Plain-text annual report
INTEGRATED ANNUAL REPORT 2018
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UNLOCKING
OUR FULL
POTENTIAL
DISCIPLINED
GROWTH FOR
A SUSTAINABLE
FUTURE
INTRODUCTION AND GROUP PERFORMANCE
UNLOCKING OUR FULL POTENTIAL
DISCIPLINED GROWTH FOR
A SUSTAINABLE FUTURE
In 2018, we continued to deliver on our clear commitments. Anglo American
today is a fundamentally different business – in terms of enhanced performance,
financial resilience and returns – and the unlocking of the Group’s full potential
is our ultimate objective.
Closely aligned with Anglo American’s Purpose of re-imagining mining to improve
people’s lives, and our longstanding reputation as a leader in sustainable mining,
our focus is to continue to enhance the quality and cash flow generation of our
business through the disciplined allocation of capital, while staying attuned to the
demands and expectations of our changing world, so that we grow our business
safely, sustainably and responsibly, for the benefit of all.
GROUP PERFORMANCE
REVENUE
UNDERLYING EBITDA◊
OPERATING PROFIT
$27.6 bn
$9.2 bn
$6.1 bn
2018
2017
$27.6 bn
$26.2 bn
2018
2017
$9.2 bn
$8.8 bn
2018
2017
$6.1bn
$5.5 bn
UNDERLYING EARNINGS
PER SHARE◊
PROFIT ATTRIBUTABLE TO
EQUITY SHAREHOLDERS
NET DEBT◊
$2.55
2018
2017
TOTAL DIVIDENDS
PER SHARE
$1.00
$3.5 bn
$2.8 bn
$2.55
$2.57
2018
2017
$3.5 bn
$3.2 bn
2018
2017
$2.8 bn
$4.5 bn
ATTRIBUTABLE FREE
CASH FLOW◊
$3.2 bn
GROUP ATTRIBUTABLE ROCE◊
19%
2018
2017
$1.00
$1.02
2018
2017
$3.2 bn
$4.9 bn
2018
2017
19%
19%
NUMBER OF
FATALITIES
TOTAL RECORDABLE CASE
FREQUENCY RATE (TRCFR)
SIGNIFICANT ENVIRONMENTAL
INCIDENTS
5
2018
2017
2.66
5
9
2018
2017
2.66
3.17
6
2018
2017
2
6
Alternative Performance Measures
Words with this symbol ◊ are defined in the Alternative Performance Measures section of the Integrated Annual Report
on pages 208-211.
BASIS OF REPORTING
CONTENTS
BASIS OF REPORTING
The Anglo American plc Integrated Annual Report for the year ended
31 December 2018 is produced in compliance with UK regulations. Additionally,
we have compiled this report using the Guiding Principles and Content Elements
set out in the International Integrated Reporting Council’s Framework.
Integrated Reporting aims to demonstrate how companies create value sustainably
over time, for a range of stakeholders – consistent with Anglo American’s Purpose,
business approach and strategy. This report, therefore, includes a comprehensive
overview of our material matters, in the eyes of our stakeholders, and the impact
these matters have on the value we create. More detailed information on our
sustainability performance is provided in our Sustainability Report.
Measuring performance
Throughout the Strategic Report we use a range of financial and non-financial
measures to assess our performance. A number of the financial measures are not
defined under IFRS so they are termed ‘Alternative Performance Measures’ (APMs).
We have defined and explained the purpose of each of these measures on pages
208 to 211, where we provide more detail, including reconciliations to the closest
equivalent measure under IFRS.
These APMs should be considered in addition to, and not as a substitute for, or as
superior to, measures of financial performance, financial position or cash flows
reported in accordance with IFRS.
Units
‘Tonnes’ are metric tons, ‘Mt’ denotes million tonnes, ‘kt’ denotes thousand tonnes,
‘Mct’ denotes million carats and ‘koz’ denotes thousand ounces; ‘$’ and ‘dollars’ denote
US dollars and ‘cents’ denotes US cents.
Forward-looking statements
This document includes forward-looking statements. For information regarding
forward-looking statements please refer to the inside back cover (IBC) of this document.
NON-FINANCIAL INFORMATION STATEMENT
We aim to comply with the Non-Financial Reporting requirements contained in sections
414CA and 414CB of the Companies Act 2006. The table below is intended to guide
stakeholders to where the relevant non-financial information is included within our
Strategic Report. Further information on the basis of preparation of our non-financial
information can be found in our Sustainability Report 2018.
Chief Executive’s statement
The Purpose to reward journey
Marketplace review
Our material matters
Strategic element: Portfolio
Strategic element: Innovation
Strategic element: People
Strategic report
02 At a glance
04 Chairman’s statement
06
08 Our business model
10
12
16
18
24
34
40 Capital allocation
42 Managing risk effectively
48
50 Group financial review
54 De Beers
57 Copper
60 Platinum Group Metals (PGMs)
63
66 Coal
69 Nickel and Manganese
71 Corporate and other
Key performance indicators
Iron Ore
Executive management
The Board in 2018
Sustainability Committee
Governance
72 Chairman’s introduction
74 Directors
78
80
90
91 Nomination Committee
92 Audit Committee
96 Audit Committee report
100
100
102
112
Directors’ remuneration report
Remuneration Committee
Directors’ remuneration policy
Annual report on directors’
remuneration
Statement of directors’
responsibilities
126
Independent auditor’s report
Financial statements
128
134 Primary statements
138
Notes to the financial
statements
Financial statements of
the Parent Company
194
197 Summary by operation
199 Key financial data
200
Exchange rates and
commodity prices
Ore Reserves and
Mineral Resources
202 Estimated Ore Reserves
204
Estimated Mineral Resources
Other information
206 Glossary of terms
208
Alternative Performance
Measures
Quarterly production statistics
212 Production statistics
215
216 Non-financial data
217 Directors’ report
220 Shareholder information
IBC
Other Anglo American
publications and forward-
looking statements
126 Responsibility statement
Reporting requirement
Policies and standards
Outcomes and additional information
Environmental matters
Safety, Health and Environment (SHE) Policy and Way
Managing our environmental impacts
Climate Change Policy
Disclosures related to the recommendations of the TCFD
Energy and GHG Emissions Standard
Climate change
Water Policy and Water Management Standard
Water
Mineral Residue Technical Management Standard
Tailings storage facilities
Employees
Code of Conduct
SHE Policy and Way
Safety Golden Rules and Fatal Risk Standards
Human rights
Social matters
HIV/AIDS Policy
Human Rights Policy
Social Way
Responsible Sourcing Standard for Suppliers
Building a Purpose-led culture
Safety
Safety
Health
Human rights
Social performance
Supply chain
Anti-corruption
and anti-bribery
Principal risks
and impact of
business activity
Non-financial KPIs
Supply Chain Local Procurement Policy
Supply chain and Socio-economic development
Code of Conduct and Business Integrity Policy
Building a Purpose-led culture
Our business model
Our material matters
Managing risk effectively
Key performance indicators
Other sources of information
You can find this report and others, including the
Sustainability Report and the Ore Reserves and
Mineral Resources Report, on our corporate website.
For more information, visit
www.angloamerican.com/reporting
Page
reference
30
31
30-32
30
30
39
36
36
36 and 38
33
32-33
29
29 and 33
39
08-09
16-17
42-47
48-49
01
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT AT A GLANCE
OUR BUSINESS AT A GLANCE
Anglo American is a leading global mining
company with a world class portfolio of
mining and processing operations and
undeveloped resources. We provide the
metals and minerals to meet the growing
consumer driven demands of the world’s
developed and maturing economies. And
we do so in a way that not only generates
sustainable returns for our shareholders,
but that also strives to make a real and
lasting positive contribution to society.
DIAMONDS
DE BEERS
COPPER
COPPER
$1,245 million
Underlying EBITDA◊
$1,856 million
Underlying EBITDA◊
14%
Group underlying EBITDA◊
35.3 Mct
Production (100% basis)(1)
For more information
See page 54
20%
Group underlying EBITDA◊
2
Greenfield projects
Peru (Quellaveco)
Finland (Sakatti)
668.3 kt
Production
For more information
See page 57
GLOBAL
FOOTPRINT(2)
2
CANADA
FINLAND
UNITED KINGDOM
1
COLOMBIA
PERU
BRAZIL
1
3
CHILE
BOTSWANA
ZIMBABWE
2
1
2
NAMIBIA
1
1
2
5
6
1
2
SOUTH AFRICA
SHANGHAI
SINGAPORE
1
5
AUSTRALIA
02
(1) With the exception of Gahcho Kué, which is on an attributable 51% basis.
(2) Number of operating mining assets/major projects under development per business unit.
More detailed maps can be found in the business unit reviews on pages 54 to 71.
Anglo American plc Integrated Annual Report 2018 PGMs
BULK COMMODITIES AND OTHER MINERALS
CORPORATE AND OTHER
PLATINUM GROUP
METALS
IRON ORE
COAL
$1,062 million
Underlying EBITDA◊
$1,177 million
Underlying EBITDA◊
$3,196 million
Underlying EBITDA◊
11%
Group underlying EBITDA◊
2,485 koz
Production platinum
1,611 koz
Production palladium
For more information
See page 60
13%
Group underlying EBITDA◊
43.1 Mt
Production
iron ore – Kumba
3.4 Mt (wet basis)
Production
iron ore – Minas-Rio
For more information
See page 63
35%
Group underlying EBITDA◊
21.8 Mt
Production
metallurgical – export
28.6 Mt
Production
thermal – export
For more information
See page 66
NICKEL AND
MANGANESE
$844 million
Underlying EBITDA◊
9%
Group underlying EBITDA◊
42.3 kt
Production nickel
3.6 Mt
Production manganese ore
For more information
See page 69
$(219) million
Underlying EBITDA◊
(2)%
Group underlying EBITDA◊
United Kingdom
(Headquarters
and Marketing),
Australia, Brazil,
Chile, China,
Peru, Singapore
(Marketing hub),
South Africa
Corporate office locations
For more information
See page 71
GEOGRAPHIC
OVERVIEW
NUMBER OF EMPLOYEES(3)
WAGES AND BENEFITS PAID(4)
Brazil
Chile
Other South America
North America
South Africa
Other Africa
Australia/Asia
Europe
Thousand
3
4
1
1
Brazil
Chile
Other South America
North America
47
South Africa
Other Africa
Australia/Asia
Europe
4
2
2
64
TAXES BORNE(5)
LOCAL PROCUREMENT SPEND(6)
(3) Average number of employees,
excluding contractors and
associates’ and joint ventures’
employees, and including a
proportionate share of employees
within joint operations.
(4)
Includes social security costs of
$163 million borne by the Group.
(5) Based on numbers disclosed within
the Group’s income statement and
excludes the impact of certain
associates and joint ventures.
(6) See page 207 for definition.
Brazil
Chile
Other South America
North America
South Africa
Other Africa
Australia/Asia
Europe
$m
91
513
4
38
761
165
847
96
2,515
Brazil
Chile
Other South America
North America
South Africa
Other Africa
Australia/Asia
Europe
$m
166
391
27
103
1,786
211
423
383
3,490
$m
101
34
35
80
1,047
715
116
–
2,128
03
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT CHAIRMAN’S STATEMENT
MINING WITH PURPOSE
AN UNCERTAIN MACRO ENVIRONMENT
In 2018, markets were destabilised by a number of factors,
the most significant being the trade and political tensions
between the USA and China. The resulting trade tariffs
between the world’s two largest economies introduce
numerous uncertainties to the economic prosperity
and stability of much of the world, as does the ongoing
slowing growth in China itself and other Asian economies.
Europe was particularly sluggish, though US growth
remained buoyant until the fourth quarter on the back
of their administration’s fiscal stimulus. Reflecting these
developments, the year saw a degree of price volatility
for many of our products, albeit with a positive overall effect.
SAFETY
During the year, Anglo American’s injury rate continued to
trend downwards, reaching a best-ever performance level
but, most disappointingly, we experienced five fatal incidents
at our managed operations, all in South Africa. Of these,
two of our people died underground in our PGM and
Coal businesses, reminding us of the urgency of the
management team’s work to address the underlying issues,
including by deploying technologies that will enable us to
remove people from the areas of greatest physical risk.
Our Elimination of Fatalities Taskforce will enable a more
thorough understanding of the causes of fatal incidents, in
parallel with supporting a focused programme to address
the management of fatal risks.
Safety is always No. 1 on the Board’s agenda and the Board
continues to work closely with management in pursuit of our
goal of zero harm. No lesser goal is acceptable.
REAL BUSINESS SUSTAINABILITY
In March 2018, we launched an ambitious approach to
sustainability at our annual sustainability performance
update to the investment community. Aligned to the
UN’s 2030 Sustainable Development Goals, this is a key
component of our FutureSmart Mining™ programme to
transform the physical processes of mining, and the way
our Group does business and contributes to society.
“ It is important that Anglo American
stays at the forefront of business
sustainability.”
Our sustainability goals relate to three global pillars:
to foster and sustain thriving communities; to create
a healthy environment; and to proactively shape policy and
ethical standards to drive greater trust and transparency.
Its aims are to innovate and deliver step-change results
across the entire mining value chain, from mineral discovery
to the end customer. As such, we are going far beyond
compliance with legal and regulatory requirements by
raising the bar on what we believe society rightly expects
of us, with clear stretch goals against which to judge our
performance, so that we make a comprehensive and lasting
impact that will positively transform how all our stakeholders
view our business.
“ Anglo American has long been known as a
leader in responsible mining, with numerous
examples of progressive and bold business
decisions across many decades.”
Stuart Chambers, Chairman
After my first full year as chairman, I am pleased
to report that the realities of how Anglo American
does business live up to the promise. This is a
company that is not only performing strongly, but
that also thinks deeply about its role in society,
guided by a clear Purpose.
THE FUTURE OF MINING
As societies in so many different countries and cultures
evolve at an ever-quicker pace, and as the demands and
expectations of an ever-changing world continue to grow,
it is important that Anglo American stays at the forefront
of business sustainability. For a global mining business
such as ours, this means discovering, mining, processing
and marketing many of the essential raw materials that
we need to enable and support modern life – and to do
so more safely, cleanly and efficiently, with due regard for
our host communities and countries, thereby creating
sustainable value for our shareholders and our many
different stakeholders.
Achieving a smaller physical footprint and making a
sustainably relevant contribution to society will require
significant change in our ways of extracting and processing
mineral-bearing ore. It is this ambition that is the focus of
much of our technology and digital work, which in turn will
support the clear environmental and social goals we have
set ourselves in what I believe to be an industry-leading
approach to sustainability.
04
Anglo American plc Integrated Annual Report 2018 Ensuring we have the right mix of skills, experience and
overall diversity around the table is so important if we are to
set the right tone from the top. An inclusive Board must then
support management in creating a more inclusive business
that better reflects the footprint of the Group and the diverse
workforces in our operating jurisdictions. We must also
equip our Board members by exposing them to the full
breadth of the business that they govern, and this must
include appropriate engagement with our stakeholders and
proper familiarisation with the operational and commercial
aspects of the business.
Board composition
At the end of the year, Sir Philip Hampton, our senior
independent director and chairman of the Remuneration
Committee, retired from the Board after nine years. I wish
to take this opportunity to pay tribute to Sir Philip for his
extensive contribution and we are fortunate to have had the
benefit of his financial, strategic and boardroom experience
drawn from across a number of industries.
We are also saying farewell to Jack Thompson, chair of
our Sustainability Committee, at the end of the AGM in
April, after nine years on the Board. I thank Jack for the
wealth of mining experience that he has brought to our
discussions and for his deep personal commitment to
safety and sustainability issues. As a result of these
moves, Byron Grote has taken up our senior independent
director position in addition to his ongoing chairmanship
of the Audit Committee. Anne Stevens now chairs the
Remuneration Committee and Ian Ashby will take over
as chairman of the Sustainability Committee.
THANKS
Lastly, I would like to thank all of Anglo American’s
employees, the senior management team and our Board
members. Their hard work and determination to continue
to drive improvement and to act in accordance with our
Purpose and values are central to how this company makes
a real and lasting positive difference.
OUR STRATEGIC REPORT
Our 2018 Strategic Report, from pages 2 to 71, was
reviewed and approved by the Board on 20 February 2019.
Stuart Chambers
Chairman
FINANCIAL PERFORMANCE
The transformed quality of Anglo American’s portfolio under
Mark and his management team, and the continuous work
at the asset level to further improve our overall competitive
position in the industry, are delivering strong operational and
financial results.
Most telling is the increase in physical production compared
to six years ago, from half the number of operating assets
and with substantially fewer people. Production per
employee in 2018, on a copper equivalent basis, was
double that of 2012. This has been achieved through
upgrading the quality of the portfolio and the successful
implementation of the Group’s Operating Model to drive
stability and performance.
The cash generation of the business continues to
strengthen the balance sheet and fund our investment
in the business and our returns to our shareholders.
Revenue increased by 5% to $27.6 billion, with profit
attributable to equity shareholders increasing by 12%
to $3.5 billion. Underlying EBITDA was 4% higher at
$9.2 billion and net debt decreased further to $2.8 billion,
a more than $10 billion reduction over the last three years.
As a result of this robust performance during a mixed
period for product prices, the Board is recommending
a final dividend of 51 cents per share, in line with our
policy of 40% of underlying earnings per share, taking
the total dividend to $1.00 per share for the year.
“ I am particularly pleased that
the shareholder experience was
such a positive one in 2018, with a
Total Shareholder Return of 18%.”
Finally on financial performance, I am particularly pleased
that the shareholder experience was such a positive one in
2018, with a Total Shareholder Return (TSR) of 18% set
against a FTSE 100 TSR of minus 8.7% and a FTSE 350
mining index TSR of minus 4.1%.
GOVERNANCE
The role of the Board
While we are pleased to report such a strong financial
performance, we are also mindful of the widely held view
that an excessive focus on shareholder value has led to a
widening disconnect between business and the society it
is meant to serve. This has been demonstrated in survey
after survey, showing that levels of trust in business are
now at historical lows.
As chairman of a much respected FTSE 100 company with
more than 100 years of history, I believe the Anglo American
Board should be at the forefront in looking at how we can
take practical steps to effect a shift in corporate culture in
our sector in regard to our obligations to society. As an
example, we are looking intently at the new UK Corporate
Governance Code, which came into effect on 1 January
2019, and against which we will report in 2020. The Code
requires that the Board listen to the views of the workforce,
for instance, and takes those views into account in its
decision making. We are exploring mechanisms for how to
do this more effectively, as well as what more we could be
doing to engage with our stakeholders beyond the already
extensive approach in place today.
05
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT CHIEF EXECUTIVE’S STATEMENT
UNLOCKING OUR FULL POTENTIAL
DISCIPLINED GROWTH FOR A
SUSTAINABLE FUTURE
Across safety as a whole, we recorded an all-time low total
recordable safety rate, representing a 51% improvement
since 2013. However, we should not be experiencing major
safety incidents and we have demonstrated time and again
that even our most potentially hazardous businesses can be
incident-free for long periods.
FINANCIAL PERFORMANCE
In 2018, operating profit increased by 10% to $6.1 billion,
while profit attributable to equity shareholders increased by
$0.4 billion to $3.5 billion. Underlying EBITDA increased
by 4% to $9.2 billion. While our underlying EBITDA margin
dipped from 31% to 30%, our mining EBITDA margin
increased from 40% to 42%. We generated attributable
free cash flow of $3.2 billion, a 36% decrease, due largely to
lower working capital movements, increased capital
expenditure and higher cash tax payments.
We continued to strengthen the balance sheet in 2018,
through a combination of continued focus on productivity
and costs and capital discipline, along with receiving
better than expected prices for many of our products. We
ended the year showing a 37% reduction in net debt to
$2.8 billion.
Our return on capital employed (ROCE) of 19% was well
above our targeted 15% through-the-cycle return. While an
individual year is too short a period to assess returns, our
longstanding focus on ROCE is one of the key measures
around which our decisions are made.
Combined with the proposed final dividend payment of
51 cents per share, payable in May 2019, total dividends
paid to shareholders in respect of 2018 will amount to
$1.00 per share, in line with our policy of paying out 40%
of underlying earnings.
In the last three years, we have paid down more than
$10 billion of net debt and will have paid $2.6 billion in
dividends to our shareholders in respect of the 2017 and
2018 financial years.
Anglo American today is a far more resilient business, with
a world class asset portfolio benefiting from considerable
organic growth optionality – particularly focused on those
products that contribute towards a cleaner and more
electrified world and that satisfy the consumer-led demands
of a fast growing global middle class.
OPERATING PERFORMANCE
Our focus on efficiency and productivity improvements,
including with our Operating Model implementation, is
continuing to deliver significant benefits – in terms of safety,
the environment and financial returns. In 2018, we produced
10% more product on a copper equivalent basis from half
the number of assets we had in 2012. As a result, our
productivity per employee has doubled, supporting a
12 percentage point increase in mining margin and placing
us with the leaders in the industry.
“ We have materially transformed the scope
and quality of our asset portfolio and our
operating and financial performance as a
whole. Anglo American today is amongst
the performance leaders in the industry.”
Mark Cutifani, Chief Executive
Our consistent delivery of our promises – doing what
we said we would do – has translated into a significant
enhancement of our competitive position in the mining
industry and our sector-leading Total Shareholder
Return in 2018.
Our focus is on unlocking the very significant additional
potential that we see within the business – from further
productivity improvements, volume growth from existing
and new operations, and the deployment of FutureSmart
Mining™ technologies – and to do so safely and responsibly,
maintaining strict capital discipline and creating a sustainable
business in every sense.
SAFETY
The safety of our people is always front of mind for
me, as it is for our leaders across the business and our
stakeholders. The fact that we continue to experience
serious safety incidents, in which five of our employees
died in 2018, is tragic. Our determination to deliver our
commitment to zero harm is our most pressing challenge.
We simply must be unconditional about safety, both at an
organisational and a personal level. As a matter of urgency,
we launched an Elimination of Fatalities Taskforce during
2018 to further interrogate drivers of fatal incidents at a
more granular, cultural level, to understand how we can
better manage fatal and catastrophic risks.
06
Anglo American plc Integrated Annual Report 2018 In dollar terms, we delivered net cost and volume
improvements of $0.4 billion, or $0.8 billion excluding the
effect of above inflation increases in oil and other energy
costs and rail constraints at Kumba. Over six years, we
have delivered $4.6 billion of annual underlying EBITDA
improvement in terms of costs and volumes. Such
improvements have generally been achieved without
additional capital, so we have continued to improve our
ability to generate free cash flow and increase returns
from existing capital employed.
Looking forward, we still believe there is significant
further improvement ahead. By 2022, we are targeting
an additional $3-4 billion annual underlying EBITDA
run-rate improvement, relative to 2017. This will come from
meeting or surpassing industry best-practice operational
performance across our business; volume growth from
existing and new operations, such as Quellaveco; and the
deployment of our FutureSmart Mining™ technologies and
digitalisation. It is these technologies that will transform how
we mine, process and market our products, providing the
next step change in our performance.
PORTFOLIO
The quality, long life and growth potential of our mineral
assets are the foundation of our global business. We have
transformed the scope and quality of Anglo American’s
portfolio, including by halving the number of assets,
contributing to our materially improved financial and
operational performance. We have divested less attractive
assets and replaced them with assets of a higher quality
and cash generation profile, thereby lifting the overall
quality of the portfolio, and we will continue that discipline.
Led first by asset quality in all its dimensions, we will also
continue to pursue a prudent balance in the portfolio where
concentration in a specific geography or end market is
scrutinised to ensure we do not overweight capital based
on these factors.
New portfolio contributors in recent years include
Grosvenor in Metallurgical Coal, Gahcho Kué at De Beers
and the Minas-Rio iron ore mine, and we are well under way
with the development of our new Quellaveco copper mine in
Peru, which the Board approved in 2018.
Beyond the near term, we have a well sequenced range
of high returning, quick payback growth options, from life
extensions in diamonds and metallurgical coal, to growth
across our copper, diamonds and metallurgical coal
businesses in particular. Such an attractive organic growth
pipeline is a key component of the long term sustainability
of our business.
INNOVATION
As a Board, a management team and our 92,000
employees and contractors, we are united behind our
Purpose of re-imagining mining to improve people’s lives.
Anglo American’s spirit of innovation and challenging
the status quo is part of our culture and reflected in
our Purpose.
Whether for our employees, communities who live around
our operations, our customers for whom we tailor our
products and services, or the billions of people who benefit
from mined metals and minerals in their everyday lives,
we are setting out a different future for mining – a future
that is designed to further improve how our stakeholders
experience us and to ensure the safe supply of metals
and minerals that the world needs and wants.
Our FutureSmart Mining™ programme brings together
step-change innovation in technology and sustainability –
working hand in hand towards sustainable mining. This is a
different way of thinking that is beginning to transform the
nature and experience of mining and how we can make a
positive difference to improve people’s lives.
In terms of the physical activities of mining and processing
ore, our aim is to more precisely target the metal or mineral,
with radically less waste rock, lower water and energy
intensity and, ultimately, a much reduced physical footprint.
These are step-change technologies that we believe hold
the key to the future of mining.
Our far-reaching Sustainable Mining Plan, launched in 2018
as part of FutureSmart Mining™, commits us to a series of
ambitious medium and longer term goals. These relate to
three major areas of sustainability aligned to the UN’s
Sustainable Development Goals: trusted corporate leader
(i.e. advocating for the highest standards of governance to
drive transparency and trust in mining and mined products);
healthy environment; and thriving communities. While our
environmental goals will rely on many of the technologies
we are beginning to deploy, we are also thinking innovatively
to create regional ecosystems of sustainable economic
activity, in partnership with appropriate development experts.
PEOPLE
Our entire business revolves around people, including,
of course, our diverse range of stakeholders and
shareholders. An obvious statement perhaps, but this
basic acknowledgement is at the heart of how we consider
our decisions at every level of Anglo American.
We take care to give our employees clarity about their roles
and an understanding about the part they play towards our
business objectives. We are also committed to creating an
inclusive working environment that enables every person
to come to work each day and give their very best. By doing
so, we are building a high performance and innovative
culture that is guided by our Purpose. It is people that
deliver our results, who engage with our stakeholders and
shareholders, and who are unlocking our full potential.
I thank all of you.
MINING WITH PURPOSE
Mining is on the cusp of a new era. Incremental change is
no longer sufficient, and we recognise our role in creating
a sustainable future for our industry.
I expect the technologies and digital applications that we
are deploying will fundamentally change the very nature
of how we discover, extract, process and market our
precious products to our customers. Only by ensuring
security of supply for those products in a way that is aligned
with society’s rightfully changing expectations can we
sustain our business and live up to our commitments to
our employees, our many business stakeholders and the
millions of ordinary people who ultimately own our business.
We are purposeful in what we are doing – re-imagining
mining to improve people’s lives.
Mark Cutifani
Chief Executive
07
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT OUR BUSINESS MODEL
OUR BUSINESS MODEL
Anglo American draws upon a number of key inputs from both its central expertise and its
operating businesses that, through targeted allocation, development, extraction and marketing,
create sustainable value for our shareholders and our diverse range of stakeholders.
GROUP INPUTS
Financial
Our corporate centre allocates
our financial resources where
they can be put to work most
effectively to deliver optimal
financial returns for our
shareholders.
Know-how
We link our industry-leading
technical and marketing
knowledge to ensure we invest
our efforts and capital in key
leverage points in the ‘mine to
market’ value chain.
Other natural resources
Mining and processing
activities have long been
major users of water and
energy. Our technical and
social expertise combine to
provide advice and hands-on
support to our operations
to mitigate their water and
energy requirements,
while also developing new
technologies that have the
potential to significantly
reduce our physical and
environmental footprint.
Relationships with
our stakeholders
Open and honest engagement
with our stakeholders is critical
in gaining and maintaining our
social and regulatory licences
to operate and, therefore, the
sustainability of our business.
We engage with a wide range
of stakeholders to ensure
effective two-way relationships.
Ore Reserves and
Mineral Resources
We have an extensive resource
base across our businesses
and across a wide geographic
footprint, providing a suite
of organic options for
delivering value over the
long term.
Plant and equipment
Our procurement and
technical teams form strong
relationships with major
suppliers to deliver tailored
equipment and other solutions
to enable best-in-class
operating performance
and cost-effectiveness.
WORLD CLASS
ASSET PORTFOLIO
Quality
The high quality and long
life of our mineral assets
from which we will deliver
attractive and sustainable
shareholder returns.
HOW
WE
CREATE
SHARED
VALUE
MATERIALITY
AND RISK
Identifying and
understanding our material
matters and risks is critical
in the development and
delivery of our strategy.
For our Material matters
See pages 16-17
People
Our people are the business.
We aim to resource the organisation
with a capable, engaged and
productive workforce and are
committed to ensuring
no harm comes
to any of
our people.
GOVERNANCE
OUR PEOPLE-CENTRIC
VALUE CHAIN
We will invest in those points in the
value chain that provide us with the
best return on our investment.
Our governance controls ensure we
respond effectively to those matters
that have the potential to cause financial,
operational and reputational harm to our
business, while acting ethically and with
integrity for the benefit of all
our stakeholders.
DISCOVER
PLAN AND
BUILD
For our Governance Report
See pages 72-126
OUR INNOVATIVE
CORE PROCESSES
People
Our simplified
Organisation Model
allows our businesses to
design structures and roles that
provide clear accountability
and appropriate authority
to get our work done.
Discovery
Our exploration teams discover mineral deposits
in a safe and responsible way to replenish the
resources that underpin our future success.
Technology Model
Our strengthened in-house technology and digital
capability provide world class, innovative solutions across
our assets, supporting the delivery of step-change
operating performance.
Operating Model
The application of our Operating Model drives a
more stable, predictable and higher level of
operating performance, resulting in improved
safety, productivity and lower costs.
Project development
Our expertise and robust model for
developing capital projects is
designed to deliver projects
safely, on time and on budget.
OPERATING BUSINESS INPUTS
Financial
Our businesses’ strong
focus on working capital
management, productivity
and cost discipline helps to
drive sustainable positive
cash flows.
Know-how
Our businesses work closely
with our Technical function and
Marketing business to apply
innovative mining methods
and technologies to realise
even greater value from our
resource base, and optimise
mine production plans to
ensure we provide products
to our customers around the
world, meeting their specific
technical and logistical
requirements.
Other natural resources
It is critical that our businesses
manage all the natural
resources used in their
processes responsibly, given
the finite nature of mineral
resources, scarcity of water
and energy sources at some
of our operations, and input
cost pressures.
Relationships with
our stakeholders
Working within our social
performance framework, it is
the goal of our operations to
build and sustain constructive
relationships with our host
communities and countries
that are based on mutual
respect, transparency
and trust.
Ore Reserves and
Mineral Resources
Our exploration teams
work with our businesses
to discover mineral deposits in
a safe and responsible way to
replenish the resources that
underpin our future success
– both to extend the lives of
existing mines and to
provide longer term near-
asset and greenfield options.
Plant and equipment
Our businesses implement
local procurement policies
that support suppliers based
in the host communities close
to our operations – making a
significant socio-economic
contribution and building
stronger communities, as well
as lowering logistics costs.
08
Anglo American plc Integrated Annual Report 2018 OUTPUTS
Our outputs are the products that meet
the growing consumer and other demands
of the world’s developed and maturing
economies. Mining and processing
activities also result in the unavoidable
disturbance of land and seabed, generation
of mineral residue, use of fresh water and
energy, as well as atmospheric emissions
and water discharges. We strive to
minimise our footprint through our
innovative technologies that are
designed to support our approach to
sustainable mining.
GROUP PRODUCTION
GROWTH(1)
6%
Increase over 2017
TOTAL WATER
WITHDRAWALS
227 Mm3
ATTRIBUTABLE FREE
CASH FLOW
◊
$3.2 billion
CO2 EQUIVALENT
EMISSIONS
16.0 Mt
STAKEHOLDER VALUE
As we strive to deliver attractive and sustainable
returns to our shareholders, we are acutely aware
of the potential value creation we can offer to our
diverse range of stakeholders. Through our
business activities – employing people, paying
taxes to governments and procuring from host
communities – we make a significant and positive
contribution to the countries where we operate.
Beyond our direct mining activities, we create and
sustain jobs, build infrastructure, support education
and help improve healthcare for employees and
local communities. By re-imagining mining, we are
improving people’s lives.
INVESTORS
SUPPLIERS
$1.3 billion
$2.1 billion
Total dividends paid
and proposed
Local procurement
expenditure
GOVERNMENTS
LOCAL COMMUNITIES
$2.5 billion
125,095
Taxes borne(2)
EMPLOYEES
$3.5 billion
Wages and benefits paid(3)
Jobs created and
maintained through
enterprise development
programmes since 2008
Value creation
Active portfolio management
to continuously improve
asset quality and
competitive position.
Growth
A sequenced range of resource
development options provides a
number of high return, quick payback
growth opportunities to further
enhance the asset base.
Our Organisation Model ensures we have the right
people in the right roles doing the right value-adding
work. From the financial, technical, marketing and other
expertise provided from the corporate centre, through
our entire value chain from mine to market, it is our
people that create the sustainable value that all our
stakeholders demand and expect.
MINE
PROCESS
MOVE
MARKET
END OF LIFE
PLAN
Across every aspect of our business, we are thinking
innovatively about how we work to ensure the safety
of our people, enhance our sustainability performance,
and deliver industry-leading margins and returns.
Marketing
The value from our resources and market positions
is optimised by our dedicated Marketing business, driving
appropriate commercial decisions across the value chain
– from mine to market – including working directly to
tailor products to our customers’ specific needs.
Sustainability
The corporate centre drives the sustainability
agenda and offers expert advice, and hands-on
support, to operations facing complex
sustainability challenges, while ensuring our
sustainable mining approach is embedded
in all business and operating practices.
HOW WE MEASURE
THE VALUE WE CREATE
Our seven pillars of value underpin
everything we do. Each pillar has defined
Key Performance Indicators (KPIs) and
targets that we set the business and
against which we measure performance,
both financial and non-financial.
SAFETY AND HEALTH
PRODUCTION
ENVIRONMENT
COST
SOCIO-POLITICAL
FINANCIAL
PEOPLE
For our KPIs
See pages 48-49
(1) Pro forma growth in copper equivalent production, excluding disposals and the impact of the stoppage at Minas-Rio.
(2) Based on numbers disclosed within the Group’s income statement and excludes the impact of certain associates and joint ventures.
(3)
Includes social security costs of $163 million borne by the Group.
09
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT THE PURPOSE TO REWARD JOURNEY
THE PURPOSE TO REWARD JOURNEY
OUR PURPOSE
Anglo American is re-imagining
mining to improve people’s lives.
Mining has a smarter, safer future.
Using more precise extraction technologies,
less energy and less water, we are reducing
our physical footprint for every ounce, carat
and kilogram of precious metal or mineral.
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 the
resources in the ground to the people who
need and value them.
And we are working together to develop
better jobs, better education and better
businesses, building brighter and healthier
futures around our operations in our host
countries and ultimately for billions of
people around the world who depend
on our products every day.
OUR STRATEGY
1
Portfolio
The quality and long life of our mineral assets are the
foundation of our global business. We focus on securing
and continuously improving assets that offer the most attractive
long term value-creation potential, as measured by
sustainable cash flow and returns.
The scale and diversity of our portfolio allow us to leverage
our financial resources, technical expertise, and supplier
relationships towards delivery on our full potential and to the
benefit of our customers, creating a measured risk
profile and supporting strong returns, through the cycle.
For more on Portfolio
See pages 18-23
2
Innovation
Across every aspect of our business, we are
thinking innovatively about how we ensure the safety
of our people, enhance our sustainability performance,
and deliver enduring value for all our stakeholders.
From exploration to delivering our products to our
customers, FutureSmart Mining™ is our innovation-led
pathway to sustainable mining. Coupled with the best-in-class
operational improvements being delivered from our unique
Operating Model, we are fundamentally changing
the way we extract, process and market our products,
and will provide the next step change in operating
and financial performance.
For more on Innovation
See pages 24-33
3
People
Our people are critical to all that we do.
The partnerships we build locally and globally are
central to maintaining our regulatory and social licences
to operate and our sustained commercial success.
We create inclusive and diverse working environments
that encourage and support a high performance culture
and innovative thinking.
Our Organisation Model ensures we have the right people in
the right roles doing the right value-adding work at the right
time, with clear accountabilities that minimise work
duplication and increase capability and effectiveness.
For more on People
See pages 34-39
Capital allocation
Underpinning our strategy, we have
a value-focused approach to capital allocation,
with clear prioritisation: sustaining capital to maintain
asset integrity (including Reserve Life); then the
base dividends to our shareholders, determined on a
40% underlying earnings-based payout ratio; while
ensuring a strong balance sheet. Discretionary capital
is then allocated, based on a balanced approach, to
growth investments or upgrades to our portfolio, that
are subject to a demanding risk framework and that
meet our stringent value criteria, or is considered for
additional returns to shareholders.
For more on Capital allocation
See pages 40-41
OUR VALUES
We are committed to six values which guide how we
conduct ourselves. We are creating an organisation where
all people are treated in such a way that they bring the
best of who they are to work. Our values and the way in
which we, as individuals, are expected to behave are the
foundation of our Code of Conduct.
10
Anglo American plc Integrated Annual Report 2018
FutureSmart MiningTM
FutureSmart MiningTM is our innovation-led pathway
to sustainable mining. These are the step-change
innovations that will transform the nature of mining –
how we mine, process, move and market our products
– and how our stakeholders experience our business,
in terms of our physical and societal footprint.
For more on FutureSmart Mining™
See www.angloamerican.com/futuresmart
Sustainable mining
Anglo American has applied its FutureSmart MiningTM
programme to what we believe is an industry-leading
approach to sustainability. This is focused on three
global sustainability pillars – trusted corporate leader,
thriving communities, and healthy environment – each
encompassing three global stretch goals. Deliberately
ambitious, these goals will challenge our business to
innovate and change, and we are mobilising our
people and resources to deliver them by 2030.
For more detail on our approach to sustainability
See www.angloamerican.com/sustainability
MEASURING DELIVERY
OF OUR STRATEGY
We track our strategic progress on
an ongoing basis using KPIs that are
based on our seven pillars of value:
SAFETY AND HEALTH
To do no harm to
our workforce
ENVIRONMENT
To minimise our impact
on the environment
SOCIO-POLITICAL
To partner in the benefits of
mining with local communities
and government
PEOPLE
To create a sustainable
competitive advantage
through capable people and
an effective, Purpose-led,
high performance culture
PRODUCTION
To sustainably produce
valuable product
COST
To be competitive by operating
as efficiently as possible
FINANCIAL
To deliver sustainable returns
to our shareholders
For our KPIs
See pages 48-49
BALANCED REWARD
Anglo American’s directors’ remuneration policy
is designed to encourage delivery of the Group’s
strategy and creation of stakeholder value in a
responsible and sustainable manner, aligned to
our Purpose. The main elements of the
remuneration package are basic salary, annual
bonus and Long Term Incentive Plan (LTIP).
Basic salary
Basic salary levels are reviewed annually by the
Remuneration Committee, taking into account
company performance, individual performance,
levels of increase for the broader population
and inflation. Reference may be made to the market
median of FTSE 50 and natural resource companies,
or other peer groups, to ensure market alignment.
Annual bonus
Annual bonus performance measures include:
• 50% on underlying earnings per share (EPS).
EPS is one of the Group’s key financial measures
of performance and is set on an annual basis to
ensure targets are demanding yet realistic
• The remaining measures include project delivery,
business improvement, stakeholder engagement,
sustainability and talent management
• A modifier is applied depending on the extent to
which safety and sustainability targets are met
• From 2018 onwards, our business leaders are
held personally accountable for any failures on
our journey to the goal of zero harm with the
introduction of a safety deductor
• To help ensure sustainable long term performance,
60% of any annual bonus is deferred into shares
for a minimum of three years and is subject
to clawback.
Long Term Incentive Plan (LTIP)
The LTIP performance measures are aligned
to our strategic objectives over a three-year
performance period. Vested LTIP awards are subject
to clawback and must be held for an additional two
years to encourage alignment of executive and
shareholder interests.
The LTIP performance measures and weightings are:
• 70% subject to Group Total Shareholder Return
(TSR), with two-thirds relative to the Euromoney
Global Mining Index and one-third relative to the
constituent of the FTSE 100 index
• 30% subject to a balanced scorecard of financial
and strategic objectives, including environmental
and sustainability targets.
For our Remuneration Report
See pages 100-125
Safety
Care and respect
Accountability
Collaboration
Integrity
Innovation
11
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT MARKETPLACE REVIEW
MARKETPLACE
REVIEW
UNDERSTANDING THE CONTEXT –
UNLOCKING OUR POTENTIAL IN
A CHANGING WORLD
GLOBAL TREND
WHAT IS IT?
WHAT DOES IT MEAN FOR OUR INDUSTRY?
HOW ARE WE UNLOCKING POTENTIAL?
Moving towards a cleaner
world – the transition towards
lower emission transport and
energy solutions
• In light of society’s widespread concerns around the expected impacts of climate
change, countries are working collectively to curb greenhouse gas and other
noxious emissions, reduce energy intensity and protect the environment.
• The global response includes a transition towards lower emission transport and
energy generation, likely to result in secular shifts in consumer demand across a
number of industry sectors.
For more information on our Portfolio
See pages 18-23
For more information on Innovation
See pages 24-33
Emerging wealth – a fast
growing global middle class
For more information on our Portfolio
See pages 18-23
For more information on Innovation
See pages 24-33
Evolving societal and
regulatory expectations
For more information on Innovation
See pages 24-33
For more information on capital allocation
See pages 40-41
A more challenging physical
environment for mining
For more information on Innovation
See pages 24-33
12
• A number of developing countries, particularly China (which accounts for around
50% of demand for mined products and is Anglo American’s largest source of
revenue), have experienced a period of rapid urbanisation and industrialisation over
the last two decades, resulting in an unprecedented number of households entering
the wealthier middle class. By 2030, it is forecast there will be approximately 1 billion
additional middle class consumers in the world compared with 2018.
• In China, although the growth in urbanisation and industrialisation is expected to
slow, government policy is widely expected to structurally adjust, resulting in China’s
economy maturing from industrial/manufacturing to services.
• A number of other countries and regions are expected to experience greater
economic maturity in the decades ahead, particularly India, south east Asia and
South America.
• Political uncertainty and protectionist trade policies can adversely affect
global and/or regional economic growth and, consequently, the demand for
mined products.
• An uncertain political and regulatory environment, with resultant uncertainty
in economic growth forecasts, has been a major factor in the significant price
volatility experienced in the commodity markets in recent years.
• Governments in countries where mining is a material source of national revenue
are under pressure to strike a balance between delivering more benefit and
regulatory reform, while at the same time not deterring much needed private
sector investment.
• In addition, mining companies are facing greater demands and expectations
from increasingly vocal and diverse stakeholder groups, with often competing
interests, in the context of greater societal intolerance for poor business and
sustainability practices.
• Maintaining long term supply for some metals and minerals is becoming ever more
difficult for a number of reasons, including:
• The factors described are contributing to structural upward cost
• Over the last few years, Anglo American has upgraded the quality of its portfolio and
pressure across the mining industry.
is now operating a suite of high quality, long life, high margin assets across structurally
– Availability of both water and energy
– Declining ore grades
– Increasing infrastructure costs as mines are built in more remote locations
– The shift to underground mining as easy to access near-surface orebodies
become depleted.
• Consequently, mining companies face a significant challenge to reduce
attractive markets.
costs and improve productivity against a background of limited
• Our innovation-led pathway to sustainable mining – FutureSmart Mining™ – uses
investment appetite and few significant breakthroughs in technological
innovative mining methods and technologies to overcome challenges of water, lower
capability. Technological innovation and a focus on operational
grades and energy constraints and reduce capital intensity and operating costs.
improvements are likely to be critical to the achievement of sustainable
cost and productivity improvements and the ability to supply the market
over the long term.
• Anglo American’s revitalised Discovery strategy is enhancing our position as a
discoverer of superior-value deposits that have the potential to enhance the
production profile and competitive position of the Group over time, and which play
a vital part in delivering a sustainable future.
• Tightening emissions standards are being applied – not just to cars and
• We mine the metals and minerals that will help the transition to a cleaner world:
other vehicles, but also to the production of raw materials needed to
make them and the power generating units that create the energy for
those raw materials.
– PGMs – critical in catalytic converters in internal combustion engines and, as vehicles
transition to electric drive trains, platinum is the catalyst in fuel cell EVs
– Copper – a key element in alternative electricity generation – heavily used in wind
• As a result, consumers of mined products are increasingly replacing
turbines and solar power units, as well as in all forms of EVs
ageing infrastructure, such as blast furnaces and power plants, with
– Nickel – used in batteries within EVs.
newer, cleaner equipment – potentially negatively impacting demand for
some lower quality bulk commodities, while creating a new market for
premium quality metallurgical and thermal coal and iron ore.
• Increased demand for metals and minerals that are used in alternative
energy generation and electric vehicles (EVs); in the longer term,
reduced demand for fossil fuels.
• Increasing focus on the environmental performance of
mining companies.
• We provide niche steelmaking products to our customers, who are increasingly
required to meet stricter environmental regulations. These products are in high
demand and command a premium to benchmark prices:
– Lump and high quality iron ore – Kumba
– High quality hard coking coal – Metallurgical Coal
– Low impurity iron ore pellet feed – Minas-Rio.
• We are working closely with our customers to help them achieve their environmental
goals and to ensure we are providing the tailored products for their specific needs,
on time and reliably.
• Slowing growth (though still growth, with absolute volumes remaining
• As a result of our strategy to focus on world class assets, Anglo American has a diversified
challenging for the mining industry to supply) in demand for the
product portfolio, mining products that are well placed to serve the needs of the
commodities that are used in the provision of roads, buildings, railways
expanding global middle class. We have exposure to some of the largest resource bases
and other infrastructure, e.g. metallurgical coal and iron ore.
• As disposable incomes increase, demand for metals that are used
in the manufacture of white goods and consumer electronics, such as
copper, nickel and manganese, increases.
• As purchasing power increases, so too does the appetite for ‘luxury’
goods and services, including cars, jewellery, advanced technological
in both PGMs and diamonds. We also have world class copper resources in Los Bronces
and Collahuasi, as well as the Quellaveco copper project in Peru. We have exposure to
nickel through Barro Alto and Codemin, and as a by-product of our PGM mines.
• Our diamond business produces high quality rough diamonds for the production
of luxury jewellery. Our high quality and low cost assets are able to flex production
according to prevailing demand.
goods and travelling for leisure. Demand for later-cycle products, such
• Our innovative market development and investment programmes aim to stimulate
as PGMs and diamonds, is expected to increase.
sustainable demand for our products and, in particular, PGMs.
• The pronounced commodity price downturn experienced in
• The application of FutureSmart Mining™ – and within it our far-reaching approach to
2015-2016, and the resultant strain on many companies’ balance
sheets, constrained much of the mining industry from undertaking
capital-intensive projects to create future supply.
sustainability – is designed to help address both society’s fears and expectations about
the physical impacts of mining, as well as to work with governments to advocate for
progressive regulatory frameworks that encourage and support the long term
• The uncertain regulatory environment in some mining jurisdictions
investments required for mines.
can lead to higher costs in the form of delays in licensing and permitting,
• Our Operating Model is designed to put us at the forefront of established industry
and higher taxes and royalties, all of which can deter investment in
best-in-class performance – offering insulation from price and other volatility by placing
those countries.
us at the low end of the industry cost curves.
• The technologies we are deploying will begin to address society’s rightful expectations
about water and energy intensity, further supporting our licence to operate, and helping
us access previously uneconomic orebodies, which we see as a competitive advantage.
• Underpinning our strategy, we have a value-focused approach to capital allocation,
with clear prioritisation: sustaining capital to maintain asset integrity (including
Reserve Life); then the base dividends to our shareholders, determined on a
40% underlying earnings-based payout ratio; while ensuring a strong balance sheet.
Anglo American plc Integrated Annual Report 2018
GLOBAL TREND
WHAT IS IT?
WHAT DOES IT MEAN FOR OUR INDUSTRY?
HOW ARE WE UNLOCKING POTENTIAL?
A number of global trends influence the mining
industry and our business decisions. We understand
those trends and believe our strategy: our high quality
portfolio of assets; relentless approach to innovation;
and talented people – combined with our business
decisions aligned to our Purpose – positions us well to
take advantage of commercial and other opportunities,
thereby unlocking our full potential for sustainable
value creation.
Moving towards a cleaner
world – the transition towards
lower emission transport and
energy solutions
• In light of society’s widespread concerns around the expected impacts of climate
change, countries are working collectively to curb greenhouse gas and other
noxious emissions, reduce energy intensity and protect the environment.
• The global response includes a transition towards lower emission transport and
energy generation, likely to result in secular shifts in consumer demand across a
number of industry sectors.
For more information on our Portfolio
See pages 18-23
For more information on Innovation
See pages 24-33
Emerging wealth – a fast
growing global middle class
For more information on our Portfolio
See pages 18-23
For more information on Innovation
See pages 24-33
Evolving societal and
regulatory expectations
For more information on Innovation
See pages 24-33
For more information on capital allocation
See pages 40-41
• A number of developing countries, particularly China (which accounts for around
50% of demand for mined products and is Anglo American’s largest source of
revenue), have experienced a period of rapid urbanisation and industrialisation over
the last two decades, resulting in an unprecedented number of households entering
the wealthier middle class. By 2030, it is forecast there will be approximately 1 billion
additional middle class consumers in the world compared with 2018.
• In China, although the growth in urbanisation and industrialisation is expected to
slow, government policy is widely expected to structurally adjust, resulting in China’s
economy maturing from industrial/manufacturing to services.
• A number of other countries and regions are expected to experience greater
economic maturity in the decades ahead, particularly India, south east Asia and
South America.
• Political uncertainty and protectionist trade policies can adversely affect
global and/or regional economic growth and, consequently, the demand for
mined products.
• An uncertain political and regulatory environment, with resultant uncertainty
in economic growth forecasts, has been a major factor in the significant price
volatility experienced in the commodity markets in recent years.
• Governments in countries where mining is a material source of national revenue
are under pressure to strike a balance between delivering more benefit and
regulatory reform, while at the same time not deterring much needed private
sector investment.
• In addition, mining companies are facing greater demands and expectations
from increasingly vocal and diverse stakeholder groups, with often competing
interests, in the context of greater societal intolerance for poor business and
sustainability practices.
A more challenging physical
environment for mining
For more information on Innovation
See pages 24-33
• Maintaining long term supply for some metals and minerals is becoming ever more
difficult for a number of reasons, including:
– Availability of both water and energy
– Declining ore grades
– Increasing infrastructure costs as mines are built in more remote locations
– The shift to underground mining as easy to access near-surface orebodies
become depleted.
• Tightening emissions standards are being applied – not just to cars and
other vehicles, but also to the production of raw materials needed to
make them and the power generating units that create the energy for
those raw materials.
• As a result, consumers of mined products are increasingly replacing
ageing infrastructure, such as blast furnaces and power plants, with
newer, cleaner equipment – potentially negatively impacting demand for
some lower quality bulk commodities, while creating a new market for
premium quality metallurgical and thermal coal and iron ore.
• Increased demand for metals and minerals that are used in alternative
energy generation and electric vehicles (EVs); in the longer term,
reduced demand for fossil fuels.
• Increasing focus on the environmental performance of
mining companies.
• We mine the metals and minerals that will help the transition to a cleaner world:
– PGMs – critical in catalytic converters in internal combustion engines and, as vehicles
transition to electric drive trains, platinum is the catalyst in fuel cell EVs
– Copper – a key element in alternative electricity generation – heavily used in wind
turbines and solar power units, as well as in all forms of EVs
– Nickel – used in batteries within EVs.
• We provide niche steelmaking products to our customers, who are increasingly
required to meet stricter environmental regulations. These products are in high
demand and command a premium to benchmark prices:
– Lump and high quality iron ore – Kumba
– High quality hard coking coal – Metallurgical Coal
– Low impurity iron ore pellet feed – Minas-Rio.
• We are working closely with our customers to help them achieve their environmental
goals and to ensure we are providing the tailored products for their specific needs,
on time and reliably.
• Slowing growth (though still growth, with absolute volumes remaining
• As a result of our strategy to focus on world class assets, Anglo American has a diversified
challenging for the mining industry to supply) in demand for the
commodities that are used in the provision of roads, buildings, railways
and other infrastructure, e.g. metallurgical coal and iron ore.
• As disposable incomes increase, demand for metals that are used
in the manufacture of white goods and consumer electronics, such as
copper, nickel and manganese, increases.
• As purchasing power increases, so too does the appetite for ‘luxury’
goods and services, including cars, jewellery, advanced technological
goods and travelling for leisure. Demand for later-cycle products, such
as PGMs and diamonds, is expected to increase.
product portfolio, mining products that are well placed to serve the needs of the
expanding global middle class. We have exposure to some of the largest resource bases
in both PGMs and diamonds. We also have world class copper resources in Los Bronces
and Collahuasi, as well as the Quellaveco copper project in Peru. We have exposure to
nickel through Barro Alto and Codemin, and as a by-product of our PGM mines.
• Our diamond business produces high quality rough diamonds for the production
of luxury jewellery. Our high quality and low cost assets are able to flex production
according to prevailing demand.
• Our innovative market development and investment programmes aim to stimulate
sustainable demand for our products and, in particular, PGMs.
• The pronounced commodity price downturn experienced in
• The application of FutureSmart Mining™ – and within it our far-reaching approach to
2015-2016, and the resultant strain on many companies’ balance
sheets, constrained much of the mining industry from undertaking
capital-intensive projects to create future supply.
• The uncertain regulatory environment in some mining jurisdictions
can lead to higher costs in the form of delays in licensing and permitting,
and higher taxes and royalties, all of which can deter investment in
those countries.
sustainability – is designed to help address both society’s fears and expectations about
the physical impacts of mining, as well as to work with governments to advocate for
progressive regulatory frameworks that encourage and support the long term
investments required for mines.
• Our Operating Model is designed to put us at the forefront of established industry
best-in-class performance – offering insulation from price and other volatility by placing
us at the low end of the industry cost curves.
• The technologies we are deploying will begin to address society’s rightful expectations
about water and energy intensity, further supporting our licence to operate, and helping
us access previously uneconomic orebodies, which we see as a competitive advantage.
• Underpinning our strategy, we have a value-focused approach to capital allocation,
with clear prioritisation: sustaining capital to maintain asset integrity (including
Reserve Life); then the base dividends to our shareholders, determined on a
40% underlying earnings-based payout ratio; while ensuring a strong balance sheet.
• The factors described are contributing to structural upward cost
pressure across the mining industry.
• Consequently, mining companies face a significant challenge to reduce
costs and improve productivity against a background of limited
investment appetite and few significant breakthroughs in technological
capability. Technological innovation and a focus on operational
improvements are likely to be critical to the achievement of sustainable
cost and productivity improvements and the ability to supply the market
over the long term.
• Over the last few years, Anglo American has upgraded the quality of its portfolio and
is now operating a suite of high quality, long life, high margin assets across structurally
attractive markets.
• Our innovation-led pathway to sustainable mining – FutureSmart Mining™ – uses
innovative mining methods and technologies to overcome challenges of water, lower
grades and energy constraints and reduce capital intensity and operating costs.
• Anglo American’s revitalised Discovery strategy is enhancing our position as a
discoverer of superior-value deposits that have the potential to enhance the
production profile and competitive position of the Group over time, and which play
a vital part in delivering a sustainable future.
13
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT MARKETPLACE REVIEW
REVIEW OF 2018
GLOBAL GROWTH CONTINUES
In 2018, global GDP growth, according to the IMF, was
3.7% (2017: 3.6%). Growth slowed in the second half,
however, due to the negative effects of US-China trade
tensions, country-specific factors, tighter financial
conditions, geopolitical tensions, and higher oil import bills.
Commodity prices fared well over the year, with the
majority of Anglo American’s products performing better
than in 2017.
TRADE AND POLITICS
Underpinned by fiscal stimulus, US GDP growth was
estimated at 2.9%. However, a sequence of US tariff actions
on solar panels, washing machines, steel, aluminium, and a
range of Chinese products, followed by retaliation by trading
partners, has complicated global trade relations. Higher
trade barriers are expected to disrupt global supply chains
and reduce efficiencies, ultimately resulting in lower global
economic growth and welfare.
Following protracted renegotiations, the US, Canada and
Mexico reached a new trade deal, USMCA, to replace
NAFTA. Tensions with China, however, continued, resulting
in the US announcing a range of import tariffs (from 10% to
25%), amounting to nearly $250 billion. In response, China
announced retaliatory tariffs on US imports of a similar
scale. The US also suggested that a further $267 billion of
Chinese goods (covering nearly all remaining Chinese
imports) may attract tariffs, including those in the
automotive sector, potentially affecting other countries.
In China, policy stimulus may offset the US trade
measures somewhat. Over 2018, the central bank cut
the reserve-requirement ratios for banks four times and
introduced several stimulatory measures, including tax cuts,
infrastructure spending, central bank cash injections and a
softening of regulations designed to curb shadow banking.
pace of deleveraging has allowed growth to be supported
while maintaining economic stability.
The outlook for other emerging markets also weakened,
despite India’s growth rate increasing to an estimated 7.3%
in 2018 (2017: 6.7%). The South African rand depreciated by
around 14% on weaker than expected activity in the first half
and slow reform progress, partially unwinding earlier gains
associated with the change in leadership.
MARKETS REVIEW
Diamonds
Preliminary data for 2018 indicates an improvement in
global consumer demand for diamond jewellery, in US dollar
terms. This was driven by growth in the US and, to a lesser
extent, China, and was further amplified by positive
exchange rate movements in China and Japan against the
dollar. However, demand is expected to have declined in
India, as well as from the Gulf.
Midstream sentiment started the year on a positive note
owing to strong demand from US and Chinese retailers.
While conditions were supportive for midstream businesses
overall, those specialising in cutting and polishing of the
low-priced product segment came under considerable
pressure towards the end of 2018, due to the relative lack of
demand, as well as the rapid depreciation of the rupee and
the reduction in bank financing.
Platinum Group Metals
Markedly diverging trends characterised the precious
metals markets in 2018. Although the average platinum
price declined, other precious metal prices strengthened
significantly; palladium, notably, reached a record high of
$1,271/ounce in December. While the pronounced, and
widening, discount for platinum relative to palladium
presents an opportunity for substitution in petrol-engine
catalytic converters, the timing and extent of this remain
uncertain given practical and regulatory hurdles.
The country’s GDP is estimated to have grown by 6.6%
(2017: 6.9%); however it is expected to slow to 6.2% in 2019.
Although debt levels continue to raise concerns, reducing the
Platinum was estimated to be in surplus for 2018, as weaker
demand in the European light-duty diesel sector and a
challenging environment for Chinese jewellery, more than
Indexed 2018 prices
.
0
1
=
8
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a
J
1
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1.3
1.0
0.6
Change in average annual
price (2018 vs 2017)
Anglo American
Nickel
Palladium
Thermal coal
Metallurgical coal
Copper
De Beers price index
Iron ore
Platinum
4%
26%
18%
17%
10%
6%
1%
(3)%
(7)%
Jan 2018
Anglo American basket price
De Beers price index
Copper
Source: Anglo American Commodity Research
Platinum
Palladium
Iron ore (Platts 62% CFR China)
Dec 2018
Metallurgical coal
Thermal coal (FOB South Africa)
Nickel
14
Anglo American plc Integrated Annual Report 2018
offset increases in the light-duty sector ex-Europe and
growth in heavy-duty diesel demand. Global demand
decreased by an estimated 6% to 5.6 million ounces
(2017: 5.9 million ounces). A significant area of platinum
demand – industrial applications – expanded by 14%
to 2.4 million ounces (2017: 2.1 million ounces), driven
mainly by additional purchases from the chemical and
electronics sectors.
On the supply side, global mine supply of platinum was
flat at 6.1 million ounces. South African output increased
marginally to 4.5 million ounces (2017: 4.4 million ounces),
partly offsetting a decline in output from Russia. Meanwhile,
secondary supply from end-of-life catalytic converters rose
by 8% to 1.4 million ounces, with most of the increase seen
in Europe and North America.
Palladium was estimated to be in deficit for the seventh
successive year, following tighter emissions regulations
for petrol vehicles, especially in China. Palladium
automotive demand increased by 3% to 8.6 million ounces
(2017: 8.4 million ounces), while industrial demand was
2% higher, driven by increased purchases from the
chemical sector.
Global mine supply of palladium increased by 8% to
6.9 million ounces (2017: 6.4 million ounces). South African
sales were marginally higher and volumes from Russia
also increased, being supported by sales of above-ground
stocks. Secondary supply of palladium from end-of-life
catalytic converters increased by 13% to 2.7 million ounces
(2017: 2.4 million ounces).
Base metals
Refined copper consumption grew by around 3% in
2018, with strength in the construction, transportation
and engineering sectors underpinning demand. Tighter
environmental restrictions affected copper-scrap
imports into China, contributing to growth in apparent
refined demand.
Copper prices averaged 296 c/lb (2017: 280 c/lb); however,
there was a marked difference between the first and second
halves, as prices declined from above 325 c/lb at the start of
2018, to below 270 c/lb in August.
Macro-economic indicators pointed to sound demand
prospects, boosted by a relatively lean pipeline of new
supply. The escalation of US-China trade tensions, however,
affected sentiment and there was a sharp sell-off through
June and July. Despite a modest rally in the third quarter,
prices remained well below first-quarter levels, with
uncertainties over growing protectionism on global trade
coming to the fore.
Nickel demand grew by around 6% in 2018, driven primarily
by a 5% increase in global stainless steel output. On the
supply side, nickel mine output also increased by around
6%. Nickel refined production increased by around 5%,
but this was insufficient to prevent a deficit for the third
consecutive year. The average nickel price increased by
26% to 595 c/lb (2017: 472 c/lb).
Bulk commodities
Global finished steel demand is estimated to have increased
by more than 4% in 2018, supported by healthy demand,
particularly in China. Throughout much of 2018, the profit
margins of China’s steel mills were high, driven in part by
environmental restrictions encouraging producers to
maintain high utilisation rates through using higher quality
raw materials and a greater proportion of scrap. Stricter
rules, issued by the Chinese authorities in early 2018,
that permit new steel capacity only if old capacity is
closed, are expected to be supportive of the industry’s
ongoing profitability.
Crude steel output in China set a new annual record of
928 Mt in 2018, supported by more than 1.07 billion tonnes
of iron ore imports. Globally, production increased by
approximately 4.4%, or 77 Mt, driven primarily by growth
in Asia.
Following a strong start at the beginning of 2018, the
iron ore price decreased to trade in a narrow price range
($60-70/tonne) for nearly seven months. After a brief rally at
the end of 2018, the average CFR China 62% Fe benchmark
was marginally lower at $69/tonne (2017: $71/tonne).
Iron ore supply was strong through 2018, and the premiums
achieved for high grade ores saw substantial gains as steel
mills continued to focus on productivity. The lump premium
also increased significantly, achieving an average of
$21/tonne (2017: $16/tonne), and reaching a record high
of $27/tonne, in the year.
Metallurgical coal prices showed continued strength, with
the hard coking coal (HCC) benchmark increasing by 10%
to average $207/tonne FOB Australia (2017: $188/tonne),
the highest annual level in six years. Global consumption
of metallurgical coal increased by 1% to 1.15 billion tonnes
(2017: 1.14 billion tonnes). However, supply from the
world’s lowest-cost producer, Australia, increased by
only 5 Mt, as the country experienced multiple minor
disruptions at mines, rail links and ports. This ensured that
more marginal sources of supply, such as in China and the
US, remained active to balance demand, resulting in
elevated prices.
While imports of HCC into the world’s largest market,
China, fell, and are not expected to recover significantly
in the face of China’s import quotas and rising steel scrap
availability, India (where consumption rose by 5 Mt in 2018)
looks set to be the primary engine of future demand growth,
as domestic steel production expands. High volatility
continues to characterise the high grade HCC market,
given limited supply options, and the lack of flexibility that
coke-makers typically have on a short term time horizon.
In contrast, semi-soft coking coal and pulverised coal
injection grades were stable over the year, resulting in
price discounts relative to HCC varying widely over the
course of 2018.
Thermal coal prices showed significantly positive
developments, based on solid Korean and Japanese
demand in the Pacific and some Australian supply issues,
particularly in the higher energy coals. As China reduced
imports in the second half, knock-on effects and a supply
rebound in Indonesia and South Africa widened the discount
to some of those coals. The FOB South Africa price
increased to $98/tonne (2017: $84/tonne).
OUTLOOK
Global financial conditions are expected to tighten in 2019
as monetary policy normalises and trade measures already
implemented weigh on economic activity. With US fiscal
policy expected to reduce momentum from 2020, and
China’s economy maturing, a moderation of global growth
is expected over time. This outlook faces several downside
risks, including the intensification of the US-China trade
dispute and overshoots on policy or supply.
Despite this, the outlook for 2019 remains cautiously
positive for our products on the back of positive consumer
sentiment and reasonably supported demand growth.
15
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT OUR MATERIAL MATTERS
OUR MATERIAL MATTERS
UNDERSTANDING WHAT IS
IMPORTANT TO OUR STAKEHOLDERS
AND OUR BUSINESS
In line with best-practice corporate reporting,
Anglo American’s Integrated Annual Report includes
a comprehensive assessment of not only the principal
risks facing the business, but also those matters that
our stakeholders and ourselves believe have a material
bearing on the success of the business over time.
By engaging with our stakeholders and being aware of
their perspectives, and by understanding the risks we
face, we are better placed to make informed decisions
that help support the delivery of our strategy.
STAKEHOLDER ENGAGEMENT
Our licence to operate depends on constructive
relationships with a wide and diverse range of stakeholders.
Effective stakeholder engagement helps us to better
communicate our business performance, decisions and
activities that may have a material impact on, or are of
significant interest to, our stakeholders.
Anglo American’s stakeholders include our customers,
host communities, employees and unions, partners,
governments, multinational organisations, broader civil
society, trade associations and suppliers, in addition to
our shareholders who own the business. In some instances
we participate in multi-stakeholder initiatives where, by
definition, multiple stakeholder groups are involved to
provide a more collaborative and holistic view on the issues
facing the industry.
DETERMINING WHAT IS IMPORTANT
Identifying and evaluating matters that are of common
material interest to our stakeholders and to our business,
and understanding how they may affect our ability to create
value over time, are integral to our planning processes and
help support the delivery of Anglo American’s strategy.
Our process for determining those matters involves
three steps: consultation, analysis and approval.
The consultation process in 2018 involved extensive
desktop research, including: review of the Group Risk
Register; global media coverage and analyst reports on
Anglo American and the mining sector; and analysis of
minuted Board and executive discussions. We also
conducted an external consultation survey with a wide
range of stakeholders, including investors, communities,
customers, suppliers, governments, civil society and
industry groups. We will continue to conduct such
engagement on a regular basis.
STAKEHOLDER GROUPS
ENGAGEMENT OPPORTUNITIES
Investors
Communities
Governments and
multilateral institutions
Employees and
trade unions
Suppliers and
contractors
Annual General Meeting, investor roadshows,
one-on-one meetings, results webcasts and
investor days
Socio-Economic Assessment Toolbox (SEAT),
surveys, community accountability forums,
and complaints and grievance procedures
Ongoing engagement across all levels of
government (national, regional and local) and
multilateral organisations (e.g. UN, EU, World
Bank) in relation to policy and legislation of
relevance to responsible business practices
Face-to-face dialogue between employees
and line managers, employee surveys,
dialogue through established industrial
relations channels and meetings with unions
Focused supplier events, strategic supplier
relationship management, local procurement
and small business development initiatives
C
O
N
S
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T
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T
O
N
S
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V
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Y
I
Civil society (NGOs,
faith groups, academia)
One-on-one interactions, stakeholder
partnerships and initiatives
Customers
Commodity and product-specific marketing
and one-on-one meetings
Industry/business
associations
Association memberships, industry events,
peer-to-peer meetings
16
Principal
risks
INSIGHTS
BOARD
REVIEW
STRATEGY
CAPITAL
ALLOCATION
Material
matters
Anglo American plc Integrated Annual Report 2018
MATERIAL MATTERS IN 2018
The matters identified through our materiality process
were naturally numerous and wide-ranging. These were
then analysed and prioritised by senior management and
then reviewed and approved by the Board.
In order for us to report against these material matters
effectively, and demonstrate how they affect the delivery of
our strategy, we have set them out under the headings listed
in the table below.
Each material matter covers a number of topics and issues,
and some also intersect with specific principal risks facing
the Group, as identified in the Group Risk Register. Principal
risks are those risks, or combination of risks, that would
threaten the business model, future performance, solvency
or liquidity of Anglo American and are shown with the
following symbol (‡). An analysis of the Group’s principal
risks, including mitigation strategies, can be found on pages
44-47 of this report.
For our Principal risks
See pages 44-47
Matters identified as material to our stakeholders and our business include:
MATERIAL MATTERS
Safety and health ‡
Protecting the safety and health of employees, contractors and local community and other stakeholders is a fundamental issue
facing Anglo American and the mining industry. While protecting people from harm is a moral imperative, our focus on zero harm
also constitutes a direct investment in the productivity of the business. A safe and healthy workforce contributes to an engaged,
motivated and productive workforce that mitigates operational stoppages and reduces potential legal liabilities.
Environmental impacts and climate change
Responsible environmental management, including the management of water consumption and discharge, is not only a major
factor in legal compliance and permitting, but also plays a significant role in improving the balance of value from mining for our
local stakeholders. Understanding the effects of climate change on our business and how they may impact our value chain is
important as we strive to maximise the opportunities associated with the transition to a low-carbon future.
Meeting our commitments to business stakeholders and society
Local communities and host governments expect mining to bring significant economic benefits; and our ultimate goal is to
leave host communities and governments better off than when we arrived. Anglo American aims to bring economic prosperity
to national and local economies through employment, our supply chain and the subsequent increase in local business and
commerce, and a collaborative approach to regional development.
Acting in an ethical, responsible and transparent manner is fundamental to Anglo American realising the significant business
benefits gained from building trusted and constructive relationships with all our business stakeholders, and to maintaining our
socio-political licence to operate.
AREAS OF IMPACT
Strategic elements:
2 3
Pillars of value:
Strategic elements:
1 2
Pillars of value:
Strategic elements:
1 2 3
Pillars of value:
Workforce culture and capability
To deliver on our strategic business objectives, we rely on a capable and engaged workforce that behaves ethically and
responsibly, consistent with Anglo American’s values and Code of Conduct; these are also essential for us to maintain our social
licence to operate.
Strategic elements:
3
Pillars of value:
We aim to foster a high performance, inclusive culture, through building an organisational structure that is fit for purpose,
resourcing this structure with the appropriate capabilities and empowering leadership to deliver the desired outcomes.
Operational and cost performance ‡
The mining sector continues to face operating cost inflation, including labour costs, energy costs and the impact of ore
grade deterioration.
Strategic elements:
1 2 3
Pillars of value:
In order to deliver our profitable growth strategy and to maintain our competitive position, Anglo American must deliver
its financial improvement targets and minimise the number of unplanned operational stoppages that affect production.
Political and regulatory ‡
Anglo American operates or has projects in a number of countries where there is political instability and where the regulatory
environment for the mining industry is uncertain.
Strategic elements:
1 2 3
Pillars of value:
Macro-economic environment ‡
Economic slowdown in those countries that are major consumers of the Group’s products could have a negative impact on
demand for those products. Demand may also be negatively affected by product substitution and/or fundamental shifts in market
forces. The Marketplace review on pages 12-15 gives more detail on the macro-economic environment facing the Group.
Strategic elements:
1 2
Pillars of value:
PILLARS OF VALUE
STRATEGIC ELEMENTS
Safety and health
Environment
Socio-political
People
Production
Cost
Financial
For our pillars of value
See page 11
1 Portfolio
2 Innovation
3 People
For our strategic elements
See pages 10-11
17
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT PORTFOLIO
PORTFOLIO
The quality and long life of our mineral assets are the foundation of our global
business. With a weighted asset life exceeding 30 years(1), we actively manage
our asset portfolio to improve its overall competitive position. We focus on
securing and operating assets that offer – either in isolation or in combination –
the most attractive long term value-creation potential, as measured by
sustainable cash flow and returns.
The use of drone or Unmanned Aerial Vehicle (UAV) technology, across a number of our mining activities, is helping to contribute to the successful delivery of our FutureSmart Mining™ programme.
Drones, or UAVs, can be used for a number of activities, such as supporting safety and hazard management, generating images, measuring production performance and to evaluate mining conditions.
The Salveani camp will house 4,000 workers at Quellaveco. The full complement of accommodation
required for workers will be available during the first half of 2019.
The team at Quellaveco celebrated Global Safety Day, with more than 4,000 employees and
contractors participating in events on the day.
(1) Asset life is weighted based on 2018 copper equivalent production. Calculated on a straight average, without weighting, the Group’s average asset life is 23 years.
See page 211 for definition and calculation of copper equivalent production.
18
Anglo American plc Integrated Annual Report 2018 QUELLAVECO – UNLOCKING OUR POTENTIAL IN COPPER
Copper is set to continue as one of the most essential
industrial metals as society addresses the challenges
of climate change, energy efficiency and the raising of
living standards for the world’s fast-growing population
of consumers. The effects of ore reserve depletion
across the industry and long delivery times for new
mines, however, are likely to result in ongoing
constraints on copper supply.
Sustainability is at the heart of how we do business, and
Quellaveco has been designed with this in mind. Water
required for the mining operation will be drawn mainly from
water unsuitable for human, livestock or agricultural use,
while also collecting excess rainfall and sharing it with local
communities, ensuring the project delivers a net water
benefit to the region. We aim to make Quellaveco as near
a waterless operation as possible.
Quellaveco is one of the world’s largest and most attractive
undeveloped copper deposits. Its approval for development
follows in-depth studies conducted during more than
25 years in the Group portfolio, giving us the benefit of
considerable understanding of this world class asset.
Following approval in mid-2018, project execution is on
track, benefiting from early work completed during the
feasibility study stage. The first major milestone of the
Asana river diversion was successfully completed in early
December in line with plan, and the priority for 2019 is to
progress earthworks and start concrete work at the
plant site.
At our Quellaveco project in Peru, a model of the proposed mine and processing
facilities is used as part of our ‘dialogue table’ with representatives from the local
Moquegua community.
Located in the south of Peru, Quellaveco boasts Ore
Reserves of 1.3 billion tonnes, containing an estimated
7.5 million tonnes of copper at an average grade of
0.57% total copper (TCu). Project execution began in
August 2018 and first production is planned for 2022,
ramping up to full output the following year. During the first
10 years, production is expected to average 300,000 tonnes
of copper equivalent per year with a first-quartile cash
cost of 105 c/lb.
This low cost of production means Quellaveco is expected
to deliver an internal rate of return in excess of 15%, an
EBITDA margin greater than 50%, and ROCE in excess of
20%. Combined with a payback period of four years, the
project comfortably meets the Group’s investment hurdles.
There are also significant further expansion opportunities to
extend the current 30-year reserve life.
Importantly, our existing partner in Quellaveco, Mitsubishi,
increased its interest in the project from 18.1% to 40%
during the year, further strengthening our partnership and
sharing the risks related to project development and
capital expenditure.
Quellaveco has all key licences and permits in place for
execution and has worked hard on its social credentials.
Following a ground-breaking 18-month ‘dialogue table’ that
was initiated in 2011 with our host communities and at the
national level, we agreed detailed long term commitments
relating to water management, environmental protection
and social investment. This dialogue table approach is now
widely regarded as an industry benchmark for responsible
community engagement. The project will also create
around 9,000 jobs during the construction phase.
(1) Estimates as at
31 December 2018.
Please refer to the
Anglo American plc
Ore Reserves and
Mineral Resources
Report 2018 for a
breakdown of the
classification
categories.
HIGHLIGHTS
7.5 million
Tonnes of copper(1)
Enough copper for:
• 90 million electric vehicles; or
• Wiring 80 million homes
$5.0-5.3 billion
Capital expenditure (our share $2.5-2.7 billion)
2022
First copper production
1.3 billion tonnes
Ore Reserves at 0.57% TCu
PILLARS OF VALUE
Environment
Socio-political
Financial
For our KPIs
See pages 48-49
MATERIAL MATTERS DISCUSSED IN THIS SECTION
• Macro-economic environment
• Operational and cost performance
• Meeting our commitments to business stakeholders
and society
• Political and regulatory
19
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT PORTFOLIO
Anglo American is a leading global mining company.
Our portfolio of world class competitive mining
operations and undeveloped resources – spanning
diamonds (through De Beers), copper, platinum group
metals, iron ore, coal, nickel and manganese –
provides the raw materials to meet the growing
consumer-driven demands of the world’s developed
and maturing economies.
The scale and diversity of our portfolio allow us to leverage
our financial resources, technical expertise and supplier
relationships towards delivery on our potential,
and to the benefit of our customers. The depth and
breadth of the portfolio create a measured risk profile
and support strong returns by balancing and optimising
the concentration of our investments across diverse asset
geographies and end markets.
BUILDING STRATEGIC ADVANTAGE
The primary source of competitive advantage in the mining
industry is to own high quality, high margin, long life assets
of scale, with positions that can be further enhanced if those
assets deliver products into structurally attractive markets.
In assessing our asset portfolio, we consider:
• The stand-alone quality of individual assets, including
their relative cost position and growth potential
• Our global competitive position within the individual
product groups
• The additional value potential generated through our
dedicated marketing expertise.
OUR PRODUCT GROUPS
Diamonds
De Beers has a global leadership position in diamonds,
producing around a third of the world’s rough diamonds, by
value. Within its portfolio, De Beers (Anglo American: 85%
interest), in partnership with the Government of the Republic
of Botswana, has one of the richest diamond mines, by
value, in the world at Jwaneng and one of the largest
Diamond Resources, by volume, at Orapa.
De Beers’ major diamond mining assets have large, long
life and scalable resources and we are continuing to invest
in our existing operations to extend our mining activities.
The ‘Cut-9’ expansion of Jwaneng will increase the depth
of the mine to 800 metres to extend the life of the mine;
Debmarine Namibia is undergoing a feasibility study for the
construction of an additional custom-built diamond mining
vessel; and in South Africa, Venetia is being extended
underground, extending the life of mine to 2045(1).
The lack of many significant kimberlite discoveries over
recent years, combined with the ongoing growth in
consumer demand for diamond jewellery in both mature
and developing markets, points to good prospects for the
diamond business. The addition of the recently acquired
Chidliak diamond resource in Canada, and the continued
investment in diamond mining support technologies, will
enhance De Beers’ portfolio of high quality and high margin
assets and the ability of the business to flex production to
prevailing demand.
Through its differentiated rough diamond distribution
model, which comprises term contract Sightholders,
Accredited Buyers and Auction Sales customers, De Beers
has a range of insights into its customers’ demand
patterns. De Beers seeks to stimulate consumer demand
for diamonds through its Forevermark™ and De Beers
Jewellers brands and through its leading participation
in the Diamond Producers Association.
Asset quality: differentiated portfolio*
Revenue by product
Capital employed by geography
6%
12%
20%
10%
5%
12%
16%
19%
(1) The current Mining
14%
26%
24%
17%
19%
Diamonds
(De Beers)
Copper
Met coal
PGMs
Thermal coal
Iron Ore
Nickel and
Manganese
* Attributable basis. Revenue by product based on business unit.
South Africa
Brazil
Botswana and Namibia
Australia
Chile, Colombia and Peru
Other
Right expires in 2038.
An application to
renew the Mining
Right will be submitted
at the appropriate
time. There is a
reasonable
expectation that
the renewal will
be granted.
20
Anglo American plc Integrated Annual Report 2018
Copper
Anglo American has a world class asset position in copper,
built around its interests in two of the world’s largest copper
mines – Los Bronces (a 50.1% owned operation) and
Collahuasi (44% owned joint operation), with Reserve Lives
of 30 years and 63 years, respectively. The resource base
of these assets underpins our future near-asset growth
opportunities, in addition to our tier one Quellaveco project
in the south of Peru – one of the world’s largest untapped
copper orebodies – that we are developing, and the
polymetallic Sakatti deposit in Finland.
The copper industry, although expected to be broadly
balanced in the medium term, is expected to struggle
to meet longer term demand growth, including from
electric vehicles and renewable energy, as declining
grades and more challenging physical and environmental
conditions, along with tougher licensing and permitting
requirements, are expected to affect the industry’s ability
to deliver new copper supply.
Platinum Group Metals (PGMs)
Our PGMs business (held through an effective 79.4%
interest in Anglo American Platinum Limited – ‘Platinum’)
is a leading producer of platinum group metals. It mines,
processes and refines the platinum basket of metals from
its high quality resource base, located in one of the biggest
PGM deposits – the Bushveld Complex in South Africa.
It also has a significant stake in one of the world’s largest
PGM deposits outside of South Africa, on the Great Dyke in
Zimbabwe. Our flagship platinum mine, Mogalakwena, is the
highest margin PGM producer in the industry and, as the
only large open pit PGM mine globally, is at the centre of a
more flexible, competitive and lower risk business.
We are continuing to reposition the business around
a leaner, best-in-class operating footprint at the
Mogalakwena, Amandelbult and Mototolo mines in
South Africa, and Unki mine in Zimbabwe, alongside
our joint operation interests in the Kroondal and Modikwa
mines in South Africa.
PGMs – HELPING PAVE THE WAY TO A DECARBONISED WORLD
As climate change concerns continue to grow, and
countries adopt ever-stricter legislation to improve
air quality, the internal combustion engine (ICE) is
increasingly seen as ‘old’ technology – and the race
is now on to develop, and commercialise, the
technologies to replace it.
Until recently, hybrids (which combine a conventional
ICE with an electric battery) and battery-driven
electric vehicles have been in the ascendant as their
commercialisation and deployment do not require building
hydrogen-fuelling and -storage infrastructure of scale.
There is a growing realisation, however, that fuel cell
electric vehicles (FCEVs) – in which the PGM-containing
catalysts in their fuel cells kick-start a process whereby
compressed hydrogen reacts with oxygen to generate
During November 2018, PGMs CEO Chris Griffith hosted an investor and analyst
visit to China to showcase demand for platinum group metals. The visit focused
on the growth of fuel cell vehicle production and adoption in China, as well as the
changing dynamics of the platinum jewellery market there.
an electrical current, emitting only water – will also likely
play a significant part in the world’s future transport
energy mix.
Crucial to this development is what is happening in
China, the world’s biggest automotive market, where
the government has set a 2020 target of having 2 million
new electric vehicles and hydrogen-powered vehicles
on its roads, and 1 million FCEVs alone, by 2030. The
Chinese government has taken the lead in countering
the country’s high levels of air pollution – and has
decided that it cannot wait for the market on its own
to pioneer, let alone commercialise, the expensive
technological developments required to pave the way
for a hydrogen economy.
The development of a manufacturing base for electric
vehicles, and their sale to the domestic market, is a key
policy of the Chinese government. Consequently, it is
providing substantial subsidies to both manufacturers
and users of FCEVs. Commercial FCEV producers
qualify for subsidies of up to c.$144,000 per vehicle –
well above their sales price – while companies
purchasing an FCEV can receive a c.$70,000 subsidy per
vehicle if it has driven at least 20,000 kilometres. In 2018,
China invested $12 billion on supporting FCEVs – which
more than covered their production costs – with the main
focus being on larger and longer-range vehicles such as
trucks and buses as they benefit most from the range
and other practical advantages of fuel cells.
This is positive news for our PGMs business. Between
now and 2030, FCEVs are expected to account for an
estimated 500,000 ounces of PGMs, mainly platinum
– as these ‘new’ uses for PGMs start to make inroads in
the automotive market as the market share of traditional
ICE vehicles, which use PGMs in their autocatalyst
systems to scrub noxious gases, starts to decline.
21
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT PORTFOLIO
Demand for PGMs is forecast to increase over time, given
the ongoing trend towards cleaner emission vehicles,
driven by more stringent global emissions legislation.
Increasing demand by the automotive industry is likely to
be augmented by growing opportunities for emerging new
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; creating new investment
demand for the metal as a store of value; and through
direct investment in a number of companies developing
new technologies that are expected to drive industrial
demand for PGMs.
Iron ore
Anglo American’s iron ore operations provide customers
with high iron content ore, a large percentage of which is
direct-charge product for blast furnaces. In South Africa, we
have a 69.7% shareholding in Kumba Iron Ore, where the
Sishen and Kolomela mines produce high grade and quality
lump ore and also a premium fine ore. The lump iron ore
produced from Kumba’s operations is in particular demand,
and commands a quality premium price, owing to its
excellent physical strength and high iron content.
In Brazil, we have developed the integrated Minas-Rio
operation (100% ownership), consisting of an open pit mine
and beneficiation plant, which produces a high grade and
pellet feed product, with low levels of contaminants.
The iron ore is transported through a 529 kilometre pipeline
to the iron ore handling and shipping facilities at the port of
Açu, in which Anglo American has a 50% shareholding.
Coal
Our coal portfolio is geographically diverse, with
metallurgical coal assets in Australia, and thermal coal
assets in South Africa and Colombia.
Metallurgical coal – Australia
We are the world’s third largest exporter of metallurgical
coal and our operations serve customers throughout Asia
and the Indian sub-continent, Europe and South America.
Our tier 1 coal assets include the Moranbah North
(88% ownership) and Grosvenor (100% ownership)
metallurgical coal mines, both located in Queensland. The
mines are underground longwall operations and produce
hard coking coal. More stringent environmental and safety
regulations in China have led to a number of domestic coal
mine closures, resulting in increased demand and prices for
high quality coking coal, such as that produced by our
Australian mines.
Export thermal coal – South Africa
We have refocused our South African coal portfolio to
concentrate on export markets, having successfully
completed the sale of the majority of the domestic coal
mines. We supply around 19 million tonnes of thermal
coal a year to export markets.
Coal South Africa’s export product is derived from
three wholly-owned and -operated mines – Goedehoop,
Greenside and Khwezela; Zibulo (73% owned); as well as
from Mafube colliery, a 50:50 joint operation.
Our operations route all export coal through the Richards
Bay Coal Terminal in which we hold a 23.2% stake. We also
retain an effective 37% interest in the double-stage Phola
Coal Processing Plant, a 50:50 joint operation with South32.
Export thermal coal – Colombia
In Colombia, Anglo American, BHP and Glencore each have
a one-third shareholding in Cerrejón, one of the country’s
largest thermal coal exporters.
Nickel and manganese
Nickel
Our Nickel business has capacity to produce around
45,000 tonnes per annum of nickel, whose primary end use
is in the global stainless steel industry. Our assets (both
100% owned) are in Brazil, with two ferronickel production
sites: Barro Alto and Codemin.
Manganese
We have a 40% minority shareholding in Samancor
Holdings (managed by South32, which holds 60%), with
operations based in South Africa and Australia.
PORTFOLIO RESTRUCTURING IN THE YEAR
We will continue to refine and upgrade our asset portfolio
as a matter of course to ensure that our capital is deployed
effectively to generate enhanced and sustainable returns for
our shareholders.
Anglo American has transformed the quality and
performance of its portfolio over the past five years, halving
the number of assets while producing more physical
product. This transformation has been achieved through
extensive operational self-help and other efficiency work,
together with the sale, placing onto care and maintenance,
and closure of less attractive assets, resulting in a step
change in our operational performance, profitability and
cash flow generation.
Portfolio upgrade
In 2018, the Group completed a number of transactions,
including the sale of our 88.2% interest in the Drayton
thermal coal mine (on care and maintenance since 2016)
and the Drayton South project in Australia. In South Africa,
we completed the sale of the New Largo thermal coal project
and the Eskom-tied domestic thermal coal operations,
PGMs’ 33% interest in the Bafokeng Rasimone Platinum
Mine associate, as well as its 11% listed stake in Royal
Bafokeng Platinum, its 85% interest in Union mine and
50.1% interest in Masa Chrome Company.
We also completed the acquisitions of the remaining
50% interest in the Mototolo joint operation in South Africa
from Glencore and Kagiso Platinum Ventures; and in
Canada, the Chidliak Diamond Resource (through De Beers)
through the acquisition of Peregrine Diamonds Limited.
22
Anglo American plc Integrated Annual Report 2018 Quality discovery portfolio
We are focused on the discovery of mineral deposits
that are capable of delivering sustainable and superior
returns on a material scale, and which provide greater
optionality for the business.
We maintain a robust and diverse discovery portfolio,
including:
• Near-asset discovery projects: a focus on the extensive
mineral tenure around Anglo American’s existing world
class operations. These include the Los Bronces and
Quellaveco copper districts in Chile and Peru respectively,
and the Mogalakwena PGMs district in South Africa.
• Greenfield projects: identifying and securing extensive
mineral tenure covering strategic, highly prospective
search space in established and frontier settings. The
greenfield discovery product focus includes copper,
diamonds (through De Beers), nickel and PGMs. The
Group has active greenfield programmes in Australia,
North America (Canada and the USA), South America
(Argentina, Brazil, Chile, Colombia, Ecuador, and Peru),
Europe (Finland), and southern Africa (Botswana,
Namibia, and Zambia).
Innovation and technology at the heart of a
differentiated discovery strategy
By applying a leading conceptual understanding of how
world class mineral systems form at all scales, we aim to
identify and create material value through discovery in the
earth’s most prospective ground.
A combination of established and novel proprietary
technologies is crucial to Anglo American’s track record
of mineral discoveries in new settings and beneath the
cover of overlying material such as younger rock sequences
or desert sands. Innovative discovery technologies
employed by Anglo American include the SPECTREMPLUS
airborne geophysical system, and the Low-Temperature
Superconducting Quantum Interference Device (LT-SQUID)
ground-based geophysical system, both developed through
Anglo American-driven collaborations. SPECTREMPLUS
collects high-resolution electromagnetic, magnetic,
radiometric and gravity information about the sub-surface
in a single airborne platform. The LT-SQUID is a highly
sensitive magnetometer that is particularly useful for
sensing metallic sulphide deposits in complex geological
environments that otherwise lack expression at surface.
Other transactions
In July 2018, Platinum announced that it had subscribed for
interests in two UK-based venture capital funds. Platinum’s
commitment to the funds is matched by a commitment
from South Africa’s Government Employees Pension Fund
represented by the Public Investment Corporation SOC
Limited. Also in July, Anglo American completed a sale and
leaseback transaction with M&G Investments with the
intention of redeveloping and relocating the Group’s London
headquarters to Charterhouse Street.
PROJECTS
Strict value criteria are applied to the assessment of
Anglo American’s portfolio of future growth options. Where
appropriate, we aim to seek partners for the development
of major greenfield projects and are likely to not commit to
more than one such project at any given time. The Group
will continue to maintain optionality to progress with
value-accretive projects, should capital availability permit.
In July 2018, the Board approved the development of
the Quellaveco copper project in Peru, and aligned with
the Group’s disciplined approach to capital allocation,
agreement was reached with Mitsubishi to increase its
interest in the project from 18.1% to 40% via the issuance
of new shares.
Project execution is on track, benefiting from early works
completed during the feasibility study stage. All major
permits are in place. In line with plan, the diversion of the
Asana river was successfully completed in early December,
the first major milestone of the project. Engineering,
contracting and procurement are well advanced, with
earthworks also meaningfully progressed. The full
complement of accommodation required for workers
will be available during the first half of 2019.
The priority in 2019 is to continue progressing earthworks
and start concrete works at the plant site. First production
is due in 2022, with the ramp-up complete in 2023. The
project will deliver around 300,000 tonnes per annum
of copper equivalent production on average in the first
10 years of operation.
DISCOVERY
Our Geosciences team, including our exploration activities,
is consolidated across the Group, including near-asset
and greenfield discovery, projects and operations. The
integrated function is supporting a greater technical
understanding of our world class assets, a strategic
advantage that is being applied to gain maximum benefit
in both near-asset and greenfield discovery work.
Building on the Group’s strategy and long track record
of discovery success, Anglo American is implementing
a fundamentally revitalised discovery strategy that is
enhancing our position as a discoverer of superior-value
deposits that have the potential to enhance the production
profile of the Group over time, and which will play a vital part
in delivering a sustainable future for the business and our
supply of products to our customers.
23
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT INNOVATION
INNOVATION
We are innovative in how we use technologies and digitalisation to deliver products
from our mines to our customers sustainably and in how we engage our full breadth
of stakeholders. We are creating a new value proposition for a mining company.
Predictive maintenance technology, which forms part of our FutureSmart Mining™ programme, is deployed at Barro Alto, where two electric furnaces are monitored by data platforms
for performance levels and to detect maintenance needs.
Commissioned in 2011, Barro Alto is a nickel-producing mine and processing plant in Goiás, Brazil.
Our Nickel business unit produces around 43,000 tonnes of ferronickel annually.
At Kumba’s Kolomela iron ore mine in South Africa, a remotely-controlled drill rig’s progress is
monitored by drill operators Gerald van der Westhuizen (left) and Lesley Hael.
24
Anglo American plc Integrated Annual Report 2018 THE INTELLIGENT MINE – USING DATA TO UNLOCK SUSTAINABLE VALUE
By building a comprehensive data platform that monitors
38 major elements of the Barro Alto operation, we are
increasing our knowledge of the performance of the
equipment and we are using data to accurately forecast
failures before they happen. Soon, we will be able to
dynamically manage maintenance intervals – only replacing
parts when required, thereby ensuring greater operational
uptime and product throughput. The implementation is
expected to improve furnace reliability, as well as realise
cost savings for the Nickel business.
The learnings from Barro Alto are also being applied to
fixed-plant assets in other operations. This nascent project
is on track to deliver considerable value from just one data
analytics application.
Data analytics augments the intelligence in our people by
helping them make better, confident data-driven decisions.
Remote monitoring of assets takes people away from
physical equipment and helps avoid high-energy failures,
which leads to a safer working environment. Reducing
unplanned equipment failures can also bring significant
environmental benefits owing to the reduced likelihood of
spillages. We plan to extend the reach of data analytics to all
aspects of our value chain and extend operational decision
support to the mining and processing phases of our assets.
HIGHLIGHTS
$3-4 billion by 2022
Targeted annual Group EBITDA run-rate
improvement, relative to 2017. Our data analytics
programme will contribute to achieving this target.
PILLARS OF VALUE
Environment
Socio-political
Financial
For our KPIs
See pages 48-49
MATERIAL MATTERS DISCUSSED IN THIS SECTION
• Environmental impacts and climate change
• Operational and cost performance
• Meeting our commitments to business
stakeholders and society
• Political and regulatory
FutureSmart Mining™ is focused on delivering
step-change innovation in technology and
sustainability – enabling safer, more efficient,
precise and sustainable mining with a smaller physical
footprint. The technologies that we are developing
and deploying are focused on the following four areas:
• The Concentrated Mine. One of mining’s greatest
challenges is to maximise output (the ratio of metal to ore)
while minimising the environmental footprint, as well as
operating and capital costs. Concentrate the Mine™
integrates three enabling technologies – advanced
fragmentation, bulk sorting and coarse particle recovery
– to precisely target the metal and mineral, with less
waste, water and energy.
• The Waterless Mine. With more than 70% of our
operations located in water-stressed areas, water
conservation is critical. As we work towards
developing waterless mines in water-scarce regions,
we are focused on innovative approaches to the
separation and transportation of ore and waste,
evaporation measurement, dry-tailings disposal and
waterless processing.
• The Modern Mine. As mineral resources become ever
more difficult to access at depth, we are exploring
technologies to transform hard-rock mining. Automated
and continuous rock-cutting vehicles safely extract the
targeted ore deep underground without the need for
explosive blasting. Such innovations make it possible to
mine lower grade ores and complex mineralogy, creating
a safer environment and lower operating costs, while
enhancing the value of the mineral resource.
• The Intelligent Mine. Our vision is to create a truly
smart, connected mine, transforming vast quantities of
data into predictive intelligence – the outcome being a
fully integrated, systematised and ultimately self-learning
operation that offers entirely new levels of stability
and predictability.
As we develop ‘the Intelligent Mine’, we are creating a
digital platform to integrate data from a broad spectrum
of sources and apply advanced analytics to find new
patterns and trends; turn data into insight about the
probability of future events; and to predict and shape
operational outcomes through data-driven decision making.
This platform has the potential to deliver significant value
across our value chain by applying the power of artificial
intelligence (AI) to mineral discovery and geosciences,
mining and processing operations, and in how we market
our products to our customers.
For example, we are developing predictive models so that
we can make better informed operational decisions. These
models, built by data scientists and often powered by AI
and machine learning, contain advanced algorithms that
leverage the power of data to generate predictions. At
the operational level, we are using customised learning
algorithms across a range of different applications. In one
such instance, we monitor equipment health at a number of
our operating sites, with the aim of improving operational
performance through predictive maintenance.
Barro Alto, our nickel mine and processing plant located in
Brazil, is a case in point. Barro Alto has two rotary kilns and
two electric furnaces that smelt nickel ore, and we are
focusing our predictive maintenance efforts on key pieces
of high-power equipment.
25
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT INNOVATION
Across every aspect of our business, we are
committed to thinking and behaving differently to
ensure we continue to improve how we operate, for the
benefit of all, including a safe and healthy workplace;
a commitment to environmentally responsible mining
and co-operative social development; and a business
delivering industry-leading margins and returns.
It is this mindset that drives us towards entirely new levels
of performance across all our critical business outcomes.
Our first target is to deliver industry best practice, or
‘benchmark’ performance. To be the best of the best, and
then to create new benchmarks beyond what is currently
thought to be possible, is what we call P101 – or Full
Potential Plus.
Then there is the innovation that delivers step-change
improvements across our entire value chain.
FUTURESMART MINING™
It is this step-change innovation that we call
FutureSmart Mining™ – our innovation-led pathway to
sustainable mining.
FutureSmart Mining™ is our blueprint for the future of
our business. A future in which broad innovative thinking,
enabling technologies, and collaborative partnerships
will shape an industry that is safer, more sustainable and
efficient, and better harmonised with the needs of our
host communities and society as a whole.
These are the innovations that will transform the nature of
mining – how we mine, process, move and market our
products – and how our stakeholders experience our
business. It is about our physical and societal footprint.
In short, we envisage a much reduced environmental
footprint from a number of precision mining technologies
and the smart use of data analytics, while our collaborative
approach to regional economic development is at the heart
of how we plan to create truly sustainable communities that
will thrive long after the life of the mine. This is how we are
re-imagining mining to improve people’s lives.
Through our innovative and collaborative approach, we are
becoming a more sustainable business in every sense –
creating safe, healthy and productive workplaces, being part
of thriving communities and making a broader contribution
to the welfare of society. This is how we build trust and
secure our long term social licence to operate, for the
benefit of all our stakeholders and to deliver sustainable
returns to our shareholders.
Step changes through technology
FutureSmart Mining™ seeks to ensure that, through
technical expertise and innovation, we deliver net-positive
benefits to the environment while continuing to supply
society’s growing demand for metals and minerals.
We continue to make good progress, unlocking ever-greater
potential, as we implement our broad and progressive
programme of technology and digital solutions.
As we adopt an integrated and agile approach to innovation,
many of our initial ideas are now proven concepts that are
being rolled out at pace, allowing us to operate with greater
precision, driving value and delivering reductions in energy
and water consumption intensity.
We have a strong technology innovation pipeline. Combining
bulk sorting, shock break and coarse particle recovery will
enable greater operational efficiency and reduce our
consumption of water and energy. Bulk sorting increases
mineral output and upgrades ores, as well as simplifying the
mining process. Our shock break technology uses less than
50% of current energy requirements, while also improving
recovery rates. Coarse particle flotation is raising
throughput, reducing the water required for processing and
delivering dry stackable waste. In 2019, we will further
develop our dry-disposal technologies, with a view to
recovering more than 80% of the water we use.
We are exploring the use of a number of technologies that
have the potential to transform the way we develop
underground mines. Using a combination of continuous
hard rock cutting, shock break and hydrohoist solutions, we
are seeking to remove the need for new shafts, replacing
them with a pipe instead. Our hydrohoist technology
involves new methods for moving large volumes of ore from
underground without the need for traditional hoist systems.
This new mining solution provides opportunities to
significantly lower ongoing operating and capital costs and
unlock previously uneconomic underground mining areas.
The next big step change along the journey towards
reaching our full potential is digitalising our mines. Changing
the way we instrument our operations and capture and use
data will deliver the game-changing measurement
component of FutureSmart Mining™.
Sustainable mining
Anglo American has a longstanding reputation as a leader
in sustainable mining. In 2018, we launched an innovative
and ambitious approach to sustainability, integral to our
FutureSmart Mining™ programme.
We developed a Sustainable Mining Plan through extensive
internal and external engagement and analysis of critical
opportunities and risks, including the UN’s Sustainable
Development Goals (SDGs).
We are going beyond compliance with mining law or
regulatory requirements. We aim to have a more strategic
and holistic impact on the ground, comprising mutually
reinforcing elements that will positively transform how
our stakeholders experience our business, both globally
and locally.
Our approach is built around three global
sustainability pillars:
• Trusted corporate leader
• Thriving communities
• Healthy environment.
At the core of our plans to bring long term and
sustainable development opportunities to the regions
around our operations is what we call Collaborative
Regional Development. This innovative approach starts by
identifying socio-economic development opportunities
with the greatest potential in a region through spatial
planning and analysis.
Collaborative Regional Development creates a catalyst for
partnerships with a broad range of stakeholders, including
community representatives; faith groups; businesses and
entrepreneurs; government; academics; and NGOs.
By working through partnerships, we are delivering on
our commitment to building foundations for long term,
sustainable development in our host regions, far beyond
the life of the mine.
For more detail on our approach to sustainable mining
Please refer to our Sustainability Report 2018
26
Anglo American plc Integrated Annual Report 2018
OPERATING AND MARKETING EXCELLENCE – INCREASING LUMP IRON ORE
PRODUCTION AT SISHEN
Logically, therefore, lump products can command a
significant price premium over fines in the iron ore markets.
Kumba’s Sishen iron ore mine, located in South Africa’s
Northern Cape, produces both high quality lump and
fine iron ore for the export market; its dense media
separation (DMS) plant produces an average lump:fine
ratio of around 70%.
As the market for high quality lump expanded through
2017 and 2018, and the price premium increased to as
much as $27/tonne above the price for fines (averaging
$21/tonne in 2018 – a 30% increase over the prior year),
Sishen assessed all aspects of the DMS plant to find
ways to capitalise on the lump-ore premium and thereby
generate more revenue for every run-of-mine tonne
processed through the plant.
By optimising the crushing and screening circuit at the
DMS, Sishen was able to improve its lump:fine ratio to
73.3% in 2018, generating millions of dollars of additional
value for no additional cost.
The Kumba team worked closely with our Marketing
team to ensure the new lump product was suitable for
customers’ blast furnaces. This is an example of how
we are working together towards attaining, and then
exceeding, the industry best practice performance
benchmark across all our equipment and processes.
This process is ongoing and further improvements are
planned for 2019 to deliver even more value from our
existing assets.
The Operating Model follows a structured implementation
plan, starting at the project set-up phase and ending with the
stabilisation and sustaining phases.
The Operating Model is being used to support realisation
of the Group’s strategic objectives, including P101 –
operating our key assets and equipment at industry best
practice and beyond. Moving our operations to P101 levels
of performance will be a major factor in embedding a
mindset of constant improvement, as well as helping us
to reach the cost and volume improvement targets we
have set.
Cost and productivity improvements
We have continued to improve the performance of our
assets through increased efficiency and productivity,
including the implementation of our Operating Model
and, as a result, have delivered $0.4 billion of cost and
volume improvements in 2018.
Across the Group, production increased by 6% on a
copper equivalent basis, excluding the impact of the
stoppage at Minas-Rio, primarily driven by continued
strong performances at Copper, Metallurgical Coal and
De Beers, as well as improved production at our PGMs
business. This was partly offset by curtailed production
at Kumba Iron Ore as a result of third party rail constraints.
27
At Kumba’s Sishen iron ore mine in South Africa, quality controller Patrick
Steenkamp (left) and operator LR Sanderson monitor operations from the
Jig plant control room.
Most iron ore is either sold as fines, which is any iron
ore below six millimetres in size and with an iron (Fe)
content of 56%-66%, or as a lump product, which is
6-30 millimetres in size and has an Fe content of
around 63%-67%.
Lump is considered a higher quality product and is often
preferred to fines for several reasons, including: its ability
to be directly fed into a blast furnace for steelmaking; its
very high physical strength; and that many modern steel
mills require high Fe content ores to ensure the efficient
and cleaner operation of their blast furnaces.
DELIVERING STABLE OPERATING FOUNDATIONS
Our unique Operating Model is designed to support
the transformation of asset performance. The focus on
stable and predictable delivery provides a foundation for
continuous and sustainable operating improvement. This
approach has resulted in step-change advances in safety
and productivity, and lower costs, and is being embedded
throughout the business.
The Operating Model is a people- and systems-intensive
framework that is designed to deliver and embed change.
It provides our people with a common language and a
structured way of working, bringing clarity to the work we
do and ensuring that roles and accountabilities are clearly
defined across the operations.
The framework is built around three key components:
• Operational planning ensures that we set targets
with an understood confidence level, and develop
appropriate operating strategies and tactics to meet
business expectations
• Work management focuses on driving the right
behaviours and routines for the approval, planning,
scheduling, resourcing and execution of work
programmes
• Feedback ensures that the measures we use are
well-defined and -controlled and that appropriate
improvement processes are applied.
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT INNOVATION
Copper production increased by 15% to 668,300 tonnes
(2017: 579,300 tonnes), with increases at all operations.
Collahuasi delivered record copper in concentrate
production, benefiting from a strong plant performance
following the completion of planned plant improvement
initiatives and planned higher ore grades. At Los Bronces,
production increased by 20%, owing to strong mine and
plant performance, as well as planned higher ore grades.
Metallurgical coal production increased by 11% to 21.8 Mt
(2017: 19.7 Mt), driven by a record performance from
Moranbah and production growth at Grosvenor.
De Beers’ rough diamond production increased by 6% to
35.3 million carats (2017: 33.5 million carats). Production
increases at Orapa and the contribution from the ramp-up
of Gahcho Kué more than offset the effect of the temporary
suspension of production at Venetia following a fatal
incident and the placing of Voorspoed mine onto care
and maintenance.
At our PGMs business, platinum production increased
by 4% to 2,484,700 ounces (2017: 2,397,400 ounces)
and palladium by 3% to 1,610,800 ounces
(2017: 1,557,400 ounces), reflecting continued strong
performance at Mogalakwena and ongoing operational
improvements at Amandelbult. Refined platinum
production decreased by 4% to 2,402,400 ounces
(2017: 2,511,900 ounces) and refined palladium by
10% to 1,501,800 ounces (2017: 1,668,500 ounces)
as scheduled smelter maintenance delayed refined
production into 2019.
At Kumba, iron ore output decreased by 4% to 43.1 Mt
(2017: 45.0 Mt) due to Transnet’s rail performance
constraints throughout 2018. In response, Kumba took the
strategic decision to improve product quality to maximise
the value of those tonnes railed to the port, which in turn
reduced total production.
At Thermal Coal – South Africa, total export production
decreased by 1% to 18.4 Mt (2017: 18.6 Mt), as operations
continued to transition between mining areas.
Nickel production decreased by 3% to 42,300 tonnes
(2017: 43,800 tonnes) owing to a 40-day planned
maintenance stoppage at Barro Alto. Manganese ore
production increased by 3% to 3.6 Mt (2017: 3.5 Mt),
reflecting improved concentrator availability and favourable
weather conditions at the Australian operations.
Group copper equivalent unit costs were in line with the
prior year in both local currency and US dollar terms as
the effect of cost and productivity initiatives offset the
impact of inflation across the Group. A 9% decrease
in unit costs at Copper, owing to increased production and
continued cost savings across all the operations, was offset
by Metallurgical Coal, where increased costs were incurred
to establish new mining areas to achieve further productivity
improvements, and at Kumba following lower production
and higher strip ratios.
While we have delivered a material operational
turnaround in recent years, we believe there is still
significant value to be delivered from the continued
implementation of our Operating Model, P101, and the
benefits from our technology and data initiatives, as well
as the delivery of growth projects. By 2022, we expect
to deliver an additional $3-4 billion annual underlying
EBITDA run-rate improvement, relative to 2017.
DELIVERING VALUE
THROUGH MARKETING
Our Marketing business continues to create
commercial value across our entire value chain,
from mine to market.
A key element of Marketing’s successful strategy is to
operate in all the world’s major markets and sourcing
regions and to use physical and financial trading and
third party products to fully leverage our marketing
platform and broaden our customer offering. This
yields many benefits, including delivering additional
value to Anglo American, and providing greater
customer-facing exposure and market insight by
being more connected across the wider market.
This approach is highlighted by the activities of two
of our commodity marketing teams; Thermal Coal
and Base Metals.
In 2018, the Thermal Coal trading team exceeded
its targeted volumes of third party coal, sourced
from Australia, South Africa, Indonesia, Colombia
and the USA. This significantly broadens our
participation in the global market with traded third
party volumes now representing a large portion of our
export sales activities. The trusted Anglo American
brand is a key asset in developing new relationships
and growing our Marketing business.
In Copper, we sold only our own-produced metal until
2015. In recent years, we have focused on developing
deeper customer relationships and expanding our
customer base. Today, third party and traded metal
represents around 30% of Marketing’s copper sales
volumes. We can better manage our customers’
specific copper concentrate requirements as our
networks expand. We provide bespoke logistics and
freight solutions and price-risk management for
customers using the derivatives market, and offer
long term origination solutions to suppliers.
By leveraging our systems and processes for both
our own products and those of third parties, we
can play a broader role in the full value chain. This
results in higher margins for Anglo American’s
products, supporting both EBITDA growth and better
risk management.
Head of financial trading, Iron Ore, Andrew Glass, (left) and senior trader,
Copper, Gavin Li, consulting data screens at the Singapore marketing office.
28
Anglo American plc Integrated Annual Report 2018 MARKETING PRODUCTS FOR FULL VALUE
Our Marketing model maximises value from our resources
and value chain positions. We do this by seeking to fully
understand and address our customers’ specific needs
and through optimising our capabilities in the financial and
physical markets to drive the right commercial decisions
across the value chain – from mine to market.
In 2018, our centralised Marketing business, now in its fifth
year, continued to make good progress against its strategy.
Key achievements included:
• Sales and marketing excellence – during the year, we
sold all of our own-production volumes, while proactively
managing a number of supply challenges, including
finding new markets for different grades of material.
Close customer relationships are central to our success,
as is an ongoing focus on market insight and analytics.
• Expanding our customer offering through trading
and third party sourcing – we continued to broaden our
customer proposition through securing access to a
greater range of financial and third party physical markets.
Trading capabilities across several commodities have
been extended in a measured and controlled way.
During 2018, we strengthened our presence in China by
setting up a wholly foreign-owned entity, along with the
establishment of a new office in Shanghai to service China.
• Value chain optimisation – integrated sales and
operations planning evolved further during 2018,
particularly across the bulk commodities, as the adoption
of new forms of technology drove ongoing operational
improvement. Our integrated shipping desk continues to
provide advantageous freight rates and service levels for
our own cargo, as well as for a growing volume of third
party product.
• Market development – good progress is being made
with market development and new market investment
activities and, in particular, the work to support the
commercialisation of fuel cell electric vehicles and related
hydrogen technology. In July, the Platinum Group Metals
(PGMs) Investment Programme was spun out to
independent management with the formation of the
AP Ventures fund. Having enjoyed success and a strong
track record while being managed by Marketing, we
separated the fund in order to attract additional outside
investment and allow AP Ventures to increase the scale
of its activities to support the growth of PGM technologies
and PGM demand.
Operationally, Marketing made a significant reduction in
cash-collection cycle times through targeted process
improvement in the sales cycle. Our governance, risk
management and control processes continue to strongly
underpin everything we do.
SUPPLY CHAIN
During 2018, Supply Chain continued its three-year
journey to Innovate Supply, Responsibly through step
changes in safety, people, sustainability, value delivery,
supplier partnerships and digitalisation.
Safety performance
Supply Chain’s primary focus is on more robust safety-
based supplier selection criteria, improved supplier safety
performance management and leveraging supplier enabled
innovation to strengthen critical controls. Several supplier-
innovation initiatives are in progress to improve safety
across the Group, including advanced driver-assistance
systems, smart personal protective equipment, energy
isolation and collision-avoidance solutions.
Inclusive procurement
With most of our operations located in the developing world,
an inclusive approach to procurement is critical to deliver
benefits that make a real, positive difference to our host
communities and countries where we operate.
Our local and inclusive procurement approach provides
guidance for operations in designing and implementing
procurement initiatives aimed at integrating and
increasing expenditure with economically marginalised
supplier groups.
Our inclusive procurement strategies support country-
specific imperatives such as First Nation citizens (Canada),
promotion of Aboriginal procurement (Australia) and black
economic empowerment (South Africa). These are
complemented by our supplier development approach,
which actively targets and provides development support to
suppliers based in our host communities.
In 2018, our operations spent approximately $10.2 billion
(2017: $9.0 billion) with suppliers. Our inclusive procurement
expenditure was $2.8 billion (2017: $2.1 billion), representing
27% of total supplier expenditure (2017: 23%). The amount
spent with host community-based suppliers in 2018 was
approximately $2.1 billion.
Responsible sourcing
Anglo American’s Responsible Sourcing Standard for
Suppliers articulates performance requirements for current
and prospective suppliers across the Group. Our standard
specifies expectations from suppliers to protect safety,
health and the environment; respect labour and human
rights; increase social accountability; and conduct business
fairly and with integrity.
Through supplier self-assessments, third party audits and
bespoke supplier capacity-building programmes, we
support suppliers to flag potential risks and improve their
management controls. Where required, corrective actions
are agreed and monitored.
Value delivery through supplier partnerships
Supply Chain continues to focus on delivering value for our
operations through global and regional framework
agreements, supplier enabled innovation and the
optimisation of working capital. Through our strategic
supplier partnerships, we jointly identify opportunities and
deliver on our innovation roadmaps. In collaboration with the
Group’s Technical and Sustainability teams, several
innovation and modernisation initiatives are being
implemented in safety, mining, processing and sustainability.
Focus areas have included more efficient and sustainable
sourcing and utilisation of energy as well as various
technology development initiatives.
Supply chain digitalisation
We are digitalising our source-to-pay process with an
electronic procurement solution which standardises the way
we transact with our suppliers. We aim to simplify the user
experience by enabling intuitive interfaces as part of a
journey to a touchless, request to pay purchasing process.
29
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT INNOVATION
ENVIRONMENTAL IMPACTS AND CLIMATE CHANGE
Many of the environmental impacts of mining are borne by
communities around our mining operations, while others
have to be considered in the context of the contribution to
global challenges such as climate change. Anglo American’s
Sustainable Mining Plan articulates our commitment to
demonstrating leadership in environmental stewardship.
By 2030, we aim to:
• Reduce greenhouse gas (GHG) emissions by 30%
and improve energy efficiency by 30% against a
2016 baseline
• Achieve a 50% net reduction in freshwater abstraction
in water-scarce regions
• Deliver net-positive impact on biodiversity wherever
we operate.
For more detail on our approach and performance
related to our material sustainability matters
See www.angloamerican.com/sustainability
Managing our environmental impacts
The Anglo American Safety, Health and Environment (SHE)
Way details our internal policy requirements and its roll-out
and implementation got under way during 2018. To date,
21 operations have developed implementation plans to
comply with the SHE Way by the end of 2020. There is
ongoing tracking and monitoring of progress against these
defined plans.
We have made progress in integrating the management of
environmental risk into our operational risk management
(ORM) process and Operating Model. ORM implementation,
including for our most serious environmental risks, forms
part of performance-based remuneration for senior
executives, along with a target to reduce significant
environmental incidents.
Environmental incidents
Anglo American reports five levels of environmental incident
severity. Level 3-5 incidents (ranging from moderate to high
impact) are featured in the chief executive’s report to the
Board and are addressed each quarter by the Board’s
Sustainability Committee.
In 2018, we recorded one Level 4 (high impact) (2017: nil)
and five Level 3 (moderate impact) (2017: two)
environmental incidents. The Level 4 incident, and one
Level 3 incident, related to two separate pipeline spills that
occurred at the Minas-Rio iron ore operation, in Brazil, in
March 2018.
In response to the pipeline-spill incidents, we took swift and
effective action to assess the integrity of the entire pipeline,
as well as reviewing the maintenance strategy, the controls
in place and the use of technology to predict pipeline failures.
The incidents at Minas-Rio resulted in fines being issued
amounting to $50 million, some of which are being
challenged, and the loss of 280 production days.
Water
For Anglo American, water shortage is a principal
risk as 70% of our sites lie in water-scarce areas. Our
catchment-based approach to water management provides
a solid foundation as we work towards meeting our
ambitious sustainability targets, while our ultimate vision is
to develop the waterless mine in water-scarce regions; that
is, a mine that uses no external fresh water beyond ramp-up.
Anglo American’s Water Management Standard requires all
operations to complete a detailed self-assessment and gap
analysis of progress against the standard, the results of
which are included in each business unit CEO’s scorecard.
In addition, each site is required to complete a site-wide
water balance, providing a more accurate and detailed
understanding of water withdrawal, discharge, and use, and
which underpins the effective assessment and evaluation of
site-specific water risks. At year end, 60% of our sites had
completed (or restated) their water balance.
Total water withdrawals amounted to 227.5 million m3
(2017: 306.3 million m3). Current data shows that
Anglo American is making steady progress towards our
2020 water targets of reducing absolute freshwater
abstraction by 20% (as compared to the projected business
as usual (BAU) consumption), recycling and/or re-using
water for 75% of our global water requirements and
recording no Level 3 (or above) incidents in the year.
Tailings storage facilities
Anglo American is implementing leading practices in all
aspects of tailings and dam management. Where possible,
we place mineral residue into mined-out areas or pits, such
as at our coal facilities in Australia. Over the past four years,
we have rolled out a new mineral residue facilities technical
standard for all tailings dams and water-retaining dams. We
have completed self-assessments against the standard and
started formal reporting against performance requirements.
The new standard raises the bar in the level of care of our
mineral residue facilities, exceeding legislated requirements
in most regions, as we seek to move beyond compliance and
towards leading practice. Critical controls at facilities are
audited internally by our technical specialists, and each of
the businesses is addressing identified priority issues.
Climate change
For more than a decade, Anglo American has contributed
to the global effort to reduce emissions, while continuing
to provide many of the metals and minerals that modern
life requires.
Governance and management approach
In implementing Anglo American’s approach to
sustainability, we are working towards our carbon and
energy targets for 2030 and, ultimately, our vision of
operating a carbon-neutral mine. The Board’s Sustainability
Committee continues to monitor progress and our
commitment to other multi-stakeholder initiatives, such as
the Aiming for A coalition.
Respecting society’s increasing expectations for greater
transparency around climate change, we support the
recommendations of the Financial Stability Board’s Task
Force on Climate-related Financial Disclosures (TCFD),
including the disclosure of our progress to date, as well as
the development of quantitative scenario analysis, to be
presented at a future date.
See TCFD table on page 31 for detailed disclosure.
Anglo American’s climate change policy articulates our
commitment to five principles:
• Building internal agility and ensuring resilience to
climate change
• Driving energy and carbon savings throughout
our business
• Understanding and responding to the carbon
life-cycle risks and opportunities of our products
• Developing and implementing collaborative solutions
with our stakeholders
• Contributing our skills and knowledge to the
development of responsible public policy.
A central aspect of our approach is our energy and carbon
management (ECO2MAN) programme, which we have
been implementing across the Group since 2011.
30
Anglo American plc Integrated Annual Report 2018 DISCLOSURES RELATED TO THE
RECOMMENDATIONS OF THE TCFD
Anglo American’s response to the risks posed by climate
change is multi-disciplinary and is covered throughout our
reporting suite – from the Integrated Annual Report to our
climate-change specific supplement published in 2016.
The table below offers guidance on where to find
information relating to each of the TCFD’s recommendations.
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.
Climate change: Our plans, policies and progress, pages 6-7.
Climate change, Integrated Annual Report 2018, pages 83 and 90.
b) Describe management’s role in assessing and managing
climate-related risks and opportunities.
Climate change: Our plans, policies and progress, page 7.
Our Material Matters, Integrated Annual Report 2018, page 17.
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.
CDP Climate Response 2018, question CC2 Risks and opportunities.
b) Describe the impact of climate-related risks and opportunities on
the organisation’s businesses, strategy, and financial planning.
Sustainability Report 2018, pages 49-53.
c) Describe the resilience of the organisation’s strategy, taking into
consideration different climate-related scenarios, including a 2°C
or lower scenario.
We have conducted a qualitative scenario analysis included in:
Climate change: Our plans, policies and progress (pages 12-15).
We are undertaking a quantitative scenario analysis.
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.
b) Describe the organisation’s processes for managing
climate-related risks.
c) Describe how processes for identifying, assessing, and managing
climate-related risks are integrated into the organisation’s overall
risk management.
Climate change: Our plans, policies and progress, pages 4 and 7.
CDP Climate Response 2018, question CC2.2b, processes for identifying
and assessing climate-related risks.
CDP Climate Response 2018, questions CC2.1, CC2.2, CC2.5 and CC2.6.
Climate change: Our plans, policies and progress page 7.
CDP Climate Response 2018, questions CC2.1, CC2.2, CC2.5 and CC2.6.
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.
CDP Climate Response 2018, questions CC2.2b, CC2.3a and CC11.3a.
b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3,
greenhouse gas (GHG) emissions, and the related risks.
Sustainability Report 2018, page 50 and data table page 86.
Integrated Annual Report 2018, pages 32 and 216.
c) Describe the targets used by the organisation to manage climate-
related risks and opportunities and performance against targets.
Integrated Annual Report 2018, pages 32 and 216.
31
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT INNOVATION
The Anglo American chief executive and business unit
CEOs’ scorecards include performance on energy and
carbon and since 2017, our 2020 energy and carbon targets
have been included within the executive Long Term
Incentive Plan.
Targets and performance
In 2018, our operations were responsible for 16.0 million
tonnes of CO2-equivalent emissions (Mt CO2e)
(2017: 18.0 Mt CO2e). This decrease resulted from higher
seam gas drainage at our Metallurgical Coal operations,
business improvement projects and a marginally lower
carbon intensity of the Eskom grid.
Our GHG emission-reduction target for 2020 is 22%
against projected emissions in a BAU scenario. GHG
emission savings in 2018 amounted to 6.1 Mt CO2e – a
25% reduction relative to the BAU figure, representing
a 4% decrease compared to 2017.
The Group’s total energy consumption decreased for a third
consecutive year to 85 million GJ (2017: 97 million GJ).
Divestments, stalled production at Minas-Rio owing to the
pipeline incidents, and ongoing productivity and energy-
efficiency projects were the primary cause for the decrease.
The energy-efficiency projects we have implemented have
a typical payback time of three years.
Our ECO2MAN energy-reduction target for 2020 is 8%
against BAU. In 2018, approximately 486 energy-efficiency
and business-improvement projects saved 6.7 million GJ in
energy consumption, relative to the projected consumption
in a BAU scenario (a 6.5% reduction).
Our energy-efficiency target for 2030 is a 30% reduction
in our absolute energy intensity against our 2016
performance, while our long term GHG-emissions
target is a net 30% reduction in emissions.
MEETING OUR COMMITMENTS TO
GOVERNMENT AND SOCIETY
We are committed to making a positive contribution to the
communities in which we operate, through living our values,
respecting human rights and demonstrating accountability.
Our first duty is to avoid or minimise any harm that our
operations may cause. We do this by respecting human
rights, applying robust social performance standards
and maintaining constructive relationships with local
stakeholders. This provides the foundation for forging
collaborative regional development, which is at the heart
of our innovative approach to sustainability.
Social performance
Management approach
Anglo American’s approach to social performance is
informed by our values and Code of Conduct, while our
Social Way defines our governing framework for social
performance.
The Social Way provides clear requirements for all
Anglo American-managed sites to ensure that policies and
systems are in place to engage with communities, to avoid,
prevent and mitigate adverse social impacts, and to optimise
development opportunities.
GEMFAIR™
GemFair™ uses dedicated technology to record ASM
production at mine sites that meet operating standards
agreed with industry stakeholders, with the aim of
purchasing rough diamonds for a fair price from
accredited sites. By providing accredited miners with
the opportunity to sell to De Beers, GemFair™ has the
potential to help transform the sector by providing a new
and secure route to market, and to open up a new source
of supply for De Beers.
GemFair™ is piloting with the Diamond Development
Initiative (DDI), an NGO that is leading efforts to formalise
Africa’s diamond ASM sector. Miners wishing to
participate in the pilot must be vetted by the DDI and
agree to comply with its standards, and those of the
GemFair™ business model.
GemFair’s™ approach combines a dedicated app, tablet
and diamond ‘toolkit’ that enables ASM production to be
tracked from the mine site, while also addressing ASM’s
key challenges and risks.
By using technology to provide artisanal and small-scale
miners access to the global market and offering fair
prices, GemFair™ hopes to improve miners’ livelihoods
and foster the sector’s development as a reliable
diamond supply source.
If proven successful, GemFair’s™ technology will be
integrated with De Beers’ Tracr™ diamond-industry
blockchain, thereby providing an added layer of
assurance that the ASM production registered on
the platform has been responsibly sourced.
In Sierra Leone, brothers Tamba E Nyandemoh and Tamba B Nyandemoh
using the GemFair™ dedicated tablet and toolkit.
The artisanal and small-scale mining (ASM) sector
makes an important contribution to the global
diamond industry and is a critical income source
for poverty-affected communities in many parts
of Africa. However, as some parts of the sector are
informal and unregulated, its participants often
lack access to established international markets
and formal sales channels, making it difficult for
them to sell their diamonds for a fair price.
To help enhance prospects and improve livelihoods
of those working in the sector, De Beers is piloting a
ground-breaking programme, called GemFair™, that
aims to create a secure and transparent route to market
for ethically sourced ASM diamonds.
32
Anglo American plc Integrated Annual Report 2018 The Social Way is supported by our industry-leading
Socio-Economic Assessment Toolbox (SEAT), which
provides detailed guidance on how to manage social
impacts and deliver socio-economic development.
Engagement with local stakeholders is central to
the process.
Operations complete a SEAT assessment every three
years. Our social performance strategy draws on SEAT
assessments and aims to bridge potential gaps between
our business objectives, life-of-asset planning and social
management plans.
During 2018, we reviewed and revised our Social Way,
SEAT and related policies, taking into consideration
changes in our business and the external environment,
our FutureSmart Mining™ pathway to sustainable mining,
evolving stakeholder expectations and international best
practice. The updated polices and guidance will be
published in 2019.
Governance and performance
Every year, we assess site compliance with the Social Way
requirements. In 2018, we externally assured these
assessments to gain independent verification as to whether
sites are compliant with each requirement. More in-depth
reviews of priority issues are undertaken on a rotational
basis as part of the operational risk-assurance process.
The 2018 assessment results reflect steady improvement
across almost all Social Way requirements. No non-
compliance impacted our stakeholders and plans are in
place to remedy those non-compliances recorded.
Each operation implements an improvement plan to meet
requirements that are not met in full. The chief executive’s
quarterly performance scorecard includes progress in
achieving Group-wide compliance with the Social Way.
Human rights
The respect of human rights is a critical foundation of our
sustainability approach.
Management approach
Our approach to human rights is aligned with the UN
Guiding Principles on Business and Human Rights and we
remain committed to implementing the UN Global Compact
Principles. We integrate the UN Guiding Principles on
Business and Human Rights across our Code of Conduct
and embed them in our corporate standards.
Our Human Rights Policy and framework guide our
approach to identifying and addressing our salient human
rights risks, which are integrated into the Social Way and
other internal policy documents as relevant. Our policy
requires operation-level due-diligence processes.
Governance and performance
Each operation conducts an annual social risk assessment
to identify human rights risks and potentially vulnerable
groups. Over the past three years, we have conducted
human rights due-diligence exercises across all our
sites, with assistance from external experts. Each site
has identified its key human rights issues in terms of
the potential impact on people or the operation and has
developed action plans to address the human rights
concerns raised. Common issues identified include
perceptions of discrimination associated with employment
and the visibility of procurement opportunities, unfulfilled
commitments and disrespect among contractors for
labour rights.
We are fully committed to an ethical value chain that
respects human rights and is free of slavery. In accordance
with the UK’s Modern Slavery Act 2015, we publish an
annual Group statement to demonstrate our approach to
preventing modern slavery and human trafficking in our
operations and supply chain.
For more information, visit
www.angloamerican.com/approach-and-policies
The number of complaints that related to human rights
issues in 2018 accounted for approximately 2% of the
total number of complaints (42 in total).
Socio-economic development
To be productive, safe, responsible and sustainable, our
mines must operate alongside thriving communities.
Aligned with our site-level socio-economic development
activities, we are driving an innovative regional partnership
approach to identifying and realising opportunities to deliver
impact at scale.
Developing thriving communities is one of three pillars of our
sustainability approach. Our targets include creating three
indirect jobs for every direct job (at regional level) by 2025,
and five indirect jobs for every direct job by 2030.
Social investment
Our corporate social investment (CSI) expenditure
predominantly supports vulnerable and marginalised
stakeholders who are unable to participate in our value
chains. In making investments, we strive to optimise our
impact through partnerships and co-funding. In 2018,
Anglo American’s CSI expenditure in host communities,
including from the Anglo American Chairman’s Fund, the
Anglo American Group Foundation and our enterprise
development programmes, totalled $82 million
(2017: $88 million). This figure represents 2% of underlying
earnings before interest and taxes (EBIT), less underlying
EBIT of associates and joint ventures.
Global CSI expenditure by type
Community
development
$ˇ000
41,314
%
50
Education and training
19,257
24
Water and sanitation
Health and welfare
Sports, art, culture
and heritage
Other
Environment
Institutional
capacity development
Energy and
climate change
Disaster and
emergency relief
5,964
5,810
3,715
2,511
1,481
1,097
530
371
7
7
5
3
2
1
1
0
Total
82,050
Global CSI expenditure by region
Africa
Americas
Australia
United Kingdom
Rest of world
Total
$ˇ000
50,635
29,547
462
950
456
82,050
%
61
36
1
1
1
33
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT PEOPLE
PEOPLE
Our entire business revolves around people. The partnerships we build, both
within Anglo American and with our stakeholders – locally and globally – are
central to maintaining our regulatory and social licences to operate and our
sustained commercial success.
A skilled and diverse mix of employees will be crucial to the Quellaveco project’s success – around 9,000 jobs will be created during construction, and around 2,500 jobs will be created during normal operation.
The launch of Metallurgical Coal’s landmark Female Only Trainee Underground Miner Programme
at Moranbah North had an overwhelming response. Female employees at our Moranbah North
operation, Annette King, Belinda Morrison, Megan Holt, Teigan Flynn, Katie Buttery, Alison Drage
and Rebecca Blines, were there to support the launch of the programme.
At the Real You LGBT+ network launch event in May 2018, employees at our London headquarters
heard about the important role colleague networks play in creating an inclusive and diverse workplace.
Members of the Real You network include those who identify as LGBT+ and their allies. Members’
events are hosted both on and off site throughout the year.
34
Anglo American plc Integrated Annual Report 2018 INCLUSION AND DIVERSITY – UNLOCKING THE FULL POTENTIAL IN
ALL OUR PEOPLE
In today’s world of work, in our everyday lives and
in public discourse, topics relating to inclusion and
diversity (I&D) are ever present, almost irrespective of
culture. At Anglo American, our work to address I&D
imbalances is not the latest initiative to be seen to do
the right thing; instead, it’s our commitment to change
the way we do things, authentically. Why? Simply so
that every colleague can bring their whole and best
self to work each day, regardless of their gender, sexual
orientation, age, race, ethnicity, religion, national origin
or physical or mental disability.
Our comprehensive I&D strategy underpins our vision to
promote an environment where every one of us is valued
and respected for who we are, and has the opportunity to
fulfil our potential. It guides us to recognise each individual’s
unique contribution in an involving, fair and supportive
workplace, with inclusive people policies, systems and
procedures.
Our I&D strategy supports us towards achieving our
strategic objective of embedding a high performance
culture guided by our Purpose, creating a safe and healthy
workplace in support of a truly sustainable business. I&D
is also a critical foundation of our sustainability approach,
helping to reinforce the quality of our external stakeholder
relationships by clearly articulating the way we expect all our
colleagues and business stakeholders to behave.
These are not simple issues and sustainable change
takes time and energy. We are, however, well on our way
and, as a first step, our senior leadership team completed
Unconscious Bias awareness sessions during 2018.
We have also now developed a Group-wide Inclusive
Leadership training module, which is mandatory for all
our people at supervisory level and above.
Checking the pulse
To understand how our employees feel about I&D across
Anglo American, we have completed in-depth qualitative
research in eight of our global locations, as well as
interviewing more than 30 of our most senior leaders.
The research highlighted our male-dominated culture,
which is constraining career opportunities for women and
other groups. It identified a need to deliver greater gender
balance across all levels of the organisation, to engage
across generations, and improve opportunities for people
with disabilities and for those who have been historically
disadvantaged in their countries. Participants also called for
an authentic approach to I&D, backed by visible senior
leadership involvement, clear principles and a commitment
to actions that deliver new ways of working.
Positive progress
For a host of reasons, mining is not an industry that has
historically been attractive to women. We know that
change will take time, though we are encouraged with
the positive progress across Anglo American, in terms
of female representation at a senior level, for example. In
the 12 months to June 2018, the proportion of women in
our senior management roles (as defined by the Hampton-
Alexander review) increased from 15% to 21% and we are
aiming for 25% by 2020.
Recognising the many complexities of I&D, we established a
global Inclusion and Diversity Working Group at the outset.
Each member has been working within their respective
operating business or global function to develop bottom-up
activities to drive change by increasing awareness of I&D
and what this means for all our people. We have also built up
strategic partnerships alongside charities such as Stonewall,
the Business Disability Forum and Working Families to
understand best practice and current global trends.
One notable and consistent success factor is our colleague
networks, several of which are now established:
• In the UK, we have Women@CHT, Real You (an LGBT+
network); Enabling You (a network for those with physical
disabilities, learning difficulties and mental health issues);
and You Care (for those with caring responsibilities)
• In Johannesburg, WoMINE (a women’s network) and
Real You South Africa
• In Singapore and Australia, we have established
I&D networks
• In Chile, an Enabling You network is in place, while,
in Brazil, a WoMINE network has begun.
Turning aspirations into reality
At our Metallurgical Coal business in Australia, we are
turning I&D aspirations into reality. Moranbah North’s
landmark Female Only Trainee Underground Miner
Programme has met with an overwhelming public response,
receiving more than 750 applications in a week and some
1,300 applications in total. Executive head of underground
operations, Glen Britton said: “This pioneering programme
is a critical step towards creating a more inclusive
environment for women in underground coal mining. We
developed it because it was clear that, while there was a real
and untapped demand, we needed a new recruitment
approach. We now have some excellent new recruits and we
are embracing the opportunities for innovation and new
ways of thinking that they bring.”
HIGHLIGHTS
21%
Proportion of women in senior management roles.
We are aiming for 25% by 2020.
PILLARS OF VALUE
Safety and health
Socio-political
People
For our KPIs
See pages 48-49
DISCUSSED IN THIS SECTION
• Safety and health
• Workforce culture and capability
• Meeting our commitments to
business stakeholders and society
• Political and regulatory
35
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT PEOPLE
Safety comes foremost in everything we do, and we
train, equip and empower our people to work safely
every day. We believe, too, that creating an inclusive
and diverse working environment and culture that
encourages and supports high performance and
innovative thinking will serve to give our business
a competitive advantage.
SAFETY
As we continue to strive for zero harm, becoming
unconditional about safety is vital. Nothing is more
important than making sure everyone returns home safely
after a day’s work. We focus both on eliminating fatalities
and on reducing (and ultimately eliminating) injuries from
the workplace. Over the past 12 months, our safety
performance has improved considerably, but we are not yet
where we desire to be in terms of no lives being lost. To this
end, we have set up a dedicated taskforce and have
reinvigorated our efforts to build a culture of passionate
safety leadership at all our operations.
Management approach and governance
Our approach to safety management is built on five key
pillars: passionate leadership; resilient management
systems; effective risk management systems; rapid
organisational learning; and an engaged workforce. To
achieve our vision of zero harm, we use our Operating
Model, the SHE Way, global policies, standards and
guidelines, operational risk management and assurance, as
well as our Learning from Incidents investigative process.
We have defined what ‘good’ looks like, have developed
tactical plans, and monitor progress and correlated safety
improvements on an ongoing basis.
Anglo American’s safety, health and environment results
affect the performance-based remuneration of all
employees in the business, and health and safety targets
are included within the annual performance incentives for
executive directors and senior management.
Performance
We deeply regret the loss of five of our colleagues in 2018.
Any loss of life is unacceptable, and we remain unwavering
in our commitment to achieving our vision of zero harm.
Each of these tragic incidents has been subject to a rigorous
independent investigation, with learnings shared across
the Group and management actions taken to improve
controls and prevent recurrence. The Group’s fatal injury
frequency rate (FIFR) decreased to 0.024 (2017: 0.035).
Notwithstanding the tragic loss of life, we achieved
significant improvements in our injury performance.
Our lost-time injury frequency rate (LTIFR) declined by
3% to 1.63 (2017: 1.68), while our total recordable case
frequency rate (TRCFR), which includes any injury that
requires more than first-aid treatment, decreased by
16% to 2.66 (2017: 3.17).
HEALTH
Our main focus is to eliminate occupational health
hazards at their source. In supporting employee health
and well-being, we recognise the interplay between
occupational health and personal health risks and are
developing a more integrated approach to health
promotion, risk prevention and management.
To promote healthcare in the broader community, we are
developing our understanding of locally relevant health
priorities. We aim to forge strategic partnerships for the
implementation of community health solutions that will
Total number of fatal injuries and fatal injury
frequency rate 2014-2018
Fatal injuries
12
10
8
6
4
2
0
2014
2015
2016
2017
2018
FIFR
Fatal injuries
Lost-time injuries, medical treatment cases and
total recordable case frequency rate 2014-2018
Injuries
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
FIFR
0.040
0.035
0.030
0.025
0.020
0.015
0.010
0.005
0.000
TRCFR
5
4
3
2
1
0
2014
2015
2016
2017
2018
Lost-time injuries
Medical treatment cases
TRCFR
realise our vision to achieve the UN’s Sustainable
Development Goals (SDGs) targets for health in our host
communities by 2030.
Controlling occupational exposure
The number of new cases of occupational disease reported
in 2018 was 101 (2017: 96).
The implementation of our Operational Intelligence Suite
(OiS), a real-time data analytics platform that interrogates
data feeds, manual uploads and events, is enabling better
control monitoring and management of workplace
environmental conditions and associated occupational
exposures. OiS uses real-time data to monitor defined
parameters and triggers an alert when an over-exposure or
critical-control failure is detected. OiS is being implemented
at our PGMs business, where it has promoted a significant
reduction in worker exposure to potential health hazards.
The platform is being introduced at Kumba and Thermal
Coal in South Africa, Copper’s Chagres and Los Bronces
sites in Chile, and across the Group by the end of 2020.
Managing TB and HIV/AIDS
We are recognised leaders for our TB and HIV/AIDS
programmes in the workplace across our operations in
southern Africa. We provide free anti-retroviral treatment
(ART) to all HIV-positive employees and their partners.
Over the past five years, we have seen a steady and
significant improvement in most indicators related to
TB and HIV/AIDS.
36
Anglo American plc Integrated Annual Report 2018
PIONEERING DRONE SAFETY AND STANDARDS
Drone technology is an expanding part of our FutureSmart Mining™ programme, which aims to keep Anglo American at the forefront of mining innovation. Drones are
becoming increasingly cost-effective as they perform a variety of tasks, from monitoring entire high-risk areas, to gathering data from confined spaces in mines and
processing plants – and doing so without putting any people at risk.
Anglo American, which has used drones attached
to manned aerial-reconnaissance planes for many
years, is today an industry leader in pioneering the
use of drones for safety, surveying and security.
We have an expanding fleet of drones, from fixed-wing
aircraft to quadcopters, with about 50 skilled operators
and another 30 people working in drone maintenance
across the Group, including at our PGMs operations in
South Africa; Kumba’s iron ore mines; and at De Beers’
sites in Canada, Namibia and South Africa.
Drones are an important part of our drive to remote-
control many of our mining activities while gathering
enhanced data and real-time operational performance
metrics. They provide rapid visual access and multiple
views, with smaller drones being used to inspect
confined spaces on mines and in processing plants,
while bigger aircraft are able to fly at night and stay
aloft for up to eight hours. Drones are being used in
such varied tasks as exploration, mine mapping and
calculating the volume of stockpiles – and are proving
to be cost-effective.
The deployment of drones is assisting in making our
activities safer. Crucially, their use avoids the need for
people in potentially hazardous areas. Drones are now
being used to inspect and monitor high-risk areas,
including stockpiles, mine slopes, ore passes, tailings
dams and chemical-storage facilities – all without a
human presence in areas of risk. They can check for
the presence of personnel in a blast area, and measure
fragmentation or the direction of dust movement after
a blast. Other applications cover traffic management at
operations, as well as monitoring rehabilitation activity,
including in areas where it can be difficult, and risky, for
people on the ground to gain access.
“Drones increase our safety and efficiency, and they
let us take human beings out of potentially dangerous
environments,” says Frans Kruger, Anglo American’s
global aviation safety principal.
Drone technology is evolving fast and, as a responsible
operator, we are working closely with other drone
operators and South Africa’s Civil Aviation Authority, for
example, to develop appropriate standards, while also
serving with other mining companies on the technical
advisory committee of the Flight Safety Foundation.
37
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT PEOPLE
In 2018, 88% of employees in southern Africa knew their
HIV status. This puts us well on our way to meeting the
90% target by 2020. However, the annual number of new
HIV infections increased from 506 in 2017 to 540 in 2018.
The uptake of ART by HIV-positive employees increased
marginally to 86% in 2018 (2017: 84%). In line with
government and best-practice treatment guidelines, all
people diagnosed as HIV-positive start ART immediately.
WORKFORCE CULTURE AND CAPABILITY
We continuously shape our corporate culture so that it
supports the achievement of our business goals in the
respect of our values and in service of our Purpose. Our
efforts in 2018 were informed by the outcomes of a global
employee-engagement survey, conducted in 2017, among
6,000 employees from across the organisation, providing us
with a better understanding of our cultural strengths and
areas requiring attention. The results of the 2017 survey
were presented to the Board’s Sustainability Committee.
Our high performance culture is shaped by innovative
thinking and practices that aim to redefine the way we
think of, and manage, superior performance. In 2018, we
started streamlining our processes to ensure that leadership
teams across the business keep a relentless focus on the
outcomes that they are set to deliver. We encourage
regular performance conversations within teams at all levels
of the organisation and frequent one-on-one performance
feedback. Above all, we continuously test our thinking and
our behaviours against our values and we never pursue
any outcome at the expense of any of these values, in
particular safety.
An effective and efficient organisation
Working in support of our Operating Model, our
Organisation Model ensures that the right work is done
at the right time and in the right way by capable people,
in roles that are well designed with clear accountabilities
and authorities.
The Anglo American organisation structure is built around
strong, product-focused operating units, supported by
Group functions that provide value-adding expert leadership
and ensure effective governance to continuously improve
business performance. This design aims to maximise the
effectiveness of our Operating Model, promote the sharing
of resources and consistent best-in-class practices across
operations, while investing in functional capability in the
strategic areas that will best leverage business returns.
Resourcing the organisation with the best capability
Equipping Anglo American with an engaged and
productive workforce is essential for our success. We
aim to attract the best people in the industry and to drive
professional and personal development to enable everyone
to fulfil their potential.
To help ensure we have the right people in the right roles for
now and the future, every year we conduct a standardised
talent-identification process across all our Group functions
and business units. This consistent approach to assessing
talent enables us to map our capabilities and to better
understand our risks and readiness for succession, in
particular for assimilating talent into leadership and
specialist positions. We allocate talent into different talent
pools that are managed consistently for growth and in
support of our inclusion and diversity agenda.
We are improving our workforce-planning systems to allow
us to better anticipate the impact of the technical innovations
that will transform the work that we currently perform.
Predicting such changes, in terms of number of roles as well
as new skills required by these roles in the future, is essential
to the medium- and long term competitiveness of our
operations. It will also allow us to prepare our workforce for
the changes to come.
Empowering through learning
We are designing a learning ‘ecosystem’ that is engaging
and empowering our culture, using best-in-class practices
in the design, creation, delivery and tracking of learning
experiences.
Behavioural change is at the heart of our learning objectives.
We consider each person’s needs to fulfil their role, or
prepare for a future role, and tailor a combination of
different, innovative learning experiences to shape their
development. As we expand the content and reach of this
system, we will be able to track the usage and effectiveness
of learning modules to assess employee growth and
content relevance.
We currently support 2,000 graduates, bursars, apprentices
and trainees. Our graduate recruitment programmes
include placing tertiary-level graduates on our professionals
in training programmes for technical skills development in
line with Anglo American standards and objectives.
Anglo American initiatives support education and
development, from schools through to tertiary institutions,
as well as programmes to build skills and leadership
capability. We develop skills in mining as well as non-mining-
related sectors, and we provide basic literacy and numeracy
to our employees, contractors and community members
through adult basic education and training programmes. In
2018, we spent more than $94 million on training, across our
range of external and internal development programmes.
Fostering sound employee relations
We consider workforce engagement to be a priority for
every leader in Anglo American and run regular surveys to
identify areas where dedicated effort is required to ensure
that all colleagues feel cared for and respected and willingly
perform their work to the best of their abilities.
During 2018, voluntary turnover was 2.4%, while new hires
amounted to 10.5% of permanent employees.
Where employees are represented by works councils,
trade unions or other similar bodies and covered by
collective bargaining agreements (approximately 70% of
our current permanent workforce), we continuously seek
to improve relations with employee representative bodies,
understand their concerns and identify opportunities to
promote their broader welfare and well-being. In 2018, there
was one incident of industrial action at De Beers’ Venetia
mine in South Africa relating to contractor concerns around
benefits, which was resolved after five weeks.
Supporting labour rights
As expressed in our Human Rights Policy, and as
signatories to the United Nations Global Compact, we are
committed to the labour rights principles set out in the
International Labour Organization core conventions,
including the right to freedom of association and collective
bargaining, non-discrimination, and the eradication of child
and forced labour. All our operations are required to observe
these rights and we encourage our non-managed joint
arrangements to adopt our policies. No incidents of
employing under-age or forced labour were reported
in 2018.
38
Anglo American plc Integrated Annual Report 2018 Our Responsible Sourcing Standard stipulates that all
suppliers shall respect all labour and human rights through
their value chain. This includes commitments to not use
child labour; combat all forms of modern slavery; oppose
unfair or inhumane treatment of the workforce, including
all forms of bullying and harassment; allow freedom of
association; maintain fair and legal terms of employment;
eliminate illegal and unfair discrimination; and promote an
inclusive workplace.
BUILDING A PURPOSE-LED CULTURE
At the heart of Anglo American’s ethos are the ethical
behaviours we expect all our employees, contractors,
suppliers and associates to display. Our approach is
designed to respond to both society’s ever-higher
expectations of business and increasingly stringent
international legislation and regulations.
Our Code of Conduct
Our expectations for ethical performance are set out in
our Code of Conduct, supported by programmes and
guidelines that help all our employees make the right
decisions when faced with ethical dilemmas.
Anglo American launched a Code of Conduct at the end
of 2016, underpinned by our values. The Code focuses
on four key areas, providing guidance on how to prioritise
safety, health and the environment; treat people with care
and respect; conduct business with integrity; and protect
our physical assets, information and interests.
In 2017, more than 3,000 senior executives and managers
were trained on the Code of Conduct. In 2018, we carried
out a number of activities to further embed the Code,
including testing of Board members and the 1,000 most
senior employees to understand their views about the Code
and their approach to ethical decision making, bespoke
Code of Conduct online training for more than 4,000
employees, and building in Code-related commitments
and awareness activities into the employee lifecycle.
Business integrity
Our Business Integrity Policy states that we will neither give
nor accept bribes, nor permit others to do so in our name.
The policy is supported by 11 Prevention of Corruption
Procedures that set out the conduct required in areas where
bribery and corruption risk may be present. The procedures
also include restrictions that prohibit the company from
making donations to any political party or politician. No such
donations were made in 2018.
Dedicated central resources support our business units
to provide the appropriate training and awareness that is
required for implementing the requirements of the Business
Integrity Policy and performance standards.
Addressing bribery risk
Bribery risks are considered an essential element of the
ethical-risk assessments carried out at business unit and
Group levels. The bribery-risk areas include use of agents,
and the nature of interactions with government officials,
customers, suppliers and communities. When bribery risk
is determined to be unacceptably high, an action plan is
developed to strengthen the internal controls to manage the
risk. The processes and controls to mitigate bribery risks are
audited by our internal audit team.
Whistleblowing
Our independently managed Speak Up 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 and integrity
standards. We do not tolerate any form of retaliation against
employees raising concerns in good faith. Any allegation of
harassment or intimidation by others as a result of
contacting Speak Up is investigated and, if required,
appropriate action is taken.
During 2018, 325 alerts were received, covering a broad
spectrum of concerns, including ethical, legal, supplier
relationship, health and safety and human resources issues.
In addition, almost 700 further alerts were received related
to allegations of external fraud attempts. All alerts were
evaluated, investigated as necessary and the proven alerts
were properly addressed by management.
An inclusive and diverse environment
We are committed to promoting an inclusive and diverse
environment where every colleague is valued and respected
for who they are and can fulfil their potential. While we
have a diverse population of people at Anglo American,
we recognise that we need to continue to work to create a
truly inclusive organisation. Visible leadership commitment
is essential, and in 2018, all senior leaders received
unconscious bias training and all leaders participated in
inclusive leadership training.
Inclusion and diversity (I&D) is a critical foundation of our
approach to sustainability. Underpinned by our values
and our Code of Conduct, we have developed and started
implementing an I&D strategy, and a set of action plans to
attain our desired culture. Our approach recognises that a
diverse workforce creates opportunity, and inclusion creates
the culture to sustain it.
Across our geographies, we have set up networks managed
by colleagues, each with a committed executive sponsor.
We have also launched a global I&D policy and begun to
review a number of policies to make sure they are gender-
neutral and have global standards.
Gender equality is a prevalent social issue – and a business
imperative. By year end, women made up 20% of our
overall workforce (2017: 19%) and 28% of managers
(2017: 26%). On 5 April 2018, our Gender Pay Gap reporting
date, women represented 43% of the 292 employees at our
UK head office, but only 20% of senior management roles.
The average hourly pay gap was 52% (2017: 55%) and the
median hourly pay gap was 41% (2017: 49%). We are
committed to redressing the gender imbalance and to
ensuring a minimum of 33% female representation across
the total population of our General Management Committee
and the people reporting to them.
The proportion of permanent employees under 30 years
of age was 12%, those between the ages of 30 and 50
accounted for 70% of the workforce, while the remaining
18% were over 50 years of age. In South Africa, 65% of
management positions are held by historically
disadvantaged South Africans.
Anglo American reports its UK Gender Pay Gap position
in line with legislative requirements under UK law.
For more information on our UK Gender Pay Gap
See page 125 and www.angloamerican.com/gender-pay-gap-report-uk
39
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT CAPITAL ALLOCATION
CAPITAL ALLOCATION
A STRONG FOCUS ON
CAPITAL DISCIPLINE
Underpinning our strategy, we have a value-focused
approach to capital allocation with clear prioritisation:
sustaining capital to maintain asset integrity
(including Reserve Life); then the base dividend to
our shareholders, determined on a 40% underlying
earnings-based payout ratio; while ensuring a
strong balance sheet. Discretionary capital is then
allocated, based on a balanced approach, to growth
investments, or upgrades to our portfolio, that are
subject to a demanding risk framework and that meet
our stringent value criteria, or is considered for
additional returns to shareholders.
Value-disciplined capital allocation throughout the cycle
is critical to protecting and enhancing returns for our
shareholders’ invested capital, given the long term and
capital-intensive nature of our business. Our aim is to
provide a balanced offering of a strong balance sheet,
which reduces risk and creates opportunity for anti-cyclical
investment, attractive shareholder returns and value-adding
disciplined growth.
Since 2012, we have reduced the number of assets across
the Group by half, upgraded the portfolio and improved the
performance of the assets we have retained. During 2018,
our focus was on further strengthening the balance sheet to
provide the foundation for proceeding with the construction
of our Quellaveco copper project, as well as a strong base
upon which to pursue other growth opportunities that meet
our strict capital allocation criteria.
We will continue to allocate the appropriate capital across
our portfolio of assets, to both sustain our business and to
protect and enhance value.
BALANCE SHEET FLEXIBILITY
Our capital allocation framework is underpinned by our
strong balance sheet, which allows us to deliver on our
commitment to base dividends and enables value-accretive
discretionary capital allocation through the cycle. Our near
term objective is to ensure the Group’s net debt/EBITDA
ratio does not exceed 1.5 times, at the bottom of the cycle,
without a clear plan to recover.
Net debt at 31 December 2018 was $2.8 billion
(2017: $4.5 billion), resulting in a net debt/EBITDA ratio of
0.3 times, significantly lower than our bottom of the cycle
target ratio. The $1.7 billion reduction in net debt since
31 December 2017 has been driven primarily by strong
operating cash inflows of $7.8 billion and dividends from
associates and joint ventures of $0.7 billion, with a strong
performance towards the end of the year mitigating the
impact of a working capital build-up experienced in the
second half.
In 2018, the average maturity of our bond portfolio was
extended by a year to 5.0 years, through a combination of
buying back $2.1 billion of bonds with near term maturities,
the maturing of $1.3 billion of bonds, and the issuance of a
longer-dated $650 million US bond, due in 2028. The Group
40
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continued its positive credit ratings momentum with
S&P Global Ratings and Moody’s Investors Service moving
their outlook for Anglo American from stable to positive
during 2018. Anglo American plc’s current credit ratings
are BBB- and Baa3 by S&P Global Ratings and Moody’s
Investors Service, respectively.
CASH FLOW AFTER SUSTAINING CAPITAL
Anglo American seeks to improve operating free cash flow
through five key levers: driving greater productivity and
lowering input costs across all operations; reducing overhead
expenditure; timely delivery of new projects; maximising
revenue through our Marketing business; and optimising
our investment in working capital.
We continue to focus on capital discipline and stay-in-
business capital efficiency, while maintaining the operational
integrity of all our assets. Our P101 programme of initiatives
is focused on reaching and exceeding industry-benchmark
productivity levels across all our key equipment.
Sustaining capital comprises stay-in-business, development
and stripping, and life extension expenditure, less the
proceeds from disposals of property, plant and equipment.
In 2019-2021, we expect sustaining capital to increase to
approximately $3.2 billion per annum due to one-off
increases in stay-in-business capital expenditure and to
facilitate attractive life extension projects at our diamonds,
thermal coal and metallurgical coal assets. Our longer term
expected level of sustaining capital (excluding growth
projects) is $2.8-$3.1 billion per annum.
COMMITMENT TO BASE DIVIDENDS
Our clear commitment to a sustainable base dividend
remains a critical part of the overall capital allocation
approach and is demonstrated through our dividend policy
of a 40% payout ratio based on underlying earnings, paid
each half-year.
Our dividend policy provides shareholders with increased
cash returns upon improvement in product prices, while
retaining balance sheet flexibility during periods of weaker
pricing. The Group paid dividends of $0.7 billion in April 2018
(in relation to second half 2017 underlying earnings), and
$0.6 billion in September 2018 (in relation to first half 2018
Anglo American plc Integrated Annual Report 2018
underlying earnings). In line with the policy, the Board
proposes a final dividend of 40% of second half underlying
earnings, equal to 51 cents per share, bringing the total
dividends paid and proposed in the year to $1.00 per share.
We also completed the acquisitions of the remaining 50%
interest in the Mototolo joint operation in South Africa from
Glencore and Kagiso Platinum Ventures; and in Canada, the
Chidliak Diamond Resource (through De Beers) through the
acquisition of Peregrine Diamonds Limited.
DISCRETIONARY CAPITAL OPTIONS
Discretionary capital will continue to be considered in a
balanced manner, between disciplined growth, upgrades
to our portfolio and additional returns to shareholders.
Strict and disciplined value criteria are applied to the
assessment of future options. Where appropriate, we will
seek partners on major greenfield projects, and will avoid
committing to too many such projects at the same time. The
Group will also continue to maintain optionality to progress
with value-accretive projects, should capital availability
permit. We will consider options to upgrade the quality of
our portfolio in a measured manner and only where we see
value, through inorganic opportunities, and disposing of
assets. This approach ensures a high quality portfolio with
balanced exposure to diverse asset geographies and end
markets. Where growth and upgrades do not meet our strict
criteria, any excess cash will be considered for additional
returns to shareholders.
In July 2018, the Board approved the development of
the Quellaveco copper project in Peru, with an expected
capital cost of $5.0-$5.3 billion. At the same time, and
aligned with the Group’s disciplined approach to capital
allocation, agreement was reached with Mitsubishi to
increase its interest in Anglo American Quellaveco S.A.
(AAQSA) from 18.1% to 40% via the issuance of new
shares. Mitsubishi subscribed $500 million in upfront
consideration and an additional $351 million to fund its
initial share of capital expenditure, resulting in a total cash
subscription of $851 million. The Group will receive up to
a further $100 million in net payments(1) from AAQSA
conditional on the achievement of certain prescribed
throughput rates. As a result of the syndication transaction,
the Group’s share of capital expenditure to develop
Quellaveco is $2.5-$2.7 billion.
We also have several smaller scale, high quality, fast
payback (3-4 years), organic capital expenditure
opportunities to improve the existing business. For example,
at Debmarine Namibia, a feasibility study is ongoing for the
construction of an additional custom-built diamond mining
vessel which is planned to add 0.5 Mct per annum from 2023,
and a pre-feasibility study is under way for a debottlenecking
and expansion of the Moranbah-Grosvenor coal handling and
preparation plant to increase capacity by 4-6 Mtpa from 2021.
In addition, we continue to progress the application of
innovative concepts and step-change technologies
stemming from our FutureSmart Mining™ programme. The
Group is looking to invest $0.1-$0.5 billion per annum of
discretionary capital in technology and innovation initiatives
to drive improvements across our existing portfolio of assets.
Evaluation expenditure increased by 38% to $172 million in
2018 (2017: $125 million) and expenditure on exploration
activities increased 10% to $113 million (2017: $103 million).
In 2018, the Group completed a number of transactions,
including the sale of our 88.2% interest in the Drayton
thermal coal mine (on care and maintenance since 2016)
and the Drayton South project in Australia. In South Africa,
we completed the sale of the New Largo thermal coal project
and the Eskom-tied domestic thermal coal operations,
PGMs’ 33% interest in the Bafokeng Rasimone Platinum
Mine associate, as well as its 11% listed stake in Royal
Bafokeng Platinum, its 85% interest in Union mine and
50.1% interest in Masa Chrome Company.
GROUP CAPITAL EXPENDITURE◊
Capital expenditure increased to $2.8 billion
(2017: $2.2 billion), with rigorous capital discipline continuing
to be applied to all projects. Sustaining capital increased to
$2.5 billion (2017: $2.1 billion), driven by stronger average
local currencies, planned additional stay-in-business
expenditure across the Group, in line with our increased
production base, and increased capitalised development and
stripping expenditure primarily due to longwall productivity
improvements at Metallurgical Coal and an optimisation
of the mine plan at Mogalakwena. In 2019, we expect
total capital expenditure to increase to $3.8-$4.1 billion after
utilising the remaining $0.5 billion of capital expenditure
funding for Quellaveco from the Mitsubishi subscription.
Capital expenditure◊
$ million
Stay-in-business
Development and stripping
Life extension projects(1)
Proceeds from disposal of
property, plant and equipment
Sustaining capital
Growth projects(1)
Total
2018
1,617
796
245
(162)
2,496
340
2,836
2017
1,310
586
216
(52)
2,060
168
2,228
Capitalised operating cash flows
(18)
(78)
Total capital expenditure
2,818
2,150
(1) Life extension projects and growth projects are collectively referred to as
expansionary capital expenditure.
Group historical capital expenditure◊ 2014–2018
$ billion
6.0
4.2
7
6
5
4
3
2
1
0
2.4
2.2
2.8
2014
2015
2016
2017
2018
Stay-in-business
Development and stripping
Expansionary
41
(1) The payment, by
way of preference
dividend, will be
grossed up to take
account of the Group
shareholding in
AAQSA.
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT MANAGING RISK EFFECTIVELY
MANAGING RISK
EFFECTIVELY
Anglo American recognises that risk is inherent
in all its business activities. Our risks can have
a financial, operational or reputational impact.
Volatility in commodity markets provides a good
illustration of risk inherent in our business.
As understanding our risks and developing
appropriate responses are critical to our future
success, we are committed to an effective,
robust system of risk identification, and an
effective response to such risks, in order to
support the achievement of our objectives.
Anglo American’s assessment of strategic,
operational, project and sustainable development
related risks
4
3
1
2
HOW DOES RISK RELATE TO OUR STRATEGY?
Risks can arise from events outside of our control or from
operational matters. Each of the risks described on the
following pages can have an impact on our ability to deliver
our strategy.
For more on the Group’s strategy
See page 10
VIABILITY STATEMENT
Context
An understanding of our business model and strategy is
key to the assessment of our prospects. Our strategy is to:
• Secure, develop and operate a portfolio of high quality and
long life assets that deliver sustainable shareholder returns
• Implement an innovation-led approach to sustainable
mining from exploration to delivering products to customers
• Create an inclusive and diverse working environment to
encourage and support a high performance culture and
innovative thinking.
Details of our business model and strategy are provided on
pages 8-10.
Prices for the majority of our products fared well in 2018, as
the world economy continued its recovery and provided a
basis for a more positive outlook. However, the sustainability
of product prices remains uncertain, with some downside
risk. Supply may either struggle to match demand growth
or demand reduction, generating ongoing product price
volatility. Against that background, the Board maintains a
low appetite for risk in major new projects and investments
unless they are world class orebodies with competitive cost
positions and long reserve lives. Large greenfield projects
are likely to be syndicated with other investors to reduce our
risk profile and capital requirements.
1. Identifying risks
A robust methodology is used to identify key risks across
the Group – at business units, operations and projects.
This is being applied consistently through ongoing
implementation of a Group integrated risk management
framework and associated guidelines.
2. Analysing risks and controls to manage
identified risks
Once identified, the process will evaluate identified risks to
establish root causes, financial and non-financial impacts,
and likelihood of occurrence. Consideration of risk
treatments is taken into account to enable the creation of
a prioritised register and in determining which of the risks
should be considered as a principal risk.
3. Determining management actions required
The effectiveness and adequacy of controls are assessed.
If additional controls are required, these will be identified
and responsibilities assigned. Identification of controls
associated with key risks is an important input into
assurance planning.
4. Reporting and monitoring
Management is responsible for monitoring progress of
actions to mitigate key risks and to determine if any such risk
falls outside the limits of our risk appetite. In doing so, it is
supported through the Group’s internal audit programme,
which evaluates the design and effectiveness of controls.
The risk management process is continuous; key risks are
reported to the Audit Committee, with sustainability risks
also being reported to the Sustainability Committee.
The assessment process and key assumptions
Assessment of the Group’s prospects is based upon the
Group’s strategy, its financial plan and principal risks.
The Group’s focus during 2018 has been to drive efficiencies
through the operations and upgrade the quality of our
portfolio in order to improve cash flow generation,
strengthen the balance sheet and create sustainable value
through disciplined allocation of capital.
Byron Grote
Chairman
Audit Committee
42
Anglo American plc Integrated Annual Report 2018 A financial forecast covering the next three years is prepared
based on the context of the strategic plan and is reviewed on
a regular basis to reflect changes in circumstances. The
financial forecast is based on a number of key assumptions,
the most important of which include product prices,
exchange rates, estimates of production, production costs
and future capital expenditure. In addition, the forecast does
not assume the renewal of existing debt or the raising of new
debt. A key component of the financial forecast and strategic
plan is the life of mine plans created for each operation,
providing expected annual production volumes over the
anticipated economic life of mine.
The principal risks are those that we believe could
prevent the Group from delivering its strategic objectives.
A number of these risks are deemed catastrophic to the
Group’s prospects and have been considered as part of
the Group’s viability.
Assessment of viability
The assessment of viability has been made with reference
to the Group’s current position and expected performance
over a three-year period, using budgeted product prices
and expected foreign exchange rates.
Financial performance and cash flows have then been
subjected to stress and sensitivity analysis over the
three-year period using a range of severe, but plausible
scenarios. The scenarios tested include:
• Product price reductions of up to 20% from
budget prices over three years, with no offsetting
foreign exchange rate improvement
• Operational incidents that have a significant impact
on production at key sites in the Group
• Technology developments affecting demand for diamonds
• Technology developments in the automobile industry
affecting demand for PGMs
• Failure to achieve targeted operational performance
improvements.
The Group’s liquidity (defined as cash and undrawn
committed facilities) was $13.9 billion at 31 December 2018.
This is sufficient to absorb the financial impact of each of the
risks modelled in the stress and sensitivity analysis. If these
scenarios were to materialise, the Group also has a range of
additional options that enable us to maintain our financial
strength, including reduction in capital expenditure, the sale
of assets, raising debt or reducing the dividend.
Viability statement
The directors confirm they have a reasonable expectation
that the Group will continue in operation and meet its
liabilities as they fall due for the next three years. This
period has been selected for the following reasons:
• The Group’s strategy and budgeting process are aligned
with a three-year view
• The volatility in commodity markets in recent years
makes confidence in a longer assessment of prospects
highly challenging.
PRINCIPAL RISKS
We define a principal risk as a risk or combination of
risks that would threaten the business model, future
performance, solvency or liquidity of Anglo American.
In addition to these principal risks, we continue to be
exposed to other risks related to currency, inflation,
community relations, environment, litigation and
regulatory proceedings, changing social expectations,
infrastructure and human resources. These risks are
subject to our normal procedures to identify, implement
and oversee appropriate mitigation actions, supported
by internal audit work to provide assurance over the status
of controls or mitigating actions. These principal risks are
considered over the next three years as a minimum, but
we recognise that many of them will be relevant for a
longer period.
For more on principal risks
See pages 44-47
CATASTROPHIC RISKS
We also face certain risks that we deem catastrophic risks.
These are very high severity, very low likelihood events that
could result in multiple fatalities or injuries, an unplanned
fundamental change to strategy or the way we operate and
have significant financial consequences. We do not consider
likelihood when assessing these risks, as the potential
impacts mean these risks must be treated as a priority.
Catastrophic risks are included as principal risks.
For more on catastrophic risks
See page 44
RISK APPETITE
We define risk appetite as ‘the nature and extent of risk
Anglo American is willing to accept in relation to the pursuit
of its objectives’. We look at risk appetite from the context of
severity of the consequences should the risk materialise,
any relevant internal or external factors influencing the risk,
and the status of management actions to mitigate or control
the risk. A scale is used to help determine the limit of
appetite for each risk, recognising that risk appetite will
change over time.
If a risk exceeds appetite, it will threaten the achievement of
objectives and may require a change to strategy. Risks that
are approaching the limit of the Group’s risk appetite may
require management actions to be accelerated or enhanced
to ensure the risks remain within appetite levels.
For catastrophic and operational risks, our risk appetite
for exceptions or deficiencies in the status of our controls
that have safety implications is very low. Our internal audit
programme evaluates these controls with technical
experts at operations and the results of that audit work
will determine the risk appetite evaluation, along with
the management response to any issues identified.
Further details on the risk management and internal control systems
and the review of their effectiveness are provided on pages 97-98
SUMMARY
Our risk profile changed during 2018; as the external
environment has evolved, progress has been made in the
mitigation of our risks and we have updated our risk profile to
include new principal risks based on a revised assessment.
We no longer consider ‘Competitive position’ as a principal
risk, given the improved balance sheet. ‘Investor activism’ is
no longer considered a principal risk, although we recognise
it is a potential outcome of other risks, should they
materialise. ‘Water security’ is now considered a principal
risk; we have also updated definitions and prioritisation of
some of our principal risks to reflect the changing external
environment or progress with risk mitigation. Our
catastrophic risks are the highest priority risks, given the
potential consequences.
43
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT MANAGING RISK EFFECTIVELY
PRINCIPAL RISKS
1. CATASTROPHIC RISKS
Pillars of value:
No change in risk
We are exposed to the following risks we
deem as potentially catastrophic: tailings
dam failure; slope wall failure; mineshaft
failure; and fire and explosion.
Root cause: Any of these risks may result
from inadequate design or construction,
adverse geological conditions, shortcomings
in operational performance, natural events
such as seismic activity or flooding, and failure
of structures or machinery and equipment.
Impact: Multiple fatalities and injuries, damage
to assets, environmental damage, production
loss, reputational damage and loss of licence
to operate. Financial costs associated with
recovery and liability claims may be significant.
Regulatory issues may result and community
relations may be affected.
Mitigation: Technical standards exist that
provide minimum criteria for design and
operational performance requirements,
implementation of which is regularly inspected
by technical experts. Additional assurance work
is conducted to assess the adequacy of controls
associated with these risks.
Risk appetite: Tailings dam
failure and slope and underground
excavation failure risks are operating
within the limits of our appetite. Fire
and explosion and mineshaft failure
risks are currently operating outside
of our risk appetite, but actions being
taken are expected to bring these
risks back within our risk appetite
during 2019.
Commentary: These very high
impact but very low frequency risks
are treated with the highest priority.
2. POLITICAL AND REGULATORY
Pillars of value:
No change in risk
Uncertainty and adverse changes to
mining industry regulation, legislation
or tax rates can occur in any country in
which we operate.
Root cause: The Group has no control
over political acts, actions of regulators, or
changes in local tax rates. Our licence to
operate through mining rights is dependent
on a number of factors, including compliance
with regulations.
Risk appetite: Operating within
the limits of our appetite.
Commentary: Global economic
conditions can have a significant
impact on countries whose
economies are exposed to
commodities, placing greater
pressure on governments to
find alternative means of raising
revenues, and increasing the risk
of social and labour unrest. These
factors could increase the political
risks faced by the Group.
Impact: Uncertainty over future business
conditions leads to a lack of confidence in
making investment decisions, which can
influence future financial performance.
Increased costs can be incurred through
additional regulations or resource taxes, while
the ability to execute strategic initiatives that
reduce costs or divest assets may also be
restricted, all of which may reduce profitability
and affect future performance. Political
instability can also result in civil unrest and
nullification or non-renewal of existing
agreements, mining permits, sales agreements
or leases. These may adversely affect the
Group’s operations or performance of
those operations.
Mitigation: Anglo American has an active
engagement strategy with governments,
regulators and other stakeholders within the
countries in which we operate, or plan to
operate, as well as at an international level. We
assess portfolio capital investments against
political risks and avoid or minimise exposure
to jurisdictions with unacceptable risk levels.
We actively monitor regulatory and political
developments at a national level, as well as
global themes and international policy trends,
on a continuous basis. See page 16 for
more detail on how we engage with our
key stakeholders.
PILLARS OF VALUE:
Safety and health
Environment
Socio-political
People
Production
Cost
Financial
44
Anglo American plc Integrated Annual Report 2018
3. SAFETY
Pillars of value:
No change in risk
Failure to eliminate fatalities.
Root cause: Inability to eliminate fatalities
will result from management interventions
and training initiatives failing to translate
into behavioural change by all employees
and contractors. Non-compliance with
critical controls is a common failure in
safety incidents.
Impact: Loss of life, workplace injuries and
safety-related stoppages all immediately affect
production, while, over the longer term, such
factors are also a threat to our licence to operate.
Mitigation: All operations continue to implement
safety improvement plans, with a focus on:
effective management of critical controls required
to manage significant safety risks; learning from
high potential incidents and hazards; embedding
a safety culture; and leadership engagement
and accountability. An elimination of fatalities
taskforce is assessing safety risks at all
operations to establish further actions
necessary to improve safety performance.
Risk appetite: Operating within
the limits of our appetite.
Commentary: During 2018, there
were five fatalities in our managed
operations, compared with
nine in 2017. This is still an
unacceptable level. Management
remains committed to eliminating
fatalities and the risk definition has
been updated to focus on this.
4. PRODUCT PRICES
Pillars of value:
Global macro-economic conditions
leading to sustained low product prices
and/or volatility.
Root cause: The most significant factors
contributing to this risk at present are a
continued slowdown in growth in China and
other emerging markets, low growth rates in
developed economies and an oversupply of
commodities into the market. Other factors
such as weak regional economies, fiscal crises
and conflict can also influence the economic
environment and contribute to weak
product prices.
Impact: Low product prices can result in
lower levels of cash flow, profitability and
valuation. Debt costs may rise owing to ratings
agency downgrades and the possibility of
restricted access to funding. The Group may be
unable to complete any divestment programme
within the desired timescales or achieve
expected values. The capacity to invest in
growth projects is constrained during periods
of low product prices – which may, in turn,
affect future performance.
Mitigation: The successful delivery of cash
improvement and operational performance
targets remains the key mitigation strategy for
this risk. Regular updates of economic analysis
and product price assumptions are discussed
with executive management and the Board.
This risk has decreased since 2017
Risk appetite: Operating within
the limits of our appetite.
Commentary: We believe the risk
of an economic shock in China has
reduced, with a measured slowdown
being the more likely scenario. More
broadly, global economic activity has
improved slightly, although downside
risks remain.
5. CORRUPTION
Pillars of value:
No change in risk
Bribery or other forms of corruption
committed by an employee or agent
of Anglo American.
Root cause: Anglo American has operations
in some countries where there is a relatively
high risk of corruption.
Impact: Potential criminal investigations,
adverse media attention and reputational
damage. A possible negative impact on
licensing processes and valuation.
Mitigation: A comprehensive anti-bribery and
corruption policy and programme, including risk
assessment, training and awareness, with active
monitoring, is in place.
Risk appetite: Operating within
the limits of our appetite.
Commentary: During 2018, we
commissioned a report from an
external law firm to review the
Group’s policy and programme to
manage bribery risk. The review
made recommendations to further
strengthen our anti-bribery
programme which we have shared
with the Audit Committee and are in
the process of implementing.
45
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT MANAGING RISK EFFECTIVELY
6. OPERATIONAL PERFORMANCE
Pillars of value:
No change in risk
Unplanned operational stoppages
impacting production.
Root cause: Unplanned and unexpected
operational issues will affect delivery of
the underlying EBITDA target. Failure to
implement the Operating Model, manage
cost inflation or maintain critical plant,
machinery and infrastructure will affect our
performance levels. We are also exposed to
failure of third party-owned and -operated
infrastructure, e.g. rail networks and ports.
Our operations may also be exposed to
natural catastrophes or extreme weather.
Impact: Inability to achieve production, cash
flow or profitability targets. There are potential
safety-related matters associated with
unplanned operational stoppages, along with
a loss of investor confidence.
Mitigation: Implementation of our Operating
Model, supported by operational risk
management and assurance processes, are
the key mitigations against this risk. Compliance
with our technical standards will prevent
certain operational risks occurring. Regular
tracking and monitoring of progress against
the underlying EBITDA targets is undertaken.
Risk appetite: Operating within
the limits of our appetite.
Commentary: During 2018, this
risk materialised in our Minas-Rio
operation (see page 64).
7. WATER
Pillars of value:
A new principal risk
Inability to obtain or sustain the level
of water security needed to support
operations over the current life of
mine plan or future growth options.
Root cause: Poor water resource
management or inadequate onsite storage,
combined with reduced water supply at some
operations as weather patterns change, can
affect production. Water is a shared resource
with local communities and permits to use
water in our operations are at risk if we do not
manage the resource in a sustainable manner.
Impact: Loss of production and inability to
achieve cash flow or volume improvement
targets. Damage to stakeholder relationships
or reputational damage can result from failure
to manage this critical resource.
Mitigation: Various projects have been
implemented at operations most exposed to
this risk, focused on: water efficiency; water
security; water treatment; and discharge
management, as well as alternative supplies.
New technologies are being developed that
will reduce water demand.
Risk appetite: Operating within
the limits of our appetite.
Commentary: This is a new
principal risk in 2018, as some of
our business units are increasingly
reporting water availability issues
as a risk to their operations, which
increases the need to prioritise
this risk at Group level.
8. CYBER SECURITY
Pillars of value:
Loss or harm to our technical
infrastructure and the use of technology
within the organisation from malicious
or unintentional sources.
Root cause: The number and sophistication
of cyber-criminal attacks are increasing.
Impact: Theft or loss of intellectual property,
financial losses, increased costs and damage
to reputation.
Mitigation: We have employed a specialist third
party to oversee our network security. We have
achieved UK Cyber Essentials Certification and
an ongoing cyber awareness programme is in
place across the Group.
This risk has decreased since 2017
Risk appetite: Operating within the
limits of our appetite.
Commentary: While the number
of attacks continues to increase, the
actions taken to mitigate this risk,
including physical controls and the
programme to improve employee
awareness, have reduced the
likelihood of successful attack.
PILLARS OF VALUE:
Safety and health
Environment
Socio-political
People
Production
Cost
Financial
46
Anglo American plc Integrated Annual Report 2018
9. FUTURE DEMAND FOR PGMS
Pillars of value:
This risk has decreased since 2017
Longer term demand for PGMs is affected
by fundamental shifts in market forces.
Impact: A negative impact on revenue, cash
flow, profitability and valuation.
Risk appetite: Operating within
the limits of our appetite.
Root cause: Longer term demand is at risk
from declining internal combustion engine
manufacturing, and a switch to battery
operated vehicles instead of fuel cell electric
vehicles, which continue to use higher
volumes of PGMs.
Mitigation: Our PGMs business has a strategy
to grow PGM demand in industrial and jewellery
sectors through marketing and investment
initiatives in research, product development and
market development opportunities, particularly
in the automotive sector and in Indian and
Chinese jewellery markets.
Commentary: We see this as a
longer term threat to the business.
10. FUTURE DEMAND FOR DIAMONDS
Pillars of value:
Demand for diamonds affected as
production and marketing of
synthetics increases.
Root cause: Technological developments
have led to the production of higher quality
gem synthetics. Producers and distributors of
this material may attempt to sell fraudulently
into the diamond pipeline (undisclosed) or
market and sell as gem synthetics (disclosed),
with manufacturing and distribution sources
for the latter increasing.
Impact: Potential loss of rough diamond sales,
leading to a negative impact on revenue, cash
flow, profitability and value.
Mitigation: While research underlines
consumers’ continued desire for natural
diamonds owing to their inherent value,
emotional connection and rarity, De Beers has a
comprehensive strategy to mitigate risk of both
the entry of undisclosed synthetics into the
pipeline and the potentially misleading
marketing of disclosed synthetics.
This risk has decreased since 2017
Risk appetite: Operating within
the limits of our appetite.
Commentary: We believe that
production of, and demand for,
disclosed gem synthetics over the
natural business has increased
owing to the factors described;
however, De Beers’ mitigation
strategies have matured over 2018
to enable us to respond to this
development.
In addition, measures to emphasise, protect
and enhance the inherent value of natural
diamonds include: increased marketing
investment, including through the Diamond
Producers Association, e.g. reasserting the
emotional symbolism of diamonds through
the Real is Rare campaign; investment in
blockchain to give consumers confidence
as to the natural provenance of a diamond;
investment in bespoke technology to readily
detect all synthetics; and the launch of
Lightbox™ to reinforce with consumers the
inherent difference between synthetic and
natural diamonds.
47
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT KEY PERFORMANCE INDICATORS
KEY PERFORMANCE
INDICATORS
PILLARS OF VALUE
STRATEGIC ELEMENT
KEY PERFORMANCE INDICATORS (KPIs)
2015
2016
2017
2018
Safety and health
2 Innovation
3 People
Work-related fatal injuries(1)
Target: Zero harm
Number of work-related fatal injuries
Total recordable case frequency rate (TRCFR)(1)(2)
Target: 15% year-on-year reduction
New cases of occupational disease (NCOD)(1)
Target: Year-on-year reduction
TRCFR
NCOD
Environment
2 Innovation
Energy consumption(1)
Target: 8% saving by 2020
Measured in million gigajoules (GJ)
Greenhouse gas (GHG) emissions(1)
Target: 22% saving by 2020
Measured in million tonnes of CO2 equivalent emissions
Total water withdrawals(1)
Target: 14% saving by 2020
Measured in million m3
Level 3-5 environmental incidents(1)
Target: Year-on-year reduction
Number of level 3-5 environmental incidents
Socio-political
2 Innovation
Social Way assessment scores(1)(3)
Target: Eliminate non-compliance
People
3 People
Production
1 Portfolio
2 Innovation
Voluntary labour turnover
Gender diversity
South Africa transformation
Production volumes
Cost
1 Portfolio
2 Innovation
Unit cost of production
Financial
1 Portfolio
2 Innovation
Attributable return on capital employed (ROCE)◊
Underlying earnings per share (EPS)◊
Attributable free cash flow◊
(1) Data relates to subsidiaries and joint operations over which Anglo American has management control. In 2018, data excludes De Beers’ joint operations in
Namibia and Botswana. Prior years’ data includes De Beers’ joint operations in Namibia and Botswana.
6
4.66
159
106
18.3
339
6
1
33
46
16
4
1.9
25
18
60
28.7
709
2,337
44.9
9.2
21.2
29.3
30.3
83
154
1,508
31
60
55
39
431
5
0.64
(982)
11
3.55
111
106
17.9
296
4
0
16
51
26
7
2.2
25
18
62
27.3
577
2,382
41.5
16.1
20.9
29.7
44.5
67
137
1,330
27
28
51
34
350
11
1.72
2.562
9
3.17
96
97
18.0
306
2
1
11
56
24
8
2.3
26
19
66
33.5
579
2,397
45.0
16.8
19.7
29.2
43.8
63
147
1,443
31
30
61
44
365
19
2.57
4,943
5
2.66
101
85
16.0
227
6
0
9
36
40
15
2.4
28
20
65
35.3
668
2,485
43.1
3.4
21.8
28.6
42.3
60
134
1,561
32
n/a
64
44
361
19
2.55
3,157
Serious non-compliance (%)
Moderate non-compliance (%)
Compliant (%)
Good practice (%)
Best practice (%)
Voluntary turnover expressed as % of total permanent employees
Women as a percentage of management (%)
Women as a percentage of total workforce (%)
Historically disadvantaged South Africans as a percentage of management (%)
De Beers – million carats
Copper – thousand tonnes(4)
Platinum – thousand ounces
Iron ore (Kumba) – million tonnes
Iron ore (Minas-Rio) – million tonnes (wet basis)
Metallurgical coal (Export coking and PCI) – million tonnes
Thermal coal (Export) – million tonnes
Nickel – thousand tonnes
De Beers – $/carat
Copper – C1 unit cost, c/lb
Platinum – $/ounce
Kumba – $/tonne
Iron Ore Brazil – $/tonne (wet basis)
Metallurgical Coal – $/tonne
Coal – South Africa – $/tonne
Nickel – C1 unit cost, c/lb
Group attributable ROCE◊ (%)
Group underlying EPS◊ ($)
Group attributable free cash flow◊ ($ million)
(2) The basis of calculation for TRCFR data has been changed. All comparatives have been restated accordingly. See page 206 for calculation methodology.
(3)
The 2016 and 2017 Social Way data does not include operations that were divested, closed, or for which sale agreements were concluded during the period.
Sites targeted for divestment were granted exemptions on selected requirements; these requirements were not assessed during 2017.
Includes production from AA Norte until the date of disposal (October 2015).
(4)
48
Anglo American plc Integrated Annual Report 2018 PILLARS OF VALUE
STRATEGIC ELEMENT
KEY PERFORMANCE INDICATORS (KPIs)
For full description and calculation methodology see pages 206-207
2015
2016
2017
2018
Safety and health
2 Innovation
Work-related fatal injuries(1)
Target: Zero harm
Number of work-related fatal injuries
3 People
Total recordable case frequency rate (TRCFR)(1)(2)
Target: 15% year-on-year reduction
New cases of occupational disease (NCOD)(1)
Target: Year-on-year reduction
TRCFR
NCOD
Environment
2 Innovation
Energy consumption(1)
Target: 8% saving by 2020
Measured in million gigajoules (GJ)
Greenhouse gas (GHG) emissions(1)
Target: 22% saving by 2020
Measured in million tonnes of CO2 equivalent emissions
Total water withdrawals(1)
Target: 14% saving by 2020
Measured in million m3
Level 3-5 environmental incidents(1)
Target: Year-on-year reduction
Number of level 3-5 environmental incidents
Socio-political
2 Innovation
Social Way assessment scores(1)(3)
Target: Eliminate non-compliance
People
3 People
Production
1 Portfolio
2 Innovation
Voluntary labour turnover
Gender diversity
South Africa transformation
Production volumes
Cost
1 Portfolio
2 Innovation
Unit cost of production
Financial
1 Portfolio
2 Innovation
Attributable return on capital employed (ROCE)◊
Underlying earnings per share (EPS)◊
Attributable free cash flow◊
Serious non-compliance (%)
Moderate non-compliance (%)
Compliant (%)
Good practice (%)
Best practice (%)
Voluntary turnover expressed as % of total permanent employees
Women as a percentage of management (%)
Women as a percentage of total workforce (%)
Historically disadvantaged South Africans as a percentage of management (%)
De Beers – million carats
Copper – thousand tonnes(4)
Platinum – thousand ounces
Iron ore (Kumba) – million tonnes
Iron ore (Minas-Rio) – million tonnes (wet basis)
Metallurgical coal (Export coking and PCI) – million tonnes
Thermal coal (Export) – million tonnes
Nickel – thousand tonnes
De Beers – $/carat
Copper – C1 unit cost, c/lb
Platinum – $/ounce
Kumba – $/tonne
Iron Ore Brazil – $/tonne (wet basis)
Metallurgical Coal – $/tonne
Coal – South Africa – $/tonne
Nickel – C1 unit cost, c/lb
Group attributable ROCE◊ (%)
Group underlying EPS◊ ($)
Group attributable free cash flow◊ ($ million)
6
4.66
159
106
18.3
339
6
1
33
46
16
4
1.9
25
18
60
28.7
709
2,337
44.9
9.2
21.2
29.3
30.3
83
154
1,508
31
60
55
39
431
5
0.64
(982)
11
3.55
111
106
17.9
296
4
0
16
51
26
7
2.2
25
18
62
27.3
577
2,382
41.5
16.1
20.9
29.7
44.5
67
137
1,330
27
28
51
34
350
11
1.72
2.562
9
3.17
96
97
18.0
306
2
1
11
56
24
8
2.3
26
19
66
33.5
579
2,397
45.0
16.8
19.7
29.2
43.8
63
147
1,443
31
30
61
44
365
19
2.57
4,943
5
2.66
101
85
16.0
227
6
0
9
36
40
15
2.4
28
20
65
35.3
668
2,485
43.1
3.4
21.8
28.6
42.3
60
134
1,561
32
n/a
64
44
361
19
2.55
3,157
49
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT GROUP FINANCIAL REVIEW
GROUP FINANCIAL
REVIEW
Anglo American’s profit attributable to
equity shareholders increased to $3.5 billion
(2017: $3.2 billion). Underlying earnings were
$3.2 billion (2017: $3.3 billion), while operating
profit was $6.1 billion (2017: $5.5 billion).
Group underlying EBITDA increased by 4% to $9.2 billion
(2017: $8.8 billion), benefiting from higher realised product
prices across the Group. Cost and volume improvements,
excluding the impact of the stoppage at Minas-Rio,
benefited underlying EBITDA by $0.4 billion.
The Group delivered a solid operational performance and
increased copper equivalent production by 6%, excluding
the impact of the stoppage at Minas-Rio. This was driven
by increases at: Copper, due to strong mine and plant
performance, as well as planned higher ore grades;
Metallurgical Coal, due to a record performance at
Moranbah and production growth at Grosvenor; De Beers,
as production increased in line with anticipated demand; and
our PGMs business, as production increases were delivered
from both Mogalakwena and Amandelbult. The improved
performance was partly offset by the impact of third party
rail constraints on iron ore production at Kumba, lower
volumes at the thermal coal operations in South Africa,
as operations transitioned between mining areas, and a
planned 40-day maintenance stoppage at Nickel’s
Barro Alto plant.
Group copper equivalent unit costs were in line with the
prior year in both local currency and US dollar terms, with
the impact of the Group’s ongoing cost and productivity
initiatives outweighing the effects of above CPI inflation.
Excluded from the Group copper equivalent result is the
impact of Minas-Rio suspending operations from March
2018, following the two pipeline leaks. The operations
resumed after the receipt of the appropriate regulatory
approvals on 20 December, following an extensive and
detailed technical inspection and the precautionary
replacement of certain sections of the pipeline. In addition,
on 21 December, a key regulatory approval relating to the
Minas-Rio Step 3 licence area was granted, providing
greater operational flexibility and access to higher grade
iron ore to support the increase of production towards the
full design capacity of 26.5 million tonnes per year.
Attributable ROCE was 19%, in line with the prior year.
Net debt (including related derivatives) of $2.8 billion was
$1.7 billion lower, driven by $3.2 billion of attributable free
cash flow, partly offset by the payment of dividends to
Group shareholders in 2018.
In line with the Group’s established dividend policy to pay
out 40% of underlying earnings, the Board has proposed a
dividend of 51 cents per share, bringing total dividends paid
and proposed for the year to $1.00 per share.
(1) The mining margin
represents the
Group’s underlying
EBITDA margin for
the mining business.
It excludes the impact
of PGMs’ purchase
of concentrate, third
party purchases
made by De Beers,
third party trading
activities performed
by Marketing, the
Eskom-tied
South African
domestic thermal
coal business and
reflects Debswana
accounting treatment
as a 50/50 joint
operation.
50
FINANCIAL PERFORMANCE
Financial performance
Underlying EBITDA◊ ($ billion)
Operating profit ($ billion)
Underlying earnings◊ ($ billion)
Profit for the financial year
attributable to equity shareholders
of the Company ($ billion)
Underlying earnings per share◊($)
Earnings per share ($)
Dividend per share ($)
Group attributable ROCE◊
2018
9.2
6.1
3.2
3.5
2.55
2.80
1.00
19%
2017
8.8
5.5
3.3
3.2
2.57
2.48
1.02
19%
UNDERLYING EBITDA◊
Group underlying EBITDA increased by 4% to $9.2 billion
(2017: $8.8 billion). The underlying EBITDA margin was
30% (2017: 31%), with the mining margin(1) increasing to
42% (2017: 40%). This was driven by strong prices across
the Group, particularly the PGM basket of metals, thermal
and metallurgical coal and nickel, as well as continued
productivity improvements and cost control across the
portfolio, that more than offset the impact of inflation across
the Group. A reconciliation of ‘Profit before net finance costs
and tax’, the closest equivalent IFRS measure to underlying
EBITDA, is provided within note 2 to the Consolidated
financial statements.
Underlying EBITDA◊ by segment
$ million
De Beers
Copper
PGMs
Iron Ore
Coal
Nickel and Manganese
Corporate and other
Total
2018
1,245
1,856
1,062
1,177
3,196
844
(219)
2017
1,435
1,508
866
1,828
2,868
610
(292)
9,161
8,823
Underlying EBITDA◊ reconciliation 2017–2018
$ billion
0.2
0.9
0.2
0.2
(0.4)
(0.6)
(0.2)
9.2
10
9
8
7
6
8.8
8.8
2017
Price
Forex
Inflation
Volu m e
Cash cost
Minas-Rio
2018
Other
Anglo American plc Integrated Annual Report 2018
The reconciliation of underlying EBITDA from $8.8 billion in
2017 to $9.2 billion in 2018 shows the controllable factors
(e.g. cost and volume), as well as those largely outside of
management control (e.g. price, foreign exchange and
inflation), that drive the Group’s performance.
Price
Average market prices for the Group’s basket of
commodities and products increased by 4%, contributing
$0.9 billion of improvement to underlying EBITDA. In our
Coal business, the realised price for South African thermal
export coal increased by 14%, while the realised price for
Australian hard coking coal increased by 4%. The price
achieved for the PGM basket of metals was 13% higher,
largely due to palladium and rhodium, which recorded price
increases of 17% and 101% respectively. The nickel realised
price increased by 24% compared with 2017.
Foreign exchange
The positive foreign exchange impact on underlying EBITDA
of $0.2 billion was largely due to revaluations of monetary
items on the balance sheet, resulting from the effect of
weaker producer closing currency rates.
Inflation
The Group’s weighted average CPI for the period was 4%,
in line with 2017. This was principally influenced by South
Africa, which saw local CPI of around 5%. The impact of
inflation on costs reduced underlying EBITDA by $0.4 billion.
Volume
Increased volumes across the portfolio benefited
underlying EBITDA by $0.2 billion, driven by an excellent
performance at Metallurgical Coal’s longwall operations and
strong mine and plant performance, coupled with planned
higher ore grades, at Copper. This was partly offset by
Kumba, which was affected by third party rail constraints
and a scheduled refurbishment of the shiploader at
Saldanha Port, and by lower sales volumes at De Beers,
reflecting the higher proportion of lower value diamonds
sold in 2017.
Cost
The Group’s cost improvements benefited underlying
EBITDA by $0.2 billion, with cost saving initiatives across the
Group and unit cost reductions at Copper outweighing the
effects of above CPI inflationary pressure on the mining
industry related largely to higher oil and electricity prices.
Minas-Rio
The negative impact on the Group’s underlying EBITDA
from the suspension of operations at Minas-Rio from
March to December was $0.6 billion, compared to 2017.
Production decreased to 3.4 Mt (2017: 16.8 Mt).
UNDERLYING EARNINGS◊
Profit for the year increased by 8% to $4.4 billion
(2017: $4.1 billion). Group underlying earnings were
marginally lower at $3.2 billion (2017: $3.3 billion), as a
result of increased depreciation and amortisation charges,
offset by the 4% increase in underlying EBITDA.
Reconciliation from underlying EBITDA◊
to underlying earnings◊
$ million
Underlying EBITDA◊
2018
9,161
2017
8,823
Depreciation and amortisation
(2,784)
(2,576)
Net finance costs and
income tax expense
Non-controlling interests
Underlying earnings◊
(2,265)
(2,223)
(875)
3,237
(752)
3,272
Depreciation and amortisation
Depreciation and amortisation increased to $2.8 billion
(2017: $2.6 billion), owing to higher sustaining capital
expenditure, increased production at Moranbah and
Grosvenor and stronger average local currencies.
Net finance costs and income tax expense
Net finance costs, before special items and
remeasurements, were $0.4 billion (2017: $0.5 billion).
Increases in LIBOR were offset by lower average
borrowings during the year resulting from a 24%
reduction in gross debt.
The underlying effective tax rate was 31.3% (2017: 29.7%).
The effective tax rate in 2018 benefited from the release of
a deferred tax liability balance in Chile, partially offset by the
impact of the relative levels of profits arising in the Group’s
operating jurisdictions. In future periods, it is expected
that the underlying effective tax rate will remain above the
UK statutory tax rate. The tax charge for the year, before
special items and remeasurements, was $1.5 billion
(2017: $1.3 billion).
Non-controlling interests
The share of underlying earnings attributable to non-
controlling interests of $0.9 billion (2017: $0.8 billion)
principally relates to minority shareholdings in Kumba,
Copper and PGMs.
SPECIAL ITEMS AND REMEASUREMENTS
Special items and remeasurements show a net gain of
$0.3 billion (2017: net charge of $0.1 billion) and included
impairment reversals of $1.1 billion at Moranbah-Grosvenor
and Capcoal (Metallurgical Coal), partially offset by the
write-off of assets in De Beers’ South African operations of
$0.1 billion following the decision to close Voorspoed; the
write-down to fair value of PGMs’ investment in Bafokeng
Rasimone Platinum Mine of $0.1 billion and a loss on
disposal of $0.1 billion relating to Union; as well as losses
arising on bond buybacks completed in the year (Corporate
and other) of $0.1 billion.
Full details of the special items and remeasurements
recorded are included in note 8 to the Consolidated
financial statements.
51
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT GROUP FINANCIAL REVIEW
Net debt◊
$ million
2018
2017
Opening net debt◊ at 1 January
(4,501)
(8,487)
Underlying EBITDA◊ from subsidiaries and joint operations
Working capital movements
Other cash flows from operations
Cash flows from operations
Capital expenditure◊
Cash tax paid
Dividends from associates, joint ventures and financial asset investments
Net interest(1)
Dividends paid to non-controlling interests
Attributable free cash flow◊
Dividends to Anglo American plc shareholders
Disposals
Foreign exchange and fair value movements
Other net debt movements(2)
Total movement in net debt◊(3)
Closing net debt◊at 31 December
7,827
(30)
(15)
7,782
(2,818)
(1,393)
738
(315)
(837)
3,157
(1,291)
193
(248)
(158)
7,632
879
(136)
8,375
(2,150)
(843)
517
(355)
(601)
4,943
(618)
52
135
(526)
1,653
(2,848)
3,986
(4,501)
(1) Includes cash outflows of $41 million (2017: inflows of $22 million), relating to interest payments on derivatives hedging net debt,
which are included in cash flows from derivatives related to financing activities.
(2) Principally made up of the purchase of shares for employee share schemes and losses recognised on bond buybacks,
offset in 2018 by inflows related to the change in ownership interest in Quellaveco.
(3) Net debt excludes the own credit risk fair value adjustment on derivatives of $15 million (2017: $9 million).
CASH FLOW
NET DEBT◊
Net debt (including related derivatives) of $2.8 billion
decreased by $1.7 billion, representing gearing of 9%
(2017: 13%). Net debt at 31 December 2018 comprised
cash and cash equivalents of $6.5 billion (2017: $7.8 billion)
and gross debt, including related derivatives, of $9.4 billion
(2017: $12.3 billion). The reduction in net debt was driven
by $3.2 billion of attributable free cash flow, partly offset by
the payment of dividends to Group shareholders in 2018
(dividend payments resumed in the second half of 2017).
During the year, there were inflows of $0.9 billion related to
the change in ownership interest in Quellaveco; this inflow
is being used to fund capital expenditure at the project, with
$0.5 billion remaining at 31 December 2018.
BALANCE SHEET
Net assets of the Group increased to $29.8 billion
(2017: $28.9 billion) as the profit for the year more
than offset the effects of foreign exchange on
operating assets denominated in local currency, and
dividend payments to Company shareholders and
non-controlling interests. Sustaining capital expenditure
of $2.5 billion was offset by depreciation and amortisation
of $2.7 billion.
Cash flows from operations
Cash flows from operations decreased to $7.8 billion
(2017: $8.4 billion). An increase in underlying EBITDA
from subsidiaries and joint operations was offset by lower
working capital movements. In 2017, working capital
movements included operating payable inflows from
transactions in PGMs that were not repeated in 2018.
Cash outflows on operating working capital were $30 million
(2017: inflows of $879 million), driven mainly by an increase
in inventories at PGMs resulting from refining capacity
constraints due to maintenance work on the processing
assets, and at Kumba owing to third party rail constraints.
These were offset by operating payables inflows across
the Group.
Attributable free cash flow◊
The Group generated attributable free cash flow of
$3.2 billion (2017: $4.9 billion). Cash flows from operations
of $7.8 billion were offset by increased sustaining capital
expenditure of $2.5 billion (2017: $2.1 billion), driven by
stronger local currencies, planned additional stay-in-business
capital expenditure and increased capitalised development
and stripping expenditure. In addition, there were higher tax
payments at Metallurgical Coal and Copper and an increase
in dividend payments to minority shareholders.
Dividends
In line with the Group’s established dividend policy to pay
out 40% of underlying earnings, the Board has proposed
a dividend of 51 cents per share, equivalent to $660 million,
bringing the total dividends paid and proposed for the year
to $1.00 per share (2017: $1.02 per share).
52
Anglo American plc Integrated Annual Report 2018 ATTRIBUTABLE ROCE◊
Attributable ROCE was in line with the prior year at
19%. Attributable underlying EBIT was $5.2 billion
(2017: $5.1 billion), reflecting higher prices, improved
sales volumes at Metallurgical Coal and Copper and the
continued delivery of cost-efficiency programmes across
the Group, offset by inflation and the Minas-Rio production
stoppage. Average attributable capital employed was
constant at $27.4 billion owing to capital expenditure being
largely offset by depreciation and amortisation.
LIQUIDITY AND FUNDING
The Group’s liquidity remains conservative at $13.9 billion
(2017: $16.8 billion), made up of $6.5 billion of cash
(2017: $7.8 billion) and $7.3 billion of undrawn committed
facilities (2017: $9.0 billion). The reduction in Group liquidity,
in line with our strategy of lowering the cost of the overall
capital structure, was driven primarily by a continued focus
on debt reduction and the refinancing of a number of credit
facilities outlined in the transactions below. These were
partially offset by strong positive attributable free cash flow.
In March 2018, the Group completed the repurchase of
$1.5 billion (including the cost of unwinding associated
derivatives) of US- and Euro-denominated bonds with
maturities from April 2019 to April 2021. The Group also
issued a $0.7 billion 10-year bond in the US bond markets.
In May 2018, the Group completed the repurchase of
$0.6 billion (including the cost of unwinding associated
derivatives) of US-denominated bonds with maturities
between May 2020 and September 2020.
These transactions, as well as $1.3 billion of bond maturities
during 2018, have reduced short term refinancing
requirements, increased the weighted average maturity
of outstanding bonds by approximately one year to 5.0 years
and reduced gross debt.
In March 2018, the Group replaced a number of credit
facilities maturing between March 2019 and March 2020,
with a total value of $5.4 billion, with a $4.5 billion credit
facility maturing in March 2023.
Bond maturity profile
$ billion
1.9
1.3
0.5
1.1
1.0
1.4
1.4
0.8
0.5
0.8
0.4
0.7
0.7
2018 2019 2020
2021
2022
2023
2024
2025 2026
2027
2028
Matured in 2018
Early redemption in 2018
New issuances in 2018
Existing bonds
53
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT DE BEERS
DE BEERS
Anglo American owns 85% of De Beers, the world’s leading diamond company.
The balance of 15% of De Beers is owned by the government of the Republic of
Botswana. De Beers operates across all key parts of the diamond value chain,
including exploration, production, sorting, valuing and selling of rough diamonds,
and the marketing and retailing of polished diamond jewellery.
HIGHLIGHTS
STRATEGIC FOCUS
Bruce Cleaver
CEO
De Beers
$6.1 billion
4% revenue growth
$60/carat
5% reduction in unit costs
>2,400 outlets
Forevermark™ available globally in more than
2,400 retail outlets
• Continue to support consumer demand for natural
diamonds through:
– Enhancement of the De Beers consumer-facing brands
– Leading participant in the Diamond Producers
Association’s marketing initiatives
– Work with rough-diamond customers to meet the
evolving needs of retailers and consumers
– Enhance innovation across all areas of the diamond
value chain
• Stabilise and optimise existing assets through enhanced
use of technology and data
• Secure an industry-wide ethical supply chain, from mine
to finger, through investment in artificial intelligence and
blockchain technology.
CANADA
BOTSWANA AND NAMIBIA
1
1
2
Gahcho Kué
Victor
SOUTH AFRICA
2
1
BOTSWANA
1
1
2
2
3
3
4
4
Jwaneng
Orapa(1)
Damtshaa(1)
Letlhakane(1)
NAMIBIA
5
5
6
Namdeb(2)
Debmarine Namibia
6
5
2
4
3
1
(1) All managed as one operation, the ‘Orapa regime’.
(2)
Includes Elizabeth Bay, Midwater, Mining Area 1 and Orange River operations.
1 Venetia
54
Anglo American plc Integrated Annual Report 2018 Financial and operational metrics(1)
De Beers
Prior year
Botswana (Debswana)
Prior year
Namibia (Namdeb Holdings)
Prior year
South Africa (DBCM)
Prior year
Canada(7)
Prior year
Trading
Prior year
Other(8)
Prior year
Production
volume
(’000 cts)
Sales
volume
(’000 cts)(2)
Price
($/ct)(3)
Unit cost◊
($/ct)(4)
Group
revenue◊
($m)(5)
Underlying
EBITDA◊
($m)
Underlying
EBITDA
margin
Underlying
EBIT◊
($m)
Capex◊
($m)(6)
ROCE◊
35,297
33,454
24,132
22,684
2,008
1,805
4,682
5,208
4,475
3,757
–
–
–
–
31,656
32,455
–
–
–
–
–
–
–
–
–
–
–
–
171
162
155
159
550
539
109
129
144
235
–
–
–
–
60
63
28
28
274
257
54
62
52
57
–
–
–
–
6,082
5,841
–
–
–
–
–
–
–
–
–
–
–
–
1,245
1,435
495
484
176
176
163
267
231
205
413
449
(233)
(146)
20%
25%
–
–
–
–
–
–
–
–
–
–
–
–
694
873
441
447
140
146
58
119
78
58
407
443
(430)
(340)
417
273
97
86
38
33
177
114
127
(5)
2
1
(24)
44
8%
9%
–
–
–
–
–
–
–
–
–
–
–
–
(1)
Prepared on a consolidated accounting basis, except for production, which is stated on a 100% basis except for the Gahcho Kué joint operation in Canada, which is on an attributable 51% basis.
(2) Sales volumes are consolidated sales volumes and exclude pre-commercial production sales volumes from Gahcho Kué in 2017. Total sales volumes (100%), which are comparable to production,
were 33.7 million carats (2017: 35.1 million carats). Total sales volumes (100%) include De Beers Group’s joint arrangement partners 50% proportionate share of sales to entities outside De Beers Group
from Diamond Trading Company Botswana and Namibia Diamond Trading Company and, in 2017, include pre-commercial production sales volumes from Gahcho Kué.
(3) Pricing for the mining business units is based on 100% selling value post-aggregation of goods. The De Beers realised price includes the price impact of the sale of non-equity product and, as a result,
is not directly comparable to De Beers unit costs, which relate to equity production only.
(4) Unit cost is based on consolidated production and operating costs, excluding depreciation and operating special items, divided by carats recovered.
(5)
Includes rough diamond sales of $5.4 billion (2017: $5.2 billion).
In 2018, includes the acquisition of Peregrine Diamonds Limited for a consideration of $87 million. In 2017, includes pre-commercial production capitalised operating cash inflows from Gahcho Kué.
In 2017, price excludes Gahcho Kué contribution from sales related to pre-commercial production, which were capitalised in the first half of 2017. Unit costs include Gahcho Kué contribution following
achievement of commercial production on 2 March 2017.
(6)
(7)
(8) Other includes Element Six, downstream, acquisition accounting adjustments and corporate.
FINANCIAL AND OPERATIONAL OVERVIEW
MARKETS
Total revenue increased by 4% to $6.1 billion
(2017: $5.8 billion), with rough diamond sales increasing
by 4% to $5.4 billion (2017: $5.2 billion), driven by improved
overall consumer demand for diamond jewellery and a 1%
increase in the average rough diamond price index. The
average realised price increased by 6% to $171/carat
(2017: $162/carat), reflecting the lower proportion of lower
value rough diamonds being sold in the second half, which
resulted in a 2% decrease in consolidated sales volumes to
31.7 million carats (2017: 32.5 million carats). Other revenue
also increased owing to improved ‘high end’ jewellery sales
at De Beers Jewellers (consolidated for a full year in 2018,
compared with nine months in 2017), partly offset by a 5%
decrease in Element Six revenue due to a reduction in sales
to the oil and gas market.
Underlying EBITDA decreased by 13% to $1,245 million
(2017: $1,435 million). While unit costs and upstream
profit margins were maintained, De Beers undertook
incremental expenditure on a number of new initiatives,
including the launch of Lightbox Jewelry (Lightbox™),
Tracr™ and Gemfair™, as well as increasing expenditure
in marketing, exploration and evaluation in Canada and
increasing provisions in respect of closure obligations.
Margins in the trading business were lower owing to volatile
market conditions, and the margin at Element Six decreased
as a result of lower sales to the oil and gas market.
Preliminary data for 2018 indicates an improvement in
global consumer demand for diamond jewellery, in US dollar
terms. Global growth during the first half of the year was
driven by solid US and Chinese consumer demand. However,
during the second half, while the US maintained its growth
rate, increased political and policy uncertainty and stock
exchange volatility led to a general slowdown of demand.
Chinese demand also slowed following the escalation in
US-China trade tensions, slower economic growth and
stock market volatility. In India, the significant depreciation
of the rupee reduced local demand in US dollar terms.
The midstream started the year on a positive note due
to healthy demand for polished diamonds from US and
Chinese retailers. However, in the second half, the
low-priced product segment came under considerable
pressure due to weak demand and surplus availability, the
rapid depreciation of the rupee and a reduction in bank
financing in the midstream. This resulted in a surplus of
low-priced polished diamonds at the end of the year, leading
to lower sales at the start of 2019.
For more information, refer to the Marketplace review section
See pages 14-15
55
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT DE BEERS
OPERATIONAL PERFORMANCE
OPERATIONAL OUTLOOK
Although current economic forecasts remain positive,
the outlook for 2019 global diamond jewellery consumer
demand faces a number of headwinds, including the risk of
a potential intensification of US-China trade tensions, the
Chinese government’s ability to rebalance economic growth
towards consumption, and further exchange rate volatility.
Production in 2019 is expected to be in the range of
31-33 million carats, subject to trading conditions. The
lower production is driven by the planned process of exiting
from the Venetia open pit, with the underground operation
becoming the principal source of ore from 2023. Associated
with this, an increased proportion of production in 2019 is
expected to come from De Beers Group’s joint arrangement
partners, a proportion of which generates a trading margin
which is lower than the mining margin generated from
own-mined production.
Mining and manufacturing
Rough diamond production increased by 6% to 35.3 million
carats (2017: 33.5 million carats), which was in the lower half
of the production guidance range of 35-36 million carats.
In Botswana (Debswana), production increased by 6% to
24.1 million carats (2017: 22.7 million carats). Production at
Jwaneng was flat, as the effect of processing planned lower
grades was offset by a 12% increase in plant throughput. At
Orapa, a 13% increase in output was driven by higher plant
utilisation and the full effect of the successful restart of the
Damtshaa operation.
In Namibia (Namdeb Holdings), production increased
by 11% to 2.0 million carats (2017: 1.8 million carats).
Production from the marine operation increased by 4%,
driven by fewer in-port days for the Mafuta crawler vessel
and the adoption of a technology-led approach for
optimising the performance of the drill fleet. Production at
the land operations increased by 34% to 0.6 million carats
(2017: 0.4 million carats) as a result of access to consistently
higher grades, despite placing Elizabeth Bay onto care and
maintenance in December.
In South Africa (DBCM), production decreased by 10%
to 4.7 million carats (2017: 5.2 million carats), owing to a
period of suspended production at Venetia following a
fatal incident, as well as lower run-of-mine ore grades
experienced as the mine approaches the end of the open
pit. Output was also affected by the placing of Voorspoed
onto care and maintenance in the fourth quarter in
preparation for closure.
In Canada, production increased by 19% to 4.5 million
carats (2017: 3.8 million carats) due to the full year
contribution from Gahcho Kué, which entered commercial
production in March 2017, and higher grades at Victor.
Victor is due to cease production in the first half of 2019,
when the open pit is expected to have been depleted.
Brands
Significant progress was made across the De Beers Group
brands in 2018. De Beers Jewellers opened new stores in
Hong Kong and in Xi’an, China, and launched new franchise
partnerships in Russia and Saudi Arabia. In May, De Beers
Jewellers also launched a new online store in partnership
with Farfetch, a global marketplace for the luxury industry
with a presence in 100 countries.
Forevermark™ is now available in more than 2,400 retail
outlets globally. New launches took place in Indonesia,
Nepal, Bangladesh, Germany and France, as well
as the opening of its first stand-alone store in Africa,
in Botswana. In the year the brand celebrated its
10th anniversary, it launched a new retail concept,
Libert’aime™, by Forevermark™.
De Beers Group launched a number of new initiatives in
2018. Lightbox™, a laboratory-grown diamond fashion
jewellery brand, was launched in the US and recorded
its first sales in September. Tracr™, De Beers Group’s
blockchain project, was announced in January 2018.
GemFair™, an industry-wide pilot programme to
create a secure and transparent route to market for
ethically sourced artisanal and small-scale mined
diamonds, was launched in April, with the first export
of diamonds in December.
56
Anglo American plc Integrated Annual Report 2018 STRATEGIC REPORT COPPER
COPPER
In Chile, we have interests in two major copper operations: a 50.1% interest in
the Los Bronces mine, which we manage and operate, and a 44% share in the
Collahuasi mine; we also manage and operate the El Soldado mine and Chagres
smelter, where we have a 50.1% interest in each. In Peru, we have a 60% interest
in the Quellaveco project (approved for development in 2018).
STRATEGIC FOCUS
• Successful development of the Quellaveco copper project.
On track for delivery in 2022
• Continued focus on productivity improvements and
cost reductions at Los Bronces
• Completion of pre-feasibility study for the
Los Bronces Underground project
• Further plant improvements at Collahuasi, including
the replacement of the second ball mill stator motor
at Line 3 (responsible for around 60% of plant throughput)
during the first half of 2019.
Hennie Faul
CEO
Copper
Tom McCulley
CEO
Anglo American Peru
Duncan Wanblad
CEO
Base Metals
HIGHLIGHTS
23%
increase in underlying EBITDA
$1.9 billion
underlying EBITDA
15%
increase in production to 668,300 tonnes
CHILE AND PERU
KEY
Mining operations
Smelter
Projects
5
1
3
14
2
1 Collahuasi
2 Los Bronces
3 El Soldado
4 Chagres
5 Quellaveco
57
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT COPPER
Financial and operational metrics
Copper
Prior year
Los Bronces
Prior year
Collahuasi(5)
Prior year
Quellaveco(6)
Prior year
Other operations
Prior year
Projects and corporate
Prior year
Production
volume
(kt)
Sales
volume
(kt)(1)
Realised
price
(c/lb)
Unit
cost◊
(c/lb)(2)
Group
revenue◊
($m)(3)
Underlying
EBITDA◊
($m)
Underlying
EBITDA
margin(4)
Underlying
EBIT◊
($m)
Capex◊
($m)
668
579
370
308
246
231
–
–
53
40
–
–
672
580
376
307
243
232
–
–
53
41
–
–
283
290
–
–
–
–
–
–
–
–
–
–
134
147
145
169
105
113
–
–
–
–
–
–
5,168
4,233
2,175
1,839
1,460
1,314
–
–
1,533
1,080
–
–
1,856
1,508
969
737
960
806
–
–
82
76
(155)
(111)
48%
41%
45%
40%
66%
61%
–
–
26%
16%
–
–
1,234
923
625
401
736
594
–
–
28
39
(155)
(111)
703
665
217
245
295
243
131
128
60
49
–
–
ROCE◊
22%
16%
–
–
–
–
–
–
–
–
–
–
(1) Excludes 178 kt third party sales (2017: 111 kt).
(2) C1 unit cost includes by-product credits.
(3) Revenue is shown after deduction of treatment and refining charges (TC/RCs).
(4) Excludes impact of third party sales.
(5) 44% share of Collahuasi production, sales and financials.
(6) Capex is presented on an attributable basis after deducting direct funding from non-controlling interests. FY 2018 capex, on a 100% basis, was $505 million. $187 million was spent prior to project approval on
26 July, of which the Group funded $131 million and Mitsubishi funded $56 million. A further $318 million was spent post-approval, of which the Group’s 60% share was funded from the Mitsubishi syndication
transaction and hence is not included in reported capex.
FINANCIAL AND OPERATIONAL OVERVIEW
OPERATIONAL PERFORMANCE
Underlying EBITDA increased by 23% to $1,856 million
(2017: $1,508 million), driven by higher production and
lower unit costs across all operations. Unit costs decreased
by 9% to 134 c/lb (2017: 147 c/lb), the lowest since 2010,
as a result of increased production and continued
sustainable cost savings at all operations that fully offset
the impact of inflation. Production increased by 15% to
668,300 tonnes (2017: 579,300 tonnes). At 31 December
2018, 179,100 tonnes of copper were provisionally priced
at an average price of 271 c/lb.
MARKETS
Average market price (c/lb)
Average realised price (c/lb)
2018
296
283
2017
280
290
The differences between market price and realised price
are largely a function of the timing of sales across the year
and provisional pricing adjustments.
The average LME cash copper price was 6% higher,
though spot prices closed the year 17% lower, despite
falling exchange inventories. Prices weakened notably
from mid-year as trade frictions between the US and
China escalated. Furthermore, China’s efforts to rein in
shadow financing resulted in tighter liquidity, slowing
growth across key copper-consuming sectors. Reflecting
such developments, funds generally showed a lack of risk
appetite through the year.
For more information, refer to the Marketplace review section
See pages 14-15
At Los Bronces, production increased by 20% to
369,500 tonnes (2017: 308,300 tonnes) owing to strong
mine and plant performance, as well as planned higher
grades (0.76% vs. 2017: 0.71%). C1 unit costs decreased
by 14% to 145 c/lb (2017: 169 c/lb) reflecting the strong
operational performance and higher by-product credits
(primarily molybdenum).
At Collahuasi, Anglo American’s attributable share of
copper production was 246,000 tonnes, an increase of
7% (2017: 230,500 tonnes), representing another record
year of copper in concentrate production for the operation.
Production benefited from strong plant performance
following the successful completion of planned major
maintenance of Line 3 (responsible for 60% of plant
throughput), the installation of 24 new flotation cells
during the first half of the year and planned higher grades
(1.29% vs. 2017: 1.25%). C1 unit costs decreased by 7% to
105 c/lb (2017: 113 c/lb), reflecting the strong production
performance, additional stripping credits and higher
by-product credits.
Production at El Soldado increased by 30% to 52,700
tonnes (2017: 40,500 tonnes), owing largely to the
temporary suspension of mine operations during the first
half of 2017, which resulted in 6,000 tonnes of lost output,
and planned higher ore grade (0.85% vs. 2017: 0.69%).
C1 unit costs decreased by 12% to 206 c/lb (2017: 233 c/lb).
58
Anglo American plc Integrated Annual Report 2018 QUELLAVECO UPDATE
Project approval and syndication
In July 2018, the Board approved the development of
the Quellaveco copper project in Peru, with an expected
capital cost of $5.0-$5.3 billion. At the same time, and
aligned with the Group’s disciplined approach to capital
allocation, agreement was reached with Mitsubishi to
increase its interest in Anglo American Quellaveco S.A.
(AAQSA) from 18.1% to 40% via the issuance of new
shares. Mitsubishi subscribed $500 million in upfront
consideration and an additional $351 million to fund its
initial share of capital expenditure, resulting in a total cash
subscription of $851 million. The Group will receive up to
a further $100 million in net payments(1) from AAQSA
conditional on the achievement of certain prescribed
throughput rates. As a result of the syndication transaction,
the Group’s share of capital expenditure to develop
Quellaveco is $2.5-$2.7 billion.
Project update
Project execution is on track, benefiting from early works
completed during the feasibility study stage. All major
permits are in place. In line with plan, the diversion of the
Asana river was successfully completed in early December,
the first major milestone of the project. Engineering,
contracting and procurement are well advanced, with
earthworks also meaningfully progressed. The full
complement of accommodation required for workers
will be available during the first half of 2019.
The priority in 2019 is to continue progressing earthworks
and start concrete works at the plant site. First production
is due in 2022, with the ramp-up complete in 2023. The
project will deliver around 300,000 tonnes per annum
of copper equivalent production on average in the first
10 years of operation.
Total capital expenditure funded by the Group in 2018 was
$131 million, representing the Group’s attributable share
prior to project approval in July. Post-approval, capital
expenditure (on a 100% basis) was $318 million, of which
the Group’s 60% share was funded from the syndication
transaction with Mitsubishi described above.
OPERATIONAL OUTLOOK
Production guidance for 2019 is 630,000-660,000 tonnes.
(1) The payment, by
way of preference
dividend, will be
grossed up to take
account of the Group
shareholding in
AAQSA.
59
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT PLATINUM GROUP METALS
PLATINUM GROUP METALS (PGMs)
Anglo American is a leading producer of platinum group metals. The majority
of our operations are located in the Bushveld Complex in South Africa; we also
own and operate Unki mine on the Great Dyke formation in Zimbabwe.
Chris Griffith
CEO
Platinum Group Metals
HIGHLIGHTS
23%
increase in underlying EBITDA
$1.1 billion
underlying EBITDA
15%
return on capital employed
STRATEGIC FOCUS
• Market development – continue to facilitate the
development of the PGM market to increase demand
• Delivering operational excellence – execute a focused
programme of initiatives to deliver and exceed
on world benchmark performance (P101) across key
assets and equipment
• Investing in the portfolio of assets – focused investment
in fast payback/high returning projects, and finalise the
project studies for Mogalakwena and Der Brochen.
SOUTH AFRICA: BUSHVELD COMPLEX(1)
SOUTH AFRICA AND ZIMBABWE
2
1
1 Mogalakwena
2 Amandelbult
3 Kroondal
4 Mototolo
5 Modikwa
1
2
3
JOHANNESBURG
(1) Excludes Twickenham and Bokoni, which were placed onto care
and maintenance in 2016 and 2017, respectively. Also excludes
Bafokeng Rasimone Platinum Mine, reflecting the sale concluded
in December 2018.
5
4
SOUTH AFRICA
1 Bushveld Complex
ZIMBABWE
2 Unki
60
Anglo American plc Integrated Annual Report 2018 Financial and operational metrics
Production
volume
platinum
Production
volume
palladium
Sales
volume
platinum
(koz)(1)
(koz)(1)
(koz)(2)
Basket
price
($/Pt oz)(3)
Unit cost◊
($/Pt oz)(4)
Group
revenue◊
($m)
Underlying
EBITDA◊
($m)
Underlying
EBITDA
margin(5)
Underlying
EBIT◊
($m)
Capex◊
($m)
ROCE◊
PGMs
Prior year
Mogalakwena
Prior year
Amandelbult
Prior year
Other operations(6)
Prior year
Purchase of concentrate(7)
Prior year
Projects and corporate
Prior year
2,485
2,397
495
464
443
438
386
474
1,161
1,021
–
–
1,611
1,557
541
509
205
202
268
297
597
549
–
–
2,424
2,505
492
467
445
459
367
497
1,120
1,082
–
–
2,219
1,966
2,759
2,590
2,222
1,868
–
–
–
–
–
–
1,561
1,443
1,398
1,179
1,717
1,596
–
–
–
–
–
–
5,680
5,078
1,367
1,211
996
858
1,100
1,125
2,217
1,884
–
–
1,062
866
623
578
153
88
132
83
218
173
(64)
(56)
29%
26%
46%
48%
15%
10%
12%
7%
10%
9%
–
–
705
512
478
448
96
34
9
(59)
186
145
(64)
(56)
496
355
210
151
74
34
212
170
–
–
–
–
15%
10%
–
–
–
–
–
–
–
–
–
–
(1) Production disclosure reflects own-mined production and purchase of metal in concentrate.
(2) Sales volumes exclude the sale of refined metal purchased from third parties.
(3) Average US$ realised basket price. Excludes the impact of the sale of refined metal purchased from third parties.
(4) Total cash operating costs – includes on-mine, smelting and refining costs only.
(5) Underlying EBITDA margins exclude the impact of the sale of refined metal purchased from third parties. In addition, the total PGMs margin excludes purchase of concentrate.
(6)
Includes Unki, Union (prior to disposal), Mototolo (post-acquisition), PGMs’ share of joint operations and revenue from trading activities.
(7) Purchase of concentrate from joint operations, associates and third parties for processing into refined metals.
FINANCIAL AND OPERATIONAL OVERVIEW
OPERATIONAL PERFORMANCE
Underlying EBITDA increased by 23% to $1,062 million
(2017: $866 million), largely as a result of a 13% increase
in the basket price driven by stronger prices for palladium,
rhodium, ruthenium and nickel. Unit costs increased by
8% to $1,561/ounce (2017: $1,443/ounce) due to the
impact of inflation and a change in mine plan at
Mogalakwena leading to an increase in waste mined
and a reduction in ore stockpiled.
MARKETS
Average platinum market price ($/oz)
Average palladium market price ($/oz)
Average rhodium market price ($/oz)
Average gold market price ($/oz)
US$ realised basket price ($/Pt oz)
Rand realised basket price (R/Pt oz)
2018
880
1,029
2,214
1,269
2,219
29,601
2017
950
871
1,097
1,258
1,966
26,213
Strong prices for palladium, rhodium and the minor
platinum group metals outweighed a 7% decline in the
platinum price during 2018, with the basket price climbing
by 13% in dollar terms as a result. The platinum price
was driven lower, primarily by a decline in the share of
diesel engines in the European car sector. Despite
disappointing global car sales, tighter global emissions
regulation supported the prices of palladium and rhodium,
with their average price for the year increasing by 18%
and 102% respectively.
For more information, refer to the Marketplace review section
See pages 14-15
Total platinum production (metal in concentrate) increased
by 4% to 2,484,700 ounces (2017: 2,397,400 ounces), while
total palladium output was 3% higher at 1,610,800 ounces
(2017: 1,557,400 ounces).
Own-mined production
Own-mined production is inclusive of ounces from
Mogalakwena, Amandelbult, Unki, Union (prior to its
disposal on 1 February 2018), and 50% of joint operation
production, with 100% of Mototolo from 1 November 2018,
following the completion of the acquisition of the remaining
50% on this date.
Own-mined platinum production decreased by 4% to
1,323,600 ounces (2017: 1,376,200 ounces), while
palladium production increased marginally to
1,013,500 ounces (2017: 1,008,700 ounces). Excluding
Union, own-mined platinum production increased by
7% to 1,312,000 ounces (2017: 1,221,700 ounces) and
palladium production increased by 8% to 1,008,300 ounces
(2017: 937,300 ounces) on the back of a strong operational
performance across the portfolio.
Mogalakwena’s platinum production increased by 7% to
495,100 ounces (2017: 463,800 ounces), and palladium
production increased by 6% to 540,900 ounces
(2017: 508,900 ounces) through mining a higher grade
area as planned, as well as optimisation of the primary
mill at the North concentrator plant which led to improved
throughput and metal recovery.
At Amandelbult, platinum production increased by
1% to 442,700 ounces (2017: 438,000 ounces),
and palladium output by 1% to 205,100 ounces
(2017: 202,500 ounces) as increased underground
production was delivered to the concentrator, primarily
from Dishaba’s underground operations. Dishaba
mine development work led to a 7% increase in
immediately stope-able reserves.
61
Strategic reportAnglo American plc Integrated Annual Report 2018
OPERATIONAL OUTLOOK
From 1 January 2019, Sibanye 4E(1) material is no longer
purchased as concentrate, but toll-treated, with the refined
metal returned to Sibanye. As a result, platinum production
(metal in concentrate) for 2019 is expected to be lower
than for 2018 at 2.0-2.1 million ounces. Palladium
production (metal in concentrate) for 2019 is expected to
be 1.3-1.4 million ounces.
STRATEGIC REPORT PLATINUM GROUP METALS
Platinum production from other operations decreased
by 19% to 385,800 ounces (2017: 474,400 ounces)
and palladium production by 10% to 267,600 ounces
(2017: 297,300 ounces), driven by the sale of Union mine
to Siyanda Resources (Siyanda) on 1 February 2018, from
which date Union production was purchased as concentrate.
Excluding Union, platinum production from other
operations increased by 17%, driven by PGMs’ share of
platinum production from joint operations increasing by
10% to 270,800 ounces (2017: 245,300 ounces) and
its share of palladium production increasing by 9% to
176,000 ounces (2017: 161,500 ounces), as well as
the acquisition of the remaining 50% of Mototolo on
1 November 2018.
Purchase of concentrate
Purchase of concentrate increased by 14% and 9% for
platinum and palladium respectively. The inclusion of
concentrate from Union following the sale to Siyanda was
partly offset by the removal of unprofitable ounces following
the closure of Bokoni, which was placed onto care and
maintenance in 2017.
Refined production
Refined platinum production decreased by 4% to
2,402,400 ounces (2017: 2,511,900 ounces), while refined
palladium output decreased by 10% to 1,501,800 ounces
(2017: 1,668,500 ounces). The reduction was primarily
attributable to the planned rebuild of Mortimer smelter in
the second quarter of 2018; the partial rebuild at Polokwane
smelter which was completed during the second half of the
year; commissioning of the Unki smelter in the third quarter;
and maintenance work on other processing assets, which
collectively resulted in a build-up of work-in-progress
inventory. Furthermore, 2017 refined production included
130,000 platinum ounces (and associated PGMs) that
were toll-refined by a third party following the Waterval
Furnace 1 run-out in 2016. It is expected that the build-up
of work-in-progress inventory will be processed in full
during 2019.
Sales volumes
Platinum sales volumes, excluding refined metals
purchased from third parties, decreased by 3% to
2,424,200 ounces (2017: 2,504,600 ounces), while
palladium sales decreased by 4% to 1,513,100 ounces
(2017: 1,571,700 ounces). The overall decrease
resulted from lower refined production, compensated in
part by a drawdown in refined platinum inventory levels.
In comparison, there were high sales volumes in 2017
owing to the refining of the backlog of material from the
Waterval smelter run-out in the fourth quarter of 2016.
Trading activities generated further sales volumes of
94,000 platinum ounces and 124,500 palladium ounces.
(1) Platinum, palladium,
rhodium and gold.
62
Anglo American plc Integrated Annual Report 2018 STRATEGIC REPORT IRON ORE
IRON ORE
Anglo American’s iron ore operations provide customers with high iron content
ore, a large percentage of which is direct-charge product for blast furnaces.
In South Africa, we have a majority share (69.7%) in Kumba Iron Ore, while in
Brazil we have developed the integrated Minas-Rio operation.
HIGHLIGHTS
5%
increase in underlying EBITDA at Kumba
Themba Mkhwanazi
CEO
Kumba Iron Ore
$1.5 billion
underlying EBITDA at Kumba
42%
return on capital employed at Kumba
Ruben Fernandes
CEO
Anglo American Brazil
SOUTH AFRICA
1
2
Seamus French
CEO
Bulk Commodities
and Other Minerals
1 Sishen
2 Kolomela
BRAZIL
KEY
Mining operations
Other
1 Minas-Rio
2 Ferroport (50% ownership)
1
12
STRATEGIC FOCUS
• Delivering sustainable stakeholder returns by unlocking
the full potential of Kumba’s assets through safe, efficient
and innovative operational performance
• Kumba is well positioned to drive margin expansion across
the value chain through higher price realisation from
improved product quality while continuing to deliver cost
savings and operational efficiencies
• Creating value by leveraging Kumba’s endowment in the
Northern Cape for mine life extensions
• Ramp up to consistent production, following the restart
of operations at Minas-Rio.
63
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT IRON ORE
Financial and operational metrics
Iron Ore
Prior year
Kumba Iron Ore
Prior year
Iron Ore Brazil (Minas-Rio)
Prior year
Projects and corporate
Prior year
Production
volume
(Mt)(1)
Sales
volume
(Mt)
Price
($/t)(2)
Unit cost◊
($/t)(3)
Group
revenue◊
($m)
Underlying
EBITDA◊
($m)
Underlying
EBITDA
margin
Underlying
EBIT◊
($m)
Capex◊
($m)
–
–
43.1
45.0
3.4
16.8
–
–
–
–
43.3
44.9
3.2
16.5
–
–
–
–
72
71
70
65
–
–
–
–
32
31
-
30
–
–
3,768
4,891
3,440
3,486
328
1,405
–
–
1,177
1,828
1,544
1,474
(272)
435
(95)
(81)
31%
37%
45%
42%
–
31%
–
–
747
1,500
1,213
1,246
(371)
335
(95)
(81)
415
252
309
229
106
23
–
–
ROCE◊
3%
15%
42%
47%
(9)%
6%
–
–
(1) Minas-Rio production is Mt (wet basis).
(2) Prices for Kumba Iron Ore are the average realised export basket price (FOB Saldanha). Prices for Minas-Rio are the average realised export basket price (FOB Açu) (wet basis).
(3) Unit costs for Kumba Iron Ore are on an FOB dry basis. Unit costs for Minas-Rio are not disclosed for 2018, due to the suspension of operations; 2017 unit costs are on an FOB wet basis.
FINANCIAL AND OPERATIONAL OVERVIEW
OPERATIONAL PERFORMANCE
Kumba
Underlying EBITDA increased by 5% to $1,544 million
(2017: $1,474 million), mainly driven by a $1/tonne increase
in the average realised iron ore price, partly offset by a 4%
decrease in export sales volumes and a 3% increase in FOB
unit costs. The increase in unit costs was driven by lower
production, higher strip ratios and higher fuel costs, largely
offset by operational efficiencies and cost-saving initiatives.
Kumba
Total production decreased by 4% to 43.1 Mt
(2017: 45.0 Mt), in response to higher stock levels arising
from Transnet’s rail constraints. Production volumes were
also affected by a small decrease in processing plant yields
as Kumba focused on producing high quality products to
maximise the value of tonnes railed to port and benefit from
the strong demand for premium, high grade ore.
In line with its strategy, production at Sishen reduced by
6% to 29.2 Mt (2017: 31.1 Mt), while output at Kolomela
remained constant at 13.9 Mt. Waste stripping at Sishen
increased by 13% to 182.1 Mt (2017: 161.7 Mt), with
continued improvements in efficiencies through increased
primary mining equipment productivity. Consistent
production performance at Kolomela led to a 1% increase
in waste stripping to 56.0 Mt (2017: 55.6 Mt).
Minas-Rio
Production decreased by 80% to 3.4 Mt (2017: 16.8 Mt)
following the suspension of operations since March 2018.
The resumption of the operations occurred following the
receipt of the appropriate regulatory approvals on
20 December, and an extensive and detailed technical
inspection and the precautionary replacement of certain
sections of the pipeline.
Sales volumes decreased by 4% to 43.3 Mt (2017: 44.9 Mt)
owing to the impact of third party rail constraints and
single loading of vessels resulting from the scheduled
refurbishment of the shiploader by Transnet at Saldanha
Port in the second half of 2018. Consequently, total
finished stock held at the mines and port increased to
5.3 Mt (2017: 4.3 Mt).
Minas-Rio
Minas-Rio recorded an underlying EBITDA loss of
$272 million (2017: $435 million gain), reflecting the
suspension of operations from March 2018, following the
two leaks in the 529 kilometre iron ore pipeline from the
mine to the Port of Açu.
MARKETS
Average market price
(IODEX 62% Fe CFR China – $/tonne)
Average market price
(MB 66% Fe Concentrate CFR – $/tonne)
Average realised price
(Kumba export – $/tonne)
(FOB Saldanha)
Average realised price
(Minas-Rio – $/tonne) (FOB wet basis)
2018
2017
69
95
72
70
71
87
71
65
Kumba’s outperformance over the IODEX (Platts) 62% Fe
CFR China index was primarily due to the higher iron (Fe)
content and the relatively high proportion (approximately
68%) of lump in the overall product portfolio.
Minas-Rio also produces higher grade products (higher iron
content and lower gangue) than the reference product used
for the IODEX 62% Fe CFR China index. IODEX 62% is
referred to for comparison purposes only.
For more information, refer to the Marketplace review section
See pages 14-15
64
Anglo American plc Integrated Annual Report 2018 OPERATIONAL OUTLOOK
Kumba
Kumba’s production guidance for 2019 is 43-44 Mt, with
waste movement for Sishen and Kolomela expected to be
170-180 Mt and 55-60 Mt, respectively.
Minas-Rio
A key regulatory approval relating to the Minas-Rio Step 3
licence area was granted on 21 December 2018, providing
greater operational flexibility and access to higher grade iron
ore to support the increase of production towards the full
design capacity of 26.5 Mtpa. As a result, 2019 production
guidance for Minas-Rio was increased to 18-20 Mt
(previously 16-19 Mt). In addition, 2019 unit cost guidance
was reduced to $28-$31/tonne (previously $30-$33/tonne).
Construction is under way for the next tailings dam lift and
we expect to be ready for the normal process of conversion
of the installation licence to an operating licence in the
second quarter of 2019.
Legal
Sishen consolidated mining right granted
Sishen’s application to extend the mining right area to
include the Dingleton properties through the inclusion of the
adjacent Prospecting Rights was granted on 25 June 2017
and notarially executed on 29 June 2018. The grant allows
Sishen mine to expand its current mining operations within
the adjacent Dingleton area.
Kolomela consolidated mining right granted
The Section 102 application to amend the Kolomela
mining right and the mining work programme to include
Heuningkranz and portion 1 of Langverwacht was granted
on 14 October 2018. The environmental authorisation was
approved on 7 November 2018. The grant allows Kolomela
mine to expand its current mining operations within the
adjacent Heuningkranz area.
The transfer of Thabazimbi to ArcelorMittal
South Africa Limited (ArcelorMittal SA)
Sishen Iron Ore Company Proprietary Limited (SIOC)
and ArcelorMittal SA entered into an agreement in 2016
to transfer Thabazimbi mine to ArcelorMittal SA, subject
to the fulfilment of certain conditions precedent. On
12 October 2018, Kumba and ArcelorMittal SA announced
that all the conditions precedent to the transfer of
Thabazimbi mine, together with the mining rights, had either
been fulfilled or waived. The employees, assets and
liabilities, as well as the mining rights and the assumed
liabilities of the mine, were transferred at a nominal
purchase consideration from SIOC to Thabazimbi Iron Ore
Mine (Pty) Ltd (previously ArcelorMittal South Africa
Operations (Pty) Ltd), a wholly-owned subsidiary of
ArcelorMittal SA, on 1 November 2018.
65
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT COAL
COAL
Our coal portfolio is geographically diverse, with metallurgical coal assets in
Australia, and thermal coal assets in South Africa and Colombia, which mine
products attuned to the individual requirements of our diversified customer
base. We are the world’s third largest exporter of metallurgical coal.
STRATEGIC FOCUS
• Prioritising safe production through a focus on the
elimination of fatalities programme across Australia
and South Africa
• Innovation-led productivity growth from Metallurgical
Coal’s underground longwall operations, which produce
benchmark quality hard coking coal. This includes the
Moranbah-Grosvenor plant debottlenecking project
• Refocus the Coal South Africa business to primarily
produce export coal and deliver on productivity targets
• Develop a responsible growth pathway to value for the
significant metallurgical coal endowments in the portfolio,
including Peace River Coal in Canada and Moranbah
South in Australia.
SOUTH AFRICA
KEY
Export market
Export market / Domestic market
Domestic market
Port
3
5
1
2
6
4
1 Goedehoop (TC)
5 Mafube (TC)
2 Greenside (TC)
3 Khwezela (TC)
4 Zibulo (TC)
6 Isibonelo (TC)
7 Richards Bay
Coal Terminal
7
Tyler Mitchelson
CEO
Metallurgical Coal
HIGHLIGHTS
11%
increase in underlying EBITDA
$3.2 billion
underlying EBITDA
67%
return on capital employed
July Ndlovu
CEO
Coal South Africa
AUSTRALIA
Seamus French
CEO
Bulk Commodities
and Other Minerals
1 Moranbah North (MC)
2 Grosvenor (MC)
3 Dawson (MC/TC)
4 Capcoal (MC/TC)(1)
5 Grasstree (MC)(1)
6 Jellinbah (MC/TC)
COLOMBIA
(1) Part of the Capcoal
complex.
1 Cerrejón (TC)
66
1
6
4
2
5
3
1
Anglo American plc Integrated Annual Report 2018
Financial and operational metrics
Coal
Prior year
Metallurgical Coal
Prior year
Thermal Coal – South Africa
Prior year
Thermal Coal – Colombia
Prior year
Projects and corporate
Prior year
Production
volume
Sales
volume
(Mt)(1)
(Mt)(2)
Price
($/t)(3)
Unit cost◊
($/t)(4)
Group
revenue◊
($m)
Underlying
EBITDA◊
($m)
Underlying
EBITDA
margin(5)
Underlying
EBIT◊
($m)
Capex◊
($m)
50.4
48.9
21.8
19.7
18.4
18.6
10.2
10.6
–
–
50.4
49.0
22.0
19.8
18.3
18.6
10.1
10.6
–
–
–
–
190
185
87
76
83
75
–
–
–
–
64
61
44
44
36
31
–
–
7,788
7,211
4,231
3,675
2,719
2,746
838
790
–
–
3,196
2,868
2,210
1,977
695
588
388
385
(97)
(82)
46%
46%
52%
54%
37%
32%
46%
49%
–
–
2,538
2,274
1,774
1,594
566
466
295
296
(97)
(82)
722
568
574
416
148
152
–
–
–
–
ROCE◊
67%
67%
80%
86%
68%
54%
35%
35%
–
–
(1) Production volumes are saleable tonnes. South African production volumes include export primary production, secondary production sold into export markets and production sold domestically at export
parity pricing and excludes Eskom-tied operations production of 2.8 Mt (2017: 23.9 Mt) and other domestic production of 10.9 Mt (2017: 7.5 Mt). Metallurgical Coal production volumes exclude thermal coal
production of 1.4 Mt (2017: 1.6 Mt).
(2) South African sales volumes include export primary production, secondary production sold into export markets and production sold domestically at export parity pricing and exclude domestic sales of
10.3 Mt (2017: 8.2 Mt), Eskom-tied operations sales of 2.8 Mt (2017: 23.9 Mt) and non-equity traded sales of 9.5 Mt (2017: 7.6 Mt). Metallurgical Coal sales volumes exclude thermal coal sales of 1.6 Mt
(2017: 1.8 Mt).
(3) Metallurgical Coal realised price is the weighted average hard coking coal and PCI sales price achieved. Thermal Coal – South Africa realised price is the weighted average export thermal coal price achieved.
Excludes third party sales.
(4) FOB cost per saleable tonne, excluding royalties. Metallurgical Coal excludes study costs. Thermal Coal – South Africa unit cost is for the trade operations.
(5) Excludes impact of third party sales and Eskom-tied operations.
FINANCIAL AND OPERATIONAL OVERVIEW
MARKETS
Metallurgical Coal
Underlying EBITDA increased by 12% to $2,210 million
(2017: $1,977 million), owing to an 11% increase in sales
volumes and a 3% improvement in the realised price for
metallurgical coal. US dollar unit costs increased by 5%
to $64/tonne (2017: $61/tonne), as a result of establishing
new mining areas to achieve further productivity
improvements, the impact of additional longwall moves
and cost inflation.
Metallurgical coal
Average market price for premium
low-volatile hard coking coal ($/tonne)(1)
Average market price for premium
low-volatile PCI ($/tonne)(1)
Average realised price for premium
low-volatile hard coking coal ($/tonne)
Average realised price for PCI ($/tonne)
(1) Represents average spot prices.
2018
2017
207
136
194
128
188
119
187
125
Thermal Coal – South Africa
Underlying EBITDA increased by 18% to $695 million
(2017: $588 million), driven by a 14% increase in the realised
export thermal coal price. Export sales decreased by 2% to
18.3 Mt (2017: 18.6 Mt), while domestic sales increased by
26% to 10.3 Mt (2017: 8.2 Mt). US dollar unit costs for the
export trade were in line with the prior year at $44/tonne as
productivity improvements and cost savings offset the 8%
inflation impact.
The sale of the Eskom-tied domestic thermal coal
operations, comprising New Vaal, New Denmark, and Kriel
collieries, as well as four closed collieries, to Seriti Resources
was completed on 1 March 2018. Production from these
assets, until the date of completion, was 2.8 Mt.
Thermal Coal – Colombia
Underlying EBITDA increased marginally to $388 million
(2017: $385 million), with an 11% increase in prices
offsetting lower volumes arising from permitting delays
and weather impacts in the fourth quarter.
Average realised prices differ from the average market
price owing to differences in material grade and timing
of contracts.
Market prices in 2018 were supported by strong
steelmaking margins globally and a number of supply
disruptions in Australia.
Thermal coal
2018
2017
Average market price –
($/tonne, FOB Australia)
Average market price –
($/tonne, FOB South Africa)
Average market price –
($/tonne, FOB Colombia)
Average realised price –
Export Australia ($/tonne, FOB)
Average realised price –
Export South Africa ($/tonne, FOB)
Average realised price –
Domestic South Africa ($/tonne)
Average realised price –
Colombia ($/tonne, FOB)
107
98
85
103
87
19
83
89
84
78
91
76
21
75
The average realised price for export thermal coal was
89% of the average market price due to timing and quality
differences relative to the industry benchmark. The
difference in the realised price compared with the market
price, between 2017 and 2018, reflects a changing quality
mix owing to a higher proportion of secondary products
being sold into the export market.
67
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT COAL
Solid demand from South Korea and Japan underpinned
the prices for higher energy coals in the Pacific region.
Various supply issues in Australia also affected the
availability of these higher energy coals. Chinese import
demand decreased in the second half of the year as
domestic stocks were rebuilt and a rebound in supply from
Indonesia and South Africa increased the discounts for
lower energy material.
For more information, refer to the Marketplace review section
See pages 14-15
OPERATIONAL PERFORMANCE
Metallurgical Coal
Total production increased by 11% to 21.8 Mt, largely
driven by higher production from the underground
longwall operations which increased by 15% to 14.2 Mt
(2017: 12.3 Mt). The increase was driven by sustained strong
performance at Moranbah, which improved on its previous
record and produced 6.8 Mt; and Grosvenor, which
increased output to 3.8 Mt. Grasstree’s production
decreased by 25% to 3.6 Mt, marginally above planned
volumes, as the operation moved into more challenging
areas of the mine as it nears its end of life and undertook
an additional longwall move in the year.
Thermal Coal – South Africa
Export production decreased by 1% to 18.4 Mt
(2017: 18.6 Mt) as operations continued to transition
between mining areas. Total production from the Export
mines increased by 12% to 24.6 Mt (2017: 22.0 Mt),
driven by productivity-led growth from the underground
operations. Total output benefited as market prices
allowed the processing of mineral residue deposits (MRD),
which generates earnings and avoids capital expenditure for
the MRD expansions, as well as helping to mitigate future
rehabilitation costs. MRD production can be sold either into
the domestic or export markets.
Thermal Coal – Colombia
Anglo American’s attributable production from its
33.3% ownership of Cerrejón decreased by 4% to
10.2 Mt (2017: 10.6 Mt).
OPERATIONAL OUTLOOK
Metallurgical coal
Full year 2019 production guidance for metallurgical coal
is 22-24 Mt.
Export thermal coal
Full year 2019 production guidance for export thermal coal
is 26-28 Mt.
68
Anglo American plc Integrated Annual Report 2018 STRATEGIC REPORT NICKEL AND MANGANESE
NICKEL AND MANGANESE
Our Nickel business is well placed to serve the global stainless steel industry,
which depends on nickel and drives demand for it. Our assets are in Brazil, with
two ferronickel production sites: Barro Alto and Codemin. In manganese, we have
a 40% shareholding in Samancor, with operations in South Africa and Australia.
HIGHLIGHTS
38%
increase in underlying EBITDA
$0.8 billion
underlying EBITDA
28%
return on capital employed
Ruben Fernandes
CEO
Anglo American Brazil
Seamus French
CEO
Bulk Commodities
and Other Minerals
STRATEGIC FOCUS
• Continued focus on improving safety performance
across all operations
• Ensure operational stability at Barro Alto after 40-day
planned maintenance stoppage in early 2019
• Progress briquetting project studies, which aim to improve
charge permeability of electric furnaces at Barro Alto,
thereby improving process safety and stability
• At Samancor, maintain market-leading manganese
ore position.
BRAZIL – NICKEL
AUSTRALIA – MANGANESE
1
2
1
1 Barro Alto
2 Codemin
SOUTH AFRICA – MANGANESE
KEY
Mining operations
Other
1
12
1 Samancor Manganese – Hotazel
2 Samancor Manganese – Metalloys
1 Samancor’s Groote Eylandt
Mining Company (GEMCO)
2 Samancor’s Tasmanian Electro
Metallurgical Company (TEMCO)
12
69
Strategic reportAnglo American plc Integrated Annual Report 2018
STRATEGIC REPORT NICKEL AND MANGANESE
Financial and operational metrics
Nickel and Manganese
Prior year
Nickel
Prior year
Samancor(5)
Prior year
Production
volume(1)
Sales
volume(1)
Price
(c/lb)(2)
Unit
cost◊
(c/lb)(3)
Group
revenue◊
($m)
Underlying
EBITDA◊
($m)(4)
Underlying
EBITDA
margin
Underlying
EBIT◊
($m)(4)
Capex◊
($m)
–
–
42,300
43,800
3.8
3.6
–
–
43,100
43,000
3.7
3.6
–
–
588
476
–
–
–
–
361
365
–
–
1,707
1,391
560
451
1,147
940
844
610
181
81
663
529
49%
44%
32%
18%
58%
56%
685
478
75
0
610
478
38
28
38
28
–
–
ROCE◊
28%
20%
4%
0%
159%
115%
(1) Nickel production and sales are tonnes (t). Samancor production and sales are million tonnes (Mt).
(2)
Realised price.
(3) C1 unit cost.
(4) Nickel segment includes $8 million projects and corporate costs (2017: $8 million).
(5) Production, sales and financials include ore and alloy.
FINANCIAL AND OPERATIONAL OVERVIEW
OPERATIONAL PERFORMANCE
Nickel
Nickel output decreased by 3% to 42,300 tonnes
(2017: 43,800 tonnes) owing to a 40-day planned
maintenance stoppage at Barro Alto in the first half
of 2018. Barro Alto produced 33,500 tonnes
(2017: 34,900 tonnes), while Codemin produced
8,800 tonnes (2017: 8,900 tonnes).
Samancor
Attributable manganese ore production increased
by 3% to 3.6 Mt (2017: 3.5 Mt). Production from the
Australian operations increased by 10% due to improved
concentrator availability, the effect of more favourable
weather conditions and increased premium concentrate
ore production. Ore production from the South African
operations decreased by 6% as an increase in higher quality
premium material was more than offset by a decline in fine
grained secondary products.
Attributable production of manganese alloys increased
by 5% to 157,000 tonnes (2017: 149,000 tonnes),
mainly as a result of improved furnace stability at the
Australian operations for the majority of the year. In
South Africa, manganese alloy production improved by
6% while continuing to utilise only one of the operation’s
four furnaces.
OPERATIONAL OUTLOOK
Nickel
Production guidance for 2019 is 42,000-44,000 tonnes.
Nickel
Underlying EBITDA increased by 123% to $181 million
(2017: $81 million), primarily reflecting the higher
nickel price.
Nickel unit costs decreased by 1% to 361 c/lb
(2017: 365 c/lb), despite lower production, driven by
improved operational stability and the effect of favourable
exchange rates, partly offset by higher energy prices.
Samancor
Underlying EBITDA increased by 25% to $663 million
(2017: $529 million), driven mainly by the continued
improvement in manganese ore prices.
MARKETS
Nickel
Average market price (c/lb)
Average realised price (c/lb)
2018
595
588
2017
472
476
The average market price is the LME nickel price, from
which ferronickel pricing is derived. Ferronickel is traded
based on discounts or premiums to the LME price,
depending on market conditions, supplier products and
consumer preferences. Differences between market prices
and realised prices are largely due to variances between the
LME and the ferronickel price.
The nickel price increased by 26% to an average of
595 c/lb in 2018, with strong demand growth maintaining
the market deficit. In the second half of the year, however,
prices came under pressure from macro-economic
worries, including heightening trade war concerns.
Stainless steel production (around 70% of nickel demand)
increased to record levels in 2018, while nickel consumption
in batteries increased by more than 30%, as demand for
zero emission vehicles and lithium-ion based energy
storage continued to accelerate.
Samancor
The average 2018 benchmark manganese ore price
(Metal Bulletin 44% manganese ore CIF China) increased
by 23% to $7.24/dmtu (2017: $5.91/dmtu) due to continuing
strong demand from China’s steel manufacturing sector.
For more information, refer to the Marketplace review section
See pages 14-15
70
Anglo American plc Integrated Annual Report 2018 STRATEGIC REPORT CORPORATE AND OTHER
CORPORATE AND OTHER
Financial metrics
Segment
Prior year
Exploration
Prior year
Corporate activities and unallocated costs
Prior year
Group
revenue◊
($m)
Underlying
EBITDA◊
($m)
Underlying
EBIT◊
($m)
Capex◊
($m)
3
5
–
–
3
5
(219)
(292)
(113)
(103)
(106)
(189)
(226)
(313)
(113)
(103)
(113)
(210)
27
9
–
–
27
9
FINANCIAL OVERVIEW
Corporate and other reported an underlying EBITDA
loss of $219 million (2017: $292 million loss).
Exploration
Exploration’s underlying EBITDA loss increased to
$113 million (2017: $103 million loss), reflecting increased
exploration activities across most product groups, but
predominantly in diamonds.
Corporate activities and unallocated costs
Underlying EBITDA amounted to a $106 million loss
(2017: $189 million loss), driven primarily by a year-on-
year gain recognised in the Group’s self-insurance entity,
reflecting lower net claims and settlements during 2018,
as well as higher premium income.
71
Strategic reportAnglo American plc Integrated Annual Report 2018
GOVERNANCE CHAIRMAN’S INTRODUCTION
GOVERNANCE
“ Strong corporate governance
underpins our ability to deliver
long-term sustainable success,
generate value for our shareholders
and contribute to wider society.
The Anglo American Board is
committed to ensuring that
we continue to adhere to high
standards of corporate governance.”
Stuart Chambers, Chairman
This section of the Annual Report provides an overview
of the means by which the Company is directed and
controlled. The Board of directors is there to support
and challenge management and to ensure that we
operate in a manner that promotes the long-term
sustainable success of the Company. Over the next
few pages we describe the ways in which we seek to
achieve this.
BOARD COMPOSITION
As described in my statement on pages 4-5, we
announced a number of changes to the Board in 2018.
Sir Philip Hampton, our senior independent director and
chair of the Remuneration Committee, stepped down at the
end of December after nine years of service. On behalf of
the Board, I would like to thank Sir Philip for his dedication
and professionalism during his nine years on the Board, the
last four being in the particularly demanding role of senior
independent director. On 1 January 2019, Byron Grote took
up the role of senior independent director. We are fortunate
to have Byron’s more than 35 years of experience across
the natural resource sector and are delighted that he has
agreed to serve as senior independent director in addition
to his continued stewardship of the Audit Committee.
Anne Stevens has taken up the role of chair of the
Remuneration Committee. In addition, we announced
that Jack Thompson, our chair of the Sustainability
Committee, will step down from the Board at the end of our
2019 Annual General Meeting (AGM) after nine years of
service on the Board. Ian Ashby will take over the role of
chair of the Sustainability Committee. On behalf of the
Board, I thank Jack for the wealth of mining industry
experience that he has brought to Board discussions and
most particularly the dedication he has brought to his role
as chair of the Sustainability Committee. Anne’s global
executive and board experience and Ian’s extensive mining
career will further enhance our committee deliberations
under their leadership.
The Nomination Committee has considered the
composition, structure and size of the Board and believes
the number of non-executive directors can be reduced by
one whilst maintaining the requisite mix of skills, experience
and diversity on the Board. The Committee is at an
advanced stage in the process of recruiting a non-executive
director with substantial mining experience and experience
in South America to fill the vacancies on the Board. The
Committee’s process to recruit the non-executive director
is described on page 86.
72
Anglo American plc Integrated Annual Report 2018 COMPLIANCE WITH THE UK CORPORATE
GOVERNANCE CODE
The Board supports the principles and provisions of the
UK Corporate Governance Code issued by the Financial
Reporting Council (FRC) in April 2016 (the 2016 Code),
which is available on the FRC’s website (www.frc.org.uk).
The principles and provisions of the 2016 Code have applied
throughout the financial year ended 31 December 2018. It
is the Board’s view that the Company has complied in full
throughout the year with the 2016 Code. The ways in which
the 2016 Code has been applied can be found on the
following pages:
Code section and where to find details.
Section A: Leadership
Pages 74-80 give details of the Board and executive
management and the Board governance structure
Section B: Effectiveness
Pages 86-124 describe the activities of the Board
committees and the induction and evaluation of the directors
Section C: Accountability
The role of the Board in this area is primarily shown on pages
92-99, with further detail on the Group’s strategic objectives
and the principal risks to the business in the Strategic Report
Section D: Remuneration
The Group’s remuneration policy and the report of the
Remuneration Committee are found on pages 100-124
Section E: Relations with shareholders
This is shown on page 87.
Stuart Chambers meets employees in our Marketing business during a
visit to Anglo American’s Singapore office in January 2018.
DIRECTOR AND BOARD VISITS TO OPERATIONS
I believe that director and Board site visits are invaluable.
They provide an opportunity for all directors to learn more
about the operations and understand the opportunities
and challenges faced by the businesses in their local
environments. Site visits are also a key mechanism for
the Board to engage with the workforce from a range
of backgrounds and seniority and play an important part
in ensuring that the interests of the workforce are taken
into account in Board decision making. There are also
opportunities with site visits to meet with local stakeholders
and understand their interests and concerns. The site visits
are described on pages 84-85.
WORKFORCE ENGAGEMENT
The Board embraces the greater focus on board-workforce
engagement contained in the new UK Corporate
Governance Code published in July 2018, and is
exploring opportunities for the most effective, practical
and sustainable way to meaningfully achieve the level of
engagement contemplated by the new Code.
For more on ways in which we currently engage with our workforce
See pages 34-39
The Board supports the new UK Corporate Governance
Code which is in effect for the reporting period beginning on
1 January 2019 and against which we will report in our next
Annual Report.
I hope you find this report useful and informative. I look
forward to seeing as many of you as possible at our
AGM and would encourage you to vote your shares even
if you cannot attend in person, so that we gain a better
understanding of the views of our shareholders as a whole.
BOARD EVALUATION
In 2018, we conducted an external evaluation of the Board,
its committees and each of the directors. I am pleased to
report that the overall conclusion was that the Board and
committees function well. Of course, there is always room
for improvement and each committee and the Board itself
have developed action plans to ensure that we address
the points raised by the evaluations. The findings of the
evaluation are described in more detail on pages 88-89.
COMMITTEE GOVERNANCE
Starting on page 90, each of the Board committee chairs
presents a report on the activities of their committee
during 2018. The effective and efficient operation of the
committees and their interaction with the Board are vital to
ensure that all matters receive the necessary attention in a
timely manner. I am grateful to the members and the chairs
of those committees in particular for their commitment and
the work that they do throughout the year in this regard.
Stuart Chambers
Chairman
73
Anglo American plc Integrated Annual Report 2018Governance
Appointed to the Board on 1 September 2017 and as Chairman on 1 November 2017
SKILLS AND EXPERIENCE
Stuart contributes to Anglo American significant
global executive and boardroom experience across
the industrial, logistics and consumer sectors.
Stuart previously served as chairman of ARM Holdings
plc and Rexam plc until 2016; and as a non-executive
director on the boards of Tesco plc (2010-2015),
Manchester Airport Group plc (2010-2013), Smiths
Group plc (2006-2012) and Associated British Ports
Holdings plc (2002-2006). His executive career
included 13 years at Pilkington plc and its subsequent
parent company Nippon Sheet Glass until 2010, in
a number of executive roles and ultimately as chief
executive of both companies. Prior to that, Stuart
gained 10 years of sales and marketing experience
at Mars Corporation, following 10 years at Shell.
CURRENT EXTERNAL APPOINTMENTS
Chairman and a non-executive director at Travis
Perkins PLC, and a member of the UK Takeover Panel.
Appointed to the Board as Chief Executive on 3 April 2013
SKILLS AND EXPERIENCE
Mark contributes to Anglo American over 40 years’
experience of the mining industry across a wide
range of geographies and commodities.
Mark is chairman of the Group Management
Committee (GMC), and a member of the Corporate
and Operational committees. He is a non-executive
director of Anglo American Platinum, chairman of
Anglo American South Africa and chairman of
De Beers. Mark was previously CEO of AngloGold
Ashanti Limited, a position he held from 2007-2013.
Before joining AngloGold Ashanti, Mark was COO at
Vale Inco, where he was responsible for Vale’s global
nickel business. Prior to this he held senior executive
positions with the Normandy Group, Sons of Gwalia,
Western Mining Corporation, Kalgoorlie Consolidated
Gold Mines and CRA (Rio Tinto).
CURRENT EXTERNAL APPOINTMENTS
Independent director of Total S.A. and a member
of the board of trustees of The Power of Nutrition.
Appointed to the Board as Finance Director on 24 April 2017
SKILLS AND EXPERIENCE
Stephen contributes to Anglo American more than
16 years of public company director experience and
over 30 years of financial and commercial experience
in the mining, oil and gas, and utilities industries.
Stephen joined Anglo American in January 2017. He is
a member of the GMC, and chairman of the Corporate
and Investment committees. He is also a non-executive
director of Kumba Iron Ore, Anglo American Platinum,
Anglo American South Africa and De Beers. Before
joining Anglo American, Stephen served as CFO and
an executive director of Fortescue Metals Group
from 2010-2016. Prior to that, he held the positions
of managing director and CEO of Southern Cross
Electrical Engineering Ltd and was CFO of Alinta Ltd.
He is a former non-executive director of Cedar Woods
Properties Ltd.
CURRENT EXTERNAL APPOINTMENTS
None
GOVERNANCE DIRECTORS
DIRECTORS
Stuart Chambers (62) N S
Chairman
BSc
Mark Cutifani (60) S
Chief Executive
BE (Mining-Hons), FAusIMM,
CEngFIMMM, DBA (Hon), DoL (Hon)
Stephen Pearce (54)
Finance Director
BBus (Acc), FCA, GIA, MAICD
74
Anglo American plc Integrated Annual Report 2018 COMMITTEE MEMBER KEY
Audit Committee
Nomination Committee
Remuneration Committee
Sustainability Committee
Chair of Committee
Member of Committee
Appointed to the Board as Technical Director on 22 July 2015
SKILLS AND EXPERIENCE
Tony contributes to Anglo American 38 years’
experience in the mining industry across numerous
geographies, and commodities spanning iron ore,
copper, nickel and gold.
Tony joined Anglo American in 2013 and has
responsibility for the Group’s Technical and
Sustainability function. He is a member of the GMC,
chairman of the Operational Committee, and a
member of the Corporate and Investment committees.
He is also a non-executive director of Anglo American
Platinum and De Beers. Tony was previously EVP
– Business and Technical Development at AngloGold
Ashanti from 2008, where he served as joint acting
CEO during 2013.
His extensive career in the mining industry
includes roles as Operations Executive at Newcrest
Mining and Head of the Gold business at Western
Mining Corporation.
CURRENT EXTERNAL APPOINTMENTS
None
Appointed to the Board on 19 April 2013 and as Senior Independent Director on 1 January 2019.
SKILLS AND EXPERIENCE
Byron contributes to Anglo American broad business,
financial and board experience in numerous
geographies.
Byron has extensive management experience across
the oil and gas industry. He served on the BP plc
board from 2000 until 2013 and was BP’s chief
financial officer during much of that period. He was
previously a non-executive director of Unilever NV
and Unilever PLC.
CURRENT EXTERNAL APPOINTMENTS
Vice chairman of the supervisory board of Akzo
Nobel NV and a non-executive director of Standard
Chartered PLC and Tesco PLC. A member of the
European Audit Committee Leadership Network and
an emeritus member of the Cornell University Johnson
Advisory Council.
Appointed to the Board on 25 July 2017
SKILLS AND EXPERIENCE
Ian contributes to Anglo American substantial
knowledge of the minerals industry across a wide
range of commodities, combined with global operating,
major projects and capital development experience.
He will succeed Jack Thompson as chairman of the
Sustainability Committee on 30 April 2019.
Ian served as president of Iron Ore for BHP Billiton
between 2006 and 2012, when he retired from the
company. During his 25-year tenure with BHP Billiton,
Ian held numerous roles in its iron ore, base metals and
gold businesses in Australia, the US and Chile, as well
as project roles in the corporate office.
He began his 38-year mining career as an underground
miner at the Mount Isa Mines base metals operations in
Queensland, Australia. Ian has previously served as
chairman of Petropavlovsk PLC, as a non-executive
director of Alderon Iron Ore Corp, Nevsun Resources
Ltd., New World Resources PLC and Genco Shipping &
Trading, and in an advisory capacity with Apollo Global
Management and Temasek.
CURRENT EXTERNAL APPOINTMENTS
None
Tony O’Neill (61) S
Technical Director
MBA, BASc (Eng)
Byron Grote (70) A N R
Senior Independent Director
PhD Quantitative Analysis
Ian Ashby (61) N R S
Non-executive director
B Eng (Mining)
75
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE DIRECTORS
DIRECTORS – CONTINUED
Nolitha Fakude (54) A S N
Non-executive director
BA Hons
Appointed to the Board on 24 April 2017
SKILLS AND EXPERIENCE
Nolitha contributes to Anglo American significant
management experience in various functional
leadership roles across the oil and energy,
chemicals, financial services and retail industries.
Nolitha has previously served as deputy chair
of South African Airways, deputy chair and lead
independent director of Datacentrix Holdings Limited,
and as a non-executive director of Harmony Gold and
Woolworths Holdings.
Until 2016, Nolitha served as an executive director at
Sasol Limited and as EVP of strategy and sustainability,
following an 11-year career with the company where
she held executive roles in human resources and
business transformation. Prior to that she held senior
management positions in corporate affairs, strategy
and operations in the retail and financial sectors.
CURRENT EXTERNAL APPOINTMENTS
Non-executive director of the JSE Limited and
African Oxygen Limited (AFROX), and a Patron
of Guild Cottage home for girls.
Appointed to the Board on 8 July 2013
SKILLS AND EXPERIENCE
Mphu is a highly experienced leader who contributes
to Anglo American a broad range of global health
expertise at board level across both the public
and private sectors.
CURRENT EXTERNAL APPOINTMENTS
Executive vice president of HIV/AIDS and
Tuberculosis programmes for the Clinton Health
Access Initiative, and a member of the board of
directors of Living Goods, a non-profit organisation.
Dr Mphu Ramatlapeng (66) S
Non-executive director
MD, MHSc
Mphu served as Minister of Health and Social Welfare
of Lesotho between 2007 and 2012. In this role, she
championed Lesotho’s significant achievements in
reducing the transmission of HIV from mother to child.
Across her career, she has been a leading advocate
for women in business, including serving as founding
board member of Women in Business in Lesotho.
Appointed to the Board on 4 November 2013
SKILLS AND EXPERIENCE
Jim has over 25 years’ experience in investment
banking and investment management. He has
extensive international experience, and contributes
to the Board considerable financial insight from
the perspective of the capital markets and a deep
understanding of the mining industry.
Until September 2018, Jim served as chairman of
Dalradian Resources Inc. Between 1997 and 2013,
he was a senior vice president of Capital International
Investors, a division of Capital Group, and had
responsibility for investments in the mining and
metals industry. Prior to joining Capital Group, Jim was
an investment analyst covering the South American
mining and metals industry for HSBC James Capel in
New York.
CURRENT EXTERNAL APPOINTMENTS
Independent director of the Tantallon India Fund.
Jim Rutherford (59) A R S
Non-executive director
BSc (Econ), MA (Econ)
76
Anglo American plc Integrated Annual Report 2018 COMMITTEE MEMBER KEY
Audit Committee
Nomination Committee
Remuneration Committee
Sustainability Committee
Chair of Committee
Member of Committee
Appointed to the Board on 14 May 2012
SKILLS AND EXPERIENCE
Anne contributes to the Board a wealth of experience
and wide-ranging commercial acumen from a
number of global industries in North, Central and
South America.
Anne served as chief executive of GKN plc from
November 2017 to April 2018. She was formerly
chairman and CEO of SA IT Services from 2011 until
her retirement in December 2014. From 2006 to 2009,
Anne was chairman and CEO of Carpenter Technology
Corporation. Prior to this, she was COO for the
Americas at Ford Motor Company until 2006, the
culmination of her 16-year career with the company.
Her early career was spent at Exxon Corporation,
where she held roles in engineering, product
development, and sales and marketing. Anne is a
former non-executive director of Lockheed Martin
Corporation, GKN plc and XL Catlin.
CURRENT EXTERNAL APPOINTMENTS
None
Appointed to the Board on 16 November 2009
SKILLS AND EXPERIENCE
Jack contributes to Anglo American a wealth of
experience gained at all levels of the mining industry
and extensive boardroom experience in both executive
and non-executive roles. He will step down from the
Board at the AGM on 30 April 2019.
Tidewater Inc., Molycorp Inc., Centerra Gold Inc.,
Century Aluminum Co., Phelps Dodge Corp.,
Rinker Group Ltd and Stillwater Mining.
CURRENT EXTERNAL APPOINTMENTS
A member of the board of directors of the non-profit
John Muir Health System.
Anne Stevens (70) A N R
Non-executive director
BSc, PhD
Jack Thompson (68) N R S
Non-executive director
BSc, PhD
Jack has received wide recognition as a mining
executive during a long and distinguished career in
the industry. He was previously chairman and CEO
of Homestake Mining Co., vice chairman of Barrick
Gold Corp. and has served on the boards of
In addition, Sir Philip Hampton served as Senior Independent Director and Chairman of the Remuneration Committee,
before stepping down from the Board on 31 December 2018
Sir Philip was appointed to the Board on 9 November
2009 and as the Senior Independent Director on
24 April 2014. He brought to Anglo American
significant financial, strategic and boardroom
experience across a number of industries. He is
currently chairman of GlaxoSmithKline (GSK) plc and
his previous appointments include being chairman of
The Royal Bank of Scotland and J Sainsbury plc,
finance director of Lloyds TSB Group plc, BT Group
plc, BG Group plc, British Gas plc and British Steel plc,
an executive director of Lazards and a non-executive
director of RMC Group plc and Belgacom SA.
77
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE EXECUTIVE MANAGEMENT
EXECUTIVE MANAGEMENT
GROUP MANAGEMENT COMMITTEE MEMBERS
Mark Cutifani
Chief Executive
See page 74 for
biographical details.
Member since April 2013
Bruce Cleaver (53)
CEO of De Beers Group
BSc, LLB, LLM
Member since January 2016
Stephen Pearce
Finance Director
See page 74 for
biographical details.
Member since January 2017
SKILLS AND EXPERIENCE
Bruce has served as CEO of De Beers Group since July 2016. He has
previously served as Group Director, Strategy and Business Development at
Anglo American, as well as Executive Head of Strategy and Corporate Affairs
for De Beers, having joined the Group in 2005. Before joining De Beers, he
was a partner at Webber Wentzel, the largest law firm in Africa, specialising in
commercial matters.
Tony O’Neill
Technical Director
See page 75 for
biographical details.
Member since September 2013
Seamus French (56)
CEO of Bulk Commodities
and Other Minerals
B Eng (Chemical)
Member since October 2009
SKILLS AND EXPERIENCE
Seamus has responsibility for the Group’s Coal, Iron Ore and Nickel
businesses. He is a non-executive director of Kumba Iron Ore. Seamus joined
the Group in 2007 and was CEO of Metallurgical Coal between 2009 and
2013, and CEO of Coal until 2015. Prior to his career at Anglo American,
Seamus joined WMC Resources in Australia in 1994 in a strategic planning
and business development role, and progressed to various operational
management roles, gaining extensive experience in the Gold and Nickel
businesses before being appointed executive general manager of the
Copper-Uranium Division. Seamus joined BHP Billiton as Global Vice
President, Business Excellence, following its takeover of WMC in 2005.
Didier Charreton (55)
Group Director –
People and Organisation
MSc
Member since December 2015
Chris Griffith (54)
CEO of Anglo American
Platinum
B Eng (Mining) Hons, Pr Eng
Member since October 2009
SKILLS AND EXPERIENCE
Didier joined Anglo American in December 2015. He has held a number of
senior HR roles in his more than 25-year career. From 2007 until 2014, Didier
was chief human resources officer for Baker Hughes, the US-based oilfield
services company. Prior to 2007, he was HR director at Coats plc in the UK,
and before that held a number of HR roles at Schlumberger, based in the US,
Argentina, Venezuela and France.
SKILLS AND EXPERIENCE
Chris has served as CEO of Anglo American Platinum since September
2012. He was previously CEO of Kumba Iron Ore from 2008 to 2012 and
prior to this, served as Anglo American Platinum’s head of joint operations.
Chris has been with the Group for 29 years.
78
Anglo American plc Integrated Annual Report 2018 Norman Mbazima (60)
Deputy Chairman of
Anglo American South Africa
FCCA, FZICA
Member since October 2009
Duncan Wanblad (52)
CEO of Base Metals* and
Group Director – Strategy
and Business Development
BSc (Eng) Mech, GDE
(Eng Management)
Member since October 2009
SKILLS AND EXPERIENCE
Norman has served as Deputy Chairman of Anglo American South Africa
since June 2015. He is a non-executive director and chairman designate
of Anglo American Platinum. Norman joined Anglo American in 2001 at
Konkola Copper Mines plc and was subsequently appointed global CFO of
Coal. He became finance director of Anglo American Platinum in 2006 and
later stepped in as joint acting CEO. Norman was CEO of Scaw Metals from
2008 and later CEO of Thermal Coal from 2009 to 2012. From 2012 to 2016,
he was CEO of Kumba Iron Ore.
SKILLS AND EXPERIENCE
Duncan has served in his current role since July 2016. *From 1 March 2019,
he will focus solely on his role as Group Director of Strategy and Business
Development. He is a non-executive director of De Beers. Between 2009
and 2013, Duncan held the position of Group Director, Other Mining and
Industrial. He was appointed joint acting CEO of Anglo American Platinum in
2007, before taking over as CEO of Anglo American’s Copper operations in
2008. Duncan began his career at Johannesburg Consolidated Investment
Company Limited in 1990.
Anik Michaud (51)
Group Director – Corporate
Relations
LL.L (Law)
Member since March 2015
Peter Whitcutt (53)
CEO of Marketing
Bcom (Hons), CA (SA), MBA
Member since October 2009
SKILLS AND EXPERIENCE
Anik has served as Group Director – Corporate Relations since June
2015. Her remit includes corporate communication, international and
government relations, social performance and engagement, the
implementation of the Group’s Sustainable Mining Plan under the
FutureSmart Mining™ programme, and the office of the chief executive.
Anik joined Anglo American in 2008 as Group head of corporate
communication. Prior to that, she was director of public affairs for
Rio Tinto Alcan, following 10 years with the Alcan group. Anik began her
career as the political attaché to the Minister of Finance for Quebec.
SKILLS AND EXPERIENCE
Peter has served as CEO of Marketing since January 2016. He is a
non-executive director of De Beers.
Peter joined the Group in 1990 within the Corporate Finance division.
He worked on the merger of Minorco with Anglo American Corporation
of South Africa, the listing of Anglo American plc in 1999 and the
subsequent unwinding of the cross-holding with De Beers. Peter was
appointed Group Head of Finance in 2003, CFO of Base Metals in 2008
and, from 2013 to 2015, he served as Group Director – Strategy, Business
Development and Marketing.
Richard Price (55)
Group General Counsel
and Company Secretary
LL.B, BA (Hons)
Member since May 2017
As announced on 3 January 2019, Ruben Fernandes, currently
CEO Anglo American Brazil, joins the GMC as CEO of Base Metals
on 1 March 2019.
SKILLS AND EXPERIENCE
Richard joined Anglo American as Group General Counsel in May 2017
and was appointed as Company Secretary in April 2018. Prior to joining
Anglo American, he was a partner at Shearman & Sterling, the international
law firm working across EMEA, Asia and North America. In private practice,
he acted for clients across the metals, mining, energy and financial services
sectors, amongst others, assisting them with complex financing, corporate
and compliance matters.
79
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE THE BOARD IN 2018
THE BOARD IN 2018
THE ROLE OF THE BOARD
The Board provides leadership to the Group and is
collectively responsible for promoting and safeguarding
the long term success of the business. The Board is
supported by a number of committees, to which it has
delegated certain powers. The role of these committees is
summarised below, and their membership, responsibilities
and activities during the year are detailed on pages 90-124.
Some decisions are sufficiently material that they can only
be made by the Board as a whole. The schedule of ‘Matters
Reserved for the Anglo American plc Board’, and the
committees’ terms of reference, explain which matters
are delegated and which are retained for Board approval,
and these documents can be found online.
EXECUTIVE STRUCTURE
The Board delegates executive responsibilities to the
chief executive, who is advised and supported by the Group
Management Committee (GMC). The GMC comprises the
chief executive, business unit CEOs, Group directors of
corporate functions and the Group general counsel and
company secretary. The names of the GMC members, their
roles and biographical details appear on pages 78-79.
BOARD COMPOSITION
The Board currently comprises the chairman, chief
executive, two further executive directors and seven
independent non-executive directors. The broad range of
skills and experience our Board members contribute to the
long-term sustainable success of Anglo American are set
out on pages 74-77 and illustrated in the table on page 82.
The Board is supported by the Group general counsel and
company secretary.
There is a clear separation of responsibilities at the head
of the Company between the running of the Board (one
of the chairman’s key responsibilities) and the executive
responsibility for the running of the Company’s business
(the responsibility of the chief executive).
THE BOARD
Chairman
Stuart Chambers leads the Board, ensuring it works constructively as a team.
His main responsibilities include: chairing the Board and the Nomination
Committee and setting their agendas; Board composition and succession
planning; providing support and counsel to the chief executive and his team;
promoting the highest standards of integrity and governance; facilitating
effective communication between directors; effective dialogue with
shareholders and other stakeholders; and acting as ambassador for the Group.
Senior Independent Director (SID)
The SID is available to shareholders on matters
where the usual channels of communication are
deemed inappropriate. He acts as an
intermediary between the other directors and
as a sounding board for the chairman. Sir Philip
Hampton served as SID during 2018 and was
succeeded by Byron Grote on 1 January 2019.
Independent Non-Executive Directors (NEDs)
The role of the NEDs is to constructively
challenge and provide advice to executive
management; effectively contribute to the
development of the Group’s strategy; scrutinise
the performance of management in meeting
agreed goals and monitor the delivery of
Group strategy.
Audit Committee
Oversight of financial
reporting, audit, internal
control and risk management.
For more details
See page 92
Nomination Committee
Responsible for Board composition, appointment
of directors and senior management and
succession planning.
For more details
See page 91
Chief Executive
Mark Cutifani manages the Group. His main
responsibilities include: executive leadership;
formulation and implementation of Group strategy as
agreed by the Board; approval and monitoring of
business plans; organisational structure and senior
appointments; business development; and
stakeholder relations.
Remuneration Committee
Determines the remuneration
of executive directors, the chairman
and senior management and oversees
remuneration policy for all employees.
For more details
See page 100
Sustainability Committee
Oversees management of sustainability issues, including
safety, health, environment, social and government relations.
For more details
See page 90
CHIEF EXECUTIVE
Group Management
Committee (GMC)
Principal executive committee.
Responsible for formulating strategy,
setting targets/budgets and
managing the Group’s portfolio.
Corporate
Committee (CorpCo)
Reviews corporate and ethical
policies and processes,
and financial performance and
budgets at business unit level.
Operational
Committee (OpCo)
Responsible for driving
operational best practices across
the Group and the setting of
technical standards.
Investment
Committee (InvestCo)
Responsible for making
recommendations on capital
investment proposals.
80
Anglo American plc Integrated Annual Report 2018 NON-EXECUTIVE DIRECTOR FOCUS
There are many challenges facing businesses
across all sectors today, but there are also significant
opportunities for those firms who choose to not just
produce a product or deliver a service, but to do so
while contributing to the betterment of society
more generally.
We face demands from many stakeholder groups and,
in order to thrive over the long term, a company must
endeavour to change itself as the world about it changes
at an ever increasing pace. Anglo American is focused on
long term sustainability. Being a successful business over
the long term requires the agility to respond to changing
expectations of our customers and other stakeholders.
At Anglo American we aim to have a clear and positive
purpose in the eyes of the communities and governments
where we operate, a responsible approach to our impact
on the environment, and be the employer of choice for
our colleagues, all while making a an enduring economic
contribution for our investors and greater society.
“ Companies must contribute to the
communities in which they operate
and be a force for good for all
stakeholders, whether they be
national or local government,
people living in the community,
employees, suppliers or the
end-users of the product.”
Byron Grote, Senior Independent Director
SERVING AS A NON-EXECUTIVE DIRECTOR AT ANGLO AMERICAN
I joined the Board as a non-executive director
in November 2009 and joined the Sustainability
Committee (formerly the Safety & Sustainable
Development Committee) in December of that year.
I have served as chairman of our Sustainability
Committee since 2013, as a member of the
Remuneration Committee since 2010 and the
Nomination Committee since 2017.
I was originally attracted to Anglo American because of
its variety of operations, countries that it operates in, and
its diversity of people. In 2009, Anglo American needed
additional mining experience on its Board. At the time I’d
had nearly 35 years of mining experience in a variety of
operations and different commodities and I wanted to be
able to pass on my mining experience and knowledge of
safety and sustainability issues to the company.
Anglo American was one of the companies that was a
leader in the environmental movement and, at the time,
there weren’t too many others. For me, it’s about leaving
a proper legacy and making sure that we always do the
right thing. The qualities that have enabled the Group to
thrive into its second century are high-quality assets,
world-class people, innovative technologies and its core
values. And just as important is the ability to evolve.
I took over as chairman of the Sustainability Committee
in 2013. A lot of things were new then: the level of
reporting the committee was receiving, the engagement
with NGOs, communities and environmental groups,
the site visits. All the work the committee had already
started, I aimed to build on. If the committee hears an
investigation into a significant incident, we want to know
not just what happened, but why, what lessons have been
learned and what changes have been implemented to
prevent it happening again. I strongly believe, too, that our
vision of zero harm is attainable.
During my tenure, I have visited the majority of the
Group’s operations. I like to get out to site and ‘kick the
tyres’, to increase my knowledge of our operations and,
more importantly, to engage with our people. In 2011,
I attended one my first presentations on the Quellaveco
copper project in Peru. I returned in 2014, and then again
in 2017 to check on progress. It was gratifying to see the
project through to Board approval in 2018. In 2018, I
visited operations in Canada and Australia.
I feel very fortunate to have been able to keep learning
throughout my career and, as a non-executive director
of Anglo American, being able to use my knowledge and
experience to provide leadership, to have overseen the
development of our ambitious sustainability goals and to
have been part of our Purpose to re-imagine mining to
improve people’s lives. It’s been a great privilege.
Jack Thompson
Non-executive Director and
Sustainability Committee Chairman
81
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE THE BOARD IN 2018
BOARD ACTIVITY
The Board is responsible for the overall conduct
of the Group’s business. It is scheduled to meet at
least six times a year, but meets more often when
circumstances warrant this. In addition, a full day
strategy session is held, during which long-term
strategy formulated by management is debated,
stress-tested, modified if necessary, and finally
approved by the Board. Annually, each of the Group’s
business unit heads presents to the Board in some
depth on key aspects of their business.
BOARD DISCUSSIONS ON
QUELLAVECO IN 2018
In July 2018, after several years of extensive
preparatory work, the Board approved the
development of the Quellaveco project in Peru, one
of the world’s largest, low cost, greenfield copper
deposits. Project execution began in August 2018
and first production of copper is planned for 2022.
In approving Quellaveco, the Board considered the
business case for the project at length, including the
key risks, significant opportunities and the long-term
sustainable benefits to our employees, local
communities, our business partners, the surrounding
region and Peru as a whole.
In February and May 2018, the Board assessed
options for syndication, and delegated authority to a
committee of the Board to provide guidance on the
proposed way forward. The equity syndication was
subsequently approved at a special purpose meeting
of the Board in June 2018, with our existing partner
Mitsubishi increasing its interest in Quellaveco from
18.1% to 40%.
In February and May, management also updated the
Board on the readiness of the project. The updates
included a discussion of the business case, the
advancement of significant early works and the
readiness for full construction, stakeholder support,
forecast cash costs and capital expenditure, upside
potential, the project delivery model, risks and overall
governance. In May, the project feasibility study, which
was subject to an independent investment assurance
review, was presented to the Board by management,
together with the independent assessors.
For more information on Quellaveco, and the benefits this world-class
asset will bring to the Group’s portfolio and a wide range of stakeholders
See page 19
For more information on our Copper portfolio
See pages 57-59
82
BOARD EXPERIENCE AND DIVERSITY
The broad range of skills and experience and the diversity
of our Board members are illustrated below.
Professional experience
Percentage of Board members(1)
Mining
Engineering
Large project management
Construction in extractive industries
Finance
Marketing (downstream) or commodity trading
Safety, health, environment
Digital technology
External quoted boardroom experience
Previous chief executive
Experience as an investor
Regional experience(2)
Percentage of Board members(1)
Southern Africa
South America
Australia
China
India
North America
50
50
50
58
58
83
92
17
8
75
50
50
50
41
42
16
91
4
(1) Includes professional and geographical experience of all directors who
served on the Board during 2018.
(2) In the regions in which the Group operates or has major markets in.
Gender diversity
Board nationalities
27%
Male
Female
1
1
1
73%
2
2
Australia
South Africa
UK
USA
Lesotho
USA/UK
Anglo American plc Integrated Annual Report 2018
BOARD DISCUSSIONS
The agenda of matters discussed by the Board in 2018 is described and explained below.
TOPIC AND LINK TO
PILLARS OF VALUE
Safety and health
Environment
Socio-political
People
Operations
Financial
AREAS COVERED
COMMENTS
Fatal incidents, Total
Recordable Case
Frequency Rate, health
and medical incidents
Safety is the most critical area of focus for the Board and is always the first item to be discussed at
Board meetings. The causes of fatal incidents and those causing injury are examined in detail by
the Sustainability Committee and the findings discussed by the Board as a whole. Management
performance in reducing such incidents, including operational interventions to manage activity
risk to end fatal incidents, and to improve occupational health, is reviewed. Furthermore, the
Board continues to monitor the operational and technical innovation initiatives that have the
potential to positively affect the Group’s safety performance.
Environmental incidents,
energy and climate
change, water availability
and rehabilitation
The Board is focused on becoming a global leader in sustainable mining and, as such, approved a
new, ambitious approach to sustainability, integral to the Group’s FutureSmart Mining™
programme. The Board continues to review material environmental incidents and steps taken by
management to reduce energy and natural resource consumption, and to generally reduce the
impact of the Group’s operations on the environment.
Social incidents and
performance, government,
media, investor and
stakeholder relations
The Board is committed to ensuring collaboration and partnering with a broad range of
stakeholders. It reviews local community dialogue regarding environmental matters, and any
health and safety issues. Investor and media updates are given. Feedback from external
stakeholders such as customers, suppliers, global influencers and governments on their
expectations of the Group are presented and discussed.
Diversity and inclusion,
talent and performance
management, gender pay
gap, business integrity and
Code of Conduct
People are a pillar of the Group’s strategy and the Board is focused on creating an inclusive and
diverse culture. The talent and succession among senior management was reviewed, with plans
and targets produced that seek to address the gender pay gap while delivering sustainable talent
pipelines that ensure the right talent is in the right place at the right time. The Board approved
changes to the performance management of its employees which are designed to further
develop a high-performance team culture. The Board is also updated on compliance with our
Code of Conduct and the business integrity policy.
Operational performance
by each business unit and
progress of key projects
The Board received detailed updates on each business unit’s performance, operations, strategy,
safety and sustainability performance, technological innovation and key risks.
Key financial measures,
liquidity and balance
sheet strength, cost
improvements, dividend
The Board monitored and discussed progress against the annual budget and three-year plan.
Liquidity, balance sheet strength and debt are reviewed and, if any corrective actions are
necessary, these are agreed. The Board considered the Group’s dividend policy and approved
the final and interim dividend.
Economic outlook
and commodity prices
Macro-economic
environment and
commodity price
outlook
The Board received briefings from internal teams and external advisers on trends in relevant
areas and likely scenarios for global economic growth. Commodity prices, and the effect of these
on the Group, are noted and taken into account for strategic and planning purposes.
Strategy
Portfolio changes,
three-year plan, progress
on critical tasks
The Board reviewed the progress towards the agreed strategy. It approved the new articulation
of the Group’s Purpose – to re-imagine mining to improve people’s lives – which refined the
strategic direction agreed by the Board at its annual dedicated strategy meeting, taking into
account identified risks and opportunities. The Board also approved the development of the
Quellaveco copper project in Peru (see case study on page 82).
Board governance
Reports from committees,
legislative and regulatory
compliance
Each of the committee chairs reported on their respective meetings and on any developments
which required the attention of the Board. Reports were received on the Group’s compliance
with relevant legislation and regulation (for example, the 2018 UK Corporate Governance Code
and the General Data Protection Regulations), and any actions needed to respond to recent
developments. The Board received biannual updates on material litigation across the Group. An
external evaluation of the performance of the Board and that of its committees was undertaken
to ensure their effective functioning. Matters arising from the evaluation were considered and
actions agreed (see page 89).
83
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE THE BOARD IN 2018
BOARD VISITS TO GROUP
OPERATIONS IN 2018
Undertaking regular site visits allows the directors to
gain a better understanding of the Group’s operations
and affords Board members the opportunity to meet
and engage with a diverse cross-section of employees.
During 2018, the Board met outside the UK on one
occasion in Queensland, Australia, and non-executive
directors and members of the Sustainability Committee
visited Group operations in Canada and South Africa,
as described below.
Board visit to Australia
In October 2018, the Anglo American plc Board and
Sustainability Committee met at the Group’s Metallurgical
Coal business headquartered in Brisbane and at the
Company’s operations in Moranbah, Queensland. During
the course of the visit, Board members participated in
the following:
• On-site activities with employees and contractors across
Metallurgical Coal operations organised as part of the
Group’s annual Global Safety Day campaign
• Joined a dinner with Metallurgical Coal site and business
leadership teams, and recipients of employee awards
celebrating individuals and teams who went above and
beyond in living Anglo American’s values
• Undertook operational site visits to the Moranbah North
and Grosvenor underground mines, incorporating longwall
mining and development panels, and demonstrations of
leading-edge automation technology
• Received detailed presentations from Metallurgical Coal
management on their strategy and operations, safety
and sustainability performance, asset base and outlook
• Participated in an employee ‘town hall’ and informal lunch
with staff at the Brisbane corporate office
• Held discussions with senior members of the University
of Queensland’s Sustainable Minerals Institute on global
sustainability trends in the mining sector.
Chairman and Non-executive directors’ visits
In May 2018, directors and non-executive members of
the Sustainability Committee visited the Gahcho Kué
diamond mine in the Northwest Territories, Canada,
accompanied by Bruce Cleaver, CEO of De Beers Group.
The group received briefings from De Beers Canada
management on site operations, sustainability issues and
community relations, and toured the open pit, site facilities,
process plant and sort house.
In September 2018, senior management from our Platinum
Group Metals (PGMs) business hosted non-executive
directors, Ian Ashby and Nolitha Fakude on visits to the
Mototolo, Twickenham, Mogalakwena and Amandelbult
operations in South Africa.
During 2018, the chairman travelled to Singapore to spend
time in the Group’s Marketing business. On two occasions,
he travelled to Botswana where he visited De Beers’
Jwaneng mine, Debswana corporate centre and Global
Sightholder Sales operations. In July, the chairman spent
time meeting leaders and employees from the Group’s
PGMs, Coal and Kumba Iron Ore businesses in South Africa.
“ Visiting operations is a vital part
of fulfilling your duties as a
director. They are essential in
enabling me, as a non-executive
director, to develop a much
greater understanding of the
issues affecting the business.
Being able to engage with site
general managers and employees
on a one-to-one basis at our
operations is invaluable and, in
turn, helps inform discussions
around the board table.”
Ian Ashby, Non-executive director
Below: Directors
and executives from
Anglo American with
De Beers Canada’s
senior leadership and
site management at
Gahcho Kué mine.
84
Anglo American plc Integrated Annual Report 2018 Left: (left to right)
Grosvenor operations
manager Rob Nowell,
Anglo American
non-executive director
(NED) Jack Thompson
and Grosvenor’s
development operations
co-ordinator Michael
Webber returning from
their underground tour.
Right: NEDs Ian Ashby,
Mphu Ramatlapeng,
Jack Thompson and
Nolitha Fakude during a
presentation to members
of the Board by site
management at
Moranbah North and
Grosvenor operations.
85
Above left:
NED Byron Grote
(wearing emergency
breathing apparatus)
with Grosvenor general
manager Marc Kirsten,
before the start of their
underground tour.
Above right:
Anglo American chairman
Stuart Chambers and
De Beers Canada head
of technical Leo Fusciardi
at Gahcho Kué mine.
Below left: (left to right)
Marketing’s sales
manager, China,
Yunlu Gao with NEDs
Mphu Ramatlapeng
and Anne Stevens
during an informal
lunch with employees
at the Brisbane
corporate office.
Right:
At Gahcho Kué mine with
(left to right) De Beers
Group CEO Bruce Cleaver,
Leo Fusciardi, former
engineering and site
services manager
Craig Wessner, De Beers
Canada CEO Kim Truter
and Byron Grote.
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE THE BOARD IN 2018
PROCESS USED IN RELATION
TO BOARD APPOINTMENTS
The Board is committed to ensuring that it has the right
balance of skills, experience and diversity, taking into
account the targets of the Davies and Parker Reports. At
the date of this report, the Board comprises 11 directors,
of whom 27% are female and two of whom are people of
colour. In terms of nationality, nine members of the Board
have a nationality other than British, with two of them being
from southern Africa.
During 2018, the Nomination Committee commenced a
search process to recruit a new non-executive director.
Spencer Stuart was retained by the committee to assist
with the search process. Spencer Stuart was chosen as they
had previously worked for the Group in recruiting for senior
appointments and accordingly have a good understanding
of the Board’s requirements, given the markets in which the
most suitable candidate are likely to be found. They are also
accredited under The Enhanced Code of Conduct for
Executive Search Firms.
Prior to the search commencing, the Nomination
Committee agreed the skills and experience they
considered necessary for the role and provided this to
Spencer Stuart. A list of potential candidates was then
identified by Spencer Stuart and discussed with the
committee members to agree a shorter list to be
interviewed. The initial list of potential prospects included
ethnically and gender-diverse candidates. Shortlisted
candidates were interviewed by members of the committee
and, where practical, other directors.
BOARD INFORMATION AND SUPPORT
All directors have full and timely access to the information
required to discharge their responsibilities fully and
effectively. They have access to the advice and services of
the Group general counsel and company secretary, other
members of the Group’s management and staff, and external
advisers. Directors may take independent professional advice
in the furtherance of their duties, at the Company’s expense.
Where a director is unable to attend a Board or committee
meeting, he or she is provided with all relevant papers and
information relating to that meeting and encouraged to
discuss issues arising with the respective chairs and other
Board and committee members.
All non-executive directors are provided with access to
papers for each of the Board’s committees.
BOARD INDUCTION AND DEVELOPMENT
Following appointment and as required, directors receive
training appropriate to their level of experience and
knowledge. This includes the provision of a comprehensive,
tailored induction programme and individual briefings with
GMC members and their teams so as to provide newly
appointed directors with information about the Group’s
businesses and other relevant information to assist them in
effectively performing their duties. In addition to scheduled
Board operational site visits, non-executive directors are
expected to spend time at the Group’s operations to meet
management and members of the workforce.
Highlights
• In May 2018, directors and non-executive members of
the Sustainability Committee visited the Gahcho Kué
diamond mine in Canada
• As part of their continuing development, in September
2018, Ian Ashby and Nolitha Fakude visited PGMs
operations in South Africa, incorporating Mototolo,
Twickenham, Mogalakwena and Amandelbult.
Further information about the Board’s visits to operations in
2018 can be found on pages 84-85.
Board and committee meetings 2018 – frequency and attendance of members
The table below shows the attendance of directors at meetings of the Board and committees during the year. Attendance
is expressed as the number of meetings attended out of the number eligible to be attended.
Independent
Board(3)
Board Strategy
Audit
Sustainability
Remuneration
Nomination
Stuart Chambers
Mark Cutifani
Stephen Pearce
Tony O’Neill
Ian Ashby
Nolitha Fakude
Byron Grote
Sir Philip Hampton(1)
Mphu Ramatlapeng
Jim Rutherford
Anne Stevens(2)
Jack Thompson
n/a
No
No
No
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
7/7
7/7
7/7
7/7
7/7
7/7
7/7
7/7
7/7
7/7
7/7
7/7
1/1
1/1
1/1
1/1
1/1
1/1
1/1
1/1
1/1
1/1
1/1
1/1
–
–
–
–
–
4/4
4/4
4/4
–
4/4
4/4
–
4/4
4/4
–
4/4
4/4
4/4
–
–
4/4
4/4
–
4/4
–
–
–
–
–
–
3/3
3/3
–
3/3
2/3
3/3
3/3
–
–
–
–
–
3/3
3/3
–
–
3/3
3/3
(1) Resigned 31 December 2018.
(2) Anne Stevens was unable to attend the February 2018 Remuneration Committee meeting due to an unavoidable diary conflict.
(3) The number of Board meetings included six scheduled meetings, and one special purpose meeting to consider the Quellaveco equity syndication process.
86
Anglo American plc Integrated Annual Report 2018 INVESTOR RELATIONS
Private shareholders are encouraged to attend the
Company’s general meetings or to submit questions to the
Company via the Group’s website. The website also provides
the latest news and historical financial information, details
about forthcoming events for shareholders and analysts,
and other information regarding Anglo American.
Voting levels at the 2018 AGM were, for all but one
resolution, around 72%, with no more than 1.05% of
that total being votes withheld. Voting levels for the
re-appointment of Deloitte LLP as the Company’s auditor
were 61.73%, with 10.9% of that total being votes withheld.
All resolutions submitted to the meeting in 2018 were
passed with more than 90% of the shareholders voting
in favour, with the exception of the resolution giving the
directors the authority to allot shares in the Company, which
was passed with 78% of the votes cast. The votes cast
against this resolution were overwhelmingly received from
our South African investors. As a result, the Company has
proactively engaged with these shareholders to better
understand their position. The engagement has been
positive and, having listened to the views of our concerned
shareholders, the Company will be seeking an authority at
the 2019 AGM to allot shares up to 5% of the issued share
capital, rather than 10% as it has done previously.
The Company has an active engagement programme
with its key financial audiences, including institutional
shareholders and buy-and sell-side analysts, as well
as potential shareholders.
The Group’s investor relations department manages
the interactions with these audiences and regular
presentations take place at the time of the interim and final
results, as well as during the rest of the year. An active
programme of communication with potential shareholders
is also maintained. Any significant concerns raised by a
shareholder in relation to the Company and its affairs are
communicated to the Board.
The Board receives a briefing at each meeting from the
investor relations department and analysts’ reports are
circulated to the directors when available. Feedback
from meetings held between executive management,
or the investor relations department, and institutional
shareholders, is also communicated to the Board.
During the year there were regular presentations to, and
meetings with, institutional investors in the UK, South Africa,
North America, Continental Europe and Australia to
communicate the strategy and performance of Anglo
American. Executive directors and key executives, including
business unit heads, host such presentations, which include
seminars for investors and analysts and one-to-one
meetings. The investor relations department, along with
business unit management, also hosted a visit by a group
of institutional investors and analysts to the Group’s Copper
operations in Chile and the Quellaveco copper project in
Peru. The visit, which included a series of presentations
by management, provided investors and analysts with the
opportunity to add to their understanding of the business
in a key growth area. Throughout the year, executive
management also present at industry conferences that are
organised mainly by investment banks for their institutional
investor base.
87
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE THE BOARD IN 2018
BOARD EVALUATION
BOARD, COMMITTEE AND INDIVIDUAL
DIRECTORS EVALUATION
Each year, the Board undertakes a rigorous evaluation
of its own effectiveness and performance, and that of its
committees and individual directors. At least every three
years, the evaluation is externally facilitated. In 2018, an
external evaluation exercise was undertaken. The process
for how the review was conducted and its findings are
reported on the facing page. The previous externally
facilitated Board review was carried out in 2015, the
results of which were reported in the 2016 Annual Report.
In 2016 and 2017, the directors completed online,
questionnaire-based, internal evaluations. To allow the
Board and its committees to judge progress over the two
years, the evaluations explored similar areas on each
occasion. The results were collated, summarised and
considered by the Nomination Committee before being
submitted to the relevant committee and the Board.
Action plans were developed based on the results and
progress against these measured throughout the year.
The results of the findings and the actions taken in response
to the 2016 and 2017 evaluations are summarised below.
Action plans based on the 2017 evaluations were approved
in February 2018 and were progressed throughout the year.
The questionnaires completed by the individual directors
were used as part of their performance evaluation by the
chairman, with the chairman’s performance evaluation
being led by the senior independent director.
2016
From the 2016 internal exercise, the following
focus areas for the Board in 2017 were identified
and changes were made to address these priorities,
including to the Board’s agendas and the information
it received:
• Making Board member appointments to replace the
skills and experience lost towards the end of 2016
• Focusing on strategy and growth options
• Succession planning
• Progressing the implementation of
new technology.
2017
The 2017 internal evaluation identified the following
priorities for 2018. Action plans were monitored by
the Nomination Committee during 2018.
• Driving demonstrable and sustainable safety
and operating improvements
• Execution against the asset-led strategy
• Identifying additional growth opportunities while
targeting credit strength, debt reduction and refinancing
• Ensuring the Group has a suitably diverse workforce with
the capability and skills to drive continuous improvement
• Deploying winning technologies (particularly
in the areas of water reduction and safety
improvements).
COMMITTEE EVALUATIONS IN 2018
The committee evaluations looked at ways in which the
committees could improve their overall efficiency, their
performance in the current year and the areas they
needed to address in the coming year. All the committees
were believed to be performing effectively and were
appropriately constituted.
Audit Committee
The results confirmed that the committee chair is high
performing and well regarded by the Board and senior
management. The review suggested that meeting agendas
could be streamlined to allow more time to focus on the
committee’s priorities, including a greater emphasis on
risk management.
Nomination Committee
The results confirmed that the chairman is a highly focused
and inclusive chair in his approach to the nominations
process. Communication between the committee and the
Board could be further improved so that directors who do
not serve on the committee receive more information on its
work. Greater oversight of executive succession planning is
being incorporated into the committee’s agenda in 2019.
Remuneration Committee
The review highlighted the progress the committee
had made in listening and responding to the views of
shareholders in ensuring remuneration targets are
aligned to the Group’s strategic goals and performance
and create stakeholder value in a sustainable way.
Information flows between the committee and the
Board could be improved and greater use of the private
non-executive directors’ sessions (held after each Board
meeting) will be used to share confidential information
about the work of the committee.
Sustainability Committee
The review acknowledged that rigorous oversight of safety
issues remains the key priority for the committee, in pursuit
of Anglo American’s zero harm target. During 2019 the
committee will continue to scrutinise progress of the
Group’s Elimination of Fatalities Taskforce. The committee’s
forward-looking calendar cycle has been extended to
reduce pressure on meeting agendas and its remit will be
reviewed during 2019 to ensure that only the most
important items are put before the committee.
88
Anglo American plc Integrated Annual Report 2018 2018
The 2018 Board evaluation was externally facilitated
by Independent Board Evaluation (IBE), a consultancy
with no other connection to the Company, and
conducted in accordance with guidance contained
in the UK Corporate Governance Code.
PROCESS
In June 2018, the evaluation team initially met with the
chairman, chief executive and Group general counsel and
company secretary to agree a comprehensive brief and
agenda for the review. Detailed interviews were held with
each director, according to a set agenda tailored to the
Company. In addition, the evaluation team interviewed
10 members of senior management, including the Group
general counsel and company secretary, the deputy
company secretaries and members of the GMC, as well as
the lead external audit and remuneration partners, to gain
a broad perspective of the Board’s work.
In July, the evaluation team observed Board and
committee meetings. Supporting materials for briefing
purposes were provided by the Company. Following
completion of the exercise, the evaluation team collated
the results and draft conclusions were discussed with the
chairman and the committee chairs, prior to presenting
the results at a meeting of the full Board in September.
An action plan addressing the findings was developed
and discussed by the Board in December.
A report on the chairman was presented to the senior
independent director and the results discussed at a
meeting of the non-executive directors without the
chairman present. In addition, the chairman received a
report with feedback on individual directors’ performance.
The chairman held one-to-one meetings with each of the
directors following the evaluation.
KEY HIGHLIGHTS
The review confirmed that the Board is believed to be
effective and well-functioning, and has adjusted to its new
leadership under the chairmanship of Stuart Chambers in
a positive way.
The most positive feedback was about the following
aspects of Board performance:
• The Board’s culture
• Governance and compliance; and
• Board support and resources.
Some scope for improvement was identified in the areas of
Board composition, Board oversight of risk-management
and director development.
Following the 2018 evaluation, the Board identified the effectiveness priority areas below for 2019:
TOPIC
Strategy
People
AREAS IDENTIFIED
FOR ACTION
More time to be dedicated
to strategy discussions
throughout the year
Improve Board level visibility
and focus on safety, talent
and diversity
Succession planning
More frequent Board discussion
of succession planning and
review the geographic spread
of the Board
PLANNED ACTIONS IN 2019
Continue to build on the successful format of the 2018 Board
strategy meeting.
The Board’s forward-looking agenda is being revised to allow more
time for strategic discussions leading up to the 2019 Board strategy
meeting and a dedicated strategy input session has been scheduled
ahead of the Board’s strategy meeting.
Board visibility on safety, diversity and talent will be enhanced
by allocating greater Board time to these topics and improving
committee reporting to the Board in these areas. The Board will
continue to monitor progress of the Elimination of Fatalities
Taskforce.
The Nomination Committee will provide greater oversight of
talent and diversity.
The Board will continue to review succession plans for the
GMC annually, and the Nomination Committee will review
senior management succession annually.
The Board’s skills and capabilities matrix has been updated
to better align with the Group’s longer-term strategy (see table
on page 82)
Director development
Enhance the director
induction and ongoing
development programmes
The chairman and Group general counsel and company secretary
will work together to prioritise and strengthen the director
onboarding and development programme, to better align with
the Group’s strategic objectives
89
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE SUSTAINABILITY COMMITTEE
SUSTAINABILITY COMMITTEE
Jack Thompson
Chairman
Sustainability Committee
COMMITTEE MEMBERS
Jack Thompson – Chairman
Ian Ashby
Stuart Chambers
Mark Cutifani
Nolitha Fakude
Tony O’Neill
Mphu Ramatlapeng
Jim Rutherford
For more on biographies and Board experience details
See pages 74-77
Business unit heads, Group directors of people and
organisation, and corporate relations, the Group general
counsel and company secretary and the Group head of
safety and sustainable development also participate in
meetings of the committee.
ROLE AND RESPONSIBILITIES
COMMITTEE DISCUSSIONS IN 2018
The committee met four times in 2018. At each meeting,
the committee reviews detailed reports covering the
Group’s performance across a range of sustainability
areas, including: safety; health and wellness; socio-political
trends; human rights; climate change; and environmental
and social performance.
Significant social, safety, health and environmental
incidents are reviewed at each meeting, as are the results
from operational risk reviews.
In 2018, five members of the workforce lost their lives at the
Group’s managed operations. Preliminary observations
from each of these fatal incidents were reported to the next
committee meeting following their occurrence, noting the
factors surrounding the incidents, mitigation steps being
taken and the process for formal investigation. Following
completion of independent investigations, findings are
presented to the committee.
In addition to the committee’s standing agenda items,
the following matters were discussed during 2018:
• Strategy and progress of the Group’s Elimination
of Fatalities Taskforce, designed to achieve a zero
fatality business
• Sustainable Mining Plan implementation update
• Business unit reports on safety and sustainability
performance: Iron Ore Brazil and Nickel, Kumba Iron Ore,
Metallurgical Coal, and Platinum
• The Minas-Rio pipeline leakage and its
environmental impact
• Developments in relation to the South African Mining
Charter III
• Results of external stakeholder research: corporate
purpose, brand and reputation
The committee oversees, on behalf of the Board, material
management policies, processes, and strategies designed
to manage safety, health, environment and socio-political
risks, to achieve compliance with sustainable development
responsibilities and commitments and strive for an industry
leadership position on sustainability.
• The Group’s approach to socio-economic development
• 2017 Social Way assessment results – improvements in
performance on managing the social impacts of mining
• Sustainability benchmarking – comparing performance
and global trends across the industry
The committee is responsible for reviewing the causes of
any fatal or significant sustainability incidents and ensuring
learnings are shared across the Group.
The committee’s terms of reference are available to
view online.
For more information, visit
www.angloamerican.com/about-us/governance
During 2018, the committee held one of its four
meetings in Brisbane, Australia, and committee
members visited the Gahcho Kué diamond mine
in Canada. In addition, ommittee members visited
the University of Queensland’s Sustainable
Minerals Institute, one of Anglo American’s
sustainability partners. Members of the
committee participated in the Group’s annual
Global Safety Day campaign across operations
at the Group’s Metallurgical Coal business in
Queensland, Australia.
• Operational risk management training and capability
• Water management at Moranbah North mine in
Queensland, Australia
• Dust management at Kumba Iron Ore’s Sishen mine
• Risk/liability of tailings storage facilities at
divested operations
• Mine closure liabilities
• Key legislative and regulatory developments in the
sustainability area
• Sustainability Committee annual evaluation (externally
facilitated in 2018) and action plan.
90
Anglo American plc Integrated Annual Report 2018
GOVERNANCE NOMINATION COMMITTEE
NOMINATION COMMITTEE
Stuart Chambers
Chairman
Nomination Committee
COMMITTEE MEMBERS
Stuart Chambers – Chairman
Byron Grote
Sir Philip Hampton (resigned 31 December 2018)
Anne Stevens
Jack Thompson
Ian Ashby (appointed on 1 January 2019)
Nolitha Fakude (appointed on 1 January 2019)
For more on biographies and Board experience details
See pages 74-77
The chief executive and the Group head of people and
organisation also attend meetings of the committee.
ROLE AND RESPONSIBILITIES
• Agreeing a skills, diversity and experience matrix for all
directors (with the approval of the Board) to identify and
address any skills gaps when recruiting new directors.
• Making recommendations as to the composition of the
Board and its committees and the balance between the
executive directors and non-executive directors in order to
maintain a diverse Board with the appropriate mix of skills,
experience, independence and knowledge.
• With the assistance of external search consultants,
identifying and reviewing, in detail, potential candidates
available in the market and agreeing a ‘longlist’ of
candidates for each directorship. Following further
discussion and research, deciding upon a shortlist of
candidates for interview. Committee members interview
the shortlisted candidates and make a recommendation to
the Board.
• Ensuring that the human resources function of the Group
regularly reviews and updates the succession plans for the
directors and senior managers. These are presented to the
Board by the chief executive (in the absence of other
executive directors) and discussed.
The Committee’s terms of reference are available to
view online.
For more information, visit
www.angloamerican.com/about-us/governance
COMMITTEE DISCUSSIONS
AND FOCUS AREAS IN 2018
The committee met three times during 2018. Discussions
at the meetings covered the responsibilities outlined above,
with a particular focus on non-executive succession
planning and committee membership.
The following matters were considered during 2018:
• The composition, structure and size of the Board and its
committees, and the leadership needs of the organisation
• Refreshing the skills, diversity and experience matrix,
incorporating geographic experience in the regions in
which the Group operates and has major markets in,
and the future needs of the Board
• Recommending that the Board support the election or
re-election of each of the directors standing at the AGM in
2018. The length of tenure of non-executive directors was
taken into account when considering supporting their
re-election, to ensure they remain independent and
recognising the need to progressively refresh the Board
• The time commitment expected from each of the
non-executive directors to meet the expectations of
their role
• Committee membership changes for recommending
to the Board in light of two longstanding non-executive
directors, Sir Philip Hampton and Jack Thompson,
stepping down from the Board
• Successor chairs for the Remuneration and
Sustainability committees
• The appointment of Byron Grote as Sir Philip Hampton’s
successor to the role of senior independent director
• The results of the 2017 and 2018 Board and committee
evaluations and progress of action plans
• Reviewing the committee’s terms of reference.
The process used for Board recruitment is described on
page 86 of this Report and the results of the externally
facilitated evaluation of the committee in 2018 are on
page 88.
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GOVERNANCE AUDIT COMMITTEE
AUDIT COMMITTEE
Byron Grote
Chairman
Audit Committee
COMMITTEE MEMBERS
Byron Grote* – Chairman
Nolitha Fakude
Sir Philip Hampton* (resigned 31 December 2018)
Jim Rutherford
Anne Stevens
* Audit committee members deemed to have recent and
relevant financial experience in accordance with the UK Corporate
Governance Code.
The chairman, the chief executive, the finance director, the
Group financial controller, the head of financial reporting,
the Group head of risk management and business
assurance and the Group general counsel and company
secretary also participate in meetings of the committee.
For more on biographies and Board experience details
See pages 74-77
ROLE AND RESPONSIBILITIES
• Monitoring the integrity of the annual and interim
financial statements.
• Making recommendations to the Board concerning the
adoption of the annual and interim financial statements.
• Overseeing the Group’s relations with the external
auditor and commencing the tender process of the
external audit services.
• Reviewing and monitoring the effectiveness of the Group’s
risk management and internal control mechanisms.
• Approving the terms of reference of the internal audit
function and assessing its effectiveness.
• Approving the internal audit plan and reviewing regular
FAIR, BALANCED AND UNDERSTANDABLE
A key requirement of our financial statements is for the
report to be fair, balanced, understandable and provides the
information necessary for shareholders to assess the
Group’s position, performance, business model and
strategy. The Audit Committee and the Board are satisfied
that the Annual Report and Accounts meet this requirement,
as appropriate weight has been given to both positive and
negative developments in the year.
In justifying this statement, the Audit Committee has
considered the robust process which operates in creating
the Annual Report and Accounts, including:
• Clear guidance and instruction is provided to
all contributors
• Revisions to regulatory reporting requirements are
provided to contributors and monitored on an
ongoing basis
• Early-warning meetings are conducted between business
unit management and the auditor in advance of the
year-end reporting process
• A thorough process of review, evaluation and verification
of the inputs from business units is undertaken to ensure
accuracy and consistency
• External advisers provide advice to management and the
Audit Committee on best practice with regard to creation
of the Annual Report and Accounts
• A meeting of the Audit Committee was held in February
2019 to review and approve the draft 2018 Annual Report
and Accounts in advance of the final sign-off by the Board.
This review included the significant accounting matters
explained in the notes to the consolidated financial
statements
• The Audit Committee considered the conclusions of the
external auditor over the key audit matters that contributed
to their audit opinion, specifically impairments, taxation,
special items and remeasurements.
COMMITTEE DISCUSSIONS IN 2018
Throughout the course of 2018, the Audit Committee paid
particular attention to the valuation of assets, tax matters,
the Group’s liquidity position and payment of dividends. The
committee monitored progress with the implementation of
the Code of Conduct and reviewed the system of internal
control and risk management.
An external evaluation of the committee was undertaken,
the results of which are described on page 88.
reports from the head of internal audit on effectiveness of
the internal control system.
The Audit Committee held four meetings in 2018, covering
the key topics set out on the following pages.
• Receiving reports from management on the principal
risks of the Group. Details of the principal risks are
contained on pages 44-47. Overseeing completion of
the Viability Statement.
• Overseeing work associated with embedding the Group’s
Code of Conduct.
The committee’s terms of reference are available to
view online.
For more information, visit
www.angloamerican.com/about-us/governance
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SIGNIFICANT ISSUES CONSIDERED BY THE AUDIT COMMITTEE
IN RELATION TO THE GROUP’S FINANCIAL STATEMENTS
RESPONSE OF THE AUDIT COMMITTEE
Impairment and impairment reversals of assets
The value of mining operations is sensitive to a range of characteristics
unique to each asset. Management is required to apply judgement in the
estimation of Ore Reserves, and price and production forecasts which
drive cash flow projections.
The committee exercises oversight over the impairment review process,
including the identification of impairment and impairment reversal
indicators, the review of changes in the valuation of cash-generating units
and associated sensitivity analysis. During 2018, the most significant
assets considered were the following:
Minas-Rio
The valuation of Minas-Rio continues to be in line with the carrying value,
but is subject to uncertainty in relation to licensing, as well as being highly
sensitive to changes in pricing assumptions. The committee considered
the impact of the pipeline leak, the status of the licensing process and
various valuation scenarios presented by management. It was concluded
that no adjustment was required to the carrying value at this time.
Moranbah-Grosvenor
Moranbah-Grosvenor was impaired by $1.25 billion in 2016, because of
a reduction in the Group’s expected long-term metallurgical coal prices.
During 2018, the Grosvenor operation achieved improved operational
results and, combined with an improved long-term outlook for
metallurgical coal, there was sufficient evidence to support an impairment
reversal. After considering the sensitivity analysis presented by
management, the committee concluded that a full reversal of the prior
impairment should be recognised at the December 2018 year-end.
Capcoal
Capcoal was impaired by $0.6 billion during 2015 because of a reduction
in the Group’s expected long-term metallurgical coal prices. During 2018,
the decision was taken to extend the life of the Grasstree underground
operation by three years to the end of 2021 and, when combined with an
improved long-term outlook for metallurgical coal, provides sufficient
evidence to support an impairment reversal. After considering the
sensitivity analysis presented by management, the committee concluded
that a full reversal of the prior impairment should be recognised at the
December 2018 year-end.
Other
In addition to the assets noted above, an impairment charge of $0.1 billion
was recorded following the decision to close the Voorspoed mine and,
after careful consideration of the valuation drivers of Barro Alto, Dawson,
El Soldado and Samancor, no other impairments or impairment reversals
were recorded.
OTHER ISSUES CONSIDERED BY THE AUDIT COMMITTEE
IN RELATION TO THE GROUP’S FINANCIAL STATEMENTS
RESPONSE OF THE AUDIT COMMITTEE
Payment of the dividend
Reviewing management’s recommendation to the Board that the level
of dividend to be paid for the 2018 interim results announcement, based
on the payout-ratio-driven dividend policy.
The committee reviewed the proposal for payment of the dividend, in
accordance with the payout-ratio-driven dividend policy based on 40%
of underlying earnings.
Following discussion, the committee endorsed the proposal to pay an
interim dividend for 2018, for final approval by the Board.
Legal matters
A provision is recognised where, based on the Group’s legal views and,
in some cases, independent advice, it is considered probable that an
outflow of resources will be required to settle a present obligation that
can be measured reliably. This requires the exercise of judgement.
The committee was updated by the Group’s general counsel and company
secretary on the status of legal matters over the course of the year.
The committee considered the status of these legal matters and
concluded that various adjustments to write-off certain assets that had
been previously considered recoverable and adjust certain provisions to
represent the best estimate of likely outcomes.
These adjustments are not material and have been reported within
operating special items where they meet the relevant criteria.
Special items and remeasurements
The Group’s criteria for recognising a special item or remeasurement
involves the application of judgement in determining whether an item,
owing to its size or nature, should be separately disclosed in the income
statement.
The committee reviewed each of the items classified as special items or
remeasurements in the financial statements, and the related disclosures,
to ensure that the separate disclosure of these items was appropriate.
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GOVERNANCE AUDIT COMMITTEE
OTHER ISSUES CONSIDERED BY THE AUDIT COMMITTEE
IN RELATION TO THE GROUP’S FINANCIAL STATEMENTS
RESPONSE OF THE AUDIT COMMITTEE
New accounting standards
The impact of new accounting standards, and any elections made in
their application, involves judgement to ensure their adoption is
managed appropriately.
The committee reviewed management’s impact assessment of the
adoption of IFRS 16 Leases which will become effective in 2019. The
committee considered the disclosures in the notes to the financial
statements prepared by management to explain the transition impact
and concluded that these were appropriate.
Going concern basis of accounting in preparing the
financial statements
The ability of the Group to continue as a going concern depends upon
continued access to sufficient financing facilities. Judgement is required
in the estimation of future cash flows and compliance with debt covenants
in future years.
The committee assessed the forecast levels of net debt, headroom on
existing borrowing facilities and compliance with debt covenants. This
analysis covered the period to 31 December 2020 and considered a
range of downside sensitivities, including the impact of lower commodity
prices and higher costs. The committee concluded it was appropriate to
adopt the going-concern basis.
Retirement benefits
The ability of the Group to recover surpluses within pension schemes
involves judgement. The estimation of retirement benefits requires
judgement over the estimation of scheme assets and liabilities. Areas of
judgement include assumptions for discount and inflation rates, returns
on assets and life expectancy. Changes in the assumptions used would
affect the amounts recognised in the financial statements.
The committee reviewed the changes in assumptions behind the
calculations of the asset and liability positions of the Group’s pension
and medical plans and concluded that the amounts recorded as at
31 December 2018 appropriately reflected these updates.
In addition, the committee reviewed the adequacy of the level of funding
provided to the plans and the overall expense recognised for the year.
The committee assessed the appropriateness of the Group’s overall risk
management approach to retirement benefits, and the Group’s ability to
recover surpluses within schemes in the UK and South Africa.
Provision for restoration, rehabilitation and
environmental costs
The estimation of environmental restoration and decommissioning
liabilities is inherently uncertain, given the long time periods over which
these expenditures will be incurred, and the potential for changes in
regulatory frameworks and industry practices over time.
The committee reviewed the update provided by management on
estimates of environmental and decommissioning liabilities, which are
based on the work of external consultants and internal experts. The
committee considered the changes in assumptions and other drivers of
movements in the amounts provided on the balance sheet and concluded
that the provisions recorded as at 31 December 2018 appropriately
reflected these updates.
Taxation
The Group’s tax affairs are governed by complex domestic tax
legislations, international tax treaties between countries and the
interpretation of both by tax authorities and courts. Given the many
uncertainties that could arise from these factors, judgement is often
required in determining the tax that is due.
The Group head of tax provided the committee with updates throughout
the year on various tax matters, including the status of tax audits, tax
reporting, the current global tax environment and the ongoing entity-
simplification programme.
In addition, the committee discussed the recoverability of the Group’s
deferred tax assets, in particular with respect to Minas-Rio, as well as the
status of uncertain tax provisions. While these matters are inherently
judgemental, no significant issues arose during 2018.
OTHER ISSUES CONSIDERED BY THE AUDIT COMMITTEE
RESPONSE OF THE AUDIT COMMITTEE
Viability Statement
The Viability Statement, and the underlying process to analyse various
scenarios that support the development of the Viability Statement, are
found on pages 42-47.
The committee reviewed the time period over which the assessment is
made, along with the scenarios that are analysed, the potential financial
consequences and assumptions made in the preparation of the
statement.
Mineral Resources and Ore Reserves statements
The year-on-year changes to Mineral Resources and Ore Reserves for
operations and projects across the Group.
The committee concluded that the scenarios analysed were sufficiently
severe but plausible and the time period of the Viability Statement was
appropriate, given the alignment with the budgeting and strategy process.
The committee reviewed the significant year-on-year changes, satisfying
itself that appropriate explanations existed. The committee also
discussed issues and improvements in the process to estimate and report
Mineral Resources and Ore Reserves including adoption of a new
software platform and updated guidelines.
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OTHER ISSUES CONSIDERED BY THE AUDIT COMMITTEE
RESPONSE OF THE AUDIT COMMITTEE
Internal audit work
Reviewing the results of internal audit work and the 2019 plan.
Risk management
The Group’s risk profile and the process by which risks are identified and
assessed.
Code of Conduct
The implementation of the Code of Conduct and specific actions to
mitigate risk of bribery and corruption.
Various risk matters
The committee oversees the implementation of work to mitigate a variety
of key risks.
External audit
Reviewing the results of extended audit work, evaluating the quality of the
external audit and consideration of management letter recomendations.
The committee received reports on the results of internal audit work,
satisfying itself that the 2018 plan was on track, and discussed areas
where control improvement opportunities were identified. The committee
reviewed the progress in completion of agreed management actions.
The committee reviewed the proposed 2019 internal audit plan,
assessing whether the plan addressed the key areas of risk for the
business units and Group. The committee approved the plan, having
discussed the scope of work and its relationship to the Group’s risks.
The committee assessed the Group’s risk profile, in particular the
principal risks (see pages 42-47). The committee discussed the key risks,
the mitigation plans in place and the appropriate executive management
responsibilities. The committee also considered the process by which the
risk profile is generated, the changes in risk definitions and how the risks
aligned with the Group’s risk appetite. Following discussion and
challenge, the risk profile was approved.
The committee reviewed progress with the implementation of the Code
of Conduct that was rolled out across the Group in 2017. The committee
received updates on governance of the Code, ethical risk assessments
performed and training provided. The committee, along with all other
Board members, participated in training provided to senior management.
The committee also assessed the work being conducted to mitigate the
risk of bribery and corruption. Specifically, the committee reviewed work
to assess risk from use of intermediaries, approving plans to strengthen
risk mitigation in this area. The committee approved work plans associated
with the Group’s anti-bribery and corruption programme for 2019. The
committee received a report from an external law firm which had reviewed
the Group’s policy and programme to manage bribery risk. The committee
discussed the conclusions, recommendations and approved
management’s response to the recommendations intended to further
strengthen the programme.
During the course of 2018, the committee reviewed work to mitigate
cyber risk, data-protection risk, risks associated with the Quellaveco
project, plus marketing and trading risks. The committee evaluated the
work being performed, progress made and provided challenge to satisfy
itself that these risks were being adequately managed.
The committee reviewed the preliminary planning report from Deloitte in
July 2018 and the final audit plan and fee were approved at the December
meeting, having given due consideration to the audit approach, materiality
level and audit risks. The committee received updates during the year on
the audit process, including how the auditor had challenged the Group’s
assumptions on the issues noted in this report. In February 2019, the
committee reviewed the output of the external audit work that contributed
to the auditor’s opinion.
The effectiveness, performance and integrity of the external audit
process was evaluated through separate surveys for committee
members and management impacted by the audit, including business
unit chief financial officers and heads of functions. The evaluation of the
2017 external audit concluded that the external auditor was independent,
objective and effective in the delivery of the audit. Service levels had
remained largely constant in key areas compared with the previous year.
Results of the annual assessment were discussed with the external
auditor who considered the themes for the 2018 audit approach, in
particular with respect to greater focus on working with management
through the audit planning process and in providing further insights to
the Audit Committee during the year as the audit progresses. The next
evaluation of the quality of external audit will be performed in April 2019
with key themes incorporated into the 2019 audit planning cycle.
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GOVERNANCE AUDIT COMMITTEE
AUDIT COMMITTEE REPORT
ENSURING INDEPENDENCE
OF THE EXTERNAL AUDITOR
Anglo American’s policy on auditors’ independence is
consistent with the ethical standards published by the
Audit Practices Board.
A key factor that may impair an auditor’s independence is a
lack of control over non-audit services provided by the
external auditor. The external auditor’s independence is
deemed to be impaired if the auditor provides a service that:
• Results in the auditor acting as a manager or employee of
the Group
• Puts the auditor in the role of advocate for the Group
• Creates a mutuality of interest between the auditor and
the Group.
Anglo American addresses this issue through three primary
measures, namely:
• Disclosure of the extent and nature of non-audit services
• The prohibition of selected services – this includes the
undertaking of internal audit services
• Prior approval by the Audit Committee chairman of
non-audit services where the cost of the proposed service
is likely to exceed $100,000.
Anglo American’s policy on the provision of non-audit
services is regularly reviewed.
The definition of prohibited non-audit services corresponds
with the European Commission’s recommendations on the
auditor’s independence and with the Ethical Standards
issued by the Audit Practices Board in the UK.
Non-audit work is only undertaken where there is
commercial sense in using the auditor without jeopardising
auditor independence; for example, where the service is
related to the assurance provided by the auditor or benefits
from the knowledge the auditor has of the business.
Non-audit fees represented 27% of the 2018 audit fee
of $9.3 million. A more detailed analysis is provided on
page 186.
OTHER SAFEGUARDS
• The external auditor is required to adhere to a rotation
policy based on best practice and professional standards
in the UK. The standard period for rotation of the audit
engagement partner is five years and, for any key audit
partner, seven years. The audit engagement partner,
Kari Hale, was appointed in 2015, and will rotate off at the
end of the 2019 audit in accordance with this requirement.
• Any partner designated as a key audit partner of
Anglo American shall not be employed by Anglo American
in a key management position unless a period of at least
two years has elapsed since the conclusion of the last
relevant audit.
• The external auditor is required to assess periodically
whether, in their professional judgement, they are
independent of the Group.
• The Audit Committee ensures that the scope of the
auditor’s work is sufficient and that the auditor is
fairly remunerated.
• The Audit Committee has primary responsibility for
making recommendations to the Board on the
appointment, re-appointment and removal of the
external auditor.
• The Audit Committee has the authority to engage
independent counsel and other advisers as they
determine necessary to resolve issues on the auditor’s
independence.
• An annual assessment is undertaken of the auditor’s
effectiveness through a structured questionnaire and
input from all business units and Group functions covering
all aspects of the audit process. The Audit Committee
members also participate in this assessment, which
evaluates audit planning, execution, communications and
reporting. The assessment identifies strengths and areas
for improvement, which are discussed with the auditor and
action plans agreed. The assessment conducted in 2018
for the 2017 audit showed continued improvement from
the previous assessment ongoing to actions taken.
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Anglo American plc Integrated Annual Report 2018 Audit tender
As indicated in the 2017 Annual Report, Anglo American
has commenced a formal tender process for the
appointment of a new external auditor for the 2020 financial
year onwards.
During 2018, we have completed several planning
steps, including:
• Inviting a number of audit firms to submit pre-qualification
questionnaires to confirm their willingness to participate in
the audit tender, their global capabilities and their
assessment of independence
• Agreeing detailed selection criteria for the evaluation of
the audit firms and a tender timetable to enable a smooth
transition from our current auditors
• Interviewing and selecting potential lead audit partners
• Approving the Request for Proposal (RFP) that was issued
in December 2018 to a shortlist of audit firms that met the
pre-qualification criteria.
The tender process will culminate in a written submission
and oral presentation to the committee in April 2019 and the
committee expects to be able to recommend a new external
auditor to the Board shortly afterwards.
Anglo American confirms compliance during the year with
the provisions of the UK Competition and Markets
Authority Order.
Conclusions of the Audit Committee for 2018
The Audit Committee has satisfied itself that the external
auditor’s independence was not impaired.
The Audit Committee held meetings with the external
auditor, without the presence of management, on two
occasions, and the chairman of the Audit Committee held
regular meetings with the lead audit engagement partner
during the year.
Consideration given to the appointment of the
external auditor
The Audit Committee’s assessment of the external
auditor’s performance and independence underpins its
recommendation to the Board to propose to shareholders
the re-appointment of Deloitte LLP as auditor until the
conclusion of the AGM in 2019. Resolutions to authorise the
Board to re-appoint and determine the remuneration of
Deloitte LLP will be proposed at the AGM on 30 April 2019.
RISK MANAGEMENT
Risk management is the responsibility of the Board and is
integral to the achievement of our objectives. The Board
establishes the system of risk management, setting risk
appetite and maintaining the system of internal control to
manage risk within the Group. The Group’s system of risk
management and internal control is monitored by the
Audit Committee under delegation from the Board.
The system of risk management is designed to ensure
awareness of risks that threaten the achievement of
objectives. The controls that mitigate those risks are
identified so that assurance can be provided on the
effectiveness of those controls and a determination can
be made as to whether the risk is operating within the
Group’s risk appetite. We seek to embed a culture of risk
awareness into the development of our strategic and
operational objectives.
The process for identification and assessment of the
principal risks combines a top-down and bottom-up
approach. At the operations level, a process to identify
all risks that prevent the achievement of objectives is
undertaken. Detailed analysis of the material risks at
each location is performed to ensure management
understanding of the risk and controls that reduce
likelihood of occurrence and impact should the risk
materialise. These operational-risk profiles contribute to
the assessment of risks at the business unit level. Executive
management at each business unit assesses risks that
threaten achievement of the business unit objectives and
the status of controls, or actions, that mitigate those risks.
At the Group level, risks are identified through assessment
of global factors affecting the industry and the Group
specifically, as well as the risks arising from the business
unit assessments. Materiality of risk is determined through
assessment of the various impacts that may arise and
likelihood of occurrence. An exception relates to those
risks deemed catastrophic in nature, where the focus of
assessment is on impact and status of internal controls,
given the very low likelihood of occurrence. When
considering the impact of any risk, we assess financial,
safety, environmental, legal or regulatory, social and
reputational consequences.
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GOVERNANCE AUDIT COMMITTEE
The scope of internal audit work covers the broad
spectrum of risk to which the Group is exposed. The audit
of controls associated with major operating/technical risks
is undertaken in conjunction with relevant experts from
the Technical and Sustainability function, the results of
which were shared with the Sustainability Committee and
Audit Committee.
In determining its opinion that the internal control
environment was effective during 2018, the Audit
Committee considered the following factors:
• The results of internal audit work, including the response
of management to completion of actions arising from
audit work
• The output of risk management work
• The output of external audit work and other
assurance providers
• Issues identified by management or reported through
whistleblowing arrangements, and the results of
investigations into allegations of breaches of our values
and business principles.
Reviewing the effectiveness of the system
of risk management and internal control
The Board, through the Audit Committee, fulfils its
responsibility in reviewing the effectiveness of the system
of risk management and internal control through review of
reports submitted over the course of the year covering the
risk management process, adequacy of the internal
control environment, consideration of risk appetite, in-depth
reviews of specific risks and the results of external audit
work. The Sustainability Committee also reviews technical
and safety risks in detail and reports its findings to the Board.
Reviewing the effectiveness of internal audit
The committee assesses the work of internal audit on a
regular basis through the receipt of reports on the progress
of the internal audit plan and issues arising and through its
annual committee evaluation. The committee met with the
head of internal audit, in the absence of management on two
occasions during 2018, which enables further evaluation of
the work performed.
The robust process of identifying and evaluating the
principal risks was in place during 2018 and is ongoing.
Regular reports on the status of risks and controls are
presented to executive management teams throughout the
year. The Audit Committee reviews reports on the overall
Anglo American risk profile on two occasions during the
year and conducts in-depth reviews of specific risks during
its meetings over the course of the year. Each principal risk
is assigned to either the Board or the relevant Board
committees to oversee executive management actions in
response to that risk. The Audit Committee reviews that
oversight process on an annual basis.
Details of the principal risks are provided on pages 44-47.
Risk appetite
We define risk appetite as ‘the nature and extent of risk that
Anglo American is willing to accept in relation to the pursuit
of its objectives’. Each principal risk is assessed as to
whether it is operating within the limit of appetite for the
Group, based on review of the external factors influencing
that risk, the status of management actions to mitigate or
control the risk and the potential impact should the risk
materialise. For risks operating beyond the limit of appetite,
a change in strategy may be required. For risks operating
within, but approaching the limit of, appetite, specific
management actions may be required to ensure the risk
remains within the limit of appetite.
Risk management and the system
of internal control
Controls either reduce the likelihood or impact of any risk
once it has occurred, while the identification of material
controls – i.e. those controls that have the most influence in
mitigating a risk – is an important input for audit planning.
The system of internal control operates on a traditional
‘three lines of defence’ approach, with operating
management implementing and monitoring controls
on a day-to-day basis, and business unit or functional
management providing a second line of defence through
regular and frequent oversight of operating management’s
implementation of controls. A centrally managed internal
audit department provides the third line of defence by
reviewing the design and operating effectiveness of the
internal control environment, which includes the work
performed by the first and second lines of defence
management teams. Internal audit operated in all of the
Group’s managed businesses in 2018, reporting its work
to executive management and the Audit Committee on a
regular basis. The internal audit department’s mandate
and annual audit coverage plans were approved by the
Audit Committee.
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Anglo American plc Integrated Annual Report 2018 Whistleblowing programme
The Group has an independently managed whistleblowing
facility operating in all its managed operations, as well as a
Group-wide stakeholder complaints and grievance
procedure (see the 2018 Sustainability Report for more
details). The whistleblowing programme, which is monitored
by the Audit Committee, is designed to enable employees,
customers, suppliers, managers or other stakeholders to
raise concerns on a confidential basis where conduct is
deemed to be contrary to our values.
During 2018, 325 (2017: 272) reports were received via
the global ‘Speak Up’ facility, covering a broad spectrum
of concerns, including:
• Ethical
• Criminal
• Supplier relationships
• Health and safety
• HR issues.
The majority of reports were received on an anonymous
basis. Of the cases closed in 2018, 28% were proven to
support the allegations received and resulted in some form
of management action.
In addition, almost 700 alerts were received in respect of
an attempted purchasing fraud committed by third parties
against other companies in South Africa using email domain
addresses similar to Anglo American Platinum. These alerts
are being used as evidence by authorities in an ongoing
criminal investigation.
During 2018 we undertook a review of our whistleblowing
programme and as a result of a competitive tender process
we are moving the service to a new external provider. This
will be supported with a comprehensive communications
campaign to remind employees and others of the service
including the guaranteed anonymity they can expect when
they submit a report.
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GOVERNANCE DIRECTORS’ REMUNERATION REPORT
DIRECTORS’ REMUNERATION REPORT
REMUNERATION COMMITTEE
Anne Stevens
Chair
Remuneration Committee
COMMITTEE MEMBERS
Anne Stevens – Chair (with effect from 1 January 2019)
Sir Philip Hampton (resigned 31 December 2018)
Ian Ashby (appointed on 1 January 2019)
Byron Grote
Jim Rutherford
Jack Thompson
For more on biographies and Board experience details
See pages 74-77
The chairman, chief executive and Group head of people
and organisation also attend meetings of the committee.
ROLE AND RESPONSIBILITIES
• Establishing and developing the Group’s general policy
on executive and senior management remuneration
• Determining specific remuneration packages for the
chairman, executive directors and members of the GMC
for review and approval by the Board
• Designing the Group’s share incentive schemes
• Input and oversight on the reward policy for the
broader workforce
• Consultation with shareholders and other stakeholders
regarding executive remuneration.
The committee’s terms of reference are available to
view online.
For more information, visit
www.angloamerican.com/about-us/governance
100
FOCUS IN 2018
• Confirmation of incentive results for the 2017 annual
bonus, including executive director personal key
performance indicators, and the 50% vesting of the
2015 LTIP
• Setting of incentive targets for 2018, including the 2018
annual bonus and 2018 LTIP
• Following feedback from shareholders, the addition of
the safety deductor to the annual bonus for all senior
managers across the Group, further aligning reward
outcomes with our goal of achieving zero harm
• Implications of changes to the UK Corporate Governance
Code (‘the Code’) and reporting requirements, including
the decision to publish the chief executive pay ratio a
year early.
LOOKING AHEAD TO 2019
• Implementation of changes to broaden the remit of
the committee under the Code, including greater
oversight of reward policy across the wider workforce
and a more structured approach to engagement
with other stakeholders, including employees, on
remuneration matters
• Development of a new directors’ remuneration policy,
and consultation with shareholders to be put forward
to shareholders at the 2020 AGM. This will include
addressing specific changes required under the Code,
including post-exit shareholding requirements and
executive pension contribution rates
• Possible selection and appointment of a new adviser
to the committee as a result of audit rotation.
1. INTRODUCTORY LETTER
DEAR SHAREHOLDER,
The primary role of the Remuneration Committee is to
ensure that the remuneration arrangements for executive
directors, and Group Management Committee (GMC)
members, offer them sufficient encouragement to deliver
our strategy and create stakeholder value in a sustainable
and responsible manner. It is also our task to ensure that such
remuneration is proportionate to the levels of performance
achieved and is appropriate in relation to the remuneration
received by the wider workforce, and to shareholder returns.
I am acutely aware that executive pay remains a contentious
topic. It is never easy to strike an equitable balance between
incentivising and rewarding management and reflecting the
interests of shareholders and wider stakeholders. Volatility in
remuneration outcomes, and especially regarding long-term
Anglo American plc Integrated Annual Report 2018 incentive plans (LTIPs), continues to be a factor of the mining
sector and of product prices. The committee carefully seeks
to ensure that each outcome reflects the original intention
of the committee when the incentive was set and that it is an
appropriate reflection of the performance delivered and the
value created for shareholders. Through the application of a
cap on LTIP vesting (‘Cap’), the committee acted robustly to
ensure that executive remuneration for 2018 was appropriate
and that the impact on remuneration of the share price rise
over the past three years was reduced significantly.
Safety
The Board’s priority to achieve zero harm and eliminate the
causes of harm in the workplace is reflected in our safety
statistics. From, and including, 2018 we have introduced a
safety deductor to individual annual bonuses to ensure that
all our global leaders are held personally responsible for any
failures on our journey to zero harm.
While positive performance based on safety, health and
environment (SHE) targets continues to be recognised and
rewarded through a 10% bonus weighting, there is no limit
on the deduction that can be applied. A set percentage for
each fatality above a baseline (initially set at ‘best-ever annual
safety performance’ by business unit and reducing each
year) will be deducted from individual bonuses. For 2018, the
safety deductor resulted in a 7.5% deduction to executive
directors’ final bonus values.
Pay for performance
Performance across our key business metrics is reflected
in this year’s remuneration. Underlying earnings per share
(EPS) were $2.55, supported by underlying EBITDA of
$9.2 billion, an increase of 4 %, and attributable free cash
flow of $3.2 billion. Net debt reduced by a further 37% to
$2.8 billion. Return on capital employed was 19% – well
above our 16% target.
Annual bonus
Half of the annual bonus result is determined by underlying
EPS performance, with 50% measured using ‘fixed’ prices
and foreign exchange (FX) rates and the other half based
on actual results. Continued improvements in operational
productivity and cost control, and higher realised prices for
most of the Group’s products, were offset by the suspension
of operations at Minas-Rio from March to December. These
factors resulted in the vesting of 58% of EPS targets.
The remaining 50% is measured against safety, health
and environment targets, weighted 10%, and individual
and strategic performance measures, weighted 40%. The
Group delivered a best-ever safety performance and made
further progress towards our environmental and health
goals, resulting in a 55% payment against safety, health
and environment targets. The safety deductor, introduced
for the 2018 annual bonus, is applied to the final bonus
outcomes of all the Group’s senior leaders, and reduced
overall annual bonus values for the executive directors by
7.5%. Bonus outcomes after the deductor were between
63% and 66%, between 11% and 19% lower than the
bonuses paid in respect of 2017. (See page 113).
Long-term incentive
Relative total shareholder return (TSR) over the three
years to December 2018 was 285%, significantly above the
maximum vesting targets for the FTSE 100 and the sector
index. As attributable ROCE was above the maximum vesting
target, the LTIP awards granted in 2016 will vest 100%.
To address investor concerns about the potential windfall
gains for executive directors arising from the volatility of the
Company’s share price, a Cap on the value of the 2016 LTIP
was introduced in 2017. This Cap limited the maximum
combined value that can vest in relation to the 2014, 2015
and 2016 LTIP awards to the sum of the total face value of
those awards at grant, with any value above that being
forfeited before the start of the two-year holding period.
A zero vest on the 2014 LTIP and a partial vest in 2015
resulted in a cap on the 2016 LTIP vest for the chief
executive of £10.2 million, compared with an uncapped
vesting value of £16.6 million, representing a substantial
forfeit of £6.4 million. A similar impact was seen for the
technical director and GMC members.
The committee has carefully reviewed this outcome and is
satisfied that the Cap has met the desired goal of constraining
windfall gains. (A full explanation can be found on page 117.)
Salaries
The committee has decided to increase the executive
directors’ salaries in 2019 by 2%, in line with the Group’s UK
based employees.
2019 consultation on the remuneration policy
The remuneration policy will be revised, in consultation
with shareholders, during 2019 and put to shareholders
for approval at the 2020 AGM. The committee will carefully
consider the recent changes to corporate governance, as
well as the guidance notes provided by investors and investor
bodies. This is an opportunity to further align our approach to
remuneration with the Company’s strategy and culture, as well
as reflecting ongoing thinking about the most effective and
appropriate ways to incentivise and reward executives. I look
forward to meeting and working with our shareholders to
achieve these aims.
Governance
The committee believes in balancing clear regulation with
strong delegated authority for the Board to make decisions
that are in the best interests of the Company and its
shareholders. It has reviewed the implications of the changes
to the UK Corporate Governance Code and reporting
requirements and will seek to address these within the new
directors’ remuneration policy to be developed in 2019 and
put to shareholders at the 2020 AGM.
The committee understands the views of many investors
with regards to the need to align executive pensions with
those of other employees. While the new policy to be
adopted in 2020 will address this, the committee has
determined that any new executive directors appointed
before the adoption of the new policy will receive a reduced
employer contribution of 15%, instead of the current 25%.
Although the committee’s primary purpose is the
governance of remuneration for executive directors and
senior management, it has always included within its remit
oversight of pay policy across the wider workforce. The
committee has taken a keen interest in discussions on the
disclosure of a chief executive pay ratio and has taken the
decision to report early. The 2018 ratio of 191:1 reflects the
much greater impact of long-term incentives and share price
movements on the pay of the chief executive compared to
other employees, and is therefore significantly higher as a
result of the 2016 LTIP values. Estimated pay ratios for
previous years are more representative of a typical year and,
using readily available data, these are 90:1 in 2017, and 55:1
in 2016. (A full explanation can be found on page 123.)
Thanks
Finally, I would like to express sincere thanks to
Sir Philip Hampton, who stepped down from the Board
on 31 December 2018, having been Chairman of the
Remuneration Committee, since April 2010.
Anne Stevens
Chair, Remuneration Committee
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Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE DIRECTORS’ REMUNERATION REPORT
REMUNERATION AT A GLANCE
The remuneration policy approved by shareholders at the 2017 AGM is set out below.
Each component of remuneration is designed to reward the accomplishment of aspects
of the Group’s strategy. For more information on the pillars of value, refer to page 11.
LINK TO STRATEGY
KEY FEATURES
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SALARY
Recruitment and retention
of high-calibre executives
• Reviewed annually by Remuneration Committee
• Increases based on Group performance, individual performance,
levels of increase for the broader UK population and inflation.
BONUS – CASH
Rewards delivery of strategic
priorities and financial success
BONUS – DEFERRED SHARES
Encourages sustained performance
in line with shareholder interests
• Maximum bonus award of 210% of salary
• Outcome based on underlying EPS and individual/strategic/safety
objectives subject to a safety deductor
• 40% of bonus is paid in cash
• 60% of bonus is deferred into shares (Bonus Shares)
• Two-thirds of Bonus Shares will vest after three years, with the
remaining Bonus Shares vesting after a further two years
• Unvested Bonus Shares are subject to malus and clawback.
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LTIP
Encourages long-term shareholder
return and accomplishment of
longer-term strategic objectives
• Shares granted with a face value of 300% of salary
• Shares vest after a three-year performance period and released
after a further two-year holding period
• Vesting based on TSR performance and achievement against a
balanced scorecard of financial and strategic measures and subject
to malus and clawback.
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For more on the Purpose to Reward journey
See page 10-11.
KEY PERFORMANCE METRICS FROM 2019
Metrics
Pillars of value
Rationale
Safety and zero harm (bonus)
Safety and health
• Employee safety is the Group’s first and most important value
Underlying EPS (bonus)◊
TSR (LTIP)
Group attributable ROCE (LTIP)◊
Attributable free cash flow (LTIP)◊
Financial
Financial
Financial
Financial
• EPS links reward to delivery of in-year underlying equity returns to shareholders
• Creates a direct link between executive pay and shareholder value
• Measure is split between comparison against sector index (Euromoney Global Mining Index)
and comparison against local peers (constituents of FTSE 100 index)
• ROCE promotes disciplined capital allocation by linking reward to investment return
• Attributable free cash flow incentivises cash generation for use either as incremental
capital investment, for capital returns to shareholders, or debt reduction
Sustainable Mining Plan (LTIP)
Environment
• Water Management Standard implementation by the end of 2021
Employee Well-being (LTIP)
Safety and health
Socio-political
• All operations to have Well-being strategy by 2021
Our Values
We are committed to six values which guide how we
conduct ourselves. We are creating an organisation where
all people are treated in such a way that they bring the
best of who they are to work. Our values and the way in
which we, as individuals, are expected to behave are the
foundation of our Code of Conduct.
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Anglo American plc Integrated Annual Report 2018
UNDERLYING EPS◊
THREE-YEAR SHAREHOLDER RETURN
GROUP ATTRIBUTABLE ROCE◊
$2.55/share
285%
2018
2017
$2.55/share
$2.57/share
2018
2017 21%
285%
19%
2018
2017
19%
19%
2018 PAY OUTCOMES £’000
MARK CUTIFANI
2018
2017
£1,749
£1,706
£1,754
£2,077
£3,238
£10,892
STEPHEN PEARCE
2018
£1,072
£1,088
£5,209
2017
£1,877
£1,529
TONY O’NEILL
2018
£1,102
£1,112
£5,839
2017
£1,081
£1,365
£1,744
Fixed
Bonus paid
LTIP paid
• Fixed pay comprises salary, benefits and pension
• Bonus figures include deferred shares
• LTIP paid includes dividend equivalent amounts
Executive directors are expected to build up and hold a percentage of their salary in shares (300% for the chief executive, 200% for other executive directors).
For more information see Annual Report on Remuneration
See page 120.
2018 ANNUAL BONUS OUTCOME
EPS – 50% of overall opportunity
• The Group’s actual EPS was $2.55/share
• This is $0.18 below the target for maximum vesting of $2.73/share
• The Group’s fixed price and FX rates EPS was $1.52/share
• This is $0.32 below the target for maximum vesting of $1.84/share
• As a result, 58% of the overall EPS component of the annual bonus will pay out
Personal KRAs – 40% of overall opportunity
• Each executive director has a set of personal objectives for the year
• The vesting for each executive director is as follows:
Mark Cutifani: 85% (34% of overall opportunity)
Stephen Pearce: 90% (36% of overall opportunity)
Tony O’Neill: 88% (35% of overall opportunity).
(50% of overall opportunity).
Safety, health and environment (SHE) target – 10% of overall opportunity
• SHE target for executive directors has a weighting of 10%
• The outcome for 2018 is 55% of the overall component
• This reflects the good result in reducing total recordable injury rate, but also
the environmental impact of the Minas–Rio incident.
Safety deductor
• In 2018, a safety deductor was introduced, aligned to our goal of zero harm
• The deduction for 2018 is 7.5% of overall bonus value.
The overall vesting level for the annual bonus award was 63.4% of maximum for Mark Cutifani and 65.2%, and 64.3% for Stephen Pearce, and Tony O’Neill, respectively.
2016 LTIP VESTING
TSR vesting – 50% of overall opportunity
• The Group’s TSR performance for the performance period was 285%
• This is above the maximum vesting threshold for both the sector index and
FTSE 100 performance
• As a result, 100% of the TSR component of the 2016 LTIP will vest.
Group attributable ROCE vesting – 50% of overall opportunity
• The Group’s attributable ROCE for 2018 was 19%
• This is above the maximum performance for vesting of 16%*
• As a result, 100% of the ROCE component of the 2016 LTIP will vest.
* The ROCE target range was restated from 5-15% to 6-16% as a result of impairments
and portfolio changes from the time of target setting.
The overall vesting level for the 2016 LTIP award is 100% but with the application of the LTIP vesting cap these awards were significantly reduced. See page 117 for a full explanation.
Safety
Care and respect
Accountability
Collaboration
Integrity
Innovation
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Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE REMUNERATION COMMITTEE
2. DIRECTORS’ REMUNERATION POLICY
2.1 FUTURE POLICY TABLE
The Company’s remuneration policy, as set out in the
2016 Annual Report and Accounts, received approval
from shareholders at the AGM held on 24 April 2017.
The Company intends that this policy should apply
until the Company’s 2020 AGM.
For ease of reference, the committee has decided to
reproduce the remuneration policy in full in the following
sections, excluding the paragraphs explaining the changes
from the 2014 remuneration policy. The table below,
therefore, sets out the key components of executive
directors’ pay packages, including the rationale for use and
practical operation considerations.
Figure 1: Key aspects of the remuneration policy for executive directors
Basic salary
People
Purpose
To recruit and retain high-calibre executives.
Maximum opportunity
Maximum increase of 5% of salary per annum.
Operation
Basic salary levels are reviewed annually by the committee,
taking account of Group performance, individual
performance, levels of increase for the broader UK
population and inflation.
Reference may also be made to median levels within
relevant FTSE 50 and natural resources companies.
Alternative peer groups may be considered as appropriate.
The committee also considers the impact of any basic
salary increase on the total remuneration package.
Increases awarded each year will be set out in the
statement of implementation of policy.
Assessment of performance
Individual performance is considered for context when
considering any salary increases awarded.
Discretion
There may be occasions when the committee needs
to recognise, for example, development in role, change
in responsibility and/or specific retention issues.
External factors such as sustained high inflation may
also be a consideration.
In these circumstances, the committee may offer a higher
annual increase, the rationale for which will be explained
to shareholders in the relevant remuneration report.
Annual bonus
Purpose
To encourage and reward delivery of the Group’s strategy.
Safety
and health
Environment
Socio-political
People
Financial
Cost
To help ensure, through the share-based elements,
that any resulting performance is sustained over the
longer term in line with shareholder interests.
Operation
Each year, executive directors participate in the annual
bonus, which rewards EPS, individual performance
targets and improvements in safety over the full year.
Part of the award is deferred into Bonus Shares under
the Company’s BSP.
The EPS measure has been chosen as it continues to
link reward to the delivery of earnings and returns to
shareholders. The EPS targets are set each year to ensure
they are demanding yet realistic. Consideration is given to
internal budgets and price expectations for the year, as well
as prior performance and external expectations.
The individual objectives measure was chosen to provide
a balance and reflect management’s underlying activity
towards delivering the Group’s strategy regardless of price
or other volatility. The individual objectives are based on the
Group’s strategic priorities for the year and will be fully
disclosed in the relevant remuneration report.
Form and timing of payment
• 40%: cash award at end of year
• 40%: Bonus Shares vesting three years after
end of bonus year
• 20%: Bonus Shares vesting five years after
end of bonus year.
Dividends are paid on Bonus Shares.
Malus and clawback
The committee is able to reduce any unvested Bonus
Share awards, or future awards, in the event of a material
misstatement in the Group’s results, misconduct or a
material failing in risk management processes that has
given, or is likely to give, rise to significant and lasting value
destruction for the Group.
Maximum opportunity
210% of salary.
Assessment of performance
At least 50% – EPS. The final performance measurement
will be 50% based on actual prices and FX rates and 50%
based on fixed prices and FX rates.
Up to 50% – scorecard of measures based on individual
objectives linked to the Group’s strategic priorities
and safety performance.
A modifier to the above is applied depending on the extent
to which safety targets are met.
Where relevant, targets will be disclosed retrospectively
as they are considered to be commercially sensitive.
Outcome at threshold
EPS: 25% of award portion.
Discretion
Under the BSP Rules, the Company has the standard
discretion to take appropriate action in the event of
unforeseen events which affect the Bonus Shares
(for example, on a variation in share capital) and to settle
the Bonus Shares in cash (for example, on a termination).
Should circumstances change such that EPS is no longer
considered to be the most appropriate financial measure,
the committee retains the discretion to replace EPS with
one or more alternative financial measures. Full details of
any such change would be given in the relevant
remuneration report.
104
Anglo American plc Integrated Annual Report 2018 Figure 1: Key aspects of the remuneration policy for executive directors
Long-Term
Incentive Plan
(LTIP)
Safety
and health
Financial
Environment
Socio-political
Purpose
To encourage and reward the generation of long-term
sustainable shareholder returns and the delivery of
financial/strategic priorities.
Operation
The committee makes an annual conditional award of
shares to each executive director.
The TSR measures have been selected to reflect the extent
to which value is being delivered to shareholders and the
balanced scorecard to reflect the Group’s financial and
strategic priorities.
Each year, the committee reviews the performance
targets prior to grant. The relative TSR targets are set so
that only a quarter of the relevant portion of the award is
payable for index/median performance, while maximum
vesting requires exceptional relative performance.
The balanced scorecard will be based on a small number
of measurable financial and/or strategic performance
indicators. The measures may vary each year to reflect the
Group’s financial and/or strategic priorities and will be set
out in the statement of implementation in the year of grant
to the extent that they are not commercially sensitive.
Dividend equivalents are paid on any shares that vest.
In order to mitigate potential excessive gains brought about
by the volatile nature of the mining industry, the value that
can be delivered on an award vesting will be limited to twice
the face value of the award on grant. Any gains above this
level will be forfeit before the start of the two-year holding
period or, in exceptional circumstances and at the
committee’s discretion, deferred for a further period.
Performance period
Three years.
Additional holding period
Two years.
Malus and clawback
The committee is able to reduce any unvested awards,
vested awards subject to a holding period or future grants
in the event of a material misstatement in the Company’s
results, misconduct or a material failing in risk management
processes that has given, or is likely to give, rise to
significant and lasting value destruction for the Company.
Maximum opportunity
300% of salary.
The value that can be received in the year of vesting will
be limited to twice the face value of the award at grant, with
any value above that level being forfeit or, in exceptional
circumstances and at the committee’s discretion, deferred
for a further period.
Performance measures
70%: TSR relative to sector index and leading UK-listed
comparator companies.
30%: Balanced scorecard of key performance indicators,
linking to the Company’s KPIs.
Vesting at threshold
TSR: 25% of award portion.
Balanced scorecard: 25% of award portion.
Discretion
The committee does not intend to make adjustments to the
method by which it measures LTIP performance conditions.
However, it reserves the discretion to make adjustments to
outcomes in very exceptional circumstances, whether
related to internal or external factors (for example, on a
sequestration of assets). Shareholders would be given
details of any exercise of this discretion in the relevant
remuneration report.
Under the LTIP rules, the Company also has the standard
discretion to take appropriate action in the event of
unforeseen events during an award cycle (for example, on
a variation in share capital) and to settle the awards in cash
(for example, on a termination).
The committee may, in exceptional circumstances, allow
the value delivered in the year of vesting to be above the
limit described under ‘Operation’ and ‘Maximum
opportunity’. Should this discretion be applied,
consideration would be given to deferring any gains above
the normal limit for an extended time period. In addition, the
committee would take account of the Company’s overall
financial performance, the magnitude of commodity and
share price movements and overall remuneration
outcomes in recent years. The exercise of any such
discretion would be fully explained in the relevant
remuneration report.
Pension
Purpose
To offer market-competitive levels of pension provision.
Maximum opportunity
30% of basic salary*.
Operation
Executive directors participate in defined contribution
pension arrangements.
Executive directors have the option for contributions which
may not be paid to a UK-registered pension scheme as a
result of HMRC limits (either annual allowance or lifetime
allowance) to be treated as if paid to an unregistered
unfunded retirement benefit scheme (a UURBS).
Executive directors may request a pension allowance to
be paid in place of defined contribution arrangements.
* As set out in the letter to shareholders, the policy on pensions will be updated as
part of the new directors’ remuneration report. Until then, new executive director
appointments will be awarded a company contribution of 15%.
SAYE/SIP
Purpose
As UK employees, UK-based executive directors are
eligible to participate in the Company’s Save As You
Earn (SAYE) scheme and SIP.
Operation
The plans are registered with HMRC and do not have
performance conditions.
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Anglo American plc Integrated Annual Report 2018Governance
Figure 1: Key aspects of the remuneration policy for executive directors
Other benefits
Purpose
To provide market-competitive benefits.
Maximum opportunity
Capped at 10% of salary.
Discretion
The committee reserves the discretion to exceed the
ongoing maximum level for certain situation-specific
benefits, such as relocation. Full details of the exercise
of any such discretion will be provided to shareholders
in the following remuneration report.
Operation
The Company provides the following ongoing benefits:
• 28 days’ leave and encashment of any accumulated
leave in excess of 20 days
• Car-related benefits
• Medical insurance
• Death and disability insurance
• Directors’ liability insurance
• Limited personal-taxation and financial advice
• Club membership
• Other ancillary benefits, including attendance at
relevant public events.
In addition, the Company pays additional benefits
when specific business circumstances require it,
including costs and allowances related to relocation
and international assignments.
The Company reimburses all necessary and reasonable
business expenses.
Figure 2: Recruitment and promotion arrangements
Purpose
To secure the appointment and promotion of
high-calibre executives.
Operation
The remuneration arrangements for a newly recruited
or promoted executive director will reflect the
remuneration policy in place for executive directors at
the time of the appointment. The arrangements will
therefore comprise basic salary, annual bonus, LTIP
awards, benefits, pension and SAYE/SIP on the bases
set out above.
The initial basic salary level for a newly recruited or
promoted executive director will be set to reflect the
individual’s experience, salary levels within the Company
and market levels. Where basic salary is set below the
level that might be expected, given the executive’s
relative inexperience, and the executive then develops
successfully into the role, the committee has the
discretion to give a salary increase in the year(s) after
appointment above the standard maximum level of 5%.
For external appointments, the committee may also offer
additional cash and/or share-based elements (including
in-flight LTIPs) to replace any remuneration forfeited,
when it considers this to be in the best interests of the
Company and its shareholders. The terms of any
share-based elements offered will reflect the nature, time
horizons and performance requirements of remuneration
forfeited and will have equivalent performance conditions
attached. Shareholders will be informed of any such
payments at the time of appointment. If necessary, the
Company can go outside of existing plans as currently
permitted under the Listing Rules.
Pensions for new hires will be set at a level commensurate
with the wider workforce and will be no greater than 25%
of salary.*
For internal appointments, any commitments made
before appointment and not relating to appointment are
allowed to pay out according to their terms. For external
and internal appointments, the committee may agree
that the Company will meet certain relocation expenses
as appropriate.
* As set out in the letter to shareholders, the policy on pensions will be updated
as part of the new directors’ remuneration report. Until then, new executive
director appointments will be awarded a company contribution of 15%.
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GOVERNANCE DIRECTORS’ REMUNERATION POLICYAnglo American plc Integrated Annual Report 2018 2.2 SUPPLEMENTARY INFORMATION
2.2.1 SHAREHOLDING TARGETS
2.2.2 POLICY IN REST OF COMPANY
Within five years of appointment, executive directors are
expected to hold Anglo American plc shares with a value
of three times basic salary in respect of the chief executive
and two times basic salary in respect of other executive
directors. The committee takes into consideration
achievement against these targets when making grants
under the Company’s various incentive plans.
The remuneration arrangements for the executive directors
outlined in Figure 1 are consistent with those for other
executives serving on the GMC, although opportunity
levels vary. The majority of our employees are located in
South Africa and South America, and the remuneration
arrangements of these employees are aligned to local
market practices and levels.
Figure 3: Key aspects of the remuneration policy for non-executive directors
Chairman –
Fees
Purpose
To attract and retain a high-
calibre chairman by offering a
market-competitive fee level.
Maximum increase
Equivalent to annual increase
of 5% of fee level.
Operation
The chairman is paid a single fee for all of his responsibilities. The level of this fee is
reviewed every two to three years by the committee and chief executive, with reference
to UK market levels (FTSE 50 companies), and a recommendation is then made to the
Board (in the absence of the chairman).
Fees are paid in cash, with the flexibility to forgo all or part of the net fees to acquire
shares in the Company.
Chairman –
Benefits
Purpose
To provide market-competitive
benefits.
Operation
The chairman is entitled to the reasonable use of a car and driver. The chairman has, to
date, made use of ad hoc chauffeur services.
Maximum benefits
£35,000.
Reasonable and necessary expenses are reimbursed.
Non-executive
directors –
Fees
Purpose
To attract and retain high-calibre
non-executive directors by
offering market-competitive fees.
Maximum increase for each
type of fee
Equivalent to annual increase
of 5% of fee level.
Other fees/
payments
Purpose
To have the flexibility to
provide additional fees/benefits
if required.
Maximum additional fee
£30,000.
Operation
The non-executives are paid a basic fee. The chairmen of the main Board committees
and the senior independent director are paid an additional fee to reflect their extra
responsibilities. These fee levels are reviewed every few years by the chairman and
executive directors, with reference to UK market levels (FTSE 50 companies), and a
recommendation is then made to the Board.
Fees are paid in cash, with the flexibility to forgo all or part of the net fees to acquire
shares in the Company.
Reasonable and necessary expenses are reimbursed.
Non-executive directors’ fees were reviewed in 2017. The Board decided to increase
base fees to make them market-competitive. Prior to this, base fees had not increased
since 2010. Committee fees were also introduced. Full details can be found on page 118.
Operation
The Company has the discretion to pay an additional fee, up to the equivalent of the
committee chairmanship fee (currently £30,000), to a non-executive director should
the Company require significant additional time commitment in exceptional or
unforeseen circumstances.
107
Anglo American plc Integrated Annual Report 2018Governance
2.3 INDICATIVE TOTAL REMUNERATION LEVELS
Figure 4 illustrates how the total pay opportunities for the
chief executive, the finance director and the technical
director vary under three different performance scenarios:
Figure 4: Indicative executive director total remuneration at different levels of performance
8.6
6.2
10.0
8.0
6.0
4.0
2.0
0
)
m
£
(
y
a
p
l
a
t
o
t
e
v
i
t
a
c
d
n
i
I
5.2
3.8
5.4
3.9
1.8
1.1
1.1
Above
Target
Performance level
Chief executive
Below
Above
Target
Performance level
Finance director
Below
Above
Target
Performance level
Technical director
Below
2019 basic salary, benefits and pension
Annual bonus (cash and Bonus Shares)
LTIP
Note:
Pay element
Fixed
Annual bonus
Above
Target
Below
2019 basic salary, benefits and pension
2019 basic salary, benefits and pension
2019 basic salary, benefits and pension
100% of maximum bonus opportunity
(60% deferred into shares)
65% of maximum bonus opportunity
(60% deferred into shares)
None
LTIP
100% of maximum LTIP opportunity
65% of maximum LTIP opportunity
None
• Estimates of £36,000, £40,000 and £33,000 have been used for ongoing non-pension benefits for the chief executive, finance director and technical director, respectively.
• Share price movement and dividend accrual have been excluded from all figures.
• Participation in the SAYE and SIP has been excluded, given the relative size of the opportunity levels.
• Charts have not been included for the non-executive directors as their fees are fixed and do not vary with performance.
108
GOVERNANCE DIRECTORS’ REMUNERATION POLICYAnglo American plc Integrated Annual Report 2018
2.4 POLICY ON TERMINATION
AND CHANGE IN CONTROL
2.4.1 EXECUTIVE DIRECTORS
2.4.2 NON-EXECUTIVE DIRECTORS
Figure 5 sets out the Company’s policy on termination. This
policy is consistent with provisions relating to termination of
employment in the executive directors’ service agreements
and with provisions in the incentive plan rules.
Figure 6 sets out key provisions relating to change of control,
where there is no termination. There are no provisions for
enhanced payments in the event of a change of control of
the Company.
All non-executive directors have letters of appointment
with the Company for an initial period of three years, subject
to annual re-appointment at the AGM. The chairman’s
appointment may be terminated by the Company with six
months’ notice. The appointment letters for the chairman
and non-executive directors provide that no compensation
is payable on termination, other than any accrued fees
and expenses.
Figure 5: Principles of determining payments for loss of office
Notice periods
Notice periods do not exceed 12 months.
Upon appointment, the committee can agree an extended Company notice period for the first year following appointment.
‘Good leaver’
Voluntary resignation
Circumstances
of departure of
executive
directors
Typical reasons include retirement, redundancy, death,
ill health, injury, disability or as defined by the committee.
Where departure is on mutually agreed terms, the committee
may treat the departing executive 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 as soon as reasonable.
Salary and
benefits for
notice period
Salary and benefits continue to be paid to the date of
termination of employment, including any notice period
and/or gardening leave period.
The Company may terminate employment with immediate
effect and, in lieu of the unexpired portion of any notice
period, make a series of monthly payments based on salary
and benefits (or make a lump sum payment based on salary
only). Any monthly payments will be reduced to take account
of any salary received from alternative employment.
Bonus accrued
prior to
termination
A time-pro-rated bonus award may be made by the
Company, with the committee’s approval, and will
be paid wholly in cash.
Unvested
Bonus Shares
Normal circumstances
Bonus Shares are released in full on the normal
release date (i.e. awards will not be released early).
Exceptional circumstances
(e.g. death or other compassionate grounds).
Bonus Shares are released in full, and eligible for
immediate release.
‘Bad leaver’
Typically,
termination
for cause.
Immediate
termination with
no notice period.
No accrued
bonus is payable.
Salary and benefits continue to be
paid to the date of termination of
employment, including any notice
period and/or gardening leave period.
The Company may terminate
employment with immediate effect
and, in lieu of the unexpired portion of
any notice period, make a series of
monthly payments based on salary and
benefits (or make a lump sum payment
based on salary only). Any monthly
payments will be reduced to take
account of any amounts received from
alternative employment.
No accrued bonus is payable.
Forfeit
Forfeit
109
Anglo American plc Integrated Annual Report 2018Governance
Figure 5: Principles of determining payments for loss of office
‘Good leaver’
Voluntary resignation
Five-year Bonus
Shares during
final two years
of vesting period
Normal circumstances
Released in full to the employee at the end of the
five-year period.
Exceptional circumstances
(e.g. death or other compassionate grounds.)
Bonus Shares are released in full, and eligible for
immediate release.
If an employee resigns to join a
competitor (as defined by the
committee) during the final two
years of the five-year vesting period,
then the Bonus Shares will be forfeit.
Outside of these circumstances, Bonus
Shares are released to the employee
at the end of the five-year period.
‘Bad leaver’
Forfeit
Unvested LTIP
awards
Normal circumstances
LTIP awards will vest subject to the performance conditions
at the end of the normal performance period and, if
applicable, released at the end of the holding period.
Forfeit
Forfeit
Forfeit
If an employee resigns to join a
competitor (as defined by the
committee), then even those vested
LTIP awards that remain subject only
to the holding period will be forfeit.
Outside of these circumstances, such
awards are released to the employee
at the end of the holding period.
Generally forfeit.
Forfeit
According to HMRC rules.
According to
HMRC rules.
None
All awards are time-pro-rated.
Exceptional circumstances
(e.g. death or other compassionate grounds.)
LTIP awards may be released on departure, subject to
assessment of the performance conditions at that time.
All awards are time-pro-rated.
Vested LTIP
awards subject
to a holding
period
Normal circumstances
Vested LTIP awards that are subject only to a holding
period are released in full to the employee at the end
of the holding period.
Exceptional circumstances
(e.g. death or other compassionate grounds.)
Vested LTIP awards subject to a holding period may be
released on departure.
There is no standard policy in respect of the treatment
of any restricted share awards to executive directors.
Terms are set on a case-by-case basis.
Outstanding shares and/or options under the Company’s
SIP and SAYE vest in accordance with the relevant
HMRC requirements.
Unvested
Restricted
Shares
SAYE and SIP
Other
Limited disbursements (for example, legal costs, relocation
costs, untaken holiday).
None
Malus and
clawback
Malus and clawback provisions in the relevant incentive plan
rules apply.
110
GOVERNANCE DIRECTORS’ REMUNERATION POLICYAnglo American plc Integrated Annual Report 2018 Figure 6: Policy on change in control
Incentive plan
provisions
relating to
change of
control (without
termination)
Bonus Shares
The Bonus Shares awarded under the BSP will be released.
LTIP awards
The number of shares that vest under the LTIP will be calculated by reference to the extent to which the applicable
performance conditions have been met at the time of the change of control.
Vested LTIP awards subject to holding period
LTIP awards will be released.
2.5 DEVELOPMENT OF DIRECTORS’
REMUNERATION POLICY
2.6 PAYMENTS UNDER
PREVIOUS POLICIES
The current directors’ remuneration policy was approved
by shareholders at the 2017 AGM. It is the intention of
the committee to conduct a full review of the policy, in
consultation with shareholders and other stakeholders,
during 2019. The resulting policy will be put to shareholders
for approval at the 2020 AGM.
The committee will address the changes to the Corporate
Governance Code and reporting requirements, as well as
the latest guidance from investors, as part of the new policy
for 2020.
The committee understands the view expressed by
shareholders regarding executive pensions and, the
committee has determined that any new executive
directors (and GMC members) who are appointed before
the adoption of the new policy will receive a reduced
employer contribution of 15%, instead of 25% set out in
the current policy.
The committee reserves the right to make any remuneration
payments and payments for loss of office, notwithstanding
that they are not in line with the policy set out above, where
the terms of the payment were agreed:
• Under a previous policy, in which case the provisions of
that policy shall continue to apply until such payments
have been made;
• Before the policy or the relevant legislation came into
effect; or
• At a time when the relevant individual was not a director
of the Company and, in the opinion of the committee, the
payment was not in consideration for the individual
becoming a director of the Company. For these purposes,
‘payments’ includes the satisfaction of awards of variable
remuneration and, in relation to awards of shares, the
terms of the payment which are agreed at the time the
award is granted.
111
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE ANNUAL REPORT ON DIRECTORS’ REMUNERATION
3. ANNUAL REPORT ON REMUNERATION
The information set out in this section (which constitutes the
Implementation Report) has been subject to external audit.
3.1 EXECUTIVE DIRECTOR
REMUNERATION IN 2018
Figure 7 sets out the remuneration paid to the executive
directors for 2018.
Figure 7: Single total figure of remuneration for executive directors
Total basic
salary
£’000
Section
3.1.1
1,318
1,286
794
716
824
804
Annual
bonus – cash
and Bonus
Shares
£’000
Section
3.1.3
LTIP(1)
award
vesting
£’000
Section
3.1.4
1,754
10,892
2,077
3,238
1,088
5,209
Benefits
in kind
£’000
Section
3.1.2
36
34
40
946
1,229
–
33
36
1,112
5,839
1,365
1,744
Pension
£’000
Section
3.1.5
395
386
238
215
245
241
Other(2)
£’000
Total
2018
£’000
Total
2017
£’000
274 14,669
128
37
7,407
301
173
8,226
7,150
3,408
79
4,270
Executive directors
Mark Cutifani
Mark Cutifani (2017)
Stephen Pearce(3) (4)
Stephen Pearce (2017)
Tony O’Neill
Tony O’Neill (2017)
(1) The LTIP vesting level was confirmed by the Remuneration Committee at its meeting on 19 February 2019. As the awards are due to vest after publication of this report, an
average share price between 1 October 2018 and 31 December 2018, £16.716, was used to calculate the value and will be trued up in the 2019 report. The values are capped in
line with the vesting cap introduced in 2016, see page 117, with a share price increase of 276% accounting for a 131% increase in the value, since the grant date. The LTIP values
shown include dividend equivalent amounts of £692,465 for Mark Cutifani, £110,962 for Stephen Pearce and £371,216 for Tony O’Neill; based on shares received after the cap,
where applicable. The values of LTIP awards that vested in 2018 figures have been ‘trued up’ to reflect the actual share price at vest of £16.93, see page 117 for more details.
(2) Other comprises free and matching shares under the SIP and dividend payments from unvested shares.
(3) For Stephen Pearce, two awards vested. Both were granted on joining under the terms of the LTIP as buy-out awards to compensate for incentives forfeited at Fortescue Metals
Group. 203,692 shares vested in July 2018 with a share price at vest of £17.005. 97,770 shares are due to vest in March 2019, and are valued using the average share price from
1 October to 31 December 2018 of £16.716. See 2017 Remuneration report for more details.
(4) The March 2019 vesting will be subject to a two-year holding period starting on the vesting date.
Figure 8: Basic salaries for 2018
3.1.1 BASIC SALARIES FOR 2018
Figure 8 sets out the basic salaries for 2018.
MARK CUTIFANI
(2017: £1,286)
£1,318
STEPHEN PEARCE
(2017: £716)
£794
TONY O’NEILL
(2017: £804)
£824
(all amounts in ’000)
3.1.2 BENEFITS IN KIND FOR 2018
Benefits for executive directors with a value over £5,000 are
set out in Figure 9. The executive directors also receive club
membership, death and disability insurance, directors’ liability
insurance, medical insurance and other ancillary benefits.
Figure 9: Benefits in kind for 2018
Mark Cutifani
Stephen Pearce
Tony O’Neill
Car-related benefits
£
30,760
29,418
29,664
Tax advice
£
1,353
7,416
936
112
Anglo American plc Integrated Annual Report 2018
3.1.3 ANNUAL BONUS OUTCOMES FOR 2018
Figure 10 shows the annual bonus outcomes for 2018.
At the start of 2018, the committee approved performance
targets for the EPS element of the bonus outcome. In line
with the prior period, 50% of the earnings element of the
annual bonus was evaluated against fixed prices and FX
rates, with the remaining portion evaluated at actual prices
and FX rates. The fixed EPS portion is designed to monitor
Group operational performance, excluding the impact of the
variations in price and currency fluctuations. Budget prices
and FX rates were selected for the fixed prices and FX rates,
given the budget’s importance as the primary comparative
used for measuring performance internally. Both target
ranges are illustrated in the table below, with 25% vesting
taking place with performance at threshold.
Threshold Maximum
Outcome
Vesting
Actual prices
and FX rates
Fixed prices
and FX rates
$1.68/
share
$1.50
share
$2.73/
share
$1.84/
share
$2.55/
share
$1.52/
share
87%
29%
Higher realised prices across many of the Group’s products,
particularly in PGMs and thermal and metallurgical coal,
and continued productivity improvements and cost control
across the portfolio resulted in 87% vesting performance
of the actual prices and FX element of the award. While
average market prices for the Group’s basket of products
increased by 4%, EPS performance fell below the maximum
vesting due to the $0.4 billion shortfall against the $0.8 billion
cost and volume improvement target, primarily driven by the
effect of above-inflation increases in oil and other energy
costs and the impact of third party rail constraints at Kumba.
Excluding the improvement in prices, the fixed prices and
FX element of the award vested at 29%, driven by the
suspension of operations at Minas-Rio from March to
December, offset by excellent performance at Metallurgical
Coal’s longwall operations and strong mine and plant
performance, coupled with planned higher ore grades,
at Copper, as well as the impact of cost-saving initiatives
across the Group.
Measurement of both these targets, therefore, resulted
in vesting of the overall EPS element (relating to 50% of
the annual bonus award) of 58% (equivalent to 29% of
overall opportunity).
The executives’ individual objectives were set at the start
of the year and reflect the Group’s strategic priorities for
the year. Each category contained between one and
four specific objectives, incorporating a combination of
quantitative and qualitative metrics. Following the end of
the year, the committee made a detailed assessment of
performance against each objective, leading to the
evaluations shown in Figure 12.
The Board’s first priority is zero harm. It is in this context that,
from 2018, we introduced a safety deductor to individual
annual bonuses for business leaders to ensure that we
further align the bonus with our safety culture and our key
focus on initiatives towards the elimination of fatalities.
While positive safety, health and environmental
performance continues to be recognised and rewarded
through a 10% SHE target for executive directors (see
Figure 11a), there is no limit on the deduction applied to
bonus results through the safety deductor. For 2018, the
safety deductor for the executive directors resulted in a
7.5% deduction to final 2018 bonus values.
Figure 10: Annual bonus
outcomes for 2018
(cash and Bonus Shares)
MARK CUTIFANI
(2017: £2,077)
£1,754
STEPHEN PEARCE
(2017: £1,229)
£1,088
TONY O’NEILL
(2017: £1,365)
£1,112
(all amounts in ’000)
Figure 11a: SHE performance and safety deductor
Total recordable case frequency rate (TRCFR)
Level 4/5 environmental incidents
HIV management
Elimination of fatalities(1)
Overall
Weighting
2018 outcome
2.0%
2.0%
2.0%
4.0%
2.0%
0.0%
0.5%
3.0%
5.5%
(1) Establish an Elimination of Fatalities Taskforce and implement control strategies.
Figure 11b: Safety deductor
Safety deductor
(7.5%)
A set percentage deduction on overall bonus value for each fatality
above a baseline initially set at best ever annual safety performance
and reducing each year.
113
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE ANNUAL REPORT ON DIRECTORS’ REMUNERATION
Figure 12: Annual bonus performance assessment for 2018
50% of each executive director’s bonus outcome was dependent on an EPS target, with a result of 58%. 40% of the bonus outcomes related
to a set of individual objectives for the year. The achievement and outcomes of these objectives are set out for each executive director below.
10% of the bonus outcomes are dependent on SHE targets with a 55% result. In addition, bonuses are subject to a safety deductor. For
executive directors this resulted in a 7.5% deduction on overall values. Refer to page 113 for more detail.
Mark Cutifani
Financial
SHE targets
Personal objectives
Total
Safety deductor
Overall result
Objectives
Portfolio (20%)
• Deliver targeted progress
on major projects
• Targeted asset sales to be
completed by end of 2018
• Identify endowment and Mineral
Resource opportunities sufficient to
cover Ore Reserve depletion in 2018
2018
outcome
29%
5.5%
34%
68.5%
(7.5)%
63.4%
Outcome
18%
Percentage weighting
50%
10%
40%
100%
A percentage deduction from overall bonus outcomes
–
Achievement
• Board approval of Quellaveco copper project, at a capital cost of $5.0-$5.3 billion,
first production expected in 2022.
• Project partner, Mitsubishi, increased its interest from 18.1% to 40%, realising
$500 million in upfront consideration.
• Ramping up of recently delivered projects, including Grosvenor (up 82% year-on-year)
and Gahcho Kué. Key regulatory approval relating to the Minas-Rio Step 3 licence area
achieved in December, as planned.
• In the year, completed disposals, including South African domestic coal assets, and
interests in Union Mine and the Bafokeng Rasimone Platinum Mine associate.
• Identified and secured mineral tenure in established and frontier settings, including
Brazil, Ecuador, and Australia. Continued focus on mineral tenure around Anglo
American’s existing assets, including Los Bronces and Quellaveco copper districts and
Mogalakwena PGMs district.
Innovation (10%)
• Generated $3.2 billion in attributable free cashflow, and after payment of $1.3 billion in
6%
• Deliver $0.8 billion EBITDA
improvements through cost and
volume improvements
• Develop improvement plans to support
20% production growth within 5 years.
• Innovative technology and digitalisation
to develop the Group’s value
proposition
• Develop and launch new approach to
sustainable mining
shareholder dividends, reduced net debt to $2.8 billion.
• Delivered 6% increase in Copper Equivalent (CuEq) production (excl Minas Rio) and
maintained CuEq unit costs at the same levels as 2017.
• Delivered $0.4 billion cost and volume improvement, with above CPI inflation and
third-party logistics constraints at Kumba impacting target achievement.
• Developed and implemented plans to support future growth, with production anticipated
to increase by 20-25% over the next 5 years e.g. Quellaveco ramp-up and improvements
in Metallurgical Coal.
• Deployment of programmes to operate key assets and equipment at industry best
practice and beyond (P101). Progressed technology development and digitalisation
strategies to deliver Operating Model and P101.
• Progressed development of FutureSmart Mining™ approach with $0.1 to $0.5 billion
p.a. allocated to technology and innovation initiatives.
• De Beers : pilot launch of first blockchain technology spanning the diamond value
chain, and launched Lightbox, a laboratory grown diamond fashion jewellery brand a
unique value proposition.
• Launched an ambitious approach to sustainability and committed to transformational
2030 stretch goals in respect of (1) thriving communities (e.g. 5 jobs created for every
job on-site); (2) a healthy environment (e.g. improve energy efficiency by 30%, reduce
freshwater abstraction by 50%), and (3) being a trusted corporate leader (e.g. all
operations certified to relevant mine certification standards).
People (10%)
• Reorganisation of GMC: dedicated Strategy and Business Development capability,
10%
South American representation with new CEO of Base Metals.
• Launched the Group Purpose and deployed it globally.
• Developed and deployed I&D strategy across the Group.
• Women in senior management increased to 21% from 15% in 2017, target of 25%
by 2020.
34.0%
• Continue to strengthen the GMC
and functional leadership
• Develop and deploy the
Group’s Purpose
• Establish and roll out a Group-wide
Inclusion and Diversity (I&D) strategy
Overall individual performance
114
Anglo American plc Integrated Annual Report 2018 Figure 12: Annual bonus performance assessment for 2018
Stephen Pearce
Financial
SHE targets
Personal objectives
Total
Safety deductor
Overall result
Objectives
Portfolio (10%)
• Continue portfolio upgrading,
completing announced disposals
and acquisitions
• Optimise investment and holding
structure for the Quellaveco project,
subject to decision to proceed
• With the Technical Director, develop
plans to drive technology and
innovation rollout that will support the
long-term optionality of key assets
2018
outcome
29%
5.5%
36%
70.5%
(7.5)%
65.2%
Outcome
10%
Percentage weighting
50%
10%
40%
100%
A percentage deduction from overall bonus outcomes
–
Achievement
• Concluded several disposals, including interests in Union Mine and the Bafokeng
Rasimone Platinum Mine associate and Eskom-tied thermal coal operations, all in
South Africa.
• Completed acquisition of Chidliak Diamond Resource in Canada and remaining 50%
interest in the Mototolo platinum joint operation.
• Board approval of development of Quellaveco project at a capital cost of
$5.0-$5.3 billion, first production expected in 2022.
• Agreement reached with Mitsubishi to increase its stake from 18.1% to 40% in
Quellaveco project, realising $500 million in upfront consideration.
• Mitsubishi to fund its share of 40% of capital expenditure, meaning AA plc only
required to contribute to development capital in mid-2019.
• Progressed development of the FutureSmart Mining™ programme with
$0.1-$0.5 billion p.a. allocated to technology and innovation initiatives.
• Advanced the asset option evaluations through the improved planning and
project governance model.
Innovation (15%)
• Achieve $0.8 billion EBITDA
improvement in 2019 and develop
plans to deliver $3-4 billion
improvement by 2022
• Take actions to reduce net debt and
further improve debt repayment profile
• Engage with credit rating agencies to
improve Group rating
People (10%)
• Build finance function to support
Group strategic objectives
• Implement plans to support Group
inclusion and diversity (I&D) strategy
• Achieved net $0.4 billion cost and volume improvement, with above CPI inflation and
external logistics constraints, primarily at Kumba, impacting achievement of the target.
• Advanced plans to support the 5-year EBITDA improvement target with resources, capital
12%
and initiatives allocated to key programmes to realise the objective.
• Generated $3.2 billion in attributable free cashflow, and after payment of $1.3 billion in
shareholder dividends, reduced net debt to $2.8 billion.
• Reduced near term refinancing requirements by 50% and increased weighted average
maturity profile of outstanding bonds by one year to 5.0 years.
• Achieved further rating upgrades from the credit rating agencies.
• Developed finance talent population via new appointments, supporting Group’s business
10%
requirements including new finance team for the Quellaveco project.
• Established I&D goals for finance function.
• Piloted a reciprocal mentoring programme focused on gender diversity and increased
awareness of working with people with disabilities.
Investor relations (5%)
• Active and ongoing engagement with shareholders setting out the Group’s financial
4%
and operating performance and progress in achieving strategic objectives.
• Continued expansion of the shareholder base and increased engagement with
various stakeholders.
Overall individual performance
36.0%
115
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE ANNUAL REPORT ON DIRECTORS’ REMUNERATION
Figure 12: Annual bonus performance assessment for 2018
Tony O’Neill
Financial
SHE targets
Personal objectives
Total
Safety deductor
Overall result
Percentage weighting
50%
10%
40%
100%
A percentage deduction from overall bonus outcomes
–
Objectives
Achievement
Portfolio (15%)
• Quellaveco ready to proceed by
mid-2018.
• Optimise the configuration of key
assets and deliver key projects.
• Identify endowment and mineral
resource opportunities to cover
Ore Reserve depletion in 2018.
• Progress discovery of new
greenfield targets.
Innovation (15%)
• Deploy Group-wide safety
intervention strategy.
• Drive operational improvements in
the asset portfolio.
• Develop and implement a suite of
FutureSmart Mining™ technologies.
• Formulate a digital strategy and
commence implementation.
• Identify strategies and actions to
ensure the integrity of critical assets.
• All feasibility work and third-party reviews completed enabling the Quellaveco
project to proceed.
• Progressed options for development of the Los Bronces copper district, the
Mogalakwena and Northern Limb PGM district; implementation of mine
modernisation strategy at Amandelbult Platinum mine, and the optimisation
of the Group’s processing assets.
• Continued ramping up of Grosvenor, Gahcho Kué and Venetia.
• Completed the technical work to repair Minas-Rio pipeline, licence received to
restart operations.
• Identified and secured extensive mineral tenure including in Brazil, Ecuador,
and the US, drilling programmes underway.
• Continued brownfield exploration around existing assets.
• Formed dedicated taskforce, which completed detailed safety assessments of 17 sites.
• Deployment of critical controls for most prominent fatal risks identified.
• Recorded 23% year-on-year improvement in the total recordable injury rate.
• Regrettably, five work related fatalities were recorded, representing the Group’s lowest
fatal injury count on record.
• Pathways to achieve P101 performance on critical assets in place, and implementation
of bespoke interventions underway, copper equivalent production increased
6% year-on-year.
• Deployment plans for coarse particle recovery (CPR), bulk sorting, and other
FutureSmart Mining™ technologies in place. Installations of bulk sorting and CPR
underway at El Soldado and Mogalakwena. Installation of Shock Break (Vero) technology
progressing at Barro Alto.
• Digitalisation strategy formulated covering the entire mining value chain. Technology
partners selected, teams recruited, initial portfolio of use cases defined, and first pilots
being implemented.
• Asset integrity tactics developed in full at critical sites, including maintenance strategies
to support development plans.
2018
outcome
29%
5.5%
35%
69.5%
(7.5)%
64.3%
Outcome
13%
13%
People (10%)
• Train and align key Functional
and BU technical staff on team
‘breakthrough’, P101 defined
and launched at a Group
Technical Conference.
• Successful Technical training for key staff focused on achieving beyond-benchmark
9%
performance. P101 supported by leadership and resource deployment. Deployment of
mentoring programmes and communities of practice.
• Talent processes to identify and develop emerging talent held and accelerated
deployment into key roles to support the Group’s objectives.
• Operating model implemented at a further 10 operations, with significant re-training
• Develop talent process – emphasis
and upskilling of technical teams.
on capability and diversity.
• Deliver Operating Model roll-out
per schedule.
Overall individual performance
116
35.0%
Anglo American plc Integrated Annual Report 2018 Critical tasks are identified in each of the performance
categories at the start of the year. These form the basis
of measurement, but are overlaid with an assessment of
overall executive performance in the relevant category.
The assessment for 2018 took place against a backdrop of
improved operational and financial performance through a
continued focus on greater operational efficiency and
upgrading the asset portfolio.
The personal performance outcomes set out in the previous
pages, combined with 58% EPS achievement and an overall
safety performance of 55%, have generated overall bonus
outcomes of 68.5%, 70.5% and 69.5%. When applied to the
maximum bonus of 210% of salary, these performance
outcomes translate into bonuses of £1,896,061; £1,176,072;
and £1,202,339 for Mark Cutifani, Stephen Pearce and
Tony O’Neill respectively.
Once the safety deductor of 7.5% for 2018 is applied to this
outcome, the resultant bonus values are £1,753,856;
£1,087,867; and £1,112,164.
40% of the total bonus is payable in cash, with 60% deferred
into Bonus Shares. Two-thirds of the Bonus Shares will vest
after three years, subject to continued employment; the
remaining third will vest after five years.
3.1.4 LTIP AWARD VESTING
In 2016, Mark Cutifani and Tony O’Neill received LTIP grants
of 993,810 and 532,398 conditional shares respectively,
with vesting subject to:
(a) the Group’s TSR performance relative to:
(i) the Euromoney Global Mining Index; and
(ii) FTSE 100 constituents over the three-year period
to 31 December 2018; and
(b) Group Attributable ROCE to 31 December 2018.
To limit potential windfall gains for executive directors
resulting from share price volatility, as outlined in our 2016
report, a Cap on the value that can be received from the
2014, 2015 and 2016 LTIP awards was introduced. The
Cap is equal to the total face value of the 2014, 2015 and
2016 LTIP awards at grant. For Mark Cutifani this limit is
£13.1 million and for Tony O’Neill £7 million. If the total
market value of the vested LTIP awards exceeds the Cap
(based on the value at the date of vesting for each award)
then the excess value above the Cap will be forfeited.
Stephen Pearce did not participate in the 2016 LTIP, only
joining the Group in 2017; the vesting amounts in Figure 13b
relate to his awards on joining.
As outlined in Figure 13, the 2016 LTIP performance
assessment resulted in an overall achievement of 100% and,
as a result of share price growth over the three-year period,
the Cap limits were significantly exceeded. As a result of the
Cap, the 2016 LTIP vest for Mark Cutifani of £16,612,528 was
reduced by 38% to £10,199,085 (based on 2015 LTIP vest of
£2,951,938 and a zero vest on the 2014 LTIP). The 2016 LTIP
vest for Tony O’Neill of £8,899,565 was reduced by 38% to
£5,467,517 (based on 2015 LTIP vest of £1,588,926 million
and a zero vest on the 2014 LTIP). The 2015 LTIP vest for
these purposes was valued using the share price of
£16.2967, the three month average prior to vesting.
The committee has carefully reviewed this outcome,
taking into consideration the very strong improvement
in the underlying performance of the business over the
past three years and believes that the Cap has met the
desired goal of ensuring rewards are appropriate to the
performance delivered. Taking into consideration the
effect of the Cap, no further discretion was applied by the
committee during 2018.
The LTIP amounts shown in last year’s report in respect of the LTIP’s granted in
2015 were calculated on an ‘expected’ basis, with an assumed share price of
£14.42. The actual share price at vesting was £16.93, leading to the following
increases in value:
Mark Cutifani
Tony O’Neill
Estimated value
£2,611,996
£1,405,950
Actual value
£3,067,336
£1,651,045
Increase
£455,340
£245,095
Figure 13a: Performance assessment for 2016 LTIP awards
Threshold
performance
(25% vesting)
102%
(index TSR)
13%
(median TSR)
Stretch
performance
(100% vesting)
120%
(index TSR
+ 6% p.a.)
55%
(upper quartile
TSR)
Actual
performance
285%
Vesting
outcome
100%
285%
100%
6%
16%
19%
100%
Measure
Euromoney Global
Mining Index TSR
(25% of total award)
FTSE 100
constituents TSR
(25% of total award)
Group attributable
ROCE
(50% of total award)
Figure 13b: Total outcome including impact of the Cap
Mark Cutifani (maximum
opportunity 300% of salary)
100%
Capped
value(1)
Dividend
equivalents on
Cap value(4)
£16,612,528
£10,199,085
£692,465
Stephen Pearce
£5,098,189(2) (3)
£110,962
Tony O’Neill (maximum
opportunity 300% of salary)
£8,899,565
£5,467,517
£371,216
(1) 2016 LTIP vesting exceeds the Cap. Values based on a share price of £16.716. See note (1) to figure 7
for further information.
(2) For Stephen Pearce, two awards vested. Both were granted on joining under the terms of the LTIP as buy-out
awards to compensate for incentives forfeited at Fortescue Metals Group. 203,692 shares vested in July 2018 with
a share price at vest of £17.005. 97,770 shares are due to vest in March 2019, and are valued using the average
share price from 1 October to 31 December 2018 of £16.716. See 2017 Remuneration report for more details.
(3) The March 2019 vesting will be subject to a two-year holding period starting on the vesting date.
(4) Based on shares received after the Cap, using the average share price for 1 October to 31 December 2018
of £16.716.
3.1.5 PENSION
The pension contribution amounts in Figure 14 should be read in conjunction
with the following information:
• During 2018 Stephen Pearce joined the UURBS. The amount of pension
contribution treated as having been paid into the scheme was £59,580
• The total amount of pension contributions treated as having been paid
into the UURBS for Mark Cutifani and Tony O’Neill is £385,428 and
£235,478 respectively
• Contributions treated as being paid into the UURBS earn a return equivalent
to the Group’s pre-tax sterling nominal cost of debt, capped at a rate
determined by the committee. The total return earned in 2018 was £17,484
for Mark Cutifani, £1,451 for Stephen Pearce, and for Tony O’Neill £8,578
• As at 31 December 2018, the total balance due to executive directors in relation
to the UURBS was £922,428. Retirement benefits can only be drawn from
the UURBS if a member has attained age 55 and has left Group service.
Figure 14: Pension for 2018
DC contribution
(£’000)
Cash allowance
(£’000)
UURBS
contribution
(£’000)
NIC paid by
Company
(£’000)
Total
(£’000)
Mark Cutifani
Stephen Pearce
Tony O’Neill
10
10
157
385
60
235
22
395
239
245
117
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE ANNUAL REPORT ON DIRECTORS’ REMUNERATION
3.1.6 EXTERNAL DIRECTORSHIPS
Executive directors are not permitted to hold external
directorships or offices without the prior approval of
the Board. If approved, they may each retain the fees
payable from only one such appointment.
In the year, Mark Cutifani retained fees for one external
directorship, at Total, amounting to €106,522 for 2018.
3.2 OTHER DIRECTOR
REMUNERATION IN 2018
3.2.1 NON-EXECUTIVE DIRECTOR REMUNERATION
3.2.2 PAYMENTS FOR PAST DIRECTORS
In addition to retirement benefits, the Company continues
to provide seven former executive directors with private
medical insurance arrangements. The annual cost to
the Company is minimal. The committee continues to
meet these longstanding commitments, but no new
commitments have been made recently or will be made
in future.
The former finance director, René Médori’s, 2016 LTIP will
vest in 2019. The capped value of the award is £5.1 million
and is a pro-rated amount to reflect the months he worked
of the performance period. This includes dividend
equivalents. Values based on the average share price
of £16.716.
Figure 15 sets out the remuneration paid to the Company’s
non-executive directors in 2018. Fees shown include any
additional fees paid in respect of chairing or being a member
of one of the Board’s committees or acting as the senior
independent director.
As disclosed in the 2017 remuneration report, the Board
approved an increase in base fees and the introduction of
committee membership fees, with a phased implementation
for both. The current annual fees for non-executive directors
are set out below:
• Chairman – £700,000(1)
• Non-executive director base fee – £87,500(2)
• Chair of the Audit, Remuneration or Sustainability
Committee – £30,000
• Senior independent director – £30,000
• Committee membership – £10,000 for serving on each
of the Audit, Remuneration or Sustainability committees;
£5,000 for the Nomination Committee(3)
(1)
Includes service on any Board committee
(2) On 1 July 2019, base fee will increase to £90,000
(3) On 1 July 2019, committee membership fees will increase to £15,000
and £10,000 respectively.
Figure 15: Single total figure of remuneration for non-executive directors
Non-executive directors
Stuart Chambers(1)
Ian Ashby(1)
Nolitha Fakude(1)
Byron Grote
Sir Philip Hampton(2)
Mphu Ramatlapeng
Jim Rutherford
Anne Stevens
Jack Thompson
Total fees
2018
£’000
Benefits in
kind 2018
£’000(3)
Total
2018
£’000
Total fees
2017
£’000
Benefits
in kind
2017
£’000
Total
2017
£’000
700
91
101
126
156
91
111
106
126
7
707
91
101
126
156
91
111
106
126
175
37
63
115
145
83
93
90
115
175
37
63
115
145
83
93
90
115
(1) Stuart Chambers, Ian Ashby and Nolitha Fakude were appointed during 2017; which therefore includes part-year figures.
(2) Sir Philip Hampton resigned from the Board with effect from 31 December 2018.
(3) Relates to travel expenses during 2018.
118
Anglo American plc Integrated Annual Report 2018 3.3 SCHEME INTERESTS
GRANTED DURING 2018
The information in this section has been subject to
external audit.
Figure 16 summarises the longer-term, conditional
share awards granted to executive directors during 2018.
Receipt of these awards is dependent on the Group’s
performance over 2018-2020 and to the maximum vesting
value imposed by the committee, as detailed below.
The value of Bonus Shares awarded to directors in
respect of 2018 is included in the annual performance
bonus figures, set out in Figure 10. They are also
included in Figure 17.
Figure 16: Summary of conditional share awards and options granted in 2018
Type of award
LTIP share
awards
Performance
measure
Vesting schedule
Performance
period end
Director
Basis of award
Number of
shares awarded
Face value
at grant(1)
31/12/2020 Mark Cutifani
300% of salary
222,263
£3,954,237
Stephen Pearce
300% of salary
133,952
£2,383,113
Tony O’Neill
300% of salary
138,914
£2,471,391
TSR vs.
Euromoney
Global Mining
Index (47%)
25% for TSR
equal to the Index;
100% for the Index
6% pa or above
TSR vs.
FTSE 100
constituents
(23%)
25% for TSR
equal to median;
100% for 80th percentile
or above
Balanced
Scorecard
30%
ROCE (10%)
25% for 13%;
100% for 23%
Cumulative attributable
free cash flow (10%)
Sustainable Mining Plan
(7%)
Concurrent rehabilitation
(3%)
(1) The face value of each award has been calculated using the share price at time of grant, £17.7908, for the LTIP awards. As receipt of these awards is conditional on performance, the actual value of these
awards may be nil. In addition, the maximum value that may be received in the year of vesting is limited for each executive director to 200% of the face value at grant. Any value over this level will be forfeit.
Vesting outcomes will be disclosed in the Remuneration Report for 2020.
119
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE ANNUAL REPORT ON DIRECTORS’ REMUNERATION
3.4 TOTAL INTERESTS IN SHARES
Figure 17 summarises the total interests of the directors
in shares of Anglo American plc as at 31 December 2018.
These include beneficial and conditional interests, and
shareholdings of their connected persons.
As already disclosed, Mark Cutifani is expected to hold
interests in shares to a value of three times basic salary
(built up over five years), and for Stephen Pearce and
Tony O’Neill to a value of two times salary. At the date of
preparation of this report, Mark Cutifani has net
shareholdings (including Bonus Shares) equal to 828%
of basic salary, 308% for Stephen Pearce and 682% for
Tony O’Neill, calculated using the average share price
between 1 October to 31 December 2018 of £16.716.
Figure 17: Shares in Anglo American plc at 31 December 2018
Conditional
(no performance conditions)
Conditional
(with performance conditions)
Total
Directors
Mark Cutifani
Stephen Pearce
Tony O’Neill
Stuart Chambers
Ian Ashby
Nolitha Fakude
Byron Grote(1)
Mphu Ramatlapeng
Jim Rutherford
Anne Stevens
Jack Thompson(1)
Former directors
Beneficial
218,501
107,764
Within a
holding period
BSP
Bonus Shares
96,002
351,283
–
41,446
71,095
51,675
220,276
SAYE/SIP
LTIP
Other
8,337
3,481
6,102
1,582,679
354,896
900,441
2,679
–
2,035
32,396
6,407
30,156
2,122
14,950
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
2,256,802
97,770
605,357
–
–
–
–
–
–
–
–
–
1,249,589
2,679
–
2,035
32,396
6,407
30,156
2,122
14,950
–
24,510
Sir Philip Hampton(2)
24,510
(1)
Included in the beneficial interests of Messrs Grote and Thompson are shares held via unsponsored ADRs.
(2) Sir Philip Hampton resigned with effect from 31 December 2018, his interests are shown at his resignation date.
Differences from 31 December 2018 to 21 February 2019
Mark Cutifani’s, Stephen Pearce’s and Tony O’Neill’s interests increased by 32 shares each from 31 December 2018 to 21 February 2019, as
a result of the acquisition of shares under the SIP. Their total holdings therefore increased to 2,256,834; 605,389; and 1,249,621 respectively.
120
Anglo American plc Integrated Annual Report 2018
The remaining 10% of the balanced scorecard for
2019 will be based on the implementation of the Water
Management Standards (7%) and the approval of an
Employee Well-being (3%) strategy.
The three-year cumulative attributable free cash flow
target within the LTIP is considered by the Board
to be commercially sensitive; disclosing it would enable
competitors to derive information as to our detailed
business plan. The actual targets, along with the outcomes,
will be disclosed in the 2021 remuneration report. The
definition of attributable free cash flow can be found on
page 209.
3.5 STATEMENT OF IMPLEMENTATION
OF POLICY IN 2019
The Group’s policy on executive director remuneration for
2019 is summarised in the policy statements in Figure 1.
Figure 18 summarises how that policy will be implemented
in 2019.
The EPS performance range for 2019 is considered by
the Board to be commercially sensitive, although it will
be disclosed in the 2019 remuneration report. Further details
of the individual performance targets for 2019 bonuses will
also be included in the 2019 remuneration report.
The financial elements of the balanced scorecard for the
2019 LTIP awards will remain the same as 2018. ROCE
(10%) has again been selected to maintain focus on
disciplined capital allocation. A cash flow target (10%) has
also been included to continue to ensure linkage between
management’s remuneration outcomes and the Group’s
goal of reducing net debt through cash generation, thereby
maintaining the Group’s net debt/EBITDA ratio below 1.5.
Figure 18: Summary of key remuneration aspects in 2019
Element
Performance measure 1,
weighting and component detail
Performance measure 2,
weighting and component detail
Basic salary –
–
Annual
bonus
EPS (50%)
Half on performance at
outturn prices and FX and
half on performance at fixed
prices and FX
Individual objectives and
SHE targets (50%)
Personal and strategic objectives supporting
the Group’s delivery on projects, business
improvement, capital allocation, commercial
activities, employee development, stakeholder
engagement, safety, health and environment
Long-Term
Incentive
Plan (LTIP)
Safety deductor
A set percentage deduction on overall bonus for each fatality over a baseline,
representing a significant reduction on best ever performance
TSR (70%)
TSR vs. Euromoney Global
Mining Index (47%)
25% for TSR equal to Index
100% for Index +6% pa
or above
TSR vs. FTSE 100 (23%)
25% for TSR equal to median
100% for 80th percentile
or above
Balanced scorecard (30%)
ROCE (10%)
25% for 12%
100% for 20%
Cumulative attributable free cash flow (10%)
Water Management Standard
implementation (7%)
Employee Well-being (3%)
Director
Level
Mark Cutifani
£1,344,444 (2% increase)
Stephen Pearce £810,263 (2% increase)
Tony O’Neill
£840,278 (2% increase)
Mark Cutifani
210% of salary
Stephen Pearce 210% of salary
Tony O’Neill
210% of salary
Mark Cutifani
300% of salary
Stephen Pearce 300% of salary
Tony O’Neill
300% of salary
121
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE ANNUAL REPORT ON DIRECTORS’ REMUNERATION
3.5.1 OUTSTANDING LTIP AWARDS
As explained in the 2016 remuneration report, the value
that can be received from awards granted from 2017
onwards is limited to twice the face value at grant.
3.6 REMUNERATION DISCLOSURES
3.6.1 TEN-YEAR REMUNERATION AND RETURNS
Figure 19 shows the Group’s TSR performance against the
performance of the FTSE 100 Index from 1 January 2008 to
31 December 2018.
TSR is calculated in US dollars, and assumes all dividends
are reinvested. The TSR level shown as at 31 December
each year is the average of the closing daily TSR levels for
the five-day period up to and including that date.
Figure 20 shows the total remuneration earned by the
incumbent chief executive over the same ten-year period,
along with the proportion of maximum opportunity earned
in relation to each type of incentive. The total amounts are
based on the same methodology as for Figure 7.
Mark Cutifani’s remuneration levels in 2013 and 2014
are not reflective of his underlying remuneration, given
that he received a compensatory share award in 2013
and compensation for tax on relocation benefits in
2014. The impact of longer-term incentives was only
realised in 2015 as a consequence of the vesting of the
2013 LTIP award.
Mark Cutifani’s remuneration level for 2018 is higher than
usual as a result of significant share price growth in the 2016
LTIP vesting value.
Figure 19: Ten-year TSR performance
t
n
e
m
t
s
e
v
n
i
0
0
1
$
l
a
c
i
t
e
h
t
o
p
y
h
a
f
o
e
u
a
V
l
300
250
200
150
100
50
0
Figure 20: Chief executive’s remuneration
2008 2009 2010 2011 2012 2013 2014
2015
2016
2017
2018
Source: Datastream
31 December
2009
31 December
2010
31 December
2011
31 December
2012
31 December
2013
31 December
2014
31 December
2015
31 December
2016
31 December
2017
31 December
2018
4,379
4,235
8,113
3,203
1,462
99%
88%
94%
35%
67%
61%
50%
96%
50%
28%
0%
0%
100%
0%
0%
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
5,305
3,725
3,462
3,996
6,693
14,669
65%
60%
36.5%
87.5%
76.9%
63.4%
–
–
50%
0%
50%
100%
Financial year ending
Cynthia Carroll
Total remuneration
(single figure, £’000)
Annual bonus
(% of maximum)
LTIP
(% of maximum)
BSP Enhancement
Shares
(% of maximum)
Mark Cutifani
Total remuneration
(single figure, £’000)
Annual bonus
(% of maximum)
LTIP
(% of maximum)
122
Anglo American plc Integrated Annual Report 2018
3.6.3 DISTRIBUTION STATEMENT FOR 2018
Figure 22 sets out the total expenditure on employee
reward over 2018, compared to profit generated by
the Company and the dividends received by investors.
Underlying earnings are shown, as this is one of the Group’s
key measures of performance, while employee numbers
help put the payroll costs of employees into context.
3.6.2 CHANGE IN THE CHIEF EXECUTIVE’S
REMUNERATION IN 2018 RELATIVE TO
UK EMPLOYEES
Figure 21 sets out the chief executive’s basic salary,
benefits and annual bonus amounts for 2018 and the
year-on-year change. We show the average change in each
element for London employees below GMC level, which is
considered to be the most relevant employee comparator
group given the Group-wide nature of roles performed at
the corporate head office.
Ahead of the reporting requirements, we have voluntarily
disclosed a chief executive pay ratio for 2018. The chief
executive’s single figure for 2018 is higher than usual as
a result of significant share price growth in the 2016 LTIP
vesting. Due to the structure of executive pay which is
heavily weighted to share-based long-term incentives,
share price appreciation has a greater impact on the chief
executive’s pay level than the wider workforce. Estimated
pay ratios for previous years are more representative of a
typical year and using readily available data these are
approximately 90:1 in 2017 and 55:1 in 2016.
Financial year ending
2018
Method used
50th
percentile
Option A
191
Figure 21: Change in chief executive’s remuneration compared to UK employees
Chief executive
London employees(2)
£’000
% change
Average
% change
Salary
1,318
2.5
6.6
Benefits(1)
36
5.4
11.2
Bonus
1,754
(15.5)
8.0
(1) Benefits for London employees comprise pension and car allowances (where applicable), these being the most material.
(2) Annual salary increase was 2.5% for London employees, the 6.6% and 11.2% include pay increases resulting from promotions, and the resultant increase in benefit levels.
Figure 22: Distribution statement for 2018
Distribution statement
Underlying earnings(1)
$m
% change
Dividends payable for year to Company shareholders
$m
% change
Dividends payable for year to non-controlling interests
$m
Payroll costs for all employees
Employee numbers
(1) Please see page 139 for details on how underlying earnings are calculated.
Figure 23: 2018 AGM shareholder voting
% change
$m
% change
’000
% change
2018
3,237
(1)
1,291
109
873
30
3,490
4
64
(7)
2017
3,272
48
618
100
672
1,580
3,370
(10)
69
(14)
Vote
2017 Implementation report
2017 Remuneration Policy
For
Against
Abstain
Number of votes
912,841,691
(90.35%)
875,719,701
(92.91%)
97,468,881
(9.65%)
66,854,666
(7.09%)
10,093,338
3,153,118
123
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE ANNUAL REPORT ON DIRECTORS’ REMUNERATION
3.7 REMUNERATION COMMITTEE
IN 2018
3.7.1 MEMBERSHIP
The committee comprised the non-executive directors
listed on page 100 on 31 December 2018.
3.7.2 EXTERNAL ADVISERS TO THE COMMITTEE
Figure 24 details the external advisers to the committee
and the fees paid for services provided during 2018.
The fees are charged in accordance with the terms and
conditions set out in each relevant engagement letter.
PwC is a signatory, and adheres to, the Code of Conduct
for Remuneration Consultants (which can be found at
www.remunerationconsultantsgroup.com). In addition,
the committee chairman has regular direct dialogue with
advisers. For these reasons, the committee considers
that the advice it receives is independent.
Figure 24: External advisers and fees
Advisers
Pricewaterhouse
Coopers LLP
(PwC)
Deloitte LLP
(Deloitte)
Appointed by the Company, with
the agreement of the committee,
to support and advise on the Group’s
incentive arrangements, in addition
to the provision of specialist
valuation services and market
remuneration data.
In its capacity as Group auditor,
Deloitte undertakes an audit of
sections 3 and 4 of the remuneration
report annually. However, it provides
no advice to the committee.
Other services provided
to the Company
Investment advice, actuarial and
audit work for various pension
schemes; advice on internal audit
projects; taxation, payroll and
executive compensation advice.
Fees for committee
assistance
£100,251
n/a
Note: Certain overseas operations within the Group are also provided with audit-related services from Deloitte’s and PwC’s worldwide member firms.
APPROVAL
This directors’ remuneration report has been approved by
the Board of directors of Anglo American plc.
Signed on behalf of the Board of directors.
Anne Stevens
Chair, Remuneration Committee
20 February 2019
124
Anglo American plc Integrated Annual Report 2018 GENDER PAY
Summary
The UK Gender Pay Gap reporting requirement is a regulation
under The Equality Act 2010 (Gender Pay Gap Information)
Regulations 2017 that is designed to provide public transparency
in relation to the difference between men’s and women’s earnings,
on average, within a company.
This regulation came into effect on 6 April 2017 and all UK
registered companies that employ, in the UK, 250 or more people
are required to disclose the specifically defined information by
4 April 2019. The source data for the required information must be
at the ‘snapshot date’ of 5 April 2018.
Anglo American is confident that it complies with the UK’s Equal
Pay legislation, which governs the right to equal pay between men
and women for equal work.
Hourly pay gap
The key measure that is required to be reported is the mean UK
hourly pay gap. Anglo American Services (UK) Limited’s mean
hourly pay gap is 52%, which is primarily a function of the
representation of men in the most senior management roles in
our UK head office.
Anglo American is a globally diversified mining business,
headquartered in the UK, and the majority of the senior leadership
team is UK-based. The gaps shown below are largely attributable
to the fact that more men than women are working in more highly
paid, senior roles.
At the snapshot date of 5 April 2018, Anglo American Services (UK)
Limited had a UK workforce of 292 employees, of which:
• 57% were men and 43% were women;
• The senior management population was made up of a significantly
higher proportion of men (80%) than women (20%);
• Leading to a 52% mean and 41% median UK hourly pay gap
On a global basis, our gender pay gap(1) of approximately 15%
reflects the far greater gender balance across the full breadth of
our business activities.
(1) Weighted average gender pay gap of the guaranteed pay of those employees in Australia,
Brazil, Chile, Singapore, South Africa and the UK who are subject to the Anglo American
Group-wide reward structures.
Targeted changes
Mining has been an industry that has struggled to attract women
and gender imbalance is therefore prevalent. This is particularly
the case in many of the most senior roles, where we often require
significant operational and engineering experience. We know that
change will take time and we are committed to building on the
positive progress we have made across Anglo American globally,
including in the UK.
Across our global business, we are aligned with the Hampton-
Alexander recommendations to achieve at least a 33% female
representation across our ExCo and those that report to them,
improving from 15% in 2017, to 21% by the end of 2018.
Our targeted changes to areas such as recruitment and talent
development, along with changes to our ways of working, including
more flexible and family-friendly arrangements, are making a real
difference. Our wider work to foster a more inclusive culture and to
ensure equality of opportunity for all will enable us to appoint the
right person to the right role and for everyone to have the
opportunity to fulfil their potential.
Hourly pay quartiles
Lower
Lower Middle
Upper Middle
Upper
Percentage
males in
Quartile
Percentage
females in
Quartile
24.66
53.42
68.49
82.19
75.34
46.58
31.51
17.81
Remuneration Committee’s commitment
Reducing the gender imbalance, and therefore the gender pay
gap, will of course take time, and the gap is unlikely to reduce
significantly in the short term. However, we are confident that as
we progress our inclusion and diversity work, the more our annual
UK gender pay gap will narrow. The Remuneration Committee
continues to critically review our pay structures to make sure that
they support inclusion and diversity for our whole employee
population; we take this responsibility very seriously.
For more information on the UK gender pay gap, visit
www.angloamerican.com/gender-pay-gap-report-uk
125
Anglo American plc Integrated Annual Report 2018Governance
GOVERNANCE STATEMENT OF DIRECTORS’ RESPONSIBILITIES
STATEMENT OF DIRECTORS’
RESPONSIBILITIES
The directors are responsible for preparing the
Annual Report and the financial statements in
accordance with applicable law and regulations.
Company law requires the directors to prepare financial
statements for each financial year. The directors are
required to prepare the Group financial statements in
accordance with International Financial Reporting
Standards (IFRS), as adopted by the European Union and
Article 4 of the IAS regulation, and have elected to prepare
the parent Company financial statements in accordance
with Financial Reporting Standard 101 ‘Reduced Disclosure
Framework’. The directors must not approve the accounts
unless they are satisfied that they give a true and fair view of
the state of affairs of the Company and of the profit or loss of
the Company for that period.
In preparing the parent Company financial statements, the
directors are required to:
• Select suitable accounting policies and then apply them
consistently
• Make judgements and accounting estimates that are
reasonable and prudent
• State whether Financial Reporting Standard 101 ‘Reduced
Disclosure Framework’ has been followed, subject to any
material departures disclosed and explained in the
financial statements
• Prepare the financial statements on the going concern
basis unless it is inappropriate to presume that the
Company will continue in business.
In preparing the Group financial statements, IAS 1
requires that directors:
• Properly select and apply accounting policies
• Present information, including accounting policies, in a
manner that provides relevant, reliable, comparable and
understandable information
• Provide additional disclosures when compliance with the
specific requirements in IFRS is insufficient to enable
users to understand the impact of particular transactions,
other events and conditions on the entity’s financial
position and financial performance
• Make an assessment of the Group’s ability to continue
as a going concern.
The directors are responsible for keeping adequate
accounting records that are sufficient to show and explain
the Group’s transactions, disclose with reasonable accuracy
at any time the financial position of the Company and enable
them to ensure that the financial statements comply with
the Companies Act 2006. They are also responsible for
safeguarding the assets of the Company and hence for
taking reasonable steps for the prevention and detection
of fraud and other irregularities.
The directors are responsible for the maintenance and
integrity of the corporate and financial information included
on the Group’s website. Legislation in the UK governing the
preparation and dissemination of financial statements may
differ from legislation in other jurisdictions.
RESPONSIBILITY STATEMENT
for the year ended 31 December 2018
We confirm that to the best of our knowledge:
(a) The financial statements, prepared in accordance with
the applicable set of accounting standards, give a true
and fair view of the assets, liabilities, financial position
and profit of Anglo American plc and the undertakings
included in the consolidation taken as a whole
(c) The Annual Report and financial statements, taken as
a whole, are fair, balanced and understandable and
provide the information necessary for shareholders
to assess the Group’s performance, business model
and strategy.
(b) The strategic report includes a fair review of the
By order of the Board
development and performance of the business and the
position of Anglo American plc and the undertakings
included in the consolidation taken as a whole, together
with a description of the principal risks and uncertainties
that they face
Mark Cutifani
Chief Executive
20 February 2019
Stephen Pearce
Finance Director
126
Anglo American plc Integrated Annual Report 2018 FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION
FINANCIAL STATEMENTS AND
OTHER FINANCIAL INFORMATION
Independent auditor’s report to the members of Anglo American plc
128
Primary statements
Consolidated income statement
Consolidated statement of comprehensive income
Consolidated balance sheet
Consolidated cash flow statement
Consolidated statement of changes in equity
Notes to the financial statements
Financial performance
1. Operating profit from subsidiaries and joint operations
2.
3.
4. Net finance costs
5.
6. Dividends
Financial performance by segment
Earnings per share
Income tax expense
Significant items
7.
8.
Significant accounting matters
Special items and remeasurements
Capital by segment
Intangible assets
Capital base
9.
10.
11. Property, plant and equipment
12. Capital expenditure
13.
14. Financial asset investments
15. Provisions for liabilities and charges
16. Deferred tax
Investments in associates and joint ventures
Working capital
17.
Inventories
18. Trade and other receivables
19. Trade and other payables
Net debt and financial risk management
20. Net debt
21. Borrowings
22. Financial instruments and derivatives
23. Financial risk management
Equity
24. Called-up share capital and consolidated equity analysis
25. Non-controlling interests
Employees
26. Employee numbers and costs
27. Retirement benefits
28. Share-based payments
Unrecognised items and uncertain events
29. Events occurring after end of year
30. Commitments
31. Contingent liabilities
Group structure
32. Assets and liabilities held for sale
33. Acquisitions and disposals
34. Basis of consolidation
35. Related undertakings of the Group
Other items
36. Related party transactions
37. Auditor’s remuneration
38. Accounting policies
Financial statements of the Parent Company
Summary by operation
Key financial data
Exchange rates and commodity prices
134
134
135
136
137
138
139
140
141
142
143
144
146
148
149
149
150
151
152
152
153
155
155
156
157
158
159
162
165
166
167
168
172
173
173
173
174
174
175
177
186
186
187
194
197
199
200
Anglo American plc Integrated Annual Report 2018
127
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION
INDEPENDENT AUDITOR’S REPORT
TO THE MEMBERS OF ANGLO AMERICAN PLC
REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS
Opinion
In our opinion:
• the financial statements of Anglo American plc (the ‘Parent Company’) and
its subsidiaries (together the ‘Group’) give a true and fair view of the state of
the Group’s and of the Parent Company’s affairs as at 31 December 2018
and of the Group’s profit for the year then ended;
• the Group financial statements have been properly prepared in accordance
with International Financial Reporting Standards (IFRSs) as adopted by the
European Union;
• the Parent Company financial statements have been properly prepared in
accordance with United Kingdom Generally Accepted Accounting Practice,
including Financial Reporting Standard 101 Reduced Disclosure
Framework; and
• the financial statements have been prepared in accordance with the
requirements of the Companies Act 2006 and, as regards the Group
financial statements, Article 4 of the IAS Regulation.
We have audited the financial statements which comprise:
• the Consolidated income statement;
• the Consolidated statement of comprehensive income;
• the Consolidated balance sheet;
• the Consolidated cash flow statement;
• the Consolidated statement of changes in equity;
• the accounting policies;
• the related notes 1 to 38; and
• the Balance sheet of the Parent Company and related information.
The financial reporting framework that has been applied in the preparation of
the Group financial statements is applicable law and IFRSs as adopted by the
European Union. The financial reporting framework that has been applied in
the preparation of the Parent Company financial statements is applicable law
and United Kingdom Accounting Standards, including FRS 101 Reduced
Disclosure Framework (United Kingdom Generally Accepted Accounting
Practice).
Basis for opinion
We conducted our audit in accordance with International Standards on
Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under
those standards are further described in the auditor’s responsibilities for the
audit of the financial statements section of our report.
We are independent of the Group and the Parent Company in accordance
with the ethical requirements that are relevant to our audit of the financial
statements in the UK, including the Financial Reporting Council’s (the ‘FRC’s’)
Ethical Standard as applied to listed public interest entities, and we have
fulfilled our other ethical responsibilities in accordance with these
requirements. We confirm that the non-audit services prohibited by the FRC’s
Ethical Standard were not provided to the Group or the Parent Company.
We believe that the audit evidence we have obtained is sufficient and
appropriate to provide a basis for our opinion.
Conclusions relating to going concern, principal risks and
viability statement
Going concern
We have reviewed the directors’ statement in note 38 to the financial
statements about whether they considered it appropriate to adopt the going
concern basis of accounting in preparing them and their identification of any
material uncertainties to the Group’s and Company’s ability to continue to do
so over a period of at least twelve months from the date of approval of the
financial statements.
We considered as part of our risk assessment the nature of the Company, its
business model and related risks, the requirements of the applicable financial
reporting framework and the system of internal control. We evaluated the
directors’ assessment of the Group’s ability to continue as a going concern,
including challenging the underlying data and key assumptions used to make
the assessment, and evaluated the directors’ plans for future actions in
relation to their going concern assessment.
We are required to state whether we have anything material to add or draw
attention to in relation to that statement required by Listing Rule 9.8.6R(3)
and report if the statement is materially inconsistent with our knowledge
obtained in the audit.
We confirm that we have nothing material to report, add or draw
attention to in respect of these matters.
Principal risks and viability statement
Based solely on reading the directors’ statements and considering whether
they were consistent with the knowledge we obtained in the course of the audit,
including the knowledge obtained in the evaluation of the directors’ assessment
of the Group’s and the Company’s ability to continue as a going concern
(including where relevant the impact of Brexit), we are required to state
whether we have anything material to add or draw attention to in relation to:
• the disclosures on pages 43-47 that describe the principal risks and explain
how they are being managed or mitigated;
• the directors’ confirmation on page 43 that they have carried out a robust
assessment of the principal risks facing the Group, including those that
would threaten its business model, future performance, solvency or
liquidity; or
• the directors’ explanation on page 43 as to how they have assessed the
prospects of the Group, over what period they have done so and why they
consider that period to be appropriate, and their statement as to whether
they have a reasonable expectation that the Group will be able to continue
in operation and meet its liabilities as they fall due over the period of their
assessment, including any related disclosures drawing attention to any
necessary qualifications or assumptions.
We are also required to report whether the directors’ statement relating to
the prospects of the Group required by Listing Rule 9.8.6R(3) is materially
inconsistent with our knowledge obtained in the audit.
We confirm that we have nothing material to report, add or draw
attention to in respect of these matters.
Key audit matters
Key audit matters are those matters that, in our professional judgement, were
of most significance in our audit of the financial statements of the current
period and include the most significant assessed risks of material
misstatement (whether or not due to fraud) that we identified. These matters
included those which had the greatest effect on: the overall audit strategy;
the allocation of resources in the audit; and directing the efforts of the
engagement team.
These matters were addressed in the context of our audit of the financial
statements as a whole, and in forming our opinion thereon, and we do not
provide a separate opinion on these matters.
Our assessment of the Group’s key audit matters is consistent with 2017
except for Special items and remeasurements, which has been refined to
focus on accounting for and presentation of special items and corporate
transactions being the key judgement.
128
Anglo American plc Integrated Annual Report 2018
Impairment
Refer to the Audit Committee report on pages 92-99 and the disclosures in notes 7 and 8 on pages 144-147.
Key audit matter –
description
As a consequence of continued volatility in commodity prices as well as licencing and operational developments during the year,
the assessment of the recoverable amount of operating assets and development projects remains a key judgement and a source
of estimation uncertainty.
How the scope of our
audit responded
to the key audit matter
Management assessed whether indicators of impairment or impairment reversal exist for assets in accordance with IAS 36
Impairment of Assets. During the year, such indicators were identified at Moranbah-Grosvenor and Capcoal in Australia where
impairment reversals of $0.9 billion and $0.3 billion have been recorded, primarily due to the improved long-term metallurgical
coal price as well as the continued improvements in the operational performance of the mine (at Moranbah-Grosvenor) and
increased forecast production in the updated life of mine plan (at Capcoal). Other such indicators have been identified at other
specific assets including Minas-Rio in Brazil, which experienced a production stoppage during the year leading to an indicator of
impairment, and the manganese operations where there was an increase in the forecast long-term commodity price resulting in
an indicator of impairment reversal.
Where such indicators were identified management has prepared valuation models used to determine the value in use or fair
value less costs of disposal of the relevant asset.
We reviewed management’s assessment as to whether indicators of impairment or impairment reversal exist. Where relevant we
have obtained copies of the valuation models prepared by management.
We challenged the assumptions made by management in relation to these models, including the discount rate used, the
commodity prices, capital expenditure and operating cost forecasts, forecast tax cash flows and the expected production
profiles, by comparison to recent analyst forecast commodity price and foreign exchange data, reference to third party
documentation where available, utilisation of Deloitte valuation and tax specialists, consultation with operational management
and consideration of sensitivity analyses.
Deloitte specialists were also used to challenge the structural integrity of the models prepared.
We reviewed whether the life of mine plans in the impairment assessment are based on the most up-to-date Ore Reserve and
Mineral Resource reports prepared by management’s experts. We evaluated the consistency of the key assumptions used in the
preparation of those reports with the assumptions used in the valuation models and assessed the competence, experience and
objectivity of management’s experts.
We assessed whether the assumptions had been determined and applied on a consistent basis, where relevant, across the Group.
Key observations
We found that the assumptions used were reasonable and had been determined and applied on a consistent basis, where
relevant, across the Group. No additional impairments or impairment reversals were identified from the work performed.
We found that the impairment reversals recorded at the Moranbah-Grosvenor and Capcoal mines in Australia were appropriate.
We also concluded that no impairment or impairment reversal was required at either Minas-Rio or Samancor.
Taxation
Refer to the Audit Committee report on pages 92-99 and the disclosures in notes 5 and 16 on pages 142-143 and 153-154 respectively.
Key audit matter –
description
The recognition and measurement of certain of the Group’s deferred tax assets and liabilities requires management judgement
and is a key area of audit effort due to the complexity of tax regulations across the jurisdictions where the Group operates.
At 31 December 2018, the deferred tax assets recognised by the Group totalled $910 million with the most significant asset related
to Minas-Rio. Management has performed an assessment of the forecast taxable profits against which the Group’s tax losses and
other tax attributes can be offset in future periods.
The deferred tax liabilities recognised across the Group at 31 December 2018 were $3.7 billion. We note particular focus on the
de-recognition of a $285 million liability previously recorded in Chile consequent to the decision to use historical Chilean profits
to fund the development of Quellaveco.
How the scope of our
audit responded
to the key audit matter
Through the close involvement of our tax specialist teams at both a Group and business unit level we assessed the appropriateness
and measurement of the deferred tax assets and liabilities recognised by the Group through discussions with the Group’s taxation
department and review of supporting documentation and calculations.
In relation to assessing the recoverability of deferred tax assets, we reviewed and challenged the basis and underlying
assumptions in the supporting taxable profit forecasts in order to assess the appropriateness of the assets recognised. In
particular, we challenged management’s assessment that, in measuring the Minas-Rio deferred tax asset, taxable profit forecasts
considered probable should be time limited by reference to the criteria set out in IAS 12 Income taxes.
In relation to deferred tax liabilities recognised across the Group, we reviewed the relevant deferred tax calculations and
challenged management’s underlying assumptions.
Key observations
We are satisfied that deferred tax assets and liabilities are properly recognised and measured in accordance with IAS 12.
Anglo American plc Integrated Annual Report 2018
129
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION
INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF ANGLO AMERICAN PLC
Accounting for and presentation of special items and corporate asset transactions
Refer to the Audit Committee report on pages 92-99 and the disclosures in note 8 on pages 146-147.
Key audit matter –
description
The appropriate accounting treatment of corporate asset transactions is a key area of audit focus specifically in respect of
assessing the point at which control is transferred from the seller to the buyer and the calculation of any profit or loss on disposal.
In 2018 this includes the sale of the Eskom-tied domestic coal operations in South Africa (gain of $84 million), the Drayton coal
mine in Australia (gain of $34 million), the Union platinum mine in South Africa (loss of $71 million) and the sale of the Group’s
33% shareholding in Bafokeng Rasimone Platinum Mine (an impairment charge of $85 million was recognised prior to the
completion of disposal).
The assessment of the appropriateness of items disclosed within ‘Special items and remeasurements’, which includes profits or
losses on disposals as well as impairments, impairment reversals, adjustments related to former operations and financing special
items and remeasurements as further defined in note 8 to the financial statements, is a key judgement because of their impact
upon the reporting of the underlying financial performance achieved by the Group, and has therefore been identified as an area
where potential fraud could occur.
As part of this assessment, management considers the guidance from the European Securities and Market Authority (ESMA) in
making this assessment.
How the scope of our
audit responded
to the key audit matter
For each sales transaction that has completed, we reviewed the sale and purchase agreement to verify whether control has been
appropriately transferred, and recalculated the profit or loss recorded on disposal. We considered whether any disposal required
separate disclosure as a ‘discontinued operation’.
In the context of our review of the overall income statement we considered and challenged each item disclosed within ‘Special
items and remeasurements’ with reference to the guidance from ESMA.
We determined whether such categorisation is appropriate and consistent with the Group’s stated policy and past practice for
recognition of such items, and whether, taken as a whole, the income statement is fair and balanced in its presentation.
Key observations
We are satisfied that the asset disposals that completed in 2018 have been accounted for correctly in line with IFRS as adopted by
the European Union, with appropriate disclosures properly made.
We are satisfied that all items included within ‘Special items and remeasurements’, including any profit or loss on disposals, display
no indication of management bias in the categorisation and that where relevant the categorisation was consistent with prior practice.
We consider that the related disclosures are also appropriate.
Our application of materiality
We define materiality as the magnitude of misstatement in the financial statements that makes it probable that the economic decisions of a reasonably
knowledgeable person would be changed or influenced. We use materiality both in planning the scope of our audit work and in evaluating the results of
our work.
Based on our professional judgement, we determined materiality for the financial statements as a whole as follows:
Materiality
Group
$200 million (2017: $200 million)
Parent Company
$76 million (2017: $76 million)
Basis for determining
materiality
Group
We have considered both asset and profit bases in the determination of materiality. $200 million equates to 0.7% (2017: 0.7%) of net
assets and 4.2% (2017: 5.8%) of normalised three-year pre-tax profit before special items and remeasurements.
The use of a combination of bases is consistent with our approach in 2017.
Parent Company
The Parent Company materiality represents below 1% (2017: below 1%) of shareholders’ equity. When determining this materiality,
we also considered the appropriateness of this materiality for the consolidation of this set of financial statements to the Group’s
results.
Rationale for the
benchmark applied
Group
Given the continued volatility in commodity prices and the cyclical nature of the mining industry we believe that incorporating
balance sheet metrics in our assessment in addition to pre-tax profit before special items and remeasurements is a more
appropriate approach as it reflects the capital invested, the changes in production, the volume of commodities sold and the scale
of the Group’s operations.
Parent Company
Due to the Parent Company’s primary role as a holding company, owning investments in other Group entities, shareholders’ equity
is the key metric driving shareholder value. As such, we considered shareholders’ equity the most appropriate benchmark to
determine the Parent Company materiality.
We agreed with the Audit Committee that we would report to the Committee all audit differences in excess of $10 million (2017: $10 million) for the Group as
well as differences below that threshold that, in our view, warranted reporting on qualitative grounds. We also report to the Audit Committee on disclosure
matters that we identified when assessing the overall presentation of the financial statements.
130
Anglo American plc Integrated Annual Report 2018
An overview of the scope of our audit
Our audit was scoped by obtaining an understanding of the Group, the Parent
Company and their environment, including internal control, and assessing the
risks of material misstatement.
Other information
The directors are responsible for the other information. The other information
comprises the information included in the Annual Report other than the
financial statements and our auditor’s report thereon.
All business units were subject to a full scope audit with the exception of
Nickel and Manganese where specific procedures were performed, which is
consistent with our 2017 audit approach. Our approach continues to focus on
the key audit matters identified within those business units and to perform
appropriate procedures on the rest of those business units’ financial
information, noting their financial significance in the context of the Group as
a whole.
The work performed by the component audit teams at each business unit
is guided by the Group audit team and is executed at levels of materiality
applicable to each individual entity which were lower than Group
materiality and ranged from $80 million to $110 million (2017: $90 million
to $110 million).
Additionally for all in-scope components, the Group audit team was involved
in the audit work performed by component auditors through a combination of
global planning issues meetings, the provision of referral instructions, review
and challenge of related component inter-office reporting and of findings
from their work (which included the audit procedures performed to respond
to risks of material misstatement), attendance at component audit closing
conference calls and regular interaction on any related audit and accounting
matters which arose.
The Senior Statutory Auditor and/or a senior member of the Group audit team
visits the principal location of each significant business unit at least once
every year and key operational assets on a rotating basis.
The Parent Company is located in the United Kingdom and audited directly by
the Group audit team.
Group revenue
Full audit scope
Specified audit procedures
Underlying EBIT
Full audit scope
Specified audit procedures
Net assets
Full audit scope
Specified audit procedures
%
94
6
%
89
11
%
96
4
Our opinion on the financial statements does not cover the other information
and, except to the extent otherwise explicitly stated in our report, we do not
express any form of assurance conclusion thereon.
In connection with our audit of the financial statements, our responsibility
is to read the other information and, in doing so, consider whether the other
information is materially inconsistent with the financial statements or our
knowledge obtained in the audit or otherwise appears to be materially
misstated.
If we identify such material inconsistencies or apparent material
misstatements, we are required to determine whether there is a material
misstatement in the financial statements or a material misstatement of the
other information. If, based on the work we have performed, we conclude that
there is a material misstatement of this other information, we are required to
report that fact.
In this context, matters that we are specifically required to report to you as
uncorrected material misstatements of the other information include where
we conclude that:
• Fair, balanced and understandable – the statement given by the directors
that they consider the Annual Report and financial statements taken as a
whole is fair, balanced and understandable and provides the information
necessary for shareholders to assess the Group’s position and
performance, business model and strategy, is materially inconsistent with
our knowledge obtained in the audit; or
• Audit committee reporting – the section describing the work of the Audit
Committee does not appropriately address matters communicated by us to
the Audit Committee; or
• Directors’ statement of compliance with the UK Corporate Governance
Code – the parts of the directors’ statement required under the Listing
Rules relating to the Company’s compliance with the UK Corporate
Governance Code containing provisions specified for review by the auditor
in accordance with Listing Rule 9.8.10R(2) do not properly disclose a
departure from a relevant provision of the UK Corporate Governance Code.
We have nothing to report in respect of these matters.
Responsibilities of directors
As explained more fully in the statement of directors’ responsibilities, the
directors are responsible for the preparation of the financial statements and
for being satisfied that they give a true and fair view, and for such internal
control as the directors determine is necessary to enable the preparation of
financial statements that are free from material misstatement, whether due to
fraud or error.
In preparing the financial statements, the directors are responsible for
assessing the Group’s and the Parent Company’s ability to continue as a
going concern, disclosing as applicable, matters related to going concern and
using the going concern basis of accounting unless the directors either intend
to liquidate the Group or the Parent Company or to cease operations, or have
no realistic alternative but to do so.
Anglo American plc Integrated Annual Report 2018
131
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION
INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF ANGLO AMERICAN PLC
Auditor’s responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the
financial statements as a whole are free from material misstatement, whether
due to fraud or error, and to issue an auditor’s report that includes our opinion.
Reasonable assurance is a high level of assurance, but is not a guarantee that
an audit conducted in accordance with ISAs (UK) will always detect a material
misstatement when it exists. Misstatements can arise from fraud or error and
are considered material if, individually or in the aggregate, they could
reasonably be expected to influence the economic decisions of users taken
on the basis of these financial statements.
Details of the extent to which the audit was considered capable of detecting
irregularities, including fraud are set out below.
A further description of our responsibilities for the audit of the financial
statements, which forms part of our auditor’s report, is located on the FRC’s
website at: www.frc.org.uk/auditorsresponsibilities.
EXTENT TO WHICH THE AUDIT WAS CONSIDERED CAPABLE
OF DETECTING IRREGULARITIES, INCLUDING FRAUD
We identify and assess the risks of material misstatement of the financial
statements, whether due to fraud or error, and then design and perform audit
procedures responsive to those risks, including obtaining audit evidence that
is sufficient and appropriate to provide a basis for our opinion.
Identifying and assessing potential risks related to irregularities
In identifying and assessing risks of material misstatement in respect of
irregularities, including fraud and non-compliance with laws and regulations,
our procedures included the following:
• enquiring of management, internal audit, legal counsel, technical specialists
and the Audit Committee, including obtaining and reviewing relevant
documentation, concerning the Group’s policies and procedures relating to:
• identifying, evaluating and complying with laws and regulations and
whether they were aware of any instances of non-compliance;
• detecting and responding to the risks of fraud and whether they have
knowledge of any actual, suspected or alleged fraud;
• the internal controls established to mitigate risks related to fraud or
non-compliance with laws and regulations;
Audit response to risks identified
As a result of performing the above, we identified the accounting for and
presentation of special items and corporate asset transactions and
impairment as key audit matters. The key audit matters section of our report
explains the matters in more detail and also describes the specific procedures
we performed in response to those key audit matters.
In addition to the above, our procedures to respond to risks identified included
the following:
• reviewing the financial statement disclosures and testing to supporting
documentation to assess compliance with the relevant laws and regulations
discussed above;
• enquiring of management, the Audit Committee and in-house legal counsel
concerning actual and potential litigation and claims;
• performing analytical procedures to identify any unusual or unexpected
relationships that may indicate risks of material misstatement due to fraud;
• reading minutes of meetings of those charged with governance, and
reviewing internal audit reports and reviewing correspondence with
relevant regulatory authorities;
• reviewing sales transactions recorded close to the year end to supporting
documentation to assess whether these were recognised in the appropriate
period;
• challenging the appropriateness of judgements around the capitalisation of
costs related to capital projects in line with IAS 16 Property, Plant and
Equipment; and
• in addressing the risk of fraud through management override of controls,
testing the appropriateness of journal entries and other adjustments,
assessing whether the judgements made in making accounting estimates
are indicative of a potential bias, and evaluating the business rationale of any
significant transactions that are unusual or outside the normal course
of business.
We also communicated relevant identified laws and regulations and potential
fraud risks to all engagement team members including internal specialists and
significant component audit teams, and remained alert to any indications of
fraud or non-compliance with laws and regulations throughout the audit.
• discussing among the engagement team including significant component
REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS
audit teams and involving relevant internal specialists, including tax,
valuations, pensions, IT, regarding how and where fraud might occur in the
financial statements and any potential indicators of fraud. As part of this
discussion, we identified potential for fraud in assessing the
appropriateness of items disclosed in ‘Special items and remeasurements’
given their impact upon the financial performance, accounting for and
presentation of special items and corporate asset transactions, and the
carrying value of operating assets and development projects, impairment
and the capitalisation of costs related to capital projects due to
management judgements involved. The fraud risk within revenue
recognition was identified around cut-off; and
• obtaining an understanding of the legal and regulatory frameworks that the
Group operates in, focusing on those laws and regulations that had a direct
effect on the financial statements or that had a fundamental effect on the
operations of the Group. The key laws and regulations we considered in this
context included the UK Companies Act, Listing Rules, pension legislation
and tax legislation. In addition, compliance with terms of the Group’s
operating licences and environmental regulations were important to the
Group’s ability to continue as a going concern.
Opinions on other matters prescribed by the Companies Act 2006
In our opinion the part of the directors’ remuneration report to be audited has
been properly prepared in accordance with the Companies Act 2006.
In our opinion, based on the work undertaken in the course of the audit:
• the information given in the strategic report and the directors’ report for the
financial year for which the financial statements are prepared is consistent
with the financial statements; and
• the strategic report and the directors’ report have been prepared in
accordance with applicable legal requirements.
In the light of the knowledge and understanding of the Group and of the
Parent Company and their environment obtained in the course of the audit,
we have not identified any material misstatements in the strategic report or
the directors’ report.
132
Anglo American plc Integrated Annual Report 2018
Matters on which we are required to report by exception
Adequacy of explanations received and accounting records
Under the Companies Act 2006 we are required to report to you if, in our
opinion:
• we have not received all the information and explanations we require for our
audit; or
• adequate accounting records have not been kept by the Parent Company,
or returns adequate for our audit have not been received from branches not
visited by us; or
• the Parent Company financial statements are not in agreement with the
accounting records and returns.
We have nothing to report in respect of this matter.
Directors’ remuneration
Under the Companies Act 2006 we are also required to report if in our opinion
certain disclosures of directors’ remuneration have not been made or the part
of the directors’ remuneration report to be audited is not in agreement with
the accounting records and returns.
We have nothing to report in respect of these matters.
Other matters
Auditor tenure
Following the recommendation of the Audit Committee, Deloitte and Touche
were appointed by the shareholders on 24 May 1999 to audit the financial
statements for the year ended 31 December 1999 and subsequent financial
periods. The period of total uninterrupted engagement including previous
renewals and reappointments of the firm is 19 years, covering the years
ended 31 December 1999 to 31 December 2018.
Consistency of the audit report with the additional report to
the Audit Committee
Our audit opinion is consistent with the additional report to the Audit
Committee we are required to provide in accordance with ISAs (UK).
Use of our report
This report is made solely to the Company’s members, as a body, in
accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit
work has been undertaken so that we might state to the Company’s members
those matters we are required to state to them in an auditor’s report and for
no other purpose. To the fullest extent permitted by law, we do not accept or
assume responsibility to anyone other than the Company and the Company’s
members as a body, for our audit work, for this report, or for the opinions we
have formed.
Kari Hale, ACA (Senior Statutory Auditor)
For and on behalf of Deloitte LLP
Statutory Auditor
London, UK
20 February 2019
Anglo American plc Integrated Annual Report 2018
133
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION PRIMARY STATEMENTS
CONSOLIDATED INCOME STATEMENT
for the year ended 31 December 2018
US$ million
Revenue
Operating costs
Operating profit
Non-operating special items
Net income from associates and joint ventures
Profit before net finance costs and tax
Investment income
Interest expense
Other net financing losses
Net finance costs
Profit before tax
Income tax expense
Profit for the financial year
Attributable to:
Non-controlling interests
Equity shareholders of the Company
Earnings per share (US$)
Basic
Diluted
Note
2
1, 2
8
13
4
5
25
3
3
Before special
items and
remeasurements
27,610
(22,379)
5,231
–
739
5,970
261
(655)
14
(380)
5,590
(1,490)
4,100
Special items and
remeasurements
(note 8)
–
838
838
(94)
(11)
733
–
(102)
(32)
(134)
599
(326)
273
2018
Total
27,610
(21,541)
6,069
(94)
728
6,703
261
(757)
(18)
(514)
6,189
(1,816)
4,373
Before special
items and
remeasurements
26,243
(21,001)
5,242
–
577
5,819
268
(694)
(47)
(473)
5,346
(1,324)
4,022
Special items and
remeasurements
(note 8)
–
287
287
(5)
(10)
272
–
(99)
(14)
(113)
159
(122)
37
2017
Total
26,243
(20,714)
5,529
(5)
567
6,091
268
(793)
(61)
(586)
5,505
(1,446)
4,059
863
3,237
2.55
2.50
(39)
312
824
3,549
0.25
0.24
2.80
2.74
750
3,272
2.57
2.53
143
(106)
893
3,166
(0.09)
(0.08)
2.48
2.45
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
for the year ended 31 December 2018
US$ million
Profit for the financial year
Items that will not be reclassified to the income statement (net of tax)(1)
Remeasurement of net retirement benefit obligation
Net revaluation loss on equity investments
Items that have been or may subsequently be reclassified to the income statement (net of tax)(1)
Net exchange differences:
Net (loss)/gain (including associates and joint ventures)
Cumulative loss/(gain) transferred to the income statement on disposal of foreign operations
Revaluation of available for sale investments:
Net revaluation gain
Cumulative revaluation gain transferred to the income statement on disposal
Revaluation of cash flow hedges:
Share of associates’ and joint ventures’ other comprehensive income
Other comprehensive (loss)/income for the financial year (net of tax)
Total comprehensive income for the financial year (net of tax)
Attributable to:
Non-controlling interests
Equity shareholders of the Company
(1) Tax amounts are shown in note 5C.
2018
4,373
105
(42)
2017
4,059
204
–
(2,211)
35
1,725
(81)
–
–
–
(2,113)
2,260
422
1,838
23
(43)
(1)
1,827
5,886
1,240
4,646
134
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION PRIMARY STATEMENTS
CONSOLIDATED BALANCE SHEET
as at 31 December 2018
US$ million
ASSETS
Non-current assets
Intangible assets
Property, plant and equipment
Environmental rehabilitation trusts
Investments in associates and joint ventures
Financial asset investments
Trade and other receivables
Deferred tax assets
Derivative financial assets
Other non-current assets
Total non-current assets
Current assets
Inventories
Trade and other receivables
Current tax assets
Derivative financial assets
Cash and cash equivalents
Total current assets
Assets classified as held for sale
Total assets
LIABILITIES
Current liabilities
Trade and other payables
Short term borrowings
Provisions for liabilities and charges
Current tax liabilities
Derivative financial liabilities
Total current liabilities
Non-current liabilities
Trade and other payables
Medium and long term borrowings
Retirement benefit obligations
Deferred tax liabilities
Derivative financial liabilities
Provisions for liabilities and charges
Total non-current liabilities
Liabilities directly associated with assets classified as held for sale
Total liabilities
Net assets
EQUITY
Called-up share capital
Share premium account
Own shares
Other reserves
Retained earnings
Equity attributable to equity shareholders of the Company
Non-controlling interests
Total equity
Note
2018
2017
10
11
15
13
14
18
16
22
17
18
22
20
32
19
20, 21
15
22
19
20, 21
27
16
22
15
32
3,087
30,898
303
1,715
396
708
910
209
658
38,884
4,466
2,026
121
132
6,567
13,312
–
52,196
(4,734)
(600)
(581)
(818)
(103)
(6,836)
(145)
(8,371)
(609)
(3,676)
(613)
(2,114)
(15,528)
-
(22,364)
3,323
30,643
421
1,956
561
937
1,191
309
487
39,828
4,441
2,136
146
81
7,800
14,604
129
54,561
(4,501)
(1,351)
(562)
(601)
(336)
(7,351)
(89)
(10,620)
(695)
(4,188)
(460)
(2,235)
(18,287)
(41)
(25,679)
29,832
28,882
24
24
25
772
4,358
(6,315)
(10,519)
35,302
23,598
6,234
29,832
772
4,358
(6,191)
(8,702)
32,735
22,972
5,910
28,882
The financial statements of Anglo American plc, registered number 03564138, were approved by the Board of directors on 20 February 2019 and signed on its
behalf by:
Mark Cutifani
Chief Executive
Stephen Pearce
Finance Director
Anglo American plc Integrated Annual Report 2018
135
Financial statements
Note
2018
2017
6,189
514
(728)
94
6,069
(838)
(3)
2,596
183
58
(526)
(74)
570
(253)
7,782
737
1
(1,393)
7,127
(3,400)
15
162
(99)
(3)
(22)
204
(90)
193
(58)
(3,098)
(478)
(250)
(1,291)
(837)
647
117
(3,507)
875
(293)
40
(4,977)
5,505
586
(567)
5
5,529
(287)
(102)
2,390
180
(311)
(294)
23
1,150
97
8,375
506
11
(843)
8,049
(2,278)
40
52
(86)
(6)
168
165
–
52
(54)
(1,947)
(542)
(419)
(618)
(601)
2,998
35
(5,189)
36
(242)
(11)
(4,553)
(948)
1,549
7,792
(948)
(296)
6,548
6,044
1,549
199
7,792
8
1
8
1
13
12
12
12
13
14
33
33
20
6
25
20
20
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION PRIMARY STATEMENTS
CONSOLIDATED CASH FLOW STATEMENT
for the year ended 31 December 2018
US$ million
Cash flows from operating activities
Profit before tax
Net finance costs including financing special items and remeasurements
Net income from associates and joint ventures
Non-operating special items
Operating profit
Operating special items and remeasurements
Cash element of special items
Depreciation and amortisation
Share-based payment charges
Increase/(decrease) in provisions and net retirement benefit obligations
Increase in inventories
(Increase)/decrease in operating receivables
Increase in operating payables
Other adjustments
Cash flows from operations
Dividends from associates and joint ventures
Dividends from financial asset investments
Income tax paid
Net cash inflows from operating activities
Cash flows from investing activities
Expenditure on property, plant and equipment
Cash flows from derivatives related to capital expenditure
Proceeds from disposal of property, plant and equipment
Investments in associates and joint ventures
Purchase of financial asset investments
Net (issuance)/redemption of financial asset loans and receivables
Interest received and other investment income
Net cash outflow on acquisitions
Net cash inflow on disposals
Other investing activities
Net cash used in investing activities
Cash flows from financing activities
Interest paid
Cash flows from derivatives related to financing activities
Dividends paid to Company shareholders
Dividends paid to non-controlling interests
Proceeds from issuance of bonds
Proceeds from other borrowings
Repayments of bonds and borrowings
Net proceeds from issue of shares to non-controlling interests
Purchase of shares by Group companies for employee share schemes
Other financing activities
Net cash used in financing activities
Net (decrease)/increase in cash and cash equivalents
Cash and cash equivalents at start of year
Cash movements in the year
Effects of changes in foreign exchange rates
Cash and cash equivalents at end of year
136
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION PRIMARY STATEMENTS
CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
for the year ended 31 December 2018
US$ million
At 1 January 2017
Total comprehensive income/(loss)
Dividends
Issue of shares to non-controlling interests
Equity settled share-based payment schemes
Other
At 31 December 2017
Total comprehensive income/(loss)
Dividends
Issue of shares to non-controlling interests
Equity settled share-based payment schemes
Change in ownership interest in subsidiaries (3)
Other
At 31 December 2018
(1)
Includes share capital and share premium.
Total share
capital(1)
5,130
–
–
–
–
–
5,130
–
–
–
–
–
–
5,130
Own
shares(2)
(6,090)
–
–
–
(101)
–
(6,191)
–
–
–
(124)
–
–
(6,315)
Cumulative
translation
adjustment
reserve
(10,851)
1,577
–
–
–
–
(9,274)
(1,782)
–
–
–
–
–
(11,056)
Other reserves
(note 24)
851
(282)
–
–
6
(3)
572
(37)
–
–
(9)
–
11
537
Retained
earnings
29,976
3,351
(618)
–
26
–
32,735
3,657
(1,291)
–
43
163
(5)
35,302
Total equity
attributable
to equity
shareholders
of the
Company
19,016
4,646
(618)
–
(69)
(3)
22,972
1,838
(1,291)
–
(90)
163
6
23,598
Non-
controlling
interests
5,309
1,240
(672)
36
(3)
–
5,910
422
(873)
38
(6)
674
69
6,234
Total equity
24,325
5,886
(1,290)
36
(72)
(3)
28,882
2,260
(2,164)
38
(96)
837
75
29,832
(2) Own shares comprise shares of Anglo American plc held by the Company (treasury shares), its subsidiaries and employee benefit trusts.
(3) See note 25 for further details.
Anglo American plc Integrated Annual Report 2018
137
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
NOTES TO THE FINANCIAL STATEMENTS
FINANCIAL PERFORMANCE
Profit attributable to equity shareholders increased 12% to $3,549 million
and underlying earnings decreased 1% to $3,237 million.
PROFIT ATTRIBUTABLE
TO EQUITY SHAREHOLDERS
The following disclosures provide further information about the drivers of the Group’s financial
performance in the year. This includes analysis of the respective contribution of the Group’s
reportable segments along with information about its operating cost base, net finance costs and
tax. In addition, disclosure on earnings per share and the dividend is provided.
$3.5 bn
2018
2017
$3.5 bn
$3.2 bn
1. OPERATING PROFIT FROM SUBSIDIARIES AND JOINT OPERATIONS
Overview
US$ million
Revenue
Operating costs:
Employee costs
Depreciation of property, plant and equipment
Amortisation of intangible assets
Third party commodity purchases
Consumables, maintenance and production input costs
Logistics, marketing and selling costs
Royalties
Exploration and evaluation
Net foreign exchange losses
Other net operating expenses
Operating profit before special items and remeasurements
Operating special items and remeasurements
Operating profit
Note
26
8
2018
27,610
2017
26,243
(3,407)
(2,545)
(51)
(7,242)
(5,408)
(2,159)
(609)
(228)
–
(730)
5,231
838
6,069
(3,323)
(2,342)
(48)
(5,808)
(5,569)
(2,251)
(613)
(184)
(93)
(770)
5,242
287
5,529
Royalties exclude items which meet the definition of income tax on profit and accordingly have been accounted for as taxes.
Exploration and evaluation excludes associated employee costs. The full exploration and evaluation expenditure is presented below.
Operating profit before special items and remeasurements is stated after (charging)/crediting:
US$ million
Exploration expenditure
Evaluation expenditure
Rentals under operating leases
Research and development expenditure
Provisional pricing adjustment
2018
(113)
(172)
(150)
(90)
(239)
2017
(103)
(125)
(137)
(78)
522
Further information
Included in revenue is a total (realised and unrealised) loss on provisionally priced sales of $184 million (2017: gain of $601 million). This comprises realised
gains of $51 million (2017: gains of $156 million) relating to sales that were provisionally priced as at 31 December 2017 with the final price settled in the
current year, realised losses of $151 million (2017: gains of $198 million) relating to sales fully priced during the year, and unrealised losses of $84 million
(2017: gains of $247 million) relating to sales that were provisionally priced as at 31 December 2018. In addition, operating costs include losses on provisionally
priced purchase contracts of $55 million (2017: losses of $79 million).
Revenue of $27,610 million for the year ended 31 December 2018 includes revenue from contracts with customers of $27,814 million and net losses of
$204 million on provisionally priced receivables and economic hedges of commodity sales. As the effects of applying IFRS 15 Revenue from Contracts with
Customers are considered immaterial to the Group, the Group has elected not to restate revenue for the comparative period on adoption of the standard.
Accounting policy
See note 38C for the Group’s accounting policy on revenue.
138
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
FINANCIAL PERFORMANCE
2. FINANCIAL PERFORMANCE BY SEGMENT
Overview
The Group’s operating segments are aligned to those business units that are evaluated regularly by the chief operating decision maker in deciding how to
allocate resources and in assessing performance. Operating segments with similar economic characteristics are aggregated into reportable segments.
Following a reassessment of the Group’s reportable segments, the Group has presented the results of the Iron Ore businesses as the Iron Ore reportable
segment. Manganese, which was previously reported with Iron Ore has been aggregated with Nickel as a single reportable segment. Comparative information
has been restated to reflect this change. The ‘Corporate and other’ segment includes unallocated corporate costs and exploration costs. Exploration costs
represent the cost of the Group’s exploration activities across all segments.
The disclosures in this note include certain Alternative Performance Measures (APMs). For more information on the APMs used by the Group, including
definitions, please refer to page 208.
Segment results
US$ million
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Corporate and other
Less: associates and joint ventures
Subsidiaries and joint operations
Reconciliation:
Net income from associates and joint ventures
Special items and remeasurements
Profit before net finance costs and tax
Profit attributable to equity shareholders of the Company
US$ million
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Corporate and other
Less: associates and joint ventures
Subsidiaries and joint operations
Reconciliation:
Net income from associates and joint ventures
Special items and remeasurements
Profit before net finance costs and tax
Profit attributable to equity shareholders of the Company
Group
revenue
6,082
5,168
5,680
3,768
7,788
1,707
3
30,196
(2,586)
27,610
Underlying
EBITDA
1,245
1,856
1,062
1,177
3,196
844
(219)
9,161
(1,334)
7,827
Depreciation
and
amortisation
(551)
(622)
(357)
(430)
(658)
(159)
(7)
(2,784)
188
(2,596)
Group
revenue
5,841
4,233
5,078
4,891
7,211
1,391
5
28,650
(2,407)
26,243
Underlying
EBITDA
1,435
1,508
866
1,828
2,868
610
(292)
8,823
(1,191)
7,632
Depreciation
and
amortisation
(562)
(585)
(354)
(328)
(594)
(132)
(21)
(2,576)
186
(2,390)
Net finance
costs and
income tax
expense
(288)
(125)
(153)
(424)
(736)
(147)
(392)
(2,265)(1)
395
(1,870)
Non-
controlling
interests
(57)
(192)
(134)
(440)
(47)
(12)
7
(875)
12
(863)
Net finance
costs and
income tax
expense
(244)
(440)
(218)
(254)
(484)
(257)
(326)
(2,223)(1)
426
(1,797)
Non-
controlling
interests
(101)
(113)
(77)
(443)
(27)
(2)
11
(752)
2
(750)
Underlying
EBIT
694
1,234
705
747
2,538
685
(226)
6,377
(1,146)
5,231
728
744
6,703
Underlying
EBIT
873
923
512
1,500
2,274
478
(313)
6,247
(1,005)
5,242
567
282
6,091
2018
Underlying
earnings
349
917
418
(117)
1,755
526
(611)
3,237
(739)
2,498
728
323
3,549
2017
Underlying
earnings
528
370
217
803
1,763
219
(628)
3,272
(577)
2,695
567
(96)
3,166
(1) Comprises net finance costs of $395 million (2017: $526 million) and income tax expense of $1,870 million (2017: $1,697 million).
The segment results are stated after elimination of inter-segment interest and dividends and include an allocation of corporate costs.
Anglo American plc Integrated Annual Report 2018
139
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
FINANCIAL PERFORMANCE
2. FINANCIAL PERFORMANCE BY SEGMENT continued
Further information
Segments predominantly derive revenue as follows – De Beers: rough and polished diamonds; Copper: copper; Platinum Group Metals: platinum group
metals and nickel; Iron Ore: iron ore; Coal: metallurgical coal and thermal coal; Nickel and Manganese: nickel, manganese ore and alloys. See note 38C for the
Group’s accounting policy on revenue recognition. The revenue analysis below includes the Group’s share of revenue in equity accounted associates and joint
ventures. Refer to note 13. Other revenue includes shipping revenue which predominantly relates to the Iron Ore segment.
Group revenue by product
US$ million
Diamonds
Copper
Platinum
Palladium
Rhodium
Iron ore
Metallurgical coal
Thermal coal
Nickel
Manganese ore and alloys
Other
2018
6,082
4,928
2,235
1,709
707
3,336
3,931
3,853
882
1,147
1,386
30,196
2017
5,841
4,128
2,454
1,417
327
4,489
3,357
3,854
728
940
1,115
28,650
Group revenue by destination
The Group’s geographical analysis of segment revenue is allocated based on the customer’s port of destination. Where the port of destination is not known,
revenue is allocated based on the customer’s country of domicile.
US$ million
China
India
Japan
Other Asia
South Africa
Other Africa
Brazil
Chile
Other South America
North America
Australia
United Kingdom (Anglo American plc’s country of domicile)
Other Europe
2018
6,933
3,796
2,840
5,813
1,466
1,816
383
540
35
714
47
1,889
3,924
30,196
2017
6,451
3,636
2,625
5,514
1,876
1,709
422
432
9
875
41
1,571
3,489
28,650
3. EARNINGS PER SHARE
Overview
The disclosures in this note include certain Alternative Performance Measures (APMs). For more information on the APMs used by the Group, including
definitions, please refer to page 208.
US$
Earnings per share
Basic
Diluted
Underlying earnings per share
Basic
Diluted
Headline earnings per share
Basic
Diluted
2018
2017
2.80
2.74
2.55
2.50
2.04
2.00
2.48
2.45
2.57
2.53
2.29
2.26
Further information
The calculation of basic and diluted earnings per share is based on the following data:
Earnings (US$ million)
Basic and diluted earnings
Weighted average number of shares (million)
Basic number of ordinary shares outstanding
Effect of dilutive potential ordinary shares
Diluted number of ordinary shares outstanding
Profit attributable to equity
shareholders of the Company
Underlying earnings
Headline earnings
2018
2017
2018
2017
2018
2017
3,549
3,166
3,237
3,272
2,590
2,920
1,269
27
1,296
1,275
18
1,293
1,269
27
1,296
1,275
18
1,293
1,269
27
1,296
1,275
18
1,293
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Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
FINANCIAL PERFORMANCE
3. EARNINGS PER SHARE continued
The weighted average number of ordinary shares in issue excludes shares held by employee benefit trusts and Anglo American plc shares held by Group
companies. The diluted number of ordinary shares outstanding, including share options and awards, is calculated on the assumption of conversion of all
potentially dilutive ordinary shares. In the year ended 31 December 2018 there were no (2017: 132,188) share options that were potentially dilutive but not
included in the calculation of diluted earnings because they were anti-dilutive.
Headline earnings, a Johannesburg Stock Exchange defined performance measure, is reconciled from underlying earnings as follows:
US$ million
Underlying earnings for the financial year
Operating special items – restructuring
Other operating special items
Operating remeasurements
Non-operating special items – (charges)/credits relating to BEE transactions
Financing special items and remeasurements
Tax special items and remeasurements
Associates’ and joint ventures’ special items and remeasurements
Other reconciling items
Headline earnings for the financial year
The reconciling items above are shown net of tax and non-controlling interests.
2018
3,237
–
(58)
(113)
(31)
(132)
(137)
(11)
(165)
2,590
2017
3,272
31
(60)
(86)
14
(114)
(32)
(8)
(97)
2,920
Other reconciling items include the impact of business combinations and disposals of property, plant and equipment and investments (2017: principally relate
to the settlement of class action claims).
4. NET FINANCE COSTS
Overview
US$ million
Investment income
Interest income from cash and cash equivalents
Interest income from associates and joint ventures
Other interest income
Net interest income on defined benefit arrangements
Dividend income from financial asset investments
Investment income
Interest expense
Interest and other finance expense
Net interest cost on defined benefit arrangements
Unwinding of discount relating to provisions and other liabilities
Less: interest expense capitalised
Interest expense before special items and remeasurements
Financing special items
Interest expense
Other net financing gains/(losses)
Net foreign exchange gains/(losses)
Other net financing gains/(losses) before special items and remeasurements
Financing remeasurements
Other net financing losses
2018
2017
188
22
27
23
1
261
(561)
(45)
(90)
(696)
41
(655)
(102)
(757)
14
14
(32)
(18)
154
35
52
16
11
268
(580)
(49)
(100)
(729)
35
(694)
(99)
(793)
(47)
(47)
(14)
(61)
Net finance costs
(514)
(586)
Further information
Interest income recognised at amortised cost is $129 million (2017: $200 million) and interest expense recognised at amortised cost is $491 million
(2017: $506 million).
Following the adoption of IFRS 9 Financial Instruments from 1 January 2018, the Group’s cash and cash equivalents held in high grade money market funds
have been reclassified from amortised cost to fair value through profit and loss. See note 22 for further details.
Accounting policy
See note 38C for the Group’s accounting policy on borrowing costs.
Anglo American plc Integrated Annual Report 2018
141
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
FINANCIAL PERFORMANCE
5. INCOME TAX EXPENSE
Overview
The effective tax rate for the year of 29.3% (2017: 26.3%) is higher (2017: higher) than the applicable weighted average statutory rate of corporation tax in the
United Kingdom of 19.0% (2017: 19.25%).
Calculation of effective tax rate (statutory basis)
Adjusted for:
Special items and remeasurements
Associates’ and joint ventures’ tax and non-controlling interests
Calculation of underlying effective tax rate
Profit
before tax
US$ million
6,189
Tax (charge)/
credit
US$ million
(1,816)
(599)
392
5,982
326
(380)
(1,870)
2018
Effective
tax rate
29.3%
31.3%
The underlying effective tax rate was 31.3% for the year ended 31 December 2018. This is higher than the equivalent underlying effective tax rate of 29.7% for
the year ended 31 December 2017. The effective tax rate in 2018 benefited from the release of a deferred tax liability balance in Chile, partially offset by the
impact of the relative levels of profits arising in the Group’s operating jurisdictions. In future periods, it is expected that the underlying effective tax rate will
remain above the United Kingdom statutory tax rate.
The disclosures in this note include certain Alternative Performance Measures (APMs). For more information on the APMs used by the Group, including
definitions, please refer to page 208.
A. Analysis of charge for the year
US$ million
United Kingdom corporation tax
South Africa tax
Other overseas tax
Prior year adjustments
Current tax
Deferred tax
Income tax expense before special items and remeasurements
Special items and remeasurements tax (note 8)
Income tax expense
Current tax includes royalties which meet the definition of income tax and are in addition to royalties recorded in operating costs.
B. Factors affecting tax charge for the year
The reconciling items between the statutory effective tax rate and the income tax expense are:
US$ million
Profit before tax
Less: Net income from associates and joint ventures
Profit before tax (excluding associates and joint ventures)
Tax calculated at United Kingdom corporation tax rate of 19.0% (2017: 19.25%)
Tax effects of:
Items non-deductible/taxable for tax purposes
Temporary difference adjustments
Current year losses not recognised
Recognition of losses and temporary differences not previously recognised
Utilisation of losses and temporary differences not previously recognised
Write-off of losses and temporary differences previously recognised
Adjustment in deferred tax due to change in tax rate
Other temporary differences
Special items and remeasurements
Other adjustments
Dividend withholding taxes
Effect of differences between local and United Kingdom tax rates
Prior year adjustments to current tax
Other adjustments
Income tax expense
2018
26
673
1,030
(56)
1,673
(183)
1,490
326
1,816
2017
29
649
689
(162)
1,205
119
1,324
122
1,446
2018
6,189
(728)
5,461
1,038
2017
5,505
(567)
4,938
951
55
124
172
(161)
(32)
144
–
47
212
(195)
556
(56)
36
1,816
108
(305)
(32)
52
(4)
21
89
245
353
(162)
6
1,446
The special items and remeasurements reconciling item of $212 million (2017: $89 million) relates to the net tax impact of total special items and
remeasurements before tax calculated at the United Kingdom corporation tax rate less the associated tax recorded against these items and tax special items
and remeasurements.
Included within dividend withholding taxes for the year ended 31 December 2018 is a credit of $285 million (2017: charge of $99 million) due to a
reassessment of future dividend distributions.
Associates’ and joint ventures’ tax included within Net income from associates and joint ventures for the year ended 31 December 2018 is a charge of
$391 million (2017: charge of $371 million). Excluding special items and remeasurements, this becomes a charge of $380 million (2017: charge of $373 million).
142
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
FINANCIAL PERFORMANCE
5. INCOME TAX EXPENSE continued
C. Tax amounts included in other comprehensive income
The Consolidated statement of comprehensive income includes a tax charge on the remeasurement of net retirement benefit obligations recognised directly
in equity that will not be reclassified to the income statement of $30 million (2017: charge of $24 million). In addition, there is a tax credit on the net revaluation
loss on equity investments recognised directly in equity that will not subsequently be reclassified to the income statement of $2 million (2017: tax charge of
$5 million on the net gain on revaluation of available for sale assets which may subsequently be reclassified to the income statement).
D. Tax amounts recognised directly in equity
In 2018, deferred tax of $12 million (2017: $10 million) was credited to equity in relation to share-based payments.
Accounting judgement
The Group’s tax affairs are governed by complex domestic tax legislations, international tax treaties between countries and the interpretation of these by
tax authorities and courts. Given the many uncertainties that could arise from these factors, judgement is often required in determining the tax that is due.
Where management is aware of potential uncertainties that are judged more likely than not to result in a liability for additional tax, a provision is made for
management’s best estimate of the liability, determined with reference to similar transactions and, in some cases, reports from independent experts.
Accounting policy
See note 38G for the Group’s accounting policy on tax.
6. DIVIDENDS
Proposed final ordinary dividend per share (US cents)
Proposed final ordinary dividend (US$ million)
These financial statements do not reflect the proposed final ordinary dividend as it is still subject to shareholder approval.
Dividends paid during the year are as follows:
US$ million
Final ordinary dividend for 2017 – 54 US cents per ordinary share (2016: Nil per ordinary share)
Interim ordinary dividend for 2018 – 49 US cents per ordinary share (2017: 48 US cents per ordinary share)
2018
51
660
2018
681
610
1,291
2017
54
695
2017
–
618
618
Anglo American plc Integrated Annual Report 2018
143
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
SIGNIFICANT ITEMS
Special items and remeasurements are a net gain of $0.3 billion and include
impairment reversals of $1.1 billion relating to Moranbah-Grosvenor and
Capcoal (Coal), partially offset by the write-off of assets in De Beers’ South
African operations (De Beers) of $0.1 billion and losses arising on bond
buybacks completed in the year (Corporate and other) of $0.1 billion.
SPECIAL ITEMS AND
REMEASUREMENTS
$0.3 bn
(2017: $(0.1) bn)
During 2018, the significant accounting matters addressed by management included:
• the assessment of impairment and impairment reversal indicators; and
• the estimation of cash flow projections for impairment testing.
7. SIGNIFICANT ACCOUNTING MATTERS
In the course of preparing financial statements, management necessarily
makes judgements and estimates that can have a significant impact on the
financial statements. The critical judgements and sources of estimation
uncertainty that affect the results for the year ended 31 December 2018 are
set out below. In addition to these items, further detail on other significant
judgements and estimates determined by management is provided, where
applicable, in the relevant note to the financial statements.
Impairment and impairment reversals of assets
i) Critical accounting judgements
The Group assesses at each reporting date whether there are any indicators
that its assets and cash generating units (CGUs) may be impaired. Operating
and economic assumptions which could affect the valuation of assets using
discounted cash flows, including those that could be impacted by the Group’s
principal risks, are updated regularly as part of the Group’s planning and
forecasting processes. Judgement is therefore required to determine
whether the updates represent significant changes in the service potential of
an asset or CGU, and are therefore indicators of impairment or impairment
reversal. The judgement also takes into account the Group’s long-term
economic forecasts, market consensus and sensitivity analysis of the
discounted cash flow models used to value the Group’s assets.
Assets (other than goodwill) that have been previously impaired must be
assessed for indicators of both impairment and impairment reversal. Such
assets are, by definition, carried on the balance sheet at a value close to their
recoverable amount at the last assessment. Therefore in principle any change
to operational plans or assumptions, economic parameters, or the passage of
time, could result in further impairment or impairment reversal if an indicator
is identified. Significant operating assets that the Group has previously
impaired include Minas-Rio (Iron Ore); Moranbah-Grosvenor, Capcoal,
Dawson and Isibonelo (Coal); Barro Alto and Samancor (Nickel and
Manganese) and El Soldado (Copper). These assets have a combined
carrying value of $9.1 billion within property, plant and equipment as at
31 December 2018.
ii) Cash flow projections for impairment testing
Expected future cash flows used in discounted cash flow models are
inherently uncertain and could materially change over time. They are
significantly affected by a number of factors including Ore Reserves and
Mineral Resources, together with economic factors such as commodity
prices, exchange rates, discount rates and estimates of production costs and
future capital expenditure. Where discounted cash flow models based on
management’s assumptions are used, the resulting fair value measurements
are considered to be at level 3 in the fair value hierarchy, as defined in IFRS 13
Fair Value Measurement, as they depend to a significant extent on
unobservable valuation inputs.
Cash flow projections are based on financial budgets and Life of Mine Plans
or, for non-mine assets, an equivalent appropriate long-term forecast,
incorporating key assumptions as detailed below:
• Ore Reserves and Mineral Resources
Ore Reserves and, where considered appropriate, Mineral Resources are
incorporated in projected cash flows, based on Ore Reserves and Mineral
Resources statements and exploration and evaluation work undertaken by
appropriately qualified persons. Mineral Resources are included where
management has a high degree of confidence in their economic extraction,
despite additional evaluation still being required prior to meeting the
required confidence to convert to Ore Reserves.
• Commodity and product prices
Commodity and product prices are based on latest internal forecasts,
benchmarked with external sources of information, to ensure they are within
the range of available analyst forecasts. In estimating the forecast cash
flows, management also takes into account the expected realised price from
existing contractual arrangements.
• Foreign exchange rates
Foreign exchange rates are based on latest internal forecasts, benchmarked
with external sources of information for relevant countries of operation.
Long-term foreign exchange rates are kept constant on a real basis.
• Discount rates
Cash flow projections used in fair value less costs of disposal impairment
models are discounted based on a real post-tax discount rate, assessed
annually, of 7.0% (2017: 7.0%). Adjustments to the rate are made for any
risks that are not reflected in the underlying cash flows, including the risk
profile of the individual asset and country risk.
• Operating costs, capital expenditure and other operating factors
Operating costs and capital expenditure are based on financial budgets
covering a five year period. Cash flow projections beyond five years are
based on Life of Mine Plans or non-mine production plans, as applicable,
and internal management forecasts. Cost assumptions incorporate
management experience and expectations, as well as the nature and
location of the operation and the risks associated therewith (for example,
the grade of Ore Reserves varying significantly over time and unforeseen
operational issues). Underlying input cost assumptions are consistent with
related output price assumptions. Other operating factors, such as the
timelines of granting licences and permits are based on management’s
best estimate of the outcome of uncertain future events at the balance
sheet date. For further information refer to the unaudited Ore Reserves and
Mineral Resources Report 2018.
Where an asset has potential for future development through capital
investment, to which a market participant would attribute value, and the
costs and economic benefits can be estimated reliably, this development is
included in the cash flows (with appropriate risk adjustments).
144
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
SIGNIFICANT ITEMS
Capcoal
The Capcoal complex located in Queensland, Australia, consists of an open
cut operation and the Grasstree underground operation. During 2015, the
Group recorded an impairment of $639 million ($537 million after tax) at
Capcoal, driven by the impact of weak coal prices on margins, particularly
for the open cut operations. This was based on a recoverable amount of
$0.2 billion at 31 December 2015. The valuation was based on the fair value
less costs of disposal of the CGU, measured using discounted cash flow
projections.
During 2018, a decision was taken to extend the life of the Grasstree
underground operation by three years to the end of 2021. Furthermore, the
Group’s forecast real long-term metallurgical coal price has increased.
Consequently, the valuation of the Capcoal operation has been assessed and
the previous impairment has been reversed by $266 million ($259 million
after tax) to the carrying value of $0.6 billion that would have been determined
had no impairment loss previously been recorded.
The valuation, based on discounted cash flows, is sensitive to changes in input
assumptions particularly in relation to future metallurgical coal prices and
Australian dollar foreign exchange rates. For example, a $5/tonne increase in
the long-term price forecast for metallurgical coal equates to a $0.1 billion
increase in the valuation. The recoverable amount has been assessed under
a range of valuation scenarios, all of which indicated full or significant
impairment reversals.
7. SIGNIFICANT ACCOUNTING MATTERS continued
iii) Key sources of estimation uncertainty
For assets where indicators of impairment or impairment reversal are
identified, the Group performs impairment reviews to assess the recoverable
amount of its operating assets principally with reference to fair value less
costs of disposal, assessed using discounted cash flow models. Mining
operations are large, complex assets requiring significant technical and
financial resources to operate. Their value may be sensitive to a range of
characteristics unique to each asset. Management applies judgement in
determining the assumptions that are considered to be reasonable and
consistent with those that would be applied by market participants as outlined
in note 38D.
Minas-Rio
Following pipeline leaks identified on 12 March 2018 and 29 March 2018, the
Group announced the suspension of operations at Minas-Rio, with effect from
29 March, in order to conduct a full inspection of the pipeline. Operations have
since resumed in December 2018. The recoverable amount, based on a
discounted cash flow model, supports the carrying value of $4.1 billion.
The valuation is inherently sensitive to changes in economic and operational
assumptions which could materially increase or reduce the valuation. Key
assumptions include the long-term realised iron ore price, and the timing of
receipt of required permits and licences. For example, a $5/tonne change in
the long-term price forecast for iron ore, with all other valuation assumptions
remaining the same, would change the valuation by $0.6 billion.
Moranbah-Grosvenor
Moranbah North and Grosvenor are adjacent longwall metallurgical coal
operations in Queensland, Australia, sharing infrastructure and processing
facilities. The two operations are assessed for impairment as a single CGU.
In the first half of 2016 the Group’s expectations for long-term metallurgical
coal prices were revised downward. Consequently, an impairment of
$1,248 million ($1,248 million after tax) against the value of the operations
was reported in the Group’s 2016 interim results, based on a recoverable
amount of $1.6 billion at 30 June 2016. The valuation was based on the fair
value less costs of disposal of the CGU, measured using discounted cash flow
projections.
During 2018, Grosvenor has achieved improved levels of production and
operating efficiencies. Additionally, the long-term outlook for metallurgical
coal has improved, reflected in an increase in price forecasts by analysts and
an increase in the Group’s forecast real long-term metallurgical coal price.
This follows a forecast tightening of supply, sustained demand for high grade
coal and an increased industry cost base. Consequently, the valuation of the
Moranbah-Grosvenor operation has been assessed and the previous
impairment has been reversed to the carrying value of $2.6 billion that would
have been determined had no impairment loss previously been recorded,
resulting in a gain of $876 million ($652 million after tax). Of the impairment
reversal, $528 million has been recorded against plant and equipment,
$278 million against mining properties and leases, $50 million against
capital work in progress and $20 million against land and buildings, with
an associated tax charge of $224 million.
The valuation, based on discounted cash flows, is sensitive to changes in input
assumptions particularly in relation to future metallurgical coal prices and
Australian dollar foreign exchange rates. For example, a $5/tonne increase in
the long-term price forecast for metallurgical coal equates to a $0.2 billion
increase in the valuation. The recoverable amount has been assessed under
a range of valuation scenarios, all of which indicated full or significant
impairment reversals.
Anglo American plc Integrated Annual Report 2018
145
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
SIGNIFICANT ITEMS
8. SPECIAL ITEMS AND REMEASUREMENTS
Overview
US$ million
Impairments and impairment reversals
Restructuring costs
Other operating special items
Operating remeasurements
Operating special items and remeasurements
Disposals of businesses and investments
Adjustments relating to business combinations
Adjustments relating to former operations
(Charges)/credits relating to BEE transactions
Non-operating special items
Financing special items and remeasurements
Tax special items and remeasurements
Total
Associates’ and joint ventures’ special items and remeasurements
Non-controlling interests on associates’ and joint ventures’ special items and remeasurements
Total special items and remeasurements
Before tax
1,043
–
(80)
(125)
838
(47)
7
(18)
(36)
(94)
(134)
–
610
Non-
controlling
interests
11
–
–
4
15
21
–
(11)
5
15
2
7
39
Tax
(203)
–
22
8
(173)
1
–
(10)
–
(9)
–
(144)
(326)
2018
2017
Net
851
–
(58)
(113)
680
(25)
7
(39)
(31)
(88)
(132)
(137)
323
(11)
–
312
Net
111
31
(60)
(86)
(4)
71
53
(86)
14
52
(114)
(32)
(98)
(10)
2
(106)
Special items
Special items are those items of financial performance that, due to their size
and nature, the Group believes should be separately disclosed on the face of
the income statement. These items, along with related tax and non-
controlling interests, are excluded from underlying earnings, which is an
Alternative Performance Measure (APM). For more information on the APMs
used by the Group, including definitions, please refer to page 208.
• Financing remeasurements include unrealised gains and losses on financial
assets and liabilities that represent economic hedges, including accounting
hedges, related to financing arrangements.
• Tax remeasurements include foreign exchange impacts arising in US dollar
functional currency entities where tax calculations are generated based on
local currency financial information and hence deferred tax is susceptible to
currency fluctuations.
• Operating special items are those that relate to the operating performance
of the Group and principally include impairment charges and reversals and
restructuring costs.
• Non-operating special items are those that relate to changes in the Group’s
asset portfolio. This category principally includes profits and losses on
disposals of businesses and investments or closure of operations,
adjustments relating to business combinations, and adjustments relating to
former operations of the Group, such as changes in the measurement of
deferred consideration receivable or provisions recognised on disposal or
closure of operations in prior periods. This category also includes charges
relating to Black Economic Empowerment (BEE) transactions.
• Financing special items are those that relate to financing activities and
include realised gains and losses on early repayment of borrowings, and the
unwinding of the discount on material provisions previously recognised as
special items.
• Tax special items are those that relate to tax charges or credits where the
associated cash outflow or inflow is anticipated to be significant due to its
size and nature, principally including resolution of tax enquiries.
Remeasurements
Remeasurements are items that are excluded from underlying earnings in
order to reverse timing differences in the recognition of gains and losses in
the income statement in relation to transactions that, whilst economically
linked, are subject to different accounting measurement or recognition
criteria. Remeasurements include mark-to-market movements on derivatives
that are economic hedges of transactions not yet recorded in the financial
statements, in order to ensure that the overall economic impact of such
transactions is reflected within the Group’s underlying earnings in the period
in which they occur. When the underlying transaction is recorded in the
income statement, the realised gains or losses are reversed from
remeasurements and are recorded in underlying earnings within either
revenue, operating costs or net finance costs as appropriate. If the underlying
transaction is recorded in the balance sheet, for example capital expenditure,
the realised amount remains in remeasurements on settlement of the
derivative.
• Operating remeasurements include unrealised gains and losses on
derivatives relating to revenue, operating costs or capital expenditure
transactions. They also include the reversal through depreciation and
amortisation of a fair value gain or loss, arising on revaluation of a previously
held equity interest in a business combination.
146
Anglo American plc Integrated Annual Report 2018
Operating special items
Impairments and impairment reversals
Net impairments and impairment reversals of $1,043 million ($851 million
after tax and non-controlling interests) for the year ended 31 December 2018
principally comprise the impairment reversals of Moranbah-Grosvenor (Coal)
of $876 million ($652 million after tax) and Capcoal (Coal) of $266 million
($259 million after tax) and the impairment of $99 million ($60 million after
tax and non-controlling interests) relating to the write-off of assets in
De Beers’ South African operations that are no longer expected to generate
future economic benefit. Further information on significant accounting
matters relating to impairments and impairment reversals is provided in
note 7.
2017
Net impairments and impairment reversals of $111 million after tax and
non-controlling interests for the year ended 31 December 2017 principally
consisted of impairment reversals of $216 million for Sishen (Iron Ore) and
$65 million for El Soldado (Copper) offset by the impairment of the
investment in Bafokeng Rasimone Platinum Mine (Platinum Group Metals) of
$116 million and an impairment of $44 million in Coal South Africa (Coal).
Restructuring costs
There were no restructuring costs recorded in the year ended 31 December
2018.
2017
In 2017, following the finalisation of the Driving Value programme and the
decision to continue metallurgical coal operations in Australia, restructuring
provisions recognised in 2016 relating to the closure of the Brisbane
Corporate Office were derecognised, resulting in a credit of $31 million
($31 million after tax).
Other operating special items
The loss of $80 million ($58 million after tax) related to the cost to the Group
of the transfer of liabilities of a South African pension scheme.
2017
The loss of $91 million ($60 million after tax) relates to the cost to the Group
of an arbitration settlement relating to a commercial dispute arising during the
construction of the Barro Alto Nickel project.
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
SIGNIFICANT ITEMS
Financing special items and remeasurements
Financing special items and remeasurements principally comprise a loss of
$98 million (2017: loss of $95 million) arising on bond buybacks completed
in the period and a net fair value loss of $33 million (2017: $14 million) on
derivatives hedging net debt.
Tax associated with special items and remeasurements
This includes a tax remeasurement charge of $110 million (2017: charge
of $34 million) principally arising on Brazilian deferred tax assets.
Of the total charge of $326 million (2017: charge of $122 million), there was
a net current tax charge of $16 million (2017: charge of $1 million) and a net
deferred tax charge of $310 million (2017: charge of $121 million).
Associates’ and joint ventures’ special items and remeasurements
Associates’ and joint ventures’ special items and remeasurements relates to
the Coal segment (2017: Coal and Platinum Group Metals segments).
8. SPECIAL ITEMS AND REMEASUREMENTS continued
Operating remeasurements
Operating remeasurements reflect a net loss of $125 million ($113 million
after tax and non-controlling interests) which principally relates to a
$114 million depreciation and amortisation charge arising due to the fair value
uplift on the Group’s pre-existing 45% shareholding in De Beers, which was
required on acquisition of a controlling stake. In addition, there were net
losses on derivatives of $11 million, principally related to economic hedges
of capital expenditure.
2017
Operating remeasurements reflected a net loss of $95 million ($86 million
after tax and non-controlling interests) for the year ended 31 December 2017.
Non-operating special items
Disposals of businesses and investments
On 10 December 2018, Anglo American Platinum completed the sale of its
33% interest in the Bafokeng Rasimone Platinum Mine (BRPM), an associate
of the Group, to Royal Bafokeng Platinum Limited (RBPlat) for consideration
of R2.16 billion ($146 million) of which $107 million is receivable on a deferred
basis. On entering into the binding sale and purchase agreement, an
impairment charge of $85 million ($52 million after tax and non-controlling
interests) was recorded to bring the carrying amount of the Group’s
investment in BRPM into line with its fair value less costs to sell based on the
fair value of the sale consideration.
On 1 March 2018, the Group completed the sale of the Eskom-tied domestic
coal operations in South Africa (Coal) to a wholly owned subsidiary of Seriti
Resources Holdings Proprietary Limited. The consideration payable for the
operations as at 1 January 2017 was R2.3 billion (approximately $164 million).
A gain on disposal of $84 million ($59 million after tax and non-controlling
interests) was recorded.
In addition, a gain on disposal of $34 million ($34 million after tax) was
recorded on the disposal of the Group’s 88.17% shareholding in the Drayton
mine (Coal) and a loss on disposal of $71 million ($54 million after tax and
non-controlling interests) was recorded on the disposal of the Group’s
interests in the Union platinum mine and Masa Chrome Company Proprietary
Limited (Platinum Group Metals).
2017
The net gain of $71 million after tax and non-controlling interests related to
the disposals of the Dartbrook mine (Coal), long-dated Mineral Resources in
Platinum Group Metals and Dreamvision Investments 15 Proprietary Limited,
and the impairment in advance of the sale of the Group’s interest in the Union
platinum mine and Masa Chrome Company Proprietary Limited (Platinum
Group Metals).
Adjustments relating to business combinations
The $7 million gain during the year ended 31 December 2018 relates to
adjustments in respect of business combinations in prior periods, including
a gain on settlement of a related commercial dispute.
2017
The gain of $53 million after non-controlling interests related to the
acquisition of the remaining 50% share in De Beers Jewellers (De Beers) and
adjustments in respect of business combinations in prior periods.
Adjustments relating to former operations
The loss of $18 million ($39 million after tax and non-controlling interests)
relates to adjustments in respect of disposals completed in prior periods.
2017
The net loss of $86 million after tax and non-controlling interests related
principally to the settlement of class action claims.
Charges/credits relating to BEE transactions
The loss of $36 million ($31 million after tax and non-controlling interests)
relates to a modification charge under IFRS 2 Share-based Payment following
the refinancing of Ponahalo Investments (Pty) Ltd.
2017
In 2017 the net gain of $14 million after tax and non-controlling interests
related to the revaluation of provisions associated with De Beers BEE
transactions recorded in prior years.
Anglo American plc Integrated Annual Report 2018
147
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
CAPITAL BASE
We have a value-focused approach to capital allocation with clear
prioritisation: maintain asset integrity; pay dividends to our
shareholders while ensuring a strong balance sheet. Discretionary
capital is then allocated based on a balanced approach.
Value-disciplined capital allocation throughout the cycle is critical to
protecting and enhancing our shareholders’ capital, given the long-term
and capital intensive nature of our business.
The Group uses attributable return on capital employed (ROCE) to monitor
how efficiently assets are generating profit on invested capital for the
equity shareholders of the Company. Attributable ROCE is an Alternative
Performance Measure (APM). For more information on the APMs used
by the Group, including definitions, please refer to page 208.
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Corporate and other
Attributable ROCE %
2018
8
22
15
3
67
28
n/a
19
2017
9
16
10
15
67
20
n/a
19
Attributable ROCE remained consistent at 19% during 2018 (2017: 19%).
9. CAPITAL BY SEGMENT
The disclosures in this note include certain Alternative Performance Measures (APMs). For more information on the APMs used by the Group, including
definitions, please refer to page 208.
Capital employed by segment
Capital employed is the principal measure of segment assets and liabilities reported to the Group Management Committee. Capital employed is defined as net
assets excluding net debt and financial asset investments.
US$ million
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Corporate and other
Capital employed
Reconciliation to Consolidated balance sheet:
Net debt
Debit valuation adjustment attributable to derivatives hedging net debt
Financial asset investments
Net assets
Non-current assets by location
US$ million
South Africa
Botswana
Other Africa
Brazil
Chile
Other South America
North America
Australia and Asia
United Kingdom (Anglo American plc’s country of domicile)
Other Europe
Non-current assets by location
Unallocated assets
Total non-current assets
Capital employed
2018
8,349
6,463
4,058
6,929
4,131
2,390
(51)
32,269
(2,848)
15
396
29,832
2017
9,294
5,899
4,510
7,603
3,384
2,364
(241)
32,813
(4,501)
9
561
28,882
Total non-current assets
2017
11,638
4,536
1,127
5,729
6,282
2,128
739
2,798
1,247
128
36,352
3,476
39,828
2018
10,181
4,071
1,039
5,891
6,240
3,019
644
3,848
1,383
84
36,400
2,484
38,884
Intangible assets and
Property, plant and equipment
2018
9,687
4,071
1,033
5,643
6,210
1,960
644
3,374
1,279
84
33,985
2017
10,818
4,536
1,121
5,589
6,281
1,282
741
2,302
1,168
128
33,966
Total non-current assets by location primarily comprise Intangible assets, Property, plant and equipment, Environmental rehabilitation trusts and Investments
in associates and joint ventures.
148
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
CAPITAL BASE
10. INTANGIBLE ASSETS
Overview
Intangible assets comprise goodwill acquired through business combinations, brands, contracts and other non-mining assets.
US$ million
Net book value
At 1 January
Additions
Amortisation charge for the year
Impairments
Disposals
Currency movements
At 31 December
Cost
Accumulated amortisation and impairment
2018
2017
Brands,
contracts
and other
intangibles
1,201
17
(68)
–
–
(39)
1,111
1,518
(407)
Goodwill
Total
2,122
–
–
–
(17)
(129)
1,976
1,976
–
3,323
17
(68)
–
(17)
(168)
3,087
3,494
(407)
Brands,
contracts
and other
intangibles
1,203
22
(65)
–
–
41
1,201
1,609
(408)
Goodwill
Total
2,014
–
–
(8)
–
116
2,122
2,122
–
3,217
22
(65)
(8)
–
157
3,323
3,731
(408)
Brands, contracts and other intangibles includes $1,082 million (2017: $1,174 million) relating to De Beers, principally comprising assets that were recognised
at fair value on acquisition of a controlling interest in De Beers in August 2012. Of these, $517 million (2017: $517 million) have indefinite useful lives.
Further information
Goodwill relates to the following cash generating units (CGUs) or groups of CGUs:
US$ million
De Beers
Copper Chile
Platinum Group Metals
Coal South Africa
Other
2018
1,592
124
181
71
8
1,976
2017
1,721
124
181
88
8
2,122
Accounting judgement
Goodwill is tested at least annually for impairment by assessing the recoverable amount of the related CGU or group of CGUs. The recoverable amounts have
been determined based on fair value less costs of disposal using discounted cash flow projections. The key assumptions used in determining the recoverable
amounts are set out in note 7. Management believes that any reasonably possible change in a key assumption on which the recoverable amounts are based
would not cause the carrying amounts to exceed their recoverable amounts.
Accounting policy
See note 38D for the Group’s accounting policies on intangible assets.
11. PROPERTY, PLANT AND EQUIPMENT
Overview
Property, plant and equipment comprises the physical assets that make up the Group’s operations. These include acquired mineral rights, capitalised waste
stripping and mine development costs, processing plant and infrastructure, vehicles and other equipment.
US$ million
Net book value
At 1 January
Additions
Depreciation charge
for the year
Impairments
Impairments reversed
Disposals
Reclassifications
Currency movements
At 31 December
Cost
Accumulated
depreciation and
impairment
Mining
properties
and leases
11,536
438
(1,080)
(99)
344
(18)
573
(1,078)
10,616
24,227
Land and
buildings
Plant and
equipment
Capital works
in progress
2018
Total
2,669
87
(84)
(58)
37
(23)
(683)
(159)
1,786
2,853
12,848
199
(1,495)
(1)
711
(58)
1,940
(492)
13,652
31,202
3,590
3,308
30,643
4,032
–
–
50
(7)
(1,830)
(267)
4,844
4,997
(2,659)
(158)
1,142
(106)
–
(1,996)
30,898
63,279
Mining
properties
and leases
9,620
281
(1,024)
(144)
212
(10)
1,673
928
11,536
25,709
Land and
buildings
Plant and
equipment
Capital works
in progress
2017
Total
2,682
4
(152)
(9)
58
(122)
83
125
2,669
4,367
8,814
78
(1,276)
(68)
296
(3)
4,607
400
12,848
30,516
7,603
2,088
28,719
2,451
–
(23)
85
(3)
(6,363)
203
3,590
3,796
(2,452)
(244)
651
(138)
–
1,656
30,643
64,388
(13,611)
(1,067)
(17,550)
(153)
(32,381)
(14,173)
(1,698)
(17,668)
(206)
(33,745)
Additions include $41 million (2017: $35 million) of net interest expense incurred on borrowings funding the construction of qualifying assets which has been
capitalised during the year.
Anglo American plc Integrated Annual Report 2018
149
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
CAPITAL BASE
11. PROPERTY, PLANT AND EQUIPMENT continued
Depreciation includes $2,545 million (2017: $2,342 million) of depreciation within operating profit, $97 million (2017: $101 million) of depreciation arising
due to the fair value uplift on the pre-existing 45% shareholding in De Beers which has been included within operating remeasurements (see note 8), and
$17 million (2017: $9 million) of pre-commercial production depreciation and assets used in capital projects which has been capitalised.
Disposals includes disposals of assets, businesses, and transfers to Assets classified as held for sale.
Accounting judgements
Impairment testing
For the purposes of impairment testing, the recoverable amount of each of the cash generating units (CGUs) or group of CGUs has been determined based on
a fair value less costs of disposal basis. The key assumptions used in determining fair value less costs of disposal are set out in note 7.
Deferred stripping
In certain mining operations, rock or soil overlying a mineral deposit, known as overburden, and other waste materials must be removed to access the orebody.
The process of removing overburden and other mine waste materials is referred to as stripping.
The Group defers stripping costs onto the balance sheet where they are considered to improve access to ore in future periods. Where the amount to be
capitalised cannot be specifically identified it is determined based on the volume of waste extracted compared with expected volume for the identified
component of the orebody. This determination is dependent on an individual mine’s design and Life of Mine Plan and therefore changes to the design or Life
of Mine Plan will result in changes to these estimates. Identification of the components of a mine’s orebody is made by reference to the Life of Mine Plan.
The assessment depends on a range of factors including each mine’s specific operational features and materiality.
Accounting policy
See note 38D for the Group’s accounting policies on property, plant and equipment.
12. CAPITAL EXPENDITURE
The disclosures in this note include certain Alternative Performance Measures (APMs). For more information on the APMs used by the Group, including
definitions, please refer to page 208.
Capital expenditure by segment
US$ million
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Corporate and other
Capital expenditure
Reconciliation to Consolidated cash flow statement:
Cash flows from derivatives related to capital expenditure
Proceeds from disposal of property, plant and equipment
Direct funding for capital expenditure received from non-controlling interests
Reimbursement of capital expenditure
Expenditure on property, plant and equipment
2018
417
703
496
415
722
38
27
2,818
15
162
374
31
3,400
2017
273
665
355
252
568
28
9
2,150
40
52
36
–
2,278
Direct funding for capital expenditure received from non-controlling interests represents capital expenditure relating to the Quellaveco project funded by cash
subscriptions from Mitsubishi. This is deducted in order to present capital expenditure on an attributable basis. The remaining $515 million of cash subscription,
received as part of the Quellaveco syndication transaction, will be offset against capital expenditure on the Quellaveco project in 2019. See note 25 for a full
description of the transaction.
Reimbursement of capital expenditure relates to funding provided for the development of the Charterhouse Street office.
Capitalised operating cash flows
Capital expenditure includes net capitalised operating cash inflows of $18 million (2017: net inflows of $78 million) generated by operations prior to reaching
commercial production for accounting purposes.
Capital expenditure by category
US$ million
Expansionary
Stay-in-business
Stripping and development
Proceeds from disposal of property, plant and equipment
2018
567
1,617
796
(162)
2,818
2017
306
1,310
586
(52)
2,150
Expansionary capital expenditure includes the cash flows from derivatives related to capital expenditure and is net of direct funding for capital expenditure
received from non-controlling interests. Stay-in-business capital expenditure is net of reimbursement of capital expenditure.
150
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
CAPITAL BASE
13. INVESTMENTS IN ASSOCIATES AND JOINT VENTURES
Overview
Investments in associates and joint ventures represent businesses the Group does not control, but instead exercises joint control or significant influence.
These include (within the respective business units) the associates Cerrejón and Jellinbah (Coal) and the joint ventures Ferroport (Iron Ore) and Samancor
(Nickel and Manganese).
US$ million
At 1 January
Net income from associates and joint ventures
Dividends received
Investments in equity and capitalised loans
Impairments
Disposals
Other movements
Currency movements
At 31 December
Associates
1,350
347
(332)
72
(85)
(160)
–
(56)
1,136
Joint
ventures
606
381
(405)
27
–
–
(15)
(15)
579
2018
Total
1,956
728
(737)
99
(85)
(160)
(15)
(71)
1,715
Associates
1,371
296
(263)
86
(164)
(17)
(4)
45
1,350
Joint
ventures
603
271
(243)
–
–
(25)
1
(1)
606
2017
Total
1,974
567
(506)
86
(164)
(42)
(3)
44
1,956
During the year Anglo American Platinum completed the disposal of its 33% interest in BRPM. Refer to note 8.
Further information
The Group’s total investments in associates and joint ventures include long-term loans of $181 million (2017: $330 million), which in substance form part of the
Group’s net investment. These loans are not repayable in the foreseeable future.
The Group’s share of the results of the associates and joint ventures is as follows:
Income statement
US$ million
Revenue
Operating costs (before special items and remeasurements)
Associates’ and joint ventures’ underlying EBIT
Net finance costs
Income tax expense
Non-controlling interests
Net income from associates and joint ventures (before special items and remeasurements)
Special items and remeasurements
Special items and remeasurements tax
Net income from associates and joint ventures
2018
2,586
(1,440)
1,146
(15)
(380)
(12)
739
–
(11)
728
Joint
ventures
872
376
(217)
(452)
579
606
2017
2,407
(1,402)
1,005
(53)
(373)
(2)
577
(12)
2
567
Total
2,107
894
(446)
(840)
1,715
1,956
Associates
1,235
518
(229)
(388)
1,136
1,350
Revenue
Underlying EBITDA
Underlying EBIT
Share of net income
2018
6
84
29
1,320(1)
1,147
–
2,586
2017
18
148
81
1,220(1)
940
–
2,407
2018
–
18
14
634
663
5
1,334
2017
3
10
60
590
529
(1)
1,191
2018
–
(3)
7
527
610
5
1,146
2017
2
(16)
56
486
478
(1)
1,005
2018
–
(3)
(2)
348
380
5
728
2017
2
(27)
13
321
259
(1)
567
(1)
Includes $838 million of thermal coal revenue (2017: $791 million) arising in Cerrejón, and $482 million predominantly relating to metallurgical coal revenue (2017: $429 million).
US$ million
De Beers
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Corporate and other
Aggregate investment
2018
23
29
123
1,109
404
27
1,715
2017
23
200
140
1,127
444
22
1,956
Accounting judgements
Impairment testing
The Group has previously impaired its investment in Samancor (Nickel and Manganese). For the purposes of impairment testing, the recoverable amount has been
determined based on a fair value less costs of disposal basis. The key assumptions used in determining fair value less costs of disposal are set out in note 7.
Accounting policy
See note 38I for the Group’s accounting policy on associates and joint arrangements, which includes joint ventures.
Anglo American plc Integrated Annual Report 2018
151
Balance sheet
US$ million
Non-current assets
Current assets
Current liabilities
Non-current liabilities
Net assets as at 31 December 2018
Net assets as at 31 December 2017
Segmental information
US$ million
De Beers
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Corporate and other
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
CAPITAL BASE
14. FINANCIAL ASSET INVESTMENTS
Overview
Financial asset investments include two categories. Financial assets at amortised cost principally comprise loans to and deposits with third parties including
the Group’s associates and joint ventures. Assets classified as at fair value through other comprehensive income principally comprise investments in equities
of other companies.
US$ million
At 1 January
Additions
Interest receivable
Net loans advanced/(repaid)
Disposals
Impairments
Fair value and other movements
Currency movements
At 31 December
Financial
assets at
amortised cost
446
–
19
18
(21)
(31)
–
(73)
358
At fair value
through other
comprehensive
income
115
25
–
4
(63)
–
(44)
1
38
2018
Total
561
25
19
22
(84)
(31)
(44)
(72)
396
Loans and
receivables
701
–
35
(168)
–
(77)
(48)
3
446
Available
for sale
investments
134
6
–
–
(55)
–
18
12
115
2017
Total
835
6
35
(168)
(55)
(77)
(30)
15
561
During the year Anglo American Platinum disposed of certain investments made under the PGM Investment programme to a venture capital fund managed by
AP Ventures LLP, over which the Group has joint control as an equity accounted joint venture.
Accounting policy
See note 38D for the Group’s accounting policies on financial asset investments.
15. PROVISIONS FOR LIABILITIES AND CHARGES
Overview
US$ million
At 1 January 2018
Charged to the income statement
Capitalised
Unwinding of discount
Amounts applied
Unused amounts reversed
Disposals
Other movements
Currency movements
At 31 December 2018
Current
Non-current
Environmental
restoration Decommissioning
(630)
(9)
(69)
(29)
23
5
46
(2)
58
(607)
(41)
(566)
(1,488)
(250)
(4)
(59)
71
7
340
(3)
128
(1,258)
(48)
(1,210)
Employee
benefits
(182)
(51)
–
(1)
72
5
–
3
21
(133)
(118)
(15)
Onerous
contracts
(76)
(1)
–
(3)
8
2
–
(1)
6
(65)
(20)
(45)
Other
(421)
(191)
(135)
–
61
8
1
–
45
(632)
(354)
(278)
Total
(2,797)
(502)
(208)
(92)
235
27
387
(3)
258
(2,695)
(581)
(2,114)
Further information
Environmental restoration
The Group has an obligation to undertake restoration, rehabilitation and environmental work when environmental disturbance is caused by the development
or ongoing production of a mining property. A provision is recognised for the present value of such costs, based on management’s best estimate of the legal
and constructive obligations incurred. Changes in legislation could result in changes in provisions recognised. It is anticipated that the majority of these costs
will be incurred over a period in excess of 20 years.
Decommissioning
Provision is made for the present value of costs relating to the decommissioning of plant or other site restoration work. It is anticipated that the majority of
these costs will be incurred over a period in excess of 20 years.
The pre-tax, real discount rates that have been used in calculating the environmental restoration and decommissioning liabilities as at 31 December 2018,
in the principal currencies in which these liabilities are denominated are as follows: US dollar: 2.1% (2017: 2.1%); South African rand: 4.0% (2017: 4.0%);
Australian dollar: 2.0% (2017: 3.0%); Chilean peso: 2.5% (2017: 3.0%); and Brazilian real: 6.0% (2017: 6.0%).
Employee benefits
Provision is made for statutory or contractual employee entitlements where there is significant uncertainty over the timing or amount of settlement. It is
anticipated that these costs will be incurred when employees choose to take their benefits.
Onerous contracts
Provision is made for the present value of certain long-term contracts where the unavoidable cost of meeting the Group’s obligations is expected to exceed the
benefits to be received. It is anticipated that the majority of these costs will be incurred over a period of up to eight years.
Other
Other provisions charged to the income statement primarily relate to restructuring costs, indemnities, legal and other claims and liabilities. Capitalised other
provisions primarily relate to social commitments in Quellaveco.
152
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
CAPITAL BASE
15. PROVISIONS FOR LIABILITIES AND CHARGES continued
Environmental rehabilitation trusts
The Group makes contributions to controlled funds that were established to meet the cost of some of its restoration and environmental rehabilitation liabilities
in South Africa. The funds comprise the following investments:
US$ million
Equity
Bonds
Cash
2018
104
146
53
303
2017
160
186
75
421
These assets are primarily denominated in South African rand. Cash is held in short-term fixed deposits or earns interest at floating inter-bank rates. Bonds
earn interest at a weighted average fixed rate of 8.0% (2017: 8.0%) for an average period of five years (2017: three years). Equity investments are recorded at
fair value through profit and loss and bonds are recorded at amortised cost.
These funds are not available for the general purposes of the Group. All income from these assets is reinvested to meet specific environmental obligations.
These obligations are included in provisions stated above.
Accounting policy
See note 38D for the Group’s accounting policy on environmental restoration and decommissioning obligations.
16. DEFERRED TAX
Overview
The movement in net deferred tax liabilities during the year is as follows:
US$ million
At 1 January
Charged to the income statement
Charged to the statement of comprehensive income
Credited directly to equity
Transfers to held for sale
Disposal of business
Currency movements
At 31 December
Comprising:
Deferred tax assets
Deferred tax liabilities
Further information
The amount of deferred tax recognised in the Consolidated balance sheet is as follows:
US$ million
Deferred tax assets
Tax losses
Post employment benefits
Share-based payments
Enhanced tax depreciation
Depreciation in excess of capital allowances
Other temporary differences
Deferred tax liabilities
Capital allowances in excess of depreciation
Fair value adjustments
Tax losses
Provisions
Withholding tax
Other temporary differences
2018
(2,997)
(127)
(28)
12
–
47
327
(2,766)
910
(3,676)
2017
(2,507)
(240)
(19)
10
(4)
–
(237)
(2,997)
1,191
(4,188)
2018
2017
221
23
23
228
264
151
910
(3,072)
(691)
95
413
(126)
(295)
(3,676)
292
29
33
430
500
(93)
1,191
(3,030)
(853)
27
385
(396)
(321)
(4,188)
The deferred tax liability on other temporary differences of $295 million (2017: $321 million) arises primarily in relation to deferred stripping costs, partially
offset by an amount related to post employment benefits.
Anglo American plc Integrated Annual Report 2018
153
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
CAPITAL BASE
16. DEFERRED TAX continued
The amount of deferred tax charged to the Consolidated income statement is as follows:
US$ million
Capital allowances in excess of depreciation
Fair value adjustments
Tax losses
Provisions
Withholding tax
Other temporary differences
2018
(456)
35
173
14
273
(166)
(127)
2017
(182)
15
49
164
(159)
(127)
(240)
Deferred tax charged to the income statement includes a charge of $110 million (2017: charge of $34 million) relating to deferred tax remeasurements and
a charge of $200 million (2017: charge of $87 million) relating to deferred tax on special items.
The Group has the following temporary differences for which no deferred tax assets have been recognised:
US$ million
Expiry date
Greater than one year, less than five years
Greater than five years
No expiry date
Tax
losses –
revenue
17
26
3,750
3,793
Tax
losses –
capital
Other
temporary
differences
2018
Total
–
–
1,266
1,266
–
2,102
6,583
8,685
17
2,128
11,599
13,744
Tax
losses –
revenue
17
38
3,536
3,591
Tax
losses –
capital
Other
temporary
differences
–
–
715
715
–
2,556
8,901
11,457
2017
Total
17
2,594
13,152
15,763
No deferred tax has been recognised in respect of temporary differences associated with investments in subsidiaries, branches, associates and interests in
joint arrangements where the Group is in a position to control the timing of the reversal of the temporary differences and it is probable that such differences
will not reverse in the foreseeable future. The aggregate amount of temporary differences associated with such investments in subsidiaries, branches,
associates and interests in joint arrangements is represented by the contribution of those investments to the Group’s retained earnings and amounted to
$23,760 million (2017: $18,609 million).
Accounting policy
See note 38G for the Group’s accounting policy on tax.
154
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
WORKING CAPITAL
This section includes analysis of inventories, receivables and payables. These balances principally relate to current assets
and liabilities held to support operating activities.
US$ million
Inventories
Trade and other receivables
Trade and other payables
2018
4,466
2,734
(4,879)
2,321
2017
4,441
3,073
(4,590)
2,924
Working capital was cash neutral in 2018. The net reduction in the
total working capital balance also includes other movements such
as foreign exchange.
17. INVENTORIES
Overview
Inventories represent goods held for sale in the ordinary course of business (finished products), ore being processed into a saleable condition (work in
progress) and spares, raw materials and consumables to be used in the production process (raw materials and consumables).
US$ million
Raw materials and consumables
Work in progress
Finished products
2018
771
1,911
1,784
4,466
2017
817
1,703
1,921
4,441
Further information
The cost of inventories recognised as an expense and included in cost of sales amounted to $17,170 million (2017: $16,264 million). The write-down of
inventories to net realisable value (net of revaluation of provisionally priced purchases) amounted to $59 million (2017: $105 million).
Accounting judgements
Accounting for inventory involves the use of judgements and estimates, particularly related to the measurement and valuation of work in progress inventory
within the production process. Certain estimates, including expected metal recoveries and work in progress volumes, are calculated by engineers using
available industry, engineering and scientific data. Estimates used are periodically reassessed by the Group taking into account technical analysis and
historical performance.
Accounting policy
See note 38E for the Group’s accounting policy on inventories.
18. TRADE AND OTHER RECEIVABLES
Overview
Trade receivables are amounts due from the Group’s customers for commodities and services the Group has provided. Many of the Group’s sales are
provisionally priced, which means that the price is finalised at a date after the sale takes place. When there is uncertainty about the final amount that will be
received, the receivable is marked to market based on the forward price.
Trade and other receivables also includes amounts receivable for VAT and other indirect taxes, prepaid expenses and amounts receivable from others for
non-sale transactions. Contract assets represent prepaid freight costs for sales contracts where the Group has an outstanding performance obligation to
provide freight services.
US$ million
Trade receivables
Tax receivables
Prepayments and accrued income
Contract assets
Other receivables
Due within
one year
1,188
418
178
9
233
2,026
Due after
one year
21
350
30
–
307
708
2018
Total
1,209
768
208
9
540
2,734
Due within
one year
1,355
407
166
–
208
2,136
Due after
one year
206
353
50
–
328
937
2017
Total
1,561
760
216
–
536
3,073
Further information
The Group applies the simplified expected credit loss model for its trade receivables measured at amortised cost, as permitted by IFRS 9 Financial
Instruments. The expected credit losses on trade receivables are estimated using a provision matrix by reference to past default experience and credit rating,
adjusted as appropriate for current observable data.
Of the year end trade receivables balance, $27 million (2017: $42 million) were past due, stated after an associated impairment provision of $18 million
(2017: $18 million). The overdue debtor ageing profile is typical of the industry in which certain of the Group’s businesses operate. Given this, the use of
payment security instruments (including letters of credit from acceptable financial institutions), and the nature of the related counterparties, these amounts
are considered recoverable. The historical level of customer default is minimal and there is no current observable data to indicate a material future default.
As a result the credit quality of year end trade receivables is considered to be high.
Trade receivables do not incur any interest, are principally short-term in nature and are measured at their nominal value (with the exception of receivables
relating to provisionally priced sales, as set out in the revenue recognition accounting policy, see note 38C), net of appropriate provision for estimated
irrecoverable amounts.
Anglo American plc Integrated Annual Report 2018
155
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
WORKING CAPITAL
19. TRADE AND OTHER PAYABLES
Overview
Trade and other payables include amounts owed to suppliers, tax authorities and other parties that are typically due to be settled within 12 months. The total
also includes contract liabilities, which represents monies received from customers but for which we have not yet delivered the associated service. These
amounts are recognised as revenue when the service is provided. Other payables includes deferred consideration in respect of business combinations,
dividends payable to non-controlling interests and employee-related payables.
US$ million
Trade payables
Accruals
Contract liabilities
Deferred income
Tax and social security
Other payables
2018
2,378
1,481
478
17
45
480
4,879
2017
2,214
1,366
–
453
68
489
4,590
Further information
Trade payables are non-interest bearing and are measured at their nominal value (with the exception of payables relating to provisionally priced commodity
purchases which are marked to market using the appropriate forward price) until settled. $145 million (2017: $89 million) of other payables is included within
non-current liabilities.
Contract liabilities represent $457 million for payments received in advance for metal which is expected to be delivered within six months and $21 million in
respect of freight performance obligations which are expected to be completed within one month. On transition to IFRS 15 Revenue from Contracts with
Customers at 1 January 2018, contract liabilities of $432 million were recognised. All of the revenue associated with these performance obligations was
recognised during the year. Prior to the adoption of IFRS 15 at 1 January 2018, payments received in advance of the delivery of metal were presented as
deferred income and freight was not identified as a separate performance obligation within the underlying sales contract.
156
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
NET DEBT AND FINANCIAL RISK MANAGEMENT
Net debt decreased from $4.5 billion to $2.8 billion during the year, driven by operating cash inflows. Gearing has decreased
from 13% at 31 December 2017 to 9% at 31 December 2018.
US$ million
Net assets
Net debt including related derivatives (note 20)
Total capital
Gearing
2018
29,832
2,848
32,680
9%
2017
28,882
4,501
33,383
13%
Net debt is calculated as total borrowings less cash and cash equivalents
(including derivatives that provide an economic hedge of net debt and
excluding the impact of the debit valuation adjustment). Total capital is
calculated as ‘Net assets’ (as shown in the Consolidated balance sheet)
excluding net debt.
20. NET DEBT
Overview
The disclosures in this note include certain Alternative Performance Measures (APMs). For more information on the APMs used by the Group, including
definitions, please refer to page 208.
Movement in net debt
US$ million
At 1 January 2017
Cash flow
Reclassifications
Movement in fair value
Other non-cash movements
Currency movements
At 31 December 2017
Cash flow
Reclassifications
Movement in fair value
Other non-cash movements
Currency movements
At 31 December 2018
Further information
Reconciliation to the Consolidated balance sheet
US$ million
Balance sheet
Balance sheet – disposal groups
Bank overdrafts
Net cash/(debt) classifications
Cash
and cash
equivalents
6,044
1,549
–
–
–
199
7,792
(948)
–
–
–
(296)
6,548
Short term
borrowings
(1,799)
1,838
(1,077)
(7)
(151)
(128)
(1,324)
1,077
(434)
8
34
58
(581)
Medium and
long term
borrowings
(11,363)
318
1,077
210
(144)
(718)
(10,620)
1,666
434
116
(137)
170
(8,371)
Net debt
excluding
derivatives
(7,118)
3,705
–
203
(295)
(647)
(4,152)
1,795
–
124
(103)
(68)
(2,404)
Derivatives
hedging
net debt
(1,369)
419
–
601
–
–
(349)
250
–
(345)
–
–
(444)
Net debt
including
derivatives
(8,487)
4,124
–
804
(295)
(647)
(4,501)
2,045
–
(221)
(103)
(68)
(2,848)
Cash and cash equivalents
Short term borrowings
2018
6,567
–
(19)
6,548
2017
7,800
19
(27)
7,792
2018
(600)
–
19
(581)
2017
(1,351)
–
27
(1,324)
Medium and
long term borrowings
2018
(8,371)
–
–
(8,371)
2017
(10,620)
–
–
(10,620)
South Africa net cash
The Group operates in South Africa where the existence of exchange controls may restrict the use of certain cash balances. The Group therefore monitors
the cash and debt associated with these operations separately. These restrictions are not expected to have a material effect on the Group’s ability to meet its
ongoing obligations. On an owned basis cash and cash equivalents in South Africa is $5,316 million (31 December 2017: $4,276 million) and net cash is
$4,603 million (31 December 2017: $3,446 million).
As part of the Group cash pooling arrangement cash that is legally owned by South African companies is managed outside of South Africa. Below is a
breakdown of net cash managed in South Africa.
US$ million
Cash and cash equivalents
Short term borrowings
Medium and long term borrowings
Net cash excluding derivatives
Derivatives hedging net debt
Net cash including derivatives
2018
1,382
(113)
(601)
668
1
669
2017
1,651
(34)
(798)
819
2
821
Debit valuation adjustment
The debit valuation adjustments reduce the valuation of derivative liabilities hedging net debt reflecting the impact of the Group’s own credit risk. These
adjustments are excluded from the Group’s definition of net debt (as detailed on page 209). The movement in the debit valuation adjustments are as follows:
US$ million
At 1 January
Movement in fair value
At 31 December
2018
9
6
15
2017
73
(64)
9
Anglo American plc Integrated Annual Report 2018
157
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
NET DEBT AND FINANCIAL RISK MANAGEMENT
20. NET DEBT continued
Accounting policy
See note 38F for the Group’s accounting policy on cash and debt.
New IFRS accounting standards not yet adopted
IFRS 16 Leases
IFRS 16 Leases is effective for the Group from 1 January 2019. On transition, the present value of liabilities for existing operating leases of $0.5 billion will be
included within net debt. Further information is provided in note 38A.
21. BORROWINGS
Overview
The Group accesses borrowings mostly in capital markets through bonds issued under the Euro Medium Term Note (EMTN) programme, the
South African Domestic Medium Term Note (DMTN) programme, the Australian Medium Term Note (AMTN) programme and through accessing the
US bond markets. The Group uses interest rate and cross currency swaps to ensure that the majority of the Group’s borrowings are floating rate US dollar
denominated.
Between March and May 2018, the Group completed a number of bond buyback transactions consisting of euro and US dollar denominated bonds with
maturities from April 2019 to April 2021. The Group used $2.24 billion of cash to retire $2.14 billion of contractual repayment obligations (including derivatives
hedging the bonds).
In March 2018, the Group issued $650 million 4.5% senior notes due 2028 through accessing the US bond markets.
Further information
US$ million
Secured
Bank loans and overdrafts
Other loans
Unsecured
Bank loans and overdrafts
Bonds issued under EMTN programme
1.75% €258m bond due April 2018
6.875% £92m bond due May 2018
2.5% €160m bond due September 2018
1.028% JPY10,000m bond due December 2018
2.75% €279m bond due June 2019(1)
1.5% €139m bond due April 2020(1)
2.875% €281m bond due November 2020(1)
2.5% €378m bond due April 2021(1)
3.5% €750m bond due March 2022
3.25% €750m bond due April 2023
1.625% €600m bond due September 2025
US bonds
9.375% $750m bond due April 2019
3.625% $352m bond due May 2020
4.45% $281m bond due September 2020
4.125% $500m bond due April 2021
3.75% $300m bond due April 2022
4.125% $600m bond due September 2022
3.625% $650m bond due September 2024
4.875% $650m bond due May 2025
4.75% $700m bond due April 2027
4% $650m bond due September 2027
4.5% $650m bond due March 2028
Bonds issued under AMTN programme
5.75% AUD500m bond due November 2018
Bonds issued under DMTN programme
9.27% R1,400m bond due March 2019
9.49% R650m bond due April 2021
JIBAR+1.47% R400m bond due April 2021
Interest payable and other loans
Total borrowings
Short term
borrowings
Medium and
long term
borrowings
Total
borrowings
2018
Contractual
repayment at
hedged rates
Short term
borrowings
Medium and
long term
borrowings
Total
borrowings
2017
Contractual
repayment at
hedged rates
25
12
37
13
–
–
–
–
323
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
31
115
146
129
–
–
–
–
–
169
322
445
924
910
689
–
–
–
494
292
579
624
628
678
616
651
–
56
127
183
142
–
–
–
–
323
169
322
445
924
910
689
–
–
–
494
292
579
624
628
678
616
651
–
97
–
–
130
563
600
–
46
28
1
8,225
8,371
97
46
28
131
8,788
8,971
56
127
183
142
–
–
–
–
351
152
377
492
992
1,033
714
–
–
–
500
300
600
650
650
700
650
650
–
97
45
28
131
9,254
9,437
18
13
31
24
309
125
194
89
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
397
–
–
–
182
1,320
1,351
39
68
107
123
–
–
–
–
439
264
426
930
979
954
710
763
346
285
499
295
583
631
638
693
629
–
–
57
81
138
147
309
125
194
89
439
264
426
930
979
954
710
763
346
285
499
295
583
631
638
693
629
–
397
57
81
138
147
355
181
204
97
448
226
477
977
992
1,033
714
750
352
281
500
300
600
650
650
700
650
–
470
114
54
31
127
10,513
10,620
114
54
31
309
11,833
11,971
114
53
32
309
12,262
12,400
(1) Outstanding value of bond shown subsequent to bond buyback transactions completed in March 2018.
Accounting policy
See note 38F for the Group’s accounting policy on bank borrowings.
158
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
NET DEBT AND FINANCIAL RISK MANAGEMENT
22. FINANCIAL INSTRUMENTS AND DERIVATIVES
Financial instruments overview
For financial assets and liabilities which are traded on an active market, such as listed investments or listed debt instruments, fair value is determined by
reference to market value. For non-traded financial assets and liabilities, fair value is calculated using discounted cash flows, considered to be reasonable
and consistent with those that would be used by a market participant, and based on observable market data where available (for example forward exchange
rate, interest rate or commodity price curve), unless carrying value is considered to approximate fair value.
Where discounted cash flow models based on management’s assumptions are used, the resulting fair value measurements are considered to be at level 3 in
the fair value hierarchy, as defined in IFRS 13 Fair Value Measurement, as they depend to a significant extent on unobservable valuation inputs.
All derivatives that have been designated into hedge relationships have been separately disclosed.
US$ million
Financial assets
Trade and other receivables
Derivative financial assets
Cash and cash equivalents
Financial asset investments
Financial liabilities
Trade and other payables
Derivative financial liabilities
Borrowings
Net financial assets/(liabilities)
US$ million
Financial assets
Trade and other receivables
Derivative financial assets
Cash and cash equivalents
Financial asset investments
Financial liabilities
Trade and other payables
Derivative financial liabilities
Borrowings
Net financial (liabilities)/assets
At fair value
through profit
and loss
Financial assets at
amortised cost
At fair value
through other
comprehensive
income
Designated
into hedges
Financial
liabilities at
amortised cost
996
129
4,407
–
5,532
(909)
(607)
–
(1,516)
4,016
810
–
2,160
358
3,328
–
–
–
–
3,328
–
–
–
38
38
–
–
–
–
38
–
212
–
–
212
–
(109)
(8,599)
(8,708)
(8,496)
–
–
–
–
–
(3,430)
–
(372)
(3,802)
(3,802)
At fair value
through profit
and loss
Loans and
receivables
Available
for sale
Designated
into hedges
Financial
liabilities at
amortised cost
796
83
–
–
879
(706)
(738)
–
(1,444)
(565)
1,356
–
7,800
446
9,602
–
–
–
–
9,602
–
–
–
115
115
–
–
–
–
115
–
307
–
–
307
–
(58)
(11,496)
(11,554)
(11,247)
–
–
–
–
–
(3,363)
–
(475)
(3,838)
(3,838)
2018
Total
1,806
341
6,567
396
9,110
(4,339)
(716)
(8,971)
(14,026)
(4,916)
2017
Total
2,152
390
7,800
561
10,903
(4,069)
(796)
(11,971)
(16,836)
(5,933)
Trade and other receivables exclude prepayments and tax receivables. Trade and other payables exclude tax, social security, contract liabilities and
deferred income.
The Group’s cash and cash equivalents at 31 December 2018 include $4,407 million held in high grade money market funds. These funds are selected to
ensure compliance with the minimum credit rating requirements and counterparty exposure limits set out in the Group’s Treasury policy. Following the
adoption of IFRS 9 Financial Instruments from 1 January 2018 these balances have been reclassified as at fair value through profit and loss as they are
redeemed through the sale of units in the funds rather than solely through the recovery of principal and interest. The amount held in similar money market
funds at 31 December 2017 and classified as loans and receivables in the analysis above was $4,988 million. There is no impact on the carrying value of cash
and cash equivalents as a result of this reclassification.
Anglo American plc Integrated Annual Report 2018
159
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
NET DEBT AND FINANCIAL RISK MANAGEMENT
22. FINANCIAL INSTRUMENTS AND DERIVATIVES continued
Fair value hierarchy
An analysis of financial assets and liabilities carried at fair value is set out below:
US$ million
Financial assets
At fair value through profit and loss
Provisionally priced trade receivables
Other receivables
Derivatives hedging net debt
Other derivatives
Cash and cash equivalents
Designated into hedges
Derivatives hedging net debt
At fair value through other comprehensive income
Financial asset investments
Financial liabilities
At fair value through profit and loss
Provisionally priced trade payables
Other payables
Derivatives hedging net debt
Other derivatives
Designated into hedges
Derivatives hedging net debt
Debit valuation adjustment to derivative liabilities
Net assets/(liabilities) carried at fair value
Fair value hierarchy
Level 1
Level 2
Level 3
2018
Total
726
270
7
122
4,407
Level 1
Level 2
Level 3
–
–
–
9
4,407
–
726
–
7
113
–
212
–
270
–
–
–
–
212
10
4,426
–
1,058
28
298
38
5,782
–
–
–
(8)
–
–
(8)
4,418
(751)
–
(554)
(60)
(109)
15
(1,459)
(401)
–
(158)
–
–
–
–
(158)
140
(751)
(158)
(554)
(68)
(109)
15
(1,625)
4,157
Level 1
Level 2
Level 3
–
–
–
–
–
–
69
69
–
–
–
(2)
–
–
(2)
67
558
–
30
53
–
307
–
948
(594)
–
(628)
(117)
(58)
9
(1,388)
(440)
–
238
–
–
–
–
46
284
–
(112)
–
–
–
–
(112)
172
2017
Total
558
238
30
53
–
307
115
1,301
(594)
(112)
(628)
(119)
(58)
9
(1,502)
(201)
Valuation technique
Valued using unadjusted quoted prices in active markets for identical financial instruments. This category
includes cash and cash equivalents held in money market funds, listed equity shares and quoted futures.
Instruments in this category are valued using valuation techniques where all of the inputs that have a
significant effect on the valuation are directly or indirectly based on observable market data. This category
includes provisionally priced trade receivables and payables and over-the-counter derivatives.
Instruments in this category have been valued using a valuation technique where at least one input (which
could have a significant effect on the instrument’s valuation) is not based on observable market data.
Where inputs can be observed from market data without undue cost and effort, the observed input is used.
Otherwise, management determines a reasonable estimate for the input. This category includes
contingent consideration, receivables relating to disposals and unlisted equity investments.
The movements in the fair value of the level 3 financial assets and liabilities are shown as follows:
US$ million
At 1 January
Net (loss)/profit recorded in the income statement
Net (loss)/profit recorded in the statement of comprehensive income
Additions
Settlements and disposals
Currency movements
At 31 December
2018
284
(38)
(32)
155
(37)
(34)
298
Assets
2017
270
2
34
19
(59)
18
284
2018
(112)
11
–
(70)
4
9
(158)
Liabilities
2017
(125)
17
–
–
–
(4)
(112)
For the level 3 financial assets and liabilities, changing certain estimated inputs to reasonably possible alternative assumptions does not change the fair value
significantly.
Further information on financial instruments
Borrowings designated in fair value hedges represent listed debt which is held at amortised cost, adjusted for the fair value of the hedged interest rate risk.
The fair value of these borrowings is $8,519 million (2017: $11,900 million), which is measured using quoted indicative broker prices and consequently
categorised as level 2 in the fair value hierarchy. The carrying value of the remaining borrowings at amortised cost of $372 million (2017: $475 million),
principally comprising bank borrowings, is considered to approximate the fair value.
Offsetting of financial assets and liabilities
The Group offsets financial assets and liabilities and presents them on a net basis in the Consolidated balance sheet only where there is a legally enforceable
right to offset the recognised amounts, and the Group intends to either settle the recognised amounts on a net basis or to realise the asset and settle the
liability simultaneously.
At 31 December 2018, certain over-the-counter derivatives entered into by the Group and recognised at fair value through profit and loss are both subject
to enforceable ISDA master netting arrangements and intended to be settled on a net basis. In accordance with the requirements of IAS 32 Financial
Instruments: Presentation, the positions of these derivatives have been offset; those in a liability position totalling $57 million (2017: $62 million asset position)
were offset against those in a net asset position totalling $122 million (2017: $165 million liability position). The net asset position of $65 million
(2017: $103 million net liability) is presented within derivative assets (2017: within derivative liabilities) in the Consolidated balance sheet.
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FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
NET DEBT AND FINANCIAL RISK MANAGEMENT
22. FINANCIAL INSTRUMENTS AND DERIVATIVES continued
Derivatives overview
The Group utilises derivative instruments to manage certain market risk exposures, however it may choose not to designate certain derivatives as hedges for
accounting purposes. Such derivatives are classified as ‘Held for trading’ and fair value movements are recorded in the Consolidated income statement.
The use of derivative instruments is subject to limits and the positions are regularly monitored and reported to senior management.
Fair value hedges
The majority of interest rate swaps (taken out to swap the Group’s fixed rate borrowings to floating rate, in accordance with the Group’s policy) have been
designated as fair value hedges. The carrying value of the hedged debt is adjusted at each balance sheet date to reflect the impact on its fair value of changes
in market interest rates. At 31 December 2018 this adjustment was to increase the carrying value of borrowings by $30 million (2017: $154 million increase).
Changes in the fair value of the hedged debt are offset against fair value changes in the interest rate swap and recognised in the Consolidated income
statement as financing remeasurements. Recognised in the Consolidated income statement is a gain on fair value hedged items of $124 million
(2017: $203 million), offset by a loss on fair value hedging instruments of $118 million (2017: $213 million).
Held for trading
The Group may choose not to designate certain derivatives as hedges. This may occur where the Group is economically hedged but IFRS 9 hedge accounting
cannot be achieved or where gains and losses on both the derivative and hedged item naturally offset in the Consolidated income statement, as is the case for
certain cross currency swaps of non-US dollar debt. Fair value changes on these derivatives are recognised in the Consolidated income statement as
remeasurements or within underlying earnings in accordance with the policy set out in note 8.
Further information on derivatives
Fair value of derivative positions
The fair value of the Group’s open derivative positions at 31 December (excluding normal purchase and sale contracts held off balance sheet), recorded within
‘Derivative financial assets’ and ‘Derivative financial liabilities’, is as follows:
US$ million
Derivatives hedging net debt
Fair value hedge
Interest rate swaps
Held for trading
Forward foreign currency contracts
Cross currency swaps
Debit valuation adjustment to derivative
liabilities
Other derivatives
Total derivatives
Asset
7
3
–
–
10
122
132
2018
Liability
Asset
Current
2017
Liability
Asset
2018
Liability
–
(7)
(33)
–
(40)
(63)
(103)
21
7
–
–
28
53
81
–
205
(109)
(10)
(209)
–
(219)
(117)
(336)
–
4
–
209
–
209
–
(514)
15
(608)
(5)
(613)
Non-current
2017
Liability
(58)
–
(409)
9
(458)
(2)
(460)
Asset
286
–
23
–
309
–
309
Other derivatives primarily relate to forward foreign currency contracts hedging capital expenditure, forward commodity contracts and other commodity
contracts that are accounted for as ‘Held for trading’. These marked to market valuations are not predictive of the future value of the hedged position, nor of the
future impact on the profit of the Group. The valuations represent the cost of closing all hedge contracts at 31 December, at market prices and rates available at
the time.
Accounting judgement
Fair value of financial instruments
Certain of the Group’s financial instruments, principally derivatives, are required to be measured on the balance sheet at fair value. Where a quoted market
price for an identical instrument is not available, a valuation model is used to estimate the fair value based on the net present value of the expected cash flows
under the contract. Valuation assumptions are usually based on observable market data (for example forward foreign exchange rate, interest rate or
commodity price curves) where available.
Accounting policies
See notes 38D and 38F for the Group’s accounting policies on financial asset investments, impairment of financial assets, derivative financial instruments and
hedge accounting.
Anglo American plc Integrated Annual Report 2018
161
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
NET DEBT AND FINANCIAL RISK MANAGEMENT
23. FINANCIAL RISK MANAGEMENT
Overview
The Board approves and monitors the risk management processes, including documented treasury policies, counterparty limits and controlling and reporting
structures. The risk management processes of the Group’s independently listed subsidiaries are in line with the Group’s own policy.
The types of risk exposure, the way in which such exposure is managed and quantification of the level of exposure in the Consolidated balance sheet at
31 December is as follows:
• liquidity risk;
• credit risk;
• commodity price risk;
• foreign exchange risk; and
• interest rate risk.
A. Liquidity risk
The Group ensures that there are sufficient committed loan facilities (including refinancing, where necessary) in order to meet short-term business
requirements, after taking into account cash flows from operations and its holding of cash and cash equivalents, as well as any Group distribution restrictions
that exist. In addition, certain projects may be financed by means of limited recourse project finance, if appropriate.
Certain borrowing facilities within the Group are the subject of financial covenants that vary from facility to facility, but which would be considered normal for
such facilities, such as the ratio of net debt to tangible net worth. The respective borrowers remain in compliance with these facilities at 31 December 2018.
The expected undiscounted cash flows of the Group’s net debt related and other financial liabilities, by remaining contractual maturity, based on conditions
existing at the balance sheet date are as follows:
US$ million
Amount due for repayment within one year
Greater than one year, less than two years
Greater than two years, less than three years
Greater than three years, less than four years
Greater than four years, less than five years
Greater than five years
Total due for repayment after more than one year
Total
US$ million
Amount due for repayment within one year
Greater than one year, less than two years
Greater than two years, less than three years
Greater than three years, less than four years
Greater than four years, less than five years
Greater than five years
Total due for repayment after more than one year
Total
The Group had the following undrawn committed borrowing facilities at 31 December:
US$ million
Expiry date
Within one year
Greater than one year, less than two years
Greater than two years, less than three years
Greater than three years, less than four years
Greater than four years, less than five years
Net debt related financial liabilities
Expected
future interest
payments
Derivatives
hedging
net debt
Borrowings
(462)
(530)
(1,044)
(1,787)
(880)
(4,133)
(8,374)
(8,836)
(337)
(313)
(286)
(254)
(193)
(478)
(1,524)
(1,861)
(134)
(152)
(140)
(169)
(207)
(77)
(745)
(879)
Net debt related financial liabilities
Expected
future interest
payments
(469)
(382)
(321)
(280)
(222)
(513)
(1,718)
(2,187)
Derivatives
hedging
net debt
(195)
(19)
(39)
(72)
(65)
(79)
(274)
(469)
Borrowings
(1,174)
(1,338)
(1,450)
(1,592)
(1,811)
(4,313)
(10,504)
(11,678)
2018
Total
(5,195)
(1,015)
(1,487)
(2,229)
(1,298)
(5,021)
(11,050)
(16,245)
2017
Total
(5,823)
(1,761)
(1,810)
(1,944)
(2,098)
(5,133)
(12,746)
(18,569)
Other
financial
liabilities
(4,262)
(20)
(17)
(19)
(18)
(333)
(407)
(4,669)
Other
financial
liabilities
(3,985)
(22)
–
–
–
(228)
(250)
(4,235)
2018
2017
223
1,182
1,035
–
4,874
7,314
490
598
7,676
–
244
9,008
In March 2018 the Group replaced a number of credit facilities maturing between March 2019 and March 2020 with a total value of $5.4 billion, with a
$4.5 billion credit facility maturing in March 2023. On 8 February 2019, the Group extended the maturity of $4.3 billion of its revolving credit facility by one year
from March 2023 to March 2024.
Undrawn committed borrowing facilities expiring within one year include undrawn South African rand facilities equivalent to $0.2 billion (2017: $0.3 billion) in
respect of facilities with a 364 day maturity which roll automatically on a daily basis, unless notice is served.
In addition to the amounts above, on 1 January 2019, a committed shareholder loan facility of $1.8 billion from Mitsubishi Corporation became available to
Anglo American Quellaveco S.A. to meet Mitsubishi’s commitment to fund 40% of remaining capital expenditure on the Quellaveco project (Copper).
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FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
NET DEBT AND FINANCIAL RISK MANAGEMENT
23. FINANCIAL RISK MANAGEMENT continued
B. Credit risk
Credit risk is the risk that a counterparty to a financial instrument will cause a loss to the Group by failing to pay its obligation.
The Group’s principal financial assets are cash, trade and other receivables, investments and derivative financial instruments. The Group’s maximum exposure
to credit risk primarily arises from these financial assets and is as follows:
US$ million
Cash and cash equivalents
Trade and other receivables
Financial asset investments
Derivative financial assets
2018
6,567
1,806
358
341
9,072
2017
7,800
2,152
446
390
10,788
The Group limits credit risk on liquid funds and derivative financial instruments through diversification of exposures with a range of financial institutions
approved by the Board. Counterparty limits are set for each financial institution with reference to credit ratings assigned by Standard & Poor’s, Moody’s and
Fitch Ratings, shareholder equity (in case of relationship banks) and fund size (in case of asset managers).
Given the diverse nature of the Group’s operations (both in relation to commodity markets and geographically), and the use of payment security instruments
(including letters of credit from financial institutions), it does not have significant concentration of credit risk in respect of trade receivables, with exposure
spread over a large number of customers.
The classification of trade and other receivables exclude prepayments and tax receivables and the classification of financial asset investments exclude equity
investments held at fair value through other comprehensive income.
C. Commodity price risk
The Group’s earnings are exposed to movements in the prices of the commodities it produces.
The Group’s policy is to sell its products at prevailing market prices and is generally not to hedge commodity price risk, although some hedging may be
undertaken for strategic reasons. In such cases, the Group generally uses forward contracts and other derivative instruments to hedge the price risk.
Certain of the Group’s sales and purchases are provisionally priced, meaning that the selling price is determined normally 30 to 180 days after delivery
to the customer, based on quoted market prices stipulated in the contract, and as a result are susceptible to future price movements. The exposure of the
Group’s financial assets and liabilities to commodity price risk is as follows:
US$ million
Total net financial instruments
(excluding derivatives)
Derivatives
2018
Commodity price linked
Commodity price linked
Subject to
price
movements
(286)
67
(219)
Not
linked to
commodity
price
(4,711)
(442)
(5,153)
Fixed
price
456
–
456
Subject to
price
movements
262
(86)
176
Total
(4,541)
(375)
(4,916)
Not
linked to
commodity
price
(6,167)
(320)
(6,487)
Fixed
price
378
–
378
2017
Total
(5,527)
(406)
(5,933)
Commodity price linked financial instruments subject to price movements include provisionally priced trade receivables and trade payables.
Commodity price linked financial instruments at fixed price include receivables and payables for commodity sales and purchases not subject to price
adjustment at the balance sheet date.
D. Foreign exchange risk
As a global business, the Group is exposed to many currencies principally as a result of non-US dollar operating costs and, to a lesser extent, from non-US
dollar revenue.
The South African rand, Brazilian real and Australian dollar are the most significant non-US dollar currencies influencing costs. A strengthening of the US
dollar against the currencies to which the Group is exposed has a positive effect on the Group’s earnings. The Group’s policy is generally not to hedge such
exposures given the correlation, over the longer term, with commodity prices and the diversified nature of the Group, although exceptions can be approved
by the Group Management Committee.
In addition, currency exposures exist in respect of non-US dollar capital expenditure projects and non-US dollar borrowings in US dollar functional currency
entities. The Group’s policy is to evaluate whether or not to hedge its non-US dollar capital expenditure on a case-by-case basis, taking into account the
estimated foreign exchange exposure, liquidity of foreign exchange markets and the cost of executing a hedging strategy.
Net other financial liabilities (excluding net debt related balances and cash in disposal groups, but including the debit valuation adjustment attributable to
derivatives hedging net debt) are $2,068 million. This includes net assets of $25 million denominated in Brazilian real, and net liabilities of $247 million
denominated in US dollars, $399 million denominated in Australian dollars, $349 million denominated in Chilean pesos and $825 million denominated in
South African rand.
Anglo American plc Integrated Annual Report 2018
163
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
NET DEBT AND FINANCIAL RISK MANAGEMENT
23. FINANCIAL RISK MANAGEMENT continued
E. Interest rate risk
Interest rate risk arises due to fluctuations in interest rates which impact the value of short-term investments and financing activities. The Group is principally
exposed to US and South African interest rates.
The Group’s policy is to borrow funds at floating rates of interest given the link with economic output and therefore the correlation, over the longer term,
with commodity prices. The Group uses interest rate swap contracts to manage its exposure to interest rate movements on its debt.
In respect of financial assets, the Group’s policy is to invest cash at floating rates of interest and to maintain cash reserves in short-term investments
(less than one year) in order to maintain liquidity.
Analysis of interest rate risk associated with net debt balances and the impact of derivatives to hedge against this risk is included within the table below.
Net other financial liabilities (excluding net debt related balances and cash in disposal groups, but including the debit valuation adjustment attributable to
derivatives hedging net debt) of $2,068 million (2017: $1,432 million) are primarily non-interest bearing.
The table below reflects the exposure of the Group’s net debt to currency and interest rate risk.
US$ million
US dollar
Euro
South African rand
Brazilian real
Australian dollar
Sterling
Other
Impact of interest derivatives
Total
US$ million
US dollar
Euro
South African rand
Brazilian real
Australian dollar
Sterling
Other
Impact of interest derivatives
Total
Cash
and cash
equivalents
4,807
20
1,250
99
165
25
182
–
6,548
Cash
and cash
equivalents
5,975
15
1,445
99
121
20
117
–
7,792
Floating
rate
borrowings
Fixed
rate
borrowings
Derivatives
hedging
net debt
Impact of
currency
derivatives
(134)
–
(76)
–
–
(7)
(3)
(8,599)
(8,819)
(4,660)
(3,844)
(154)
–
–
(57)
(17)
8,599
(133)
(445)
–
1
–
–
–
–
–
(444)
(3,844)
3,844
–
–
–
–
–
–
–
Floating
rate
borrowings
(154)
–
(212)
–
–
–
–
(11,497)
(11,863)
Fixed
rate
borrowings
(5,481)
(5,286)
(178)
–
(399)
(130)
(104)
11,497
(81)
Derivatives
hedging
net debt
(351)
–
2
–
–
–
–
–
(349)
Impact of
currency
derivatives
(5,904)
5,286
–
–
399
130
89
–
–
2018
Total
(4,276)
20
1,021
99
165
(39)
162
–
(2,848)
2017
Total
(5,915)
15
1,057
99
121
20
102
–
(4,501)
Based on the net foreign currency and interest rate risk exposures detailed above, and taking into account the effects of the hedging arrangements in place,
management considers that earnings and equity are not materially sensitive to reasonable foreign exchange or interest rate movements in respect of the
financial instruments held as at 31 December 2018 or 2017.
164
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
EQUITY
Equity represents the capital of the Group attributable to Company
shareholders and non-controlling interests, and includes share capital,
share premium and reserves.
Total equity has increased from $28.9 billion to $29.8 billion in the year, principally reflecting
the profit for the year, partially offset by net exchange losses on foreign operations and dividends
to Company shareholders and non-controlling interests of $2.2 billion.
TOTAL EQUITY
$29.8 bn
2018
2017
$29.8 bn
$28.9 bn
24. CALLED-UP SHARE CAPITAL AND CONSOLIDATED EQUITY ANALYSIS
Called-up share capital
Called-up, allotted and fully paid:
5% cumulative preference shares of £1 each
Ordinary shares of 5486/91 US cents each:
At 1 January and 31 December
Number of shares
US$ million
Number of shares
US$ million
2018
2017
50,000
–
50,000
–
1,405,465,332
772
1,405,465,332
772
Excluding shares held in treasury (but including the shares held by the Group in other structures, as outlined below) the number and carrying value of
called-up, allotted and fully paid ordinary shares as at 31 December 2018 was 1,404,916,230 and $772 million (2017: 1,404,613,432 and $772 million).
At general meetings, every member who is present in person has one vote on a show of hands and, on a poll, every member who is present in person or by
proxy has one vote for every ordinary share held.
In the event of winding up, the holders of the cumulative preference shares will be entitled to the repayment of a sum equal to the nominal capital paid up, or
credited as paid up, on the cumulative preference shares held by them and any accrued dividend, whether such dividend has been earned or declared or not,
calculated up to the date of the winding up.
Own shares
Own shares
Treasury shares
Own shares held by subsidiaries and employee benefit trusts
Total
The movement in treasury shares during the year is as follows:
Treasury shares
At 1 January
Transferred to employees in settlement of share awards
At 31 December
Number of shares
US$ million
Number of shares
US$ million
2018
2017
549,102
138,173,090
138,722,192
42
6,273
6,315
851,900
134,642,359
135,494,259
2018
53
6,138
6,191
2017
Number of shares
US$ million
Number of shares
US$ million
851,900
(302,798)
549,102
53
(11)
42
3,222,800
(2,370,900)
851,900
153
(100)
53
Included in Own shares are 112,300,129 (2017: 112,300,129) Anglo American plc shares held by Epoch Investment Holdings (RF) Proprietary Limited, Epoch
Two Investment Holdings (RF) Proprietary Limited and Tarl Investment Holdings (RF) Proprietary Limited, which are consolidated by the Group by virtue of
their contractual arrangements with Tenon Investment Holdings Proprietary Limited, a wholly owned subsidiary of Anglo American South Africa Limited.
Further details of these arrangements are provided in note 38B.
Included in the calculation of the dividend payable are 15,093,546 ($337 million) shares held in treasury and in the Employee Benefit Trust in respect of
forfeitable share awards granted to certain employees. Under the terms of these awards, the shares are beneficially owned by the respective employees, who
are entitled to receive dividends in respect of the shares. The shares are released to the employees on vesting of the awards, and any shares that do not vest
are returned to the Company or the Employee Benefit Trust. These shares are recognised on the Consolidated balance sheet within Own shares and are
excluded from the calculation of basic earnings per share. They are included in the calculation of diluted earnings per share to the extent that the related share
awards are dilutive (see note 3).
Anglo American plc Integrated Annual Report 2018
165
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
EQUITY
24. CALLED-UP SHARE CAPITAL AND CONSOLIDATED EQUITY ANALYSIS continued
Consolidated equity analysis
Fair value and other reserves comprise:
US$ million
At 1 January 2017
Total comprehensive expense
Equity settled share-based payment schemes
Other
At 31 December 2017
Total comprehensive expense
Equity settled share-based payment schemes
Other
At 31 December 2018
Share-based
payment
reserve
436
–
6
–
442
–
(9)
–
433
Financial
asset
revaluation
reserve
292
(281)
–
–
11
(37)
–
10
(16)
Total
fair value
and other
reserves
851
(282)
6
(3)
572
(37)
(9)
11
537
Other
reserves
123
(1)
–
(3)
119
–
–
1
120
Other reserves comprise a capital redemption reserve of $115 million (2017: $115 million), a legal reserve of $5 million (2017: $5 million) and a cash flow hedge
reserve of nil (2017: accumulated loss of $1 million).
25. NON-CONTROLLING INTERESTS
Overview
Non-controlling interests that are material to the Group relate to the following subsidiaries:
• Kumba Iron Ore Limited (Kumba Iron Ore), which is a company incorporated in South Africa and listed on the JSE. Its principal mining operations are the
Sishen and Kolomela iron ore mines which are located in South Africa. Non-controlling interests hold an effective 46.4% (2017: 46.4%) interest in the
operations of Kumba Iron Ore, comprising the 29.7% (2017: 29.7%) interest held by other shareholders in Kumba Iron Ore and the 23.7% (2017: 23.7%)
of Kumba Iron Ore’s principal operating subsidiary, Sishen Iron Ore Company Proprietary Limited, that is held by shareholders outside the Group.
• Anglo American Sur S.A. (Anglo American Sur), which is a company incorporated in Chile. Its principal operations are the Los Bronces and El Soldado
copper mines and the Chagres smelter, which are located in Chile. Non-controlling interests hold a 49.9% (2017: 49.9%) interest in Anglo American Sur.
US$ million
Profit attributable to
non-controlling interests
Equity attributable to non-controlling interests
Dividends paid to non-controlling interests
Kumba
Iron Ore
Anglo
American Sur
432
1,474
(460)
191
1,573
(310)
Other
201
3,187
(67)
2018
Total
824
6,234
(837)
Kumba
Iron Ore
Anglo
American Sur
562
1,726
(239)
178
1,735
(317)
Other
153
2,449
(45)
2017
Total
893
5,910
(601)
Other non-controlling interests consist of individually immaterial non-controlling interests.
Further information
Summarised financial information on a 100% basis and before inter-company eliminations for Kumba Iron Ore and Anglo American Sur is as follows:
US$ million
Non-current assets
Current assets
Current liabilities
Non-current liabilities
Net assets
Revenue
Profit for the financial year(1)
Total comprehensive income
Net cash inflow from operating activities
(1) Stated after special items and remeasurements.
2018
2017
Kumba
Iron Ore
2,782
1,701
(405)
(796)
3,282
Anglo
American Sur
4,104
1,165
(891)
(1,227)
3,151
3,440
922
450
1,008
2,544
385
381
947
Kumba
Iron Ore
3,264
1,952
(447)
(973)
3,796
Anglo
American Sur
4,266
1,056
(635)
(1,210)
3,477
3,486
1,288
1,658
1,315
2,152
362
368
895
Change in ownership interests in subsidiaries
In July 2018, the Board approved the development of the Quellaveco copper project in Peru. At the same time agreement was reached with Mitsubishi to increase
its interest in Anglo American Quellaveco S.A. (AAQSA) from 18.1% to 40% via the issuance of new shares. Mitsubishi subscribed $500 million in upfront
consideration and an additional $351 million to fund its initial share of capex, resulting in a total cash subscription of $851 million. The Group will receive up to
a further $100 million in net payments from AAQSA conditional on the achievement of certain prescribed throughput rates. The payment, by way of preference
dividend, will be grossed up to take account of the Group shareholding in AAQSA. Quellaveco continues to be aggregated within Copper’s reportable segment.
The cash subscription of $851 million, together with funding received from Mitsubishi prior to August 2018, are presented net of transaction costs within cash
flows from financing activities in the Consolidated cash flow statement.
An amount of $674 million has been transferred to non-controlling interests within equity, which reflects the increase in Mitsubishi’s proportionate share of the
net assets of AAQSA. The difference of $163 million between the increase in the non-controlling interests and the net consideration received has been
credited to retained earnings.
There were no material changes in ownership interests in subsidiaries in 2017.
166
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
EMPLOYEES
This section contains information about the Group’s current and former
employees as well as the associated cost of employment and post
employment benefits incurred by the Group.
The Group had on average 64,000 employees during 2018, down 5,000 since the prior year
principally as a result of divestments.
EMPLOYEES
64,000
2018
2017
64,000
69,000
26. EMPLOYEE NUMBERS AND COSTS
Employee numbers
The average number of employees, excluding contractors and associates’ and joint ventures’ employees and including a proportionate share of employees
within joint operations, by segment was:
Thousand
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Corporate and other
2018
10
4
33
8
7
1
1
64
2017
10
4
36
8
9
1
1
69
The average number of employees, excluding contractors and associates’ and joint ventures’ employees and including a proportionate share of employees
within joint operations, by principal location of employment was:
Thousand
South Africa
Other Africa
South America
North America
Australia and Asia
Europe
Employee costs
Payroll costs in respect of the employees included in the tables above were:
US$ million
Wages and salaries
Social security costs
Post employment benefits
Share-based payments (note 28)
Total payroll costs
Reconciliation:
Less: employee costs capitalised
Less: employee costs included within special items
Employee costs included in operating costs
2018
47
4
8
1
2
2
64
2018
2,871
163
271
185
3,490
(83)
–
3,407
2017
52
4
8
1
2
2
69
2017
2,807
141
253
169
3,370
(71)
24
3,323
Post employment benefits include contributions to defined contribution pension and medical plans, current and past service costs related to defined benefit
pension and medical plans and other benefits provided to certain employees during retirement.
Key management
Key management personnel are those persons having authority and responsibility for planning, directing and controlling the activities of the Group, directly
or indirectly, including any director (executive and non-executive) of the Group. Key management comprises members of the Board and the Group
Management Committee.
Compensation for key management was as follows:
US$ million
Salaries and short-term employee benefits
Social security costs
Post employment benefits
Share-based payments
2018
21
5
3
24
53
2017
23
3
3
23
52
Disclosure of directors’ emoluments, pension entitlements, share options and long-term incentive plan awards required by the Companies Act 2006 and those
specified for audit by Part 3 and Schedule 8 of the Large and Medium-Sized Companies and Groups (Accounts and Reports) (Amendment) Regulations 2013
are included in the Remuneration report.
Anglo American plc Integrated Annual Report 2018
167
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
EMPLOYEES
27. RETIREMENT BENEFITS
Overview
The Group operates a number of defined contribution and defined benefit pension plans with the most significant plans being in South Africa and the
United Kingdom. It also operates post employment medical plans, the majority of which are unfunded, principally in South Africa. The post employment
medical plans provide health benefits to retired employees and certain dependants.
Defined contribution plans
The charge for the year for defined contribution pension plans (net of amounts capitalised and special items) was $148 million (2017: $158 million) and for
defined contribution medical plans (net of amounts capitalised) was $71 million (2017: $74 million).
Defined benefit pension plans and post employment medical plans
Characteristics of plans
The majority of the defined benefit pension plans are funded. The assets of these plans are held separately from those of the Group, in independently
administered funds, in accordance with statutory requirements or local practice in the relevant jurisdiction. The responsibility for the governance of the funded
retirement benefit plans, including investment and funding decisions, lies with the Trustees of each scheme. The unfunded liabilities are principally in relation
to termination indemnity plans in Chile.
South Africa
The pension plans in South Africa are in surplus. All pension plans in South Africa are closed to new members and the majority of plans are closed to future
benefit accrual. As the plans are in surplus no employer contributions are currently being made. The Group’s provision of anti-retroviral therapy to HIV positive
staff does not significantly impact the post employment medical plan liability. The liabilities of a South African pension fund were transferred during the year,
giving rise to a loss on curtailment of $80 million. Refer to note 8.
United Kingdom
The Group operates funded pension plans in the United Kingdom. These plans are closed to new members and to the future accrual of benefits. The Group
is committed to make payments to certain United Kingdom pension plans under deficit funding plans agreed with the respective Trustees.
Other
Other pension and post employment medical plans primarily comprise obligations in Chile where legislation requires employers to provide for a termination
indemnity, entitling employees to a cash payment made on the termination of an employment contract.
Contributions
Employer contributions are made in accordance with the terms of each plan and may vary from year to year. Employer contributions made to funded pension
plans in the year ended 31 December 2018 were $191 million (2017: $100 million) including a one-off contribution of $115 million by De Beers from the sale
proceeds of the Charterhouse Street disposal. In addition, $12 million (2017: $11 million) of benefits were paid to unfunded pension plans and $25 million
(2017: $25 million) of benefits were paid in relation to post employment medical plans. The Group expects to contribute $60 million to its pension plans and
$26 million to its post employment medical plans in 2019.
Income statement
The amounts recognised in the Consolidated income statement are as follows:
US$ million
Charge to operating costs
Net (credit)/charge to net finance costs
Total net charge to the income statement before special items
Special items (note 8)
Total net charge to the income statement
Post
employment
medical
plans
3
36
39
–
39
Pension
plans
30
(14)
16
80
96
2018
Total
33
22
55
80
135
Post
employment
medical
plans
2
36
38
–
38
Pension
plans
14
(3)
11
–
11
Net (credit)/charge to net finance costs includes interest expense on surplus restriction of $17 million (2017: $17 million).
Comprehensive income
The pre-tax amounts recognised in the Consolidated statement of comprehensive income are as follows:
US$ million
Return on plan assets, excluding interest income
Actuarial gains on plan liabilities
Movement in surplus restriction
Remeasurement of net defined benefit obligation
Post
employment
medical
plans
–
5
–
5
Pension
plans
(177)
240
67
130
2018
Total
(177)
245
67
135
Post
employment
medical
plans
–
19
–
19
Pension
plans
45
156
8
209
2017
Total
16
33
49
–
49
2017
Total
45
175
8
228
Actuarial gains on plan liabilities comprise net gains from changes in financial and demographic assumptions as well as experience on plan liabilities. The tax
amounts arising on remeasurement of the net defined benefit obligations are disclosed in note 5.
168
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
EMPLOYEES
27. RETIREMENT BENEFITS continued
Balance sheet
A summary of the movements in the net pension plan assets and retirement benefit obligations on the Consolidated balance sheet is as follows:
US$ million
Net liability recognised at 1 January
Net income statement charge before special items
Remeasurement of net defined benefit obligation
Employer contributions to funded pension plans
Benefits paid to unfunded plans
Effects of curtailments/settlements (note 8)
Other
Currency movements
Net asset/(liability) recognised at 31 December
Amounts recognised as:
Defined benefit pension plans in surplus
Retirement benefit obligation – pension plans
Retirement benefit obligation – medical plans
2018
(227)
(55)
135
191
37
(80)
10
28
39
648
(232)
(377)
39
Defined benefit pension plans in surplus are included in Other non-current assets on the Consolidated balance sheet.
Further information
Movement analysis
The changes in the fair value of plan assets are as follows:
US$ million
At 1 January
Interest income
Return on plan assets, excluding interest income
Contributions paid by employer to funded pension plans
Benefits paid
Effects of curtailments/settlements
Other
Currency movements
At 31 December
The changes in the present value of defined benefit obligations are as follows:
US$ million
At 1 January
Current and past service costs
Interest costs
Actuarial gains
Benefits paid
Effects of curtailments/settlements
Other
Currency movements
At 31 December
Post
employment
medical
plans
14
1
–
–
(1)
–
–
(2)
12
Pension
plans
5,731
212
(177)
191
(309)
(479)
2
(380)
4,791
Post
employment
medical
plans
(454)
(3)
(37)
5
26
–
13
61
(389)
Pension
plans
(5,331)
(30)
(181)
240
321
399
(5)
328
(4,259)
2018
Total
5,745
213
(177)
191
(310)
(479)
2
(382)
4,803
2018
Total
(5,785)
(33)
(218)
245
347
399
8
389
(4,648)
Post
employment
medical
plans
13
1
–
–
(1)
–
–
1
14
Pension
plans
5,191
229
45
100
(324)
–
–
490
5,731
Post
employment
medical
plans
(414)
(2)
(37)
19
26
–
(1)
(45)
(454)
Pension
plans
(5,137)
(14)
(209)
156
333
–
2
(462)
(5,331)
2017
(508)
(49)
228
100
34
–
1
(33)
(227)
468
(255)
(440)
(227)
2017
Total
5,204
230
45
100
(325)
–
–
491
5,745
2017
Total
(5,551)
(16)
(246)
175
359
–
1
(507)
(5,785)
The most significant actuarial gain arose from changing financial assumptions on pension plans totalling $255 million (2017: gain arose from changing demographic
assumptions on pension plans totalling $108 million).
Anglo American plc Integrated Annual Report 2018
169
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
EMPLOYEES
27. RETIREMENT BENEFITS continued
Pension plan assets and liabilities by geography
The split of the present value of funded and unfunded obligations in defined benefit pension plans and the fair value of pension assets at 31 December is
as follows:
US$ million
Corporate bonds
Government bonds
Equity
Cash
Other
Fair value of pension plan assets
Active members
Deferred members
Pensioners
Present value of funded obligations
Present value of unfunded obligations
Net surplus/(deficit) in pension plans
Surplus restriction
Recognised retirement benefit
assets/(liabilities)
Other non-current assets – pension plans
Retirement benefit obligations – pension plans
South
Africa
274
224
95
135
–
728
(5)
(2)
(471)
(478)
–
250
(116)
134
134
–
United
Kingdom
2,128
1,579
57
41
176
3,981
–
(1,262)
(2,242)
(3,504)
–
477
–
477
513
(36)
2018
Total
2,407
1,873
157
178
176
4,791
(13)
(1,267)
(2,789)
(4,069)
(190)
532
(116)
416
648
(232)
Other
5
70
5
2
–
82
(8)
(3)
(76)
(87)
(190)
(195)
–
(195)
1
(196)
South
Africa
332
602
399
49
–
1,382
(6)
(8)
(1,004)
(1,018)
–
364
(187)
177
177
–
United
Kingdom
2,299
1,618
119
19
194
4,249
(209)
(1,526)
(2,281)
(4,016)
–
233
–
233
290
(57)
2017
Total
2,636
2,307
526
68
194
5,731
(227)
(1,538)
(3,377)
(5,142)
(189)
400
(187)
213
468
(255)
Other
5
87
8
–
–
100
(12)
(4)
(92)
(108)
(189)
(197)
–
(197)
1
(198)
The fair value of assets is used to determine the funding level of the plans. The fair value of the assets of the funded plans was sufficient to cover 118%
(2017: 111%) of the benefits that had accrued to members after allowing for expected increases in future earnings and pensions. The present value of
unfunded obligations includes $181 million (2017: $178 million) relating to active members. All material investments are quoted.
In South Africa the asset recognised is restricted to the amount in the Employer Surplus Account. The Employer Surplus Account is the amount that the Group
is entitled to by way of a refund, taking into consideration any contingency reserves as recommended by the funds’ actuaries.
Actuarial assumptions
The principal assumptions used to determine the actuarial present value of benefit obligations and pension charges and credits are detailed below (shown as
weighted averages):
Defined benefit pension plans
Average discount rate for plan liabilities
Average rate of inflation
Average rate of increase of pensions in payment
Post employment medical plans
Average discount rate for plan liabilities
Average rate of inflation
Expected average increase in healthcare costs
South
Africa
United
Kingdom
9.8%
6.3%
6.3%
9.8%
6.3%
8.4%
2.9%
3.2%
3.4%
n/a
n/a
n/a
2018
Other
5.3%
3.0%
2.8%
7.7%
5.3%
7.8%
South
Africa
United
Kingdom
9.6%
6.7%
6.7%
9.6%
6.7%
8.4%
2.6%
3.2%
3.2%
n/a
n/a
n/a
2017
Other
5.7%
3.0%
2.8%
8.0%
5.6%
8.0%
The weighted average duration of the South African plans is 11 years (2017: 10 years), United Kingdom plans is 18 years (2017: 19 years) and plans in other
regions is 13 years (2017: 13 years). This represents the average period over which future benefit payments are expected to be made.
Mortality assumptions are determined based on standard mortality tables with adjustments, as appropriate, to reflect experience of conditions locally. In South
Africa, the PA90 tables are used. The main plans in the United Kingdom use CMI tables or Club Vita models with plan specific adjustments based on mortality
investigations. The mortality tables used imply that a male or female aged 60 at the balance sheet date has the following future life expectancy (shown as
weighted averages):
Years
South Africa
United Kingdom
Other
2018
18.8
27.7
24.2
Male
2017
20.0
27.6
22.7
2018
23.4
29.2
28.4
Female
2017
24.8
29.0
26.6
The table below summarises the expected life expectancy from the age of 60 for a male or female aged 45 at the balance sheet date. When viewed together
with the respective life expectancy at age 60 in the table above this indicates the anticipated improvement in life expectancy (shown as weighted averages):
Years
South Africa
United Kingdom
Other
2018
18.8
28.8
25.2
Male
2017
20.0
28.3
24.7
2018
23.4
30.7
29.3
Female
2017
24.8
30.2
28.5
170
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
EMPLOYEES
27. RETIREMENT BENEFITS continued
Risks of plans
The Group has identified the main risk to its defined benefit pension schemes as being interest rate risk due to the impact on the UK discount rate assumption:
Risk
Interest rate risk
Description
A fall in longer-term real and nominal
interest rates expectations causes gilt
yields and corporate bond yields to
decrease, which results in a lower
discount rate being applied to the UK
pension liabilities and so, with all else
being held equal, the value of the
pension scheme liabilities increases.
If the pension scheme assets do not
increase by the same amount as the
increase in the pension scheme
liabilities (caused by the fall in interest
rates) then, all else being equal, this
will result in a worsening of the
pension scheme funding position.
Mitigation
The Trustees’ investment strategies vary by plan for the UK and include investing, with the
intention of counter-balancing the movements in the liabilities, in fully owned (fully funded)
physical credit and gilts, and by gaining unfunded exposure to gilts (via gilt repurchase
agreements) and other fixed income based derivatives to match the real and nominal interest
rate sensitivity of the pension scheme liabilities.
Approximately 75-100% (depending on the scheme) of the pension scheme liabilities are
currently hedged against movements in real and nominal interest rates.
The Trustees’ hedging strategies are typically designed to protect the respective schemes’
funding plans against volatility in market yields. The discount rate used to calculate any funding
requirement for the schemes is linked to gilt yields rather than to corporate bond yields as
required under IAS 19. Consequently the valuation of the net retirement benefit obligation
for accounting purposes remains susceptible to movements in value due to the difference
between corporate bond and gilt yields. In addition, since corporate bond yields are typically
higher than gilt yields, this can result in the recognition of accounting surpluses in respect of
schemes where cash contributions continue to be made to meet funding shortfalls.
Sensitivity analysis
Significant actuarial assumptions for the determination of pension and medical plan liabilities are the discount rate, inflation rate and mortality. The sensitivity
analysis below has been provided by local actuaries on an approximate basis based on changes in the assumptions occurring at the end of the year, assuming
that all other assumptions are held constant and the effect of interrelationships is excluded. The effect on plan liabilities is as follows:
US$ million
Discount rate – 0.5% decrease
Inflation rate – pension plans – 0.5% increase
Inflation rate – medical plans – 0.5% increase
Life expectancy – increase by 1 year
South
Africa
United
Kingdom
(38)
(20)
(16)
(28)
(328)
(115)
–
(167)
Other
(17)
(11)
(3)
(4)
2018
Total
(383)
(146)
(19)
(199)
Independent qualified actuaries carry out full valuations at least every three years using the projected unit credit method. The actuaries have updated the
valuations to 31 December 2018. Assumptions are set after consultation with the qualified actuaries. While management believes the assumptions used are
appropriate, a change in the assumptions used would impact the Group’s other comprehensive income.
Accounting policy
See note 38H for the Group’s accounting policy on retirement benefits.
Anglo American plc Integrated Annual Report 2018
171
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
EMPLOYEES
28. SHARE-BASED PAYMENTS
Overview
During the year ended 31 December 2018 the Group had share-based payment arrangements with employees relating to shares of the Company, the details
of which are described in the Remuneration report. All of these Company schemes, as well as any non-cyclical awards, are equity settled either by award of
ordinary shares (BSP, LTIP, SIP and Non-cyclical) or award of options to acquire ordinary shares (SAYE). These awards have a contractual life of three years
and are conditional on three years continuous employment. LTIP awards granted prior to 2017 are conditional on a Group ROCE target and market based
performance conditions being achieved and LTIPs granted since 2017 are conditional on a Group ROCE target, market based performance conditions, an
attributable free cash flow target and environmental and occupational health targets.
The total share-based payment charge relating to Anglo American plc shares for the year is split as follows:
US$ million
BSP
LTIP
Other schemes
Share-based payment charge relating to Anglo American plc shares
2018
88
63
13
164
2017
73
57
11
141
In addition, there are equity settled share-based payment charges of $5 million (2017: $10 million) relating to Kumba Iron Ore Limited shares, $13 million
(2017: $14 million) relating to Anglo American Platinum Limited shares and no (2017: $2 million) other equity settled share-based payment charges. Certain
business units also operate cash settled employee share-based payment schemes. These schemes had a charge of $3 million (2017: $2 million).
Further information
The movements in the number of shares for the more significant share-based payment arrangements are as follows:
Bonus Share Plan
Ordinary shares of 5486/91 US cents may be awarded under the terms of this scheme for no consideration.
Number of awards
Outstanding at 1 January
Conditionally awarded in year
Vested in year
Forfeited or expired in year
Outstanding at 31 December
2018
2017
18,051,949 17,382,925
5,728,412
3,996,543
(4,467,219) (4,118,111)
(941,277)
17,051,229 18,051,949
(530,044)
Further information in respect of the BSP, including performance conditions, is shown in the Remuneration report.
Long-Term Incentive Plan
Ordinary shares of 54 86/91 US cents may be awarded under the terms of this scheme for no consideration.
Number of awards
Outstanding at 1 January
Conditionally awarded in year
Vested in year
Forfeited or expired in year
Outstanding at 31 December
2018
2017
18,446,709 16,811,778
4,988,350
3,168,211
(2,934,058) (1,466,485)
(1,266,629) (1,886,934)
17,414,233 18,446,709
The early vesting of share awards is permitted at the discretion of the Company upon, inter alia, termination of employment, ill health or death. The LTIP awards
are contingent on pre-established performance criteria being met. Further information in respect of this scheme is shown in the Remuneration report.
Accounting policy
See note 38H for the Group’s accounting policy on share-based payments.
172
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
UNRECOGNISED ITEMS AND UNCERTAIN EVENTS
This section includes disclosure of items and transactions that are not reflected in the Group’s results because they are
uncertain or have been incurred after the end of the year. These disclosures are considered relevant to an understanding
of the Group’s financial position and the effect of expected or possible future events.
29. EVENTS OCCURRING AFTER END OF YEAR
On 20 February 2019, the Group gave notice to terminate a long-term power supply contract in Copper. The termination could potentially result in a one-off
cost of approximately $175 million and is expected to enable improved cost performance in the medium and long term. The termination is a non-adjusting
event that has no impact on the Consolidated financial statements for the year ended 31 December 2018.
With the exception of the proposed final dividend for 2018, there have been no other reportable events since 31 December 2018.
30. COMMITMENTS
Overview
A commitment is a contractual obligation to make a payment in the future which is not provided for in the balance sheet. The Group also has purchase
obligations relating to take or pay agreements which are legally binding and enforceable.
Capital commitments for subsidiaries and joint operations relating to the acquisition of property, plant and equipment are $2,997 million (2017: $1,444 million),
of which 49% (2017: 50%) relate to expenditure to be incurred within the next year.
The Group’s outstanding commitments relating to take or pay agreements are $14,217 million (2017: $14,698 million), of which 12% (2017: 11%) relate to
expenditure to be incurred within the next year.
At 31 December the Group’s total future minimum lease payments under non-cancellable operating leases are as follows:
US$ million
Within one year
Greater than one year, less than two years
Greater than two years, less than five years
Greater than five years
2018
164
97
136
156
553
2017
168
101
129
115
513
Operating leases relate principally to corporate offices, diamond jewellery retail outlets and shipping vessels.
Accounting policy
See note 38C for the Group’s accounting policy on leases.
New IFRS accounting standards not yet adopted
IFRS 16 Leases
IFRS 16 Leases became effective for the Group from 1 January 2019. On transition, the present value of liabilities for existing operating leases of $0.5 billion
will be included within net debt, along with a corresponding increase in property, plant and equipment right-of-use assets. Further information is provided in
note 38A.
31. CONTINGENT LIABILITIES
Overview
The Group is subject to various claims which arise in the ordinary course of business. Additionally, the Group has provided indemnities against certain liabilities
as part of agreements for the sale or other disposal of business operations. Having taken appropriate legal advice, the Group believes that a material liability
arising from the indemnities provided is remote.
The Group is required to provide guarantees in several jurisdictions in respect of environmental restoration and decommissioning obligations. The Group has
provided for the estimated cost of these activities.
Accounting judgement
A provision is recognised where, based on the Group’s legal views and, in some cases, independent advice, it is considered probable that an outflow of
resources will be required to settle a present obligation that can be measured reliably.
Anglo American plc Integrated Annual Report 2018
173
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
GROUP STRUCTURE
This section includes details about the composition of the Group and how this is reflected in the Consolidated
financial statements. It also includes disclosures of significant corporate transactions such as acquisitions and disposals.
32. ASSETS AND LIABILITIES HELD FOR SALE
There were no assets classified as held for sale as at 31 December 2018.
2017
Assets classified as held for sale as at 31 December 2017 of $129 million and associated liabilities of $41 million related to the Union mine (Platinum Group
Metals) in South Africa and the former head office of De Beers in the UK. The sale of the Union mine was completed on 1 February 2018, and sale of the former
De Beers head office completed on 19 July 2018.
33. ACQUISITIONS AND DISPOSALS
Acquisitions
The Group increased its ownership interest in the Mototolo joint operation (Platinum Group Metals) from 50% to 100% for cash consideration of $90 million
and estimated deferred consideration of $64 million. As a result of this transaction the Group acquired control of Mototolo and has fully consolidated this
operation from 1 November 2018.
Disposals
The Group received net cash on disposals of $193 million during the year. This principally comprised net cash inflows relating to the sale of the Eskom-tied
domestic coal operations in South Africa (Coal), and net cash outflows relating to the sale of the Group’s interests in the Union mine and Masa Chrome
Company Proprietary Limited (Platinum Group Metals), which included working capital support provided to Union as part of the transaction.
2017
Disposals in 2017 principally related to the Group’s 83.3% interest in the Dartbrook coal mine (Coal), long dated Mineral Resources (Platinum Group Metals)
and financial asset investments including Dreamvision Investments.
174
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
GROUP STRUCTURE
34. BASIS OF CONSOLIDATION
Overview
The principal subsidiaries, joint operations, joint ventures and associates of the Group and the Group percentage of equity capital are set out below. All these
interests are held indirectly by the Parent Company and are consolidated within these financial statements.
A complete list of the Group’s related undertakings can be found in note 35.
Segment and asset
De Beers(1)
Debswana(2), comprising:
Jwaneng
Orapa
Damtshaa
Letlhakane
Namdeb Holdings(3), comprising:
Namdeb Diamond Corporation
Debmarine Namibia
Location
Botswana
Accounting treatment
Joint operation
Percentage of equity owned
2018
85%
19.2%
2017
85%
19.2%
Namibia
Joint operation
50%
50%
De Beers Consolidated Mines(4), comprising:
South Africa
Full consolidation
100%
100%
Venetia
Voorspoed
De Beers Canada, comprising:
Snap Lake
Victor
Gahcho Kué
Sales, comprising:
De Beers Global Sightholder Sales
De Beers Sightholder Sales South Africa(4)
Auction Sales
DTC Botswana
Namibia DTC
Element Six, comprising:
Element Six Technologies
Element Six Abrasives
Brands, comprising:
Forevermark
De Beers Jewellers
Copper
Copper Chile
Los Bronces
El Soldado
Chagres
Collahuasi
Copper Peru
Quellaveco
Platinum Group Metals(5)
Mogalakwena mine
Amandelbult complex(6)
Twickenham mine
Unki mine
Union mine(7)
Platinum refining
Modikwa Platinum Joint Operation
Mototolo(8)
Kroondal Pooling and Sharing Agreement
Bokoni
Bafokeng Rasimone(9)
See page 176 for footnotes.
Canada
Canada
Canada
Botswana
South Africa
Singapore
Botswana
Namibia
Global
Global
Global
Global
Chile
Chile
Chile
Chile
Peru
South Africa
South Africa
South Africa
Zimbabwe
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
Full consolidation
Full consolidation
Joint operation
Full consolidation
Full consolidation
Full consolidation
Joint operation
Joint operation
Full consolidation
Full consolidation
Full consolidation
Full consolidation
Full consolidation
Full consolidation
Full consolidation
Joint operation
Full consolidation
Full consolidation
Full consolidation
Full consolidation
Full consolidation
Full consolidation
Full consolidation
Joint operation
Full consolidation (2017: Joint operation)
Joint operation
Equity accounted associate
Equity accounted associate
100%
100%
51%
100%
100%
100%
50%
50%
100%
60%
100%
100%
50.1%
50.1%
50.1%
44%
100%
100%
51%
100%
100%
100%
50%
50%
100%
60%
100%
100%
50.1%
50.1%
50.1%
44%
60%
81.9%
78%
100%
100%
100%
100%
–
100%
50%
100%
50%
49%
–
78%
100%
100%
100%
100%
85%
100%
50%
50%
50%
49%
33%
Anglo American plc Integrated Annual Report 2018
175
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
GROUP STRUCTURE
34. BASIS OF CONSOLIDATION continued
Segment and asset
Iron Ore
Kumba Iron Ore
Sishen(10)
Kolomela(10)
Minas-Rio
Ferroport(11)
Coal
Coal Australia and Canada, comprising:
Moranbah North(12)
Grosvenor
Capcoal(12)
Dawson(12)
Drayton(13)
Jellinbah(14)(15)
Dalrymple Bay Coal Terminal
Newcastle Coal Shippers(16)
Peace River Coal
Coal South Africa, comprising:
Goedehoop
Greenside
Khwezela
Mafube
Zibulo(17)
Kriel (17) (18)
New Denmark(18)
New Vaal(18)
Isibonelo
Richards Bay Coal Terminal
Carbones del Cerrejón
Nickel and Manganese
Barro Alto
Samancor(14)(19)
Location
South Africa
South Africa
South Africa
Brazil
Brazil
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Canada
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
Colombia
Accounting treatment
Full consolidation
Full consolidation
Full consolidation
Full consolidation
Equity accounted joint venture
Joint operation
Full consolidation
Joint operation
Joint operation
Joint operation
Equity accounted associate
Equity accounted associate
Equity accounted associate
Full consolidation
Full consolidation
Full consolidation
Full consolidation
Joint operation
Full consolidation
Full consolidation
Full consolidation
Full consolidation
Full consolidation
Equity accounted associate
Equity accounted associate
Percentage of equity owned
2018
2017
69.7%
76.3%
76.3%
100%
50%
88%
100%
70%
51%
–
33.3%
25.3%
–
100%
100%
100%
100%
50%
73%
–
–
–
100%
23.2%
33.3%
69.7%
76.3%
76.3%
100%
50%
88%
100%
70%
51%
88.2%
33.3%
25.3%
17.6%
100%
100%
100%
100%
50%
73%
73%
100%
100%
100%
23.2%
33.3%
Brazil
South Africa and Australia
Full consolidation
Equity accounted joint venture
100%
40%
100%
40%
(1) 85% should be applied to all holdings within De Beers to determine the Group’s attributable share of the asset.
(2)
De Beers owns 50% of equity in Debswana, but consolidates 19.2% of Debswana on a proportionate basis, reflecting the economic interest. The Group’s effective interest in Debswana is
16.3% (taking into account the Group’s 85% interest in De Beers Group).
(3) The 50% interest in Namdeb Holdings is held indirectly through De Beers. The Group’s effective interest in Namdeb Holdings is 42.5%.
(4) De Beers’ legal ownership of De Beers Consolidated Mines (DBCM) and its subsidiaries is 74%. For accounting purposes De Beers consolidates 100% of DBCM as it is deemed to control the
BEE entity, Ponahalo, which holds the remaining 26%. The Group’s effective interest in DBCM is 85%.
(5) The Group’s effective interest in Anglo American Platinum is 79.4%, which includes shares issued as part of a community empowerment deal.
(6) Amandelbult comprises Tumela mine and Dishaba mine.
(7) The sale of Union mine was completed in February 2018.
(8) The Group acquired full control of Mototolo on 1 November 2018. Prior to that, the Group’s ownership share of Mototolo was 50%, accounted for as a joint operation.
(9) The sale of Bafokeng Rasimone was completed in December 2018.
(10) Sishen and Kolomela are fully owned by the Sishen Iron Ore Company (SIOC). Kumba Iron Ore Limited has a 76.3% interest in SIOC (2017: 76.3%). Including shares held by Kumba Iron Ore in
relation to its own employee share schemes, the Group’s effective interest in Kumba Iron Ore is 70.3%. Consequently, the Group’s effective interest in SIOC is 53.6% (2017: 53.6%).
(11) Ferroport owns and operates the iron ore handling and shipping facilities at the port of Açu.
(12) The wholly owned subsidiary Anglo American Metallurgical Coal Holdings Limited holds the proportionately consolidated joint operations. These operations are unincorporated and
jointly controlled.
(13) The sale of Drayton was completed in February 2018.
(14) These entities have a 30 June year end.
(15) The Group’s effective interest in the Jellinbah operation is 23.3%.
(16) The sale of Newcastle Coal Shippers was completed in February 2018.
(17) Zibulo forms, and prior to its disposal Kriel formed part of the Anglo American Inyosi Coal BEE company of which the Group owns 73%.
(18) The sale of the Kriel, New Denmark and New Vaal operations was completed in March 2018.
(19) Samancor Holdings Proprietary Limited is the parent company of Hotazel Manganese Mines (HMM) and the Metalloys Smelter. BEE shareholders hold a 26% interest in HMM and therefore the
Group’s effective ownership interest in HMM is 29.6%.
Accounting judgements
Joint arrangements
Joint arrangements are classified as joint operations or joint ventures according to the rights and obligations of the parties, as described in note 38I.
Judgement is required in determining this classification through an evaluation of the facts and circumstances arising from each individual arrangement. When
a joint arrangement has been structured through a separate vehicle, consideration has been given to the legal form of the separate vehicle, the terms of the
contractual arrangement and, when relevant, other facts and circumstances. When the activities of an arrangement are primarily designed for the provision of
output to the parties and, the parties are substantially the only source of cash flows contributing to the continuity of the operations of the arrangement, this
indicates that the parties to the arrangement have rights to the assets and obligations for the liabilities. Certain joint arrangements that are structured through
separate vehicles including Collahuasi, Debswana and Namdeb are accounted for as joint operations. These arrangements are primarily designed for the
provision of output to the parties sharing joint control, indicating that the parties have rights to substantially all the economic benefits of the assets. The
liabilities of the arrangements are in substance satisfied by cash flows received from the parties; this dependence indicates that the parties effectively have
obligations for the liabilities. It is primarily these facts and circumstances that give rise to the classification as joint operations.
176
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
GROUP STRUCTURE
35. RELATED UNDERTAKINGS OF THE GROUP
The Group consists of the Parent Company, Anglo American plc, incorporated in the United Kingdom and its subsidiaries, joint operations, joint ventures
and associates. In accordance with Section 409 of the Companies Act 2006 a full list of related undertakings, the country of incorporation and the effective
percentage of equity owned as at 31 December 2018 is disclosed below. Unless otherwise disclosed all entities with an indirect equity holding of greater
than 51% are considered subsidiary undertakings. See note 34 for the Group’s principal subsidiaries, joint operations, joint ventures and associates.
As disclosed in the Group’s published tax strategy the Group does not use tax haven jurisdictions to manage taxes. There remain a small number of undertakings
in the Group which are registered in tax haven jurisdictions. These are the result of legacy undertakings and are overridden by the Group’s policy of having them
be either resident in the UK for tax purposes or subject to the UK Controlled Foreign Company Rules. The Group is well advanced in our strategy to remove
these legacy undertakings from tax haven jurisdictions. Where the tax residency of a related undertaking is different from its country of incorporation, this is
referenced in the notes to the list below.
Country of
incorporation(1)(2)
Name of undertaking
Percentage of
equity owned(3) Registered address
Angola
Anguilla
Argentina
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
De Beers Angola Holdings SARL
Carbones del Cerrejon Limited(4)
Minera Anglo American Argentina S.A.
Anglo American Australia Finance Limited
Anglo American Australia Holdings Pty Limited
Anglo American Australia Limited
Anglo American Exploration (Australia) Pty Limited
Anglo American Metallurgical Coal Assets Eastern Australia
Limited
Anglo American Metallurgical Coal Assets Pty Ltd
Anglo American Metallurgical Coal Finance Ltd
Anglo American Metallurgical Coal Holdings Limited
Anglo American Metallurgical Coal Pty Ltd
Anglo American Thermal Coal (Australia) Pty Ltd
Anglo Coal (Archveyor Management) Pty Limited
Anglo Coal (Capcoal Management) Pty Limited
Anglo Coal (Dawson Management) Pty Ltd
Anglo Coal (Dawson Services) Pty Ltd
Anglo Coal (Dawson South Management) Pty Ltd
Anglo Coal (Dawson South) Pty Ltd
Anglo Coal (Dawson) Holdings Pty Ltd
Anglo Coal (Dawson) Limited
Anglo Coal (German Creek) Pty Ltd
Anglo Coal (Grasstree Management) Pty Limited
Anglo Coal (Grosvenor Management) Pty Ltd
Anglo Coal (Grosvenor) Pty Ltd
Anglo Coal (Jellinbah) Holdings Pty Ltd
Anglo Coal (Monash Energy) Holdings Pty Limited
Anglo Coal (Moranbah North Management) Pty Limited
Anglo Coal (Roper Creek) Pty Ltd
Anglo Coal (Theodore South) Pty Ltd
Anglo Operations (Australia) Pty Ltd
Bowen Basin Coal Pty Ltd
Dalrymple Bay Coal Terminal Pty Ltd
Dawson Coal Processing Pty Ltd
Dawson Highwall Mining Pty Ltd
Dawson Sales Pty Ltd
Dawson South Sales Pty Ltd
De Beers Australia Exploration Limited
German Creek Coal Pty Limited
Groote Eylandt Mining Company Pty Limited
Grosvenor Sales Pty Ltd
Jellinbah Group Pty Ltd
Jellinbah Mining Pty Ltd
Jellinbah Resources Pty Ltd
Jena Pty. Limited
Jena Unit Trust
JG Land Company Pty Ltd
Lake Vermont Marketing Pty Ltd
Lake Vermont Resources Pty Ltd
Monash Energy Coal Limited
Moranbah North Coal (No2) Pty Ltd
Moranbah North Coal (Sales) Pty Ltd
Moranbah North Coal Pty Ltd
QCMM (Lake Vermont Holdings) Pty Ltd
QCMM Finance Pty Ltd
Tasmanian Electro Metallurgical Company Pty Limited
85% Rua Rainha Ginga 87 9º andar, Luanda, República de Angola, Caixa Postal 4031
33% Babrow’s Commercial Complex, 1341, The Valley
100% Olegario V. Andrade 236 Mendoza 5500
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
23% Level 7, Comalco Place, 12 Creek Street, Brisbane, QLD 4000
25% Martin Armstrong Drive, Hay Point via Mackay, QLD 4741
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
51% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
51% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
85% 23 North Street, Mount Lawley, WA 6050
70% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
40% Level 35, 108 St Georges Terrace, Perth WA 6000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
33% Level 7, Comalco Place, 12 Creek Street, Brisbane, QLD 4000
33% Level 7, Comalco Place, 12 Creek Street, Brisbane, QLD 4000
33% Level 7, Comalco Place, 12 Creek Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
23% Level 7, Comalco Place, 12 Creek Street, Brisbane, QLD 4000
33% Level 7, Comalco Place, 12 Creek Street, Brisbane, QLD 4000
33% Level 7, Comalco Place, 12 Creek Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
88% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
100% Level 11, 201 Charlotte Street, Brisbane, QLD 4000
33% Level 7, Comalco Place, 12 Creek Street, Brisbane, QLD 4000
33% Level 7, Comalco Place, 12 Creek Street, Brisbane, QLD 4000
40% Level 35, 108 St Georges Terrace, Perth, WA 6000
See page 185 for footnotes.
Anglo American plc Integrated Annual Report 2018
177
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
GROUP STRUCTURE
35. RELATED UNDERTAKINGS OF THE GROUP continued
Country of
incorporation(1)(2)
Name of undertaking
Percentage of
equity owned(3) Registered address
Australia
Belgium
Belgium
Belgium
Bermuda
Bermuda
Botswana
Botswana
Botswana
Tremell Pty Ltd
De Beers Auction Sales Belgium NV
Diamond Trading Company Proprietary Ltd NV
International Institute of Diamond Grading and Research
(Belgium) NV
Coromin Limited
Holdac Limited
Ambase Prospecting (Botswana) (Pty) Ltd
Anglo American Corporation Botswana (Services) Limited
Anglo Coal Botswana (Pty) Ltd
33% Level 7, Comalco Place, 12 Creek Street, Brisbane, QLD 4000
85% 21 Schupstraat, 2018 Antwerp
85% 21 Schupstraat, 2018 Antwerp
85% 21 Schupstraat, 2018 Antwerp
100% Clarendon House, 2 Church Street, Hamilton
100% Clarendon House, 2 Church Street, Hamilton
100% Unit G3, Victoria House, Plot 132 Independence Avenue, Gaborone
100% Plot 67977, Fairground Office Park, Gaborone
100% c/o KPMG, Chartered Accountants, Plot 67977, Off Tlokweng Road, Fairground,
P O Box 1519, Gaborone
Botswana
Broadhurst Primary School (Pty) Ltd
29% First Floor Debswana Corporate Centre, Plot 64288 Airport Road, Block 8,
Gaborone
Botswana
Botswana
Botswana
De Beers Global Sightholder Sales (Pty) Ltd
De Beers Holdings Botswana (Pty) Ltd
Debswana Wellness Fund
85% 3rd Floor, DTCB Building, Plot 63016, Block 8, Airport Road, Gaborone
85% 5th Floor, Debswana House, Main Mall, Gaborone, Botswana
43% First Floor Debswana Corporate Centre, Plot 64288 Airport Road, Block 8,
Gaborone
Botswana
Debswana Diamond Company (Pty) Ltd(5)
43% First Floor Debswana Corporate Centre, Plot 64288 Airport Road, Block 8,
Gaborone
Botswana
Botswana
Botswana
Botswana
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
British Virgin
Islands
British Virgin
Islands
British Virgin
Islands
British Virgin
Islands
British Virgin
Islands
British Virgin
Islands
British Virgin
Islands
British Virgin
Islands
British Virgin
Islands
Canada
Canada
Canada
Canada
Diamond Trading Company Botswana (Pty) Ltd
Sesiro Insurance Company (Pty) Ltd
43% Plot 63016, Airport Road, Block 8, Gaborone
43% First Floor Debswana Corporate Centre, Plot 64288 Airport Road, Block 8,
The Diamond Trust
Tokafala (Proprietary) Limited
Gaborone
21% Debswana House, The Mall, Gaborone
57% c/o KPMG, Chartered Accountants, Plot 67977, Off Tlokweng Road, Fairground,
P O Box 1519, Gaborone
Anglo American Investimentos - Minério de Ferro Ltda.
100% Rua Maria Luiza Santiago, nº. 200, 16º andar, sala 1603, bairro Santa Lúcia,
CEP 30360-740, Belo Horizonte, Minas Gerais
Anglo American Minério de Ferro Brasil S.A.
100% Rua Maria Luiza Santiago, nº. 200, 16º andar, sala 1601, bairro Santa Lúcia,
CEP 30360-740, Belo Horizonte, Minas Gerais
Anglo American Niquel Brasil Ltda.
100% Rua Maria Luiza Santiago, nº. 200, 8º andar (parte), Santa Lúcia, CEP 30360-740,
Belo Horizonte, Minas Gerais
Anglo American Participações - Minério de Ferro Ltda.
100% Rua Maria Luiza Santiago, nº. 200, 16º andar, sala 1602, bairro Santa Lúcia,
Anglo Ferrous Brazil Participações S.A.
Câmara de Comércio Brasil República Sul Africana
Element Six Ltda.
Ferroport Logística Comercial Exportadora S.A.
GD Empreendimentos Imobiliários S.A.
Guaporé Mineração Ltda.
Instituto Anglo American Brasil
Mineração Itamaracá Ltda.
CEP 30360-740, Belo Horizonte, Minas Gerais
100% Rua Maria Luiza Santiago, nº. 200, 16º andar (parte), bairro Santa Lúcia,
CEP 30360-740, Belo Horizonte, Minas Gerais, Brazil
100% Av. Paulista, nº. 2.300, 10º andar, Cerqueira César, São Paulo/SP
51% Rua da Consolação, 368, 15º andar Consolação, São Paulo, Brazil
50% Rua da Passagem, nº 123, 11º andar, sala 1101, Botafogo, CEP 22290-030,
Rio de Janeiro/RJ
33% Rua Visconde de Ouro Preto, nº 5, 11º andar (parte), Botafogo, Rio de Janeiro/RJ
49% Avenida Paulista, nº. 2.300, 10º andar (parte), CEP 01.310-300, São Paulo/SP
100% Avenida Paulista, nº. 2.300, 10º andar (parte), CEP 01.310-300, São Paulo/SP
100% Rua Maria Luiza Santiago, nº. 200, 16º andar (parte), bairro Santa Lúcia,
CEP 30360-740, Belo Horizonte, Minas Gerais
Mineração Tanagra Ltda.
49% Rua Maria Luiza Santiago, nº. 200, 20º andar (parte), bairro Santa Lúcia,
CEP 30.360-740, Belo Horizonte, Minas Gerais
Mineração Tariana Ltda.
100% Rua Maria Luiza Santiago, nº. 200, 16º andar (parte), bairro Santa Lúcia,
CEP 30360-740, Belo Horizonte, Minas Gerais
Anglo American Services (International) Limited
100% Craigmuir Chambers, Road Town, Tortola, VG1110
De Beers Angola Investments Limited
85% Craigmuir Chambers, Road Town, Tortola, VG1110
De Beers Angola Prospecting Pty Ltd
85% Craigmuir Chambers, Road Town, Tortola, VG1110
De Beers Centenary Angola Properties Ltd
85% Craigmuir Chambers, Road Town, Tortola, VG1110
Delibes Holdings Limited(6)
85% Craigmuir Chambers, Road Town, Tortola, VG1110
Highbirch Limited(6)
100% Craigmuir Chambers, Road Town, Tortola, VG1110
Loma de Niquel Holdings Limited(6)
94% Craigmuir Chambers, P.O. Box 71, Road Town, Tortola, VG1110
Peregrine Botswana Ltd
85% Craigmuir Chambers, Road Town, Tortola, VG1110
Scallion Limited(6)
85% Craigmuir Chambers, Road Town, Tortola, VG1110
0912055 BC Ltd
4259785 Canada Inc.
Anglo American Exploration (Canada) Ltd.
Central Ecuador Holdings Ltd
100% Suite 2400,745 Thurlow Street, Vancouver, BC, V6E 0C5
85% 333 Bay Street, Suite 2400, Toronto ON M5H2T6
100% Suite 800, 700 West Pender Street, Vancouver, British Columbia, V6C 1G8
70% 1200 Waterfront Centre, 200 Burrard Street, Vancouver, British Columbia,
V6C 3L6
Canada
De Beers Canada Holdings Inc.
85% 2400-333 Bay St, Toronto, ON M5H2T6
See page 185 for footnotes.
178
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
GROUP STRUCTURE
35. RELATED UNDERTAKINGS OF THE GROUP continued
Country of
incorporation(1)(2)
Canada
Canada
Canada
Canada
Canada
Canada
Cayman Islands
Chile
Chile
Chile
Chile
Name of undertaking
De Beers Canada Inc.
Kaymin Resources Limited
Peace River Coal Inc.
Peregrine Diamonds Ltd
Peregrine Exploration Ltd
Peregrine Mining Management Ltd
Cheviot Holdings Limited(6)
Anglo American Chile Inversiones S.A.
Anglo American Chile Ltda
Anglo American Copper Finance SpA
Anglo American Marketing Chile SpA
Percentage of
equity owned(3) Registered address
85% 2400-333 Bay St, Toronto, ON M5H2T6
78% McCarthy Tetrault LLP, Pacific Centre, PO Box 10424, Suite 1300, 777 Dunsmuir
Street, Vancouver, BC V7Y 1K2
100% Suite 2400,745 Thurlow Street, Vancouver, BC V6E 0C5
85% 2400-333 Bay St, Toronto, ON M5H2T6
85% 2400-333 Bay St, Toronto, ON M5H2T6
85% 2400-333 Bay St, Toronto ON M5H2T6
85% Maples and Calder, P.O. Box 309, George Town, Grand Cayman
100% Isidora Goyenechea 2800, piso 46, Las Condes, Santiago
100% Isidora Goyenechea 2800, piso 46, Las Condes, Santiago
100% Isidora Goyenechea 2800, piso 46, Las Condes, Santiago
100% Torre Titanium, 2800 Isidora Goyenechea, piso 46, Las Condes, Santiago
7550647
Chile
Chile
Chile
Chile
Chile
Chile
China
China
China
China
China
China
Colombia
Colombia
Cyprus
Cyprus
Cyprus
Democratic
Republic of
Congo
Democratic
Republic of
Congo
Ecuador
Ecuador
Finland
Gabon
Germany
Guernsey
Hong Kong
Hong Kong
Hong Kong
Hong Kong
India
India
India
India
India
India
India
India
Indonesia
Indonesia
Ireland
Ireland
Ireland
Ireland
Ireland
Anglo American Sur S.A.
Compañía Minera Dona Ines De Collahuasi SCM
50% Isidora Goyenechea 2800, piso 46, Las Condes, Santiago
44% Avda Andres Bello 2687, P 11 Edif. el Pacifico, Las Condes, Santiago, Región
Metropolitana
Compañía Minera Westwall S.C.M
Inversiones Anglo American Norte SpA
Inversiones Anglo American Sur SpA
Inversiones Minorco Chile SpA
Anglo American Resources Trading (China) Co. Ltd.
50% Isidora Goyenechea 2800, piso 46, Las Condes, Santiago
100% Isidora Goyenechea 2800, piso 46, Las Condes, Santiago
100% Isidora Goyenechea 2800, piso 46, Las Condes, Santiago
100% Isidora Goyenechea 2800, piso 46, Las Condes, Santiago
100% Units 01, 02A, 07, 08, Floor 32, No. 1198 Century Avenue, Pudong New Area,
Shanghai
De Beers Jewellers Commercial (Shanghai) Co., Ltd
Element Six Hard Materials (Wuxi) Co., Ltd
Element Six Trading (Shanghai) Co., Ltd
85% Room 1707B, 17F, Plaza 66, No.1266 West Nanjing Road, Shanghai
51% No. 578 Xitai Road, Wuxi New District, Wuxi, Jiangsu
51% 2802A, Chong Hing Finance Centre, No. 288 Nanjing Road West, Huang Pu
District, Shanghai, 200003
Forevermark Marketing (Shanghai) Company Limited
85% Suite 4601, 4602 and 4608, The Park Place, No.1601 Nanjing West Road,
Platinum Guild International (Shanghai) Co., Limited
Anglo American Colombia Exploration S.A.
Cerrejon Zona Norte S.A.
Anglo American Amcoll (UK) Ltd(6)
Anglo American Chile Investments (UK) Ltd(6)
Anglo American Clarent (UK) Ltd(6)
Ambase Exploration Africa (DRC) SPRL
Shanghai, PRC
78% Room 601, L’avenue, 99 XianXia Road, Shanghai, 200051
100% Avenida Carrera 9a # 115 – 06/30 Oficina 1702, Bogotá
33% Calle 100 No. 19-54, Piso 12, Bogotá
100% Themistokli Dervi, 3, Julia House, 1066, Nicosia
100% Themistokli Dervi, 3, Julia House, 1066, Nicosia
100% Themistokli Dervi, 3, Julia House, 1066, Nicosia
100% No. 510 LP, Avenue Sumahili, Quartier Golf, Commune De Lubumbashi,
Lubumbashi
De Beers DRC Exploration SARL
85% 7 Concession Bel Air, Commune Ngaliema, Kinshasa
Anglo American Ecuador S.A.
Central Ecuador EC-CT S.A.
AA Sakatti Mining Oy
Samancor Gabon SA
Element Six GmbH (DECAR)
Intersea Pension Services Limited
De Beers Auction Sales Holdings Limited
De Beers Jewellers (Hong Kong) Limited
Forevermark Limited
Platinum Guild International (Hong Kong) Limited
Anglo American Exploration (India) Private Limited
Anglo American Services (India) Private Limited
De Beers India Private Ltd
100% Av. Patria E4-69 y Av. Amazonas, Cofiec, 16th Floor
70% Av. Patria E4-69 y Av. Amazonas, Edif.COFIEC, piso 18, Quito
100% AA Sakatti Mining Oy, Tuohiaavantie 2, 99600 Sodankylä
40% Immeuble 2 AG, Libreville, 4660
51% Staedeweg 18, 36151, Burghaun
85% Albert House, South Esplanade, St Peter Port, Guernsey, Channel Islands
85% Unit 1001,10/F Unicorn Trade Centre, 127-131 Des Voeux Road, Central
85% RM 02B&03-06 26/F, Kinwick Centre, 32 Holly Wood Road Central
85% RM 02B&03-06 26/F, Kinwick Centre, 32 Holly Wood Road Central
78% Suites 2901-2, Global Trade Square, No. 21 Wong Chuk Hang Road
100% A-1/292, Janakpuri, New Delhi - 110058
100% A-1/292, Janakpuri, New Delhi - 110058
85% Advanced Business Centre, 83 Maker Chambers VI, Nariman Point,
Mumbai, 400 021
Forevermark Diamonds Private Limited
85% Advanced Business Centre, 83 Maker Chambers VI, Nariman Point,
Mumbai 400 021
Hindustan Diamond Company Private Limited
43% Office No. 12, 14th Floor, Navjivan Society Building, No.3, Lamington Road,
Inglewood Minerals Private Limited
International Institute of Diamond Grading & Research India
Private Limited
Platinum Guild India Private Limited
PT Anglo American Indonesia
PT Minorco Services Indonesia
CMC-Coal Marketing Designated Activity Company
Coromin Insurance (Ireland) DAC
Element Six (Holdings) Limited
Element Six (Trade Marks)
Element Six Abrasives Treasury Limited
Mumbai - 400 008
100% A-1/292, Janakpuri, New Delhi - 110058
85% Advanced Business Centre, 83 Maker Chambers VI, Nariman Point,
Mumbai, 400 021
78% Notan Classic, 3rd Floor, 114 Turner Road, Bandra West, Mumbai 400 050
100% Pondok Indah Office Tower 3, 17th Floor, Jl. Sultan Iskandar Muda, Pondok Indah,
Jakarta 12310
100% Belagri Hotel, Jl. Raja Ampat, No 1 Kampung Baru, Sorong, Papua Barat
33% Fumbally Square, New Street, Dublin 8, D08 XYA5
100% Fourth Floor, 25/28 Adelaide Road, Dublin
51% Shannon Airport, Shannon, Co. Clare
51% Shannon Airport, Shannon, Co. Clare
51% Shannon Airport, Shannon, Co. Clare
See page 185 for footnotes.
Anglo American plc Integrated Annual Report 2018
179
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
GROUP STRUCTURE
35. RELATED UNDERTAKINGS OF THE GROUP continued
Country of
incorporation(1)(2)
Name of undertaking
Percentage of
equity owned(3) Registered address
Ireland
Ireland
Isle of Man
Isle of Man
Israel
Italy
Italy
Japan
Japan
Japan
Japan
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Lesotho
Liberia
Liberia
Luxembourg
Luxembourg
Macau
Madagascar
Malta
Mauritius
Element Six Limited
Element Six Treasury Limited
Element Six (Isle of Man) Corporate Trustee Limited
Element Six Limited
De Beers Auction Sales Israel Ltd
Anglo American Italy S.R.L.
Forevermark Italy S.R.L.
De Beers Jewellers Japan K.K.
Element Six Ltd
Forevermark KK
PGI KK
A.R.H. Investments Limited(6)
A.R.H. Limited(6)
Ambras Holdings Limited(6)(7)
Ammin Coal Holdings Limited(6)
Anglo African Exploration Holdings Limited(6)
Anglo American Buttercup Company Limited(6)
Anglo American Capital Overseas Limited(6)
Anglo American Exploration Colombia Limited(6)
Anglo American Exploration Overseas Holdings Limited(6)
Anglo American Ferrous Investments (Overseas) Limited(6)
Anglo American Finance Overseas Holdings Limited(6)(8)
Anglo American Finland Holdings 1 Limited(6)
Anglo American Finland Holdings 2 Limited(6)
Anglo American Hermitage Limited(6)
Anglo American Liberia Holdings Limited(6)
Anglo American Michiquillay Peru Limited(6)
Anglo American Midway Investment Limited(6)
Anglo American Overseas Limited(6)
Anglo American Venezuela Corporation Limited(6)
Anglo Australia Investments Limited(6)
Anglo Coal International Limited(6)
Anglo Diamond Investments Limited(6)
Anglo Iron Ore Investments Limited(6)
Anglo Loma Investments Limited(6)
Anglo Operations (International) Limited(6)
Anglo Peru Investments Limited(6)
Anglo Quellaveco Limited(6)
Anglo South American Investments Limited(6)
Anglo Venezuela Investments Limited(6)
Aval Holdings Limited(6)
Cencan plc(6)
De Beers Centenary Limited(6)
De Beers Exploration Holdings Limited(6)
De Beers Holdings Investments Limited(6)
De Beers India Holdings Limited(6)
De Beers Investments plc(6)
De Beers plc(6)
IIDGR Holdings Limited(6)
Inglewood Holdings Limited(6)
Kumba International Trading Limited(6)
Minorco Overseas Holdings Limited(6)
Minorco Peru Holdings Limited(6)
Minpress Investments Limited(6)
Amcoal Collieries Recruiting Organisation (Lesotho) (Pty)
Ltd
Anglo American Corporation de Chile Holdings Limited(6)
Anglo American Kumba Exploration (Liberia) Ltd
KIO Exploration Liberia Sarl
Kumba Iron Ore Holdings Sarl
De Beers Jewellers (Macau) Company Limited
Societe Civille De Prospection De Nickel A Madagascar
Element Six Technologies Holding Ltd(6)
Anglo American International Limited(6)
51% Shannon Airport, Shannon, Co. Clare
85% Shannon Airport, Shannon, Co. Clare
85% Isle of Man Freeport, P O Box 6, Ballasalla
85% 1st Floor, 18-20 North Quay, Douglas, IM1 4LE
85% 11th Floor, Yahalom (Diamond) Building, 21 Tuval Street Ramat Gan 5252236
100% Via Melchiorre Gioia, 8, 20124 Milano
85% Via Burlamacchi Francesco 14, 20135, Milan
85% New Otani Garden Court 7th Floor, 4-1 Kioi-cho, Chiyoda-ku, Tokyo
51% 9F PMO Hatchobori, 3-22-13 Hatchobori, Chuo-ku, Tokyo, 104
85% New Otani Garden Court, 7th Floor, 4-1 Kioi-cho, Chiyoda-ku, Tokyo
78% Imperial Hotel Tower 17F, 1-1-1 Uchisaiwai-cho, Chiyoda-ku, Tokyo, 100-8575
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
85% 44 Esplanade, St Helier, JE4 9WG
85% 44 Esplanade, St Helier, JE4 9WG
85% 44 Esplanade, St Helier, JE4 9WG
85% 44 Esplanade, St Helier, JE4 9WG
85% 44 Esplanade, St Helier, JE4 9WG
85% 44 Esplanade, St Helier, JE4 9WG
85% 44 Esplanade, St Helier, JE4 9WG
85% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
53% 3rd Floor, 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% 44 Esplanade, St Helier, JE4 9WG
100% Kingsway, Maseru
100% 80 Broad Street, Monrovia
85% 21st Street, Coleman Avenue, Sinkor, Monrovia
70% 11-13 Boulevard de la Foire, L-1528
53% 11-13 Boulevard de la Foire, L-1528
85% Avenida da Praia Grande No. 409, China Law Building 16/F – B79, Macau
32% 44 Main Street, Johannesburg, 2001
85% Leicester Court, Suite 2, Edfar Bernard Street, Gzira, GZR 1702
100% C/o AXIS Fiduciary Ltd, 2nd Floor, The AXIS, 26 Bank Street, Cybercity Ebene,
72201
Mexico
Anglo American Mexico S.A. de C.V.
100% C/o Chavero Y Asociados, S.C, Medanoes No.169 Colonia Las Aquilas Delegacion
Alvaro Obrego
See page 185 for footnotes.
180
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
GROUP STRUCTURE
35. RELATED UNDERTAKINGS OF THE GROUP continued
Country of
incorporation(1)(2)
Name of undertaking
Percentage of
equity owned(3) Registered address
Mexico
Servicios Anglo American Mexico S.A. de C.V.
100% c/o Sanchez Mejorada, Velasco y Ribe, S.C., Paseo de la Reforma No. 450, Col.
Lomas de Chapultepec, 11000, Ciudad de Mexico
Mozambique
Anglo American Corporation Mocambique Servicos
100% PricewaterhouseCoopers, Ltda. Avenida Vladimir Lenine, No 174, 4o andar.
Namibia
Namibia
Namibia
Namibia
Namibia
Namibia
Namibia
Namibia
Namibia
Namibia
Namibia
Namibia
Namibia
Namibia
Namibia
Netherlands
Netherlands
Netherlands
Netherlands
Netherlands
Netherlands
Netherlands
Netherlands
Netherlands
Netherlands
Papua New
Guinea
Papua New
Guinea
Peru
Peru
Peru
Peru
Peru
Peru
Philippines
Philippines
Philippines
Sierra Leone
Singapore
Singapore
Singapore
Singapore
Singapore
Singapore
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
Limitada
Ambase Prospecting (Namibia) (Pty) Ltd
De Beers Marine Namibia (Pty) Ltd
De Beers Namibia Holdings (Pty) Ltd
Debmarine Namdeb Foundation
DTC Valuations Namibia (Pty) Ltd
Exclusive Properties (Pty) Ltd
Longboat Trading (Pty) Ltd
Mamora Mines & Estates Limited
Namdeb Diamond Corporation (Pty) Ltd
Namdeb Holdings (Pty) Ltd
Namdeb Hospital Pharmacy (Pty) Ltd
Namdeb Properties (Pty) Ltd
Namibia Diamond Trading Company (Pty) Ltd
Oranjemund Private Hospital (Proprietary) Limited
Oranjemund Town Management Company (Pty) Ltd
Anglo American (TIH) B.V.(6)
Anglo American Exploration B.V.(6)
Anglo American Exploration (Philippines) B.V.(6)
Anglo American International B.V.(6)
Anglo American Netherlands B.V.(6)
Anglo Operations (Netherlands) B.V.(6)
Element Six NV
Erabas B.V.(6)
Loma de Niquel Holdings B.V.(6)
Minorco Exploration (Indonesia) B.V.(6)
Anglo American (Star Mountain) Limited
Edifício Millennium Park Maputo Mozambique
100% 24 Orban Street, Klein Windhoek, Windhoek, P O Box 30 Windhoek
43% 4th Floor, Namdeb Centre, 10 Dr Frans Indongo Street, Windhoek
85% 6th Floor, Namdeb Centre, 10 Dr Frans Indongo Street, Windhoek
43% 10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street, Windhoek
85% 4th Floor, Namdeb Centre, 10 Dr Frans Indongo Street, Windhoek
43% 10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street, Windhoek
100% 24 Orban Street, Klein Windhoek, Windhoek
28% 10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street, Windhoek
43% 10th Floor Namdeb Centre, 10 Dr Frans Indongo Street, Windhoek
43% 10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street, Windhoek
43% 10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street, Windhoek
43% 10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street, Windhoek
43% 9th Floor, Namdeb Centre, 10 Dr Frans Indongo Street, Windhoek
43% 10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street, Windhoek
43% 10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street, Windhoek
100% 20 Carlton House Terrace, London, SW1Y 5AN, United Kingdom
100% 20 Carlton House Terrace, London, SW1Y 5AN, United Kingdom
100% 20 Carlton House Terrace, London, SW1Y 5AN, United Kingdom
100% 20 Carlton House Terrace, London, SW1Y 5AN, United Kingdom
100% 20 Carlton House Terrace, London, SW1Y 5AN, United Kingdom
100% 20 Carlton House Terrace, London, SW1Y 5AN, United Kingdom
85% De Nieuwe Erven 2, 5431 NT, Cuijk
78% 20 Carlton House Terrace, London, SW1Y 5AN, United Kingdom
100% 20 Carlton House Terrace, London, SW1Y 5AN, United Kingdom
100% 20 Carlton House Terrace, London, SW1Y 5AN, United Kingdom
100% C/- Allens, Level 6, Mogoru Moto Building, Champion Parade, Port Moresby,
National Capital District
Anglo American Exploration (PNG) Limited
100% C/- PricewaterhouseCoopers PNG, Pwc Haus, Level 6, Harbour City, Konedobu,
Anglo American Peru S.A.
Anglo American Quellaveco S.A.
Anglo American Servicios Perú S.A.
Asociación Michiquillay
Asociación Quellaveco
Cobre del Norte S.A.
Anglo American Exploration (Philippines) Inc.
Minphil Exploration Co Inc
Northern Luzon Exploration & Mining Co Inc
Gemfair (SL) Limited
Anglo American Exploration (Singapore) Pte. Ltd
Anglo American Mongolia Holdings Pte. Ltd
De Beers Auction Sales Singapore Pte. Ltd
Kumba Singapore Pte. Ltd
MR Iron Ore Marketing Services Pte. Ltd
Samancor Marketing Pte. Ltd
ACRO (Hanise) (Pty) Ltd
AEF Mining Services (Pty) Ltd
African Pipe Industries North (Pty) Ltd
Almenta 127 (Pty) Ltd
Amaprop Townships Limited
Ambase Investment Africa (Botswana) (Pty) Ltd
Ambase Investment Africa (DRC) (Pty) Ltd
Ambase Investment Africa (Namibia) (Pty) Ltd
Ambase Investment Africa (Tanzania) (Pty) Ltd
Ambase Investment Africa (Zambia) (Pty) Ltd
Amcoal Collieries Recruiting Organisation (Pty) Ltd
Ampros (Pty) Ltd
Anglo American Corporation of South Africa (Pty) Ltd
Anglo American EMEA Shared Services (Pty) Ltd
Anglo American Farms (Pty) Ltd
Anglo American Farms Investment Holdings (Pty) Ltd
Anglo American Group Employee Shareholder Nominees
(Pty) Ltd
Port Moresby, National Capital District, 121
100% Calle Esquilache 371, Piso 10, San Isidro, Lima 27
60% Calle Esquilache 371, Piso 10, San Isidro, Lima 27
100% Calle Esquilache 371, Piso 10, San Isidro, Lima 27
100% Calle Esquilache 371, Piso 10, San Isidro, Lima 27
100% Calle Esquilache 371, Piso 10, San Isidro, Lima 27
100% Calle Esquilache 371, Piso 10, San Isidro, Lima 27
100% 27th Floor, Tower 2, The Enterprise Centre,6766 Ayala Avenue Corner, Paseo de
Roxas, Makati City
40% 27 Philex Building, Fairlane Brixton Street, Pasig, Metro Manila
40% 27 Philex Building, Fairlane Brixton Street, Pasig, Metro Manila
85% 31 Lightfoot Boston Street, Freetown, Sierra Leone
100% 10 Collyer Quey, #38-00 Ocean Financial Centre, 049315
100% 10 Collyer Quey, #38-00 Ocean Financial Centre, 049315
85% 10 Collyer Quey, #03-04 Ocean Financial Centre, 049315
53% 10 Collyer Quey, #38-00 Ocean Financial Centre, 049315
50% 10 Collyer Quay, Level 38, Ocean Financial Centre, 049315
40% 138 Market Street, #26-01, Capitagreen, 048946
100% 44 Main Street, Gauteng, 1627
25% Zommerlust Building, Rietbok Road, Kathu, Northern Cape, 8446
39% 55 Marshall Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 61 Katherine Street, Sandton, 2196
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 55 Marshall Street, Johannesburg, 2001
100% 61 Katherine Street, Sandton, 2196
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% Vergelegen Wine Farm, Lourensford Road, Somerset West, 7130
100% Vergelegen Wine Farm, Lourensford Road, Somerset West, 7130
100% 44 Main Street, Johannesburg, 2001
See page 185 for footnotes.
Anglo American plc Integrated Annual Report 2018
181
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
GROUP STRUCTURE
35. RELATED UNDERTAKINGS OF THE GROUP continued
Country of
incorporation(1)(2)
Name of undertaking
Percentage of
equity owned(3) Registered address
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
Anglo American Inyosi Coal (Pty) Ltd
Anglo American Platinum Limited
Anglo American Properties Limited
Anglo American Prospecting Services (Pty) Ltd
Anglo American SA Finance Limited
Anglo American Sebenza Fund (Pty) Ltd
Anglo American SEFA Mining Fund (Pty) Ltd
Anglo American South Africa Investments Proprietary
Limited
Anglo American South Africa Limited
Anglo American Zimele (Pty) Ltd
Anglo American Zimele Community Fund (Pty) Ltd
Anglo American Zimele Green Fund (Pty) Ltd
Anglo American Zimele Loan Fund (Pty) Ltd
Anglo Coal Investment Africa (Botswana) (Pty) Ltd
Anglo Corporate Enterprises (Pty) Ltd
Anglo Inyosi Coal Security Company Limited
Anglo Operations (Pty) Ltd
Anglo Platinum Management Services (Pty) Ltd
Anglo South Africa (Pty) Ltd
Anglo South Africa Capital (Pty) Ltd
Anseld Holdings Proprietary Limited
Asambeni Mining Proprietary Limited
Atomatic Trading (Proprietary) Limited
Balgo Nominees (Pty) Ltd
Blinkwater Farms 244KR (Pty) Ltd
Blue Steam Investments (Pty) Ltd
Boikgantsho Platinum Mine (Pty) Ltd
Bokoni Platinum Holdings (Pty) Ltd
Bokoni Platinum Mines (Pty) Ltd
Butsanani Energy Investment Holdings (Pty) Ltd
Chamfron Limited
Colliery Training College (Pty) Ltd
Damelin Emalahleni (Pty) Ltd
DBCM Holdings (Pty) Ltd
De Beers Consolidated Mines (Pty) Ltd(9)
De Beers Group Services (Pty) Ltd
73% 44 Main Street, Johannesburg, 2001
78% 55 Marshall Street, Johannesburg, 2001
100% 61 Katherine Street, Sandton, 2196
100% 55 Marshall Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
50% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
78% 55 Marshall Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
56% 44 Main Street, Johannesburg, 2001
58% 55 Marshall Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
78% 55 Marshall Street, Johannesburg, 2001
37% 44 Main Street, Johannesburg, 2001
38% 5 Jellicoe Avenue, Rosebank, Johannesburg, 2193
38% 82 Grayston Drive, Sandton, Johannesburg, 2196
38% 4th Floor Atholl, Johannesburg, Gauteng, 2196
100% 151 Katherine Street, Sandton, 2196
100% 44 Main Street, Johannesburg, 2001
56% 5 Hollard Street, Johannesburg, P O Box 61809, Marshalltown, 2107
20% Cnr O R Tambo & Beatrix Avenue, Witbank, 1035
63% 36 Stockdale Street, Kimberley, 8301
63% 36 Stockdale Street, Kimberley, 8301
85% Cornerstone, Corner Diamond Drive and Crownwood Road, Theta,
Johannesburg, 2013
South Africa
De Beers Marine (Pty) Ltd
85% Cornerstone, Corner Diamond Drive and Crownwood Road, Theta,
Johannesburg, 2013
South Africa
De Beers Matlafalang Business Development (Pty) Ltd
63% Cornerstone, Corner Diamond Drive and Crownwood Road, Theta,
Johannesburg, 2013
South Africa
De Beers Sightholder Sales South Africa (Pty) Ltd
63% Cornerstone, Corner Diamond Drive and Crownwood Road, Theta,
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
Dido Nominees (Pty) Ltd
Element Six (Production) (Pty) Ltd
Element Six South Africa (Pty) Ltd
Element Six Technologies (Pty) Ltd
Fermain Nominees (Pty) Ltd
Ga-Phasha Platinum Mine (Proprietary) Limited
High Ground Investments Limited
Hotazel Manganese Mines (Pty) Ltd
Ingagane Colliery (Pty) Ltd
Ingwekazi Holdings (Proprietary) Limited
Invincible Trading 14 (Pty) Ltd
KIO Investments Holdings (Pty) Ltd
Kumba BSP Trust
Kumba Iron Ore Limited
Kwanda Platinum Mine (Pty) Ltd
Lansan Investment Holdings (Pty) Ltd
Lebowa Platinum Mines Limited
Lexshell 49 General Trading (Pty) Ltd
Longboat (Pty) Ltd
Mafube Coal Mining (Pty) Ltd
Main Place Holdings Limited
Main Street 1252 (Pty) Ltd (RF)
Johannesburg, 2013
100% 44 Main Street, Johannesburg, 2001
51% Debid Road, Nuffield, Springs, 1559
51% Debid Road, Nuffield, Springs, 1559
85% Debid Road, Nuffield, Springs, 1559
100% 44 Main Street, Johannesburg, 2001
38% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
30% 39 Melrose Boulevard, Melrose Arch, Johannesburg, 2076
98% 44 Main Street, Johannesburg, 2001
20% 368 Sifon Street, Robertville Ext 10, Roodepoort, 1709
20% 16 Euclid Road, Industria East Ext 13, Germiston, 1400
70% Centurion Gate Building 2B, 124 Akkerboom Road, Centurion, 0157
53% Centurion Gate Building 2B, 124 Akkerboom Road, Centurion, 0157
70% Centurion Gate Building 2B, 124 Akkerboom Road, Centurion, 0157
38% 124 Akkerboom Street, Building 2B, Centurion, 0157
100% 44 Main Street, Johannesburg, 2001
38% 124 Akkerboom Street, Building 2B, Centurion, 0157
35% 55 Marshall Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
50% 55 Marshall Street, Johannesburg, 2001
39% Suite 801, 76 Regent Road, Sea Point, Western Cape, 8005
63% Cornerstone, Corner of Diamond Drive and Crownwood Road, Theta,
Johannesburg, 2013
South Africa
Manganore Iron Mining Limited
47% 39 Melrose Boulevard, Melrose Arch, Johannesburg, 2076
See page 185 for footnotes.
182
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
GROUP STRUCTURE
35. RELATED UNDERTAKINGS OF THE GROUP continued
Country of
incorporation(1)(2)
Name of undertaking
Percentage of
equity owned(3) Registered address
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
Manngwe Mining (Pty) Ltd
Marikana Ferrochrome Limited
Marikana Minerals (Pty) Ltd
Matthey Rustenburg Refiners (Pty) Ltd
Meruka Mining (Pty) Ltd
Metalloys Manganese Smelter (Pty) Ltd
Micawber 146 (Pty) Ltd
Middelplaats Manganese (Pty) Ltd
Modikwa Mining Personnel Services (Pty) Ltd
Modikwa Platinum Mine (Pty) Ltd
Mogalakwena Platinum Mines
Newshelf 1316 (Pty) Ltd
Newshelf 480 (Pty) Ltd
Norsand Holdings (Pty) Ltd
Peglerae Hospital (Pty) Ltd
Peruke (Pty) Ltd
Phola Coal Processing Plant (Pty) Ltd
Platmed (Pty) Ltd
Platmed Properties (Pty) Ltd
Polokwane Iron Ore (Pty) Ltd
Ponahalo Investments (Pty) Ltd(10)
Precious Metals Refiners Proprietary Limited
Pro Enviro (Pty) Ltd
R A Gilbert (Pty) Ltd
Resident Nominees (Pty) Ltd
Richards Bay Coal Terminal (Pty) Ltd
Rietvlei Mining Company (Pty) Ltd
Roodepoortjie Resources (Pty) Ltd
Rustenburg Base Metals Refiners Proprietary Limited
Rustenburg Platinum Mines Limited
Samancor Holdings (Pty) Ltd
Samancor Manganese (Pty) Ltd
Sheba’s Ridge Platinum (Pty) Ltd
Sibelo Resource Development (Pty) Ltd
Sishen Iron Ore Company (Pty) Ltd
South Africa Coal Operations Proprietary Limited
Spectrem Air (Pty) Ltd
Springfield Collieries Limited
Tenon Investment Holdings (Pty) Ltd
Terra Nominees (Pty) Ltd
The Village of Cullinan (Pty) Ltd
Vergelegen Wine Estate (Pty) Ltd
Vergelegen Wines (Pty) Ltd
Whiskey Creek Management Services (Pty) Ltd
WPIC Holdings (Pty) Ltd
Element Six AB
De Beers Centenary AG(6)
Element Six SA
PGI SA
Samancor AG
Synova S.A.
Ambase Prospecting (Tanzania) (Pty) Ltd
De Beers DMCC
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
Sweden
Switzerland
Switzerland
Switzerland
Switzerland
Switzerland
Tanzania
UAE
United Kingdom Anglo American (London)
United Kingdom Anglo American (London) 2
United Kingdom Anglo American (TIIL) Investments Limited
United Kingdom Anglo American 2005 Limited(11)
United Kingdom Anglo American Australia Investments Limited(12)
United Kingdom Anglo American Capital Australia Limited
United Kingdom Anglo American Capital International Limited
United Kingdom Anglo American Capital plc(12)
United Kingdom Anglo American CMC Holdings Limited
United Kingdom Anglo American Corporate Secretary Limited
United Kingdom Anglo American Diamond Holdings Limited
United Kingdom Anglo American Farms (UK) Limited
United Kingdom Anglo American Ferrous 2
United Kingdom Anglo American Ferrous Investments Limited
See page 185 for footnotes.
20% Suite 105, Lorgadia Building, Embankment Road, Centurion, 0157
100% 55 Marshall Street, Johannesburg, 2001
100% 55 Marshall Street, Johannesburg, 2001
78% 55 Marshall Street, Johannesburg, 2001
30% 16 North Road, Dunkeld Court, Dunkeld West, 2196
40% 39 Melrose Boulevard, Melrose Arch, Johannesburg, 2076
78% 55 Marshall Street, Johannesburg, 2001
30% 39 Melrose Boulevard, Melrose Arch, Johannesburg, 2076
39% 55 Marshall Street, Johannesburg, 2001
39% 16 North Road, Dunkeld Court, Dunkeld West, 2196
78% 55 Marshall Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
55% 44 Main Street, Johannesburg, 2001
78% 55 Marshall Street, Johannesburg, 2001
31% 44 Main Street, Johannesburg, 2001
51% 44 Main Street, Johannesburg, 2001
37% 44 Main Street, Johannesburg, 2001
78% 55 Marshall Street, Johannesburg, 2001
78% 55 Marshall Street, Johannesburg, 2001
27% Centurion Gate Building 2B, 124 Akkerboom Road, Centurion, 0157
0% De Beers Consolidated Mines Corner, Corner Diamond and Crownwood Road,
Theta – Booysens Reserve, Johannesburg, 2000
78% 55 Marshall Street, Johannesburg, 2001
20% Greenside Colliery, PTN 0ff 331, Blackhills, 1032
78% 55 Marshall Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
23% South Dunes, Richards Bay Harbour, Richards Bay, 3900, KwaZulu Natal
60% 151 Katherine Street, Sandton, 2196, P O Box 652419, Benmore, 2010
49% 16 North Road, Dunkeld Court, Dunkeld West, 2196
78% 55 Marshall Street, Johannesburg, 2001
78% 55 Marshall Street, Johannesburg, 2001
40% 39 Melrose Boulevard, Melrose Arch, Johannesburg, 2076
40% 39 Melrose Boulevard, Melrose Arch, Johannesburg, 2076
27% 55 Marshall Street, Johannesburg, 2001
53% Centurion Gate Building 2B, 124 Akkerboom Road, Centurion, 0157
53% Centurion Gate Building 2B, 124 Akkerboom Road, Centurion, 0157
100% 44 Main Street, Johannesburg, 2001
96% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
100% 44 Main Street, Johannesburg, 2001
40% 39 Melrose Boulevard, Melrose Arch, Johannesburg, 2076
63% 36 Stockdale Street, Kimberley, 8301
100% Vergelegen Wine Farm, Lourensford Road, Somerset West, 7130
100% Vergelegen Wine Farm, Lourensford Road, Somerset West, 7130
78% 55 Marshall Street, Johannesburg, 2001
46% 5 Hollard Street, Johannesburg, 1627
51% Box 505, S -915 23, Robertsfors
85% c/o Telemarketing, Plus AG, Sonnenplatz 6, 6020, Emmenbrücke
51% rue du Tir-au-Canon 2, Carouge, Geneva, Switzerland
78% Avenue Mon- Repos 24, Case postale 656, CH- 1001 Lausanne
40% Industriestrasse 53, 6312, Steinhausen, Zug
28% 13 Route de Genolier, 1266 Duillier
100% Pemba House, 369 Toure Drive Oyster Bay, Dar Es Salaam
85% Office 4D, Almas Tower, Jumeirah Lakes Towers, Dubai
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
Anglo American plc Integrated Annual Report 2018
183
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
GROUP STRUCTURE
35. RELATED UNDERTAKINGS OF THE GROUP continued
Country of
incorporation(1)(2)
Name of undertaking
Percentage of
equity owned(3) Registered address
United Kingdom Anglo American Finance (UK) Limited
United Kingdom Anglo American Global Finance Limited
United Kingdom Anglo American Group Foundation
United Kingdom Anglo American Holdings Limited
United Kingdom Anglo American International Holdings Limited
United Kingdom Anglo American Investments (NA) Limited
United Kingdom Anglo American Investments (UK) Limited
United Kingdom Anglo American Marketing Limited
United Kingdom Anglo American Medical Plan Limited
United Kingdom Anglo American PNG Holdings Limited
United Kingdom Anglo American Prefco Limited(12)
United Kingdom Anglo American REACH Limited
United Kingdom Anglo American Representative Offices Limited
United Kingdom Anglo American Services (UK) Ltd.(12)
United Kingdom Anglo American Services Overseas Limited
United Kingdom Anglo American Technical & Sustainability Limited
United Kingdom Anglo American Technical & Sustainability Services Ltd
United Kingdom Anglo Base Metals Marketing Limited
United Kingdom Anglo Coal Holdings Limited(12)
United Kingdom Anglo Coal Overseas Services Limited
United Kingdom Anglo Platinum Marketing Limited
United Kingdom Anglo UK Pension Trustee Limited
United Kingdom Anmercosa Finance Limited
United Kingdom Anmercosa Pension Trustees Limited
United Kingdom Anmercosa Sales Limited
United Kingdom Birchall Gardens LLP
United Kingdom Charterhouse CAP Limited
United Kingdom Curtis Fitch Limited
United Kingdom De Beers Intangibles Limited
United Kingdom De Beers Jewellers Limited
United Kingdom De Beers Jewellers Trade Mark Limited
United Kingdom De Beers Jewellers UK Limited
United Kingdom De Beers Trademarks Limited
United Kingdom De Beers UK Limited
United Kingdom Ebbsfleet Property Limited
United Kingdom Element Six (Production) Limited
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
78% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
50% Bardon Hall, Copt Oak Road, Markfield, LE67 9PJ
85% 20 Carlton House Terrace, London, SW1Y 5AN
21% Formal House, 60 St George’s Place, Cheltenham, Gloucestershire, GL50 3PN
85% 20 Carlton House Terrace, London, SW1Y 5AN
85% 45 Old Bond Street, London, W1S 4QT
85% 45 Old Bond Street, London, W1S 4QT
85% 45 Old Bond Street, London, W1S 4QT
85% 20 Carlton House Terrace, London, SW1Y 5AN
85% 20 Carlton House Terrace, London, SW1Y 5AN
50% Bardon Hall, Copt Oak Road, Markfield, LE67 9PJ
51% Global Innovation Centre, Fermi Avenue, Harwell, Oxford, Didcot, Oxfordshire,
OX11 0QR
United Kingdom Element Six (UK) Limited
51% Global Innovation Centre, Fermi Avenue, Harwell, Oxford, Didcot, Oxfordshire,
United Kingdom Element Six Abrasives Holdings Limited
United Kingdom Element Six Holdings Limited
United Kingdom Element Six Limited
OX11 0QR
51% 20 Carlton House Terrace, London, SW1Y 5AN
85% 20 Carlton House Terrace, London, SW1Y 5AN
85% Global Innovation Centre, Fermi Avenue, Harwell, Oxford, Didcot, Oxfordshire,
OX11 0QR
United Kingdom Element Six Technologies Limited
85% Global Innovation Centre, Fermi Avenue, Harwell, Oxford, Didcot, Oxfordshire,
United Kingdom Ferro Nickel Marketing Limited
United Kingdom Firecrest Investments Limited
United Kingdom Forevermark Limited
United Kingdom Gemfair Limited
United Kingdom IIDGR (UK) Limited
United Kingdom Lightbox Jewelry Ltd.
United Kingdom Mallord Properties Limited
United Kingdom Neville Street Limited
United Kingdom Northfleet Property LLP
United Kingdom Reunion Group Limited
United Kingdom Reunion Mining Limited
United Kingdom Rhoanglo Trustees Limited
United Kingdom Riverbank Investments Limited
United Kingdom Security Nominees Limited
United Kingdom Swanscombe Development LLP
United Kingdom The Diamond Trading Company Limited
Anglo American Exploration (USA), Inc.
United States
United States
United States
United States
United States
United States
Anglo American US Holdings Inc.
Big Hill, LLC
Coal Marketing Company (USA) Inc.
De Beers Jewellers US, Inc.
Element Six Technologies (Oregon) Corp.
See page 185 for footnotes.
184
Anglo American plc Integrated Annual Report 2018
OX11 0QR
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
85% 20 Carlton House Terrace, London, SW1Y 5AN
85% 20 Carlton House Terrace, London, SW1Y 5AN
85% 20 Carlton House Terrace, London, SW1Y 5AN
85% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
50% Bardon Hall, Copt Oak Road, Markfield, LE67 9PJ
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
85% 20 Carlton House Terrace, London, SW1Y 5AN
100% 20 Carlton House Terrace, London, SW1Y 5AN
50% Bardon Hall, Copt Oak Road, Markfield, LE67 9PJ
85% 20 Carlton House Terrace, London, SW1Y 5AN
100% The Corporation Trust Company, Corporation Trust Center, 1209 Orange Street,
Wilmington DE 19801
100% CSC, 251 Little Falls Drive, Wilmington DE 19808
55% CSC, 251 Little Falls Drive, Wilmington DE 19808
33% 1180 Peachtree Street, N.E., Suite 2420, Atlanta, GA, 30309
85% 300 First Stamford place, Stamford, CT 06902
85% 3500 South Dupont Highway, Dover, Kent County DE 19901
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
GROUP STRUCTURE
35. RELATED UNDERTAKINGS OF THE GROUP continued
Country of
incorporation(1)(2)
United States
United States
United States
United States
United States
United States
Venezuela
Zambia
Zimbabwe
Zimbabwe
Zimbabwe
Zimbabwe
Zimbabwe
Name of undertaking
Element Six Technologies (OR) Corp.
Element Six Technologies U.S. Corporation
Element Six US Corporation
Forevermark US Inc.
International Institute of Diamond Valuation Inc.
Platinum Guild International (U.S.A.) Jewelry Inc.
Minera Loma de Niquel C.A.
Anglo Exploration (Zambia) (Pty) Ltd
Amzim Holdings Limited
Anglo American Corporation Zimbabwe Limited
Broadlands Park Limited
Southridge Limited
Unki Mines (Private) Limited
Percentage of
equity owned(3) Registered address
85% 3500 South Dupont Highway, Dover, Kent County DE 19901
85% Incorporating Services Limited, 3500 South Dupont Highway, Dover, Kent County
DE 19901
51% 24900 Pitkin Road, Suite 250, Spring, TX 77386
85% 300 First Stamford Place, Stamford, CT 06902
85% Corporation Trust Center 1209 Orange Street, Wilmington DE 19801
78% 125 Park Avenue, 25th Floor, New York, New York 10017
94% Torre Humboldt, Floor 9, Office 09-07, Rio Caura Street, Prados del Este.
Caracas 1080
100% 11 Katemo Road, Rhodes Park, Lusaka
78% 28 Broadlands Road, Emerald Hill, Harare
78% 28 Broadlands Road, Emerald Hill, Harare
78% 28 Broadlands Road, Emerald Hill, Harare
78% 28 Broadlands Road, Emerald Hill, Harare
78% 28 Broadlands Road, Emerald Hill, Harare
(1) All the companies with an incorporation in the United Kingdom are registered in England and Wales.
(2) The country of tax residence is disclosed where different from the country of incorporation.
(3) All percentages have been rounded.
(4) Tax resident in Colombia.
(5) The interest in Debswana Diamond Company (Pty) Ltd is held indirectly through De Beers and is consolidated on a 19.2% proportionate basis, reflecting economic interest. The Group’s
effective interests in Debswana Diamond Company (Pty) Ltd is 16.3%.
(6) Tax resident in the United Kingdom.
(7) 2% direct holding by Anglo American plc.
(8) 5% direct holding by Anglo American plc.
(9) A 74% interest in De Beers Consolidated Mines (Pty) Ltd (DBCM) and its subsidiaries is held indirectly through De Beers. The 74% interest represents De Beers’ legal ownership share in
DBCM. For accounting purposes De Beers consolidates 100% of DBCM as it is deemed to control the BEE entity, Ponahalo, which holds the remaining 26%. The Group’s effective interest
in DBCM is 85%.
(10) Ponahalo Investments (Pty) Ltd is deemed to be controlled due to the financing structure in place and is consolidated as a majority owned subsidiary.
(11) 4% direct holding by Anglo American plc.
(12) 100% direct holding by Anglo American plc.
Anglo American plc Integrated Annual Report 2018
185
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
OTHER ITEMS
This section includes disclosures about related party transactions, auditor’s remuneration and accounting policies.
36. RELATED PARTY TRANSACTIONS
The Group has related party relationships with its subsidiaries, joint operations, associates and joint ventures (see notes 34 and 35). Members of the Board
and the Group Management Committee are considered to be related parties.
The Company and its subsidiaries, in the ordinary course of business, enter into various sale, purchase and service transactions with joint operations,
associates, joint ventures and others in which the Group has a material interest. These transactions are under terms that are no more or less favourable to the
Group than those arranged with third parties.
US$ million
Transactions with related parties
Sales of goods and services
Purchases of goods and services
Balances with related parties
Trade and other receivables from related parties
Trade and other payables to related parties
Loans receivable from related parties
Associates
Joint ventures
Joint operations
2018
2017
2018
2017
2018
2017
1
(382)
2
(44)
–
17
(430)
3
(211)
–
–
(50)
5
(7)
211
–
(163)
184
(3,266)
197
(3,108)
1
(29)
230
16
(97)
–
23
(93)
–
Balances and transactions with joint operations or joint operation partners represent the portion that the Group does not have the right to offset against the
corresponding amount recorded by the respective joint operations. These amounts primarily relate to purchases by De Beers and Platinum Group Metals from
their joint operations in excess of the Group’s attributable share of their production.
Loans receivable from related parties are included in Financial asset investments on the Consolidated balance sheet.
Remuneration and benefits received by directors are disclosed in the Remuneration report. Remuneration and benefits of key management personnel,
including directors, are disclosed in note 26. Information relating to pension fund arrangements is disclosed in note 27.
37. AUDITOR’S REMUNERATION
US$ million
Paid to the Company’s auditor for audit
of the Anglo American plc Annual Report
Paid to the Company’s auditor for other
services to the Group
Audit of the Company’s subsidiaries
Total audit fees
Audit related assurance services
Taxation advisory services
Other assurance services
Other non-audit services
Total non-audit fees
Paid/payable to Deloitte
2018
Paid/payable
to auditor (if
not Deloitte)
Paid/payable to Deloitte
2017
Paid/payable
to auditor (if
not Deloitte)
United
Kingdom
Overseas
Total
Overseas
United
Kingdom
Overseas
Total
Overseas
1.3
3.2
4.5
–
0.4
1.7
0.5
0.1
–
0.4
1.0
4.4
7.6
0.8
–
0.5
0.2
1.5
4.8
9.3
1.3
0.1
0.5
0.6
2.5
0.4
0.4
–
–
–
–
–
1.4
0.9
2.3
0.4
–
–
0.8
1.2
3.1
4.5
4.1
7.2
0.9
–
0.3
0.5
1.7
5.0
9.5
1.3
–
0.3
1.3
2.9
–
0.3
0.3
–
–
–
–
–
Audit related assurance services include $1.3 million (2017: $1.3 million) for the interim review.
186
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
OTHER ITEMS
38. ACCOUNTING POLICIES
A. BASIS OF PREPARATION
Basis of preparation
The financial statements have been prepared in accordance with International
Financial Reporting Standards (IFRS) and IFRS Interpretations Committee
(IFRIC) interpretations as adopted for use by the European Union, with those
parts of the Companies Act 2006 applicable to companies reporting under
IFRS and with the requirements of the Disclosure and Transparency rules of
the Financial Conduct Authority in the United Kingdom as applicable to
periodic financial reporting. The financial statements have been prepared
under the historical cost convention as modified by the revaluation of pension
assets and liabilities and certain financial instruments. A summary of the
principal Group accounting policies is set out below.
The preparation of financial statements in conformity with generally accepted
accounting principles requires the use of estimates and assumptions that
affect the reported amounts of assets and liabilities at the date of the financial
statements and the reported amounts of revenues and expenses during the
reporting period. Although these estimates are based on management’s best
knowledge of the amount, event or actions, actual results ultimately may differ
from those estimates.
As permitted by UK company law, the Group’s results are presented in
US dollars, the currency in which its business is primarily conducted.
Changes in accounting policies and disclosures
The accounting policies applied are consistent with those adopted and disclosed
in the Group financial statements for the year ended 31 December 2017, except
for changes arising from the adoption of the following new accounting
pronouncements which became effective in the current reporting period:
• IFRS 9 Financial Instruments
• IFRS 15 Revenue from Contracts with Customers
• IFRIC 22 Foreign Currency Transactions and Advance Consideration
• Annual Improvements to IFRSs: 2014-16 Cycle: IFRS 1 and IAS 28
• Clarifications to IFRS 15 Revenue from Contracts with Customers
• Amendments to IFRS 2 Share-based Payment Transactions
IFRS 15 Revenue from Contracts with Customers
IFRS 15 Revenue from Contracts with Customers became effective for the
Group from 1 January 2018, replacing all previous revenue standards and
interpretations.
The Group’s revenue is primarily derived from commodity sales, for which the
point of recognition is dependent on the contract sales terms, known as the
International Commercial Terms (Incoterms). As the transfer of risks and
rewards generally coincides with the transfer of control at a point in time
under the Incoterms, the timing and amount of revenue recognised by the
Group for the sale of commodities is not materially affected.
For the Incoterms Cost, Insurance and Freight (CIF) and Cost and Freight
(CFR) the seller must contract for and pay the costs and freight necessary to
bring the goods to the named port of destination. Consequently, the freight
service on export commodity contracts with CIF/CFR Incoterms represents
a separate performance obligation as defined under the new standard, and
a portion of the revenue earned under these contracts, representing the
obligation to perform the freight service, is deferred and recognised over time
as this obligation is fulfilled, along with the associated costs.
The impact of this transition difference is not considered material to the
Group and hence comparative values have not been restated. If comparative
values had been restated, the impact would have been to reduce revenue
and operating costs respectively for the year ended 31 December 2017
by $29 million with no impact on profit. Current assets and current liabilities
as at 31 December 2017 would each have been higher by $39 million.
There was no impact on opening retained earnings as at 1 January 2018 as
a result of this transition difference.
IFRS 9 Financial Instruments
IFRS 9 Financial Instruments became effective for the Group from 1 January
2018, replacing IAS 39 Financial Instruments: Recognition and Measurement.
The impacts of adopting IFRS 9 on the Group results have been as follows:
Impairment: The standard introduces an ‘expected credit loss’ model for
the assessment of impairment of financial assets held at amortised cost.
The impact of this transition difference is not considered material to the
Group and hence comparative values and opening retained earnings at
1 January 2018 have not been restated. If comparative values had been
restated, the impact would have been to reduce the Group’s opening retained
earnings at 1 January 2017 by $18 million, to decrease the Group’s operating
costs by $17 million and to increase the Group’s profit before tax and
underlying earnings by $17 million for the year ended 31 December 2017.
Classification and measurement: The measurement and accounting
treatment of the Group’s financial assets is materially unchanged on
application of the new standard with the exception of equity securities
previously categorised as available for sale. These are now held at fair value
through other comprehensive income, meaning the recycling of gains and
losses on disposal and impairment losses is no longer permitted for this
category of asset. There is no material impact to the net assets of the Group
at 1 January 2017, 31 December 2017 or 1 January 2018, or to the Group’s
results for the year ended 31 December 2017 from this change.
Hedge accounting: The Group has elected to adopt the IFRS 9 hedge accounting
requirements from 1 January 2018. The adoption of the new standard had no
effect on the amounts recognised in relation to hedging arrangements for the
year ended 31 December 2017 or the year ended 31 December 2018.
The adoption of these new accounting pronouncements has not had a
significant impact on the accounting policies, methods of computation
or presentation applied by the Group.
The Group has not early adopted any other amendment, standard or
interpretation that has been issued but is not yet effective. It is expected that
where applicable, these standards and amendments will be adopted on each
respective effective date.
Going concern
The directors have, at the time of approving the financial statements, a
reasonable expectation that the Company and the Group have adequate
resources to continue in operational existence for the foreseeable future.
Thus the going concern basis of accounting in preparing the financial
statements continues to be adopted. Further details are contained in the
Directors’ report on page 217.
New IFRS accounting standards, amendments and interpretations
not yet adopted
The following are the major new IFRS accounting standards in issue but not
yet effective:
IFRS 16 Leases
IFRS 16 Leases became effective for the Group from 1 January 2019,
replacing IAS 17 Leases. The Group has completed the necessary changes to
internal systems and processes to embed the new accounting requirements.
The principal impact of IFRS 16 is to change the accounting treatment by
lessees of leases currently classified as operating leases. Lease agreements
will give rise to the recognition by the lessee of a right-of-use asset and a
related liability for future lease payments.
The most significant impact on the Group of applying IFRS 16, based on
contractual arrangements in place at 31 December 2018, will be the
recognition of lease liabilities of $0.5 billion, along with right-of-use assets with
a similar aggregate value. This liability corresponds to the minimum lease
payments under operating leases disclosed in note 30 to these consolidated
financial statements, adjusted for the effect of discounting. The present value
of liabilities for existing operating leases of $0.5 billion will be included in net
debt on transition to IFRS 16 at 1 January 2019.
The Group will not bring leases of low value assets or short leases with
12 or fewer months remaining on to the Consolidated balance sheet at
1 January 2019. In the Consolidated cash flow statement for the year ended
31 December 2019, the total amount of cash paid will be separated between
repayments of principal and repayment of interest, both presented within
cash flows from financing activities.
Anglo American plc Integrated Annual Report 2018
187
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
OTHER ITEMS
Goodwill and fair value adjustments arising on the acquisition of foreign
entities are treated as assets of the foreign entity and translated at the
closing rate.
Tenon
Tenon Investment Holdings Proprietary Limited (Tenon), a wholly owned
subsidiary of Anglo American South Africa Limited (AASA), has entered into
agreements with Epoch Investment Holdings (RF) Proprietary Limited
(Epoch), Epoch Two Investment Holdings (RF) Proprietary Limited (Epoch
Two) and Tarl Investment Holdings (RF) Proprietary Limited (Tarl)
(collectively the Investment Companies), each owned by independent
charitable trusts whose trustees are independent of the Group. Under the
terms of these agreements, the Investment Companies have purchased
Anglo American plc shares on the market and have granted to Tenon the right
to nominate a third party (which may include Anglo American plc but not any
of its subsidiaries) to take transfer of the Anglo American plc shares each has
purchased on the market. Tenon paid the Investment Companies 80% of the
cost of the Anglo American plc shares including associated costs for this right
to nominate, which together with subscriptions by Tenon for non-voting
participating redeemable preference shares in the Investment Companies,
provided all the funding required to acquire the Anglo American plc shares
through the market. These payments by Tenon were sourced from the cash
resources of AASA. Tenon is able to exercise its right of nomination at any
time up to 31 December 2025 against payment of an average amount of
$3.77 per share to Epoch, $5.87 per share to Epoch Two and $4.87 per share
to Tarl which will be equal to 20% of the total costs respectively incurred by
Epoch, Epoch Two and Tarl in purchasing shares nominated for transfer to
the third party. These funds will then become available for redemption of the
preference shares issued by the Investment Companies. The amount payable
by the third party on receipt of the Anglo American plc shares will accrue to
Tenon and, as these are own shares of the Company, any resulting gain or
loss recorded by Tenon will not be recognised in the Consolidated income
statement of Anglo American plc.
Under the agreements, the Investment Companies will receive dividends on
the shares they hold and have agreed to waive the right to vote on those
shares. The preference shares issued to the charitable trusts are entitled to
a participating right of up to 10% of the profit after tax of Epoch and 5% of the
profit after tax of Epoch Two and Tarl. The preference shares issued to Tenon
will carry a fixed coupon of 3% plus a participating right of up to 80% of the
profit after tax of Epoch and 85% of the profit after tax of Epoch Two and Tarl.
Any remaining distributable earnings in the Investment Companies, after the
above dividends, are then available for distribution as ordinary dividends to
the charitable trusts.
The structure effectively provides Tenon with a beneficial interest in the price
risk on these shares together with participation in future dividend receipts.
The Investment Companies will retain legal title to the shares until Tenon
exercises its right to nominate a transferee.
At 31 December 2018 the Investment Companies together held 112,300,129
(2017: 112,300,129) Anglo American plc shares, which represented 8.0%
(2017: 8.0%) of the ordinary shares in issue (excluding treasury shares) with
a market value of $2,509 million (2017: $2,349 million). The Investment
Companies are not permitted to hold more than an aggregate of 10% of the
issued share capital of Anglo American plc at any one time.
The Investment Companies are considered to be structured entities.
Although the Group has no voting rights in the Investment Companies and
cannot appoint or remove trustees of the charitable trusts, the Group
considers that the agreement outlined above, including Tenon’s right to
nominate the transferee of the Anglo American plc shares held by the
Investment Companies, result in the Group having control over the
Investment Companies as defined under IFRS 10 Consolidated Financial
Statements. Accordingly, the Investment Companies are required to be
consolidated by the Group.
38. ACCOUNTING POLICIES continued
Lease liabilities principally relate to corporate offices, diamond jewellery
retail outlets and shipping vessels. The impact of the standard on underlying
earnings and profit before tax following adoption is not expected to be
significant although the income statement presentation of the cost of leases
is changed. Instead of a rental charge recognised within operating costs, the
cost of leases will be allocated between the depreciation of right-of-use
assets, and a finance charge representing the unwind of the discount on lease
liabilities.
The Group has elected to apply the modified retrospective approach on
transition. The cumulative effect of transition to IFRS 16 will be recognised
in retained earnings at 1 January 2019 and the comparative period will not
be restated.
B. BASIS OF CONSOLIDATION
Basis of consolidation
The financial statements incorporate a consolidation of the financial
statements of the Company and entities controlled by the Company (its
subsidiaries). Control is achieved where the Company is exposed, or has
rights, to variable returns from its involvement with the investee and has
the ability to affect those returns through its power over the investee.
The results of subsidiaries acquired or disposed of during the year are
included in the income statement from the effective date of acquisition
or up to the effective date of disposal, as appropriate.
Where necessary, adjustments are made to the results of subsidiaries, joint
arrangements and associates to bring their accounting policies into line with
those used by the Group. Intra-group transactions, balances, income and
expenses are eliminated on consolidation, where appropriate.
For non-wholly owned subsidiaries, non-controlling interests are presented
in equity separately from the equity attributable to shareholders of the
Company. Profit or loss and other comprehensive income are attributed to
the shareholders of the Company and to non-controlling interests even if this
results in the non-controlling interests having a deficit balance.
Changes in ownership interest in subsidiaries that do not result in a change
in control are accounted for in equity. The carrying amounts of the controlling
and non-controlling interests are adjusted to reflect the changes in their
relative interests in the subsidiary. Any difference between the amount by
which the non-controlling interest is adjusted and the fair value of the
consideration paid or received is recorded directly in equity and attributed
to the shareholders of the Company.
Foreign currency transactions and translation
Foreign currency transactions by Group companies are recognised in the
functional currencies of the companies at the exchange rate ruling on the
date of the transaction. At each reporting date, monetary assets and liabilities
that are denominated in foreign currencies are retranslated at the rates
prevailing on the reporting date. Gains and losses arising on retranslation
are included in the income statement for the period and are classified in the
income statement according to the nature of the monetary item giving rise
to them.
Non-monetary assets and liabilities that are measured in terms of historical
cost in a foreign currency are translated using the exchange rate at the date
of the transaction.
On consolidation, the assets and liabilities of the Group’s foreign operations
are translated into the presentation currency of the Group at exchange rates
prevailing on the reporting date. Income and expense items are translated at
the average exchange rates for the period where these approximate the rates
at the dates of the transactions. Any exchange differences arising are
classified within the statement of comprehensive income and transferred to
the Group’s cumulative translation adjustment reserve. Exchange differences
on foreign currency balances with foreign operations for which settlement is
neither planned nor likely to occur in the foreseeable future, and therefore
form part of the Group’s net investment in these foreign operations, are offset
in the cumulative translation adjustment reserve.
Cumulative translation differences are recycled from equity and recognised
as income or expense on disposal of the operation to which they relate.
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OTHER ITEMS
38. ACCOUNTING POLICIES continued
C. FINANCIAL PERFORMANCE
Revenue recognition
Revenue is recognised in a manner that depicts the pattern of the transfer
of goods and services to customers. The amount recognised reflects the
amount to which the Group expects to be entitled in exchange for those
goods and services. Sales contracts are evaluated to determine the
performance obligations, the transaction price and the point at which there is
transfer of control. The transactional price is the amount of consideration due
in exchange for transferring the promised goods or services to the customer,
and is allocated against the performance obligations and recognised in
accordance with whether control is recognised over a defined period or at
a specific point in time.
Revenue is derived principally from commodity sales, and is measured at the
fair value of consideration received or receivable, after deducting discounts,
volume rebates, value added tax and other sales taxes. A sale is recognised
when control has been transferred. This is usually when title and insurance
risk have passed to the customer and the goods have been delivered to a
contractually agreed location.
Sales of metal concentrate are stated at their invoiced amount which is net of
treatment and refining charges. Sales of certain commodities are
provisionally priced such that the price is not settled until a predetermined
future date and is based on the market price at that time. These sales are
marked to market at each reporting date using the forward price for the
period equivalent to that outlined in the contract. Revenue on provisionally
priced sales is recognised at the forward market price when control passes to
the customer and is classified as revenue from contracts with customers.
Subsequent mark-to-market adjustments are recognised in revenue from
other sources.
Revenues from the sale of material by-products are recognised within
revenue at the point control passes. Where a by-product is not regarded as
significant, revenue may be credited against the cost of sales.
Revenue from services is recognised over time in line with the policy above.
For contracts which contain separate performance obligations for the sale of
commodities and the provision of freight services, the portion of the revenue
representing the obligation to perform the freight service is deferred and
recognised over time as the obligation is fulfilled, along with the associated
costs. In situations where the Group is acting as an agent, amounts billed to
customers are offset against the relevant costs.
Interest income is accrued on a time basis, by reference to the principal
outstanding and at the effective interest rate applicable.
Dividend income from investments is recognised when the shareholders’
rights to receive payment have been established.
Exploration and evaluation expenditure
Exploration and evaluation expenditure is expensed in the year in which it
is incurred.
Exploration expenditure is the cost of exploring for Mineral Resources other
than that occurring at existing operations and projects and comprises
geological and geophysical studies, exploratory drilling and sampling and
Mineral Resource development.
Evaluation expenditure includes the cost of conceptual and pre-feasibility
studies and evaluation of Mineral Resources at existing operations.
When a decision is taken that a mining project is technically feasible and
commercially viable, usually after a pre-feasibility study has been completed,
subsequent directly attributable expenditure, including feasibility study costs,
are considered development expenditure and are capitalised within property,
plant and equipment.
Exploration properties acquired are recognised on the balance sheet when
management considers that their value is recoverable. These properties are
measured at cost less any accumulated impairment losses.
Leases
In addition to lease contracts, other significant contracts are assessed to
determine whether in substance they are, or contain, a lease. This includes
assessment of whether the arrangement is dependent on use of a specific
asset and the right to use that asset is conveyed through the contract.
Rental costs under operating leases are recognised in the income statement
in equal annual amounts over the lease term.
Borrowing costs
Interest on borrowings directly relating to the financing of qualifying assets
in the course of construction is added to the capitalised cost of those projects
under ‘Capital works in progress’, until such time as the assets are
substantially ready for their intended use or sale. Where funds have been
borrowed specifically to finance a project, the amount capitalised represents
the actual borrowing costs incurred. Where the funds used to finance a
project form part of general borrowings, the amount capitalised is calculated
using a weighted average of rates applicable to relevant general borrowings
of the Group during the period. All other borrowing costs are recognised in
the income statement in the period in which they are incurred.
D. CAPITAL BASE
Business combinations and goodwill arising thereon
The identifiable assets, liabilities and contingent liabilities of a subsidiary,
a joint arrangement or an associate, which can be measured reliably, are
recorded at their provisional fair values at the date of acquisition. The
estimation of the fair value of identifiable assets and liabilities is subjective
and the use of different valuation assumptions could have a significant impact
on financial results. Goodwill is the fair value of the consideration transferred
(including contingent consideration and previously held non-controlling
interests) less the fair value of the Group’s share of identifiable net assets
on acquisition.
Where a business combination is achieved in stages, the Group’s previously
held interests in the acquiree are remeasured to fair value at the acquisition
date and the resulting gain or loss is recognised in the income statement.
Amounts arising from interests in the acquiree prior to the acquisition date
that have previously been recognised in other comprehensive income are
reclassified to the income statement, where such treatment would be
appropriate if that interest were disposed of.
Transaction costs incurred in connection with the business combination
are expensed. Provisional fair values are finalised within 12 months of the
acquisition date.
Goodwill in respect of subsidiaries and joint operations is included within
intangible assets. Goodwill relating to associates and joint ventures is
included within the carrying value of the investment.
Where the fair value of the identifiable net assets acquired exceeds the
cost of the acquisition, the surplus, which represents the discount on the
acquisition, is recognised directly in the income statement in the period
of acquisition.
For non-wholly owned subsidiaries, non-controlling interests are initially
recorded at the non-controlling interests’ proportion of the fair values of net
assets recognised at acquisition.
Impairment of goodwill, intangible assets and property,
plant and equipment
Goodwill arising on business combinations is allocated to the group of cash
generating units (CGUs) that is expected to benefit from synergies of the
combination, and represents the lowest level at which goodwill is monitored
by the Group’s Board of directors for internal management purposes. The
recoverable amount of the CGU, or group of CGUs, to which goodwill has
been allocated is tested for impairment annually, or when events or changes
in circumstances indicate that it may be impaired.
Any impairment loss is recognised immediately in the income statement.
Impairment of goodwill is not subsequently reversed.
At each reporting date, the Group reviews the carrying amounts of its
property, plant and equipment and intangible assets to determine whether
there is any indication that those assets are impaired. If such an indication
exists, the recoverable amount of the asset is estimated in order to determine
the extent of any impairment. Where the asset does not generate cash flows
that are independent from other assets, the Group estimates the recoverable
amount of the CGU to which the asset belongs. An intangible asset with an
indefinite useful life is tested for impairment annually and whenever there is
an indication that the asset may be impaired.
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OTHER ITEMS
In certain instances significant levels of waste removal may occur during the
production phase with little or no associated production. This may occur at
both open pit and underground mines, for example longwall development.
The cost of this waste removal is capitalised in full to ‘Mining properties
and leases’.
All amounts capitalised in respect of waste removal are depreciated using the
unit of production method for the component of the orebody to which they
relate, consistent with depreciation of property, plant and equipment.
The effects of changes to the Life of Mine Plan on the expected cost of waste
removal or remaining Ore Reserves for a component are accounted for
prospectively as a change in estimate.
Property, plant and equipment
Property, plant and equipment is stated at cost, less accumulated
depreciation and accumulated impairment losses. Cost is the fair value of
consideration required to acquire and develop the asset and includes the
purchase price, acquisition of mineral rights, costs directly attributable to
bringing the asset to the location and condition necessary for it to be capable
of operating in the manner intended by management, the initial estimate of
any decommissioning obligation and, for assets that take a substantial period
of time to get ready for their intended use, borrowing costs.
Gains or losses on disposal of property, plant and equipment are determined
by comparing the proceeds from disposal with the carrying amount. The gain
or loss is recognised in the income statement.
Depreciation of property, plant and equipment
Mining properties are depreciated to their residual values using the unit of
production method based on Proved and Probable Ore Reserves and, in
certain limited circumstances, other Mineral Resources included in the Life
of Mine Plan. These other Mineral Resources are included in depreciation
calculations where, taking into account historical rates of conversion to Ore
Reserves, there is a high degree of confidence that they will be extracted
in an economic manner. This is the case principally for diamond operations,
where depreciation calculations are based on Diamond Reserves and
Diamond Resources included in the Life of Mine Plan. This reflects the
unique nature of diamond deposits where, due to the difficulty in estimating
grade, Life of Mine Plans frequently include significant amounts of Indicated
or Inferred Resources.
Buildings and items of plant and equipment for which the consumption of
economic benefit is linked primarily to utilisation or to throughput rather
than production, are depreciated to their residual values at varying rates
on a straight line basis over their estimated useful lives, or the Reserve Life,
whichever is shorter. Estimated useful lives normally vary from up to 20 years
for items of plant and equipment to a maximum of 50 years for buildings.
Under limited circumstances, items of plant and equipment may be
depreciated over a period that exceeds the Reserve Life by taking into
account additional Mineral Resources other than Proved and Probable
Reserves included in the Life of Mine Plan, after making allowance for
expected production losses based on historical rates of Mineral Resource
to Ore Reserve conversion.
‘Capital works in progress’ are measured at cost less any recognised
impairment. Depreciation commences when the assets are capable of
operating in the manner intended by management, at which point they are
transferred to the appropriate asset class.
Land is not depreciated.
When parts of an item of property, plant and equipment have different useful
lives, they are accounted for as separate items (major components).
Depreciation methods, residual values and estimated useful lives are
reviewed at least annually.
Assets held under finance leases are depreciated over the shorter of the
lease term and the estimated useful lives of the assets.
38. ACCOUNTING POLICIES continued
Recoverable amount is the higher of fair value less costs of disposal and
value in use (VIU) assessed using discounted cash flow models, as explained
in note 7. In assessing VIU, the estimated future cash flows are discounted to
their present value using a pre-tax discount rate that reflects current market
assessments of the time value of money and the risks specific to the asset for
which estimates of future cash flows have not been adjusted.
If the recoverable amount of an asset or CGU is estimated to be less than its
carrying amount, the carrying amount of the asset or CGU is reduced to its
recoverable amount. An impairment loss is recognised in the income statement.
Where an impairment loss subsequently reverses, the carrying amount of the
asset or CGU is increased to the revised estimate of its recoverable amount,
to the extent that the increased carrying amount does not exceed the
carrying amount that would have been determined had no impairment been
recognised for the asset or CGU. A reversal of an impairment loss is
recognised in the income statement.
In addition, in making assessments for impairment, management necessarily
applies its judgement in allocating assets, including goodwill, that do not
generate independent cash flows to appropriate CGUs.
Subsequent changes to the CGU allocation, to the timing of cash flows or to
the assumptions used to determine the cash flows could impact the carrying
value of the respective assets.
Non-mining licences and other intangible assets
Non-mining licences and other intangible assets are measured at cost less
accumulated amortisation and accumulated impairment losses. Intangible
assets acquired as part of an acquisition of a business are capitalised
separately from goodwill if the asset is separable or arises from contractual
or legal rights and the fair value can be measured reliably on initial
recognition. Intangible assets are amortised over their estimated useful lives,
usually between 3 and 20 years, except goodwill and those intangible assets
that are considered to have indefinite lives. For intangible assets with a finite
life, the amortisation period is determined as the period over which the Group
expects to obtain benefits from the asset, taking account of all relevant facts
and circumstances including contractual lives and expectations about the
renewal of contractual arrangements without significant incremental costs.
An intangible asset is deemed to have an indefinite life when, based on an
analysis of all of the relevant factors, there is no foreseeable limit to the
period over which the asset is expected to generate cash flows for the Group.
Amortisation methods, residual values and estimated useful lives are
reviewed at least annually.
Deferred stripping
The removal of rock or soil overlying a mineral deposit, overburden, and other
waste materials is often necessary during the initial development of an open
pit mine site, in order to access the orebody. The process of removing
overburden and other mine waste materials is referred to as stripping. The
directly attributable cost of this activity is capitalised in full within ‘Mining
properties and leases’, until the point at which the mine is considered to be
capable of operating in the manner intended by management. This is
classified as expansionary capital expenditure, within investing cash flows.
The removal of waste material after the point at which depreciation
commences is referred to as production stripping. When the waste removal
activity improves access to ore extracted in the current period, the costs of
production stripping are charged to the income statement as operating costs
in accordance with the principles of IAS 2 Inventories.
Where production stripping activity both produces inventory and improves
access to ore in future periods the associated costs of waste removal are
allocated between the two elements. The portion that benefits future ore
extraction is capitalised within ‘Mining properties and leases’. This is
classified as stripping and development capital expenditure, within investing
cash flows. If the amount to be capitalised cannot be specifically identified it is
determined based on the volume of waste extracted compared with expected
volume for the identified component of the orebody. This determination is
dependent on an individual mine’s design and Life of Mine Plan and therefore
changes to the design or Life of Mine Plan will result in changes to these
estimates. Identification of the components of a mine’s orebody is made by
reference to the Life of Mine Plan. The assessment depends on a range of
factors including each mine’s specific operational features and materiality.
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OTHER ITEMS
38. ACCOUNTING POLICIES continued
Financial assets
Investments, other than investments in subsidiaries, joint arrangements
and associates, are financial asset investments and are initially recognised
at fair value. The Group’s financial assets are classified into the following
measurement categories: debt instruments at amortised cost, equity
instruments and debt instruments designated at fair value through other
comprehensive income (OCI), and debt instruments, derivatives and equity
instruments at fair value through profit and loss. Financial assets are
classified as at amortised cost only if the asset is held within a business model
whose objective is to collect the contractual cash flows and the contractual
terms of the asset give rise to cash flows that are solely payments of principal
and interest.
At subsequent reporting dates, financial assets at amortised cost are
measured at amortised cost less any impairment losses. Other investments
are classified as either at fair value through profit or loss (which includes
investments held for trading) or at fair value through OCI. Both categories are
subsequently measured at fair value. Where investments are held for trading
purposes, unrealised gains and losses for the period are included in the
income statement within other gains and losses.
The Group has elected to measure equity instruments, which are neither held
for trading nor are contingent consideration in a business combination, at fair
value through OCI as this better reflects the strategic nature of the Group’s
equity investments. For equity instruments at fair value through OCI, changes
in fair value, including those related to foreign exchange, are recognised in
other comprehensive income and there is no subsequent reclassification of
fair value gains and losses to profit or loss.
Impairment of financial assets
A financial asset not measured at fair value through profit or loss is assessed
at each reporting date to determine whether there is any objective evidence
that it is impaired. The Group assesses on a forward looking basis the
expected credit losses, defined as the difference between the contractual
cash flows and the cash flows that are expected to be received, associated
with its assets carried at amortised cost and fair value through OCI. The
impairment methodology applied depends on whether there has been a
significant increase in credit risk. For trade receivables only, the simplified
approach permitted by IFRS 9 is applied, which requires expected lifetime
losses to be recognised from initial recognition of the receivables.
Losses are recognised in the income statement. When a subsequent event
causes the amount of impairment loss to decrease, the decrease in
impairment loss is reversed through the income statement.
Impairment losses relating to equity instruments at fair value through other
comprehensive income are not reported separately from other changes in
fair value.
Derecognition of financial assets and financial liabilities
Financial assets are derecognised when the right to receive cash flows from
the asset has expired, the right to receive cash flows has been retained but
an obligation to on-pay them in full without material delay has been assumed
or the right to receive cash flows has been transferred together with
substantially all the risks and rewards of ownership.
Financial liabilities are derecognised when the associated obligation has
been discharged, cancelled or has expired.
Environmental restoration and decommissioning obligations
An obligation to incur environmental restoration, rehabilitation and
decommissioning costs arises when disturbance is caused by the
development or ongoing production of a mining asset. Costs for restoration
of site damage, rehabilitation and environmental costs are estimated using
either the work of external consultants or internal experts. Such costs arising
from the decommissioning of plant and other site preparation work,
discounted to their net present value, are provided for and capitalised at the
start of each project, as soon as the obligation to incur such costs arises.
These costs are recognised in the income statement over the life of the
operation, through the depreciation of the asset and the unwinding of the
discount on the provision. Costs for restoration of subsequent site damage
which is created on an ongoing basis during production are provided for at
their net present values and recognised in the income statement as
extraction progresses.
The amount recognised as a provision represents management’s best
estimate of the consideration required to complete the restoration and
rehabilitation activity, the application of the relevant regulatory framework
and timing of expenditure. These estimates are inherently uncertain and
could materially change over time. Changes in the measurement of a liability
relating to the decommissioning of plant or other site preparation work (that
result from changes in the estimated timing or amount of the cash flow or a
change in the discount rate), are added to or deducted from the cost of the
related asset in the current period. If a decrease in the liability exceeds the
carrying amount of the asset, the excess is recognised immediately in the
income statement. If the asset value is increased and there is an indication
that the revised carrying value is not recoverable, an impairment test is
performed in accordance with the accounting policy set out above.
For some South African operations annual contributions are made to
dedicated environmental rehabilitation trusts to fund the estimated cost of
rehabilitation during and at the end of the life of the relevant mine. The Group
exercises full control of these trusts and therefore the trusts are consolidated.
The trusts’ assets are disclosed separately on the balance sheet as
non-current assets.
The trusts’ assets are measured based on the nature of the underlying assets
in accordance with accounting policies for similar assets.
E. WORKING CAPITAL
Inventories
Inventory and work in progress are measured at the lower of cost and net
realisable value, except for inventory held by commodity broker-traders
which is measured at fair value less costs to sell. The production cost of
inventory includes an appropriate proportion of depreciation and production
overheads. Cost is determined on the following basis:
• Raw materials and consumables are measured at cost on a first in, first out
(FIFO) basis or a weighted average cost basis.
• Work in progress and finished products are measured at raw material cost,
labour cost and a proportion of production overhead expenses.
• Metal and coal stocks are included within finished products and are
measured at average cost.
At precious metals operations that produce ‘joint products’, cost is allocated
amongst products according to the ratio of contribution of these metals to
gross sales revenues.
Inventory is generally recognised as a current asset as it is consumed within
the normal business cycle. Stockpiles are classified as non-current where
there is no ability to process the ore or there is no market to sell the product
in its current state.
F. NET DEBT AND FINANCIAL RISK MANAGEMENT
Cash and debt
Cash and cash equivalents
Cash and cash equivalents comprise cash in hand and on demand deposits,
together with short-term, highly liquid investments that are readily convertible
to a known amount of cash and that are subject to an insignificant risk of
changes in value. Bank overdrafts are shown within short term borrowings in
current liabilities on the balance sheet. Cash and cash equivalents in the cash
flow statement are shown net of overdrafts. Cash and cash equivalents are
measured at amortised cost except for money market fund investments
which are held at fair value as they are redeemed through the sale of units
in the funds and not solely through the recovery of principal and interest.
Financial liabilities and equity instruments
Financial liabilities and equity instruments are classified and accounted for
as debt or equity according to the substance of the contractual arrangements
entered into.
Borrowings
Interest bearing borrowings and overdrafts are initially recognised at fair
value, net of directly attributable transaction costs. Finance charges,
including premiums payable on settlement or redemption and direct issue
costs are recognised in the income statement using the effective interest
method. They are added to the carrying amount of the instrument to the
extent that they are not settled in the period in which they arise.
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OTHER ITEMS
38. ACCOUNTING POLICIES continued
Derivative financial instruments and hedge accounting
In order to hedge its exposure to foreign exchange, interest rate and
commodity price risk, the Group enters into forward, option and swap
contracts. Commodity based (own use) contracts that meet the scope
exemption in IFRS 9 are recognised in earnings when they are settled by
physical delivery.
All derivatives are held at fair value in the balance sheet within ‘Derivative
financial assets’ or ‘Derivative financial liabilities’ except if they are linked
to settlement and delivery of an unquoted equity instrument and the fair
value cannot be measured reliably, in which case they are carried at cost.
Derivatives are classified as current or non-current depending on the
contractual maturity of the derivative. A derivative cannot be measured
reliably where the range of reasonable fair value estimates is significant and
the probabilities of various estimates cannot be reasonably assessed.
Changes in the fair value of derivative financial instruments that are
designated and effective as hedges of future cash flows (cash flow hedges)
are recognised directly in equity. The gain or loss relating to the ineffective
portion is recognised immediately in the income statement. If the cash flow
hedge of a firm commitment or forecast transaction results in the recognition
of a non-financial asset or liability, then, at the time the asset or liability is
recognised, the associated gains or losses on the derivative that had
previously been recognised in equity are included in the initial measurement
of the asset or liability. For hedges that do not result in the recognition of a
non-financial asset or liability, amounts deferred in equity are recognised in
the income statement in the same period in which the hedged item affects
profit or loss.
For an effective hedge of an exposure to changes in fair value, the hedged
item is adjusted for changes in fair value attributable to the risk being hedged.
The corresponding entry and gains or losses arising from remeasuring the
associated derivative are recognised in the income statement.
Hedge effectiveness is determined at the inception of the hedge relationship,
and through periodic prospective effectiveness assessments to ensure that
an economic relationship exists between the hedged item and hedging
instrument. The Group’s material hedging instruments are interest rate swaps
that have similar critical terms to the related debt instruments, such as
payment dates, maturities and notional amount. As all critical terms matched
during the year, there was no material hedge ineffectiveness. The Group also
uses cross currency swaps to manage foreign exchange risk associated with
borrowings denominated in foreign currencies. These are not designated in
an accounting hedge as there is a natural offset against foreign exchange
movements on associated borrowings.
Hedge accounting is discontinued when the hedging instrument expires
or is sold, terminated, exercised, revoked, or no longer qualifies for hedge
accounting. At that time, any cumulative gain or loss on the hedging
instrument recognised in equity is retained until the forecast transaction
occurs. If a hedge transaction is no longer expected to occur, the net
cumulative gain or loss previously recognised in equity is recycled to the
income statement for the period.
Changes in the fair value of any derivative instruments that are not
designated in a hedge relationship are recognised immediately in the
income statement.
Derivatives embedded in other financial instruments or non-financial
host contracts (other than financial assets in the scope of IFRS 9) are treated
as separate derivatives when their risks and characteristics are not closely
related to those of their host contracts and the host contracts themselves are
not carried at fair value with unrealised gains or losses reported in the income
statement.
Derivatives embedded in contracts which are financial assets in the scope of
IFRS 9 are not separated and the whole contract is accounted for at either
amortised cost or fair value.
G. TAXATION
Tax
The tax expense includes the current tax and deferred tax charge recognised
in the income statement.
Current tax payable is based on taxable profit for the year. Taxable profit
differs from net profit as reported in the income statement because it
excludes items of income or expense that are taxable or deductible in other
years and it further excludes items that are not taxable or deductible. The
Group’s liability for current tax is calculated using tax rates that have been
enacted or substantively enacted by the reporting date.
Deferred tax is recognised in respect of temporary differences between the
carrying amounts of assets and liabilities for financial reporting purposes and
the amounts used for taxation purposes. Deferred tax liabilities are generally
recognised for all taxable temporary differences and deferred tax assets are
recognised to the extent that it is probable that taxable profits will be available
against which deductible temporary differences can be utilised. Probable
taxable profits are based on evidence of historical profitability and taxable
profit forecasts limited by reference to the criteria set out in IAS 12 Income
Taxes. Such assets and liabilities are not recognised if the temporary
differences arise from the initial recognition of goodwill or of an asset or
liability in a transaction (other than in a business combination) that affects
neither taxable profit nor accounting profit.
Deferred tax liabilities are recognised for taxable temporary differences
arising on investments in subsidiaries, joint arrangements and associates
except where the Group is able to control the reversal of the temporary
difference and it is probable that the temporary difference will not reverse
in the foreseeable future.
The carrying amount of deferred tax assets is reviewed at each reporting
date and is adjusted to the extent that it is no longer probable that sufficient
taxable profit will be available to allow all or part of the asset to be recovered.
Deferred tax is calculated at the tax rates that are expected to apply in the
period when the liability is settled or the asset is realised, based on the laws
that have been enacted or substantively enacted by the reporting date.
Deferred tax is charged or credited to the income statement, except when
it relates to items charged or credited directly to equity, in which case the
deferred tax is also taken directly to equity.
Deferred tax assets and liabilities are offset when they relate to income
taxes levied by the same taxation authority and the Group intends to settle
its current tax assets and liabilities on a net basis with that taxation authority.
H. EMPLOYEES
Retirement benefits
The Group’s accounting policy involves the use of ‘best estimate’
assumptions in calculating the schemes’ valuations in accordance with the
accounting standard. This valuation methodology differs from that applied in
calculating the funding valuations, which require the use of ‘prudent’
assumptions, such as lower discount rates, higher assumed rates of future
inflation expectations and greater improvements in life expectancy, leading to
a higher value placed on the liabilities. The funding valuations are carried out
every three years, using the projected unit credit method, by independent
qualified actuaries and are used to determine the money that must be put into
the funded schemes. The Group operates both defined benefit and defined
contribution pension plans for its employees as well as post employment
medical plans. For defined contribution plans the amount recognised in the
income statement is the contributions paid or payable during the year.
For defined benefit pension and post employment medical plans, full
actuarial valuations are carried out at least every three years using the
projected unit credit method and updates are performed for each financial
year end. The average discount rate for the plans’ liabilities is based on AA
rated corporate bonds of a suitable duration and currency or, where there is
no deep market for such bonds, is based on government bonds. Pension plan
assets are measured using year end market values.
192
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION NOTES TO THE FINANCIAL STATEMENTS
OTHER ITEMS
38. ACCOUNTING POLICIES continued
Remeasurements comprising actuarial gains and losses, movements in asset
surplus restrictions and the return on scheme assets (excluding interest
income) are recognised immediately in the statement of comprehensive
income and are not recycled to the income statement. Any increase in the
present value of plan liabilities expected to arise from employee service
during the year is charged to operating profit. The net interest income or cost
on the net defined benefit asset or liability is included in investment income or
interest expense respectively.
Certain joint arrangements that are structured through separate vehicles
including Collahuasi, Debswana and Namdeb are accounted for as joint
operations. These arrangements are primarily designed for the provision
of output to the parties sharing joint control, indicating that the parties have
rights to substantially all the economic benefits of the assets. The liabilities
of the arrangements are in substance satisfied by cash flows received from
the parties; this dependence indicates that the parties effectively have
obligations for the liabilities. It is primarily these facts and circumstances that
give rise to the classification as joint operations.
Past service cost is recognised immediately to the extent that the benefits
are already vested and otherwise amortised on a straight line basis over the
average period until the benefits vest.
The Group accounts for joint operations by recognising the assets, liabilities,
revenue and expenses for which it has rights or obligations, including its
share of such items held or incurred jointly.
The retirement benefit obligation recognised on the balance sheet
represents the present value of the deficit or surplus of the defined benefit
plans. Any recognised surplus is limited to the present value of available
refunds or reductions in future contributions to the plan.
Share-based payments
The Group makes equity settled share-based payments to certain employees,
which are measured at fair value at the date of grant and expensed on a
straight line basis over the vesting period, based on the Group’s estimate of
shares that will eventually vest. For those share schemes with market related
vesting conditions, the fair value is determined using the Monte Carlo model
at the grant date. The fair value of share options issued with non-market
vesting conditions has been calculated using the Black Scholes model.
For all other share awards, the fair value is determined by reference to the
market value of the shares at the grant date. For all share schemes with
non-market vesting conditions, the likelihood of vesting has been taken
into account when determining the relevant charge. Vesting assumptions
are reviewed during each reporting period to ensure they reflect
current expectations.
I. GROUP STRUCTURE
Associates and joint arrangements
Associates are investments over which the Group has significant influence,
which is the power to participate in the financial and operating policy
decisions of the investee, but without the ability to exercise control or joint
control. Typically the Group owns between 20% and 50% of the voting equity
of its associates.
Joint arrangements are arrangements in which the Group shares joint control
with one or more parties. Joint control is the contractually agreed sharing of
control of an arrangement, and exists only when decisions about the activities
that significantly affect the arrangement’s returns require the unanimous
consent of the parties sharing control.
Judgement is required in determining this classification through an evaluation
of the facts and circumstances arising from each individual arrangement.
Joint arrangements are classified as either joint operations or joint ventures
based on the rights and obligations of the parties to the arrangement. In joint
operations, the parties have rights to the assets and obligations for the
liabilities relating to the arrangement, whereas in joint ventures, the parties
have rights to the net assets of the arrangement.
Joint arrangements that are not structured through a separate vehicle are
always joint operations. Joint arrangements that are structured through a
separate vehicle may be either joint operations or joint ventures depending
on the substance of the arrangement. In these cases, consideration is given
to the legal form of the separate vehicle, the terms of the contractual
arrangement and, when relevant, other facts and circumstances. When the
activities of an arrangement are primarily designed for the provision of output
to the parties, and the parties are substantially the only source of cash flows
contributing to the continuity of the operations of the arrangement, this
indicates that the parties to the arrangements have rights to the assets and
obligations for the liabilities.
Investments in associates and joint ventures are accounted for using the
equity method of accounting except when classified as held for sale. The
Group’s share of associates’ and joint ventures’ net income is based on their
most recent audited financial statements or unaudited interim statements
drawn up to the Group’s balance sheet date.
The total carrying values of investments in associates and joint ventures
represent the cost of each investment including the carrying value of
goodwill, the share of post acquisition retained earnings, any other
movements in reserves and any long-term debt interests which in substance
form part of the Group’s net investment. The carrying values of associates
and joint ventures are reviewed on a regular basis and if there is objective
evidence that an impairment in value has occurred as a result of one or more
events during the period, the investment is impaired.
The Group’s share of an associate’s or joint venture’s losses in excess of its
interest in that associate or joint venture is not recognised unless the Group
has an obligation to fund such losses. Unrealised gains arising from
transactions with associates and joint ventures are eliminated against the
investment to the extent of the Group’s interest in the investee. Unrealised
losses are eliminated in the same way, but only to the extent that there is no
evidence of impairment.
Non-current assets and disposal groups held for sale
Non-current assets and disposal groups are classified as held for sale if their
carrying amount will be recovered through a sale transaction rather than
through continuing use. This condition is met only when a sale is highly
probable within one year from the date of classification, management is
committed to the sale and the asset or disposal group is available for
immediate sale in its present condition.
Non-current assets and disposal groups are classified as held for sale from
the date these conditions are met and are measured at the lower of carrying
amount and fair value less costs to sell. Any resulting impairment loss is
recognised in the income statement.
On classification as held for sale the assets are no longer depreciated.
Comparative amounts are not adjusted.
Black Economic Empowerment (BEE) transactions
Where the Group disposes of a portion of a South African based subsidiary
or operation to a BEE company at a discount to fair value, the transaction is
considered to be a share-based payment (in line with the principle contained
in South Africa interpretation AC 503 Accounting for Black Economic
Empowerment (BEE) Transactions).
The discount provided or value given is calculated in accordance with IFRS 2
and the cost, representing the fair value of the BEE credentials obtained by
the subsidiary, is recorded in the income statement.
Anglo American plc Integrated Annual Report 2018
193
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION FINANCIAL STATEMENTS OF THE PARENT COMPANY
FINANCIAL STATEMENTS OF THE PARENT COMPANY
Balance sheet of the Company, Anglo American plc, as at 31 December 2018
US$ million
Fixed assets
Investment in subsidiaries
Current assets
Amounts due from Group undertakings
Cash at bank and in hand
Creditors due within one year
Amounts owed to Group undertakings
Net current assets
Total assets less current liabilities
Net assets
Capital and reserves
Called-up share capital
Share premium account
Capital redemption reserve
Other reserves
Profit and loss account
Total shareholders’ funds (equity)
Note
2018
2017
1
30,775
29,916
164
1
165
(482)
(482)
(317)
30,458
30,458
772
4,358
115
1,955
23,258
30,458
727
1
728
(275)
(275)
453
30,369
30,369
772
4,358
115
1,955
23,169
30,369
2
2
2
2
2
The profit after tax for the year of the Company amounted to $1,057 million (2017: profit of $1,104 million).
The financial statements of Anglo American plc, registered number 03564138, were approved by the Board of directors on 20 February 2019 and signed on its
behalf by:
Mark Cutifani
Chief Executive
Stephen Pearce
Finance Director
194
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION FINANCIAL STATEMENTS OF THE PARENT COMPANY
1. INVESTMENT IN SUBSIDIARIES
US$ million
Cost
At 1 January
Capital contributions(1)
Additions
At 31 December
Provisions for impairment
At 1 January
Credit for the year(2)
At 31 December
Net book value
2018
2017
29,933
147
712
30,792
(17)
–
(17)
30,775
29,808
125
–
29,933
(464)
447
(17)
29,916
(1) This amount is net of $17 million (2017: $17 million) of intra-group recharges.
(2)
In 2017, this related to an impairment reversal with respect to an equity holding in one of the Company’s subsidiaries.
Further information about subsidiaries is provided in note 35 to the Consolidated financial statements.
2. RECONCILIATION OF MOVEMENTS IN EQUITY SHAREHOLDERS’ FUNDS
US$ million
At 1 January 2017
Profit for the financial year
Dividends(3)
Net purchase of treasury shares under employee share schemes
Capital contribution to Group undertakings
At 31 December 2017
Profit for the financial year
Dividends(3)
Net purchase of treasury shares under employee share schemes
Capital contribution to Group undertakings
At 31 December 2018
Called-up
share capital
772
–
–
–
–
772
–
–
–
–
772
Share
premium
account
4,358
–
–
–
–
4,358
–
–
–
–
4,358
Capital
redemption
reserve
115
–
–
–
–
115
–
–
–
–
115
Other
reserves(1)
1,955
–
–
–
–
1,955
–
–
–
–
1,955
Profit
and loss
account(2)
22,528
1,104
(410)
(195)
142
23,169
1,057
(900)
(232)
164
23,258
Total
29,728
1,104
(410)
(195)
142
30,369
1,057
(900)
(232)
164
30,458
(1) At 31 December 2018 other reserves of $1,955 million (2017: $1,955 million) were not distributable under the Companies Act 2006.
(2) At 31 December 2018 $2,685 million (2017: $2,685 million) of the Company profit and loss account of $23,258 million (2017: $23,169 million) was not distributable under the Companies Act 2006.
(3) Dividends relate only to shareholders on the United Kingdom principal register excluding dividends waived by Wealth Nominees Limited as nominees for Estera Trust (Jersey) Limited, the
trustee for the Anglo American employee share scheme. Dividends paid to shareholders on the Johannesburg branch register are distributed by a South African subsidiary in accordance with
the terms of the Dividend Access Share Provisions of Anglo American plc’s Articles of Association. The directors are proposing a final dividend in respect of the year ended 31 December 2018
of 51 US cents per share (see note 6 of the Consolidated financial statements).
The audit fee in respect of the Company was $7,052 (2017: $6,807). Fees payable to Deloitte for non-audit services to the Company are not required
to be disclosed because they are included within the consolidated disclosure in note 37 to the Consolidated financial statements.
Anglo American plc Integrated Annual Report 2018
195
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION FINANCIAL STATEMENTS OF THE PARENT COMPANY
3. ACCOUNTING POLICIES: ANGLO AMERICAN PLC (THE COMPANY)
The Company balance sheet and related notes have been prepared under the historical cost convention and in accordance with Financial Reporting Standard
100 Application of Financial Reporting Requirements (FRS 100) and Financial Reporting Standard 101 Reduced Disclosure Framework (FRS 101).
A summary of the principal accounting policies is set out below.
The preparation of financial statements in compliance with FRS 101 requires the use of certain critical accounting estimates. It also requires management to
exercise judgement in applying the Company’s accounting policies.
As permitted by section 408 of the Companies Act 2006, the statement of comprehensive income of the Company is not presented as part of these financial
statements.
Significant accounting policies
Investments
Investments represent equity holdings in subsidiaries and are measured at cost less accumulated impairment.
Financial instruments
The Company recognises financial instruments when it becomes a party to the contractual arrangements of the instrument. Financial instruments are
derecognised when they are discharged or when the contractual terms expire.
Dividends
Interim equity dividends are recognised when declared. Final equity dividends are recognised when approved by the shareholders at an annual general
meeting.
Share-based payments
The Company has applied the requirements of IFRS 2 Share-based payment.
The Company makes equity settled share-based payments to the directors, which are measured at fair value at the date of grant and expensed on a straight
line basis over the vesting period, based on the Company’s estimate of shares that will eventually vest. For those share schemes with market related vesting
conditions, the fair value is determined using the Monte Carlo model at the grant date. The fair value of share options issued with non-market vesting
conditions has been calculated using the Black Scholes model. For all other share awards, the fair value is determined by reference to the market value of the
shares at the grant date. For all share schemes with non-market vesting conditions, the likelihood of vesting has been taken into account when determining
the relevant charge. Vesting assumptions are reviewed during each reporting period to ensure they reflect current expectations.
The Company also makes equity settled share-based payments to certain employees of certain subsidiary undertakings. Equity settled share-based
payments that are made to employees of the Company’s subsidiaries are treated as increases in equity over the vesting period of the award, with a
corresponding increase in the Company’s investments in subsidiaries, based on an estimate of the number of shares that will eventually vest.
Any payments received from subsidiaries are applied to reduce the related increases in Investments in subsidiaries.
196
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION
SUMMARY BY OPERATION
This section includes certain Alternative Performance Measures (APMs). For more information on the APMs used by the Group, including definitions, please
refer to page 208.
Marketing activities are allocated to the underlying operation to which they relate.
Unit cost
Group
revenue(1)
Underlying
EBITDA
Underlying
EBIT
Underlying
earnings
Capital
expenditure
2018
US$ million (unless otherwise stated)
De Beers
Mining
Botswana (Debswana)
Namibia (Namdeb Holdings)
South Africa (DBCM)
Canada
Trading
Other(7)
Projects and corporate
Copper
Los Bronces
Collahuasi(10)
Quellaveco(11)
Other operations
Projects and corporate
Platinum Group Metals
Mogalakwena
Amandelbult
Other operations(15)
Purchase of concentrate(16)
Projects and corporate
Iron Ore
Kumba Iron Ore
Iron Ore Brazil (Minas-Rio)
Projects and corporate
Coal
Metallurgical Coal
Thermal Coal – South Africa
Thermal Coal – Colombia
Projects and corporate
Nickel and Manganese
Nickel
Manganese (Samancor)(29)
Corporate and other
Exploration
Corporate activities and unallocated costs
See page 198 for footnotes.
Sales
volume
’000 cts
31,656(2)
Realised
price
$/ct
171(3)
n/a
n/a
n/a
n/a
n/a
n/a
n/a
kt
672(8)
376
243
n/a
53(8)
n/a
koz
2,424(12)
492(12)
445(12)
367(12)
1,120(12)
n/a
Mt
n/a
43.3
3.2
n/a
Mt
50.4
22.0(22)
18.3(25)
10.1
n/a
155(3)
550(3)
109(3)
144(3)
n/a
n/a
n/a
c/lb
283(8)
n/a
n/a
n/a
n/a
n/a
$/Pt oz
2,219(13)
2,759(13)
2,222(13)
n/a
n/a
n/a
$/t
n/a
72(17)
70(20)
n/a
$/t
n/a
190(23)
87(26)
83
n/a
$/ct
60(4)
28(4)
274(4)
54(4)
52(4)
n/a
n/a
n/a
c/lb
134(9)
145(9)
105(9)
n/a
n/a
n/a
$/Pt oz
1,561(14)
1,398(14)
1,717(14)
n/a
n/a
n/a
$/t
n/a
32(18)
n/a(21)
n/a
$/t
n/a
64(24)
44(27)
36
n/a
n/a
43,100 t
3.7 Mt
n/a
588 c/lb
n/a
n/a
361 c/lb(28)
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
6,082(5)
1,245
694
n/a
n/a
n/a
n/a
n/a
n/a
n/a
5,168
2,175
1,460
n/a
1,533
–
5,680
1,367
996
1,100
2,217
–
3,768
3,440
328
–
7,788
4,231
2,719
838
–
1,707
560
1,147
3
–
3
30,196
495
176
163
231
413
(184)
(49)
1,856
969
960
n/a
82
(155)
1,062
623
153
132
218
(64)
1,177
1,544
(272)
(95)
3,196
2,210
695
388
(97)
844
181
663
(219)
(113)
(106)
9,161
441
140
58
78
407
(381)
(49)
1,234
625
736
n/a
28
(155)
705
478
96
9
186
(64)
747
1,213
(371)
(95)
2,538
1,774
566
295
(97)
685
75
610
(226)
(113)
(113)
6,377
349
n/a
n/a
n/a
n/a
n/a
n/a
n/a
917
n/a
642
n/a
n/a
(104)
418
n/a
n/a
n/a
n/a
n/a
(117)
465(19)
(492)
(90)(19)
1,755
1,280
379
193
(97)
526
171
355
(611)
(105)
(506)
3,237
417
97
38
177
127(6)
2
(50)
26
703
217
295
131
60
–
496
210
74
212
–
–
415
309
106
–
722
574
148
–
–
38
38
–
27
–
27
2,818
Anglo American plc Integrated Annual Report 2018
197
Financial statements
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION
US$ million (unless otherwise stated)
De Beers
Mining
Botswana (Debswana)
Namibia (Namdeb Holdings)
South Africa (DBCM)
Canada(30)
Trading
Other(7)
Projects and corporate
Copper
Los Bronces
Collahuasi(10)
Quellaveco
Other operations
Projects and corporate
Platinum Group Metals
Mogalakwena
Amandelbult
Other operations(15)
Purchase of concentrate(16)
Projects and corporate
Iron Ore
Kumba Iron Ore
Iron Ore Brazil (Minas-Rio)
Projects and corporate
Coal
Metallurgical Coal
Thermal Coal – South Africa
Thermal Coal – Colombia
Projects and corporate
Nickel and Manganese
Nickel
Manganese (Samancor)(29)
Sales
volume
’000 cts
32,455(2)
Realised
price
$/ct
162(3)
Unit cost
$/ct
63(4)
Group
revenue(1)
Underlying
EBITDA
Underlying
EBIT
Underlying
earnings
5,841(5)
1,435
873
528
n/a
n/a
n/a
n/a
n/a
n/a
n/a
kt
580(8)
307
232
n/a
41(8)
n/a
koz
2,505(12)
467(12)
459(12)
497(12)
1,082(12)
n/a
Mt
n/a
44.9
16.5
n/a
Mt
49.0
19.8(22)
18.6(25)
10.6
n/a
159(3)
539(3)
129(3)
235(3)
n/a
n/a
n/a
c/lb
290(8)
n/a
n/a
n/a
n/a
n/a
$/Pt oz
1,966(13)
2,590(13)
1,868(13)
n/a
n/a
n/a
$/t
n/a
71(17)
65(20)
n/a
$/t
n/a
185(23)
76(26)
75
n/a
28(4)
257(4)
62(4)
57(4)
n/a
n/a
n/a
c/lb
147(9)
169(9)
113(9)
n/a
n/a
n/a
$/Pt oz
1,443(14)
1,179(14)
1,596(14)
n/a
n/a
n/a
$/t
n/a
31(18)
30(21)
n/a
$/t
n/a
61(24)
44(27)
31
n/a
n/a
43,000 t
3.6 Mt
n/a
476 c/lb
n/a
n/a
365 c/lb(28)
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
4,233
1,839
1,314
n/a
1,080
–
5,078
1,211
858
1,125
1,884
–
4,891
3,486
1,405
–
7,211
3,675
2,746
790
–
1,391
451
940
2017
Capital
expenditure
273
86
33
114
(5)
1
44
–
665
245
243
128
49
–
355
151
34
170
–
–
252
229
23
–
568
416
152
–
–
28
28
–
9
–
9
2,150
484
176
267
205
449
(110)
(36)
1,508
737
806
n/a
76
(111)
866
578
88
83
173
(56)
1,828
1,474
435
(81)
2,868
1,977
588
385
(82)
610
81
529
(292)
(103)
(189)
8,823
447
146
119
58
443
(304)
(36)
923
401
594
n/a
39
(111)
512
448
34
(59)
145
(56)
1,500
1,246
335
(81)
2,274
1,594
466
296
(82)
478
–
478
(313)
(103)
(210)
6,247
n/a
n/a
n/a
n/a
n/a
n/a
n/a
370
n/a
356
n/a
n/a
(72)
217
n/a
n/a
n/a
n/a
n/a
803
467(19)
413
(77)(19)
1,763
1,348
311
181
(77)
219
(4)
223
(628)
(91)
(537)
3,272
Corporate and other
Exploration
Corporate activities and unallocated costs
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
5
–
5
28,650
(1) Group revenue for copper is shown after deduction of treatment and refining charges (TC/RCs).
(2) Consolidated sales volumes exclude pre-commercial production sales volumes from Gahcho Kué
in 2017. Total sales volumes (100%), which are comparable to production, were 33.7 million carats
(2017: 35.1 million carats). Total sales volumes (100%) include De Beers Group’s joint
arrangement partners’ 50% proportionate share of sales to entities outside De Beers Group from
Diamond Trading Company Botswana and Namibia Diamond Trading Company and in 2017,
include pre-commercial production sales volumes from Gahcho Kué.
(3) Pricing for the mining business units is based on 100% selling value post-aggregation of
goods. The De Beers realised price includes the price impact of the sale of non-equity product
and, as a result, is not directly comparable to De Beers unit costs, which relate to equity
production only.
(4) Unit cost is based on consolidated production and operating costs, excluding depreciation and
operating special items, divided by carats recovered.
Includes rough diamond sales of $5.4 billion (2017: $5.2 billion).
In 2018, includes the acquisition of Peregrine Diamonds Limited for consideration of $87 million.
(5)
(6)
(7) Other includes Element Six, downstream and acquisition accounting adjustments.
(8) Excludes 178 kt third-party sales (2017: 111 kt).
(9) C1 unit cost includes by-product credits.
(10) 44% share of Collahuasi sales and financials.
(11) Capex is presented on an attributable basis after deducting direct funding from non-controlling
interests. FY 2018 capex on a 100% basis was $505 million. $187 million was spent prior to
project approval on 26 July, of which the Group funded $131 million and Mitsubishi funded
$56 million. A further $318 million was spent post-approval, of which the Group’s 60% share
was funded from the Mitsubishi syndication transaction and hence is not included in
reported capex.
(12) Sales volumes are platinum sales and exclude the sale of refined metal purchased from
third parties.
(13) Average US$ basket price. Excludes the impact of the sale of refined metal purchased from
third parties.
(14) Total cash operating costs: includes on-mine, smelting and refining costs only.
(15) Includes Unki, Union (prior to disposal), Mototolo (post-acquisition), Platinum Group Metals’
share of joint operations and revenue from trading activities.
(16) Purchase of concentrate from joint operations, associates and third parties for processing into
refined metals.
(17) Prices for Kumba Iron Ore are the average realised export basket price (FOB Saldanha).
(18) Unit costs for Kumba Iron Ore are on an FOB dry basis.
(19) Of the projects and corporate expense, which includes a corporate cost allocation, $46 million
(31 December 2017: $49 million) relates to Kumba Iron Ore. The total contribution from Kumba
Iron Ore to the Group’s underlying earnings is $414 million (31 December 2017: $418 million).
(20) Prices for Minas-Rio are the average realised export basket price (FOB Açu) (wet basis).
(21) Unit costs for Minas-Rio are not disclosed for 2018 due to the suspension of operations;
2017 unit costs are on an FOB wet basis.
(22) Metallurgical Coal sales volumes exclude thermal coal sales of 1.6 Mt (31 December 2017: 1.8 Mt).
(23) Metallurgical Coal realised price is the weighted average hard coking coal and PCI sales
price achieved.
(24) FOB cost per saleable tonne, excluding royalties. Metallurgical Coal excludes study costs.
(25) South African sales volumes includes export primary production, secondary production sold into
export markets and production sold domestically at export parity pricing and exclude domestic
sales of 10.3 Mt (2017: 8.2 Mt), Eskom-tied operations sales of 2.8 Mt (2017: 23.9 Mt) and
non-equity traded sales of 9.5 Mt (2017: 7.6 Mt).
(26) Thermal Coal – South Africa realised price is the weighted average export thermal coal price
achieved. Excludes third-party sales.
(27) FOB cost per saleable tonne, excluding royalties. Thermal Coal – South Africa unit cost is for
the trade operations.
(28) C1 unit cost.
(29) Sales and financials include ore and alloy.
(30) For Canada, price excludes Gahcho Kué contribution from sales related to pre-commercial
production, which were capitalised in the first half of 2017. Unit costs include Gahcho Kué
contribution following achievement of commercial production on 2 March 2017. Capital
expenditure includes pre-commercial production capitalised operating cash inflows from
Gahcho Kué.
198
Anglo American plc Integrated Annual Report 2018
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION
KEY FINANCIAL DATA
This section includes certain Alternative Performance Measures (APMs). For more information on the APMs used by the Group, including definitions, please
refer to page 208.
US$ million (unless otherwise stated)
Income statement measures
Group revenue
Underlying EBIT
Underlying EBITDA
Revenue
Net finance costs (before special items and remeasurements)
Profit/(loss) before tax
Profit/(loss) for the financial year
Non-controlling interests
Profit/(loss) attributable to equity shareholders of the Company
Underlying earnings
Balance sheet measures
Capital employed
Net assets
Non-controlling interests
Equity attributable to equity shareholders of the Company
Cash flow measures
Cash flows from operations
Capital expenditure
Net debt
Metrics and ratios
Underlying earnings per share (US$)
Earnings per share (US$)
Ordinary dividend per share (US cents)
Ordinary dividend cover (based on underlying earnings per share)
Underlying EBIT margin
Underlying EBIT interest cover(2)
Underlying effective tax rate
Gearing (net debt to total capital)(3)
2018
2017
2016
2015
2014
2013
2012
restated(1)
2011
2010
2009
6,377
9,161
30,196 28,650 23,142
3,766
6,247
6,075
8,823
27,610 26,243 21,378
(209)
2,624
1,926
(332)
1,594
2,210
(380)
6,189
4,373
(824)
3,549
3,237
(473)
5,505
4,059
(893)
3,166
3,272
6,620
9,520
4,933
7,832
2,223
4,854
6,253 11,095
9,763
8,860 13,348 11,983
23,003 30,988 33,063 32,785 36,548 32,929 24,637
4,957
6,930
20,455 27,073 29,342 28,680 30,580 27,960 20,858
(273)
4,029
2,912
(487)
2,425
2,569
(244)
(20)
(299)
(171) 10,782 10,928
8,119
7,922
(564)
(1,575)
(1,753)
(906)
6,544
6,169
(1,470)
4,976
6,120
2,860
(256)
(458)
(5,454)
(259)
(5,842) (1,524)
(989)
(5,624) (2,513)
2,217
(276)
1,700
426
(1,387)
(961)
2,673
827
218
32,269 32,813 31,904
29,832 28,882 24,325
(6,234) (5,910)
23,598 22,972 19,016
32,842 43,782 46,551 49,757 41,667 42,135 36,623
21,342 32,177 37,364 43,738 43,189 37,971 28,069
(1,948)
(6,127)
16,569 26,417 31,671 37,611 39,092 34,239 26,121
(4,097)
(5,693)
(3,732)
(5,309) (4,773) (5,760)
8,375
7,782
(2,818) (2,150)
(2,848) (4,501)
7,729
5,838
6,949
4,240
(2,387) (4,177) (6,018)
(6,075)
(8,487) (12,901) (12,871) (10,652)
7,370 11,498
(5,672)
(5,947)
(1,374)
(8,510)
4,904
9,924
(4,902)
(4,707)
(7,384) (11,280)
2.57
2.48
102
2.5
2.55
2.80
100
2.6
1.72
1.24
–
–
0.64
(4.36)
32
2.0
2.14
2.02
–
–
21.1% 21.8% 16.3% 9.7% 15.9% 20.0% 19.1% 30.4% 29.6% 20.1%
19.6
31.3% 29.7% 24.6% 31.0% 29.8% 32.0% 29.0% 28.3% 31.9% 33.1%
29%
1.73
(1.96)
85
2.0
2.09
(0.75)
85
2.5
2.28
(1.17)
85
2.7
5.06
5.10
74
6.8
4.13
5.43
65
6.4
16.7
22%
13%
29%
16%
26%
38%
16%
19.9
10.1
30.1
16.5
34.2
36.8
35.8
3%
n/a
9%
(1) Certain balances relating to 2012 were restated to reflect the adoption of new accounting pronouncements. See note 2 of the 2013 Consolidated financial statements for details.
(2) Underlying EBIT interest cover is underlying EBIT divided by net finance costs, excluding net foreign exchange gains and losses, unwinding of discount relating to provisions and other liabilities,
financing special items and remeasurements, and including the Group’s attributable share of associates’ and joint ventures’ net finance costs, which in 2011 resulted in a net finance income and
therefore the ratio is not applicable.
(3) Net debt to total capital is calculated as net debt divided by total capital (being ‘Net assets’ as shown in the Consolidated balance sheet excluding net debt).
Anglo American plc Integrated Annual Report 2018
199
Financial statements
2018
14.38
3.88
0.78
1.42
0.87
694
10.71
13.25
3.65
0.75
1.34
0.85
642
10.18
2018
270
794
1,263
2,445
73
91
220
122
97
103
79
481
6.85
296
880
1,029
2,214
69
95
207
136
98
107
85
595
7.24
2017
12.31
3.31
0.74
1.28
0.83
615
9.85
13.31
3.19
0.78
1.30
0.89
649
10.34
2017
325
925
1,057
1,700
74
96
262
147
95
104
86
556
6.88
280
950
871
1,097
71
87
188
119
84
89
78
472
5.91
US cents/lb
US$/oz
US$/oz
US$/oz
US$/tonne
US$/tonne
US$/tonne
US$/tonne
US$/tonne
US$/tonne
US$/tonne
US cents/lb
US$/dmtu
US cents/lb
US$/oz
US$/oz
US$/oz
US$/tonne
US$/tonne
US$/tonne
US$/tonne
US$/tonne
US$/tonne
US$/tonne
US cents/lb
US$/dmtu
FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION
EXCHANGE RATES AND COMMODITY PRICES
US$ exchange rates
Year end spot rates
South African rand
Brazilian real
Sterling
Australian dollar
Euro
Chilean peso
Botswana pula
Average rates for the year
South African rand
Brazilian real
Sterling
Australian dollar
Euro
Chilean peso
Botswana pula
Commodity prices
Year end spot prices
Copper(1)
Platinum(2)
Palladium(2)
Rhodium(3)
Iron ore (62% Fe CFR)(4)
Iron ore (66% Fe Concentrate CFR)(5)
Hard coking coal (FOB Australia)(4)
PCI (FOB Australia)(4)
Thermal coal (FOB South Africa)(6)
Thermal coal (FOB Australia)(7)
Thermal coal (FOB Colombia)(6)
Nickel(1)
Manganese ore (44% CIF China)(5)
Average market prices for the year
Copper(1)
Platinum(2)
Palladium(2)
Rhodium(3)
Iron ore (62% Fe CFR)(4)
Iron ore (66% Fe Concentrate CFR)(5)
Hard coking coal (FOB Australia)(4)
PCI (FOB Australia)(4)
Thermal coal (FOB South Africa)(6)
Thermal coal (FOB Australia)(7)
Thermal coal (FOB Colombia)(6)
Nickel(1)
Manganese ore (44% CIF China)(5)
(1) Source: London Metal Exchange (LME).
(2) Source: London Platinum and Palladium Market (LPPM).
(3) Source: Comdaq.
(4) Source: Platts.
(5) Source: Metal Bulletin.
(6) Source: Argus/McCloskey.
(7) Source: globalCOAL.
200
Anglo American plc Integrated Annual Report 2018
ORE RESERVES AND MINERAL RESOURCES
The Ore Reserve and Mineral Resource estimates
presented in this report are prepared in accordance with the
Anglo American plc (AA plc) Group Ore Reserves and Mineral
Resources Reporting Policy. This policy requires that the
Australasian Code for Reporting of Exploration Results, Mineral
Resources and Ore Reserves 2012 edition (the JORC Code)
be used as a minimum standard. Some Anglo American plc
subsidiaries have a primary listing in South Africa where public
reporting is carried out in accordance with the South African
Code for Reporting of Exploration Results, Mineral Resources
and Mineral Reserves (the SAMREC Code). The SAMREC Code
is similar to the JORC Code and the Ore Reserve and Mineral
Resource terminology appearing in this section follows the
definitions in both the JORC (2012) and SAMREC (2016) Codes.
Ore Reserves in the context of this report have the same meaning
as ‘Mineral Reserves’ as defined by the SAMREC Code and the
CIM (Canadian Institute of Mining and Metallurgy) Definition
Standards on Mineral Resources and Mineral Reserves.
The information on Ore Reserves and Mineral Resources was
prepared by or under the supervision of Competent Persons as
defined in the JORC or SAMREC Codes. All Competent Persons have
sufficient experience relevant to the style of mineralisation and type
of deposit under consideration and to the activity which they are
undertaking. All the Competent Persons consent to the inclusion in
this report of the information in the form and context in which it
appears. The names of the Competent Persons (CPs) along with their
Recognised Professional Organisation (RPO) affiliation and years of
relevant experience are listed in the Ore Reserve and Mineral
Resource Report 2018.
Anglo American Group companies are subject to a comprehensive
programme of reviews aimed at providing assurance in respect of
Ore Reserve and Mineral Resource estimates. The reviews are
conducted by suitably qualified Competent Persons from within the
Anglo American Group or by independent consultants. The frequency
and depth of the reviews is a function of the perceived risks and/or
uncertainties associated with a particular Ore Reserve and Mineral
Resource. The overall value of the entity and time that has elapsed
since an independent third-party review are also considered. Those
operations/projects that were subjected to independent third-party
reviews during the year are indicated in footnotes to the tables.
The JORC and SAMREC Codes require due consideration of reasonable
prospects for eventual economic extraction for Mineral Resource
definition. These include long-range commodity price forecasts which
are prepared by in-house specialists largely using estimates of future
supply and demand and long-term economic outlooks. The calculation
of Mineral Resource and Ore Reserve estimates are based on long-term
prices determined at the beginning of the second quarter of each year.
Ore Reserves are dynamic and are more likely to be affected by
fluctuations in the prices of commodities, uncertainties in production
costs, processing costs and other mining, infrastructure, legal,
environmental, social and governmental factors which may impact
the financial condition and prospects of the Group. Mineral Resource
estimates also change and tend to be influenced mostly by new
information pertaining to the understanding of the deposit and secondly
by the conversion to Ore Reserves. Unless otherwise stated, Mineral
Resources are additional to (exclusive of) those resources converted
to Ore Reserves and are reported on a dry tonnes basis.
The appropriate Mineral Resource classification is determined by
the appointed Competent (or Qualified) Persons. The choice of
appropriate category of Mineral Resource depends upon the quantity,
distribution and quality of geoscientific information available and the
level of confidence in these data.
To accommodate the various factors that are important in the
development of a classified Mineral Resource estimate, a scorecard
approach is generally used. Mineral Resource classification defines the
confidence associated with different parts of the Mineral Resource.
The confidence that is assigned refers collectively to the reliability
of the Grade and Tonnage estimates. This reliability includes
consideration for the fidelity of the base data, the geological continuity
predicated by the level of understanding of the geology, the likely
precision of the estimated grades and understanding of grade
variability, as well as various other factors (in particular density) that may
influence the confidence that can be placed on the Mineral Resource.
Most business units have developed commodity-specific scorecard-
based approaches to the classification of their Mineral Resources.
The estimates of Ore Reserves and Mineral Resources are stated as
at 31 December 2018. The figures in the tables have been rounded,
and if used to derive totals and averages, minor differences with stated
results could occur.
The Ore Reserves and Mineral Resources Report 2018 should be
considered the only valid source of Ore Reserve and Mineral Resource
information for the Anglo American Group exclusive of Kumba Iron Ore
and Anglo American Platinum Limited which publish their own
independent annual reports.
It is accepted that mine design and planning may include some Inferred
Mineral Resources. Inferred Mineral Resources in the Life of Mine Plan
(LOM Plan) are described as ‘Inferred (in LOM Plan)’ separately from
the remaining Inferred Mineral Resources described as ‘Inferred
(ex. LOM Plan)’, as required. These resources are declared without
application of any Modifying Factors. Reserve Life reflects the
scheduled extraction period in years for the total Ore Reserves in the
approved Life of Mine Plan.
The Ownership (Attributable) Percentage that Anglo American holds
in each operation and project is presented beside the name of each
entity and is the Group’s effective ownership interest. Operations and
projects which fall below the internal threshold for reporting (25%
attributable interest) are excluded from the Ore Reserves and Mineral
Resources estimates. Operations or projects which were disposed
of during 2018 and hence not reported are: Union (Platinum), Kriel,
New Denmark, New Vaal Collieries and the Drayton South, Elders UG
Extension, Kriel East, New Largo, Nooitgedacht and Vaal Basin
Projects (Coal).
In South Africa, the Minerals and Petroleum Resources Development
Act, Number 28 of 2002 (MPRDA) was implemented on 1 May 2004
(subsequently amended by the Minerals and Petroleum Resources
Development Amendment Act 49 of 2008) effectively transferred
custodianship of the previously privately held mineral rights to the State.
A Prospecting Right is a right issued in terms of the MPRDA that is
valid for up to five years, with the possibility of a further extension of
three years.
A Mining Right is a right issued in terms of the MPRDA and is valid for
up to 30 years, with the possibility of a further extension of 30 years.
The Minister of Mineral Resources will grant a renewal of the Mining
Right if the terms and conditions of the Mining Right have been
complied with and the applicant is not in contravention of any relevant
provisions of the MPRDA.
In preparing the Ore Reserve and Mineral Resource statement
for South African assets, Anglo American plc has adopted the
following reporting principles in respect of Prospecting Rights
and Mining Rights:
• Where applications for Mining Rights and Prospecting Rights have
been submitted and these are still being processed by the relevant
regulatory authorities, the relevant Ore Reserves and Mineral
Resources have been included in the statement.
• Where applications for Mining Rights and Prospecting Rights have
been initially refused by the regulatory authorities, but are the subject
of ongoing legal process and discussions with the relevant authorities
and where Anglo American plc has reasonable expectations that the
Prospecting Rights will be granted in due course, the relevant Mineral
Resources have been included in the statement (any associated
comments appear in the footnotes).
The detailed Ore Reserve and Mineral Resource estimates,
Reserve and Resource Reconciliation Overview, Definitions and Glossary
are contained in the separate Ore Reserves and Mineral Resources Report 2018
which is available in the Annual Reporting Centre on the Anglo American website.
Anglo American plc Integrated Annual Report 2018
201
ORE RESERVES AND MINERAL RESOURCESOre Reserves and Mineral Resources
ESTIMATED ORE RESERVES(1)
as at 31 December 2018
Detailed Proved and Probable estimates appear on the referenced pages in the Ore Reserves and Mineral Resources Report 2018.
Proved + Probable
Saleable Carats
(Mct)
46.0
Treated Tonnes
(Mt)
30.1
Recovered Grade
(cpht)
152.8
0.0
0.0
22.2
Saleable Carats
(Mct)
13.8
Treated Tonnes
(Mt)
11.0
Recovered Grade
(cpht)
125.2
78.6
98.6
79.7
Saleable Carats
(Mct)
4.7
Treated Tonnes
(Mt)
24.4
Recovered Grade
(cpht)
19.2
DIAMOND(3) OPERATIONS – DBCi
(See page 10 in R&R Report for details)
Gahcho Kué
Kimberlite
Victor
Kimberlite
DIAMOND(3) OPERATIONS – DBCM
(See page 11 in R&R Report for details)
Venetia (OP)
Kimberlite
Venetia (UG)
Kimberlite
DIAMOND(3) OPERATIONS – Debswana
(See pages 12 & 13 in R&R Report for details)
Damtshaa
Kimberlite
Jwaneng
Letlhakane
Orapa
Kimberlite
TMR
Kimberlite
DIAMOND(3) OPERATIONS – Namdeb
(See page 14 in R&R Report for details)
Mining Area 1
Beaches
Orange River
Fluvial Placers
Ownership
%
43.4
Mining
Method
OP
85.0
OP
Ownership
%
62.9
Ownership
%
42.5
42.5
42.5
42.5
Mining
Method
OP
UG
Mining
Method
OP
OP
n/a
OP
Ownership
%
42.5
Mining
Method
OC
42.5
OC
Atlantic 1
Marine Placers
42.5
MM
LOM(2)
(years)
11
1
LOM(2)
(years)
27
LOM(2)
(years)
17
17
25
12
LOM(2)
(years)
3
3
32
166.6
7.6
131.2
Saleable Carats
(kct)
22
117
Saleable Carats
(kct)
4,922
COPPER OPERATIONS
(See page 16 in R&R Report for details)
Collahuasi
Sulphide (direct feed)
Ownership
%
44.0
Mining
Method
OP
Reserve Life(2)
(years)
63
Contained Copper
(kt)
26,901
Low Grade Sulphide (incl. ROM stockpile)
El Soldado
Los Bronces
Sulphide
Sulphide – Flotation
Sulphide – Dump Leach
PLATINUM(4) OPERATIONS
(See page 21 & 22 in R&R Report for details)
Amandelbult Complex MR + UG2 Reefs
Mogalakwena
Unki
Platreef (incl. stockpiles)
Main Sulphide Zone
Non-Managed
MR + UG2 Reefs
KUMBA IRON ORE OPERATIONS
(See page 26 in R&R Report for details)
Kolomela
Hematite (incl. ROM stockpile)
Sishen
Hematite (incl. ROM stockpile)
IRON ORE BRAZIL OPERATIONS
(See page 27 in R&R Report for details)
Serra do Sapo
Friable Itabirite and Hematite
Itabirite
50.1
50.1
OP
OP
9
30
Ownership
%
78.0
Mining
Method
UG
78.0
78.0
35.5
OP
UG
UG
Reserve Life(2)
(years)
>22
>22
24
n/a
Ownership
%
53.2
Mining
Method
OP
53.2
OP
Reserve Life(2)
(years)
14
14
Ownership
%
100
Mining
Method
OP
Reserve Life(2)
(years)
48
2,239
538
7,440
2,049
Contained Metal
(4E Moz)
15.1
118.0
5.6
28.5
131.7
31.9
130.3
126.5
23.8
100.7
Treated Tonnes
(kt)
447
Recovered Grade
(cpht)
4.92
11,873
Area
k (m2)
74,611
ROM Tonnes
(Mt)
2,735.5
395.6
67.1
1,278.5
775.4
ROM Tonnes
(Mt)
103.5
1,200.3
52.5
221.7
Saleable Product
(Mt)
179
416
Saleable Product(5)
(Mt)
668
717
0.99
Recovered Grade
(cpm2)
0.07
Grade
(%TCu)
0.98
0.57
0.80
0.58
0.26
Grade
(4E g/t)
4.54
3.06
3.30
3.99
Grade
(%Fe)
64.6
64.4
Grade(5)
(%Fe)
67.5
67.5
Operations = Mines in steady-state or projects in ramp-up phase. TMR = Tailings Mineral Resource. Mining method: OP = Open Pit, UG = Underground, OC = Open Cast/Cut, MM = Marine Mining.
Mct = Million carats. Mt = Million tonnes. kct = thousand carats. kt = thousand tonnes. k (m²) = thousand square metres.
Diamond Recovered Grade is quoted as carats per hundred metric tonnes (cpht) or as carats per square metre (cpm²)
Estimates of 0.0 represent numbers less than 0.05.
TCu = Total Copper. 4E is the sum of Platinum, Palladium, Rhodium and Gold.
Moz = Million troy ounces. g/t = grams per tonne.
ROM = Run of Mine.
MR = Merensky Reef.
Non-Managed = Bafokeng-Rasimone, Kroondal, Modikwa, Mototolo mines and Siphumelele 3 shaft.
202
Anglo American plc Integrated Annual Report 2018
ORE RESERVES AND MINERAL RESOURCES
Estimated Ore Reserves continued
COAL OPERATIONS – Australia
(See page 28 in R&R Report for details)
Capcoal (OC) *
Metallurgical – Coking
Metallurgical – Other
Thermal – Export
Capcoal (UG) *
Metallurgical – Coking
Dawson
Metallurgical – Coking
Thermal – Export
Grosvenor
Metallurgical – Coking
Moranbah North
Metallurgical – Coking
COAL OPERATIONS – Colombia
(See page 28 in R&R Report for details)
Cerrejón
Thermal – Export
COAL OPERATIONS – South Africa
(See page 29 & 32 in R&R Report for details)
Goedehoop
Thermal – Export
Goedehoop – MRD
Thermal – Export
Greenside
Thermal – Export
Greenside – MRD
Thermal – Export
Isibonelo
Kleinkopje +
Kleinkopje – MRD +
Landau +
Synfuel
Thermal – Export
Thermal – Export
Thermal – Export
Mafube
Zibulo
Thermal – Domestic
Thermal – Export
Thermal – Export
Thermal – Domestic
NICKEL OPERATIONS
(See page 35 in R&R Report for details)
Barro Alto
Saprolite
Niquelândia
Saprolite
SAMANCOR MANGANESE OPERATIONS
(See page 36 in R&R Report for details)
GEMCO(7)
ROM
Sands
Mamatwan
Wessels
Ownership
%
77.9
Mining
Method
OC
Reserve Life(2)
(years)
20
70.0
51.0
100
88.0
UG
OC
UG
UG
3
13
29
10
Ownership
%
33.3
Ownership
%
100
Mining
Method
OC
Mining
Method
UG
Reserve Life(2)
(years)
15
Reserve Life(2)
(years)
7
100
100
100
100
50.0
n/a
UG
n/a
OC
OC
n/a
OC
OC
73.0 UG&OC
1
9
1
8
9
2
8
12
15
Ownership
%
100
Mining
Method
OP
100
OP
Reserve Life(2)
(years)
21
15
Ownership
%
40.0
Mining
Method
OP
Reserve Life(2)
(years)
7
29.6
29.6
OP
UG
16
57
Proved + Probable
Saleable Tonnes(6)
(Mt)
34.6
50.9
10.2
15.7
57.5
53.2
103.9
74.2
Saleable Quality
5.5 CSN
6,850 kcal/kg
5,990 kcal/kg
8.5 CSN
7.0 CSN
6,510 kcal/kg
8.5 CSN
8.0 CSN
Saleable Tonnes(6)
(Mt)
375.8
Saleable Quality
6,080 kcal/kg
Saleable Tonnes(6)
(Mt)
22.3
0.5
27.2
0.4
39.8
18.6
1.9
22.5
1.9
40.4
49.5
8.6
ROM Tonnes
(Mt)
52.0
8.3
ROM Tonnes
(Mt)
60
6.8
51
78
Saleable Quality
5,920 kcal/kg
5,070 kcal/kg
5,870 kcal/kg
5,590 kcal/kg
4,640 kcal/kg
6,250 kcal/kg
5,140 kcal/kg
5,860 kcal/kg
4,250 kcal/kg
5,690 kcal/kg
5,980 kcal/kg
4,940 kcal/kg
Grade
(%Ni)
1.31
1.26
Grade
(%Mn)
44.0
40.0
36.7
42.4
Contained Nickel
(kt)
682
105
Operations = Mines in steady-state or projects in ramp-up phase. MRD = Mineral Residue Deposit. Mining method: OP = Open Pit, UG = Underground, OC = Open Cast/Cut.
* Capcoal comprises opencast operations at Lake Lindsay and Oak Park, with an underground longwall operation at Grasstree.
+ Kleinkopje and Landau operate under an integrated management structure, forming Khwezela Colliery.
(1) Estimated Ore Reserves are the sum of Proved and Probable Ore Reserves (on an exclusive basis, i.e. Mineral Resources are reported as additional to
Ore Reserves unless otherwise stated). Please refer to the detailed Ore Reserve estimates tables in the AA plc R&R Report for the individual Proved and
Probable Reserve estimates. The Ore Reserve estimates are reported in accordance with the Australasian Code for Reporting of Exploration Results, Mineral
Resources and Ore Reserves (The JORC Code, 2012) as a minimum standard. Ore Reserve estimates for operations in South Africa are reported in accordance
with The South African Code for the Reporting of Exploration Results, Mineral Resources and Mineral Reserves (The SAMREC Code, 2016). The figures reported
represent 100% of the Ore Reserves. Anglo American plc ownership is stated separately. Rounding of figures may cause computational discrepancies.
(2) Reserve Life = The scheduled extraction period in years for the total Ore Reserves in the approved Life of Mine Plan.
LOM = Life of Mine (years) is based on scheduled Probable Reserves including some Inferred Resources considered for Life of Mine planning.
(3) DBCi = De Beers Canada, DBCM = De Beers Consolidated Mines, Debswana = Debswana Diamond Company, Namdeb = Namdeb Holdings.
Reported Diamond Reserves are based on a Bottom Cut-off (BCO) which refers to the bottom screen size aperture and varies between 1.00mm and 3.00mm
(nominal square mesh). Specific BCO’s applied to derive estimates are included in the detailed Diamond Reserve tables in the AA plc R&R Report.
(4) Details of the individual Anglo American Platinum Limited managed and Non-Managed operations appear in the AA plc R&R Report.
Ownership percentage for Non-Managed is weighted by Contained Metal (4E Moz) contributions from each operation.
(5) Iron Ore Brazil Saleable Product tonnes are reported on a wet basis (average moisture content is 9.2 wt% of the wet mass) with grade stated on a dry basis.
(6) Total Saleable Tonnes represents the product tonnes quoted as metric tonnes on a Product moisture basis. The coal quality for Coal Reserves is quoted as either
kilocalories per kilogram (kcal/kg) or Crucible Swell Number (CSN). Kilocalories per kilogram represent Calorific Value (CV) on a Gross As Received (GAR)
basis. CV is rounded to the nearest 10 kcal/kg and CSN to the nearest 0.5 index.
Metallurgical – Coking: High-, medium- or low-volatile semi-soft, soft or hard coking coal primarily for blending and use in the steel industry.
Metallurgical – Other: Semi-soft, soft, hard, semi-hard or anthracite coal, other than Coking Coal, such as pulverized coal injection (PCI) or other general
metallurgical coal for the export or domestic market with a wider range of properties than Coking Coal.
Thermal – Export: Low- to high-volatile thermal coal primarily for export in the use of power generation; quality measured by calorific value (CV).
Thermal – Domestic: Low- to high-volatile thermal coal primarily for domestic consumption for power generation.
Synfuel: Coal specifically for the domestic production of synthetic fuel and chemicals.
Peace River Coal (Trend and Roman Mountain) is now considered a project and no longer included in the summary of operations.
(7) GEMCO Manganese grades are reported as per washed ore samples and should be read together with their respective mass yields, ROM: 59%, Sands: 22%.
Anglo American plc Integrated Annual Report 2018
203
ORE RESERVES AND MINERAL RESOURCESOre Reserves and Mineral Resources
ESTIMATED MINERAL RESOURCES(1)
as at 31 December 2018
Detailed Measured, Indicated and Inferred estimates appear on the referenced pages in the Ore Reserves and Mineral Resources Report 2018.
Measured + Indicated
Total Inferred(2)
DIAMOND(3) OPERATIONS – DBCi
(See page 10 in R&R Report for details)
Gahcho Kué
Kimberlite
Victor
Kimberlite
DIAMOND(3) OPERATIONS – DBCM
(See page 11 in R&R Report for details)
Venetia (OP)
Kimberlite
Venetia (UG)
Voorspoed
Kimberlite
Kimberlite
DIAMOND(3) OPERATIONS – Debswana
(See pages 12 & 13 in R&R Report for details)
Damtshaa
Kimberlite
Jwaneng
Letlhakane
Orapa
Kimberlite
TMR & ORT
TMR & ORT
Kimberlite
Ownership
%
43.4
Mining
Method
OP
85.0
OP
Ownership
%
62.9
Mining
Method
OP
62.9
UG
OP
Ownership
%
42.5
Mining
Method
OP
42.5
42.5
42.5
OP
n/a
n/a
OP
DIAMOND(3) OPERATIONS – Namdeb
(See pages 14 & 15 in R&R Report for details)
Douglas Bay
Aeolian and Deflation
Ownership
%
42.5
Mining
Method
OC
Elizabeth Bay
Mining Area 1
Orange River
Aeolian, Marine and Deflation
Beaches
Fluvial Placers
42.5
42.5
42.5
42.5
42.5
OC
OC
OC
MM
MM
Carats
(Mct)
2.5
0.1
Carats
(Mct)
–
–
0.5
Carats
(Mct)
0.9
57.8
–
1.3
297.0
Carats
(kct)
160
148
344
170
Carats
(kct)
11,171
1,192
Atlantic 1
Midwater
Marine Placers
Marine
COPPER OPERATIONS
(See page 17 in R&R Report for details)
Collahuasi
Oxide and Mixed
Ownership
%
44.0
Mining
Method
OP
Contained Copper
(kt)
469
El Soldado
Los Bronces
Sulphide (direct feed)
Low Grade Sulphide (in situ + stockpile)
Sulphide
Sulphide – Flotation
Sulphide – Dump Leach
50.1
50.1
OP
OP
8,469
5,539
726
10,340
–
PLATINUM(4) OPERATIONS
(See page 23 & 24 in R&R Report for details)
Amandelbult Complex MR & UG2 Reefs + Tailings
Ownership
%
78.0
Mining
Method
UG
Contained Metal
(4E Moz)
57.6
Mogalakwena
Twickenham
Unki
Platreef
MR & UG2 Reefs
Main Sulphide Zone
Non-Managed
MR & UG2 Reefs
78.0
78.0
78.0
36.5
KUMBA IRON ORE OPERATIONS
(See page 26 in R&R Report for details)
Kolomela
Sishen
Hematite (in situ + stockpile)
Hematite (in situ + stockpile)
IRON ORE BRAZIL OPERATIONS
(See page 27 in R&R Report for details)
Serra do Sapo
Friable Itabirite and Hematite
Itabirite
Ownership
%
53.2
53.2
OP
Ownership
%
100
Mining
Method
OP
110.8
60.7
16.8
154.0
OP
UG
UG
UG
Mining
Method
OP
Tonnes
(Mt)
1.8
0.5
Tonnes
(Mt)
–
–
1.9
Tonnes
(Mt)
3.7
70.4
–
0.0
292.0
Tonnes
(kt)
2,269
2,165
38,043
40,527
Area
k (m2)
143,701
7,396
Tonnes
(Mt)
67.3
892.6
1,237.0
127.7
2,363.5
–
Tonnes
(Mt)
363.4
1,607.8
335.7
122.4
872.3
Tonnes
(Mt)
132.5
438.9
Tonnes(5)
(Mt)
289.6
1,285.5
Grade
(cpht)
140.5
24.1
Grade
(cpht)
–
–
26.9
Grade
(cpht)
22.9
82.1
–
5,320.0
101.7
Grade
(cpht)
7.05
6.84
0.90
0.42
Grade
(cpm2)
0.08
0.16
Grade
(%TCu)
0.70
0.95
0.45
0.57
0.44
–
Carats
(Mct)
17.0
0.1
Carats
(Mct)
1.3
59.6
3.5
Carats
(Mct)
4.6
62.3
23.6
14.1
66.2
Carats
(kct)
1
2,151
3,070
160
Carats
(kct)
Tonnes
(Mt)
12.1
0.4
Tonnes
(Mt)
5.6
69.9
18.5
Tonnes
(Mt)
18.8
72.7
32.0
54.8
77.6
Tonnes
(kt)
127
28,469
192,213
53,010
Area
k (m2)
74,620
1,071,431
1,031
11,334
Contained Copper
(kt)
253
30,055
7,309
27
Tonnes
(Mt)
45.2
3,404.0
1,602.7
7.0
5,858
1,285.4
13
Grade
(4E g/t)
4.93
Contained Metal
(4E Moz)
23.2
58.1
56.0
6.4
109.9
2.14
5.62
4.26
5.49
Grade
(%Fe)
62.2
54.2
Grade(5)
(%Fe)
31.2
30.3
5.3
Tonnes
(Mt)
115.4
826.6
313.9
47.4
656.8
Tonnes
(Mt)
39.1
31.4
Tonnes(5)
(Mt)
87.6
611.5
Grade
(cpht)
140.0
28.7
Grade
(cpht)
24.0
85.3
19.0
Grade
(cpht)
24.6
85.7
73.8
25.8
85.3
Grade
(cpht)
0.79
7.56
1.60
0.30
Grade
(cpm2)
0.07
0.09
Grade
(%TCu)
0.56
0.88
0.46
0.39
0.46
0.25
Grade
(4E g/t)
6.25
2.19
5.55
4.23
5.20
Grade
(%Fe)
62.8
51.4
Grade(5)
(%Fe)
37.1
31.1
Operations = Mines in steady-state or projects in ramp-up phase. TMR = Tailings Mineral Resource. ORT = Old Recovery Tailings.
Mining method: OP = Open Pit, UG = Underground, OC = Open Cast/Cut, MM = Marine Mining.
Mct = Million carats. Mt = Million tonnes. kct = thousand carats. kt = thousand tonnes. k (m²) = thousand square metres.
Diamond Grade is quoted as carats per hundred metric tonnes (cpht) or as carats per square metre (cpm²)
Estimates of 0.0 represent numbers less than 0.05.
TCu = Total Copper. 4E is the sum of Platinum, Palladium, Rhodium and Gold.
Moz = Million troy ounces. g/t = grams per tonne.
MR = Merensky Reef.
Non-Managed = Bafokeng-Rasimone, Bokoni, Kroondal, Marikana, Modikwa, Mototolo mines and Siphumelele 3 shaft.
204
Anglo American plc Integrated Annual Report 2018
ORE RESERVES AND MINERAL RESOURCES
Measured + Indicated
Total Inferred(2)
Estimated Mineral Resources continued
COAL OPERATIONS – Australia
(See page 30 in R&R Report for details)
Capcoal (OC) *
Capcoal (UG) *
Dawson
Grosvenor
Moranbah North
COAL OPERATIONS – Colombia
(See pages 30 in R&R Report for details)
Cerrejón
COAL OPERATIONS – South Africa
(See pages 31 & 32 in R&R Report for details)
Goedehoop
Greenside
Greenside – MRD
Isibonelo
Kleinkopje +
Kleinkopje – MRD +
Landau +
Landau – MRD +
Mafube
Zibulo
NICKEL OPERATIONS
(See page 35 in R&R Report for details)
Barro Alto
Saprolite
Ferruginous Laterite
Ownership
%
77.9
Mining
Method
OC
70.0
51.0
100
88.0
UG
OC
UG
UG
Ownership
%
33.3
Ownership
%
100
Mining
Method
OC
Mining
Method
UG
100
100
100
100
50.0
UG
n/a
UG
OC
n/a
OC
n/a
OC
73.0 UG&OC
Ownership
%
100
Mining
Method
OP
Contained Nickel
(kt)
89
49
21
Niquelândia
Saprolite
100
OP
SAMANCOR MANGANESE OPERATIONS
(See page 36 in R&R Report for details)
GEMCO(7)(8)
ROM
Ownership
%
40.0
Mining
Method
OP
Sands
Mamatwan(7)
Wessels(7)
29.6
29.6
OP
UG
MTIS(6)
(Mt)
144.8
Coal Quality
(kcal/kg)
6,940
81.1
663.3
214.5
82.9
6,810
6,700
6,370
6,630
MTIS(6)
(Mt)
3,886.9
Coal Quality
(kcal/kg)
6,570
MTIS(6)
(Mt)
210.6
Coal Quality
(kcal/kg)
5,360
22.8
8.8
23.6
2.1
9.7
50.1
22.4
73.0
326.0
Tonnes
(Mt)
8.0
4.0
1.6
Tonnes
(Mt)
128
9.4
78
136
5,720
3,860
5,250
6,250
2,700
5,020
2,580
5,070
4,920
Grade
(%Ni)
1.11
1.21
1.27
Grade
(%Mn)
44.3
20.8
35.0
42.5
Contained Nickel
(kt)
222
64
–
MTIS(6)
(Mt)
175.7
Coal Quality
(kcal/kg)
6,810
5.6
351.2
44.5
4.4
6,550
6,680
6,360
6,420
MTIS(6)
(Mt)
672.0
Coal Quality
(kcal/kg)
6,430
MTIS(6)
(Mt)
6.0
Coal Quality
(kcal/kg)
4,750
0.2
–
–
3.1
–
5.9
–
–
248.9
Tonnes
(Mt)
17.5
5.3
–
Tonnes
(Mt)
27
2.3
0.5
7.6
5,950
–
–
5,740
–
6,320
–
–
4,760
Grade
(%Ni)
1.27
1.21
–
Grade
(%Mn)
40.5
20.0
37.5
44.1
Operations = Mines in steady-state or projects in ramp-up phase. MRD = Mineral Residue Deposit. Mining method: OP = Open Pit, UG = Underground, OC = Open Cast/Cut.
* Capcoal comprises opencast operations at Lake Lindsay and Oak Park, with an underground longwall operation at Grasstree.
+ Kleinkopje and Landau operate under an integrated management structure, forming Khwezela Colliery.
(1) Estimated Mineral Resources are presented on an exclusive basis, i.e. Mineral Resources are reported as additional to Ore Reserves unless otherwise stated.
Please refer to the detailed Mineral Resource estimates tables in the AA plc R&R Report for the detailed Measured, Indicated and Inferred Resource estimates.
The Mineral Resource estimates are reported in accordance with the Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore
Reserves (The JORC Code, 2012) as a minimum standard. The Mineral Resource estimates for operations in South Africa are reported in accordance with The
South African Code for the Reporting of Exploration Results, Mineral Resources and Mineral Reserves (The SAMREC Code, 2016). The figures reported
represent 100% of the Mineral Resources. Anglo American plc ownership is stated separately. Rounding of figures may cause computational discrepancies.
(2) Total Inferred is the sum of ‘Inferred (in LOM Plan)’, the Inferred Resources within the scheduled Life of Mine Plan (LOM Plan) and ‘Inferred (ex. LOM Plan)’, the
portion of Inferred Resources with reasonable prospects for eventual economic extraction not considered in the Life of Mine Plan (LOM Plan) as relevant.
Due to the uncertainty that may be attached to some Inferred Resources, it cannot be assumed that all or part of an Inferred Resource will necessarily be
upgraded to an Indicated or Measured Resource after continued exploration.
(3) DBCi = De Beers Canada, DBCM = De Beers Consolidated Mines, Debswana = Debswana Diamond Company, Namdeb = Namdeb Holdings.
Estimated Diamond Resources are presented on an exclusive basis, i.e. Diamond Resources are quoted as additional to Diamond Reserves.
Reported Diamond Resources are based on a Bottom Cut-off (BCO) which refers to the bottom screen size aperture and varies between 1.00mm and 3.00mm
(nominal square mesh). Specific BCO’s applied to derive estimates are included in the detailed Diamond Resource tables in the AA plc R&R Report.
(4) Details of the individual Anglo American Platinum Limited managed and Non-Managed operations appear in the AA plc R&R Report.
Ownership percentage for Non-Managed is weighted by Contained Metal (4E Moz) contributions from each operation.
Merensky Reef, UG2 Reef and Main Sulphide Zone Mineral Resources are estimated over a ‘Resource Cut’ which takes cognisance of the mining method,
potential economic viability and geotechnical aspects in the hangingwall or footwall of the reef.
(5) Iron Ore Brazil Mineral Resource tonnes and grade are reported on a dry basis.
(6) Coal Resources are quoted on a Mineable Tonnes In Situ (MTIS) basis in million tonnes, which are in addition to those Coal Resources that have been modified
to produce the reported Coal Reserves. Coal Resources are reported on an in situ moisture basis. The coal quality for Coal Resources is quoted on an in situ heat
content as kilocalories per kilogram (kcal/kg), representing Calorific Value (CV) on a Gross As Received (GAR) basis. CV is rounded to the nearest 10 kcal/kg
(7) Manganese Mineral Resources are quoted on an inclusive basis and must not be added to the Ore Reserves.
(8) GEMCO ROM Mineral Resource tonnes are stated as in situ, manganese grades are given as per washed ore samples and should be read together with their
respective mass yields, ROM: 48%.
Anglo American plc Integrated Annual Report 2018
205
ORE RESERVES AND MINERAL RESOURCESOre Reserves and Mineral Resources
OTHER INFORMATION
GLOSSARY OF TERMS
Ore Reserves
An ‘Ore Reserve’ is the economically mineable part of a Measured and/or
Indicated Mineral Resource. It includes diluting materials and allowances
for losses, which may occur when the material is mined or extracted and is
defined by studies at Pre-Feasibility or Feasibility level as appropriate that
include application of Modifying Factors. Such studies demonstrate that,
at the time of reporting, extraction could reasonably be justified. ‘Modifying
Factors’ are (realistically assumed) considerations used to convert Mineral
Resources to Ore Reserves. These include, but are not restricted to, mining,
processing, metallurgical, infrastructure, economic, marketing, legal,
environmental, social and governmental factors. Ore Reserves are sub-
divided in order of increasing confidence into Probable Ore Reserves and
Proved Ore Reserves.
A ‘Proved Ore Reserve’ is the economically mineable part of a Measured
Mineral Resource. A Proved Ore Reserve implies a high degree of confidence
in the Modifying Factors.
A ‘Probable Ore Reserve’ is the economically mineable part of an Indicated,
and in some circumstances, a Measured Mineral Resource. The confidence in
the Modifying Factors applying to a Probable Ore Reserve is lower than that
applying to a Proved Ore Reserve. A Probable Ore Reserve has a lower level
of confidence than a Proved Ore Reserve but is of sufficient quality to serve
as the basis for a decision on the development of the deposit.
Mineral Resources
A ‘Mineral Resource’ is a concentration or occurrence of solid material of
economic interest in or on the Earth’s crust in such form, grade (or quality),
and quantity that there are reasonable prospects for eventual economic
extraction. The location, quantity, grade (or quality), continuity and other
geological characteristics of a Mineral Resource are known, estimated or
interpreted from specific geological evidence and knowledge, including
sampling. Mineral Resources are sub-divided, in order of increasing
geological confidence, into Inferred, Indicated and Measured categories.
A ‘Measured Mineral Resource’ is that part of a Mineral Resource for which
quantity, grade (or quality), densities, shape, and physical characteristics are
estimated with confidence sufficient to allow the application of Modifying
Factors to support detailed mine planning and final evaluation of the
economic viability of the deposit. Geological evidence is derived from
detailed and reliable exploration, sampling and testing gathered through
appropriate techniques from locations such as outcrops, trenches, pits,
workings and drill holes, and is sufficient to confirm geological and grade
(or quality) continuity between points of observation where data and samples
are gathered.
A Measured Mineral Resource has a higher level of confidence than that
applying to either an Indicated Mineral Resource or an Inferred Mineral
Resource. It may be converted to a Proved Ore Reserve or under certain
circumstances to a Probable Ore Reserve.
An ‘Indicated Mineral Resource’ is that part of a Mineral Resource for which
quantity, grade (or quality), densities, shape and physical characteristics are
estimated with sufficient confidence to allow the application of Modifying
Factors in sufficient detail to support mine planning and evaluation of the
economic viability of the deposit. Geological evidence is derived from
adequately detailed and reliable exploration, sampling and testing gathered
through appropriate techniques from locations such as outcrops, trenches,
pits, workings and drill holes, and is sufficient to assume geological and grade
(or quality) continuity between points of observation where data and samples
are gathered.
An Indicated Mineral Resource has a lower level of confidence than that
applying to a Measured Mineral Resource and may only be converted to
a Probable Ore Reserve.
An ‘Inferred Mineral Resource’ is that part of a Mineral Resource for which
quantity and grade (or quality) are estimated on the basis of limited geological
evidence and sampling. Geological evidence is sufficient to imply but not
verify geological and grade (or quality) continuity. It is based on exploration,
sampling and testing information gathered through appropriate techniques
from locations such as outcrops, trenches, pits, workings and drill holes.
An Inferred Mineral Resource has a lower level of confidence than that
applying to an Indicated Mineral Resource and must not be converted to
an Ore Reserve. It is reasonably expected that the majority of Inferred
Mineral Resources could be upgraded to Indicated Mineral Resources with
continued exploration.
Life of Mine Plan (LOM Plan)
A design and costing study of an existing operation in which appropriate
assessments have been made of realistically assumed geological, mining,
processing, metallurgical, infrastructure, economic, marketing, legal,
environmental, social, governmental, engineering, operational and all other
Modifying Factors, which are considered in sufficient detail to demonstrate
at the time of reporting that extraction is reasonably justified.
Reserve Life
The scheduled extraction period in years for the total Ore Reserves in the
approved LOM Plan.
Inferred (in LOM Plan)
Inferred Resources within the scheduled LOM Plan.
Inferred (ex. LOM Plan)
The portion of Inferred Resources with reasonable prospects for eventual
economic extraction not considered in the LOM Plan.
Fatal-injury frequency rate (FIFR)(1)
FIFR is the number of employee or contractor fatal injuries due to all causes
per 1,000,000 hours worked.
Lost time injury frequency rate (LTIFR)(1)
LTIFR is the number of lost time injuries (LTIs) for both employees and
contractors per 1,000,000 hours worked. An LTI is a work related injury
resulting in the person being unable to attend work or perform the routine
functions of his/her job, on the next calendar day after the day of the injury,
whether a scheduled workday or not. Restricted work cases are therefore
counted as LTIs.
Total recordable case frequency rate (TRCFR)(1)
TRCFR is the number of fatal injuries, lost time injuries and medical treatment
cases for both employees and contractors per 1,000,000 hours worked.
New cases of occupational disease (NCOD)(1)
NCOD is the sum of occupational diseases due to asbestosis, noise-induced
hearing loss, silicosis, coal-workers’ pneumoconiosis, chronic obstructive
airways disease, occupational tuberculosis, occupational asthma, hand/arm
vibration syndrome, musculoskeletal disorders, dermatitis, occupational
cancers and other occupational diseases.
Total energy consumed(1)
Total amount of energy consumed is the sum of total energy from electricity
purchased, total energy from fossil fuels and total energy from renewable
fuels and is measured in million gigajoules (GJ).
Total water withdrawals(1)
Total water withdrawals by source, reported in line with International Council
on Metals and Mining (ICMM) guidance, includes: surface water;
groundwater; seawater; third-party potable water; and third-party non-
potable water, and is measured in million m3.
206
Anglo American plc Integrated Annual Report 2018
OTHER INFORMATION GLOSSARY OF TERMS
Greenhouse gases (GHGs)(1)
The Intergovernmental Panel on Climate Change 2006 report (as updated in
2011) factors are applied as defaults for all carbon dioxide-equivalent (CO2e)
and energy calculations. Where emission factors are available for specific
countries or sub-regions from government and regulatory authorities, these
are applied. Australian operations apply conversion factors required by the
government for regulatory reporting and operations in Brazil apply local
factors for biomass and biofuel. Factors for CO2e from electricity are based
on local grid factors.
Based on a self-assessment, Anglo American believes it reports in
accordance with the WRI/WBCSD GHG Protocol, as issued prior to the 2015
revision on Scope 2 emissions reporting. In line with the GHG Protocol’s
‘management control’ boundary, 100% of the direct and indirect emissions
for managed operations are accounted for while zero emissions for joint
ventures and other investments are included in the reporting scope.
Level 3, 4 and 5 environmental incidents(1)
Environmental incidents are unplanned or unwanted events resulting from
our operations that adversely impact the environment or contravene local
regulations/permit conditions. They are classified from minor (Level 1) to
significant (Level 5) depending on the duration and extent of impact, as well
as the sensitivity and/or biodiversity value of the receiving environment. Level
3-5 incidents are those which we consider to have prolonged impacts on the
local environments, lasting in excess of one month and affecting areas
greater than several hundred metres on site, or extending beyond the
boundaries of our immediate operations.
Total amount spent on corporate social investment (CSI)
Categories for corporate social investment expenditure include charitable
donations, community investment and commercial initiatives. CSI is reported
in US dollars and converted from the currency of the operations at the average
foreign exchange rate applied by Anglo American for financial reporting purposes.
Charitable donations include cash donations, contributions in kind, employees’
working hours spent on charity projects during work hours, and the cost of
initiatives designed to inform communities about community-benefit
initiatives (e.g. the production of reports that are issued to communities for
the purpose of reporting progress). Not included is expenditure that is
necessary for the development of an operation (e.g. resettlement of families)
or receiving a licence. Training expenditure for individuals who will be
employed by the company following completion of training is not included.
Community investment includes the funding of community partnerships
which address social issues, the 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
principally 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 the making of donations for political purposes to any politician,
political party or related organisation, an official of a political party or
candidate for political office in any circumstances either directly or through
third parties.
Jobs created/sustained through enterprise development
initiatives in Chile
In Chile, Anglo American supports jobs through training and mentoring
programmes. On an annual basis, we report the number of entrepreneurs
who have been provided support through our local partner, TechnoServe.
The associated programmes are engaged in ongoing monitoring and data
is reported at the end of the reporting period.
Businesses supported through enterprise development initiatives
in South Africa
Anglo American supports a range of entrepreneurs and small and medium
enterprises in South Africa through the issuance of micro-finance loans.
Businesses supported are enterprises for which funding has been approved
and made available by the Zimele investment committee in the reporting year.
Local procurement measurement
Launched in 2010, our Local Procurement Policy provides a framework for
supporting development outcomes through targeted procurement initiatives.
Local procurement strategies articulate the value to Anglo American and
local communities.
The measurement of local procurement varies between operations, and is
informed by a combination of development outcomes and legal requirements.
Local procurement occurs on multiple levels, and often as a combination of
factors, including procurement from host, indigenous and previously
disadvantaged communities.
• Host communities: includes suppliers who have their main place of
business in the direct vicinity of the operation.
• Indigenous communities: includes First Nation-owned companies,
(De Beers Canada), Aboriginal owned supplier businesses (Australia)
who meet commercial terms, as well as providing local employment and
training opportunities.
• Previously disadvantaged and marginalised groups: includes targeted
preferential procurement expenditure from identified beneficiary groups
e.g. Black Economic Empowerment (BEE) owned businesses (South Africa).
In most instances, our local procurement initiatives also take into account
communities that may be affected by our operations. Through our Socio-
Economic Assessment Toolbox (SEAT) process, we identify communities
located in our ‘Zone of influence’ – this may include, but is not limited to,
instances where there is potential for social, physical or environmental impact
e.g. power transmission corridors, pipelines, access roads, etc.
(1) Data relates to subsidiaries and joint operations over which Anglo American has management
control. In 2018, data excludes results from De Beers’ joint operations in Namibia and
Botswana. Prior years’ data includes results from De Beers’ joint operations in Namibia and
Botswana. See page 84 of the Anglo American plc Sustainability Report 2018 for the full list of
entities within the reporting scope.
Anglo American plc Integrated Annual Report 2018
207
Other information
OTHER INFORMATION
ALTERNATIVE PERFORMANCE MEASURES
Introduction
When assessing and discussing the Group’s reported financial performance,
financial position and cash flows, management makes reference to
Alternative Performance Measures (APMs) of historical or future financial
performance, financial position or cash flows that are not defined or specified
under International Financial Reporting Standards (IFRS).
The APMs used by the Group fall into two categories:
• Financial APMs: These financial measures are usually derived from the
financial statements, prepared in accordance with IFRS. Certain financial
measures cannot be directly derived from the financial statements as they
contain additional information, such as financial information from earlier
periods or profit estimates or projections. The accounting policies applied
when calculating APMs are, where relevant and unless otherwise stated,
substantially the same as those disclosed in the Group’s Consolidated
financial statements for the year ended 31 December 2017 with the
exception of the new accounting pronouncements disclosed in note 38.
• Non-financial APMs: These measures incorporate certain non-financial
information that management believes is useful when assessing the
performance of the Group.
APMs are not uniformly defined by all companies, including those in the
Group’s industry. Accordingly, the APMs used by the Group may not be
comparable with similarly titled measures and disclosures made by other
companies.
APMs should be considered in addition to, and not as a substitute for or as
superior to, measures of financial performance, financial position or cash
flows reported in accordance with IFRS.
Purpose
The Group uses APMs to improve the comparability of information between
reporting periods and business units, either by adjusting for uncontrollable
factors or special items which impact upon IFRS measures or, by aggregating
measures, to aid the user of the Annual Report in understanding the activity
taking place across the Group’s portfolio.
Their use is driven by characteristics particularly visible in the mining sector:
1. Earnings volatility: The Group mines and markets commodities and
precious metals and minerals. The sector is characterised by significant
volatility in earnings driven by movements in macroeconomic factors,
primarily price and foreign exchange. This volatility is outside the control of
management and can mask underlying changes in performance. As such,
when comparing year-on-year performance, management excludes
certain items (such as those classed as ‘special items’) to aid comparability
and then quantifies and isolates uncontrollable factors in order to improve
understanding of the controllable portion of variances.
2. Nature of investment: Investments in the sector typically occur over
several years and are large, requiring significant funding before generating
cash. These investments are often made with partners and the nature of
the Group’s ownership interest affects how the financial results of these
operations are reflected in the Group’s results e.g. whether full
consolidation (subsidiaries), consolidation of the Group’s attributable
assets and liabilities (joint operations) or equity accounted (associates and
joint ventures). Attributable metrics are therefore presented to help
demonstrate the financial performance and returns available to the Group,
for investment and financing activities, excluding the effect of different
accounting treatments for different ownership interests.
3. Portfolio complexity: The Group operates in a number of different, but
complementary commodities, precious metals and minerals. The cost,
value of and return from each saleable unit (e.g. tonne, pound, carat,
ounce) can differ materially between each business. This makes
understanding both the overall portfolio performance, and the relative
performance of its constituent parts on a like-for-like basis, more
challenging. The Group therefore uses composite APMs to provide
a consistent metric to assess performance at the portfolio level.
Consequently, APMs are used by the Board and management for planning
and reporting. A subset is also used by management in setting director and
management remuneration. The measures are also used in discussions with
the investment analyst community and credit rating agencies.
Financial APMs
Closest equivalent
IFRS measure
Group APM
Income statement
Group revenue Revenue
Profit/(loss) before
net finance income/
(costs) and tax
Profit/(loss) before
net finance income/
(costs) and tax
Profit/(loss) for the
financial year
attributable to equity
shareholders of the
Company
Underlying
EBIT
Underlying
EBITDA
Underlying
earnings
Underlying
effective tax
rate
Underlying
earnings
per share
Balance sheet
Net debt
Attributable
ROCE
Adjustments to reconcile to primary statements
Rationale for adjustments
• Revenue from associates and joint ventures
• Exclude the effect of different basis of consolidation to aid
comparability
• Operating and non-operating special items
• Exclude the impact of certain items due to their size and nature
and remeasurements
to aid comparability
• Underlying EBIT from associates and joint
• Exclude the effect of different basis of consolidation to aid
ventures
comparability
• Operating and non-operating special items
• Exclude the impact of certain items due to their size and nature
and remeasurements
to aid comparability
• Depreciation and amortisation
• Underlying EBITDA from associates and joint
ventures
• Exclude the effect of different basis of consolidation to aid
comparability
• Special items and remeasurements
• Exclude the impact of certain items due to their size and nature
to aid comparability
Income tax expense
• Tax related to special items and
• Exclude the impact of certain items due to their size and nature
remeasurements
to aid comparability
• The Group’s share of associates’ and joint
ventures’ profit before tax, before special
items and remeasurements, and tax expense,
before special items and remeasurements
• Exclude the effect of different basis of consolidation to
aid comparability
Earnings per share
• Special items and remeasurements
• Exclude the impact of certain items due to their size and nature
to aid comparability
Borrowings less cash
and related hedges
• Debit valuation adjustment
• Exclude the impact of accounting adjustments from the net
debt obligation of the Group
No direct equivalent
• Non-controlling interests’ share of capital
• Exclude the effect of different basis of consolidation to
employed and underlying EBIT
aid comparability
• Average of opening and closing attributable
capital employed
208
Anglo American plc Integrated Annual Report 2018
OTHER INFORMATION ALTERNATIVE PERFORMANCE MEASURES
Group APM
Cash flow
Capital
expenditure
(capex)
Closest equivalent
IFRS measure
Expenditure on
property, plant and
equipment
Attributable
free cash flow
Cash flows from
operations
Adjustments to reconcile to primary statements
Rationale for adjustments
• Cash flows from derivatives related to
• To reflect the net attributable cost of capital expenditure taking
capital expenditure
• Proceeds from disposal of property,
plant and equipment
• Direct funding for capital expenditure
from non-controlling interests
• Reimbursement of capital expenditure
• Capital expenditure
• Cash tax paid
• Dividends from associates, joint ventures
and financial asset investments
• Net interest paid
• Dividends to non-controlling interests
into account economic hedges
• To measure the amount of cash available to finance returns to
shareholders or growth after servicing debt, providing a return
to minority shareholders and meeting existing capex
commitments
Group revenue
Group revenue includes the Group’s attributable share of associates’ and
joint ventures’ revenue.
A reconciliation to ‘Revenue’, the closest equivalent IFRS measure to Group
revenue, is provided within note 2 to the Consolidated financial statements.
Underlying EBIT
Underlying EBIT is ‘Operating profit/(loss)’ presented before special items
and remeasurements(1) and includes the Group’s attributable share of
associates’ and joint ventures’ underlying EBIT. Underlying EBIT of
associates and joint ventures is the Group’s attributable share of associates’
and joint ventures’ revenue less operating costs before special items and
remeasurements(1) of associates and joint ventures.
A reconciliation to ‘Profit/(loss) before net finance income/(costs) and tax’,
the closest equivalent IFRS measure to underlying EBIT, is provided within
note 2 to the Consolidated financial statements.
Underlying EBITDA
Underlying EBITDA is underlying EBIT before depreciation and amortisation
and includes the Group’s attributable share of associates’ and joint ventures’
underlying EBIT before depreciation and amortisation.
A reconciliation to ‘Profit/(loss) before net finance income/(costs) and tax’,
the closest equivalent IFRS measure to underlying EBITDA, is provided
within note 2 to the Consolidated financial statements.
Underlying earnings
Underlying earnings is ‘Profit/(loss) for the financial year attributable to equity
shareholders of the Company’ before special items and remeasurements(1)
and is therefore presented after net finance costs, income tax expense and
non-controlling interests.
A reconciliation to ‘Profit/(loss) for the financial year attributable to equity
shareholders of the Company’, the closest equivalent IFRS measure to
underlying earnings, is provided within note 2 to the Consolidated financial
statements.
Underlying effective tax rate
The underlying effective tax rate equates to the income tax expense,
before special items and remeasurements(1) and including the Group’s
share of associates’ and joint ventures’ tax before special items and
remeasurements(1), divided by profit before tax before special items and
remeasurements(1) and including the Group’s share of associates’ and joint
ventures’ profit before tax before special items and remeasurements(1).
A reconciliation to ‘Income tax expense’, the closest equivalent IFRS measure
to underlying effective tax rate, is provided within note 5 to the Consolidated
financial statements.
Underlying earnings per share
Basic and diluted underlying earnings per share are calculated as underlying
earnings divided by the basic or diluted shares in issue. The calculation of
underlying earnings per share is disclosed within note 3 to the Consolidated
financial statements.
Net debt
Net debt is calculated as total borrowings less cash and cash equivalents
(including derivatives which provide an economic hedge of net debt, see
note 22, before taking into account the effect of debit valuation adjustments
explained in note 20). A reconciliation to the Consolidated balance sheet is
provided within note 20 to the Consolidated financial statements.
Capital expenditure (capex)
Capital expenditure is defined as cash expenditure on property, plant and
equipment, including related derivatives, and is presented net of proceeds from
disposal of property, plant and equipment and includes direct funding for capital
expenditure from non-controlling interests and reimbursement of capital
expenditure in order to match more closely the way in which it is managed. A
reconciliation to ‘Expenditure on property, plant and equipment’, the closest
equivalent IFRS measure to capital expenditure, is provided within note 12 to
the Consolidated financial statements.
Operating cash flows generated by operations that have not yet reached
commercial production are also included in capital expenditure. However,
capital expenditure is also periodically shown on an underlying basis i.e.
before inclusion of capitalised operating cash flows. Where this occurs, the
measure is footnoted as such.
Sustaining capital
Sustaining capital is calculated as capital expenditure excluding capitalised
operating cash flows and growth projects. Expenditure on growth projects in
2018 principally related to Quellaveco and the acquisition of Peregrine
Diamonds (2017: principally Quellaveco). The Group uses sustaining capital
as a measure to provide additional information to understand the capital
needed to sustain the current production base of existing assets.
(1) Special items and remeasurements are defined in note 8 to the Consolidated
financial statements.
Anglo American plc Integrated Annual Report 2018
209
Other information
OTHER INFORMATION ALTERNATIVE PERFORMANCE MEASURES
Attributable return on capital employed (ROCE)
ROCE is a ratio that measures the efficiency and profitability of a company’s
capital investments. Attributable ROCE displays how effectively assets are
generating profit on invested capital for the equity shareholders of the
Company. It is calculated as attributable underlying EBIT divided by average
attributable capital employed.
Attributable underlying EBIT excludes the underlying EBIT of non-controlling
interests.
Capital employed is defined as net assets excluding net debt and financial asset
investments. Attributable capital employed excludes capital employed of
non-controlling interests. Average attributable capital employed is calculated
by adding the opening and closing attributable capital employed for the
relevant period and dividing by two.
Attributable ROCE is also used as an incentive measure in executives’
remuneration and is predicated upon the achievement of ROCE targets in the
final year of a three year performance period. It is one of the performance
measures used in LTIP 17 and LTIP 18 and is proposed to be used in LTIP 19.
A reconciliation to ‘Profit/(loss) before net finance income/(costs) and tax’,
the closest equivalent IFRS measure to underlying EBIT, is provided within
note 2 to the Consolidated financial statements. A reconciliation to ‘Net
assets’, the closest equivalent IFRS measure to capital employed, is provided
within note 9 to the Consolidated financial statements. The table below
reconciles underlying EBIT and capital employed to attributable underlying
EBIT and average attributable capital employed by segment.
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Corporate and other
US$ million
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Corporate and other
US$ million
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Corporate and other
Attributable ROCE %
2018
8
22
15
3
67
28
n/a
19
2017
9
16
10
15
67
20
n/a
19
2018
Less:
Non-
controlling
interests’
share of
closing
capital
employed
(1,185)
(2,129)
(642)
(1,130)
(65)
–
–
Closing
attributable
capital
employed
7,164
Average
attributable
capital
employed
7,567
4,334
3,416
5,799
4,066
2,390
4,247
3,628
6,072
3,677
2,377
(51)
(146)
Less:
Non-
controlling
interests’
share of
underlying
EBIT
(104)
(303)
(176)
(568)
(60)
(11)
–
Underlying
EBIT
694
1,234
705
747
2,538
685
(226)
Attributable
underlying
EBIT
590
Opening
attributable
capital
employed
7,970
931
529
179
2,478
674
(226)
4,159
3,841
6,345
3,287
2,364
Closing
capital
employed
8,349
6,463
4,058
6,929
4,131
2,390
(241)
(51)
6,377
(1,222)
5,155
27,725
32,269
(5,151)
27,118
27,422
Less:
Non-
controlling
interests’
share of
underlying
EBIT
(140)
(236)
(121)
(573)
(37)
–
–
(1,107)
Underlying
EBIT
873
923
512
1,500
2,274
478
(313)
6,247
Attributable
underlying
EBIT
733
Opening
attributable
capital
employed
7,481
4,189
3,796
6,006
3,420
2,432
687
391
927
2,237
478
(313)
5,140
Closing
capital
employed
9,294
5,899
4,510
7,603
3,384
2,364
Less:
Non-
controlling
interests’
share of
closing
capital
employed
(1,324)
(1,740)
(669)
(1,258)
(97)
–
–
2017
Closing
attributable
capital
employed
7,970
Average
attributable
capital
employed
7,725
4,159
3,841
6,345
3,287
2,364
4,174
3,818
6,176
3,354
2,398
(241)
(288)
(335)
(241)
26,989
32,813
(5,088)
27,725
27,357
Attributable free cash flow
Attributable free cash flow is calculated as ‘Cash flows from operations’ plus
dividends received from associates, joint ventures and financial asset
investments, less capital expenditure, less tax cash payments excluding tax
payments relating to disposals, less net interest paid including interest on
derivatives hedging net debt, less dividends paid to non-controlling interests.
A reconciliation of ‘Cash flows from operations’, the closest equivalent IFRS
measure, is provided on page 52 of the Group Financial Review.
210
Anglo American plc Integrated Annual Report 2018
OTHER INFORMATION ALTERNATIVE PERFORMANCE MEASURES
Non-financial APMs
Some of our measures are not reconciled to IFRS either because they include non-financial information, because there is no meaningful IFRS comparison or
the purpose of the measure is not typically covered by IFRS.
Group APM
Copper equivalent production
Category
Portfolio complexity Communicate production/revenue generation movements in a single comparable measure
Purpose
removing the impact of price
Unit cost
Earnings volatility
Express cost of producing one unit of saleable product
Copper equivalent unit cost
Portfolio complexity Communicate the cost of production per unit in a single comparable measure for the portfolio
Productivity
Portfolio complexity Highlight efficiency in generating revenue per employee
Volume and cash cost improvements
Earnings volatility
Quantify year-on-year underlying EBITDA improvement removing the impact of major
uncontrollable factors
Copper equivalent production
Copper equivalent production, expressed as copper equivalent tonnes,
shows changes in underlying production volume. It is calculated by
expressing each commodity’s volume as revenue, subsequently converting
the revenue into copper equivalent units by dividing by the copper price
(per tonne). Long-term forecast prices (and foreign exchange rates where
appropriate) are used, in order that period-on-period comparisons exclude
any impact for movements in price.
When calculating copper equivalent production, all volumes relating to
domestic sales are excluded, as are sales from non-mining activities.
Volume from projects in pre-commercial production are included.
Unit cost
Unit cost is the direct cash cost including direct cash support costs incurred
in producing one unit of saleable production.
For bulk products (coal, iron ore), unit costs shown are FOB i.e. cost on board
at port. For base metals (copper, nickel), they are shown at C1 i.e. after
inclusion of by-product credits and logistics costs. For platinum and
diamonds, unit costs include all direct expensed cash costs incurred
i.e. excluding, amongst other things, market development activity, corporate
overhead etc. Platinum Group Metals unit costs exclude by-product credits.
Royalties are excluded from all unit cost calculations.
Copper equivalent unit cost
Copper equivalent unit cost is the cost incurred to produce one tonne of
copper equivalent. Only the cost incurred in mined output from subsidiaries
and joint operations is included, representing direct costs in the Consolidated
income statement controllable by the Group. Costs and volumes from
associates and joint ventures are excluded, as are those from operations that
are not yet in commercial production, that deliver domestic production, and
those associated with third party volume purchases of diamonds and
platinum concentrate.
When calculating copper equivalent unit cost, unit costs for each commodity
are multiplied by relevant production, combined and then divided by the total
copper equivalent production, to get a copper equivalent unit cost i.e. the
cost of mining one tonne of copper equivalent. The metric is in US dollars
and, where appropriate, long-term foreign exchange rates are used to
convert from local currency to US dollars.
Productivity
The Group’s productivity measure calculates the copper equivalent
production generated per employee. It is a measure that represents how
well headcount is driving revenue. It is calculated by dividing copper
equivalent production by the average direct headcount from consolidated
mining operations in a given year.
Volume and cash cost improvements
The Group uses an underlying EBITDA waterfall to understand its
year-on-year underlying EBITDA performance. The waterfall isolates
the impact of uncontrollable factors in order that the real year-on-year
improvement in performance can be seen by the user.
Three variables are normalised, in the results of subsidiaries and joint
operations, for:
• Price: The movement in price between comparative periods is removed
by multiplying current year sales volume by the movement in realised
price for each product group
• Foreign exchange: The year-on-year movement in exchange is removed
from the current year non-US dollar cost base i.e. costs are restated at prior
year foreign exchange rates. The non-US dollar cash cost base excludes
costs which are price linked (e.g. purchase of concentrate from third party
platinum providers, third party diamond purchases)
• Inflation: CPI is removed from cash costs, restating these costs at the
pricing level of the base year.
The remaining variances in the underlying EBITDA waterfall are in real
US dollar terms for the base year i.e. for a waterfall comparing 2018 with
2017, the sales volume and cash cost variances exclude the impact of price,
foreign exchange and CPI and are hence in real 2017 terms. This allows the
user of the waterfall to understand the underlying real movement in sales
volumes and cash costs on a consistent basis.
Anglo American plc Integrated Annual Report 2018
211
Other information
OTHER INFORMATION
PRODUCTION STATISTICS
The figures below include the entire output of consolidated entities and the Group’s attributable share of joint operations, associates and joint ventures where
applicable, except for De Beers’ joint operations which are quoted on a 100% basis.(1)
2018
2017
11,896
12,236
24,132
1,436
572
2,008
4,249
433
4,682
3,539
936
4,475
35,297
33.7
31.7
10
51,886,400
49,470,500
1.29
–
559,100
559,100
246,000
422,200
369,500
59,207,400
50,583,000
0.76
39,000
330,500
52,700
11,613,200
7,598,200
0.85
52,700
142,600
139,200
668,300
644,500
671,600
647,700
178,400
11,857
10,827
22,684
1,378
427
1,805
4,602
606
5,208
3,033
724
3,757
33,454
35.1
33.1
10
64,733,500
49,886,800
1.25
100
523,900
524,000
230,500
348,800
308,300
49,339,600
46,040,000
0.71
38,300
270,000
40,500
5,338,400
7,395,100
0.69
40,500
133,800
130,000
579,300
558,300
579,700
558,700
111,400
De Beers
Carats recovered (’000 carats) 100% basis (unless otherwise stated)
Jwaneng
Orapa(2)
Botswana (Debswana)
Debmarine Namibia
Namdeb (land operations)
Namibia (Namdeb Holdings)
Venetia
Voorspoed
South Africa (DBCM)
Gahcho Kué (51% basis)
Victor
Canada
Total carats recovered
Sales volumes
Total sales volume (100%) (Mct)(3)
Consolidated sales volume (Mct)(3)
Number of Sights (sales cycles)
Copper (tonnes) on a contained metal basis unless stated otherwise(4)
Collahuasi 100% basis (Anglo American share 44%)
Ore mined
Ore processed – Sulphide
Ore grade processed – Sulphide (% TCu)(5)
Production – Copper cathode
Production – Copper in concentrate
Total copper production for Collahuasi
Anglo American’s share of copper production for Collahuasi(6)
Anglo American Sur(7)
Los Bronces mine(7)
Ore mined
Ore processed – Sulphide
Ore grade processed – Sulphide (% TCu)(5)
Production – Copper cathode
Production – Copper in concentrate
El Soldado mine(7)
Ore mined
Ore processed – Sulphide
Ore grade processed – Sulphide (% TCu)(5)
Production – Copper in concentrate
Chagres Smelter(7)
Ore smelted
Production
Total copper production(8)
Total payable copper production
Total sales volumes
Total payable sales volumes
Third party sales(9)
See page 214 for footnotes.
212
Anglo American plc Integrated Annual Report 2018
OTHER INFORMATION PRODUCTION STATISTICS
Platinum
Produced platinum (’000 troy oz)
Own-mined
Mogalakwena
Amandelbult
Unki
Mototolo(10)
Joint operations(10)
Union and other
Purchase of concentrate
Joint operations(10)
Associates(11)
Third party purchase of concentrate
Palladium
Produced palladium (’000 troy oz)
Own-mined
Mogalakwena
Amandelbult
Unki
Mototolo(10)
Joint operations(10)
Union and other
Purchase of concentrate
Joint operations(10)
Associates(11)
Third party purchase of concentrate
Refined production
Platinum (’000 troy oz)
Palladium (’000 troy oz)
Rhodium (’000 troy oz)
Gold (’000 troy oz)
Nickel (tonnes)
Copper (tonnes)
4E Head grade (g/tonne milled)(12)
Platinum sales volumes – own-mined and purchase of concentrate(13)
Palladium sales volumes – own-mined and purchase of concentrate(13)
Iron Ore production by product (tonnes)
Kumba Iron Ore
Lump
Fines
Iron Ore production by mine (tonnes)
Sishen
Kolomela
Kumba sales volumes
Export iron ore
Domestic iron ore
Minas-Rio production
Pellet feed (wet basis)
Minas-Rio sales volumes
Export – pellet feed (wet basis)
Coal production by product (tonnes)
Metallurgical Coal(14)
Metallurgical – Export Coking
Metallurgical – Export PCI
Thermal – Export
South Africa
Thermal – Export(15)
Thermal – Domestic (Other)(16)
Thermal – Domestic (Eskom)(17)
Thermal – Domestic (Isibonelo)
Cerrejón
Thermal – Export
Total coal production
See page 214 for footnotes.
2018
2017
2,484.7
1,323.6
495.1
442.7
85.9
17.5
270.8
11.6
1,161.1
270.8
220.2
670.1
1,610.8
1,013.5
540.9
205.1
75.5
10.9
176.0
5.2
597.3
175.9
90.2
331.2
2,402.4
1,501.8
292.8
105.5
23,100
14,300
3.48
2,424.2
1,513.1
2,397.4
1,376.2
463.8
438.0
74.6
–
245.3
154.5
1,021.2
245.3
265.5
510.4
1,557.4
1,008.7
508.9
202.5
64.4
–
161.5
71.4
548.6
161.5
127.9
259.2
2,511.9
1,668.5
323.2
115.3
26,000
15,700
3.46
2,504.6
1,571.7
43,105,700
29,171,500
13,934,200
44,982,500
29,811,300
15,171,200
29,246,000
13,859,700
31,119,200
13,863,300
39,965,700
3,291,100
41,614,600
3,277,100
3,382,000
16,787,200
3,216,800
16,508,000
23,211,700
18,798,400
3,032,000
1,381,300
32,050,900
18,358,600
6,268,900
2,825,600
4,597,800
21,275,000
16,980,800
2,680,500
1,613,700
49,905,000
18,592,500
3,394,100
23,858,900
4,059,500
10,219,900
65,482,500
10,641,600
81,821,600
Anglo American plc Integrated Annual Report 2018
213
OTHER INFORMATION Other information
OTHER INFORMATION PRODUCTION STATISTICS
Coal production by mine (tonnes)
Metallurgical Coal(14)
Capcoal (incl. Grasstree)
Dawson
Grosvenor
Jellinbah
Moranbah North
South Africa
Goedehoop
Greenside
Zibulo
Khwezela
Mafube
Other(16)
New Vaal
New Denmark
Kriel
Isibonelo
Cerrejón
Carbones del Cerrejón
Total coal production
Coal sales volumes (tonnes)
Metallurgical Coal
Metallurgical – Export(18)
Thermal – Export
South Africa
Thermal – Export(15)
Thermal – Domestic (Other)(16)(19)
Thermal – Domestic (Eskom)(17)(19)
Thermal – Domestic (Isibonelo)
Third party sales
Cerrejón
Thermal – Export
Nickel and Manganese (tonnes) unless stated otherwise(20)
Barro Alto
Ore mined
Ore processed
Ore grade processed – %Ni
Production
Codemin
Ore mined
Ore processed
Ore grade processed – %Ni
Production
Total Nickel segment nickel production
Sales volumes
Samancor
Manganese ore(21)
Manganese alloys(21)(22)
Samancor sales volumes
Manganese ore
Manganese alloys
Total Manganese production(23)
Sales volumes(23)
2018
2017
23,211,700
5,926,800
3,379,500
3,763,500
3,379,900
6,762,000
32,050,900
5,441,600
4,451,700
6,376,800
5,532,100
1,144,600
1,680,700
1,560,500
560,200
704,900
4,597,800
10,219,900
10,219,900
65,482,500
21,275,000
6,768,700
3,782,200
2,067,200
3,255,600
5,401,300
49,905,000
4,652,600
3,830,400
6,234,800
5,707,700
1,561,100
–
15,109,000
3,361,000
5,388,900
4,059,500
10,641,600
10,641,600
81,821,600
21,982,800
1,565,300
19,767,700
1,831,400
18,306,600
5,698,600
2,825,600
4,586,600
9,503,500
18,608,800
4,092,600
23,859,000
4,071,500
7,618,700
10,129,400
10,553,700
4,667,200
2,264,200
1.71
33,500
6,272,800
2,309,300
1.71
34,900
8,400
581,400
1.66
8,800
42,300
43,100
7,500
587,000
1.69
8,900
43,800
43,000
3,606,500
156,800
3,485,500
149,200
3,534,500
161,100
3,763,300
3,695,600
3,445,400
142,400
3,634,700
3,587,800
(1) With the exception of Gahcho Kué, which is on an attributable 51% basis.
(2) Orapa constitutes the Orapa regime which includes Orapa, Letlhakane and Damtshaa.
(3) Consolidated sales volumes exclude De Beers Group’s joint arrangement partners’ 50%
proportionate share of sales to entities outside De Beers Group from Diamond Trading
Company Botswana and the Namibia Diamond Trading Company, which are included in total
sales volume (100% basis). 2017 includes pre-commercial production sales volumes from
Gahcho Kué.
(4) Excludes Anglo American Platinum’s copper production.
(5) TCu = total copper.
(6) Anglo American’s share of Collahuasi production is 44%.
(7) Anglo American ownership interest of Anglo American Sur is 50.1%. Production is stated at
100% as Anglo American consolidates Anglo American Sur.
(8) Total copper production includes Anglo American’s 44% interest in Collahuasi.
(9) Relates to sales of copper not produced by Anglo American operations.
(10) The joint operations are Modikwa and Kroondal. Platinum owns 50% of these operations,
which is presented under ‘Own-mined’ production, and purchases the remaining 50% of
production, which is presented under ‘Purchase of concentrate’. Mototolo is 100% owned
from November 2018.
(11) Associates are PGM’s 33% interest in BRPM until its sale effective 11 December 2018 and,
also in 2017, its 49% interest in Bokoni, which was placed on care and maintenance in
Q3 2017.
(12) 4E: the grade measured as the combined content of: platinum, palladium, rhodium and gold.
(13) Sales from own mined and purchased concentrate, excludes refined metal purchase from
third parties.
(14) Includes Thermal – Export production from Australia.
(15) Includes export primary production, secondary production sold into export markets and
production sold domestically at export parity pricing.
(16) Thermal domestic – Other is product sold domestically excluding Eskom-tied and Isibonelo
production.
(17) The sale of the Eskom-tied operations was completed on 1 March 2018.
(18) Includes both hard coking coal and PCI sales volumes.
(19) 2.2 Mt reclassed from Thermal Domestic (Eskom) to Thermal Domestic (Other) in 2017 to
align with 2018 disclosure.
(20) Excludes Anglo American Platinum’s nickel production.
(21) Saleable production.
(22) Production includes medium carbon ferro-manganese.
(23) Production and sales includes ore and alloy.
214
Anglo American plc Integrated Annual Report 2018
OTHER INFORMATION
OTHER INFORMATION PRODUCTION STATISTICS
QUARTERLY PRODUCTION STATISTICS
31 December
2018
30 September
2018
30 June
2018
31 March
2018
31 December
2017
31 December 2018 v
30 September 2018
31 December 2018 v
31 December 2017
Quarter ended
% Change (Quarter ended)
De Beers
Carats recovered (’000 carats)
100% basis(1)
Diamonds
9,128
8,674
8,997
8,498
8,134
Copper (tonnes)(2)(3)
183,500
171,800
158,000
154,900
148,600
Produced ounces platinum (’000 troy oz)
Produced ounces palladium (’000 troy oz)
Platinum refined production
Platinum (’000 troy oz)
Palladium (’000 troy oz)
Rhodium (’000 troy oz)
Gold (’000 troy oz)
Nickel refined (tonnes)
Copper refined (tonnes)
602.3
386.6
770.9
493.8
91.3
27.9
6,700
4,200
649.0
410.8
556.2
321.5
65.2
27.4
5,600
2,900
619.6
406.0
572.7
366.7
73.8
27.3
5,700
4,000
613.8
407.4
502.6
319.8
62.5
22.9
5,100
3,200
587.0
374.9
722.2
491.4
87.4
30.3
7,800
4,700
Iron Ore (tonnes)
Iron ore – Kumba
Iron ore – Minas-Rio
Coal (tonnes)
Australia
Metallurgical – Export
Thermal – Export
South Africa
Thermal export(4)
Thermal domestic – Other(5)
Thermal domestic – Eskom(6)
Thermal domestic – Isibonelo
Cerrejón
Thermal – Export
Nickel and Manganese (tonnes)
Nickel(7)
Manganese ore(8)
Manganese alloys(8)(9)
10,170,200
226,700
10,508,400
–
11,572,000
105,800
10,855,100
3,049,400
11,642,600
3,949,900
5,647,100
427,600
5,382,300
455,100
5,261,900
289,900
5,539,100
208,700
4,923,900
408,600
4,537,100
1,923,600
–
1,368,900
5,054,400
1,681,200
–
968,500
4,439,600
1,787,300
–
993,000
4,327,500
876,800
2,825,500
1,267,500
4,647,800
817,800
5,419,200
965,700
2,356,500
2,657,600
2,761,500
2,444,300
2,913,600
11,400
971,900
38,000
11,500
887,600
34,800
10,800
866,200
42,800
8,600
880,800
41,200
11,400
979,600
41,100
(1) De Beers Group production is on a 100% basis, except for the Gahcho Kué joint operation which is on an attributable 51% basis.
(2) Excludes Anglo American Platinum’s copper production.
(3) Copper segment attributable production.
(4) Thermal export – Includes export primary production, secondary production sold into export markets and production sold domestically at export parity pricing.
(5) Thermal domestic – Other is product sold domestically excluding Eskom-tied and Isibonelo production.
(6) The sale of the Eskom-tied operations was completed on 1 March 2018.
(7) Excludes Anglo American Platinum’s nickel production.
(8) Saleable production.
(9) Production includes medium carbon ferro-manganese.
5%
7%
(7)%
(6)%
39%
54%
40%
2%
20%
45%
(3)%
–
5%
(6)%
(10)%
14%
–
41%
(11)%
(1)%
9%
9%
12%
23%
3%
3%
7%
0%
4%
(8)%
(14)%
(11)%
(13)%
(94)%
15%
5%
(2)%
135%
(100)%
42%
(19)%
0%
(1)%
(8)%
Anglo American plc Integrated Annual Report 2018
215
Other information
OTHER INFORMATION
NON-FINANCIAL DATA
Safety(1)
Work-related fatalities
Fatal-injury frequency rate (FIFR)(2)
Total recordable case frequency rate (TRCFR)(2)
Lost-time injury frequency rate (LTIFR)(2)
Occupational health(1)
New cases of occupational disease (NCOD)(2)
Environment(1)
Total CO2 emissions (Mt CO2e)
Total energy consumed (million GJ)(2)
Total water withdrawals (million m3)(2)
Human Resources(3)
Women in management (%)(4)
Historically Disadvantaged South Africans in management (%)(5)
Resignations (%)(6)
Redundancies (%)(7)
Dismissals (%)(8)
Other reasons for leaving (%)(9)
Social
CSI spend (total in US$ million)(10)
CSI spend (% of underlying EBIT)(10)
Businesses supported through enterprise development initiatives(11)
Jobs created/maintained through enterprise development programmes(11)
2018
2017
2016
2015
2014
5
0.024
2.66
1.63
101
16.0
85
227
28
65
2.4
0.7
1.2
5.8
9
0.035
3.17
1.68
96
18.0
97
306
26
66
2.3
0.7
1.4
4.0
11
0.038
3.55
1.87
111
17.9
106
296
25
62
2.2
7.1
1.8
3.5
6
0.018
4.66
2.35
159
18.3
106
339
25
60
1.9
3.5
1.4
4.2
6
0.017
4.02
1.76
175
17.3
108
276
24
60
2.0
0.9
1.0
1.9
82
2
64,830
125,095
88
2
64,291
120,812
84
3
62,447
116,298
124
6
62,394
110,780
136
3
58,257
96,873
(1) Data relates to subsidiaries and joint operations over which Anglo American has management control. In 2018, data excludes De Beers’ joint operations in Namibia and Botswana. Prior years’ data
includes De Beers’ joint operations in Namibia and Botswana. See page 84 of the Anglo American plc Sustainability Report 2018 for the full list of entities within the reporting scope. Divested
businesses are included up until the point of divestment.
(2) See pages 206-207 for definitions and change in basis of calculation.
(3) Excludes Other Mining and Industrial.
(4) Women in management is the number of female managers as a percentage of all managers in the workforce excluding contractors.
(5) Historically Disadvantaged South African employees within bands seven and above divided by the total number of South African employees in bands seven and above.
(6) The number of people who resigned as a percentage of the total workforce excluding contractors.
(7) The number of people who have been retrenched as a percentage of total workforce excluding contractors.
(8) The number of people who have been dismissed or have resigned to avoid dismissal, as a percentage of total workforce excluding contractors.
(9) The number of people who left for reasons other than those shown above, for example retirement, ill health and death, as a percentage of total workforce excluding contractors.
(10) CSI spend is the sum of donations for charitable purposes and community investment (which includes cash and in-kind donations and staff time) as well as investments in commercial initiatives
with public benefit (such as enterprise development). Included within the CSI expenditure figure for 2018 is expenditure relating to Zimele of $2.3 million (2017: $2.7 million).
(11) Figures are presented on a cumulative basis since 2008.
216
Anglo American plc Integrated Annual Report 2018
OTHER INFORMATION OTHER INFORMATION
DIRECTORS’ REPORT
This section includes certain disclosures which are required by law to be
included in the Directors’ Report.
Significant shareholdings
The Company has been notified of the following significant shareholdings:
In accordance with the Companies Act 2006 (Companies Act), the following
items have been reported in other sections of the Annual Report and are
included in this Directors’ Report by reference:
• Details of the directors of the Company can be found on pages 74-77
• Directors’ interests in shares at 31 December 2018 and any changes
thereafter, can be found on page 120 of the directors’ Remuneration Report
• Events occurring after the end of the year are set out in note 29 to the financial
statements on page 173
• The Strategic Report on pages 2-71 gives a fair review of the business and an
indication of likely future developments and fulfils the requirements set out in
section 414C of the Companies Act
Company
Volcan (Volcan Holdings PLC
and Volcan Holdings II PLC)
Public Investment Corporation
BlackRock Inc
Silchester International Investors LLP
Genesis Asset Managers LLP
Tarl Investment Holdings (RF)
Proprietary Limited(1)
Coronation Asset Management (Pty) Ltd
Epoch Two Investment Holdings (RF)
Proprietary Limited(1)
Number
of shares
Percentage
of voting rights
271,802,858
181,834,825
81,814,750
70,110,363
55,426,734
47,275,613
42,295,188
42,166,686
19.35
12.94
5.83
4.99
3.95
3.37
3.01
3.01
• Details of the Group’s governance arrangements and its compliance with
the 2016 UK Corporate Governance Code (the Code) can be found on
pages 72-124
(1) Epoch Two Investment Holdings (RF) Proprietary Limited (Epoch 2) and Tarl Investment Holdings
(RF) Proprietary Limited (Tarl) are two of the independent companies that have purchased shares
as part of Anglo American’s share buyback programme. Epoch 2 and Tarl have waived their right to
vote all the shares they hold, or will hold, in Anglo American plc.
• Comprehensive details of the Group’s approach to financial risk management
are given in note 23 to the financial statements on pages 162-164
• The Group’s disclosure of its greenhouse gas emissions can be found on
page 32
• Details of employee engagement can be found on pages 34-39.
Going concern
The financial position of the Group, its cash flows, liquidity position and
borrowing facilities are set out in the Group financial review on pages 50-53.
Further details of our policy on financial risk management are set out in note 23
to the financial statements on pages 162-164. The Group’s net debt at 31
December 2018 was $2.8 billion (2017: $4.5 billion), representing a gearing level
of 9% (2017: 13%). Details of borrowings and facilities are set out in note 21 on
page 158 and net debt is set out in note 20 on pages 157-158.
The directors have considered the Group’s cash flow forecasts for the period
to the end of March 2020. The Board is satisfied that the Group’s forecasts
and projections, taking account of reasonably possible changes in trading
performance, show that the Group will be able to operate within the level of
its current facilities for the period assessed. For this reason the Group continues
to adopt the going concern basis in preparing its financial statements.
Dividends
An interim dividend of 49 US cents per ordinary share was paid on 21 September
2018. The directors are recommending that a final dividend of 51 cents per
ordinary share be paid on 3 May 2019 to ordinary shareholders on the register at
the close of business on 15 March 2019, subject to shareholder approval at the
AGM to be held on 30 April 2019. This would bring the total dividend in respect of
2018 to $1.00 per ordinary share. In accordance with the International Financial
Reporting Standards (IFRS), the final dividend will be accounted for in the
financial statements for the year ended 31 December 2019.
The Anglo American Employee Benefit Trust (EBT) holds shares to facilitate the
operation of certain of the Group’s share option and share incentive schemes
(share plans). The EBT has waived the right to receive dividends on shares held
on behalf of share plans participants employed by the Group in countries other
than the UK and South Africa.
Share capital
The Company’s issued share capital as at 31 December 2018, together with
details of share allotments and issue of treasury shares during the year, is set
out in note 24 on page 165.
On 15 June 2018, and in accordance with the Preference Share Purchase
Agreement approved by shareholders at the Company’s AGM held on 8 May
2018, the Company purchased and cancelled 50,000 5% cumulative preference
shares of £1.00 each, being all the 5% cumulative preference shares in issue.
Disclosure table pursuant to Listing Rule 9.8.4C
Listing Rule
9.8.4(1)
9.8.4(2)
9.8.4(4)
9.8.4(5)
9.8.4(6)
9.8.4(7)
None
Disclosure
Information to be included
Interest capitalised by the Group See note 4, page 141
Unaudited financial information (LR
9.2.18)
Long-term incentive scheme
only involving a director (LR
9.4.3)
Directors’ waivers of emoluments
Directors’ waivers of future
emoluments
Non pro rata allotments for cash
(issuer)
None
None
None
9.8.4(8)
9.8.4(9)
9.8.4(10)
9.8.4(11)
Non pro rata allotments for cash
(major subsidiaries)
Listed company is a subsidiary
of another company
Contracts of significance
involving a director
Contracts of significance involving
a controlling shareholder
9.8.4(12) Waivers of dividends
9.8.4(13) Waivers of future dividends
9.8.4(14)
Agreement with a controlling
shareholding LR 9.2.2AR(2)(a)
Treasury shares have been
issued pursuant to the exercise
of options awarded under
shareholder approved schemes
None
Not applicable
None
Not applicable
See ‘Dividends’ paragraph on
this page
See ‘Dividends’ paragraph on
this page
Not applicable
Sustainable development
The Sustainability Report 2018 is published online on 4 March 2019.
This report focuses on the safety, health, sustainable development and
environmental performance of the Group’s managed operations, its
performance with regard to the Company’s Code of Conduct, and the
operational dimensions of its social programmes.
Audit information
The directors confirm that, so far as they are aware, there is no relevant audit
information of which the auditor is unaware, that all directors have taken all
reasonable steps to make themselves aware of any relevant audit information
and to establish that the auditor is aware of that information.
Employment and other policies
The Group’s key operating businesses are empowered to manage within the
context of the different legislative and social demands of the diverse countries
in which those businesses operate, subject to the standards embodied in
Anglo American’s Code of Conduct. Within all the Group’s businesses, the
safe and effective performance of employees and the maintenance of positive
employee relations are of fundamental importance. Managers are charged
with ensuring that the following key principles are upheld:
• Adherence to national legal standards on employment and workplace rights
at all times
Anglo American plc Integrated Annual Report 2018
217
Other information
OTHER INFORMATION DIRECTORS’ REPORT
• Adherence to the International Labour Organisation’s core labour rights,
including: prohibition of child labour; prohibition of inhumane treatment of
employees and any form of forced labour, physical punishment or other
abuse; recognition of the right of our employees to freedom of association
and the promotion of workplace equality; and the elimination of all forms of
unfair discrimination
Dividends and distributions
Subject to the provisions of the Companies Act, the Company may, by ordinary
resolution, from time to time declare final dividends not exceeding the amount
recommended by the Board. The Board may pay interim dividends whenever
the financial position of the Company, in the opinion of the Board, justifies
such payment.
• Continual promotion of safe and healthy working practices
• Provision of opportunities for employees to enhance their work related skills
and capabilities
• Adoption of fair and appropriate procedures for determining terms and
conditions of employment.
It is our policy that people with disabilities should have full and fair consideration
for all vacancies. Employment of disabled people is considered on merit and
with regard only to the ability of any applicant to carry out the role. We endeavour
to retain the employment of, and arrange suitable retraining, for any employees
in the workforce who become disabled during their employment. Where
possible we will adjust a person’s working environment to enable them to stay
in our employment.
Further, the Group is committed to treating employees at all levels with
respect and consideration, to investing in their development and to ensuring
that their careers are not constrained by discrimination or arbitrary barriers.
The Company’s Code of Conduct is supported by an underlying framework
of policies and procedures which provide specific guidance to employees on
the behaviour required to reinforce the Company’s values and uphold the
Company’s specific commitments to prioritise safety, health and the
environment; treat people with care and respect, conduct business with integrity
and protect its physical assets and information. The Code of Conduct and
accompanying policies can be accessed via the Company’s website.
In addition, all Anglo American suppliers must commit to adhering to the
requirements set out in the Sustainable Development in the Supply Chain
Policy, which is available on the Company’s website.
The Business Integrity Policy and its 11 Prevention of Corruption Procedures
support our anti-corruption commitment by making it clear that we will neither
give, nor accept, bribes, nor permit others to do so in our name, either in our
dealings with public officials or with our suppliers and customers. The Policy sets
out the standards of conduct required at every level of Anglo American, including
our subsidiaries, joint ventures and associates, in combating corrupt behaviour
of all types. It also sets out the requirements of those with whom we do business
and those who work on our behalf.
The Business Integrity Policy and Prevention of Corruption Procedures
have been translated into all the main languages that we use at our operations.
A dedicated team that operates within a broader risk management and business
assurance team, oversee implementation of the Code of Conduct and Business
Integrity Policy by working with senior managers in our business units and
corporate functions and assisting them to put in place adequate procedures
for managing corruption risks (including extensive face-to-face training of
employees in high-risk roles).
Our internal audit team provide assurance on anti-corruption controls on
an annual basis and in 2018 we had an external review performed on the
effectiveness of our programme. All stakeholders are able to confidentially
report breaches, or potential breaches, of the Business Integrity Policy
through our independently managed ‘Speak Up’ facility.
The Group has a social intranet called Eureka! which helps employees to
connect, communicate and collaborate more effectively.
Political donations
No political donations were made during 2018. Anglo American has an
established policy of not making donations to, or incurring expenses for the
benefit of any political party in any part of the world, including any political
party or political organisation as defined in the Political Parties, Elections and
Referendums Act 2000.
Additional information for shareholders
Set out below is a summary of certain provisions of the Company’s current
Articles and applicable English law concerning companies (the Companies Act)
required as a result of the implementation of the Takeover Directive in English
law. This is a summary only and the relevant provisions of the Articles or the
Companies Act should be consulted if further information is required.
218
Anglo American plc Integrated Annual Report 2018
The Board may withhold payment of all, or any part of any dividends or other
monies payable in respect of the Company’s shares, from a person with a 0.25%
interest or more (as defined in the Articles) if such a person has been served
with a notice after failing to provide the Company with information concerning
interests in those shares required to be provided under the Companies Act.
Rights and obligations attaching to shares
The rights and obligations attaching to the shares are set out in the Articles.
The Articles may only be changed by a special resolution passed by
the shareholders.
Voting
Subject to the Articles generally and to any special rights or restrictions as to
voting attached by or in accordance with the Articles to any class of shares, on a
show of hands every member who is present in person at a general meeting shall
have one vote and, on a poll, every member who is present in person or by proxy
shall have one vote for every share of which he/she is the holder. It is, and has
been for some years, the Company’s practice to hold a poll on every resolution
at shareholder meetings.
Where shares are held by trustees/nominees in respect of the Group’s
employee share plans and the voting rights attached to such shares are not
directly exercisable by the employees, it is the Company’s practice that such
rights are not exercised by the relevant trustee/nominee.
Under the Companies Act, members are entitled to appoint a proxy, who need
not be a member of the Company, to exercise all or any of their rights to attend
and to speak and vote on their behalf at a general meeting or class meeting.
A member may appoint more than one proxy in relation to a general meeting
or class meeting provided that each proxy is appointed to exercise the rights
attached to a different share or shares held by that member. A member that is a
corporation may appoint one or more individuals to act on its behalf at a general
meeting or class meeting as a corporate representative. Where a shareholder
appoints more than one corporate representative in respect of its shareholding,
but in respect of different shares, those corporate representatives can act
independently of each other, and validly vote in different ways.
Restrictions on voting
No member shall, unless the directors otherwise determine, be entitled in
respect of any share held by him/her to vote either personally or by proxy at a
shareholders’ meeting, or to exercise any other right conferred by membership
in relation to shareholders’ meetings, if any call or other sum presently payable
by him/her to the Company in respect of that share remains unpaid. In addition,
no member shall be entitled to vote if he/she has been served with a notice after
failing to provide the Company with information concerning interests in those
shares required to be provided under the Companies Act.
Issue of shares
Subject to the provisions of the Companies Act relating to authority and
pre-emption rights and of any resolution of the Company in a UK general
meeting, all unissued shares of the Company shall be at the disposal of the
directors and they may allot, grant options over, or otherwise dispose of them
to such persons at such times, and on such terms, as they think proper.
Shares in uncertificated form
Any share or class of shares of the Company may be issued or held (including
any shares of class of shares held on the South African Branch Register or any
other overseas branch register of the members of the Company) on such terms,
or in such a way, that: title to it or them is not, or must not be, evidenced by a
certificate; or it or they may or must be transferred wholly or partly without a
certificate. The directors have power to take such steps as they think fit in
relation to: the evidencing of and transfer of title to uncertificated shares
(including in connection with the issue of such shares); any records relating to
the holding of uncertificated shares; the conversion of certificated shares into
uncertificated shares; or the conversion of uncertificated shares into certificated
shares. The Company may by notice to the holder of a share require that share: if
it is uncertificated, to be converted into certificated form; and if it is certificated,
to be converted into uncertificated form, to enable it to be dealt with in
accordance with the Articles.
OTHER INFORMATION DIRECTORS’ REPORT
If: the Articles give the directors power to take action, or require other persons
to take action, in order to sell, transfer or otherwise dispose of shares; and
uncertificated shares are subject to that power, but the power is expressed in
terms which assume the use of a certificate or other written instrument, the
directors may take such action as is necessary or expedient to achieve the same
results when exercising that power in relation to uncertificated shares. The
directors may take such action as they consider appropriate to achieve the sale,
transfer, disposal, forfeiture, re-allotment or surrender of an uncertificated share
or otherwise to enforce a lien in respect of it. This may include converting such
share to certificated form. Unless the directors resolve otherwise, shares which
a member holds in uncertificated form must be treated as separate holdings
from any shares which that member holds in certificated form. A class of shares
must not be treated as two classes simply because some shares of that class are
held in certificated form and others are held in uncertificated form.
Deadlines for exercising voting rights
Votes are exercisable at a general meeting of the Company in respect of which
the business being voted upon is being heard. Votes may be exercised in person,
by proxy, or in relation to corporate members, by corporate representative.
The Articles provide a deadline for submission of proxy forms of not less than
48 hours before the time appointed for the holding of the meeting or
adjourned meeting.
Variation of rights
Subject to statute, the Articles specify that rights attached to any class of shares
may be varied with the written consent of the holders of not less than three-
quarters in nominal value of the issued shares of that class, or with the sanction
of an extraordinary resolution passed at a separate general meeting of the
holders of those shares. At every such separate general meeting the quorum
shall be two persons holding, or representing by proxy, at least one-third in
nominal value of the issued shares of the class (calculated excluding any shares
held as treasury shares). The rights conferred upon the holders of any shares
shall not, unless otherwise expressly provided in the rights attaching to those
shares, be deemed to be varied by the creation or issue of further shares ranking
pari passu with them.
Transfer of shares
All transfers of shares that are in certificated form may be effected by transfer
in writing in any usual or common form or in any other form acceptable to the
directors and may be under hand only. The instrument of transfer shall be
signed by, or on behalf of, the transferor and (except in the case of fully paid
shares) by or on behalf of the transferee. The transferor shall remain the holder
of the shares concerned until the name of the transferee is entered in the
register of shareholders. All transfers of shares registered on the main register
of members that are in uncertificated form may be effected by means of the
CREST system. All Transfers of uncertified shares registered on the branch
register of members in South Africa may be effected via the Transfer Secretary.
The directors may decline to recognise any instrument of transfer relating to
shares in certificated form unless it:
(a) is in respect of only one class of share
(b) is lodged at the transfer office (duly stamped if required) accompanied by
the relevant share certificate(s) and such other evidence as the directors
may reasonably require to show the right of the transferor to make the
transfer (and, if the instrument of transfer is executed by some other person
on his/her behalf, the authority of that person so to do).
The directors may decline to register any transfer of shares in certificated form
unless: the instrument of transfer is in respect of only one class of share; the
instrument of transfer is lodged (duly stamped if required) at the Transfer Office
accompanied by the relevant share certificate(s) or such other evidence as the
directors may reasonably require to show the right of the transferor to make the
transfer or, if the instrument of transfer is executed by some other person on the
transferor’s behalf, the authority of that person to do so; and it is fully paid. The
directors may also refuse to register an allotment or transfer of shares (whether
fully paid or not) in favour of more than four persons jointly.
If the directors refuse to register an allotment or transfer, they shall send the
refusal to the allottee or the transferee within two months after the date on
which the letter of allotment or transfer was lodged with the Company.
A shareholder does not need to obtain the approval of the Company, or of other
shareholders of shares in the Company, for a transfer of shares to take place.
Directors
Directors shall not be fewer than 5 nor more than 18 in number. A director is
not required to hold any shares of the Company by way of qualification. The
Company may by ordinary resolution increase or reduce the maximum or
minimum number of directors.
Powers of directors
Subject to the Articles, the Companies Act and any directions given by special
resolution, the business of the Company will be managed by the Board who may
exercise all the powers of the Company.
The Board may exercise all the powers of the Company to borrow money and to
mortgage or charge any of its undertaking, property and uncalled capital and to
issue debentures and other securities, whether outright or as collateral security,
for any debt, liability or obligation of the Company or of any third party.
The Company may by ordinary resolution declare dividends, but no dividend
shall be payable in excess of the amount recommended by the directors.
Subject to the provisions of the Articles and to the rights attaching to any shares,
any dividends or other monies payable on or in respect of a share may be paid in
such currency as the directors may determine. The directors may deduct from
any dividend payable to any member all sums of money (if any) presently payable
by him/her to the Company on account of calls or otherwise in relation to shares
of the Company. The directors may retain any dividends payable on shares on
which the Company has a lien, and may apply the same in or towards satisfaction
of the debts, liabilities or engagements in respect of which the lien exists.
Appointment and replacement of directors
The directors may from time to time appoint one or more directors. The Board
may appoint any person to be a director (so long as the total number of directors
does not exceed the limit prescribed in the Articles). Any such director shall hold
office only until the next AGM and shall then be eligible for election.
The Articles provide that at each AGM all those directors who have been in office
for three years or more since their election, or last re-election, shall retire from
office. In addition, a director may at any AGM retire from office and stand for
re-election. However, in accordance with the Code, all directors will be subject
to annual re-election.
Stock Exchange Listings
The Company’s ordinary shares are listed on the London Stock Exchange
(the primary listing), the JSE Limited, the SIX Swiss Exchange, the Botswana
Stock Exchange and the Namibian Stock Exchange.
Significant agreements: change of control
At 31 December 2018, Anglo American had committed bilateral and syndicated
borrowing facilities totalling $7.5 billion with a number of relationship banks
which contain change of control clauses. $5.4 billion of the Group’s bond
issues also contain change of control provisions. In aggregate, this financing
is considered significant to the Group and in the event of a takeover (change
of control) of the Company, these contracts may be cancelled, become
immediately payable or be subject to acceleration.
In the ordinary course of its business the Group’s subsidiaries enter into a
number of other commercial agreements, some of which would alter or
terminate upon a change of control of the Company. None of these are
considered by the Group to be significant to the Group as a whole.
Purchases of own shares
At the AGM held on 8 May 2018, authority was given for the Company to
purchase, in the market, up to 201.6 million ordinary shares of 5486/91 US cents
each. The Company did not purchase any of its own shares under this authority
during 2018. This authority will expire at the 2019 AGM and, in accordance with
usual practice, a resolution to renew it for another year will be proposed.
Indemnities
To the extent permitted by law and the Articles, the Company has made
qualifying third-party indemnity provisions for the benefit of its directors during
the year, which remain in force at the date of this report. Copies of these
indemnities are open for inspection at the Company’s registered office.
By order of the Board
Richard Price
Group General Counsel and Company Secretary
20 February 2019
Anglo American plc Integrated Annual Report 2018
219
Other information
OTHER INFORMATION
SHAREHOLDER INFORMATION
Annual General Meeting
This will be held at 14:30 on Tuesday, 30 April 2019, at The Queen Elizabeth II
Conference Centre, Broad Sanctuary, Westminster, London SW1P 3EE.
Shareholding enquiries
Enquiries relating to shareholdings should be made to the Company’s UK
Registrars, Equiniti, or the South African Transfer Secretaries, Computershare
Investor Services Pty Limited, at the relevant address below:
UK Registrars
Equiniti
Aspect House
Spencer Road
Lancing
West Sussex BN99 6DA
England
Telephone:
In the UK: 0371 384 2026
From overseas: +44 121 415 7558
Transfer Secretaries in South Africa
Computershare Investor Services (Pty) Limited
Rosebank Towers, 15 Biermann Avenue
Rosebank, Johannesburg, 2196
PO Box 61051, Marshalltown, 2107
South Africa
Telephone: +27 (0) 11 370 5000
Fax: +27 (0) 11 688 5248
Enquiries on other matters should be addressed to the Company Secretary
at the following address:
Registered and Head Office
Anglo American plc
20 Carlton House Terrace
London SW1Y 5AN
England
Telephone: +44 (0) 20 7968 8888
Fax: +44 (0) 20 7968 8500
Registered number: 03564138
www.angloamerican.com
CoSec.Admin@angloamerican.com
On the Investors section of the Group website a whole range of useful
information for shareholders can be found, including:
– investor calendar
– share price and tools
– dividend information
– AGM information
– FAQs.
Electronic communication
Shareholders may elect to receive, electronically, notification of the availability on the
Company’s website of future shareholder correspondence, e.g. Annual Reports and
Notices of AGMs.
By registering for this service, UK shareholders can also vote online in respect of
future AGMs and access information on their shareholding including, for example,
dividend payment history, sales and purchases and indicative share prices. In order
to register for these services, UK shareholders should contact the UK Registrars or
log on to www.shareview.co.uk and follow the on-screen instructions. It will be
necessary to have a shareholder reference number when registering, which is
shown on share certificates, dividend tax vouchers and proxy cards.
Dividends
Dividends are declared and paid in US dollars to shareholders with registered
addresses in all countries except the UK, eurozone countries and South Africa
where they are paid in sterling, euros and South African rand respectively.
Shareholders outside South Africa may elect to receive their dividends in
US dollars.
Shareholders with bank accounts in the UK or South Africa can have their
cash dividends credited directly to their own accounts. Shareholders should
contact the relevant Registrar or Transfer Secretary to make use of this facility.
South African branch register shareholders would need South African
exchange control approval to mandate their dividends to an account outside
South Africa.
The Company operates a dividend reinvestment plan (DRIP), which
enables shareholders to reinvest their cash dividends into purchasing
Anglo American shares. Details of the DRIP and how to join are available
from Anglo American’s UK Registrars and South African Transfer
Secretaries and on the Company’s website.
ShareGift
The Company supports ShareGift, the charity share donation scheme
administered by The Orr Mackintosh Foundation (registered charity number
1052686). Through ShareGift, shareholders with very small numbers of
shares which might be considered uneconomic to sell are able to donate
them to charity. Donated shares are aggregated and sold by ShareGift,
the proceeds being passed on to a wide range of charities. For those
shareholders who wish to use ShareGift, transfer forms are available from
the Registrars and further details of the scheme can be found on the website
www.sharegift.org.
Share dealing service
Telephone, internet and postal share dealing services have been arranged
through Equiniti, providing a simple way for European residents to buy or
sell Anglo American shares. For telephone transactions call 0345 603 7037
during normal office hours and for internet dealing log on to www.shareview.
co.uk/dealing. You will need your shareholder reference number, found on
share certificates, dividend tax vouchers and proxy cards. For further details
on the postal dealing service call 0371 384 2026 (or +44 121 415 7558
from overseas).
Unsolicited mail
Under the Companies Act, the Company is obliged to make the share register
available upon request on payment of the appropriate fee. Because of this,
some shareholders may receive unsolicited mail. If you wish to limit the
receipt of addressed marketing mail you can register with the Mailing
Preference Service (MPS). The quickest way to register with the MPS is
via the website: www.mpsonline.org.uk. Alternatively you can register
by telephone on: 020 7291 3310, or by email to: mps@dma.org.uk, or by
writing to MPS Freepost LON20771, London W1E 0ZT.
220
Anglo American plc Integrated Annual Report 2018
OTHER ANGLO AMERICAN PUBLICATIONS
• Sustainability Report
• Ore Reserves and Mineral Resources Report
• Tax and Economic Contribution Report
• Transformation Report
• Our Code of Conduct
• The Safety, Health and Environment (SHE) Way
• The Social Way
• The Socio-Economic Assessment Toolbox (SEAT)
• Notice of 2019 AGM
• www.facebook.com/angloamerican
• www.twitter.com/angloamerican
• www.linkedin.com/company/anglo-american
• www.youtube.com/angloamerican
• www.flickr.com/angloamerican
• www.slideshare.com/angloamerican
Financial and other reports may be found at:
www.angloamerican.com/reporting
A printed copy of the Anglo American Annual Report can be ordered online at:
www.angloamerican.com/site-services/contact
©Anglo American plc 2019. All rights reserved.
Strategic partners
Anglo American works in partnership with a wide range of organisations; these important
relationships form part of the Group’s commitments to a wide range of key sustainability
and other societal objectives. A selection of the organisations we work with can be found
on our website: www.angloamerican.com/approach-and-policies.
Forward-looking statements
This document includes forward-looking statements. All statements other than statements
of historical facts included in this document, including, without limitation, those regarding
Anglo American’s financial position, business, acquisition and divestment strategy, dividend
policy, plans and objectives of management for future operations (including development
plans and objectives relating to Anglo American’s products, production forecasts and Ore
Reserve and mineral resource estimates), are forward-looking statements. By their nature,
such forward-looking statements involve known and unknown risks, uncertainties and
other factors which may cause the actual results, performance or achievements of
Anglo American, or industry results, to be materially different from any future results,
performance or achievements expressed or implied by such forward-looking statements.
Such forward-looking statements are based on numerous assumptions regarding
Anglo American’s present and future business strategies and the environment in
which Anglo American will operate in the future. Important factors that could cause
Anglo American’s actual results, performance or achievements to differ materially from
those in the forward-looking statements include, among others, levels of actual production
during any period, levels of global demand and commodity market prices, mineral resource
exploration and development capabilities, recovery rates and other operational capabilities,
the availability of mining and processing equipment, the ability to produce and transport
products profitably, the availability of transportation infrastructure, the impact of foreign
currency exchange rates on market prices and operating costs, the availability of sufficient
credit, the effects of inflation, political uncertainty and economic conditions in relevant
areas of the world, the actions of competitors, activities by governmental authorities such
as permitting and changes in taxation or safety, health, environmental or other types of
regulation in the countries where Anglo American operates, conflicts over land and
resource ownership rights and such other risk factors identified in the section of this
document titled ‘Managing Risk Effectively’. Forward-looking statements should, therefore,
be construed in light of such risk factors and undue reliance should not be placed on
forward-looking statements. These forward-looking statements speak only as of the date of
this document. Anglo American expressly disclaims any obligation or undertaking (except
as required by applicable law, the City Code on Takeovers and Mergers (the “Takeover
Code”), the UK Listing Rules, the Disclosure and Transparency Rules of the Financial
Conduct Authority, the Listings Requirements of the securities exchange of the JSE Limited
in South Africa, the SIX Swiss Exchange, the Botswana Stock Exchange and the Namibian
Stock Exchange and any other applicable regulations) to release publicly any updates or
revisions to any forward-looking statement contained herein to reflect any change in
Anglo American’s expectations with regard thereto or any change in events, conditions
or circumstances on which any such statement is based. Certain statistical and other
information about Anglo American included in this document is sourced from publicly
available third-party sources. As such, it has not been independently verified and presents
the views of those third parties, though these may not necessarily correspond to the views
held by Anglo American and Anglo American expressly disclaims any responsibility for, or
liability in respect of, such third party information.
INTEGRATED ANNUAL REPORT 2018
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UNLOCKING
OUR FULL
POTENTIAL
DISCIPLINED
GROWTH FOR
A SUSTAINABLE
FUTURE
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Cover Images
1. A laser device being used underground for
precision markup of centre lines and panel
marking at Unki mine, Zimbabwe.
2. Copper is a core component in the
construction of wind turbines.
3. A dual loading system is being used at
Kolomela mine, South Africa where two
haul trucks are lined up on either side of
an excavator.
4. Schoolchildren at the Ivory Park Secondary
School near Midrand during the launch of
the Anglo American South African
Education Programme.
5. Head of financial trading, Iron Ore,
Andrew Glass, (left) and senior trader,
Copper, Gavin Li, consulting data screens
at the Singapore marketing office.
6. Families in Cuchumbaya and San Cristóbal
have benefited from the Quellaveco Fund,
which has helped improve their living
standards and personal nutrition.
Designed and produced by
SALTERBAXTER MSL
This document is printed on
Vision Superior which has been
independently certified according to
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Council® (FSC).
Printed in the UK by Pureprint
using its alcofree® and pureprint®
environmental printing technology,
and vegetable inks were used
throughout. Pureprint is a
CarbonNeutral® company.
Both manufacturing paper mill
and the printer are registered to
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System ISO 14001 and are Forest
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chain-of-custody certified.
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Anglo American plc
20 Carlton House Terrace
London
SW1Y 5AN
England
Tel +44 (0)20 7968 8888
Fax +44 (0)20 7968 8500
Registered number 03564138
www.angloamerican.com
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