations in area of conflict
Already reported
Community relations
Discussion of process to manage risks and opportunities associated with community rights and 
interests
Already reported
Community relations
Number and duration of non-technical delays
Need to address
Labour relations
Percentage of active workforce covered under collective bargaining agreements, broken down by 
US and foreign employees
Already reported
Labour relations
Number and duration of strikes and lockouts
Already reported
Health and safety
1 MSHA all-incidence rate
Need to address
Health and safety
2 fatality rate
Already reported
Health and safety
3 near-miss frequency rate (NMFR)
Need to address
Health and safety
4 average hours of health, safety and emergency response training for full-time employees
Not available
Health and safety
4 average hours of health, safety and emergency response training for contract employees
Not available
Business ethics and 
transparency
Description of the management system for prevention of corruption and bribery throughout the 
value chain
Already reported
Business ethics and 
transparency
Production in countries that have the 20 lowest rankings in the Transparency International's 
Corruption Perception Index
Already reported
In line with our commitment to entrench best practice standards, we align with the disclosure 
requirements of the Sustainability Accounting Standards Board (SASB).
	
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Appendices
Glossary
ACP
Anglo American Platinum converting process, a pyrometallurgical process used at the Waterval smelter 
complex in Rustenburg
Aids
Acquired immune deficiency syndrome, a disease of the immune system caused by HIV infection
Au
The symbol for gold
Base metal
A common metal that is not considered precious, eg copper, tin or zinc
BBBEE
Broad-based black economic empowerment. This is a broader version of earlier BEE (see below) policy 
and attempts to spread the benefits of economic empowerment to the widest possible spectrum of black 
South Africans
BEE
Black economic empowerment, a policy of the South African government aimed at increasing the access 
of black South Africans to productive assets. It seeks to ‘promote new opportunities for and increase the 
levels of participation of black people in the ownership, management and control of economic activities
Bioremediation
Treatment or waste-management technique that uses naturally occurring organisms to break down 
hazardous substances into less toxic or non-toxic substances
BRPM
Bafokeng Rasimone Platinum Mine
CDP
An independent not-for-profit organisation that acts as an intermediary between shareholders and 
corporations on all issues related to climate change. It provides the global marketplace with primary 
climate-change data gathered from the world’s largest corporations
CO2 
Carbon dioxide
Company-managed land
An area of land under the direct management of the company. It includes company-owned land, land 
managed/mined on behalf of third parties, land leased from third parties, company land leased to 
third parties, land under servitude, land set aside for biodiversity offsets, etc at the end of the reporting 
period. The parameter excludes privately owned land above company mineral/mining rights areas, 
and undeveloped projects/prospects where the land does not yet fall under the direct management or 
ownership of the company. It also excludes prospecting licences and claims
Concentrating
The process of separating milled ore into a waste stream (tailings) and a valuable mineral stream 
(concentrate) by flotation. The valuable minerals in the concentrate contain almost all the minerals found 
in base and precious metals. They are treated further through smelting and refining to obtain pure metals: 
Au, Cu, PGMs and Ni (see relevant entries for full names)
Corporate social 
investment (CSI)
Categories for corporate social investment expenditure include charitable donations, community investment 
and commercial initiatives. CSI is reported in South African rand and converted from the currency of 
operations at the average foreign exchange rate applied by Anglo American for financial reporting. Data 
is prepared in accordance with the principles of preparation for financial information.
Charitable donations include cash donations; contributions in kind; employees’ time spent on charity 
projects during work hours; and the cost of initiatives designed to inform communities about community-
benefit initiatives (eg producing reports issued to communities to disclose progress). Not included is 
expenditure required for the development of an operation (eg resettlement of families) or for receiving a 
licence. 
Training expenditure for individuals who will be employed by the company following completion of training is 
not included.
Community investment includes funding community partnerships that address social issues; costs of 
providing public facilities to community members who are not employees or dependants; the marginal value 
of land or other assets transferred to community ownership; and income-creation schemes or mentoring/
volunteering initiatives that do not have a primarily commercial justification.
Commercial initiatives include enterprise development and other community initiatives/partnerships that 
also directly support the success of the company (such as supplier development). There must, however, 
be a clear and primary element of public benefit.
We prohibit making donations for political purposes to any politician, political party or related organisation, 
any official of a political party or candidate for political office in any circumstances, either directly or through 
third parties
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Cu
The symbol for copper
DMRE
Department of Mineral Resources and Energy
DWS
Department of Water and Sanitation
EBIT
Earnings before interest and tax
Employment equity per 
the mining charter
Historically disadvantaged South African (HDSA) representation at top management, senior management, 
middle management, junior management and core skills. 
HDSA refers to ‘any person, category of persons or community, disadvantaged by unfair discrimination before 
the Constitution of the Republic of South Africa (Act 200 1993), came into operation’. The company definition 
of HDSAs includes employees classified as African, Asian, coloured or female
Employee turnover
Calculated from the total number of employees who left the company during the reporting period and 
expressed as a percentage of total headcount and excluding voluntary severance packages (VSPs, below)
Energy use
Sum of energy from electricity purchased, total energy from fossil fuels and total energy from renewable fuels
Equivalent refined 
platinum
Mine production and purchases of metal in concentrate, converted to equivalent refined platinum 
production using Anglo American Platinum’s standard smelting and refining recoveries
Fatal injury frequency rate 
(FIFR)
The rate of fatalities, calculated as the number of fatalities per 1 million hours worked
Flotation
In the flotation process, milled ore is mixed with water to form pulp, which is passed through a series of 
agitating tanks. Various chemicals are added to the pulp in a sequence that renders the valuable minerals 
hydrophobic (water-repellent) and the non-valuable minerals hydrophilic (strong affinity for water). Air is 
dispersed through the tanks and rises to the surface. The hydrophobic particles attach to rising air bubbles 
and are removed from the main volume of pulp as a soapy froth. In this manner, various combinations of 
flotation cells in series are used to produce a concentrated stream of valuable mineral particles, called the 
concentrate, and a waste pulp stream, called tailings
GHG
Greenhouse gas. As outlined in the Kyoto protocol to the United Nations framework convention on climate 
change (1998), GHGs comprise: carbon dioxide (CO2); methane (CH4); nitrous oxide (N2O); hydrofluorocarbons 
(HFCs); perfluorocarbons (PFCs); and sulphur hexafluoride (SF6). The term refers to gaseous constituents of the 
atmosphere, both natural and anthropogenic, that absorb and remit infrared radiation
GJ
Gigajoule (1,000 Megajoules)
Grade
The mass of desired metal(s) in a given mass of ore. Ores bearing PGMs are normally low grade. Grades are 
usually expressed as grams per tonne, equivalent to parts per million
Greenhouse gas 
emissions, CO2 equivalent 
Quantity of CO2 from electricity purchased and generated internally. Conversion factors used are those 
recommended by the Intergovernmental Panel on Climate Change. Gases include CO2, CH4, NO2 (nitrogen 
dioxide), HFCs, PFCs, SF6 and other CO2 equivalents (see GHG)
Hazardous waste to legal 
landfill
Considers only waste generated in the reporting period. This includes the following as a minimum: heavy 
metal-contaminated sludges (excluding SX sludge); contaminated containers (reagent containers, oil/
grease containers, anti-freeze drums, etc); medical waste, vehicle batteries and oil-contaminated material 
(gaskets, filters, soaking agents, rags, etc).  
A legal landfill is a landfill designed and operated to contain wastes and resulting products in a manner 
compliant with legislation or internationally accepted practice
HDSA
Historically disadvantaged South African. Refers to ‘any person, category of persons or community, 
disadvantaged by unfair discrimination before the Constitution of the Republic of South Africa (Act 200 
1993), came into operation’. The company definition of HDSAs includes employees classified as African, Asian, 
coloured or female
HEPS
Headline earnings per share – additional earnings number permitted by IAS 33 that excludes separately 
identifiable remeasurements (as defined), net of related tax (current and deferred) and related non-
controlling interest, other than remeasurements specifically included in headline earnings
	
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Appendices
Glossary continued
HIV
Anglo American Platinum committed to the new 90/90/90 UNAIDS targets. Based on this:
–	90% Know your status of our employees should know their HIV status
–	90% of our HIV-positive employees must be on antiretroviral therapy
–	90% of those employees on treatment must be virally suppressed
LTI
Lost-time injury. Refers to an injury resulting in the person being unable to attend/return to work to perform 
the full duties of their regular work, as per the advice of a suitably qualified medical professional, on the next 
calendar day after the injury
LTIFR
Lost-time injury frequency rate. The number of employee and contractor lost-time injuries (see entry) per 
1 million hours worked. From 2018, Anglo American Platinum has replaced the lagging indicator LTIFR with 
the leading indicator of total recordable case frequency rate (TRCFR, see entry)
mg/Nm3/hour 
Milligrams per cubic metre per hour under normal conditions, where normal conditions are defined as 
a temperature of 20°C and a pressure of 1.01 bar
MPRDA
Mineral and Petroleum Resources Development Act 28 2002
NEMA
National Environmental Management Act 107 1998
NEMAQA
National Environmental Management: Air Quality Act 39 2004
NEMWA
National Environmental Management: Waste Act 59 2008
New water used
New water used (1,000m3)
New water, or make-up water, is water required to replace losses from the water circuit. It excludes water 
reused or recycled in the operation. New water can be drawn from several possible external sources 
(ie seawater, rainfall, municipal water, external raw or sewage water, dewatered groundwater)
Ni
The symbol for nickel
NIHL
Number of employees diagnosed with noise-induced hearing loss in the reporting period. New cases are 
recorded when:
–	The rules for diagnostic criteria for occupational disease in Anglo American have been met
–	There is a pattern consistent with NIHL on the audiogram
–	Average hearing loss at frequencies 0.5, 1, 2, 3 and 4kHz for both ears is greater than 25dB(A)
–	There is a 10dB(A) change in the average hearing loss since the preplacement audiogram recorded 
on employment by Anglo American
–	The employee has not been previously counted as NIHL
Non-hazardous waste to 
legal landfill
Considers only domestic (non-hazardous) waste generated in the reporting period. A legal landfill is one 
designed and operated to contain the wastes and resultant products in compliance with legislation or 
internationally accepted practice
NOx 
Emissions of nitrogen oxides from diesel engines
Number of employees 
who know their HIV status
Total employees who are known to be HIV-positive on the medical records (irrespective of the year of testing 
or testing facility), and who are still employed at the end of the current reporting month, as well as total 
employees whose last test confirmed an HIV sero-negative status (based on VCT (voluntary counselling 
and testing) result in a calendar year), and who are still employed at the end of the last reporting month
NWS
National waste strategy (South Africa)
OEL
Occupational exposure limit
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5
OHSAS 18001
Occupational Health and Safety Assessment Series, which provides specifications for management systems 
for occupational health and safety
Particulates
Particulate matter consists of airborne particles in solid or liquid form. Particles are a type of air pollution 
that commonly affects people’s health. ‘Big’ particles are between 2.5 and 10 micrometres and named PM10. 
‘Small’ particles are under 2.5 micrometres. They are named PM2.5 and cause more severe health effects. 
Our data on particulates refers to the mass of particulates released to atmosphere from point sources
PGMs
Platinum group metals. Six elemental metals of the platinum group, nearly always found in association 
with one another. Some texts refer to PGEs (platinum group elements). The metals are platinum, palladium, 
rhodium, ruthenium, iridium and osmium
Primary activities
Activities in an operation to produce product(s), including dust suppression in the operational area
Pt
Symbol for platinum
Pt oz
Equivalent refined platinum ounce(s). Equivalent ounces are mined ounces expressed as refined ounces
ROCE
Return on adjusted capital employed attributable to equity shareholders of Anglo American Platinum; 
excludes the portion of the return and capital employed attributable to non-controlling interests in 
operations where Anglo American Platinum has control but does not hold 100% of the equity. Calculated as 
annualised underlying EBIT divided by adjusted capital employed
Section 54 stoppage
Issued when a mining inspector orders a work stoppage after a death or other accident at a mine, or when 
the inspector believes working conditions are unsafe. Such stoppages are legislated by section 54 of the 
Mine Health and Safety Act
SLPs
Social and labour plans. Stipulated in the MPRDA (see entry), these plans aim to promote employment in 
South Africa and advance the social and economic welfare of all citizens, while ensuring economic growth 
and socio-economic development
SO2
Mass of sulfur dioxide (SO2) released from point sources and fugitive emissions to atmosphere in reporting 
period
Tailings
That portion of ore from which most valuable material has been removed by concentration, and which is 
therefore low in value and rejected
TB
Pulmonary tuberculosis refers to tuberculosis of the respiratory organs, confirmed by positive sputa 
microscopy or culture for mycobacterium tuberculosis
Terajoule
Measure of energy, one terajoule = 1,000,000,000,000 joule (10^12)
Tonne
Unless otherwise defined, this refers to a metric tonne (1,000kg)
Total environmental 
incidents
We classify environmental incidents on a scale of 1 to 5 based on increasing severity, in line with the 
Anglo American 5 x 5 risk matrix, which plots potential incidents against their likelihood of occurring and the 
severity of their consequence. 
A level 1 incident will have a minor impact on the environment while a level 5 incident will have a major 
impact. Correct classification of incidents is important as it determines the level of response, investigation 
and reporting required. 
From January 2018, we implemented an updated classification process for environmental incidents, which 
maintains the level 1 to 5 classification scale while providing substantially greater guidance and rigour to 
the classification process. 
The following components are considered when rating the severity of environmental incidents:
Scale: How significant is the size/scale of impact relative to size/scale of receiving environment?
Sensitivity: How sensitive is receiving environment to the impact? How special or unique is the area that 
has been impacted?
Remediation and clean-up: How difficult is the impact to contain, remediate and/or clean up? How much 
time and/or resources are required to manage the incident?
	
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Appendices
Total recordable case 
frequency rate (TRCFR)
TRCFR is a rate per 1 million hours of employee and contractor fatal injuries, lost-time injuries and medical 
treatment cases. First-aid cases – minor work-related injuries which, in normal circumstances, can be 
treated successfully in line with recognised first-aid training – are not included. Injuries are diagnosed by 
medical and safety professionals according to Anglo American criteria. These criteria are additional to local 
legal reporting and compensation requirements. 
From 2018, we have reported injury frequency rates per million hours worked to align with ICMM and other 
global mining companies. This will allow for a more granular view, which will be valuable as our injury numbers 
have reduced significantly in recent years
Total scope 1 carbon 
emissions
Scope 1 emissions include CO2e emissions from fossil fuels, coal seam gas fugitive emissions, renewable 
fuels, and operational processes. Process emissions include those associated with on-site and managed 
sewerage facilities, on-site water-treatment facilities, use of carbonates in acid-leaching processes at 
copper-processing facilities, fugitive emissions in producing phosphates
Total scope 2 carbon 
emissions
Scope 2 emissions include CO2 from electricity purchased and reported in kilotonnes CO2e 
Total social investment
CSI spend including contributions paid to community trusts and dividends paid to communities. 
Total water consumed 
(million m3, Mm3)
Total withdrawals or abstractions (total inflow excluding estimate of surface run-off or precipitation 
harvested)
Total work-related fatal 
injuries
A fatality is an employee or contractor death resulting from a work-related injury. Anglo American records all 
work-related losses of life for the purposes of internal and external investigation, management action, legal 
process and compensation. However, while fatal injuries that result from criminal activity and public-road 
incidents are recorded for management purposes, these are not included in formal statistics and frequency-
rate calculations
tpm
Tonnes per month
VSP
Voluntary Severance Package
Water used for primary 
activities
Total new or make-up water entering an operation and used for the operation’s primary activities. This 
definition includes mine dewatering water used for primary activities, but excludes internally recycled water 
and mine dewatering water discharged to surface or evaporated and not used for any primary activities
Workers potentially 
exposed to inhalable 
hazards above exposure 
limit and workers 
potentially exposed 
to carcinogens above 
exposure limit
Total number of employees assigned to homogenous exposure groups in an ‘A’ classification band, ie ≥OEL 
(without taking into account PPE) for inhalable hazards for the reporting period.
Inhalable hazards and carcinogens include:
Coal dust (respirable particulate)
Respirable crystalline silica
Diesel particulate matter
Nickel (water-soluble compounds)
Copper dusts and mists
Sulphuric acid mists
Sulfur dioxides
Arsenic
Coal tar pitch volatiles
Cobalt
Dust (respirable and inhalable)
Welding fumes
Volatile organic compounds (VOCs)
Total number of employees (including long-term contractors) exposed to one or more known causes of 
occupational cancer including arsenic, coal tar pitch volatiles, cobalt, diesel particulate matter, nickel 
(soluble and insoluble) and solar radiation at levels ≥OEL. For solar radiation: the number of workers working 
in open environments (without roof cover) for periods over four hours per shift exposed to excessive sunlight
Glossary continued
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Administration
Directors
Executive directors
N Viljoen (chief executive officer) 
CW Miller (finance director)
Independent non-executive directors
RJ Dixon
T Leoka
NP Mageza
NT Moholi
D Naidoo
JM Vice
Non-executive directors
M Cutifani (Australian)
NB Mbazima (Zambian)
AM O’Neill (Australian)
ST Pearce (Australian)
Company secretary
Elizna Viljoen
elizna.viljoen@angloamerican.com
Telephone	
+27 (0) 11 638 3425
Facsimile		
+27 (0) 11 373 5111
Financial, administrative, technical advisers
Anglo Operations Proprietary Limited
Corporate and divisional office, registered office 
and business and postal addresses of the 
company secretary and administrative advisers
55 Marshall Street, Johannesburg, 2001
PO Box 62179, Marshalltown, 2107
Telephone	
+27 (0) 11 373 6111
Facsimile		
+27 (0) 11 373 5111
	
	
+27 (0) 11 834 2379
Sponsor
Merrill Lynch South Africa Proprietary Limited
The Place, 1 Sandton Drive, Sandton, 2196
PO Box 651987, Benmore 2010
Telephone	
+27 (0) 11 305 5822
juliabenade@baml.com
Registrar
Computershare Investor Services Proprietary Limited
Rosebank Towers, 15 Biermann Avenue
Rosebank
2196
PO Box 61051
Marshalltown, 2107
Telephone	
+27 (0) 11 370 5000
Facsimile		
+27 (0) 11 688 5200
Auditor
Deloitte & Touche
Buildings 1 and 2, Deloitte Place
The Woodlands, Woodlands Drive
Woodmead
Sandton
2196
Investor relations
Emma Chapman
emma.chapman@angloamerican.com
Telephone	
+27 (0) 11 373 6239
Lead competent person
Gordon Smith
gordon.smith@angloamerican.com
Telephone	
+27 (0) 11 373 6334
Fraud line – YourVoice
Anonymous whistleblower facility
087 232 5426 (South Africa)
www.yourvoice.angloamerican.com
Human resources-related queries
Job opportunities: www.angloamericanplatinum.com/
careers/job-opportunities
Bursaries, email: bursaries@angloplat.com
Career information: www.angloamericanplatinum.com/
careers

Anglo American Platinum Limited
Incorporated in the Republic of South Africa
Date of incorporation: 13 July 1946
Registration number: 1946/022452/06
JSE code: AMS – ISIN: ZAE000013181
www.angloamericanplatinum.com 
A member of the Anglo American plc group
www.angloamerican.com
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