Plain-text annual report
Integrated
Annual Report
2020
Re-imagining mining to
improve people’s lives
Transforming the very nature of mining for a safer, cleaner, smarter future.
Using more precise technologies, less energy and less water, we are reducing our
environmental 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
precious resources in the ground to all of us 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.
Group performance
Revenue
Underlying EBITDA◊
Operating profit
Underlying earnings per share◊
$30.9 bn
$9.8 bn
$5.6 bn
$2.53
2020
2019
$30.9 bn
$29.9 bn
2020
2019
$9.8 bn
$10.0 bn
2020
2019
$5.6 bn
$6.2 bn
2020
2019
$2.53
$2.75
Profit attributable to equity
shareholders
$2.1 bn
Net debt ◊
Total dividends per share
Attributable free cash flow◊
$5.6 bn
$1.00
$1.2 bn
2020
2019
$2.1 bn
$3.5 bn
2020
2019
$5.6 bn
$4.6 bn
2020
2019
$1.00
$1.09
2020
2019
$1.2 bn
$2.3 bn
Group attributable ROCE◊
Number of fatalities
Total recordable case
frequency rate (TRCFR)
Level 4-5 environmental
incidents
17%
2020
2019
2
2020
2019
17%
19%
2
4
2.14
2020
2019
0
2020
2019
0
0
2.14
2.21
Alternative Performance Measures
Words with this symbol ◊ are defined in the Alternative Performance Measures section of the Integrated Annual Report on pages 246 to 250.
Financial statements
150 Independent
auditors’ report
158 Primary statements
162 Notes to the financial
statements
232 Financial statements of
the Parent Company
235 Summary by operation
237 Key financial data
238 Exchange rates and
commodity prices
Ore Reserves and Mineral
Resources
240 Estimated Ore Reserves
242 Estimated Mineral
Resources
Other information
244 Glossary of terms
246 Alternative performance
measures
251 Production statistics
254 Quarterly production
statistics
255 Non-financial data
257 Disclosures related to
the recommendations
of the TCFD
258 Directors’ report
262 Shareholder information
IBC Other Anglo American
publications and legal
disclaimers
Our reporting suite
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, see
www.angloamerican.com/investors/
annual-reporting
FutureSmart Mining™
In order to deliver on our Purpose
we are changing the way we
mine through smart innovation
across technology, digitalisation
and sustainability.
To discover more about the
future of mining, see
www.angloamerican.com/futuresmart/
futuresmart-mining
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AngloAmerican
@angloamerican
Anglo American
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angloamericanplc
Basis of reporting
The Anglo American plc Integrated Annual Report for the year ended 31 December 2020 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.
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 246 to 250, 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 and third-party information
This document includes forward-looking statements and third-party information. For
information regarding forward-looking statements please refer to the 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 on page 96 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 2020.
Non-financial information in this report includes subsidiaries
and joint operations over which the Anglo American Group
has management or acts as operator. It does not include
independently managed operations, such as Cerrejón,
Collahuasi and Samancor unless specifically stipulated where
there have been significant incidents. It also excludes De Beers’
non-managed joint operations in Namibia and Botswana.
Contents
Strategic Report
02 Our business at a glance
04 Chairman’s statement
06 Chief Executive’s statement
08 Purpose to Value
10 Our Business Model
12 How we make decisions
13
Understanding our
stakeholders
Our material matters
Looking at global trends
Reflecting stakeholder
views in our Board
decision-making
Key decisions made
in 2020
14
16
18
19
Innovation
20 Portfolio
28
42 People
50 Capital allocation
52 Managing risk effectively
58 Key performance indicators
60 Marketplace review
62 Group financial review
66 De Beers
70 Copper
74 Platinum Group Metals
(PGMs)
Iron Ore
78
82 Coal
89 Nickel and Manganese
93 Crop Nutrients
95 Corporate and other
96 Non-financial information
table and footnotes
Governance
98 Chairman’s introduction
100 Directors
104 Executive management
106 Board roles and
responsibilities
108 Board operations
110 Board activity
112 Stakeholder engagement
114 Sustainability Committee
report
115 Nomination Committee
report
116 Audit Committee report
123 Directors’ remuneration
report
123 Remuneration Committee
129 Directors’ remuneration
policy
133 Annual report on directors’
remuneration
148 Statement of directors’
responsibilities
148 Responsibility statement
Anglo American plc Integrated Annual Report 2020
01
Our business at a glance
Our overview video gives a complete
introduction to what we do and our
ambitions for the future
See https://youtu.be/6TKaHzCT4YY
Brazil
3,900 employees(2)
$137 m wages and benefits paid(3)
$163 m taxes borne(4)
$1,021 m local procurement spend
Brazil
2 1
Anglo American is a leading global mining company, with
a world class portfolio of mining and processing operations
and undeveloped resources, with more than 95,000 people
working for us around the world, in 15 countries.
We provide many of the essential metals and minerals that are
fundamental to the transition to a low carbon economy and
enabling a cleaner, greener, more sustainable world, as well as
meeting 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 as a whole.
For more information, see our Tax and Economic Contribution Report
See www.angloamerican.com/investors/annual-reporting
North America
800 employees(2)
$61 m wages and benefits paid(3)
Canada
1
$6 m taxes borne(4)
$77 m local procurement spend
1
Colombia
Peru
400 employees(2)
$60 m wages and benefits paid(3)
$9 m taxes borne(4)
$1,091 m local procurement spend
1
Peru
3
Chile
Chile
3,800 employees(2)
$381 m wages and benefits paid(3)
$490 m taxes borne(4)
$1,280 m local procurement spend
Product groups
Diamonds
Copper
Platinum Group Metals
Iron Ore
Metallurgical Coal
Thermal Coal
Nickel and Manganese
Crop Nutrients
02
Anglo American plc Integrated Annual Report 2020
Strategic Report Diamonds
$417 million
Underlying EBITDA◊
4%
Group underlying EBITDA◊
25.1 Mct
Production (100% basis)(1)
Metallurgical Coal
$50 million
Underlying EBITDA◊
1%
Group underlying EBITDA◊
16.8 Mt
Production: Metallurgical
Copper
$1,864 million
Underlying EBITDA◊
PGMs
$2,555 million
Underlying EBITDA◊
Iron Ore
$4,565 million
Underlying EBITDA◊
19%
Group underlying EBITDA◊
26%
Group underlying EBITDA◊
47%
Group underlying EBITDA◊
2 greenfield projects
Peru (Quellaveco) and Finland
(Sakatti)
3,809 koz
Production: PGMs
647 kt
Production
37.0 Mt
Production: Iron ore – Kumba
24.1 Mt (wet basis)
Production: Iron ore – Minas-Rio
Thermal Coal
$(15) million
Underlying EBITDA◊
Nickel and Manganese
$510 million
Underlying EBITDA◊
Crop Nutrients
$1 million
Underlying EBITDA◊
20.6 Mt
Production: Thermal - export
5%
Group underlying EBITDA◊
43.5 kt
Production: Nickel
3.6 Mt
Production: Manganese ore
and alloy
Corporate and other
$(145) million
Underlying EBITDA◊
More detailed information and maps can
be found in the business unit reviews
See pages 66-95
Finland
United Kingdom
1
Europe
2,400 employees(2)
$457 m wages and benefits paid(3)
$110 m taxes borne(4)
$459 m local procurement spend
Shanghai
Other Africa
4,500 employees(2)
$194 m wages and benefits paid(3)
Singapore
$202 m taxes borne(4)
$610 m local procurement spend
Australia/Asia
2,800 employees(2)
$443 m wages and benefits paid(3)
$221 m taxes borne(4)
$2,355 m local procurement spend
2
Botswana
2
Namibia
Zimbabwe
1
Australia
1
5
South Africa
1
2
5
5 1
South Africa
44,700 employees(2)
$1,628 m wages and benefits paid(3)
$1,626 m taxes borne(4)
$3,115 m local procurement spend
See page 96 for footnotes.
Anglo American plc Integrated Annual Report 2020
03
Chairman’s statement
“It is our duty to be responsible and
responsive. Across Anglo American, our
employees made an exemplary effort in 2020
to not only safeguard each other and those
in our local communities, but to ensure our
presence continues to benefit society.”
Stuart Chambers
Chairman
Re-imagining mining to
improve people’s lives
In an extraordinarily challenging year, Anglo American
demonstrated its resilience and agility, protecting our
employees and communities, sustaining operations and
progressing our major capital projects. At the same time,
we set ourselves demanding carbon neutrality targets, the
pathway to which is enabled through innovative technologies
that are playing a vital role in helping the company live up to
its Purpose of re-imagining mining to improve people’s lives.
WeCare – our response to Covid-19
As the global health emergency became clear, Anglo American
acted quickly to help protect our workforce from the spread of
Covid-19. Across the business, we implemented all the appropriate
health, hygiene and distancing measures to keep our people
safe and well, while maintaining the security and integrity of our
operations to ensure unimpeded economic activity for our supply
chain and flow of essential products to our customers.
We provided extensive support for our more than 95,000 employees
and contractors throughout the various lockdown periods, ensuring
that everyone was able to focus on their health and safety, and
those of their families. We also rolled out a global health awareness
and support programme called WeCare, specifically to protect
the physical and mental health, well-being, and livelihoods of our
employees and host communities.
Recognising the vital role we play in so many, often remote,
communities close to our operations, we engaged with those
communities, as well as government agencies, to make sure we
could continue to provide and extend a wide range of essential
services and equipment, both during the pandemic and into
the vital economic recovery phase. From the provision of water,
electricity, housing and food, to support for teachers, students
and small business, as well as additional hospital facilities, beds,
medical equipment and personal protective equipment (PPE),
Anglo American has stepped up and will continue to do the
right thing.
Safety
Lockdowns in certain countries put additional pressure on our
mining operations as they went through the phases of temporary
shut-downs and the subsequent re-opening and ramp-up of
operations. Such changes pose particular safety risks, and it is
testimony to our safety systems and processes that Anglo American
achieved its best ever levels of safety performance in 2020.
I am, however, very saddened to report that two people died in
work-related incidents at our operations during the year, in South
Africa. Additionally, three people also died in operations that we
do not manage. In spite of recording the lowest number of fatal
incidents, a single fatality is always too many.
Safety is always uppermost on the Board’s agenda and I am
encouraged that our Elimination of Fatalities Taskforce is making
headway in raising our safety performance. The Taskforce’s learnings
are informing a more complete understanding of the causes of
serious incidents and are helping us to prioritise actions to eliminate
risk at, and in travelling to and from, the workplace.
Sustainable mining
When a phenomenon such as Covid-19 takes over our lives, it is easy
to relegate other matters to a background role. Climate change is
unquestionably the enduring issue of our age and Anglo American
has a clear role to play, both in how we conduct our business and
the many metals and minerals we produce that themselves enable
a low carbon economy.
Anglo American set itself ambitious sustainability targets in 2018,
embedded in our Sustainable Mining Plan. Aligned with the UN’s
Sustainable Development Goals (SDGs), the plan’s three pillars of a
Healthy Environment, Thriving Communities, and Trusted Corporate
Leader map to the much-used ‘ESG’ acronym. We added to
04
Anglo American plc Integrated Annual Report 2020
Strategic Report these in the year, by committing to being carbon neutral across
the operations by 2040, and roughly a third of the business by
2030, by which time we also aim to have met our standing targets
of a 30% improvement in energy efficiency, a 50% reduction in
the abstraction of fresh water, and a 30% reduction in absolute
greenhouse gas emissions.
Anglo American’s FutureSmart Mining™ programme is playing
a major part in getting us to these targets, introducing new
technologies and digitised approaches that are making mining
safer and reducing its overall environmental footprint. Certain of
the physical processes of mining are giving way to automated
equipment that keeps people safely away from the rockface; dry
stacking can replace conventional wet tailings facilities; renewables
are replacing carbon-generated energy; and we are embracing
circular economy principles. We are also playing our part in
developing the hydrogen economy, including through investments
to use platinum group metals as the catalyst for new generations of
hydrogen electric transport.
Portfolio and performance
Anglo American performed well in 2020, particularly in the less
disrupted second half of the year. The commendable resurgence in
performance led by Mark Cutifani since he became chief executive
continued. Based on the more normalised second half of 2020, a
significantly improved portfolio of half the number of assets is today
producing 6% more product on a copper-equivalent basis, with
production per employee more than doubling.
Anglo American today has one of the most compelling growth
profiles in the industry, with considerable optionality, across a truly
of countries. What remains clear, however, is that the products
of mining continue to benefit from strong supply and demand
fundamentals, enhanced in many cases by the necessary drive
towards global decarbonisation and broad-based consumer
demand. While prices for many asset classes will likely continue
to fluctuate, I am confident that the trajectory for our business
is positive.
Governance
Mining companies often operate in remote areas where our
presence can significantly impact the socio-economic environment.
We are committed to ensure that what we do is beneficial both
during the life of a mine, and that we leave a positive and enduring
legacy for our workforce and host communities long after the mine
gates close.
It is not surprising – and indeed we welcome the fact – that
expectations of mining companies are being raised. This has long
been the case on the ground, of course, and is also now reflected
in the capital being invested in funds that are increasingly applying
stringent ESG performance criteria. We engage extensively with
our current and potential investors on such matters, including in
the important work to determine a transparent and consistent
approach to measuring such performance.
Our employees also provide the Board with their perspectives. Our
Global Workplace Advisory Panel, comprising 12 employees drawn
from across our business, and chaired by our senior independent
director Byron Grote, held two virtual meetings during the year. Set
up in 2019, the panel is proving valuable in promoting understanding
of the concerns of employees and directors alike.
Re-imagining mining to
improve people’s lives
diversified mix of metals and minerals for which we see attractive
market dynamics. Many of those products are the essential raw
materials needed for a cleaner, greener world, as well as to cater to
the consumer demands of the world’s fast-growing population.
Central to that volume growth, our new Quellaveco copper mine in
Peru will boost our supply of one of the modern world’s most needed
energy transition metals, while the Woodsmith crop nutrients project
in the UK, which we acquired in March, diversifies our portfolio further
with a large multi-nutrient fertiliser orebody that will offer a low
carbon alternative to many other fertilisers. Both of these projects
are progressing well. The business is also progressing its exit from
its remaining thermal coal operations in South Africa, likely via
a demerger.
Anglo American continues to generate healthy cash flows that we
are using to re-invest in our business and deliver sustainable cash
returns to shareholders. In 2020, the benefits of strong prices for
certain products and operational performance in the latter months
were offset by Covid-related and other operational disruptions in
the first half. For the year, revenue increased by 3% to $31 billion, and
underlying EBITDA decreased by 2% to $9.8 billion. Profit attributable
to equity shareholders was lower at $2.1 billion.
The Board has recommended a final dividend of 72 cents per
share, bringing our total dividends for the year to $1.00 per share,
in line with our 40% of underlying earnings payout policy. This
payment will bring our total cash return to shareholders to $6.1 billion
since mid-2017. I am pleased to see that Anglo American’s Total
Shareholder Return (TSR) for the year was 16.2%, second among the
UK-listed majors, against the FTSE 100 at (11.4)% and the FTSE 350
mining index at 19.6%.
A volatile global economy
2020 saw volatility across world markets, in part due to fear and
uncertainty and also driven by protectionist behaviour in a number
Our Board
Boards must reflect an appropriate mix of skills, experience and
diversity – and we continue to refresh the Board as a whole as
tenures come to an end and to suit the business that we govern.
Succession planning for both the non-executive and executive
directors is a critical and ongoing cycle of work.
As part of that continuous renewal, there were several non-
executive director changes in 2020 and into 2021: on 1 January 2020,
Nonkululeko Nyembezi joined the Board. Following the conclusion
of the AGM on 5 May, Dr Mphu Ramatlapeng stepped down
after almost seven years. Jim Rutherford also stepped down on
31 December, after seven years. Elisabeth Brinton will join the Board
on 1 March 2021 and Hilary Maxson will join the Board on 1 June 2021.
In 2020, great care was taken to assure continuity in the Board’s
proceedings. A full schedule of meetings, including those of the
Board’s committees, was held as planned, albeit in a virtual
environment. More information on the Board’s discussions and
decision-making can be found on pages 110 and 111.
Thanks
I would like to thank all our employees, the senior management
team and our Board for their adaptability and resilience and
their unremitting efforts in helping drive our business forward in
accordance with our Purpose and Values.
Our Strategic Report
Our 2020 Strategic Report, from pages 2 to 96, was reviewed and
approved by the Board on 24 February 2021.
Stuart Chambers
Chairman
Anglo American plc Integrated Annual Report 2020
05
Chief Executive’s statement
In 2020, we saw much of the world tested to its limits. In
dealing with the pandemic, I am immensely proud of how our
team of more than 95,000 people across Anglo American
pulled together to do what’s right for each other, for our
many stakeholders across society and for the business.
We showed considerable speed, agility and resilience in helping
to keep people and communities safe while supporting business
continuity. Our global WeCare response programme is centred
around our employees and our host communities – working to
protect both physical health and mental health; and to support
many aspects of lives and livelihoods in our host communities.
We worked with host governments and communities to build on
our already extensive role in the often remote rural areas where
we operate. From the supply of energy and water, to schools,
healthcare, and the basic economic engine that supports many
local businesses, we have stood in partnership and done the right
thing with those who need us most. Looking at the full year, never
have we felt more committed to our Values, or guided by our
Purpose of re-imagining mining to improve people’s lives.
Safety
The safety of every individual is always front of mind. While our
safety performance has been completely transformed over the last
seven years, we are not yet where we need to be.
Our determination to achieve zero harm is our most pressing
challenge. Making sure every employee returns home safely at the
end of each day drives our thinking and behaviours across the
business. It is with this mindset that we have reduced fatal incidents
by 87% since 2013. However, we still experience serious safety
incidents – such as the gas ignition at Grosvenor in May in which
five colleagues were seriously injured – as well as fatal incidents.
In 2020, and after eight fatality-free months at our managed
operations, two people lost their lives at work, one in each of our
PGMs and thermal coal businesses in South Africa.
We generated attributable free cash flow of $1.2 billion, a 47%
decrease, due largely to a temporary increase of working capital
and our investments in the business. Our return on capital employed
of 17% was above our targeted 15% through-the-cycle return.
We are resolutely committed to capital allocation discipline and
to maintaining a strong and flexible balance sheet. At the end of
2020, net debt of $5.6 billion, or 0.6 x underlying EBITDA, reflects the
growth investments we are making, largely offset by strong cash
flow in the second half of the year.
Combined with the proposed final dividend payment of 72 cents
per share, total dividends paid to shareholders in respect of 2020
will amount to $1.00 per share, in line with our policy of paying out
40% of underlying earnings. Anglo American will, by May 2021, have
returned $6.1 billion to shareholders since mid-2017. On a relative
basis, our strong TSR for 2020 of 16.2% significantly outperformed the
FTSE 100 index which saw a negative return of (11.4)%.
Operating performance
We continue to deliver material business improvements, building
upon the stable platform provided by our Operating Model — raising
efficiency and productivity — our invigorated marketing approach,
and through the deployment of FutureSmart Mining™.
We have increased our mining EBITDA margin from 30% in 2012 to
43%, despite a lower commodity price basket, and we are heading
towards our longer term target of 45-50% through our balanced
investments in business improvement, technology and quality
growth. Since 2013, we have delivered and embedded substantial
underlying improvement and we are on track to deliver our targeted
$3-4 billion annual run-rate of improvement over the five-year
period to 2022. Combined with growth project delivery, we are also
benefiting from a suite of technologies and digital approaches,
integrated with our Sustainable Mining Plan, that are providing the
step-changes to how we mine, process and market our products,
while also minimising our environmental footprint.
We are unconditional about safety and every loss of life is tragic.
We will not rest until zero harm is achieved and sustained across our
business. We have shown it can be done for long stretches of time
and now we must make it permanent. Our focus on elimination of
fatal incidents also extends to our non-managed operations, where
three losses of life in PGMs joint operations were reported.
Strategy: Portfolio
Our diversified portfolio provides us with a well sequenced range
of high-return growth options. During the year, we have continued
to shape our portfolio around products that support a low carbon
economy and consumer demand – from everyday essentials
to luxury.
In recognising material progress, the Elimination of Fatalities
Taskforce that we launched in 2018 has been central to our
improvement and is being stepped up in our quest for zero harm.
In 2020, we recorded another important step with an all-time-low
total recordable safety rate, being a 60% improvement since 2013.
Financial performance
Underlying EBITDA for the year of $9.8 billion, a 2% decrease,
recognised the effects of the early months of the pandemic and
operational disruptions at our Grosvenor mine and in our PGMs
business, mitigated by second half production recovery and the
increasingly strong price environment for iron ore, copper and PGMs
in the last few months of the year.
Despite 10% lower total production volumes, we increased our
mining EBITDA margin◊ to 43%, supported by solid cost control, a
strong contribution from Marketing and price strength in many of our
products. Operating profit decreased by 9% to $5.6 billion, with profit
attributable to equity shareholders amounting to $2.1 billion, a 41%
decrease.
We are still on track to deliver first copper production from the new
Quellaveco mine in Peru during 2022. Our addition of the Woodsmith
crop nutrients project in the UK, as we progress towards exiting our
remaining thermal coal operations in South Africa, exemplifies our
approach towards upgrading the overall quality and long term
resilience of the business.
Our commitment to the responsible production of premium quality
metals and minerals tailored to customers’ requirements is well
aligned with the rapidly evolving needs of a consumer-driven
world and its growing population. And the transition to a greener,
decarbonised world is focusing efforts to deliver the full promise of
renewable energy and zero emission transport – again supported
by our suite of base and precious metals and our pioneering work to
help realise the potential of hydrogen for transport and integrated
clean energy systems.
Strategy: Innovation
In tune with our Purpose, we have set out a very different future
for mining. Broad innovative thinking, enabling technologies,
and collaborative partnerships are coming together to shape
an industry that is safer, more sustainable and efficient, and
06
Anglo American plc Integrated Annual Report 2020
Strategic Report ”Anglo American has set itself apart –
offering a high quality, differentiated
investment proposition of growth in a mix
of responsibly produced premium products
that are fundamental to enabling a
low carbon economy and supporting
global consumer demand.”
Mark Cutifani
Chief Executive
harmonised with the expectations of society, including our
commitment to the ethical supply of metals and minerals that
billions of consumers rely on in their everyday lives.
Our technology and Sustainable Mining Plan work is intrinsically
connected under FutureSmart Mining™ – with three Global
Sustainability Pillars of Healthy Environment, Thriving Communities
and Trusted Corporate Leader structured to drive environmental,
social and governance leadership.
In 2020, having met our GHG reduction target a year early, we
committed to carbon neutrality across our operations by 2040.
FutureSmart Mining™ is key to achieving this milestone. We are
applying technologies that more precisely target the desired metals
or minerals, requiring less water, energy and capital intensity, and
producing less waste in the process. In parallel, we are digitising at
pace, transforming data into predictive intelligence, leading towards
safer, systemised and self-learning operations.
The tools and processes we have today will not take us all the
way to carbon neutrality – which is why new energy technologies,
including hydrogen, will play a crucial role. In a first for our industry,
we will trial a hydrogen fuel cell haul truck at our Mogalakwena
PGMs mine in South Africa later this year, proving up a technology
that can drastically reduce diesel emissions from mines all over
the world.
Although many of our Scope 1 and 2 environmental targets rely
on the technologies we are deploying, we are also evaluating
partnerships with our customers, particularly in the steelmaking
industry, to help address our Scope 3 emissions, identifying
shared ambitions to reduce emissions by making best use of our
respective capabilities.
Partnerships built on trust are key to so many aspects of our industry.
Our work with development experts to help create diversified
and sustainable economic activity – such as the Impact Catalyst
initiative in Limpopo Province in South Africa – is a tangible example
of our approach in action.
innovative thinking. Engaging with our people and building a
team-based culture is a priority for every leader, making sure that
every person has what they need to give their very best and feel
safe and supported. In addition to traditional surveys to identify
areas where, for example, we need to do more to ensure that
colleagues feel cared for and respected, we have now deployed an
app for all employees, which will be invaluable for both outbound
communication and inbound feedback.
As part of our efforts to both listen to employees and for their
insights to be heard and considered by the Board, our Global
Workforce Advisory Panel met remotely twice during 2020. The panel
is made up of employee representatives from across our business,
is chaired by our senior independent director, Byron Grote, and has
provided invaluable perspectives to the Board’s deliberations on
culture and the effectiveness of the management team in building
an engaging workplace and motivated workforce.
It is our people who are responsible for delivering our performance,
who engage with our stakeholders across the board, and who are
unlocking our full potential. I thank them all.
Mining with purpose
Reflecting on Anglo American today, I see a continuously improving
business, building resilience and delivering competitive results, and
well positioned to meet the high expectations of our full breadth of
business and societal stakeholders.
This is also a purposeful business, with strong values. Looking
ahead, we all have a responsibility to work together to help rebuild
economies and protect our natural world. To those ends, many of
the products of mining play an ever more essential role in improving
people’s lives, integral to which is making our planet a healthier
place. Mining has a safer, smarter future, supporting modern life, and
doing so sustainably. That is the future we are all working towards.
Strategy: People
We say ‘people are the business’. Our people are a major
differentiator of our business and they are the engine behind
everything we do. We strive to create safe, inclusive and diverse
working environments that encourage high performance and
Mark Cutifani
Chief Executive
See page 96 for footnotes.
Anglo American plc Integrated Annual Report 2020
07
Purpose to Value
Guided by our Purpose – re-imagining mining to improve people’s
lives – our strategy is to secure, develop and operate a portfolio
of high quality, long life resource assets. We then apply innovative
practices and technologies in the hands of our world class people to
deliver sustainable value for all our stakeholders.
Our Values
Anglo American’s Values and behaviours are at the heart of everything we do. Guided by our Purpose
and our Values, we enable high performance and purposeful action. Our Values and the way in which
we, as individuals, are expected to behave are the foundation of our Code of Conduct.
The quality and long life of our mineral assets
are the foundations of our global business.
We actively manage our asset portfolio
to improve its overall competitive position,
providing products that increasingly support
a fast-growing population and a cleaner,
greener, more sustainable world.
For more on Portfolio
See pages 20-27
Our strategy
rtfolio
o
P
In
n
o
Purpose
Re-imagining
mining to improve
people’s lives
v
a
t
i
o
n
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. We are
developing a replicable model of differentiated
practices and capabilities that is designed to
deliver superior value to all our stakeholders
from assets that are in our hands.
Peop l e
For more on Innovation
See pages 28-41
Our people are critical to all that we do: we create working environments
and an inclusive and diverse culture that encourages and supports high
performance and innovative thinking. 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.
For more on People
See pages 42-49
Capital allocation
Underpinning our strategy, we have a value-focused
approach to capital allocation, with clear prioritisation.
For more on Capital allocation
See pages 50-51
Measuring delivery
of our strategy
We track our strategic
progress holistically – spanning
non-financial and financial
performance – and throughout
the year 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
Production
To sustainably produce
valuable product
Cost
To be competitive by
operating as efficiently
as possible
Socio-political
To partner in the benefits of
mining with local communities
and government
Financial
To deliver sustainable returns
to our shareholders
People
To create a sustainable
competitive advantage
through capable people and
an effective, purpose-led,
high performance culture
For our KPIs
See pages 58-59
Delivering sustainable value for all our stakeholders
For more on stakeholder engagement, see page 13
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).
For more on remuneration, see pages 123-147
08
Anglo American plc Integrated Annual Report 2020
Strategic Report Delivering sustainable value
for all our stakeholders
Anglo American is re-imagining mining to improve
people’s lives.
Mining has a smarter future. Using more precise technologies, less
energy and less water, we are reducing our environmental 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 precious resources in the
ground to all of us 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.
Employees
Our people are critical to all that we do. And always front of mind is the
safety of our employees and contractors; 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 gives our business a
competitive advantage.
As part of our overall strategy of
managing the Covid-19 pandemic, we
have implemented an extensive health
awareness and support programme called
WeCare. It has been designed specifically
to protect the health and well-being
of our more than 95,000 employees
and contractors.
Suppliers
Our approach to responsible sourcing defines the minimum sustainability
requirements and decent work principles required by the 18,000+ suppliers to
Anglo American. Our vision is to create a more inclusive supply chain as we
seek to generate more equitably shared and sustainable prosperity in the
communities around our operations.
$10.0 billion
spent with local suppliers
in 2020
87%
of total supplier spend of
$11.5 billion
FutureSmart Mining™
One of the ways we are bringing our Purpose to life is
through FutureSmart Mining™, our innovation-led approach
to sustainable mining. Technologies and digitalisation will
fundamentally change how we mine, process, move and
market our products.
Integral to FutureSmart Mining™, our Sustainable Mining
Plan is designed to tackle the most pressing environmental,
social and governance challenges. It comprises mutually
reinforcing elements that are positively transforming how
our stakeholders experience our business, both locally
and globally, and ultimately leave a much-reduced
physical footprint.
Host countries
Anglo American contributes to economies and society both
directly and indirectly, through the taxes and royalties we pay, the
jobs we create, the local workforces we upskill, the local business
opportunities we generate, and the education and community health
initiatives we support.
$2.8 billion
Total taxes borne
$3.4 billion
Total wages and
benefits paid
Communities
We are committed to delivering a lasting, positive contribution to our host
communities, beyond the life of our mines. This starts with understanding and
responding to their needs and priorities. We manage the relationship with our
host communities through our recently updated social performance system,
the Social Way 3.0.
Global CSI expenditure by region
Africa
Americas
United Kingdom
Australia
Rest of World
$m
65.5
51.8
3.5
2.4
2.0
Total
125.3
52%
41%
3%
2%
2%
$125 million
Total Corporate Social
Investment (CSI)
Customers
We work closely with our customers who are
increasingly interested in sourcing responsible
materials. We are targeting all of our mining
operations to be audited against recognised
responsible mining certification systems by 2025 and
expect half of these to be completed by 2021.
Investors
Underpinning our strategy, we have a value-
focused approach to capital allocation; sustaining
capital to maintain asset integrity; payment of a
dividend, based on a 40% underlying earnings-
based payout ratio; while ensuring a strong
balance sheet.
Natural environment
We apply ecosystem-thinking to address the
interconnectivity of nature, our environment and
the ecosystems in which we operate to deliver
positive environmental outcomes and address
global challenges such as climate change. Some
of the targets we have set include:
2021
2025
50%
100%
of our mining operations to be
audited by responsible mining
certification systems
$1.2 billion
Total dividends paid and
proposed
4.2%
Dividend yield
16.2%
TSR Performance
– Pathway to carbon neutrality with all operations
expected to be carbon neutral (Scope 1 and 2
emissions) by 2040
– Net-positive biodiversity and conservation
outcomes
– Reducing freshwater withdrawals by 50%
by 2030.
Anglo American plc Integrated Annual Report 2020
09
Strategic Report
Our Business Model
Our inputs
Our value chain
We will invest in those points in the value
chain that provide us with the best return
on our investment, while striving to meet the
highest environmental, social and governance
standards. Sustainable financial value can
only be created by protecting the value of our
natural and human resources.
Discover: Our exploration geologists search for
and discover new sources of the metals and
minerals that make our modern lives possible.
We benefit from developing and using world
class expertise and leading technologies,
often that we have developed ourselves, to
find deposits we can develop and mine in a
safe and sustainable way.
Plan and build: Before we put a spade in the
ground, our geologists and engineers work
together using virtual mine planning systems
to design the most effective, cost-efficient
and environmentally sound construction and
operational mine plans.
Mine: In extracting the products that we
all need in our daily lives, we draw on more
than 100 years of mining experience. Safety
comes first: our whole way of working is
focused on zero harm. We plan for the
lifecycle of the mine and beyond, and use
our own technologies for reducing waste and
protecting the natural environment.
Process: By processing, converting and refining
our raw materials, we produce what our
customers need. Our processing technologies
also enable us to reduce waste, save water,
increase efficiency, drive innovation and,
by adding value to our products, support
economic growth in the areas around where
we mine.
Move and market: After processing, we then
transport our metals and minerals to where
they are needed, to our customers. We use
the latest technologies to co-ordinate and
optimise our global shipping needs. And we
use our scale and detailed knowledge of the
markets for our products to offer our customers
a stable supply to their exact specifications –
adding value for them every step of the way
and, ultimately, for the billions of consumers
who rely on our products every day.
End of life plan: We don’t only plan for the
lifecycle of the mine – we also take great
care to look beyond and determine the
rehabilitation of the site and the ongoing real
benefits for local communities, long after the
mine is closed.
How we create
shared value
Anglo American draws upon a
number of key inputs that, through
targeted allocation, development,
extraction and marketing, create
sustainable value for our full range
of stakeholders.
For our KPIs
See pages 58-59
Ore Reserves and Mineral Resources: We have
high quality and long life mineral assets across
our businesses and across a wide geographic
footprint, providing a suite of organic options
for delivering value over the long term. Our
Discovery teams work to discover mineral
deposits in a safe and responsible way to
replenish the resources that underpin our
future success.
Know-how: We link our industry-leading
technical and market knowledge across the
Group to realise even greater value from our
resource base and optimise mine production
plans to ensure we provide products reliably to
our customers around the world, meeting their
specific technical and logistical requirements.
Relationships with stakeholders: Open and
honest engagement with our stakeholders is
critical in gaining and maintaining our social
and regulatory licences to operate. Working
within our social performance framework, it
is our goal to build and sustain constructive
relationships with our host communities and
countries that are based on mutual respect,
transparency and trust.
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 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.
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.
We implement inclusive procurement policies
that support suppliers based in the host
communities close to our operations – making
a significant socio-economic contribution, as
well as lowering logistics costs.
Financial: Our strong focus on productivity, cost
discipline and working capital management
helps to drive sustainable cash flows. Our
financial resources are allocated to where they
can deliver optimal financial returns.
Materiality and risk
Identifying and understanding our
material matters and risks are critical
in the development and delivery of
our strategy.
For our material matters
See pages 14-15
For our principal risks
See pages 54-57
Governance
Our governance controls ensure that
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.
For our Governance Report
See pages 98-148
Our Values
10
Anglo American plc Integrated Annual Report 2020
Strategic Report Outputs
Outcomes
Our direct commercial outputs are many of the metals and
minerals that enable a cleaner, greener, more sustainable
world and that meet the fast-growing, consumer-
driven demands of developed and maturing economies:
diamonds, copper, platinum group metals, the steelmaking
ingredients of iron ore and metallurgical coal, and nickel
– with crop nutrients in development and thermal coal
operations planned for divestment.
Mining and processing activities result in the unavoidable
disturbance of land, 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.
Revenue
$30.9 bn
Attributable free cash flow
$1.2 bn
Production in 2020
– Diamonds: 25.1 Mct
– Copper: 647 kt
– PGMs 5E+Au: 3,809 koz
– Iron ore: 61.1 Mt
– Metallurgical coal: 16.8 Mt
– Nickel (from Nickel and
PGMs): 57.3 kt
CO2 equivalent emissions
– Manganese ore and
alloy: 3.6 Mt
– Thermal coal - export:
20.6 Mt
16.1 Mt
Group attributable ROCE
17%
Total water withdrawals
209 Mm3
As we strive to deliver attractive and sustainable returns,
we are also focused on the many forms of 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. We work alongside our customers to
understand their specific needs and reliably deliver the
responsibly mined products they require.
Beyond our direct mining activities, we create and sustain
jobs, build infrastructure, support education and help
improve healthcare for employees and local communities.
Why? Anglo American is a responsible global business
and our employees want and expect us to play our
part and do the right thing. This approach is central to
maintaining our social licence to operate and being a truly
sustainable business.
Investors
$1.2 bn
Dividends paid and proposed
Host countries
$2.8 bn
Taxes borne
Employees
$3.4 bn
Wages and benefits paid
Suppliers
$10.0 bn
Local procurement
expenditure
Local communities
137,777
Jobs created and maintained
through enterprise
development programmes
since 2008
Inspecting a De Beers diamond
prior to cutting.
Examining a drill core at our
Sakatti project in Finland.
Moranbah North trainee
underground miner Lil Shanley.
In rural South Africa, crops thrive
after we installed a borehole.
How we measure the value we create
Safety and health
Environment
Socio-political
People
Production
Cost
Financial
For our pillars of value
See page 8
Anglo American’s Values and behaviours are at the heart of everything
we do. Guided by our Purpose and our Values, we enable high performance
and purposeful action.
Our Values and the way in which we, as individuals, are expected to behave
are the foundation of our Code of Conduct.
Anglo American plc Integrated Annual Report 2020
11
How we make decisions
In line with best-practice corporate reporting,
Anglo American’s Integrated Annual Report includes a
comprehensive assessment of the principal risks facing
the business, as well as those matters that we and our
stakeholders believe have a material bearing on the
success of the business in the near and long term –
beginning with safety and environmental sustainability.
Insightful and considered strategic decision-making
By engaging with our stakeholders and being aware of their
perspectives, and by understanding the risks we know we face, we
are better placed to make informed decisions that help support the
delivery of our strategy.
Insights
Board review
Strategy
Capital allocation
Stakeholder
engagement and
topics raised
See page 13
Material matters
See pages 14-15
Global trends
See pages 16-17
Principal risks
See pages 54-57
– Chief executive and senior
management team formulate the
Group’s long term strategy.
– In addition to regular discussion on
strategic topics, the Board dedicates
a full meeting to a discussion of the
Group’s strategy, addressing critical
short, medium and long term issues.
– Board approves critical strategic
decisions and endorses the Group’s
strategy.
– Board reviews progress of delivery
of Group’s strategic goals, as well
as periodic business unit strategic
reviews.
For more on Board activity
See pages 110-111
To secure, develop and
operate a portfolio of high
quality and long life mineral
assets, from which we will
deliver leading shareholder
returns. We achieve this
through innovative practices
and technologies – in the
hands of our world class
people – towards our
common Purpose.
For more on our strategy
See page 08
Underpinning our strategy,
we have a value-focused
approach to capital allocation,
with clear prioritisation:
sustaining capital to maintain
asset integrity; payment of
base dividends, and then the
allocation of discretionary
capital to either growth
investments, upgrades to our
portfolio, or additional returns
to shareholders.
For more information on our capital
allocation approach
See pages 50-51
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.
At the heart of decision-making
Consideration of the wide spectrum of stakeholder and
environmental interests is firmly embedded into Anglo American’s
culture, governance structures and management systems and is
guided by our Purpose. Stakeholder concerns and considerations
therefore feature prominently in the discussions of our Board
meetings and those of its committees.
The Board, through its role in setting the tone from the top, provides
leadership to the Group and is responsible for promoting and
safeguarding the long term success of the business, supporting the
executive management team in its formulation and implementation
of the Group’s strategy.
The duties of directors with regards to ensuring there is effective
dialogue between the Group and its shareholders and stakeholders
are broadening in scope, while society’s expectations of company
boards also continue to grow. At Anglo American, those matters
considered by the Board and our stakeholders to be of material
importance, and the views of our stakeholders in relation to
those matters, are integral to the Board’s discussions and
decision-making, including in relation to the Group’s strategy and
its evolution.
12
Anglo American plc Integrated Annual Report 2020
Strategic Report How we make decisions continued
Understanding our stakeholders
Healthy stakeholder relationships help us to better
communicate how our business decisions, activities
and performance are likely to affect or be of significant
interest to our stakeholders, and provide the opportunity
to co-create effective and lasting solutions to business
and other challenges.
Anglo American’s stakeholders include our host communities,
governments, employees, customers, business partners,
multinational organisations, industry peers, broader civil society,
trade associations and suppliers, in addition to our shareholders
who own the business. In some instances, we work with
representatives from multi-stakeholder initiatives to provide a more
collaborative and holistic view on the issues facing our industry.
Stakeholder
How we engage
What was important in the year
Investors
The Group, through its investor relations team, has an active engagement
programme with its key financial audiences, including institutional shareholders.
Any significant concerns raised by a shareholder are communicated to the
Board. The Board receives a briefing at each meeting from the investor relations
department. The chairman also hosts meetings with some of the company’s
largest institutional investors through the year.
– The Group’s response to Covid-19
– Climate change strategy and targets, including carbon neutrality
– Progress towards our exit from thermal coal
– The acquisition of Sirius Minerals Plc
– Cultural heritage
– Tailings management, including a global industry standard
Employees
and unions
The Group undertakes global employee engagement surveys, the results of
which are communicated to executive management and the Board.
The Group’s Global Workforce Advisory Panel, made up of 12 employee
representatives and chaired by our senior independent director, Byron Grote,
meets during the year to discuss a range of topics. Feedback from the meetings
is shared with the Board and the Group Management Committee.
Every business unit has formal points of contact for union engagement and
material matters are routinely reported to various boards.
– Support for coping with challenges of Covid-19, including controls
and protective measures
– Mental health and well-being
– Changed working conditions related to Covid-19 and effective
virtual working
– Reinforcing critical controls for working safely
– Proposed changes to our operations, working conditions or practices
Communities
The Sustainability Committee receives a report on social performance and
community issues at each meeting. The Board is also updated on specific
community engagement via presentations from business unit leaders.
The Board visits operations, with such visits often including engagement with
local community representatives.
We also have a Groupwide procedure for reporting social incidents and
grievances and all Level 3-5 social incidents are reported to, and discussed by,
the Board.
– Response to Covid-19
– Collaborative Regional Development
– Socio-economic development
– Community health
– Livelihoods and job creation
– Community education
– Land access and resettlement
– Community engagement forums
– Social incidents
Suppliers and
contractors
The Group engages with suppliers through several channels, including supplier
events; local and host community procurement and small business development
initiatives; and our sustainable and responsible supplier programme.
– Covid-19 supply risk mitigation measures
– Increasing procurement opportunities for host community suppliers
– Protecting the safety, health, well-being, human rights and dignity of
Material matters are reported to the Board through the chief executive’s reports.
Material supply contracts are approved by the Board. Reports to the Board
from the technical director and business unit leaders contain updates on
contractor management.
employees of contracting companies and suppliers
Civil society
(NGOs, faith
groups and
academia)
The Group’s engagement includes one-on-one interactions (including with
the chief executive); various multi-stakeholder initiatives and partnerships;
and open and ongoing dialogue on tax transparency. The Group hosts SDG
accountability dialogues which bring together a cross-section of stakeholders
(including NGOs) around our performance related to SDGs. Any key concerns
or trends from these engagements are reported to relevant executive and/or
Board structures.
Anglo American participates in the global Mining and Faith Reflections Initiative
and the South African multi-faith ‘courageous conversations’ initiative.
– Climate change and mitigating the environmental impacts of mining
– Responsible governance and respect for human rights
– The role of mining companies in addressing the impacts of Covid-19
– Investing in social and community development
– Inequality
– Gender-based violence
– Mining and the future of work
– The circular economy
– International and industry tax reforms, transparency, and
sustainability
Customers
Our Marketing teams engage with customers through direct personal
engagements and via business and industry forums.
– Delivery of product on agreed terms
– Evidence of environmentally and socially responsible performance
The CEO of Marketing provides an annual update to the Board on the Group’s
Marketing strategy and activities, including customer engagement. The Board
also receives a regular update on commodity markets from the Marketing team.
and risk management
– Participation in responsible mining certification systems, such as IRMA
Governments
and
multilateral
institutions
Group engagement includes: face-to-face meetings with local and national
government representatives; dialogue and ongoing advocacy work – both
directly and through industry bodies; and participation in inter-governmental
and multilateral processes.
– Compliance with mining licence and related requirements
– Contribution to national and international developmental priorities
– Taxation policy, including national and international tax reforms
relating to digitalisation, transparency, and the environment
The Board receives a report on key geopolitical developments in the Group’s
operating jurisdictions at each meeting, as well as updates from the chief
executive on government engagement.
– Wider sustainability and development agenda, including
climate change
– The role of mining companies in addressing the impacts of Covid-19
– Permitting of new technology in areas of influence
Industry
associations
The Group participates in more than 130 industry associations worldwide. The
Group’s participation is directed by our International and Government Relations
Policy. The chief executive reports any matters of significance to the Board.
– Contributing constructively in business initiatives, with the aim of
enhancing the collective business interest
– Contributing to shared responses to challenges faced by
governments and societies in host jurisdictions
– General knowledge sharing on our approach to managing
material issues
Anglo American plc Integrated Annual Report 2020
13
Strategic Report
How we make decisions continued
Our material matters
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 consultation,
analysis and approval. The consultation process in 2020 included
an integrated materiality analysis that took place in tandem with
the comprehensive sustainability materiality process that is carried
out every three years. The process was led by a third party and
incorporated in-depth interviews with a range of internal and
external stakeholders, in addition to extensive desktop research.
Following the stakeholder interviews, a third-party-led validation
workshop took place where subject matter experts from across the
Group were asked to validate and prioritise the matters identified as
most material to Anglo American. The final list was then approved
by the Group’s leadership and the Board.
Desktop review
Long list of potential material topics validated
with internal subject matter experts
Prioritised internal
stakeholder selection
Market areas
Geographic zones
Internal business functions
Senior leaders
External
stakeholder selection
Customers
Partners
Employees
Local community
representatives
Suppliers
NGOs
Government and
policymakers
Development banks and
advocacy organisations
Investors
Interviews with internal and external stakeholders to prioritise list of material matters
Validation workshop with senior leadership to finalise the prioritised list of material matters
Material matters reviewed and approved by executive management
Material matters reviewed and approved by Board
Material matters in 2020
The matters identified through our materiality process were naturally
numerous and wide-ranging. 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 opposite. The global pandemic that emerged in
early 2020 featured throughout the stakeholder discussions and the
desktop research, and we have therefore not sought to categorise it
in the table, but instead recognise its impact across many aspects
of our business throughout this report.
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 54–57
of this report. All topics shown in the table opposite are considered
important by our stakeholders and by the Group, with those topics
considered of the highest importance and most material highlighted
in bold.
Further analysis of our materiality process can be found on the
Anglo American plc website
www.angloamerican.com/sustainability/approach-and-policies
14
Anglo American plc Integrated Annual Report 2020
Strategic Report Matters identified as material to our stakeholders and our business
Material matters
Description
Adopting a zero
mindset
Protecting the safety and health of employees, contractors, local
communities and other stakeholders is a fundamental responsibility for
all mining companies. A safe and healthy workforce translates into an
engaged, motivated and productive one that mitigates operational
stoppages, and reduces potential legal liabilities. We recognise that
the end of a mine’s operational life is far from being the end of its social
and environmental impact and we work to ensure we close mines in
a way that leaves a positive, healthy and sustainable legacy. The
monitoring and management of tailings storage facilities (TSFs) and of
water consumption and discharge are not only a major factor in legal
compliance and permitting, but also play a significant role in improving
the balance of value from mining for our local stakeholders.
Topics included
Occupational safety and health‡;
responsible mine closure and
divestment; and mineral residue
management (tailings)‡
Areas of impact
Strategic elements
1
2
3
Pillars of value
Tackling climate
change
Climate change has become the great defining issue of our time, and
understanding its effects on our business and how they may impact our
value chain is vital if we are to optimise the opportunities associated
with the transition to a low carbon future.
GHG emissions‡; energy‡; and
the impact of climate change on
Anglo American‡
Strategic elements
1
2
Pillars of value
Protecting our natural
environment
We are stewards of the land and ecosystems around our operations.
Our vision is a healthy environment, where not only do we minimise
impact, but we deliver positive and lasting environmental outcomes –
in biodiversity, for example.
Circular economy; biodiversity;
water‡; waste management;
and air quality
Strategic elements
2
Pillars of value
Playing our role
in society
Helping our
people thrive
Driving business
performance
Adapting to the
world around us
Local communities and host governments rightly expect mining to
bring significant economic benefits, and our goal is to leave host
communities and governments better off than when we arrived.
Anglo American aims to create thriving communities by acting as
a catalyst for enduring economic prosperity through employment,
and by creating a more inclusive supply chain that generates shared
sustainable prosperity in the communities around our operations, and
a collaborative approach to regional development to drive sustained
economic diversification.
Acting in an ethical, responsible and transparent manner is
fundamental to Anglo American realising the significant business
benefits gained from building trust as a corporate leader through
constructive relationships with all our business stakeholders, and to
maintaining our socio-political licence to operate.
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 –
essential for us to maintain our social licence to operate. We aim to
foster a purpose-led high performance, inclusive culture, through an
organisational structure that is fit for purpose, resourcing this structure
by attracting and retaining the best talent and empowering leadership
to deliver the desired outcomes.
The mining sector continues to face operating cost inflation, including
labour costs, energy costs and the natural effect of ore grade
degradation. In order to deliver our disciplined growth strategy and to
maintain and improve our competitive position, Anglo American must
continue to deliver on its financial improvement targets, successfully
deploying technologies and other innovations to mine ever more safely
and productively, and minimise the number of unplanned operational
stoppages that affect production and unit costs.
Effective corporate governance is also key to sustained business
performance, with the appropriate processes and systems in place to
ensure clear and consistent application, and succession planning to
ensure effective leadership continuity.
Economic volatility in the 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
and consumer sentiment.
Anglo American operates, or is otherwise active, in several countries
that have experienced political instability and where the regulatory
environment for the mining industry is uncertain.
Social performance (including
community relations, socio-economic
development and cultural heritage);
ethical value chain; responsible and
inclusive supply chain; total economic
contribution (including tax);
business conduct and ethics‡;
and human rights
Strategic elements
1
2
3
Pillars of value
Future of work; inclusion and diversity;
talent attraction and retention;
learning and development
Strategic elements
3
Pillars of value
Operational and cost performance‡;
capital allocation; innovation and
technology; data security and
privacy‡; corporate governance
Strategic elements
2
3
Pillars of value
Geopolitical context‡; societal
expectations‡; transparency (e.g.
tax, supply chain); policy advocacy;
macro-economic environment‡
Strategic elements
1
2
Pillars of value
Pillars of value
Safety and health
Environment
Socio-political
People
Production
Cost
Financial
Strategic elements
1 Portfolio
2 Innovation
3 People
For our pillars of value
See page 8
For our strategic elements
See pages 20-49
Anglo American plc Integrated Annual Report 2020
15
A number of global trends
influence the mining industry
and our business decisions.
We understand those trends,
and our strategy positions
us well to navigate them.
Our high quality portfolio of
assets, relentless approach to
innovation, and talented people
– combined with our business
decisions aligned to our
Purpose – set us up to take
advantage of commercial
and other opportunities, thereby
unlocking our full potential for
sustainable value creation.
How we make decisions continued
Looking at global trends
1. Moving towards a cleaner world
What is it?
Given concerns over the effects of climate change and air
quality, many countries are working to curb greenhouse
gases and other harmful emissions.
The global response includes a transition towards lower
emissions from transport and energy generation, two of
the largest carbon-emitting sectors. Additionally, many
countries are tightening air quality standards for other
harmful emissions.
What does it mean for our industry?
An accelerating trend towards the adoption of renewable
energy generation. This will likely generate additional
demand for copper and the steelmaking ingredients of iron
ore and metallurgical coal to build such generation and
transmission infrastructure.
In transport, there is an ongoing shift towards the use of
electric vehicles (EVs). Batteries and fuel cells are the likely
powertrains for EVs and both have the potential to create
additional demand for a range of metals, including PGMs,
copper, nickel and manganese.
In parallel, tightening air quality standards for internal
combustion engine (ICE) vehicles require more PGMs in
catalytic converters to remove noxious gases.
Delivering value through our strategy
We mine many of the metals and minerals that are
essential to enabling the transition to a cleaner, greener,
more sustainable world. In addition to the use of PGMs in ICE
vehicles and hydrogen fuel cells, copper is used in EVs and
renewable energy generation, and nickel in EV batteries.
In South America in particular, we are investing in renewable
energy facilities and committing to source more of our energy
from renewables, helping to lower our emissions. We are also
developing a hydrogen powered fuel cell haul truck fleet at
our Mogalakwena PGMs mine in South Africa.
We work closely with our customers to provide the niche
steelmaking products they require to achieve their
environmental goals, including lump and high quality iron
ore from Kumba; low impurity iron ore pellet feed from
Minas-Rio; and high quality hard coking coal from our
metallurgical coal mines in Australia.
Several of the technologies we are implementing through
our FutureSmart Mining™ programme play a part in helping
us achieve carbon neutrality across our operations by 2040,
as well as our nearer term GHG emissions reduction target of
30% by 2030.
For more on our Portfolio
See pages 20-27
For more on Innovation
See pages 28-41
2. Emerging wealth – changing
demographics
What is it?
A number of developing countries, particularly
China, have experienced a period of rapid
urbanisation and industrialisation over the past
two decades, resulting in an unprecedented
number of households entering the wealthier
middle class.
Several countries and regions are expected to
experience greater economic maturity in the
decades ahead, particularly India, south east
Asia and South America, as well as Africa.
What does it mean for our industry?
As economies develop, so the need for greater
infrastructure (e.g. housing and transport)
grows, resulting in increased demand for steel
and many base metals. Likewise, as disposable
incomes increase, so the demand for metals
that are used in consumer goods (e.g. copper,
nickel and manganese) will increase.
And as purchasing power increases, so too
does the appetite for luxury goods and
services. Demand for consumer-facing luxury
products, such as those that use diamonds and
PGMs, is expected to increase.
Delivering value through our strategy
Anglo American has a diversified product
portfolio, increasingly tilted towards products
that enable economic development and
serve the needs of the expanding global
consumer 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 PGMs mines. And our premium quality
iron ore and metallurgical coal resources
are well placed to support demand for
cleaner steelmaking.
Our innovative market development and
investment programmes aim to stimulate
demand for our products, including, in
particular, PGMs.
For more on our Portfolio
See pages 20-27
For more on Innovation
See pages 28-41
16
Anglo American plc Integrated Annual Report 2020
Strategic Report 3. Evolving societal and regulatory
expectations
4. A more challenging physical
environment for mining
5. The circular economy
What is it?
On some projections, more than 2 billion
consumers could join the global middle class by
2030. One of the great challenges society faces
is ensuring sufficient resources to meet their
rising demands while maintaining a sustainable
environmental footprint.
As a result, there is a growing urgency and
opportunity to increase the efficiency and use
of resources.
What does it mean for our industry?
The mining industry has the opportunity to play
a role in redefining the economy towards a
more sustainable path. This includes an industry
drive to balance activity between resource
extraction and resource management to ensure
that appropriate raw materials are available,
either through production or recycling.
Delivering value through our strategy
We have long embraced circular economy
principles across our business. Many of our
technologies are designed specifically to
reduce water and energy usage, and waste,
and to promote a more efficient uptake of
resources at our mine sites.
Our participation across the value chain
allows us to apply our innovations in technology
and sustainability more widely, for example
looking beyond only upstream production
to examine other opportunities elsewhere
in the value chains in which we participate,
including downstream. Our approach to circular
economic principles is being augmented by our
marketing initiatives which are maximising the
value from our mineral resources, for example
by customer-specific blending and smart
logistics planning.
For more on Innovation
See pages 28-41
What are they?
Governments in countries where mining is a
material source of national revenue are under
pressure to increase their share of the benefits
from mining, while not deterring much-needed
private sector investment.
Mining companies are also facing
greater demands and expectations from
diverse stakeholder groups, with often
competing interests.
What does it mean for our industry?
There is a greater required responsibility for
mining companies to support local communities
and regions as part of their social licence
to operate.
There is also an increased emphasis on
sustainable mining practices in order to
minimise the environmental impact of mining on
local areas, as well as the wider region.
The uncertain regulatory environment in some
countries, along with pressure from those
countries to tighten regulatory legislation, can
lead to delays in licensing and permitting and
higher taxes and royalties, all of which can
deter investment in those countries.
Delivering value through our strategy
As a trusted corporate leader, striving to
create a healthy environment, and helping to
sustain thriving communities, we help alleviate
and solve some of these challenges facing
the industry.
Our innovation-led pathway to sustainable
mining — FutureSmart Mining™ – and within it
our Sustainable Mining Plan – is designed to
help meet society’s expectations about the
physical nature of mining, as well as to work
with governments to advocate for progressive
regulatory frameworks that encourage and
support investment in modern mining.
Our Operating Model and P101 programme are
designed to put us at the forefront of best-in-
class performance – offering insulation from
price and other volatility by placing us at the
low end of the industry cost curves.
For more on Innovation
See pages 28-41
For more on Capital allocation
See pages 50-51
What is it?
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.
What does it mean for our industry?
The factors described above are contributing
to increasing resource scarcity. While increasing
demand in a time of resource scarcity provides
an opportunity, this scarcity also contributes
to structural upward cost pressure across the
mining industry.
Consequently, mining companies need
to reduce costs and improve productivity.
Technological innovation and operational
improvements are likely to be critical to
achieving sustainable cost and productivity
improvements and the ability to meet demand
over the long term.
Delivering value through our strategy
The technologies we are deploying and our
holistic approach to sustainability will begin to
address society’s rightful expectations about
water and energy consumption.
In recent 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.
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. Mining is also becoming a
less hazardous activity as we deploy new
technologies to keep our people out of
harm’s way.
Our Discovery strategy enables us to discover
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.
For more on Innovation
See pages 28-41
Anglo American plc Integrated Annual Report 2020
17
How we make decisions continued
Reflecting stakeholder views in our
Board decision-making
Section 172 statement
The Anglo American plc Board is cognisant of its legal duty to
act in good faith and to promote the success of the Group for
the benefit of its shareholders and with regard to the interests
of a broad range of stakeholders. These include the likely
consequences of any decisions we make over different time
horizons; the need to foster the relationships we have with all
our stakeholders; the interests of our employees; the impact our
operations have on the environment and local communities; and
the desire to maintain a reputation for high standards of business
conduct. New directors appointed to the Board in 2020 received
tailored, individual briefings on these duties, and the Board
received updates in 2020.
As a major global mining company, the Board understands that
our wide range of stakeholders (identified on page 13) is integral
to the sustainability of our business, underpinning our licence to
operate. In addition, the Board is conscious that expectations
around our performance and contribution to society – from local
to global – are both diverse and continuously evolving.
By listening to, understanding and engaging with our
stakeholders, the Board endeavours to live up to their
expectations, by staying true to our Purpose, acting in
accordance with our Values, and delivering our strategy.
Stakeholder considerations are integral to the discussions at
Board meetings and the decisions we make take into account
any potential impacts on them and the environment. Like any
business, we are aware that some of the decisions we make may
have an adverse impact on certain stakeholders.
In 2018, the Board approved, and is holding management to
account for, our Sustainable Mining Plan – a key component
of our FutureSmart Mining™ programme. We are committed to
a series of ambitious medium and longer term goals that are
aligned to the UN’s Sustainable Development Goals. These goals
are designed to make a comprehensive and lasting contribution
that we expect will positively transform how our stakeholders
experience our business.
The Board and its committees took a broad range of factors
and stakeholder considerations into account when making
decisions in the year. Decisions are made within the context of
the long term factors that may impact the Group, including key
competitive trends and disruptions; technology capability; and
climate change considerations. For more detail on Board activity
in the year, see pages 110-111. For more on the global trends that
influence the mining industry and our business, see pages 16-17,
and for more on our approach to climate change, see page 37.
A summary of some of the key decisions made by the Board
during the year is to be found on page 19.
The Board (through its Sustainability Committee) monitors
progress towards our Sustainable Mining Plan targets and how
these may affect future decision-making.
Our Purpose and Values
Anglo American has long understood the role of its business
in society. In 2017, we began to formalise that role by
validating our underlying Purpose with our employees, while
also consulting stakeholders and shareholders, culminating
in a Board discussion to encapsulate that Purpose as:
re-imagining mining to improve people’s lives.
Anglo American provides many of the raw materials our modern
society needs, combining integrity, creativity and innovation
with due consideration for all our stakeholders to better connect
precious resources to the people who need and value them. We
work together to provide our people with better jobs, a better
education and better businesses, and we are 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 Values
Safety; Care and Respect; Integrity; Accountability; Collaboration;
and Innovation guide our behaviour and shape our culture, and
are fundamental to creating enduring benefit for all our employees,
shareholders, and stakeholders in a way that demonstrably
improves people’s lives.
Understanding our employees
Our people are critical to everything we do. We create safe,
inclusive and diverse working environments that encourage
and support high performance and innovative thinking. We are
acutely aware that to get the best from our people, we need to
understand their viewpoints and address any concerns they may
raise about working for us.
We consider workforce engagement to be a priority for every
leader at Anglo American and run regular surveys to identify
areas where, for example, we need to do more to ensure that
colleagues feel cared for and respected. In 2019, we established
a Global Workforce Advisory Panel, with the intention of giving
employees more of a voice in the boardroom so their views
can be better understood and considered when decisions are
being made about the future of the business. In 2020, the panel
managed to meet twice, albeit remotely, and the panel chair,
our senior independent director, Byron Grote, shared the key
messages from those meetings with the Board. The People and
Governance sections of this report provide more detail on these
engagements and explain the resultant outcomes.
For more information
See page 112
18
Anglo American plc Integrated Annual Report 2020
Strategic Report Key decisions made in 2020
WeCare: Our holistic response to the pandemic
As it became clear that the world was facing a global health
emergency, Anglo American rapidly implemented health and safety
measures across our operations to help protect our workforce
from the spread of Covid-19. The Board considered the company’s
strategic response to the Covid-19 crisis, recognising its duty to
its shareholders, employees and broader stakeholders to protect
the continuity of the business, and ensure the business played its
part in supporting economic recovery. The Board’s Sustainability
Committee considered the Group’s WeCare response, created
specifically to protect the physical and mental health, well-being
and livelihoods of our employees and host communities, in detail at
each of the Committee meetings held in the year.
For more information on our WeCare
programme
See pages 44-45
For more on the Sustainability
Committee
See page 114
Acquisition of Sirius Minerals Plc
In January 2020, the Board approved the acquisition of Sirius
Minerals Plc and the Group is making good progress in developing
the Woodsmith project in the north east of England. The project will
access the world’s largest known deposit of polyhalite, a natural
mineral fertiliser product containing four of the six nutrients that
every plant needs to grow. Once Woodsmith is operational, the
introduction of polyhalite, with a low carbon footprint and certified
for organic use, aligns well with our portfolio trajectory towards
those products that enable a low carbon economy and support
global consumer demand – in this case, for food. The Board
considered the strategic rationale and investment case, valuation
and funding considerations, and stakeholder considerations,
and believed the acquisition to be in the best interests of all
Anglo American’s stakeholders.
For more information on the
Woodsmith project
See pages 22-23
Our pathway to carbon neutrality
Anglo American’s Purpose, re-imagining mining to improve people’s
lives, is at the heart of everything we do. Guided by our Values
and our business strategy, we are committed to playing our part in
tackling climate change. Why? Because it is the right thing for the
long term sustainability of our business, and for society. The Board’s
Sustainability Committee has been actively involved in reviewing
and approving Anglo American’s energy efficiency targets, as well
as our target to achieve carbon neutrality across our operations by
2040, with eight sites reaching carbon neutrality by 2030. The Board
is aware of, and is committed to, the investment in technological
innovations and the ongoing improvement of our portfolio that will
be required to achieve our demanding carbon neutrality targets.
For more information on our approach
to climate change
See page 37
For more information on the structure
of our portfolio
See pages 20-27
Payment of the dividend
Our commitment to a sustainable base dividend stands firm as
a critical part of Anglo American’s overall approach to capital
allocation. Our dividend policy is for a 40% payout of underlying
earnings, paid each half year. Despite the disruption and volatile
macro-economic environment caused by Covid-19, the resilience
of our business – built upon the stability of our Operating Model and
through the deployment of FutureSmart Mining™, coupled with our
strong balance sheet, gave the Board confidence to approve the
payment of an interim dividend and recommend a final dividend
payment of 72 cents per share in respect of the 2020 financial year.
For more information on our approach to capital allocation
See pages 50-51
Anglo American plc Integrated Annual Report 2020
19
Strategic Report
Marc Ellemers, project geologist at the Gahcho Kué diamond mine in
Canada’s Northwest Territories, looks out over the operation’s open pit.
20
20
Anglo American plc Integrated Annual Report 2020
Anglo American plc Integrated Annual Report 2020
Portfolio
Portfolio
The quality and long life of our mineral assets are the
foundations of our global business. We actively
manage our asset portfolio to improve its overall
competitive position, continuing our trajectory towards
products that support a fast growing population and
enable a cleaner, greener, more sustainable world.
Material matters discussed in this section
– Adapting to the world around us
– Tackling climate change
– Playing our role in society
– Driving business performance
Anglo American plc Integrated Annual Report 2020
21
Strategic Report
In the north east of England, our Woodsmith project is continuing to develop the world’s largest-known deposit of polyhalite ore. The ore will be granulated to produce POLY4,
a premium quality organic fertiliser which will be exported to global markets to help meet the world’s ever growing demand for food.
Meeting the world’s
evolving needs
Woodsmith project
Woodsmith offers all the qualities of a Tier 1 mining asset in terms
of scale, potential mine life and operating cost profile, as well as
product quality. It will mine the world’s currently largest-known high
grade polyhalite deposit, with reported Ore Reserves of 290 million
tonnes at a grade of 88.8% polyhalite and substantial Mineral
Resources (see Ore Reserves and Mineral Resources Report 2020 for
full details).
Despite the impacts of Covid-19, the planned works for 2020 were
delivered safely and on schedule. Our third-generation tunnel
boring machines, which can carry out cutting, disposal of broken
rock and lining concurrently, are performing particularly strongly,
with the planned 37 km tunnel reaching a length of almost 12 km by
year end.
Watch our Chief Executive Mark Cutifani
discuss more about the project and our
ambition for Woodsmith
www.youtube.com/
watch?v=JAuyKlpHVRg
A fast growing global population requires increasing amounts
of food from decreasing available land. More efficient,
effective and sustainable farming methods and fertilisers
must be found.
Through the acquisition of Sirius Minerals Plc, Anglo American’s
Crop Nutrients business can play an important role, as well as
accelerating the Group’s transition towards products that support
the world’s burgeoning population and a cleaner, greener, more
sustainable world – very much aligned with the company’s Purpose
of re-imagining mining to improve people’s lives.
The Woodsmith project will produce polyhalite, a naturally occurring
mineral containing potassium, sulphur, magnesium and calcium,
four of the six key nutrients required for plant growth. It will be sold
as POLY4 – a premium quality, low carbon, multi-nutrient fertiliser
certified for organic use. POLY4 – which has a 90% lower carbon
footprint than traditional fertilisers – can be used as a low-chloride
alternative to (and for blending with) traditional fertiliser products
and is particularly valuable for high value crops, such as tea, coffee,
beans, potatoes, and many fruits and vegetables.
“Over the next 35 years, more food will
need to be produced than has been
to date in human history.”
Professor Tim Benton
University of Leeds
22
Anglo American plc Integrated Annual Report 2020
Strategic Report
£1 million
transferred into Woodsmith’s charitable foundation to
support local causes across North Yorkshire and Teesside
Designed with nature and our communities in mind
Being located in the North York Moors National Park, mining
operations and the mine’s infrastructure, including the 37 km tunnel
that will transport POLY4 on a belt to the materials handling facility
on Teesside, have been designed to cause minimal surface impact.
The Woodsmith project has long been seen as a significant
employment generator in a region where job opportunities are
typically scarce. Workforce numbers have steadily increased
to 1,200.
For more information on how we are safeguarding the environment,
see our Sustainability Report
www.angloamerican.com/investors/annual-reporting
And, complementing its role as a major local employer,
Anglo American is strengthening its engagement with the
project’s various stakeholders. We have transferred £1 million into
Woodsmith’s charitable foundation, which supports many worthy
local causes, including education and skills training, community
sports clubs and broader local regeneration. We intend to
contribute this amount annually for the next three years, ahead of
the foundation starting to receive a substantial royalty income when
the mine enters production.
POLY4: An efficient and effective fertiliser
POLY4’s multi-nutrient properties
help farmers to control costs by
decreasing fertiliser and farm inputs,
while reducing nutrient waste by
delivering nutrients over a timeframe
that more closely aligns with the
needs of a plant.
By improving the availability of
a broad spectrum of nutrients
for plants, POLY4 promotes yield,
quality and nutritional health, and
can minimise crop losses through
disease resilience.
Efficiency
Effectiveness
Flexibility
Sustainability
As a low chloride, multi-nutrient
fertiliser, POLY4 avoids toxicity issues
commonly associated with the
application of high-chloride fertiliser
sources. As there are no negative
interactions with other fertilisers,
POLY4 is a beneficial addition to any
fertiliser blend.
Polyhalite is a naturally occurring
mineral which results in a low
carbon footprint offering farmers an
effective, yet responsible, fertiliser
solution. POLY4 is organically
certified and has no requirement for
chemical processing.
To discover more about POLY4 and its benefits, see
www.poly4.com
For more information on the Woodsmith project, see
uk.angloamerican.com/the-woodsmith-project
Meeting the world’s
evolving needs
7,000
hectares of woodland to
be planted to offset
project carbon emissions
290 Mt
Polyhalite Ore Reserves
(largest, highest grade
Mineral Resources to be
found in the world)
37km
mineral transportation tunnel limits
landscape disruption
All major mine infrastructure
buried underground
27 years
Reserve Life, with potential
to extend the mine lifespan
up to 1,000
direct long term jobs for
highly skilled employees.
Anglo American plc Integrated Annual Report 2020
23
Portfolio continued
Anglo American is a leading global mining company and our
products are the essential ingredients in almost every aspect
of modern life. Our portfolio of world class competitive
operations, development projects and undeveloped
resources provides many of the metals and minerals that
enable a cleaner, greener, more sustainable world and
that meet the fast growing consumer-driven demands of
developed and maturing economies. We are a responsible
producer of diamonds (through De Beers), copper, platinum
group metals, the steelmaking ingredients of iron ore
and metallurgical coal, and nickel – with crop nutrients
in development and thermal coal operations planned
for divestment.
The scale and diversity of our portfolio allow us to optimise our
financial resources, technical expertise and supplier relationships
towards delivery on our potential, and to the benefit of our
customers. The portfolio’s depth and breadth create a measured
risk profile and support strong returns through spreading 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 in the world at Jwaneng, and one of the largest
resources, in terms of total carats, at Orapa.
De Beers’ major diamond mining assets have large, long life and
scalable resources and we are continuing to invest in the existing
operations to extend mining activities. The Cut-9 expansion of
Jwaneng will extend the life of the mine by increasing its depth
to 800 metres; in Namibia an additional custom-built diamond
mining vessel is under construction; and, in South Africa, Venetia
is transitioning to an underground operation, extending the life of
mine to 2045.
The lack of significant kimberlite discoveries globally over recent
years, combined with the ongoing trend of 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 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
includes Sightholders, De Beers has a range of insights into its
customers’ demand patterns. The company seeks to stimulate
consumer demand for diamonds through its Forevermark™ and
De Beers Jewellers brands and through its participation in the
Natural Diamond Council.
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 and managed operation) and
Collahuasi (44% interest in the independently managed joint
operation), with Reserve Lives of 37 years and 68 years, respectively.
The resource base of these assets underpins our future near-asset
growth opportunities, in addition to the tier one Quellaveco project
we are developing in Peru – one of the world’s largest untapped
copper orebodies – and the polymetallic Sakatti deposit in Finland.
Asset quality: Differentiated portfolio
Revenue by product(1)
Capital employed by geography(2)
4%
4%
11%
6%
20%
13%
18%
9%
10%
14%
25%
22%
Diamonds
(De Beers)
Copper
24%
PGMs
Iron Ore
Other
Met coal
Thermal coal
Nickel and Manganese
20%
South Africa
Brazil
Chile, Colombia and Peru
Botswana and Namibia
Australia
Other
(1) Revenue by product based on business unit. Sales of products purchased from third parties by the Group’s Marketing function included within Other.
(2) Attributable basis.
24
Anglo American plc Integrated Annual Report 2020
Strategic Report
The copper industry is expected to struggle to meet longer term
demand growth, including from hybrid and 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 limit the industry’s
ability to deliver new copper supply.
Platinum Group Metals (PGMs)
Our PGMs business (held through an effective 80.8% interest in
Anglo American Platinum Limited) is a leading producer of PGMs
— platinum, palladium, rhodium, iridium, ruthenium and osmium. It
mines, processes and refines the PGM basket of metals from its high
quality resource base, located in the biggest known PGM deposit
– the Bushveld Complex in South Africa. It also has a significant
stake in Unki – one of the world’s largest PGM deposits outside of
South Africa, on the Great Dyke in Zimbabwe. Our flagship mine,
Mogalakwena, is one of the highest margin PGM producers 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 our 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.
Demand for PGMs is forecast to remain robust, helped by the
ongoing trend towards cleaner-emission vehicles, driven by
more stringent global emissions legislation. Strong demand from
the automotive industry is likely to be augmented by growing
opportunities for emerging new applications, including hybrid and
hydrogen fuel cell electric transport, 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 PGMs,
including through targeted campaigns in emerging jewellery
markets; through direct investment in a number of companies
developing new technologies that are expected to drive industrial
demand for PGMs; and creating new investment demand for these
precious metals as a store of value.
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 steelmaking blast furnaces. In South Africa, we have a
69.7% shareholding in Kumba Iron Ore, whose Sishen and Kolomela
mines produce high grade and high quality lump ore and also a
premium fine ore.
In Brazil, we have developed the Minas-Rio operation (100%
ownership), consisting of an open pit mine and beneficiation plant,
which produces a high grade pellet feed product, with low levels of
contaminants. The iron ore is transported through a 529 km pipeline
to the iron ore handling and shipping facilities at the port of Açu.
As steel producers in China and elsewhere face ever-tighter
emissions legislation and are seeking ways to make their furnaces
cleaner and more efficient, so the demand for higher quality iron
ore products increases. The lump iron ore produced from Kumba’s
operations commands a premium price, owing to its excellent
physical strength and high iron content (64–65% average Fe
content). Minas-Rio’s pellet feed product also commands a premium
price, as its ultra-low contaminant levels and high iron content
(c. 67% Fe content) are sought after by steel producers who are
seeking to minimise emissions while boosting productivity.
Anglo American plc Integrated Annual Report 2020
25
In Brazil, we are partnering with wind-energy specialist Casa Dos Ventos to
build the Rio Do Vento wind farm. Our operations in South America are
increasingly looking to renewable energy for their future energy requirements.
Copper – enduring value
Mined for millennia, and well-known for its electrical and
thermal conductivity, copper (along with steel) is widely
regarded as the world’s most important industrial metal. It is
used in nearly all construction projects, from new buildings
to power transmission and all forms of transport, as well as
today’s array of white goods and electronics.
As the world seeks to decarbonise, copper is coming into its
own as one of the biggest beneficiaries of green-focused
infrastructure plans in the US, China and Europe, and is
playing a growing part in the global energy mix, both in
helping reduce emissions and in the push to develop and
deploy green, renewable energy.
Copper is key to the global effort in scaling up to meet the
Paris Agreement’s sub-2°C-increase target. Its ‘newer’ uses
include its deployment in wind turbines, which are highly
copper-intensive, with the metal being used in the extensive
cabling needed to transfer power, as well as in generators
and transformers. In the motor industry, battery electric
vehicles contain 3–4 times more copper than conventional
internal combustion engine vehicles. Furthermore, the electric
grid sector remains a major demand area for the metal, and
its copper intensity continues to rise.
The metal is central to Anglo American’s growth. Our copper
interests in Chile and Peru are in mining jurisdictions that have
historically had stable legal and fiscal frameworks, long-
established mining sectors, and a skilled workforce. In Peru,
we are developing Quellaveco (60% shareholding), which
is scheduled to start producing in 2022, and is expected to
add an estimated 300,000 tonnes per annum of copper
(100% basis) to our current annual output of more than
640,000 tonnes.
As the copper industry faces many challenges, including
declining average grades, restrictions on fresh water use,
challenges around the industry’s environmental footprint and
lack of infrastructure, supply will likely struggle to keep pace
with global demand for greener and cleaner energy and
transport. Anglo American is therefore well placed to benefit
from structural tightness in the copper market, given our
copper growth profile.
Portfolio continued
Coal: metallurgical and thermal
Our coal portfolio is centred around our metallurgical coal assets
in Australia, serving the steelmaking industry. Anglo American is
continuing its pathway out of thermal coal production, having more
than halved our production footprint since 2015, with the planned
exit from our remaining thermal coal operations in South Africa. We
also plan to exit our one-third shareholding in the independently
managed Cerrejón operation in Colombia at the appropriate time.
Metallurgical coal – Australia
We are the world’s third largest exporter of metallurgical coal for
steelmaking and our operations serve customers throughout Asia,
Europe and South America.
Our tier one metallurgical coal assets include the Moranbah North
and Grosvenor metallurgical coal mines (both 88% ownership),
located in Queensland. The mines are underground longwall
operations and produce premium quality hard coking coal. More
stringent environmental and safety regulations have led to a
requirement for many steel producers to run cleaner, larger and
more efficient blast furnaces which, combined with a number of
mine closures in recent years, results in increased global structural
demand for high quality coking coal, such as that produced by our
Australian mines.
Export thermal coal – South Africa
Our remaining South African coal portfolio is concentrated on
export markets, having sold the majority of our domestic coal mines
in 2015. Our export product is derived from three 100% owned and
wholly operated mines – Goedehoop, Greenside and Khwezela;
Zibulo (73% owned); and 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.
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 the capacity to produce around 45,000
tonnes per year 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. Our
PGMs business also produces nickel as a by-product, amounting to
13,800 tonnes in 2020.
Manganese
We have a 40% shareholding in Samancor joint venture (managed
by South32, which holds 60%), with operations based in South Africa
and Australia.
Portfolio update
We continue to refine and upgrade the quality of our asset portfolio
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 since 2013, 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, or
closure of less attractive assets, resulting in a step-change in our
operational performance, profitability and cash flow generation.
Portfolio management
During 2020, our focus was on continuing to improve our
competitive position, progressing the construction of the Quellaveco
copper project in Peru, and completing the acquisition of Sirius
Minerals Plc, while also re-phasing certain of our capital projects in
light of Covid-19-related disruption.
We completed the acquisition of Sirius Minerals Plc, following
regulatory and shareholder approval, in March 2020.
Anglo American is continuing to develop what is now known as
the Woodsmith project in the north east of England to access
the world’s largest known deposit of polyhalite, a natural mineral
fertiliser product containing potassium, sulphur, magnesium and
calcium. The fertiliser product – known as POLY4 – will be exported
to a network of customers in overseas markets from our dedicated
port. The Woodsmith project, part of our Crop Nutrients business,
which also incorporates the further development of global demand
for POLY4, will be a world class supplier of premium quality fertiliser
certified for organic use and with a low carbon footprint, expected
to help meet ever growing demand for food.
The project fits well with our established strategy of securing
and developing world class assets, particularly in the context
of Anglo American’s trajectory towards products that support a
fast growing global population and enable a cleaner, greener,
more sustainable world. The integration of the project into
Anglo American is ongoing, with a technical review on track to be
completed by mid-2021.
For more on the Woodsmith project
See pages 22-23
In December, we completed a transaction to provide for the
equalisation of ownership across our integrated metallurgical coal
operations at Moranbah North and Grosvenor in Australia through
the sale of a 12% interest in Grosvenor mine to the minority joint
operation participants in Moranbah North. The Grosvenor mine uses
Moranbah North’s coal processing infrastructure, where numerous
debottlenecking, expansion and product blending options offer
considerable cost, productivity and margin benefits for the
integrated operation.
Projects
Strict value criteria are applied to the assessment of
Anglo American’s portfolio of future growth options. For major
greenfield projects, we will sequence their development and we
will consider including partners where appropriate. The Group
will continue to maintain optionality to progress with value-
accretive projects.
Strong progress continues at Quellaveco, with the project currently
tracking against its original schedule, despite the impact of Covid-
19-related disruptions, as execution was well ahead of schedule
prior to the pandemic, with all applicable milestones achieved.
The project is expected to deliver first production in 2022, with
ramp-up to full production in 2023. Quellaveco expects to deliver
around 300,000 tpa of copper equivalent production (on a 100%
basis) on average in the first 10 years of operation.
Longer term, the Group has a number of organic growth options
under consideration, including expansions at the Mogalakwena
PGMs complex in South Africa, the Collahuasi copper joint
operation in Chile, and the Moranbah-Grosvenor metallurgical coal
mines in Australia.
For more on the progress of our Quellaveco project
See page 73
26
Anglo American plc Integrated Annual Report 2020
Strategic Report In our ongoing search for new mineral resources, drones are being deployed for many different purposes. Here, at our Sakatti polymetallic deposit in Finland, geologist
Fabian Frohlich (left) and technician Jouni Raninen have been using drone technologies in hydrogeological studies, including mapping springs in boggy areas as well as
other field operations such as route planning.
Innovation – taking discovery under cover
A short history: It is only in the past 200 years or so that the
science of geology has developed to assist in exploration
endeavours. Many of these have turned out to be successful,
with the discovery of mineral deposits of a quality and scale that
have indisputably played an important part in the development
of modern life. To take just one example, global production
of copper, an essential metal in an array of applications from
electrical and electronic applications to hybrid vehicles and the
harnessing of renewable energy, has increased twentyfold in the
past century, and has more than doubled in the past 25 years.
Challenge and opportunity: A consequence of this successful
discovery history is the increasing maturity of well-explored
regions, including many areas where the rocks hosting mineral
deposits are exposed at surface. However, most prospective rock
formations are not exposed, but are rather concealed beneath
younger rocks and sediments deposited after the mineral
deposits formed in the geological past. These undiscovered
deposits are said to be ‘under cover’. While some explorers
limit their search to traditional and now well-explored search
areas, our Discovery team recognises the discovery potential
in the vast, still poorly explored, covered search space. The
challenge, however, lies in developing increasingly effective
means of discovering superior-value under cover ore deposits,
with often complex geology, and then turning them into highly
prospective resources.
Unlocking covered search space: By applying leading scientific
understanding of how world class mineral systems are formed,
our geoscientists try to predict Earth’s most prospective
areas, both exposed and under cover. Innovative discovery
technologies, both developed through Anglo American-driven
partnerships, include the SPECTREMPLUS airborne geophysical
system, and the Low-Temperature Superconducting Quantum
Interference Device (LT-SQUID) ground-based geophysical
system. 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. This integrated
approach is key to Anglo American’s track record of mineral
discoveries in new settings and beneath cover.
Looking ahead: Deeply buried mineral deposits are commonly
not accessible using traditional open pit mining methods.
The tilt towards new covered search spaces brings with it the
opportunity to turn under cover discoveries into safe, highly
efficient underground operations with a minimal surface
footprint. We are pursuing such opportunities at our near-
asset Los Bronces Underground copper project in Chile, and
at our Sakatti polymetallic project in northern Finland – both
Anglo American discoveries.
Discovery
Discovery and Geosciences, including our exploration activities, is
consolidated across the Group, covering 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 maximise
realisation of value from them, and to gain significant benefit in
both near-asset and greenfield discovery work.
Anglo American was founded on world class mineral discoveries.
Building on the Group’s strategy and long track record of discovery
success, we are implementing a fundamentally revitalised discovery
strategy that is shaping a global, diversified, risk-balanced portfolio
focused on new discovery search spaces. This effort is enhancing
our position as a discoverer of superior-value deposits that have
the potential to improve our production profile, over time.
Quality discovery portfolio
We are concentrating on the discovery of mineral deposits in
existing and new districts that are capable of delivering sustainable
returns on a material scale, and which provide greater diversification
and optionality for the business, delivering metals and minerals to
enable a cleaner, greener, more electrified world. We maintain a
robust and diverse discovery portfolio, including:
– Near-asset discovery projects: focused on the extensive mineral
tenure around Anglo American’s existing operations.
– These have yielded, for example, several discoveries in the
Los Bronces district in Chile. Notably, at Los Bronces Underground,
discovered in 2006, ongoing drilling over the past five years has
yielded an increase in reported Mineral Resources by more than
240% to c. 4.1 billion tonnes grading 1.13% TCu (see Ore Reserves
and Mineral Resources Report 2020 for full details). In other
districts such as Quellaveco (Peru) and Mogalakwena (South
Africa), new copper and PGM prospects respectively have been
identified and are currently being explored and evaluated.
– Greenfield discovery projects: identifying and securing district-
scale mineral tenure covering strategic, highly prospective
search space in established and frontier settings. The greenfield
discovery focus includes copper, diamonds, nickel and PGMs. The
Group has active greenfield programmes in Australia, Canada,
Greenland, Finland, South America (Brazil, Chile, Ecuador, and
Peru), and sub-Saharan Africa (Angola, Botswana, Namibia
and Zambia).
Anglo American plc Integrated Annual Report 2020
27
Mining operations are becoming increasingly remotely controlled and
automated. Here, at our El Soldado copper operation in Chile, operations
are monitored from the safety of the central control room.
28
Anglo American plc Integrated Annual Report 2020
Innovation
Innovation
Across every aspect of our business, we are thinking
innovatively to ensure the safety of our people, to enhance
the sustainability of our business, and to deliver enduring
value in its many forms for all our stakeholders.
Material matters discussed in this section
– Adopting a zero mindset
– Tackling climate change
– Protecting our natural environment
– Playing our role in society
– Driving business performance
Anglo American plc Integrated Annual Report 2020
29
Strategic Report
Innovation
Platinum group metals (PGMs) are playing a critical part in the emerging hydrogen economy, including their application in fuel cell electric vehicles (FCEVs), such as this
FCEV, owned by Anglo American, which is being used regularly on UK roads. On a far bigger scale, in 2021 we expect to pilot the first hydrogen fuel cell electric truck of a
planned haul truck fleet at our Mogalakwena PGMs mine in South Africa.
Decarbonising our business
– and our planet
Hydrogen in numbers
18%
the Hydrogen Council currently estimates that hydrogen
could represent 18% of global energy demand by 2050
Zero emissions
Hydrogen is a zero-emission energy carrier with a
high energy density
For more information on hydrogen fuel, see
www.angloamerican.com/futuresmart/stories/our-industry/technology/
how-hydrogen-fuel-cells-work
Tackling climate change is the defining challenge of our time.
Our underlying principle is to reduce carbon going into the
atmosphere and we have set out a number of pathways
to achieve this, guided by our Purpose of re-imagining
mining to improve people’s lives. These include the ongoing
transition of our portfolio towards those metals and minerals
which support a greener, cleaner, more sustainable world;
reducing our energy consumption and intensity; and
increased use of renewable energy.
Realising hydrogen’s potential
In 2020, we committed to an ambitious goal of achieving carbon
neutrality (Scope 1 and 2) across our operations by 2040, with eight
of our operations reaching that goal by 2030, supported by a
clear set of intermediate targets. We are also rapidly increasing our
sourcing of renewable energy – using 100% renewables in Chile from
2021 and Brazil from 2022 – and low carbon operational solutions,
which include the production and use of hydrogen.
Hydrogen, the most abundant element, is a versatile, zero-emission
energy carrier with a high energy density. It can also be stored
in large quantities and for long periods. The Hydrogen Council
currently estimates that hydrogen could represent 18% of global
energy demand by 2050.
Platinum group metals (PGMs), essential in cleaning up the
noxious gases from the internal combustion engine (ICE), also
play a critical role in the emerging hydrogen economy – in both
hydrogen powered fuel cell electric vehicles (FCEVs), as well as in the
production of green hydrogen via electrolysis.
30
Anglo American plc Integrated Annual Report 2020
Strategic Report
A world first in mining – developing our hydrogen electric
haul truck
While hydrogen power is applicable across most forms of transport,
the heavy commercial freight sector is likely to offer the greatest
near term growth opportunity for hydrogen powered vehicles,
given hydrogen’s physical advantages over other technologies.
Mine vehicles are also therefore ideal candidates. As part of an
integrated mine-decarbonisation system that we envisage, we have
partnered with several companies to develop and fuel the world’s
largest hydrogen powered mine haul truck. We plan to generate
hydrogen from electrolysis on our mine sites, using renewable
energy sources. At our Mogalakwena PGMs mine in South Africa,
where the truck is expected to be piloted in 2021, we are building a
3.5 MW electrolyser to produce hydrogen on site for use in fuelling
the hydrogen powered fuel cell electric haul truck. We subsequently
expect to roll out this technology across the Mogalakwena fleet
and those at our other operations around the world in the years
to come.
The prospects for the adoption of hydrogen and fuel cell
technologies for clean energy and transport have increased
markedly in the last year across many major economies and among
key relevant stakeholder groups. In terms of broader transport
adoption, some obstacles do still need to be resolved, but it is
likely that FCEVs and battery electric vehicles (BEVs) will provide
complementary, emissions-free, solutions for different transport
applications, with FCEVs continuing to benefit from their quick
refuelling times and greater range.
“Hydrogen technologies can
provide zero-emission energy and
transport solutions, enable deep
industrial decarbonisation and
help renewables maximise their
potential through storage.”
Takeshi Uchiyamada
Chairman of the Board of Toyota Motor Corporation
and Co-chair of the Hydrogen Council
Developing the market for hydrogen
Through our longstanding PGM market development activities,
including our $100 million investment in AP Ventures, an independent
venture capital fund with a mandate to invest in the development of
new applications for the full suite of PGMs, we have been investing
in a wide range of promising new technologies and in companies
in the fuel cell, hydrogen and energy-storage value chain. We
also support the development of the hydrogen economy through
several partnerships. We are a founding and board member of the
global Hydrogen Council (now numbering nearly 100 members), as
well as a founding member of the International Hydrogen Fuel Cell
Association in China and the Green Hydrogen in Heavy Industry
Consortium in Australia, which was formed in early 2020 and places
a strong emphasis on green hydrogen and fuel cell technology for
mobility and power generation in mining.
Decarbonising our business
– and our planet
Tackling emissions: Currently, our Ultra
Class truck fleets consume 70% to 80%
of the diesel on our sites. By displacing
diesel with green hydrogen, we are
removing one of the hardest to abate
emission sources in mining.
Hydrogen storage: Due to the high
energy density of hydrogen and the
ability to perform fast refuelling, the
availability of the haul fleet is maximised
as fewer refuelling stops are required.
Power: Our proprietary zero emission
Power Plant Module, which consists
of 800 kW of fuel cells and a 1.2 MWh
battery, can deliver more power than
conventional diesel engines.
2040
Anglo American is committed
to achieving carbon neutrality
across our operations by 2040
Anglo American plc Integrated Annual Report 2020
31
Innovation continued
O u r Strategy
I n n ovation
Operating Model
Our Operating Model is the foundation for how we plan and execute
each task. It provides the link to P101 and our FutureSmart Mining™
programme and it’s the glue to everything we do. Our focus on
operating stability and predictability supports safe, reliable
performance and continuous improvement.
io
l
o
f
t
r
o
P
P101
Marketing Model
P101 is our transformational asset
productivity programme, systematically
improving the performance of our most
value-driving mining processes and
other work to set new levels of
benchmark performance. It sets the
context for our progress and is critical
to enable the delivery of
FutureSmart Mining™.
Our Marketing Model optimises the
value from our mineral resources and
market positions. By fully understanding
and addressing our customers’ specific
needs and leveraging our capabilities in
the financial and physical markets, we
drive the right commercial decisions
across the value chain – from mine
to market.
P
e
o
p
l
e
FutureSmart Mining™
Technology, digitalisation and sustainability
working hand in hand.
Across every aspect of our business, from mineral exploration
to delivering our products to our customers, we are
thinking innovatively to ensure the safety of our people, to
enhance the sustainability of our business, and to deliver
enduring value in its many forms for all our stakeholders.
The combination of our innovative Marketing Model, best-
in-class operational improvements provided by the stable
platform of our Operating Model and through our P101
programme, and FutureSmart Mining™ — our innovation-led
pathway to sustainable mining — is fundamentally changing
the way we extract, process and market metals and
minerals, providing our next step-change in operating and
financial performance.
Marketing
Our Marketing Model maximises the value from our mineral
resources and market positions. We do this by fully understanding
and addressing our customers’ specific needs and optimising our
capabilities in the financial and physical markets to drive the right
commercial decisions across the value chain – from mine to market.
Since its creation in 2014, our Marketing business has been
committed to providing physical products, logistics, freight, sales
services and technical support, as well as commercial solutions,
including competitive pricing and helping to respond to potential
supply risks.
their needs by shaping partnerships that are mutually beneficial
and help the entire value chain to evolve and flex to adjust to the
demands of a rapidly changing industry landscape.
During a volatile year, Marketing has been instrumental in
addressing both supply and demand challenges. As an innovative
and modern provider of metals and minerals, Anglo American is
helping to unlock value across the entire value chain by offering a
full range of customer-specific solutions.
We leveraged our long-standing relationships, market intelligence
and analytics capabilities to continue to supply products to our
global customer base in the context of significant production and
logistics constraints in 2020. Where needed, we redirected product
flows to respond to demand shifts, optimising supply from our global
portfolio and ensuring fulfilment of our commitments.
Our trading capabilities have helped us capitalise on our
competitive positions through securing extra supplies from
third parties. We took steps to further develop our sourcing and
origination framework, securing new deals with junior miners in order
to supplement our own product flows.
Sustainability and collaboration
As we look ahead, we recognise the increasing importance of
ESG factors to our customers and partners. We are building on
Anglo American’s goal to reach carbon neutrality by 2040, including
by seeking innovative collaborations with our customers to generate
new opportunities to reduce emissions.
Our customers operate in some of the world’s most critical
and diverse industries – from automotive to steelmaking, from
technology and jewellery to energy production. Long term, solid
relationships are of vital importance to meet – and anticipate –
We are actively working to contribute to the long term sustainability
of the shipping sector. In 2020, Anglo American was one of the
founding signatories of the Sea Cargo Charter – established
by some of the world’s largest energy, agriculture, mining, and
32
Anglo American plc Integrated Annual Report 2020
Strategic Report commodity-trading companies to introduce a standard reporting
framework for charterers to measure and align their emissions. We
also announced the award of a 10-year charter contract for four
liquefied natural gas (LNG)-fuelled capesize+ vessels, introducing
LNG to our chartered fleet for the first time. The vessels, to be
delivered in 2023, offer significant environmental benefits, including
a c.35% cut in CO2 emissions compared to standard marine
fuel, while also using new technology to eliminate the release of
unburnt methane.
Developing the market for PGMs
Our market development team continued to advance both
near and long term sources of PGM demand, developing and
encouraging new end-user applications while continuing to support
the growth of existing demand segments. In 2020, together with
our partners, we focused on accelerating the development and
adoption of new PGM alloys; spearheaded the creation of hydrogen
freight corridors – designed to accelerate the uptake of heavy-duty
fuel cell vehicles by aggregating end-user demand and aligning the
development of refuelling infrastructure; and formed a joint venture
with Japan’s Furuya Metal, to commercialise a platinum-based
product that extends food shelf life.
The Platinum Guild International and the World Platinum Investment
Council, both partners with us in market development, continued
to successfully stimulate platinum demand in the jewellery and
investment sectors, respectively. We have also expanded our efforts
in China, forging new partnerships with the likes of Eastern China
University of Science and Technology to work on the development
of a platinum photocatalyst used to reduce pollution from industrial
waste-gas streams. AP Ventures, established as an independent
venture capital fund in 2018, welcomed two new strategic
investment partners, Sumitomo Corporation and Impala Platinum,
cementing its position as a leading fund investing in technologies
that enable the use of PGMs, particularly in the hydrogen and fuel
cell sectors.
Operating Model
We believe we can build a long term sustainable competitive
advantage by securing access to the best resources and through
operating assets more effectively (productive) and more efficiently
(cost competitive) than our competitors.
Our Operating Model is the foundation to support us by providing
structure, stability and predictability in the way that we plan and
execute every task. Unplanned work is inherently more costly, and
less safe, than planned work.
P101
P101 is our transformational asset productivity programme that
builds on the stability provided by our Operating Model.
It is about improving the performance of our most value-accretive
mining and other processes to best-in-class benchmarks, then
pushing the capability boundary further, establishing new
benchmarks for the industry in terms of efficiency and the way
we work. P101 is systematically targeting opportunities across the
value chain, for example delivering a 15% increase in truck utilisation
at Orapa, increased haul truck payloads at Los Bronces, an 8%
throughput increase at the Minas-Rio beneficiation plant, and world
class shovel performance across multiple operations. P101 sets the
context for our progress and is critical to enabling the delivery of
FutureSmart Mining™.
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 technology roll-out and our digital platform
(known as Voxel), as well as the delivery of growth projects. By 2022,
we expect to deliver an additional $3–4 billion annual underlying
improvement, before inflation, relative to 2017.
A Minera Tres Valles (MTV) employee washing cathode sheets at the
company’s site in Salamanca, Chile.
Independent copper producer’s cathode marketed by
Anglo American
Many of the products we market have an important role to
play in the energy transition. From automotive to construction
to energy production, the ability to supply metals such
as copper, PGMs and nickel in a responsible way will be a
differentiator in shaping a sustainable future for our industry.
By forging relationships with independent partners or
smaller-scale miners, long term origination deals allow us to
expand the volume and breadth of products we can offer
to customers.
This represents a natural extension of our third-party sourcing
activities, whereby Anglo American increasingly handles
products that originate from outside the Group’s managed
operations in order to provide a reliable and timely supply of
products to meet industry demand.
The agreement with Minera Tres Valles (MTV) and its Canadian
parent company, SRHI, highlights our approach. The terms
of the deal include Anglo American, together with the
Kimura Commodity Trade Finance Fund, providing more
than $50 million in loan financing to support production
growth plans at MTV’s operations in Chile. A key feature is an
offtake agreement for 100% of MTV’s extremely high-purity
copper cathode output that Anglo American will market.
Anglo American and Kimura were key creditors who supported
MTV through in-court reorganisation proceedings in Chile
during the course of 2020, and the terms of the deal reflect
the court-approved restructuring plan.
Partnerships such as this bring benefits to smaller and mid-
size operators who, through these agreements, have access
to Anglo American’s marketing platform and route to market.
Partners benefit from our product and industry expertise and
are able to take advantage of our infrastructure, technical
and production risk-assessment skills, as well as our financing
and logistics capabilities.
Origination agreements can also be an opportunity to have
a positive impact on mining communities. For example,
in addition to the ore produced from its own mines, MTV
purchases product directly from small third-party producers,
and also from ENAMI, Chile’s National Mining Enterprise, to
be processed at its facilities, as well as leasing properties
to local miners. This helps local players in the community of
Salamanca, where MTV is located, as it secures an outlet for
production coming from smaller producers, including family-
owned ventures.
The project is an important source of income for the local
area. Around 65% of MTV’s 210-strong workforce, and
more than 80% of its 382 contractors, come from the local
community in Salamanca.
Anglo American plc Integrated Annual Report 2020
33
Innovation continued
FutureSmart Mining™
FutureSmart Mining™ is our blueprint for the future of our business.
The intrinsic links between technology, digitalisation and many
of our sustainability outcomes are driving the innovations that will
transform the nature of mining and how our stakeholders experience
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. This is about
transforming our physical and societal footprint.
Technology and digitalisation
By integrating data intelligence and technology with our
Sustainable Mining Plan commitments, we are creating new systems
that optimise value for our stakeholders. We expect this integrated
and holistic approach to deliver increasingly significant safety,
environmental and social benefits, while reinforcing the ethical
credentials of our products.
The framework for our approach to technology and digitalisation is
set out as follows:
Concentrating the Mine™
We are optimising mining processes through technologies
that target the required metals and minerals more
precisely, with reduced water, energy and capital
intensity, and producing less waste. These technologies
include bulk ore sorting, coarse particle recovery,
fines flotation, dry processing and novel classification,
with their implementation integrated into resource
development planning.
Water-less Mine
With 75% of our assets located in water-constrained areas,
we must reduce our dependence on water and associated
tailings facilities. We will always need water, but we can
get closer to full recovery recycling. Through an integrated
system of technologies including coarse particle recovery
and hydraulic dry stack, we are reducing freshwater usage,
moving to closed loop and ultimately dry-processing in our
operations, thereby eliminating the need for wet tailings
and instead creating stable, dry, economically viable land.
The construction of the first such facility is under way at
El Soldado, in Chile, to validate the engineering at scale.
Modern Mine
Safety is our number one priority and we are committed
to achieving zero harm, so that all of our colleagues
return home safely, every day. We are developing a new
generation of engineered controls to reduce exposure to
risk in work processes. We are using existing modernisation
technologies, introducing remotely operated machinery
– such as automated drilling – and continuous hard rock
cutting, to remove people from harm’s way.
Intelligent Mine
We are transforming how we make best use of data,
through integrated digital tools for planning, simulation,
execution, and monitoring, from resource definition to
the output of processing plants. Our digital platform
(known as Voxel) is bringing the full mining value chain
together in a digital form to help our people make
data-driven decisions in the most efficient manner,
predicting outcomes and driving safety, environmental and
productivity improvements.
34
Anglo American plc Integrated Annual Report 2020
Strategic Report Bulk ore sorting (BOS) plant at PGMs’ Mogalakwena mine. The BOS system unlocks production capacity through early rejection of waste, reducing the volume of
material sent to the processing plant.
Bulk ore sorting and coarse particle recovery – leading
the way in mineral processing innovation
FutureSmart Mining™ is central to how Anglo American lives up
to its Purpose of re-imagining mining to improve people’s lives.
We are working to transform many of the physical processes
of mining and to reduce our environmental footprint, helping
us to better meet society’s expectations of our industry, while
continuing to provide many of the essential metals and minerals
our modern society needs.
Through embracing step-change technologies, our mining
operations are becoming safer and more water- and energy-
efficient. Through digitalisation, and the application of big data
and artificial intelligence, FutureSmart Mining™ is enhancing
our performance across the entire mining value chain, from the
discovery of new mineral deposits, to mining equipment and
processing techniques, to tailoring products for our customers.
Anglo American is at the forefront of applying innovative
technologies that are fundamentally changing the way minerals
are processed – two of which are bulk ore sorting (BOS) and
coarse particle recovery (CPR). Both technologies are helping
us to significantly reduce our energy and water consumption
in line with our ambitious Sustainable Mining Plan targets of a
30% improvement in energy efficiency and a 50% reduction in
fresh water abstraction by 2030.
The primary benefit of the BOS system is in unlocking production
capacity through early rejection of waste or unwanted material,
thereby increasing the grade of the ore and reducing the volume
that is transported to the processing plant or concentrator.
BOS uses composition-sensing technology to detect the
concentration of elements of interest, as well as the amount of
waste in the material being transported for processing. This has
led to a reduction in overall costs per tonne produced, along with
a decrease in wet tailings volumes, and in water and energy use.
BOS pilot plants are already up and running or in the process of
being commissioned at El Soldado, Barro Alto, Los Bronces and
Mogalakwena. Work is most advanced at El Soldado, where
trials indicate that, potentially, BOS alone can deliver a c.10%
reduction in energy and water intensity for an operation.
CPR makes use of a new technology that may in time replace
conventional flotation technology, which frequently requires large
infrastructure and high power consumption. At our El Soldado
copper mine in Chile, our new demonstration plant uses CPR
technology in a novel way using the Hydrofloat™, which combines
flotation with gravity concentration, allowing the flotation
process to be changed to treat larger-diameter material and
permit coarser grinding. Through delivering a waste stream that
is easier to handle, capacity in the mill is freed up to increase
throughput by 15–20%, while effecting savings of around 20%
in energy.
By being able to treat larger size material as opposed to dust
size particles, the process also means that water can be more
easily separated afterwards, which then enables the dry stacking
and storage of that waste, with far fewer wet tailings, reducing
water consumption by around 10%, as well as making the whole
operation safer.
Sustainable Mining Plan
As societal expectations continue to evolve, so mining must play
its part to address the environmental challenges of a carbon-
constrained world and society’s wider expectations of us as
enablers of change, while we continue to meet the ever growing
demand for our products.
Our far-reaching and ambitious Sustainable Mining Plan is designed
to tackle many of these challenges, both environmental and social,
and we are making encouraging progress in changing how our
employees and stakeholders experience Anglo American, in line with
our Purpose.
Our Sustainable Mining Plan, launched in 2018 as part of
FutureSmart Mining™, is built around three major areas or Global
Sustainability Pillars, which are aligned to the UN’s Sustainable
Development Goals:
– Maintaining a healthy environment that uses less water and
delivers net-positive biodiversity outcomes, ultimately moving us
closer to our vision of a carbon-neutral mine
– Building thriving communities with better health, education and
levels of employment
– Developing trust as a corporate leader, providing ethical value
chains, policy advocacy and improved accountability.
Under each of the Global Sustainability Pillars we have a set of
stretch goals. We are putting all our efforts into delivering them
between now and 2030. These Global Stretch Goals are deliberately
ambitious and designed to challenge us to lead and innovate.
At the heart of our Sustainable Mining Plan is Collaborative
Regional Development (CRD), our innovative approach to bringing
sustainable economic opportunities to the regions around our
operations. For our mines to be safe, responsible and productive,
they should operate in areas that are thriving. In many places,
addressing the challenges to achieve this is too large and complex
to be solved by one institution alone, and instead is better tackled
through collaboration and partnership.
Anglo American plc Integrated Annual Report 2020
35
Innovation continued
CRD involves Anglo American acting as a facilitator and catalyst
for change in the regions that host our operations. We are forming
partnerships with other stakeholders, to jointly identify and then
deliver long term social and economic development beyond our
operations’ immediate zones of influence. We use spatial analysis to
look at factors such as demographic data, available infrastructure
and climate projections to explore challenges and opportunities in
the region and combine these with market studies. Spatial planning
involves aggregating multiple data sources in a particular region,
helping partners explore challenges and opportunities by visualising
them in one location.
In 2019, we piloted the approach in Limpopo province in South
Africa, where our CRD initiative, the Impact Catalyst, now has
four main partners. We have also started implementing the CRD
approach in the country’s Northern Cape province, as well as in
Botswana, Brazil, Colombia, Peru and the UK.
By working in partnership with a broad range of stakeholders, we
are delivering on our commitment to building the foundations for
long term, sustainable development in our host regions, far beyond
the life of the mine.
Our Global Sustainability Pillars
Environment
Social
Governance
Healthy
Environment
Thriving
Communities
Trusted
Corporate Leader
Pillars and goals
Collaborative Regional
Development
Regional spatial
analysis
Healthy
Environment
Goals:
Biodiversity
Climate change
Water
Thriving
Communities
Goals:
Education
Health and
well-being
Livelihoods
Trusted
Corporate Leader
Goals:
Accountability
Ethical value chains
Policy advocacy
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Critical foundations
Leadership
and culture
Zero harm
Human
rights
Inclusion
and diversity
Group
standards and
processes
Compliance
with legal
requirements
Tailored five-year site plans
All sites and key Group functions
Flexible and integrated response to Group, business unit and local priorities
36
Anglo American plc Integrated Annual Report 2020
Strategic Report
Climate change
Climate change is one of the defining challenges of our time and
at Anglo American, we are committed to being part of the global
response to climate change. Our strategy takes into account a
range of risks and opportunities for the business. We will work with
others across geographies, industries and throughout the value
chain to achieve our goal. We are also investing in game-changing
technological solutions through FutureSmart Mining™ to deliver
sustainable reductions in energy usage and emissions.
Our approach and policies
Climate change is the lens through which we view all of our strategic
planning and business decision-making, including capital allocation
and the industry associations to which we belong, ensuring that we
are able to position ourselves proactively to address the impacts of
climate change and capitalise on potential opportunities, as well as
moving our business in line with the global transition that is needed.
We are exploring growth opportunities, including in copper, nickel
and PGMs – the metals required for the transition to a low carbon
economy – and we have reduced our thermal coal production
footprint by more than half since 2015.
Our commitment to helping address climate change is underpinned
by our work to reduce our operational greenhouse gas (GHG)
emissions. Having already introduced a target in 2018 to reduce
absolute GHG emissions by 30% and improve our energy efficiency
by 30% by 2030 against a 2016 baseline, in 2020 we raised the bar.
We are now targeting carbon neutrality across our operations by
2040, with eight sites targeted to be carbon neutral by 2030.
Our approach aligns with the vision set out by the Financial
Stability Board’s Task Force on Climate-related Financial Disclosures
(TCFD), which we have supported since 2018. In line with the TCFD’s
recommendations, in 2019, we published the report Climate Change:
Our Plans, Policies and Progress, which explored the impact of
climate change across our portfolio through quantitative scenario
analysis. The analysis helped us understand that our business is
fundamentally resilient. Guidance on where to find information
relating to each of the TCFD’s recommendations is found in the
disclosure table on page 257.
The remuneration of our chief executive and all senior management
include metrics directly related to climate change. A GHG emissions
target was first introduced to the LTIP in 2017. We achieved the
2020 GHG target a year ahead of schedule, in 2019. For 2022, the
LTIP awarded in 2020 includes a target of a further 10% reduction
on the 2019 emissions level (with a 15% stretch target). The GHG
metric has been retained for the new LTIP being awarded in 2021,
reflecting our continued focus on climate change and our 2030 SMP
commitments. See page 130 of the Directors' remuneration report for
more detail.
In addition to our work with the International Council on Mining and
Metals (ICMM), we engage in policy processes through other local
and international forums. We also have consistent and constructive
engagement with investors with an interest in climate change,
including with the Climate Action 100+ initiative.
Targets and performance
In 2020, our operations were responsible for 16.1 million tonnes of
CO2-equivalent emissions (Mt CO2e). This represents a 9% decrease
compared with 2019, driven in part by the impact of Covid-19-
related restrictions at many of our operations in the second quarter
of 2020. Our total energy consumption decreased to 81 million GJ
(2019: 87 million GJ). In 2020, our Group emission intensity was
7.63 (Mt CO2e/tonnes CuEq).
In 2019, we undertook a Group-wide Scope 3 emissions assessment,
covering the period 1 January 2018 to 31 December 2018. The
emissions from this period were 225 Mt CO2e. We plan to carry out
this detailed assessment every two years.
For more information on our Scope 3 emissions, see
www.angloamerican.com/sustainability-data
Environmental co-ordinator Rogério Vasconcellos in Minas-Rio’s nursery,
where native tree seedlings are cultivated prior to planting in areas set
aside for reforestation.
Biodiversity leadership at Minas-Rio
Conserving Brazil’s Atlantic Rainforest
A major area of focus in our Sustainable Mining Plan is to be
recognised as a leader in biodiversity in the mining sector.
We aim to achieve this through being responsible and
transparent biodiversity custodians so that our presence has
a net positive impact (NPI) on biodiversity. We appreciate only
too well that failing to do so will create risks for us from an
operational perspective, and from loss of reputation, trust and
social acceptability.
Our Minas-Rio iron ore mine is located in one of Brazil’s
priority conservation areas (the Buffer and Transition Zone of
the Espinhaço Range Biosphere Reserve). This is a transition
area between the Atlantic Rainforest and Cerrado (Brazilian
Savanna) biomes and is characterised by the presence of
many caves. The Atlantic Rainforest originally covered around
60 million hectares and extended over several, very different,
environmental zones. Today, the forest cover is now around
12% of its original extent. This includes places where the
rainforest is being regenerated, as well as degraded forest
land, and comprises mainly small areas of under 100 hectares.
We are investing in biodiversity offsets at several sites in the
region of the Minas-Rio operation by way of combating
ongoing deforestation. These offset sites cover more than
15,000 hectares, of which around 12,000 hectares are
legally constituted forest and are managed directly by
Anglo American. The remaining hectares will be donated to
the Minas Gerais state government in order to help conserve
protected land by creating a ‘green ribbon’ that connects
these areas. Between 2014 and 2020, Anglo American made a
number of major biodiversity investments, including $3.5 million
dedicated to conservation of the 12,000 hectares of legally
constituted forest in the Minas-Rio region, while $6.4 million
was invested in the restoration of a further 1,300 hectares. In
addition to these amounts, we also invested $2.4 million on
the monitoring of fauna in the region, while $2.8 million was
donated to the production of seedlings of native trees for
reforestation of degraded areas.
We are implementing several additional conservation
initiatives in Brazil, including partnerships with NGOs for the
restoration of wetlands, and with universities for scientific
research, environmental education, and assessment of
livelihood alternatives – which, together, will make a positive
contribution to the region’s biodiversity conservation and
its overall sustainable development. Such initiatives are
essential to reduce the human pressure on remaining habitats
and to tip the balance away from deforestation towards
encouraging the restoration of forest land and to ensure we
deliver positive conservation outcomes.
Anglo American plc Integrated Annual Report 2020
37
Innovation continued
Protecting our natural environment
We consider ourselves stewards of the land and ecosystems where
we operate. We have a responsibility to look after the natural
environment with care and ingenuity. We direct our efforts to making
sure that not only do we minimise impact, but that we seek to
deliver positive and lasting environmental outcomes.
We do this through ecosystem-thinking and by using nature-
based solutions, managing a range of interconnected issues - from
climate and biodiversity to social impact and health, including
using our digital platform, known as Voxel, to predict environmental
impacts and help us adjust operational planning accordingly. Our
environmental work involves protecting the biodiversity of areas
in which we operate, accounting for and optimising our water
use, supporting the circular economy throughout the value chain
and across our business, and addressing quality of the air around
our operations.
As part of our Sustainable Mining Plan, we have set the following
targets for water and biodiversity:
– Biodiversity 2030: Deliver net positive impact on biodiversity
across Anglo American
– Water 2030: Reduce the abstraction of fresh water by 50%
against the 2015 baseline.
Our approach and policies
In 2020, we updated and published our Safety, Health and
Environmental (SHE) Policy. Aligned with our Purpose, Values,
and internationally recognised safety, health and environmental
standards (ISO 45001 and 14001), the SHE policy embodies three
guiding principles: zero mindset; no repeats; and non-negotiable
minimum standards.
The SHE Way is the management framework we use to implement
the SHE Policy. It helps us to achieve our Sustainable Mining Plan
goals and to live out our commitments to maintain a safe and
healthy workplace, a sustainable environment, and to build and
maintain thriving communities everywhere we work. This dynamic
tool sets out what is expected of all employees, managers, and our
organisation as a whole. The updated SHE Way is being rolled out
to support the updated SHE Policy in the first quarter of 2021.
For more information on the SHE Policy, see
www.angloamerican.com/sustainability/approach-and-policies
In spite of the challenges posed by Covid-19, in 2020 we made
significant progress:
– PGMs achieved a 92% reduction in waste to landfill compared
with the 2013 baseline
– We launched our first Global Biodiversity day, including a global
grant programme
– Our Predictive Monitoring System, of which the foundational part
of Phase 1 was completed, brings together software, hardware
(sensors) and data science from multiple operational data
sources into a single platform to give us future-looking information
about how weather incidents will affect our operations. It enables
us to make adjustments in real time to optimise our controls
– In November 2020, we announced a collaboration with Accenture
and other global industry leaders to support The Circulars
Accelerator. This initiative will help accelerate the global
circular transition.
Learning from environmental incidents
We classify incidents on five levels, according to their impact. Our
chief executive reports all Level 3–5 incidents (from moderate
to significant) to the Board, which addresses them through its
Sustainability Committee.
In 2020, we saw no Level 5 environmental incidents at our managed
operations, for the fifth consecutive year, and no Level 4 incidents.
38
Anglo American plc Integrated Annual Report 2020
There was one Level 3 incident at PGMs Rustenburg Base Metals
Refinery in South Africa, which related to water overflow. We carried
out remediation activities and are taking action towards a long
term solution for this repeat incident. The existence of repeat
incidents prompted us to launch our ‘Environment 365 No Repeats’
initiative – a proactive approach to managing incidents, with the
goal of ensuring that, by 2021, there will be no Level 2 or above
repeats at the same site, with the ultimate goal of no events.
Water
Water is fundamental for our operations and the communities
around them. We embrace our role as water stewards and, as
our approach continues to evolve, we incorporate learnings and
develop or implement new technologies.
In 2020, our focus was on reviewing and updating our water-
accounting methodology to ensure that all data is validated
against water balances, and that consistent definitions are applied
in accordance with the International Council on Metals and Mining
(ICMM) guidelines. This supports our continuing commitment to
water stewardship, working towards meeting the Sustainable Mining
Plan’s water goals and reaching for the FutureSmart Mining™ vision
of a water-less mine.
Our Sustainable Mining Plan includes Water as a global stretch
goal, with the following milestones and targets:
– 2020: Reduce the withdrawal of fresh water by 20%. Increase
water-recycling and re-use levels to 75% against the 2015
baseline. No Level 3 or greater water incidents
– 2030: Reduce the withdrawal of fresh water by 50%.
In 2020, we reached a 10% reduction in freshwater abstraction
compared with the 2015 base year, which was short of the 2020
milestone. However, we exceeded the recycling and re-use
milestone, achieving 80%. We experienced one Level 3 incident and,
accordingly, we are taking action in order to meet the 2030 targets.
Total water withdrawals amounted to 209 million m3.
Mineral residue management
The management and storage of waste rock and processed mineral
residue – known as ‘tailings’ – is a critical issue across our industry.
We are determined to meet the social, safety and environmental
challenges of mineral residue management, both by developing
practical technological solutions, and encouraging industry-wide
conversation on the subject, while implementing leading practice
across our Group.
For more information and disclosure, see
www.angloamerican.com/tailings
Our approach and policies
We are an industry leader in our approach to managing tailings
safely and in being transparent about our tailings storage facilities
(TSFs) around the world. Our Group Technical Standard addresses
the risks of both tailings dams and water-retaining dams, as well
as waste rock dumps. The Standard sets out requirements for
design, monitoring, inspection and surveillance, which we follow as
a minimum practice in each jurisdiction where we operate. While
the Standard is recognised as industry-leading, it will continue
to evolve.
Technology is increasingly playing a role in how we make tailings
dams safer. In 2020, we completed installation of fibre-optic sensors
at our TSFs at our Mototolo PGMs mine in South Africa, our Minas-
Rio iron ore operation in Brazil, and our Los Bronces and El Soldado
copper mines in Chile. Fibre optic cables cover a large area and are
extremely sensitive to either strain or temperature differentials over
very long distribution lengths. This technology helps us to monitor
tailings dams, enabling near-real-time measurement and analysis
of data to understand structural movements, long term deformation
or ‘creep’ into the dam foundation.
Strategic Report Playing our role in society
As a global business, we see it as our role to make a positive
contribution to society. Leading by example, we have a renewed
social performance management system, the Social Way 3.0, that
aligns with international best practice. We hope the Social Way 3.0
will be instrumental in improving people’s lives in and around the
areas where we operate.
Grievances and incidents
In 2020, we recorded and reviewed approximately 2,059 grievances.
Following review, 510 were Level 4 and none at Level 5. During
the same period, 505 incidents with social consequences were
recorded, of which 12 were Level 4 incidents, and none at Level 5.
Our priority is to continue to put in place all the necessary measures
to complete our transition to the Social Way 3.0 by the end of 2022.
Through our Collaborative Regional Development (CRD)
programme, we work to actively support local and regional
economies. We respect human rights, as well as the cultural
heritage of people and communities. We also transparently and
continuously engage stakeholders to collaboratively find solutions
to the most pressing issues of our time.
We set our standards high, embedding them into our Code of
Conduct. We also have high expectations of our suppliers, and
provide guidance and support to emerging companies to meet
those expectations, ensuring we address sustainability issues
throughout the entire value chain.
Social performance
Social performance encompasses our interactions, activities
and outcomes with respect to local communities and other local
stakeholders in those areas affected by our activities.
Our approach and policies
The Social Way 3.0 provides a governing policy, implementation
toolkit and assurance framework for social performance for all
Anglo American-managed sites, at all phases of development.
Aligned with our Purpose and core planning and business
management processes, as well as international standards and
best practice, it sets out clear minimum requirements to:
– Engage with affected and interested stakeholders
– Avoid, prevent, and, where appropriate, mitigate and remediate
adverse social impacts
– Maximise development opportunities.
Like earlier versions, we have made this publicly available for other
companies to use, and, more importantly, so stakeholders know
what our standards are and what they can expect of us.
Assessing performance
External, independent assessors carry out annual compliance
assessments across all our managed operational sites. As
the requirements to comply with the Social Way 3.0 are more
comprehensive and integrated than the previous version, all our site
teams are working through a transition process to align to the Social
Way 3.0 by the end of 2022. During the process of transitioning to
our new standard we will report progress against the transition plan.
The launch of the Social Way 3.0 required us to embark on the
most ambitious social performance training programme that we
have ever undertaken. More than 1,000 people at our sites, across
multiple functions and levels of leadership, took part in training
sessions in 2020. This training continued throughout the year despite
the Covid-19 pandemic, and will be built on and expanded in 2021
to support the transition journey.
Engaging our local communities
As part of our transition to the Social Way 3.0, our Sustainable
Mining Plan site-level local accountability goal has been
incorporated into our stakeholder engagement requirements.
By 2022, we will have established community engagement forums at
every mine site to deliver our Social Way 3.0 commitments to consult
with stakeholders, carry out monitoring and evaluation, discuss
future plans and more. This will serve to build and deepen trust and
mutual understanding with our communities.
As part of the Social Way 3.0 update in 2020, we have strengthened
our standards for cultural heritage management, demonstrating the
importance we place on cultural heritage.
Human rights
We are committed to upholding human rights across our operations.
Having reinforced human rights due diligence in 2020, we ended
the year with much achieved and a clear picture of where we can
further improve.
Our approach and policies
Our Group Human Rights Policy is aligned with the United Nations
(UN) Guiding Principles on Business and Human Rights, and our
commitment to the UN Global Compact Principles. Our Human
Rights Framework underpins the Policy, describes how it links to our
Standards, such as the Social Way 3.0, and outlines our main human
rights risks. We are also a signatory of the Voluntary Principles on
Security and Human Rights.
Our approach to human rights, and what we expect from suppliers,
is also embedded in our Responsible Sourcing Standard for
suppliers. We updated this in 2020, in recognition of the potential for
increased human rights risk and increasing vulnerability as a result
of Covid-19. In compliance with legislation in Australia, we are on
track to meet the statutory modern slavery reporting requirement
of the Modern Slavery Act 2018. We have also communicated with
our higher risk suppliers on the new requirements of the UK’s Modern
Slavery Act 2015 to manage Covid-19-related risks.
With great respect for the close connection of Indigenous Peoples
to the land, we remain committed to obtaining free, prior and
informed consent for all new projects, in line with the 2013 ICMM
Position Statement on Indigenous Peoples and Mining. This
commitment is incorporated into the Social Way 3.0.
Governance and performance
In 2020, we carried out a review across our business and value
chain of corporate policies and processes that collectively support
human rights due diligence, aligned with the requirements of the
UN Guiding Principles on Business and Human Rights.
During 2020, grievances that involved human rights aspects
accounted for approximately 2% of the total number of
grievances received.
Socio-economic contribution
We are committed to working with other businesses and
organisations that support local economies. This includes, but is
not restricted to, helping those businesses and organisations to
strengthen the skills and capabilities needed to enable an area to
diversify its economic activities beyond mining and become more
resilient. Partnering with governments, communities, other private
sector companies, academia, financial development institutions
and NGOs through our CRD work, we jointly identify opportunities
for long term social and economic development, which we then
collectively deliver.
Social investment
In 2020, our Corporate Social Investment (CSI) reached $125 million
(2019: $114 million), which represents 2% of underlying earnings before
interest and taxes (EBIT), less underlying EBIT of associates and
joint ventures.
We focus our CSI on health, education and community
development, in line with our Sustainable Mining Plan. In 2020,
we readjusted our funding priorities due to Covid-19, investing
$23 million on education and training initiatives and $35 million
on health and welfare projects. This work also made use of our
Voxel data platform to deliver data and digital literacy training to
enhance skills and improve employability.
Anglo American plc Integrated Annual Report 2020
39
Innovation continued
Working together on the ground with the local authorities and health organisations, at Quellavecoo we helped to deliver much-needed medical and other supplies to
the Moquegua community.
Covid-19 response at Quellaveco
As societies began to realise that the Covid-19 virus could not
be contained to just a few regions, when the pandemic reached
South America, Peru was one of the first countries to impose
restrictions to mitigate the spread of Covid-19, swiftly allocating
aid to assist those most likely to be affected by the pandemic
and the accompanying economic slowdown.
Like many countries across the world, Peru has experienced
a tragically high Covid-19 mortality rate, which has put great
strain on its public health systems and economy, with gross
domestic product (GDP) falling by 11.5% compared with 2019, and
unemployment more than doubling to 9.6% by the third quarter
of 2020.
Among the measures we put in place to safeguard the health of
the Moquegua community were support for its La vacuna eres
tú (‘You are the vaccine’) programme, in alliance with regional
and local government authorities and health institutions, which
has reached more than 23,000 families; and rolling out medical
and Covid-19 awareness-raising campaigns, which included
Covid-19 detection tests, screening, and medicines. We also
worked with local authorities from day one to provide support
and assistance to the most vulnerable. This included delivering
medical equipment and supplies to health organisations; food,
farming and educational tools and shelter for those most in
need; oxygen plants and related equipment; 40 hospital and
ICU beds; ventilators and ICU apparatus; and nearly 10,000
items of personal protective equipment (PPE).
As the societal and economic impact of Covid-19 unfolded,
we mobilised into action, working with and building on our
strong relationships with our host community and government.
In Moquegua, where our Quellaveco copper mine is under
construction, we worked together with farmers and businesses,
health authorities and municipal government in designing
and developing the ‘Quellaveco platform for the economic
reactivation of Moquegua to address the Covid-19 pandemic’.
Its main goals were:
– to contribute to the economic recovery of the most affected
sectors of society
– to boost the economic recovery of Moqueguan farmers,
companies and workers who lacked access to financing
– to strengthen our position as a strategic ally, working both
independently and in partnership with the state, initially on
how best to respond to the crisis and, more generally, in
assisting Moquegua’s sustainable development.
40
Anglo American plc Integrated Annual Report 2020
At the same time, we put in place financing arrangements and
generated development opportunities for small local farmers,
through the AgroQuellaveco Fund; assisted the recruitment
of local skilled and non-skilled labour through a custom-
designed mobile phone app; established a Moqueguan
business website; and helped Moqueguan entrepreneurs gain
access to state-financing benefits. Enabled by these initiatives,
purchases amounting to approximately $56 million were made
from Moqueguan businesses in 2020, with 130 businesses
accessing loans and 180 farming families directly benefiting
from AgroQuellaveco.
Our actions are driven by our commitment to our communities
and Peru in both good times and bad. We stand side by side
with our neighbours and are committed to the long term
prosperity of the region.
Strategic Report Global CSI expenditure by type(1)
Community development
Health and welfare
Education and training
$’000
41,971
35,061
23,302
Disaster and energency relief
6,815
Water and sanitation
Other
6,688
6,658
Institutional capacity development
2,766
Sports, art, culture and heritage
1,103
Environment, energy
and climate change
Total
901
125,265
(1) Discrepancies may occur due to rounding.
Global CSI expenditure by region(1)
Africa
Americas
United Kingdom
Australia
Rest of World
Total
$’000
65,544
51,800
3,469
2,419
2,033
125,265
(1) Discrepancies may occur due to rounding.
34%
28%
19%
5%
5%
5%
5%
1%
1%
52%
41%
3%
2%
2%
Supply chain
Our approach to responsible sourcing is aligned to our Purpose.
We expect all suppliers to meet applicable laws – while sharing our
commitment to improve people’s lives, society and our environment.
Our programme defines minimum sustainability requirements and
decent work principles required by our 18,000+ suppliers. This
allows us to prioritise ethical decision-making when selecting and
managing the suppliers we work with, and to support and uphold
fundamental human rights through our supply chain.
Our approach and policies
As a condition of working with us, suppliers must comply at
a minimum with all relevant laws, industry regulations, and
we expect them to meet the Anglo American policies, site
requirements and other supply conditions, including our Responsible
Sourcing Standard.
In 2020, we launched an updated version of the Standard to reflect
possible consequences of Covid-19 on human rights, calling for
increased visibility of value chains and improved management of
infectious diseases. We also built on the role that suppliers can play
in the circular economy. Published in three languages, the Standard
is available via our website, along with a six-minute introduction
video. We also updated our Frequently Asked Questions document
and our supplier ‘self-assessment questionnaire’ tool.
In parallel, we are updating the requirements of our internal
responsible sourcing processes, to strengthen, embed and further
integrate responsible sourcing across the Group. This will apply to
all suppliers from 2021 and will drive consistent application, incident
management and weighting of responsible sourcing through the
sourcing process.
Managing sustainability risk
Global supply chains can generate economic growth and
contribute significantly to social development. But, as businesses
seek to diversify sources of supply or further integrate into new
markets or local economies, there is an increased risk of fewer
decent work opportunities, which may lead to human rights
violations, including the use of child labour, modern slavery, forced
labour and human trafficking.
Our responsible sourcing programme enables us to identify some
of these risks and help our suppliers make ethical decisions when
purchasing goods and services.
In 2020, our operations spent approximately $11.5 billion with
suppliers, of which $10.0 billion was with local suppliers. Our
expenditure with designated suppliers was $2.6 billion, representing
23% of total supplier expenditure, including $0.5 billion with host
communities in the direct vicinity of our South African operations.
In addition, as a result of our focused inclusive procurement
ambition to increase procurement spend with suppliers in the host
communities close to our operations, other regions measured a
further $0.2 billion of procurement spend with communities in the
direct vicinity of our operations.
Engaging with suppliers
In 2020, we continued engaging with suppliers who demonstrated
potential for risk. However, with the onset of Covid-19 and mindful
of the disruptions caused to supplier businesses due to lockdown
and social distancing measures, we reduced the target number
of suppliers for assessments to 50. By the end of 2020, over
430 supplier self-assessments and four on-site assessments
had been conducted. Furthermore, 548 supplier representatives
attended human rights, modern slavery and responsible sourcing
capacity building programmes.
Anglo American plc Integrated Annual Report 2020
41
Trainee miners (left to right) Jess Shafer, Milana Cryer, Morgan Bates, Peita Wilkings
and Gabrielle Wheeler at Moranbah North coal mine in Australia are participants in
the mine’s training programme dedicated to providing women with the opportunity
to complete on-the-job training and be certified as underground miners.
42
42
Anglo American plc Integrated Annual Report 2020
Anglo American plc Integrated Annual Report 2020
People
People
Our people are critical to all that we do.
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 commercial success.
Material matters discussed in this section
– Adopting a zero mindset
– Helping our people thrive
– Playing our role in society
Anglo American plc Integrated Annual Report 2020
43
Strategic Report
People continued
On our Global Safety Day held in November, Kumba’s Kolomela general manager Masala Mutangwa led the day’s safety activities at the mine. Owing
to social-distancing requirements brought about by the Covid-19 pandemic, this annual global event was held online.
WeCare: Our global
response to Covid-19
During 2020, society experienced the greatest threat
to global health in a century. The Covid-19 pandemic
posed unprecedented challenges to all companies, both
commercially and as employers and drivers of broader
economic activity, and was felt most acutely in those
communities that play host to our operations.
Building resilience in our own ecosystem
Our mines and host communities, which are also often home to
much of our workforce, operate as an ecosystem and both must be
healthy to prosper. By thinking holistically across those ecosystems,
and recognising that speed was of the essence, Anglo American
developed a response that was true to our Values and firmly aligned
with our Purpose of re-imagining mining to improve people’s lives.
Supporting lives and livelihoods
We acted quickly at the onset of the pandemic to support the lives
and livelihoods of our workforce and host communities through
the health, social and economic effects caused by Covid-19. We
developed and rolled out an extensive health awareness and
broader support programme, called WeCare, designed specifically
to help protect the health and well-being of our more than 95,000
people and our host communities. WeCare is helping colleagues
and communities better understand how to protect themselves and
others from catching the virus, monitor their health to pick up early
symptoms, and to manage their well-being.
44
Anglo American plc Integrated Annual Report 2020
“In the years to come, when we look
back on this uncertain and frightening
period in our lives and in our history, we
hope to see a positive legacy left by
our response to it.”
Mark Cutifani
Chief Executive of Anglo American
In Chile (featured), as elsewhere in the Group, an active screening strategy was
established early on in the pandemic to identify people with Covid-19 cases
so that they could be isolated, thereby reducing transmission of the virus and
allowing operational continuity.
Strategic Report
The WeCare programme
Our WeCare programme provides information and extensive
practical support across four pillars of: physical health, mental
health, living with dignity, and community response.
For more information on the WeCare programme, see
www.angloamerican.com/covid-19
Physical health
Education and behavioural change to
support personal health and hygiene;
health screening and testing; PPE and
medical equipment and facilities
Mental health
Employee support programmes to
assist with mental health management,
including employee app and online
events and digital materials
a l t h
ysical h e
h
P
M
e
n
t
a
l
h
Living with dignity
Direct employee and community support
to combat gender-based and domestic
violence; work with health authorities
to identify abuse cases and referrals to
support mechanisms
WeCare
L
i
v
i
n
g
w
it
h dignity
C o m m u
e
a
l
t
h
e
s
n
o
nity resp
Community response
Wide-ranging community support programme,
including: public information campaigns; health
screening, testing and treatment; donations of
medical supplies and equipment; food security;
local business support; providing essential
services; support for schools; skills training;
longer term regional development planning; and
employee match funding
WeCare: Our global
response to Covid-19
Rolling out WeCare
Across our operational footprint and in those communities that
are local to our operations, the ongoing WeCare programme
provides information and extensive practical support across four
pillars of: physical health, mental health, living with dignity, and
community response.
Physical health – to keep each other safe at work, we put in place
a series of workplace controls, including: education and behavioural
change to support personal health and hygiene; health screening
and testing; personal protection equipment (PPE) and medical
equipment and facilities.
Mental health – we built on our existing mental health and well-
being resources to ensure our people were able to access the
tools and support to help them cope with the increased stress
and uncertainty brought about by the pandemic. We developed
employee support programmes to assist with mental health
management, including via our employee app and online events
and other digital materials.
Living with dignity – our partnerships with health authorities and
charities are helping us to identify abuse cases and people at risk
of gender-based and other forms of domestic violence, and direct
them to the support they need. There are three key areas of focus:
raising awareness of support; case identification and referral; and
supporting safe spaces.
For more information
See page 49
(1) https://socialway.angloamerican.com/
Community response – We designed a wide-ranging community
response plan to support communities through the social and
economic effects of the pandemic, including: public information
campaigns aimed at health and hygiene; health screening
and Covid-19 testing; support for health service provision;
continuation and expansion of essential services (e.g. water, energy,
accommodation); food package distribution; support for small
and medium sized enterprises (SMEs) and entrepreneurs; support
for teachers and students; job training; and regional development
planning. The plan was developed by engaging with communities,
traditional and faith leaders, and government agencies, and is
tailored to each community’s specific needs. The guidance to
our operations on how best to respond to the needs of their local
communities has also been made publicly available for other
companies to use(1).
What is more, many of our sites have a significant number of
contractors. We continue to work closely with them and third-party
suppliers to manage risks, ensure alignment with Anglo American
protocols, and protect their health, well-being and livelihoods.
Living out our Values
Covid-19 has drawn renewed attention to the role of business in
society. Anglo American constructed a broad-based response that
has been warmly welcomed by our employees and stakeholders
alike, based primarily on our Value of Care and Respect. WeCare
prioritises the health and safety of our workforce, and our host
communities – while ensuring the continuity of our business, in
the interests of all stakeholders. Going into 2021, we continue to
provide appropriate support as we transition from preventing
and responding to the pandemic into the all-important phase of
sustained recovery.
Anglo American plc Integrated Annual Report 2020
45
People continued
Safety comes foremost in everything we do; 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 supports high
performance and innovative thinking gives our business a
competitive advantage.
Adopting a zero mindset
Our main priority is to protect the health and safety of our people,
the communities around our operations and the environment. And
we have shown consistent improvement across the business – with
an 87% reduction in fatal incidents, an 85% reduction in health
incidents and a 97% reduction in environment incidents all achieved
since 2013.
To further accelerate progress, in 2020, we updated our safety,
health and environment (SHE) policy. A key element of this update
is focusing on achieving a ‘zero mindset’, meaning that we aim for
zero accidents and zero incidents and, importantly, zero repeats. If
something does happen, we investigate the causes, act to remedy
these, and share the lessons learned across the Group with the aim
of preventing repeat or similar incidents.
Approach and policies
While we have seen an improvement in our overall safety record,
sadly fatal incidents continue to occur. Our Elimination of Fatalities
programme is designed to address systemic safety risk areas across
the Group. The multi-disciplinary programme is aligned with our
Operating Model ‘mantra’ of doing the right work, at the right time,
in the right way, to safely and responsibly deliver our work.
The programme covers a wide range of topics from culture and
operational leadership, to specific safety risks, such as the use of
explosives, emergency response and light vehicles, with our business
units implementing the actions or minimum requirements set out by
each site review, standard or procedures. In 2020, where Covid-19
affected our ability to conduct some site reviews in person, these
were conducted virtually.
We have also invested in technology and equipment to keep
our people out of harm’s way. Technology – such as video
analytics, collision avoidance systems, and advanced driver
assistance systems – play a critical role in advancing safety, and
we are exploring multiple options. Our Technology for Safety
Forum is tasked with finding support for, and scaling up of,
technology interventions that have the potential to change our
safety performance.
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.
Group safety performance
In 2020, we delivered our safest year yet, recording the fewest
injuries and lowest injury frequency rates on record. In the first
eight months of the year, we experienced zero work-related loss
of life incidents at our managed operations, the longest fatal-free
period in our 100+ year history. This was a significant achievement,
particularly in light of the unforeseen challenges and disruptions
brought about by the Covid-19 pandemic, which included
temporary operational shutdowns followed by rapid restarts at
almost every one of our operations.
Despite our best-ever safety performance, it is with deep sadness
that we report the loss of two colleagues in work-related incidents
at our managed operations. During September, Jabulane
Nkambule and Lindile Manzingi, from Zibulo colliery and Dishaba
mine respectively, sustained fatal injuries in separate fall of ground
incidents. Our deepest condolences are extended to the family,
friends, and colleagues of those we have lost.
46
Anglo American plc Integrated Annual Report 2020
Total number of fatal injuries and fatal injury
frequency rate 2013–2020
Fatal injuries
16
14
12
10
8
6
4
2
0
FIFR
0.050
0.045
0.040
0.035
0.030
0.025
0.020
0.015
0.010
0.005
0.000
2013
2014
2015
2016
2017
2018
2019
2020
Fatal injuries
FIFR
Lost-time injuries, medical treatment cases and total recordable
case frequency rate 2013–2020
Injuries
2,000
1,750
1,500
1,250
1,000
750
500
250
0
TRCFR
6.00
5.00
4.00
3.00
2.00
1.00
0.00
2013
2014
2015
2016
2017
2018
2019
2020
Lost-time injuries
Medical treatment cases
TRCFR
Three people were also fatally injured in separate incidents at our
independently managed joint operations. We mourn the loss of
Joao Abilio Silindane at Kroondal, a business managed by Sibanye-
Stillwater, and Dennis Hlengani Mdaka and Johannes Mahlelela at
Modikwa mine, managed by African Rainbow Minerals.
Each of these tragic incidents reminds us of the path ahead and
the need to redouble our efforts to eliminate fatalities. A thorough
investigation has taken place at each of our managed operations
to identify the causes of the incidents and to share lessons
learned across the Group, with the aim of preventing repeat or
similar incidents.
In 2020, we recorded 444 occupational injuries requiring medical
treatment, 15% fewer than in 2019 (2019: 529), improving our total
recordable case frequency rate (TRCFR) by 3% to 2.14 (2019: 2.21).
The improvement in our lost-time injury frequency rate (LTIFR) was
a nominal 1%, largely due to reduced working hours as a result of
Covid-19.
We have achieved this overall reduction in TRCFR and LTIFR through
driving leadership accountability, strengthening our culture, and by
implementing various operationally targeted safety interventions.
These included CEO safety summits with senior leaders from across
the business units; instituting minimum mandatory critical controls
for common fatal risks; sharing of lessons learned and actions
taken from incidents across the organisation; safety stand-downs
(voluntary events to pause production and talk with employees
about safety) and enhanced reporting and progress tracking of
safety improvement initiatives.
Strategic Report
Health
In 2020, we had to quickly pivot our robust health work plan to
meet the challenges of the pandemic. Around the world, our
teams leveraged our resources, skills and expertise to support our
employees, their families and communities in safeguarding their
health. Our response to Covid-19 is covered below, and in depth on
pages 44-45.
Approach and policies
Our overarching approach to health is covered by the SHE Policy
and SHE Way, our Safety, Health and Environment management
framework. See page 38 for more on this.
Our total health approach
Our total health approach to managing health and wellness
is aligned with World Health Organization principles. It covers
employee health, the physical work environment, community health,
social context and workplace culture. This approach also recognises
our responsibility to support the mental health of our people.
Our Workplace Health Standard
In 2020, we published the Workplace Health Standard, expanding
the scope of our 2019 Occupational Health Standard. This defines
the minimum that needs to be done to effectively manage
occupational exposure risk, occupational diseases, occupational
injuries, and overall well-being and mental health.
Performance
Responding to Covid-19
Our focus through the pandemic has been to support the lives
and livelihoods of our workforce and host communities targeting
the health, social and economic effects of the Covid-19 pandemic
through our global WeCare response programme. We have
continued to pay colleagues who were unable or not required to
work during lockdowns and have supported those with personal
health circumstances, who cannot return to work while the risk of
a Covid-19 contamination persists, and who cannot perform their
duties remotely.
We introduced several initiatives through WeCare in 2020. Perhaps
the most ambitious of these undertakings was putting in place
dedicated Covid-19 testing facilities at our operations, for both
our staff and communities. We also introduced or repurposed
various technologies to support our employees throughout the
crisis. Examples of this include a new self-monitoring feature for our
Engage app; tracking Covid-19 cases via our laboratory information
management system, TrakCare; contact tracing to identify high risk
contacts; and pre-screening visitors to assess their Covid-19 health
status before they visit our operations.
Occupational exposure
In 2020, there were 30 reported new cases of occupational disease
(2019: 39). We continue to strive to reduce the number of employees
exposed to noise and hazards harmful to health; however, we realise
that increased efforts must be made and are embarking on a
number of initiatives to address this.
Managing HIV and TB
We have been a corporate leader in the fight against HIV/AIDS
for more than 20 years. From providing free testing and treatment
to all our employees, to making a Group-level policy commitment
against stigma and HIV/AIDS discrimination, we have made a
significant contribution towards the elimination of HIV and AIDS. In
2016, we aligned our HIV/AIDS targets to UNAIDS 90/90/90 strategy
which means that: 90% of our people living with HIV know their HIV
status; 90% of those diagnosed with HIV are receiving sustained
anti-retroviral therapy; and 90% of those receiving anti-retroviral
therapy have viral suppression, meaning the viral load is so low as to
be undetectable.
knew their status at year end, this was lower than in the previous
year (2019: 94%), and 1% short of our target of 90%. We did, however,
meet our second target. In 2020, 233 new cases of HIV were
reported, and zero HIV/AIDS-related deaths. This translates into an
incidence rate of 0.89%.
For 2020, the TB incidence was 138 per 100,000 compared with
230 per 100,000 in 2019. Although the reasons for the reduction
in incidence remain unclear, it may be partly a result of the
Covid-19 prevention interventions and good compliance levels on
disease management.
Helping our people thrive
We aim to attract the best people in the industry, putting them into
the right roles to suit their talents, and serve our business needs
– now and into the future. Empowering our employees through
professional and personal development opportunities, we give them
the support they need to thrive and, by continuously engaging with
our employees, we are able to build relationships based on trust.
Living our Values, we aim to become an inclusive workplace where
everyone – without exception – can bring their full selves to work.
Organisation Model
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 minimising work duplication and increasing
organisation capability and effectiveness. Along with our Values
and our Operating Model, the Organisation Model supports the
delivery of positive outcomes through a set of structures, systems
and processes. The model creates consistency in how we approach
organisational issues, by providing a common language about
organisations and management.
A key component of the Organisation Model is leadership and
team effectiveness, which touches on all employees. Our structured
process streamlines the way work is aligned to business outcomes,
assigned and monitored, as well as how feedback is given to teams
and individuals. This process, and our TEAM+ tool, promotes active
collaboration and collective responsibility through delivering against
shared targets and commitments. This approach directly affects
approximately 11,000 senior employees.
Our Future of Work programme
Our Future of Work programme involves taking a long term approach
to planning for the roles and skills that we will need to fill to operate
the mines of the future.
As the pace of change in our industry continues to increase, this
organisational capability will enable us to be proactive, giving us a
competitive advantage. Our objective is to provide our people with
the tools they will need to step up to roles that have evolved, and
completely new ones.
The Covid-19 pandemic accelerated the need for new work
models, along with many aspects of our Future of Work programme,
including remote working and digital learning. We responded
by bringing forward changes that we had planned for a three-
to five-year timeframe, making them happen over the course
of months rather than years. Prioritising the health and safety
of our employees, we put in place the infrastructure required to
quickly transition to remote/home working in a number of cases,
as we reduced activities as needed to comply with regional and
local legislation.
Performance management and continuous learning
In today’s talent-driven business environment, learning and
development are more important than ever. We are meeting these
needs through a range of learning experiences that increasingly
includes online, virtual and immersive learning, to renew and update
the skills and behaviours of our people on an ongoing basis.
While we have made significant progress since the first two targets
were included in our ambitions, Covid-19 continues to have a severe
impact on people’s ability and willingness to access preventative
healthcare. As a result, while 89% of our employees in southern Africa
Launched in 2019, LEARN+ is our main learning platform. Through
a single, user-friendly interface, it makes it easy for our employees
and people in our communities to access our growing range of
online learning resources.
Anglo American plc Integrated Annual Report 2020
47
People continued
In 2020, we launched the Technical Academy which, through
drawing on expertise from across the business, looks to transform
our technical skills and capabilities using the latest approaches,
from immersive technologies to scenario-based training, to create
uniquely engaging learning content.
In 2020, Anglo American spent $62 million on training, a 31%
decrease, largely due to the impact of Covid-19-related restrictions.
An inclusive and diverse environment
Our goal is to create an inclusive workplace where every colleague
can bring their whole self to work. We still have much to do, and it
will take time. But our actions to date demonstrate our commitment
to these ideals. We have a robust policy framework and activities
ranging from colleague networks, apprenticeships, a Global
mentoring programme and a zero-tolerance approach to bullying,
harassment and victimisation.
Diversity performance
We report on our gender pay gap in our UK operations, in line with
legislative requirements. As of 4 April 2020, our UK average (mean)
gender pay gap for Anglo American Services (UK) Ltd was 47% and
our median pay gap was 36%. This was primarily due to the high
representation of men in the most senior management roles in our
UK head office – an issue mirrored across our sector, and one that
we are committed to addressing.
We continue to make progress against our gender representation
goal of 33% female representation by 2023 at all management
levels, in every business unit and Group function. In 2020, we began
monitoring our talent pools by gender to ensure we are identifying
talented women in our pipeline.
We have set a similar target for 33% of our Group Management
Committee and those reporting to the committee to be women by
2023. The proportion of women at this level grew to 27% (2019: 24%).
The percentage of female employees across our organisation has
also grown from 21% in 2019 to 23% in 2020.
At year end, the proportion of our permanent employees aged
under 30 was 10%, 70% aged between 30 and 50, and the remaining
20% over 50 years of age.
In South Africa, historically disadvantaged South Africans held 68%
of our management positions.
Employee engagement and workplace relations
We recognise that there are many different aspects to employee
engagement. These include our success in building a diverse and
inclusive working environment, and the steps we take to engage
employees directly.
Established in 2019, our Global Workforce Advisory Panel helps the
Board to better understand the views of our workforce, in line with
the recommendations of the UK Corporate Governance Code. The
Panel is made up of employee representatives from each country
where we have a significant presence, and is chaired by our senior
independent director, Byron Grote.
In 2020, we shared the results and Groupwide actions from the
global employee engagement survey undertaken in 2019 with all
colleagues and the Board. Almost 39,000 employees answered
questions in the survey, which covered culture and values, safety,
strategy and purpose, leadership, inclusion and diversity. The survey
suggested an employee engagement score of 83%.
Our employee voluntary turnover rate for the year was 1.5%
(2019: 2.3%). New hires represented 11% of our permanent employees
in 2020, in line with the prior year.
Supporting labour rights
We have signed the United Nations Global Compact, and our
Human Rights Policy commits us to the labour rights principles
set out in the core conventions of the International Labour
Organization. These include the right to freedom of association and
48
Anglo American plc Integrated Annual Report 2020
collective bargaining, non-discrimination, and the eradication of
child and forced labour.
Our Responsible Sourcing Standard stipulates that all suppliers
shall respect all labour and human rights throughout their own
value chain.
In 2020, approximately 70% of our permanent workforce was
represented by worker organisations and covered by collective
bargaining agreements. There were no recorded incidents of
industrial action lasting more than one week in 2020 at our
managed operations.
There were no reported incidents of under-age or forced labour at
our operations during 2020.
Building a purpose-led culture
We expect our employees and business partners to behave
ethically, always. We expect them to consistently show care and
respect for colleagues, communities and the environment in which
we operate. These expectations are at the heart of our culture and
are embedded in our Code of Conduct and Business Integrity Policy.
Our Code of Conduct is a single point of reference for everyone
associated with us, providing a comprehensive understanding of our
policies and procedures. It sets out how we behave in line with
our Values, and how we live our Purpose of re-imagining mining to
improve people’s lives. In 2020, we carried out a review of our Code
of Conduct, resulting in a small number of minor refinements.
Business integrity
Our Business Integrity Policy sets out the standards of conduct we
require at every level within our business – including our subsidiaries
and managed joint operations – in combating all types of corrupt
behaviour. As of 2020, industry associations of which we are a
member are also required to adhere to the Policy requirements, or
have comparable standards.
We conducted face-to-face business integrity training for more
than 300 of our higher-risk staff, on topics such as interacting
with public officials and the use of intermediaries. A further 8,000
employees underwent Code of Conduct training online.
We engage with our industry on business ethics in order to both
share and learn from best practices. We are also a member of the
board of the Extractive Industries Transparency Initiative (EITI).
Benchmarking anti-corruption initiatives
We have increased our collaboration with Transparency
International’s Corporate Anti-Corruption Benchmark, and
played a more active role in transparency programmes. The
recommendations from the resulting report confirmed that our
current initiatives and resources are being applied in the right areas
to drive improvement.
In 2020, we embarked on a number of new initiatives, correlating
with Transparency International’s benchmarking exercises for 2019
and 2020. We developed and implemented mechanisms to bolster
our responsibilities regarding the implementation of our Group
policies and monitoring and reporting of compliance. Such initiatives
included enhancing our Group compliance management system
and our intermediary risk management process.
Whistleblowing
YourVoice is our confidential reporting service for employees,
contractors, suppliers and other stakeholders, using a reporting
platform provided by an independent multilingual whistleblowing
service provider. It enables stakeholders to raise concerns about
potentially unethical, unlawful or unsafe conduct or practices that
conflict with our Values and Code of Conduct.
During 2020, we received 614 reports through YourVoice, a 22%
increase from 2019. Of the 614 reports received, 78% were closed-
out in 2020, with a 31% substantiation rate. Appropriate actions
were taken against allegations substantiated in accordance with
our policies.
Strategic Report The Covid-19 pandemic has given rise to an increase in domestic and gender-based violence, with South Africa being particularly badly affected. In consequence,
we have extended our efforts to end all types of violence beyond the mine gate and to playing our part in providing support to employees’ family members in our
host communities.
Tackling gender-based violence
In November 2019 – well before the onset of the Covid-19
pandemic – we announced measures to address gender-based
violence (GBV) at work, homes, schools and mining communities.
In early 2020, as the effects of the pandemic on domestic
violence globally were becoming clearer, we started working on
a plan to address Covid-19-related risks and impacts. It became
increasingly obvious to us that we needed to rapidly scale up our
response, particularly in South Africa which already had a high
GBV incident rate and where the lockdowns were among the
most stringent in the world.
Getting the project up and running in South Africa demanded a
multi-pronged approach, including:
– We immediately used every channel at our disposal to
communicate how those who found themselves in harm’s
way could access support such as police, legal, medical, and
counselling help.
– The clinical associates we deployed to conduct Covid-19
screening became our eyes and ears to identify and refer
cases of domestic abuse.
– Through the Anglo American Foundation, we secured
R3.6 million to support shelters in our mining communities
with basic and Covid-19-related needs, such as personal
protective equipment (PPE), in partnership with the National
Shelter Movement. De Beers donated an additional $200,000
to support shelters in southern Africa and Canada. Our
business units went even further by helping with infrastructure
improvements and capacity building.
– Our PGMs business revised its sexual harassment investigation
process and employee assistance programme and enhanced
its support to victims of GBV. A buddy system, in which no
woman will ever work without another woman, is being strictly
enforced. Coal South Africa now includes a module on GBV
and harassment in its induction programmes, and has ramped
up bullying, harassment and victimisation training, along with
making physical changes in the workplace.
– We have completed an update of our policies and
procedures relating to GBV and sexual harassment. This
aligns our processes with the Group Bullying, Harassment
and Victimisation Policy, as well as with International Labour
Organization Convention 190, which represents one of the most
progressive approaches to addressing workplace violence
and harassment.
Domestic violence is recognised globally as a significant human
rights violation and public health concern. It was imperative,
therefore, to extend our efforts to end violence beyond the
mine gate and play our part in providing support to employees’
family members and others in our host communities – and, in
turn, strengthening our capacity within our own business to help
realise the UN’s vision of safe spaces for all.
Already, we are seeing significant emotional shifts in behaviour.
Leaders have opened up about their own experiences, while
employees are openly talking about the issue, demonstrating
that we are moving beyond gender-based violence being
a taboo subject. There has also been an increase in cases
reported, which we believe is because people now feel safe to
speak up.
Anglo American plc Integrated Annual Report 2020
49
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. Based on
a balanced approach, and considering carefully our
Sustainable Mining Plan, particularly in relation to addressing
the challenges of climate change as a key lens, discretionary
capital is then either allocated to growth investments or
upgrades to our portfolio. Discretionary investments are
subject to a demanding risk framework and must meet
our stringent value criteria, after which excess capital is
considered for additional returns to shareholders.
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
counter-cyclical investment, attractive shareholder returns and
value-adding disciplined growth.
During 2020, our focus was on continuing to improve our
competitive position, progressing the construction of our Quellaveco
copper project in Peru, and completing the acquisition of Sirius
Minerals Plc, while also re-phasing certain capital projects in light
of Covid-19-related disruption. 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/underlying EBITDA ratio does not exceed
1.5x, at the bottom of the cycle, without there being a clear plan
to recover.
Net debt at 31 December 2020 was $5.6 billion (2019: $4.6 billion),
resulting in a net debt/underlying EBITDA ratio of 0.6x, lower than
our target ratio. The $0.9 billion increase in net debt was driven
by inventory increases at PGMs and De Beers, expected to be
released during 2021 and 2022. Sustaining attributable free cash
inflows of $2.7 billion were used towards growth capital expenditure
of $1.4 billion, dividends paid to Anglo American plc shareholders
of $0.9 billion, the acquisition of Sirius Minerals Plc (including debt
acquired) of $0.7 billion and completion of the share buyback
programme announced in July 2019, of $0.2 billion.
Group liquidity levels remained conservative, with $7.5 billion of cash
(2019: $6.3 billion) and $10.0 billion of undrawn committed facilities
(2019: $8.7 billion). The weighted average maturity on outstanding
bonds increased to 6.3 years (2019: 4.5 years). During the first half
of 2020, S&P Global Ratings and Moody’s Investors Service both
reaffirmed the Group rating of BBB and Baa2 respectively; however,
Moody’s Investors Service placed the Group on negative outlook,
primarily due to perceived potential impacts of Covid-19 on the
sector and multiple downgrades to the South African sovereign
credit rating.
50
Anglo American plc Integrated Annual Report 2020
s
n
Discretio n a r y
pital optio
a
c
Balance sheet
flexibility
s
u
C
a
s
t
s
a
h
i
n
fl
i
o
n
g
w
c
a
a
p
f
t
e
r
i
t
a
l
Commitme n t
t o
base divide n d
Discretionary capital options
Portfolio
upgrade
Future
project options
Additional
shareholder returns
Sustaining capital
We continue to focus on capital discipline and sustaining capital
efficiency, while maintaining the operational integrity of all our
assets. Sustaining capital comprises stay-in-business, capitalised
development and stripping, and life-extension expenditure, less
the proceeds from disposals of property, plant and equipment. For
2021–2023, we expect sustaining capital expenditure to be within
a range of $3.7–4.2 billion per annum, consisting of $3.0 billion
of baseline sustaining capital and $0.7–0.9 billion in attractive
life-extension projects, primarily at our iron ore, diamonds and
PGMs assets, and pre-investing for future growth at the Collahuasi
copper joint operation through the construction of a desalination
plant ($0.3 billion (Anglo American 44% share) in each of 2022 and
2023). Our longer term guidance on stay-in-business and stripping
expenditure is $3.0 billion per annum, plus additional life-extension
investments as approved.
In July 2020, the Board approved the development at Kumba Iron
Ore of a new pit, Kapstevel South, and associated infrastructure at
Kolomela to help sustain a higher output of c.13 Mtpa and extend
the remaining life of mine to 2032. Pit establishment and waste
stripping are commencing in 2021, with first ore expected in 2024.
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 $0.6 billion in May 2020 (in relation to second half 2019
underlying earnings), and $0.3 billion in September 2020 (in relation
to first half 2020 underlying earnings). In line with the policy, the
Board proposes a final dividend of 40% of second half underlying
earnings, equal to $0.72 per share, bringing the total dividends paid
and proposed in respect of 2020 to $1.00 per share.
Strategic Report
Group capital expenditure
Capital expenditure increased to $4.1 billion for the year
(2019: $3.8 billion), with rigorous capital discipline continuing to
underpin the planning and execution of all projects.
Sustaining capital expenditure decreased to $2.6 billion
(2019: $3.0 billion), driven by reduced stripping and development
expenditure, principally at De Beers and Metallurgical Coal,
completion of the life-extension investment at the Khwezela thermal
coal mine in South Africa, favourable foreign exchange rates, and
deferrals as a result of Covid-19-related restrictions.
Growth capital expenditure increased to $1.4 billion
(2019: $0.8 billion), owing to increased expenditure at Quellaveco
of $0.8 billion, net of Mitsubishi funding (capital expenditure on a
100% basis at Quellaveco was $1.3 billion), and at the Woodsmith
project of $0.3 billion.
We expect total capital expenditure to increase to between
$5.7-6.2 billion per annum in 2021 and 2022.
Capital expenditure
$ million
Stay-in-business
Development and stripping
Life-extension projects
Proceeds from disposal of property,
plant and equipment
Sustaining capital
Growth projects
Total
Capitalised operating cash flows
Total capital expenditure
2020
1,566
769
296
(7)
2,624
1,438
4,062
63
4,125
2019
1,656
976
358
(8)
2,982
847
3,829
11
3,840
Discretionary capital options
Strict value criteria are applied to the assessment of
Anglo American’s portfolio of future growth options. For major
greenfield projects, we will sequence their development and we
will consider including partners where appropriate. The Group
will continue to maintain optionality to progress with value-
accretive projects.
In the first quarter of 2020, the Group returned $0.2 billion to
shareholders via an on-market share buyback programme,
completing the $1 billion share buyback programme which
commenced in July 2019. The programme was executed at a
weighted average price of £18.96.
Strong progress continues at Quellaveco, with the project currently
tracking on schedule, despite the impact of Covid-19-related
disruptions, with execution having been well ahead of schedule
prior to the pandemic, and all applicable milestones achieved.
The Group’s share of capital expenditure in 2020 was $0.8 billion.
We expect our share to increase to $0.8–1.0 billion in 2021. The
Group has further approved, in February 2021, the construction of
a coarse particle recovery plant at Quellaveco. This technology will
initially allow retreatment of coarse particles from flotation tailings
to improve recoveries by c. 3% on average over the life of the mine.
Commissioning of the new plant is expected in 2022.
We continue to progress studies on organic growth opportunities to
improve the existing business. For example, expansion options are
currently under way for the Mogalakwena PGMs complex and the
Collahuasi copper joint operation, as well as a pre-feasibility study
for the expansion of the Moranbah-Grosvenor coal handling and
preparation plant to increase capacity by 4–6 Mtpa.
In line with our FutureSmart Mining™ programme, the Group is also
investing $0.2–0.5 billion per annum of discretionary capital in
technology and innovation-related initiatives to drive improvements
across our existing portfolio of assets.
In 2020, our portfolio management strategy stayed focused on
continuously improving asset quality and our competitive position to
ensure we have a business that delivers sustainable free cash flows
and returns to our shareholders. In this regard, in 2020, the Group
commenced, or completed, a number of transactions.
In the first half of 2020, we completed the acquisition of Sirius
Minerals Plc, which has been developing a major new polyhalite
project in the UK. Anglo American is continuing to develop the
Woodsmith project in the north east of England to access the
world’s largest known deposit of polyhalite, a natural mineral
fertiliser product containing potassium, sulphur, magnesium and
calcium. The polyhalite ore will be granulated at a materials
handling facility to produce a fertiliser product – known as POLY4 –
that will be exported to a network of customers in overseas markets
from our dedicated port. The integration of the Woodsmith project
into Anglo American is ongoing, with a technical review on track to
be completed by mid-2021.
In May 2020, we confirmed our plans to work towards an exit
from our remaining thermal coal operations in South Africa, with
a demerger being our likely preferred exit option, with a primary
listing on the Johannesburg Stock Exchange for the demerged
business. We are making good progress to prepare the operations
as a stand-alone business. We will continue to consider other exit
options as we engage with stakeholders as part of our commitment
to a responsible transition.
In December 2020, we completed the transaction to provide for the
equalisation of ownership across our integrated metallurgical coal
operations at Moranbah North and Grosvenor in Australia, through
the sale of a 12% interest in Grosvenor mine to the minority joint
operation participants in Moranbah North.
The Group also received $0.2 billion of deferred consideration in
respect of previous divestments by PGMs.
Anglo American plc Integrated Annual Report 2020
51
Managing risk effectively
The effective management of risk is integral to good
management practice and fundamental to living up to
our Purpose and delivering our strategy. By understanding,
prioritising and managing risk, Anglo American safeguards
our people, our assets, our legal position, our Values and
reputation and the environment, and identifies opportunities
to best serve the long term interest of all our stakeholders.
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.
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.
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 discovery 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 are found on pages 10-11 and more on
our strategy is provided on page 8.
Restrictions on the Group’s operations from Covid-19 peaked
during the first half of 2020, significantly easing thereafter following
effective adoption of Covid-19-safe working practices by the Group,
which were strengthened by our working with host governments.
Although price performance and volatility showed significant
variation across our diversified product portfolio in 2020, the
Group’s realised basket price across all commodities exceeded the
prior year’s, though ongoing geopolitical and macro-economic
uncertainties are expected to cause continued commodity
price volatility. Against that background, the Board maintains a
cautious appetite for major new projects and investments – and
with the proviso that they should be world class orebodies and
can demonstrate clear potential to benefit from competitive cost
positions and long reserve lives. Large greenfield projects are
likely to be considered for syndication with other investors at the
appropriate stage of a project’s development, and for value, as a
means of reducing our risk profile and capital requirements.
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. During 2020, the focus
was on taking steps to ensure Covid-19-safe working environments,
driving efficiencies through the operations and upgrading the
quality of our portfolio in order to improve cash flow generation,
strengthening the balance sheet and creating sustainable value
through disciplined allocation of capital.
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, including
the impacts of a tailings dam failure, fire and slope wall failure risks,
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. Scenarios
were selected for stress testing based upon an assessment of
the Group’s principal risks, and each includes a risk deemed
catastrophic to the Group. 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
– The impact of a cyber attack upon the Group’s key information
technology systems
– Technology developments affecting demand for diamonds
– Technology developments in the automobile industry affecting
demand for PGMs
– The impact of a reduction in water supply in Chile, being a
physical risk associated with climate change
– The impact of Covid-19 upon the Group’s operations.
The Group’s liquidity (defined as cash and undrawn committed
facilities) was $17.5 billion at 31 December 2020. This is sufficient to
absorb the financial impact of each of the risks modelled in the
stress and sensitivity analysis. However, if these scenarios were to
materialise, the Group also has a range of additional options that
enable us to maintain our financial strength, including reducing
capital expenditure, the sale of assets, raising debt or reducing
the dividend.
52
Anglo American plc Integrated Annual Report 2020
Strategic Report 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.
For more on the risk management and internal control systems
and the review of their effectiveness
See pages 121-122
Summary
Our risk profile evolved in 2020, largely as a result of the Covid-19
pandemic, which continues to have a significant impact on global
society. No new significant risks were identified as a result of the
pandemic; however, the likelihood and/or severity of a number of
existing unwanted events that could impact Anglo American was
reassessed. We elevated pandemic health risk to a principal risk in
early 2020 as a result of the emerging Covid-19 threat.
Our catastrophic risks are the highest priority risks, given the
potential consequences.
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 is aligned with a
three-year view
– The volatility in commodity markets makes confidence in a longer
assessment of prospects highly challenging.
Emerging risks
We define an emerging risk as a risk that may become a principal
risk in time but is not expected to materialise in the next five years.
Emerging risks that are currently being monitored are:
– Failure to replace Ore Reserve depletion in key business units
through exploration, projects or acquisitions
– Liabilities incurred as a result of environmental impairments
– Failure to deliver certain elements of the Sustainable Mining Plan
could cause reputational damage, threaten the organisation’s
licence to operate, affect future growth, and may also result in
increased costs and a negative effect on the Group’s financial
results
– Unexpected mine-closure liabilities that have the potential to
increase costs.
The above risks are closely monitored and actively managed to
minimise their threat.
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 54-57
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 54
Anglo American plc Integrated Annual Report 2020
53
Principal risks
1. Catastrophic risks
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.
2. Product prices
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 the
impacts of government imposed lockdowns
to manage the Covid-19 pandemic and
associated increased levels of public debt;
a future global pandemic or major health
crisis; a fiscal crisis in a key economy or
economic bloc; and armed conflict or
terrorist event.
Managing risk effectively continued
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,
the implementation of which is regularly
inspected by technical experts. Additional
assurance work is conducted to assess
the adequacy of controls associated with
these risks.
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: Maintaining a conservative
balance sheet and proactive management
of debt facilities and the delivery of cash
improvement and operational performance
targets are the key mitigation strategies
for this risk. Regular updates of economic
analysis and product price assumptions are
discussed with executive management and
the Board.
↔
Risk movement: No change.
Risk appetite: Operating within the limits of
our appetite.
Commentary: These very high impact but
very low frequency risks are treated with the
highest priority.
Pillars of value:
↑
Risk movement: Increased since 2019.
Risk appetite: Operating within the limits of
our appetite.
Commentary: We believe macro-economic
uncertainty has increased, primarily as a
result of the Covid-19 pandemic. This may
result in price volatility in the products
mined, and marketed, by Anglo American.
Pillars of value:
3. Cyber security
Loss or harm to our technical
infrastructure and the use of
technology within the organisation from
malicious or unintentional sources.
Root cause: The frequency and
sophistication of attempted criminally
motivated cyber attacks is increasing.
Impact: Theft or loss of intellectual
property, financial losses, increased
costs, reputational damage and
operational disruption.
Mitigation: We have a dedicated Global
Information Management Security team
with appropriate specialist third-party
support to oversee our network security.
We have achieved UK Cyber Essentials
Certification and an ongoing cyber
awareness programme is in place across
the Group.
↑
Risk movement: Increased since 2019.
Risk appetite: Operating within the limits of
our appetite.
Commentary: Cyber security risk was
reassessed and was deemed to have
increased in 2020, owing to the greater
sophistication and frequency of attempted
cyber attacks. During 2020, we further
strengthened our control environment. Our
controls responded as planned and no
cyber attack attempt resulted in negative
impacts for Anglo American.
Pillars of value:
54
Anglo American plc Integrated Annual Report 2020
Strategic Report Pillars of value:
Safety and health
Environment
Socio-political
People
Production
Cost
Financial
4. Safety
Failure to eliminate fatalities.
Root cause: Fatalities may result from
operational leaders, employees and
contractors failing to apply safety rules
and hazard identification, including
non-compliance with critical controls.
5. Climate change
Climate change is one of the
defining challenges of our era and
our commitment to being part of the
global response presents both risks
and opportunities.
Root cause: We are committed to the
ongoing realignment of our portfolio in
a responsible manner; however, different
stakeholder expectations continue to
evolve and are not always aligned. Long
term demand for the metals and minerals
produced and marketed by Anglo American
may deviate from current assumptions.
Changing weather patterns and an
increase in extreme weather events may
impact operational stability and our
local communities. Our carbon emission
reduction targets are partly reliant on new
technologies that are at various stages
of development.
6. Operational stability
Unplanned operational stoppages
impacting production and profitability.
Root cause: Failure to implement and
embed our Operating Model, maintain
critical plant, machinery and infrastructure
and operate in compliance with
Anglo American’s Technical Standards
will affect our performance levels. We are
also exposed to risks of interruptions of
power supply and the failure of third-party
owned and operated infrastructure, e.g. rail
networks and ports. Our operations may
also be exposed to natural catastrophes
and extreme weather events.
↔
Risk movement: No change.
Risk appetite: Operating within the limits of
our appetite.
Commentary: While we continue to see
an overall improvement in our safety
performance, during 2020 there were two
work-related fatalities in our managed
operations, compared with four in 2019.
This is still an unacceptable level and
management remains fully committed to
the elimination of fatalities.
Pillars of value:
↑
Risk movement: Increased since 2019.
Risk appetite: Operating within the limits of
our appetite.
Commentary: For more information on
our Sustainable Mining Plan and climate
change policy, see pages 35-37, and for
further information on how we engage with
key stakeholders, see page 13.
Pillars of value:
Impact: A fatal incident is devastating for
the bereaved family, friends and colleagues.
Over the longer term, failure to provide a
safe working environment will threaten 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. Our Elimination of
Fatalities Taskforce oversees targeted
improvement initiatives to further improve
safety performance.
Impact: Potential loss of stakeholder
confidence leading to negative impact
on value, cash flow and profitability.
Operational disruption in the event of
extreme weather events. Long term
demand for metals and minerals mined
and marketed by Anglo American may
deviate from assumptions based on
societal demands for climate change
abatement. We may fail to achieve carbon
reduction targets in the event that new
technologies are not effective or embedded
in our operations.
Mitigation: We have articulated our climate
change plans, policies and progress and
engage with key stakeholders to ensure
they understand them. Our Sustainable
Mining Plan includes operation-specific
and Group targets for reductions in carbon
emissions, power and water usage.
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 and compliance with Technical
Standards, supported by operational risk
management and assurance processes, is
the key mitigation against this risk. Regular
tracking and monitoring of progress against
the underlying EBITDA targets is undertaken.
↑
Risk movement: Increased since 2019.
Risk appetite: Operating within the limits of
our appetite.
Commentary: During 2020, there were
two material unplanned operational
incidents in our Metallurgical Coal business
in Australia and one material unplanned
operational incident in our PGMs business in
South Africa.
Pillars of value:
Anglo American plc Integrated Annual Report 2020
55
Principal risks continued
7. Pandemic
Large scale outbreak of infectious
disease increasing morbidity and
mortality over a wide geographic area.
Root cause: Human population growth,
urbanisation, changes in land use, loss
of biodiversity, exploitation of the natural
environment, viral disease from animals and
increased global travel and integration are
all contributory causes of health pandemics.
8. Political and regulatory
Uncertainty and adverse changes to
mining industry regulation, legislation or
tax regimes 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 regimes. Our licence to
operate through mining rights is dependent
on a number of factors, including
compliance with regulations.
Managing risk effectively continued
Impact: As has been witnessed by
the Covid-19 pandemic, widespread
consequences include the physical and
mental health and well-being of our
people and local communities; economic
shocks and disruption; social unrest; an
increase in political stresses and tensions,
a rise in criminal acts that could impact
Anglo American and the potential for
increased resource nationalism.
Mitigation: Anglo American actively monitors
global pandemic-potential diseases. In
the event of a pandemic, our Group Crisis
Management Team is activated at an
early stage to direct the Group’s response,
prioritising the well-being of our people,
their families and host communities, and
ensuring the continuity of the operations.
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 13 for more detail on how
we engage with our key stakeholders.
↑
Risk movement: Increased since 2019.
Risk appetite: Operating within the limits of
our appetite.
Commentary: In light of the Covid-19
pandemic, this risk was reclassified as a
principal risk in 2020.
Pillars of value:
↔
Risk movement: No change.
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.
Pillars of value:
56
Anglo American plc Integrated Annual Report 2020
Strategic Report Pillars of value:
Safety and health
Environment
Socio-political
People
Production
Cost
Financial
9. Corruption
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, are
in place.
10. Water
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.
11. Future demand
Demand for metals and minerals
produced and marketed by
Anglo American may deviate from
our assumptions.
Root cause: Technological developments
and/or product substitution leading
to reduced demand, growth in
the circular economy and shifts in
consumer preferences.
Impact: Potential for negative impact on
revenue, cash flow, profitability and value.
Mitigation: Regular reviews of production
and financial plans, as well as longer
term portfolio decisions, are based on
extensive research. We monitor new
business opportunities in line with our
strategy to secure, develop and operate
a portfolio of high quality and long life
resource assets, from which we will deliver
leading shareholder returns. Our businesses
invest in marketing and other activities to
enhance the inherent value of the products
we produce, including building consumer
confidence in the ethical provenance of
our products.
↔
Risk movement: No change.
Risk appetite: Operating within the limits of
our appetite.
Commentary: A Group Compliance
Committee was established in 2020. Its
responsibilities include oversight of the
organisation’s anti-bribery management
system to ensure its continuing suitability,
adequacy and effectiveness.
Pillars of value:
↔
Risk movement: No change.
Risk appetite: Operating within the limits of
our appetite.
Commentary: This continues to be a risk
to the majority of our operations. For more
information on our Sustainable Mining Plan,
see pages 35-36.
Pillars of value:
↔
Risk movement: No change.
Risk appetite: Operating within the limits of
our appetite.
Commentary: Anglo American has
committed to continuing to transition our
portfolio towards those metals and minerals
that enable a greener, cleaner, more
sustainable world.
Pillars of value:
Anglo American plc Integrated Annual Report 2020
57
Key performance indicators
Pillars of value
Strategic element
Key performance indicators (KPIs)
Target and target achieved
Innovation
Work-related fatal injuries(5)
ER
Zero harm
Safety
and health
People
Total recordable case frequency rate (TRCFR)(5)
ER
Year-on-year reduction
New cases of occupational disease (NCOD)(5)
Year-on-year reduction
HIV/AIDS treatment
90% known status, 90% of HIV-positive
employees enrolled in HIV disease
management programme
Innovation
Energy consumption(5)(6)
Environment
Greenhouse gas (GHG) emissions(5)(7)
ER
Total water withdrawals(8)
Level 4-5 environmental incidents(5)
8% saving on the 2020
business-as-usual plan
22% saving on the 2020
business-as-usual plan
Reduce the withdrawal of
fresh water by 20% by 2020
Zero Level 4-5 incidents
Innovation
Social Way implementation (based on updated
Social Way 3.0 for 2020(5))
Full compliance with the
Social Way 3.0 by end 2022
Socio-political
People
People
Voluntary labour turnover
< 5% turnover
Gender diversity
ER
South Africa transformation
33% women in senior management
by 2023
Portfolio
Innovation
Production
Production volumes
Copper equivalent production 2020 vs 2019: (10)%
Portfolio
Innovation
Cost
Unit cost of production
Copper equivalent unit cost 2020 vs 2019: (2)% in $ terms
Financial
Portfolio
Innovation
Attributable return on capital employed (ROCE)
ER
Underlying earnings per share (EPS)
ER
Attributable free cash flow(10)
ER
Targets key
Target met
On track/in progress
Target not met
See page 96 for footnotes
58
Anglo American plc Integrated Annual Report 2020
Strategic Report
For full description and calculation methodology see pages 244-245
Number of work-related fatal injuries
TRCFR
NCOD
% of employees in southern Africa who know their HIV status and % of
employees in southern Africa who are HIV positive and enrolled in HIV
disease management programmes
2016
11
3.55
111
2017
9
3.17
96
2018
5
2.66
101
2019
4
2.21
39
2020
2
2.14
30
88:68
83:84
88:86
94:92
89:93
Measured in million gigajoules (GJ)
Measured in million tonnes of CO2 equivalent emissions
Measured in million m3
Number of Level 4-5 environmental incidents
In 2020, 80% of roll-out milestone targets met(9)
In 2020, 23% of Social Way 3.0 requirements fulfilled (year 1 of transition
to new standard)
Voluntary turnover expressed as % of total permanent employees
Women as a percentage of senior management (%)
Women as a percentage of total workforce (%)
HDSAs as a percentage of management (%)
De Beers – million carats
Copper – thousand tonnes
PGMs – thousand ounces (5E+Au)
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 – c/lb
PGMs – $/PGMs ounce
Kumba – $/tonne
Iron Ore Brazil – $/tonne (wet basis)
Metallurgical Coal – $/tonne
Thermal Coal – South Africa – $/tonne
Nickel – c/lb
Group attributable ROCE (%)
Group underlying EPS ($)
Group attributable free cash flow ($ million)
106
17.9
n/a
0
84
2.2
15
18
62
27.3
577
4,974
41.5
16.1
20.9
29.7
44.5
67
137
636
27
28
51
34
350
11
1.72
2,552
97
18.0
n/a
0
88
2.3
18
19
66
33.5
579
5,008
45.0
16.8
19.7
29.2
43.8
63
147
665
31
30
61
44
365
19
2.57
4,931
84
16.2
n/a
1
91
2.4
21
20
65
35.3
668
5,187
43.1
3.4
21.8
28.6
42.3
60
134
709
32
n/a
64
44
361
19
2.55
3,140
87
17.7
n/a
0
96
2.3
24
21
65
30.8
638
4,441
42.4
23.1
22.9
26.4
42.6
63
126
703
33
21
63
45
380
19
2.75
2,287
81
16.1
209
0
80
23
1.5
27
23
68
25.1
647
3,809
37.0
24.1
16.8
20.6
43.5
57
113
713
31
21
86
38
334
17
2.53
1,209
ER
Executive remuneration
KPIs with this symbol are linked to executive
remuneration; for more information, see the
Remuneration report on pages 123-147.
Anglo American plc Integrated Annual Report 2020
59
Marketplace review
Review of 2020
Markets review
Covid-19 pandemic hits global economic growth
The spread of Covid-19 and related societal restrictions had a
significant negative impact on the global economy in 2020. The
IMF estimates a 3.5% decline in global GDP for the year (2019: 2.8%
growth). Transport, hospitality, catering and entertainment industries
suffered the most in the pandemic. While less impacted by social
distancing, manufacturing and logistics sectors were affected by
supply chain disruptions, as well as reductions in demand.
In China, commodity demand remained resilient owing to their early
containment of the spread of the virus and it was the only major
country – and one of only a few countries anywhere – to have
delivered positive GDP growth in 2020, estimated by the IMF at
2.3%. Chinese growth was further supported by a strong recovery in
exports to the US and other traditional trading partners, as Chinese
producers filled the supply gaps left by other Covid-19-hit exporters.
Other regions experienced significant contractions in economic
activity, with continued high levels of virus transmission hampering
key sectors, and unemployment remaining elevated. In the US, GDP
contracted by an estimated 3.4% in 2020; the Eurozone by 7.2%; Latin
America by 7.4%; and India by 8.0%. In the countries where we have
our major operations, South Africa contracted by 7.5%; Botswana
by 9.6%; Chile by 6.0%; Brazil by 4.5%; and Australia by 2.9%. Along
with reductions in economic activity, emerging countries also saw
weakening currencies against the US dollar. Rising commodity prices
helped the South African rand and Chilean peso strengthen against
the US dollar over the second half of the year.
Despite the severe effect on demand, prices for a number of
Anglo American’s products performed better than in 2019. The
Covid-19-related disruptions in South Africa, where there is a high
concentration of PGMs supply, coupled with the strengthening of
emissions regulations in the automotive sector, resulted in a strong
PGMs basket price performance, notably for palladium and rhodium.
Iron ore also outperformed compared with 2019, supported by
strong China steel production and disruptions in Brazilian supply.
Global trade experienced significant challenges in 2020, with
tendencies towards regionalisation. US-China trade tensions
intensified and trade barriers and sanctions were maintained,
weighing on economic growth.
Diamonds
The diamond industry started the year on a positive note as a result
of improved consumer demand and retailer stocking at the end of
2019, but as Covid-19-related business and movement restriction led
to store and factory closures, the diamond value chain came to a
halt in the second quarter. In response, De Beers offered customers
flexibility on their pre-agreed allocations which, in turn, led to a
decrease in purchases and manufacturing levels at cutting centres.
As the year progressed, this action helped to balance inventory
levels, as polished diamond manufacturing resumed, cutting and
polishing recommenced gradually and the trade prepared for the
end of year holiday selling season. These developments supported
an improvement in midstream sentiment and rough diamond
purchases in the final quarter, as well as firmer polished and rough
diamond prices. Overall, these developments contributed to the
average rough price index for De Beers diamonds decreasing by
10% in 2020.
The outlook for diamonds continues to be linked to economic
growth, consumer sentiment/habits and the evolving public health
situation in the main diamond consumer geographies.
Platinum Group Metals (PGMs)
PGM prices performed particularly well in 2020, with palladium and
rhodium both reaching record levels. Both metals benefited from
tightening vehicle emissions legislation, which led to increased
catalytic converter loadings, against a backdrop of low supply
availability owing to Covid-19-related mine closures, particularly in
South Africa.
Vehicle production, the key end-use sector for PGMs, was severely
affected by the pandemic initially but recovered swiftly to
pre-pandemic levels in the important Chinese market, while other
regions were slower to recover. Platinum demand, which has less
exposure to the Chinese auto sector, where the majority of new
vehicles are petrol-driven and therefore require palladium and
rhodium loaded catalytic converters, recovered less well in the
second half of the year. China’s relative importance to industrial
consumption resulted in a reduced negative impact on this
sector globally.
Indexed 2020 prices
0
.
1
=
0
2
0
2
y
r
a
u
n
a
J
1
,
x
e
d
n
I
e
c
i
r
P
2.0
1.0
0.5
Change in average annual price
(2020 vs 2019)
Anglo American
PGMs basket ($)
Iron ore
Copper
Nickel
De Beers price index
Thermal coal
Hard coking coal
7%
51%
17%
3%
(1)%
(10)%
(10)%
(30)%
Jan 2020
Anglo American basket price
De Beers price index
Copper
Source: Anglo American Commodity Research
PGMs basket
Iron ore (Platts 62% CFR China)
Hard coking coal (FOB Australia)
Thermal coal (FOB South Africa)
Nickel
Dec 2020
60
Anglo American plc Integrated Annual Report 2020
Strategic Report
Iron ore showed resilience throughout the pandemic, with the
average benchmark CFR China 62% Fe price increasing by 17% to
$109/tonne (2019: $93/tonne) and reaching $150/tonne in December.
Throughout the year, supply-side factors also contributed to
higher prices, including congestion at Chinese ports, maintenance
at export facilities and mines in Australia, and significant supply
disruptions, primarily due to heavy rainfall in Brazil.
Hard coking coal (HCC) prices averaged $124/tonne on an FOB
Australia basis, 30% lower than the prior year (2019: $177/tonne),
primarily due to the impact of Covid-19 on demand from steel mills.
Lower gas prices and import restrictions in China also impacted
thermal coal, with the average FOB South Africa price decreasing
by 10% to $65/tonne (2019: $72/tonne).
Outlook
The development of several successful vaccines towards the end
of 2020 has given hope that restrictions in many countries can be
reduced in 2021, with a consequent recovery in economic activity.
Activity may be further boosted by a release of pent-up demand
in a number of sectors. The IMF expects a 5.5% expansion in global
GDP in 2021.
The Covid-19 crisis has heightened numerous economic challenges,
including greater levels of personal and government debt, increased
unemployment, disruptions to supply chains and increased
inequality. These factors may have a long-lasting impact on global
economic output.
Nevertheless, commodity demand is expected to remain supported
by urbanisation and industrialisation of emerging economies,
population growth, including larger middle classes, and continued
upgrading of infrastructure in advanced economies. The increasing
momentum behind the decarbonisation agenda is likely to further
benefit certain commodities exposed to electrification and
technology trends, including copper, nickel and PGMs.
Palladium prices increased sharply at the start of the year, rising
from under $2,000/oz to a record $2,781/oz by mid-February.
Although subsequently moderating, prices remained high at the end
of the year by historical standards, with 2020 averaging $2,197/oz
(2019: $1,539/oz).
Rhodium also had a strong start to the year, rising to above
$13,000/oz in February, with renewed momentum in the second
half resulting in the metal breaching a new record of $16,000/oz
in November, and averaging $11,220/oz for the year as a whole
(2019: $3,914/oz).
The platinum price was broadly in line with the prior year, averaging
$885/oz compared with $864/oz in 2019.
Total platinum demand, including automotive, industrial, jewellery
and investment, declined to 5.4 million ounces (2019: 6.4 million
ounces), excluding recycling. Palladium demand reduced to
6.8 million ounces (2019: 8.0 million ounces). Primary supply of
platinum decreased by 21% to 4.8 million ounces (2019: 6.1 million
ounces), and palladium supply declined by 14% to 6.1 million ounces
(2019: 7.1 million ounces).
Base metals
Copper experienced a very different first six months compared
to the second half of the year. In the earlier period, refined
consumption decreased by around 7%, while supply contracted by
2.5%, leading to a large surplus and the average price falling by
11% to 249 c/lb, compared with the same period in the prior year. In
contrast, the second half saw a strong recovery in demand, led by
China, while supply remained constrained owing to the continued
disruption caused by Covid-19 shutdowns. The copper price was
further supported by positive sentiment in the US following Biden’s
election victory and firmer global decarbonisation commitments –
both considered positive for copper demand – and ended the year
at 351 c/lb.
Refined copper consumption decreased by 1.3% in 2020, while
refined production increased by 1.5%, resulting in a rise in stock levels
to 74 weeks of consumption by the end of the year (2019: 64 weeks).
Despite this, the average price was slightly higher at 280 c/lb
(2019: 272 c/lb).
Global nickel consumption fell by around 4%, primarily driven by
a 14% decline in demand from non-stainless steel applications.
Stainless steel output decreased by 1.6%, though nickel consumption
in stainless steel increased by a marginal 1%. The decrease in
demand for the metal resulted in a 16% increase in nickel inventories
to 1,537 kt (2019: 1,323 kt). The 1% decrease in the nickel price to
625 c/lb (2019: 632 c/lb) was less marked than expected, mainly
due to improved market sentiment on the back of Covid-19 vaccine
developments and optimism around growing global governmental
support for the decarbonisation agenda.
Bulk commodities
Global crude steel production took a significant hit in the first half of
the year in the wake of the coronavirus pandemic. Key steelmaking
regions such as Europe, the US and Japan all saw greater than
30% year-on-year declines in steel output, while in April, Indian
steelmaking output fell by more than 60%. The steel industry
outside of China subsequently began to recover, though significant
capacity remained idled late into the year. Meanwhile, China, the
world’s biggest steel producer, increased output significantly on
the back of government stimulus efforts. Overall, global crude steel
production is estimated to have fallen by approximately 1% in 2020.
Anglo American plc Integrated Annual Report 2020
61
Group financial review
Anglo American’s profit attributable to equity shareholders
decreased by 41% to $2.1 billion (2019: $3.5 billion). Underlying
earnings were $3.1 billion (2019: $3.5 billion), while operating
profit was $5.6 billion (2019: $6.2 billion).
Continued strong performances from our Minas-Rio iron ore
operation in Brazil and the Collahuasi copper joint operation in
Chile helped partly offset the impacts of Covid-19, leading to an
overall decrease in production of 10%, on a copper equivalent basis.
Covid-19 lockdowns across southern Africa in the first half of the
year impacted production at PGMs, Kumba, De Beers and Thermal
Coal. In response to the pandemic, comprehensive safeguarding
measures were put in place at operations and in partnership with
local communities across the business, enabling a return to more
normal operating levels in the second half of the year. Production
was also affected by operational issues at Metallurgical Coal
and strike action at the Cerrejón thermal coal operation. Refined
production of PGMs was impacted by an outage at the converter
plant in the first half. Consequently, in the second half of the year,
copper equivalent production improved by 13% compared with the
first half, as lockdowns and restrictions eased and operations were
able to sustain around 95% of normal capacity while maintaining
Covid-19-related safeguarding measures.
De Beers’ rough diamond production decreased by 18% to
25.1 million carats (2019: 30.8 million carats), in response to lower
demand due to the pandemic and Covid-19 restrictions in southern
Africa during the first half of the year. Diamond demand from the
midstream (cutters and polishers of rough diamonds) was affected
throughout the year by Covid-19 lockdowns, travel restrictions and
retail store closures.
Copper production increased by 1% to 647,400 tonnes
(2019: 638,000 tonnes), driven by an 11% increase in attributable
production from Collahuasi to a record 276,900 tonnes
(2019: 248,800 tonnes) on the back of strong plant performance,
reflecting improvement projects implemented in 2019. At Los Bronces,
production decreased by 3% to 324,700 tonnes (2019: 335,000
tonnes) due to planned lower grades.
PGMs' production (metal in concentrate) decreased by 14% to
3,808,900 ounces (2019: 4,440,900 ounces), due to Covid-19
restrictions, which reduced operating capacity for most of the
second quarter, particularly at underground operations. PGM
production was 35% higher in the second half of the year compared
with the first, as the operations recovered well from the initial
Underlying EBITDA◊ reconciliation 2019–2020
0.9
2.2
(0.4)
(1.1)
(1.3)
(0.5)
9.8
$ billion
10
10.0
9
8
2019
Price
Forex
Inflation
Covid-19
volume
impact
Net
cost and
volume
Other
2020
62
Anglo American plc Integrated Annual Report 2020
disruption caused by the pandemic. Refining performance had also
returned to normal levels by the end of the year with the restart of
the rebuilt converter plant (ACP).
At Kumba, iron ore production decreased by 13% to 37.0 Mt
(2019: 42.4 Mt), owing to lower workforce levels and logistics
constraints due to Covid-19 restrictions, as well as above
average rainfall and operational issues at the Sishen crusher and
Kolomela plant.
Minas-Rio production increased by 4% to 24.1 Mt (2019: 23.1 Mt),
despite a planned one-month suspension for a pipeline inspection.
This reflects a strong operational performance as the asset builds
towards full capacity, with productivity initiatives supported by
robust operational stability.
Metallurgical coal production decreased by 26% to 16.8 Mt
(2019: 22.9 Mt), principally owing to the suspension of operations at
Grosvenor following a gas ignition incident in May, and challenges
at Moranbah North, where a fall of ground in the first quarter
and geotechnical challenges towards the end of the year limited
longwall progress. Open cut operations were scaled back at
Dawson and Capcoal in response to reduced demand for lower
quality metallurgical coal.
Thermal coal export production decreased by 22% to 20.6 Mt
(2019: 26.4 Mt), primarily due to Covid-19 operational restrictions and
a three-month industrial action at Cerrejón, which ended in the first
week of December.
Nickel’s production increased by 2% to 43,500 tonnes
(2019: 42,600 tonnes) owing to improved operational stability, while
manganese ore production was in line with the prior year at 3.5 Mt.
Group copper equivalent unit costs decreased by 2% in US dollar
terms, despite lower production, due to weaker producer currencies
and cost saving measures.
Financial performance
Underlying EBITDA◊ ($ billion)
Operating profit ($ billion)
Underlying earnings◊ ($ billion)
Profit attributable to equity shareholders
of the Company ($ billion)
Basic underlying earnings per share◊ ($)
Basic earnings per share ($)
Dividend per share ($)
Group attributable ROCE◊
2020
9.8
5.6
3.1
2.1
2.53
1.69
1.00
17%
2019
10.0
6.2
3.5
3.5
2.75
2.81
1.09
19%
Underlying EBITDA◊
Despite the impact of the Covid-19 pandemic, as well as
operational challenges, Group underlying EBITDA decreased by just
2% to $9.8 billion (2019: $10.0 billion). The Group mining EBITDA
margin◊ was higher than the prior year at 43% (2019: 42%), due to the
increase in the price for the Group’s basket of products, favourable
exchange rates and cost saving initiatives. 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.
Strategic Report
Underlying EBITDA◊ by segment
De Beers
Copper
PGMs
Iron Ore
Coal
Nickel and Manganese
Crop Nutrients
Corporate and other
Total
2020
417
1,864
2,555
4,565
35
510
1
(145)
9,802
2019
558
1,618
2,000
3,407
1,832
634
—
(43)
10,006
The reconciliation of underlying EBITDA, from $10.0 billion in the
year ended 31 December 2019 to $9.8 billion in the year ended
31 December 2020, shows the controllable factors (e.g. cost and
volume), as well as those outside of management control (e.g. price,
foreign exchange, inflation and the impact of the pandemic), that
drive the Group’s performance.
Price
Average market prices for the Group’s basket of products increased
by 7% compared to 2019, which served to increase underlying EBITDA
by $2.2 billion. The price achieved for the PGMs basket increased
by 51%, largely due to rhodium and palladium, which increased by
179% and 46% respectively, while the realised price for iron ore and
copper increased by 23% and 10%, respectively. These were partly
offset by a 34% reduction in the weighted average realised price for
metallurgical coal.
Foreign exchange
The favourable foreign exchange impact on underlying EBITDA
of $0.9 billion was due to weaker local currencies in our countries
of operation, principally the South African rand, Brazilian real and
Chilean peso.
Inflation
The Group’s weighted average CPI for 2020 was 2.9%, compared
with 3.3% in 2019. This was principally influenced by a decrease in
inflation in South Africa. The impact of inflation on costs reduced
underlying EBITDA by $0.4 billion.
Covid-19 volume impact
The volume impact of Covid-19-related disruption to production,
the supply chain and the impact of reduced diamond demand
throughout the year decreased underlying EBITDA by $1.1 billion.
Operational disruptions as a result of the pandemic due to national
lockdowns in South Africa and Botswana in the first half of the year,
resulted in production levels decreasing to 60% of total capacity
in April. The Group’s operating assets recovered strongly, however,
reaching approximately 90% of capacity by the end of June, and
sustaining a consistent level of 95% of normal capacity throughout
the second half of the year, while maintaining comprehensive
safety measures to help safeguard the lives and livelihoods of our
workforce and host communities.
The pandemic also had a major impact on the diamond industry,
driving a 45% decrease in rough diamond sales volumes at
De Beers in the first half of the year. This was followed by significant
improvement in the second half as lockdown restrictions eased
in many countries, resulting in an overall 27% decrease in rough
diamond sales volumes for the year.
Net cost and volume
The net impact of cost and volume was a $1.3 billion reduction
in underlying EBITDA, as the benefit of cost saving initiatives
at De Beers, Copper and Thermal Coal and higher volumes at
Minas-Rio and Collahuasi were more than offset by operational
issues at PGMs and Metallurgical Coal.
Refined production at PGMs was impacted by an outage at the
ACP, which reduced refined production by 42% in the year. The
rebuilt converter plant was put back into operation ahead of
schedule on 24 November 2020.
Metallurgical coal operations were affected by an underground
incident at Moranbah North, as well as at Grosvenor, where
operations have been suspended since the beginning of May, with
the mine currently expected to return to operation in the second
half of 2021.
Other
The $0.5 billion decrease in underlying EBITDA was driven by lower
earnings at Cerrejón due to lower prices and a three month strike,
as well as Victor mine (De Beers) reaching the end of mine life in
2019. Also included are costs of $0.2 billion related to increased
rehabilitation provisions across the Group due to lower discount
rates, reflecting lower interest rates, principally at Copper.
Underlying earnings◊
Group underlying earnings decreased to $3.1 billion
(2019: $3.5 billion), driven by an increase in net finance costs, as well
as a 2% decrease in underlying EBITDA and a higher proportion of
earnings attributable to non-controlling interests.
Reconciliation from underlying EBITDA◊ to underlying earnings◊
Underlying EBITDA◊
Depreciation and amortisation
Net finance costs and
income tax expense
Non-controlling interests
Underlying earnings◊
2020
9,802
(2,752)
(2,745)
(1,170)
3,135
2019
10,006
(2,996)
(2,469)
(1,073)
3,468
Depreciation and amortisation
Depreciation and amortisation decreased by 8% to $2.8 billion
(2019: $3.0 billion), reflecting the effect of weaker local currencies
and lower production at Metallurgical Coal as a result of the
operational issues at Moranbah North and Grosvenor.
Net finance costs and income tax expense
Net finance costs, before special items and remeasurements, were
$0.8 billion (2019: $0.4 billion). The increase was principally driven
by fair value losses on the revaluation of deferred consideration
balances at PGMs relating to the Mototolo acquisition, which was
completed in November 2018.
The underlying effective tax rate was 31.2% (2019: 30.8%). The
underlying effective tax rate in 2020 was impacted by the relative
levels of profits arising in the Group’s operating jurisdictions. In future
periods, the underlying effective tax rate is expected to be in the
range of 30% to 33%. The tax charge for the year, before special
items and remeasurements, was $1.8 billion (2019: $1.8 billion).
Non-controlling interests
The share of underlying earnings attributable to non-controlling
interests of $1.2 billion (2019: $1.1 billion) principally relates to minority
shareholdings in Kumba, PGMs and Copper.
Special items and remeasurements
Special items and remeasurements are a net charge of $1.0 billion
(2019: net gain of $0.1 billion) and include impairment charges of
$0.6 billion at Nickel following a revision of the Group's medium and
long term nickel price forecast and $0.1 billion at Coal, as well as
deferred tax remeasurements of $0.4 billion, driven by the weaker
Brazilian real.
Full details of the special items and remeasurements recorded are
included in note 8 to the Consolidated financial statements.
Anglo American plc Integrated Annual Report 2020
63
Group financial review continued
Net debt◊
$ million
Opening net debt◊ at 1 January
(4,626)
Underlying EBITDA◊ from subsidiaries and joint operations
Working capital movements
Other cash flows from operations
Cash flows from operations
Capital repayments of lease obligations
Cash tax paid
Dividends from associates and joint ventures
Net interest(1)
Dividends paid to non-controlling interests
Sustaining capital expenditure(2)
Sustaining attributable free cash flow◊
Growth capital expenditure and other(2)
Attributable free cash flow◊
Dividends to Anglo American plc shareholders
Acquisitions
Disposals
Foreign exchange and fair value movements
Other net debt movements(3)
Total movement in net debt◊
Closing net debt◊ at 31 December
(2,848)
2020
9,284
(1,534)
248
7,998
(195)
(1,606)
226
(358)
(668)
(2,675)
2,722
(1,513)
1,209
(904)
(520)
384
17
(1,135)
2019
9,139
(50)
171
9,260
(272)
(2,116)
520
(334)
(894)
(2,993)
3,171
(884)
2,287
(1,422)
(13)
24
(34)
(2,620)
(949)
(5,575)
(1,778)
(4,626)
(1)
(2)
(3)
Includes cash inflows of $29 million (2019: outflows of $124 million), relating to interest receipts (2019: interest payments) on derivatives hedging net debt, which are included in cash flows
from derivatives related to financing activities.
Included within sustaining capital expenditure is $51 million (2019: $11 million) of capitalised operating cash flows relating to life-extension projects. In addition to growth capex,
'Growth capital expenditure and other' includes $12 million (2019: nil) of capitalised operating cash flows relating to growth projects and $63 million (2019: $37 million) of expenditure on
non-current intangible assets.
Includes Mitsubishi’s share of Quellaveco capital expenditure of $526 million; debt recognised on the acquisition of Sirius Minerals Plc of $253 million; the purchase of shares under the
buyback of $223 million; and the purchase of shares for other purposes (including for employee share schemes) of $162 million. 2019 includes the IFRS 16 Leases transition adjustment
of $469 million; capital expenditure on the Quellaveco project funded from the 2018 syndication transaction of $515 million; Mitsubishi’s subsequent share of Quellaveco capital
expenditure of $329 million; the purchase of shares under the buyback of $777 million; and the purchase of shares for other purposes (including for employee share schemes) of
$266 million.
Cash flow
Cash flows from operations
Cash flows from operations decreased to $8.0 billion
(2019: $9.3 billion), reflecting a build-up in working capital partially
offset by an increase in underlying EBITDA from subsidiaries and
joint operations.
Cash outflows on working capital were $1.5 billion (2019: outflows
of $0.1 billion), principally reflecting $1.6 billion of cash outflows on
inventories following ACP repairs at PGMs affecting refining activity
during the year, as well as the impact of Covid-19 on demand for
diamonds, particularly during the first half. Receivables increased
by $1.0 billion, mainly owing to increased iron ore, base metals and
PGMs prices, offset by payables increases of $1.1 billion driven by an
increase in a customer pre-payment and purchase of concentrate
payables within PGMs, both reflecting increased metal prices.
Attributable free cash flow◊
The Group’s attributable free cash flow decreased to an inflow of
$1.2 billion (2019: inflow of $2.3 billion) due to lower cash flows from
operations of $8.0 billion (2019: $9.3 billion) and increased capital
expenditure of $4.1 billion (2019: $3.8 billion), partially offset by
lower tax payments of $1.6 billion (2019: $2.1 billion), principally at
Metallurgical Coal.
Dividends
In line with the Group’s established dividend policy to pay out
40% of underlying earnings, the Board has proposed a dividend
of $0.72 per share (2019: $0.47 per share), bringing the total
dividends paid and proposed in respect of 2020 to $1.00 per share
(2019: $1.09 per share).
Acquisition of Sirius Minerals
On 17 March 2020, the Group completed the acquisition of Sirius
Minerals Plc for a cash consideration of $0.5 billion. As part of the
acquisition, the Group also acquired borrowing and lease liabilities,
taking the total impact on net debt to $0.7 billion on the date
of acquisition.
Disposals
On 18 December 2020, the Group completed the sale of a 12%
interest in the Grosvenor mine (Metallurgical Coal) for $0.2 billion,
equalising the ownership across its integrated operations at
Moranbah North and Grosvenor. During 2020, the Group received
$0.2 billion of deferred consideration in respect of previous
divestments by PGMs.
64
Anglo American plc Integrated Annual Report 2020
Strategic Report Bond maturity profile(1)
$ billion
1.9
1.0
1.2
0.1
0.9
1.0
1.1
0.5
0.6
0.5
2.1
0.8
1.8
1.5
0.2
0.7
1.4
0.6
1.4
0.7
0.4
0.5
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2050
Matured in 2020
Existing bonds
Bonds repurchased in 2020
2020 new issuance
Acquired in business
combination
(1) Bond maturity profile based on contractual repayments at hedge rates
Liquidity and funding
Group liquidity remains conservative at $17.5 billion (2019:
$15.0 billion), comprising $7.5 billion of cash (2019: $6.3 billion) and
$10.0 billion of undrawn committed facilities (2019: $8.7 billion).
In April 2020, the Group signed a new $2.0 billion revolving credit
facility with an initial maturity date of April 2021. The Group has, at
its sole discretion, two options to extend the facility for a further six
months to October 2021 and April 2022.
During 2020, the Group issued $3.0 billion of bond debt. In April
2020, the Group issued $750 million of 5.375% Senior Notes due 2025
and $750 million of 5.625% Senior Notes due 2030. In September
2020, the Group issued $1.0 billion of 2.625% Senior Notes due 2030
and $500 million 3.950% Senior Notes due 2050, which were used
to fund a liability management exercise to redeem $0.5 billion of
bonds maturing in 2021 and $1.0 billion of bonds maturing in 2022.
In March 2020, as part of the acquisition of Sirius Minerals Plc, the
Group recognised borrowings and lease liabilities of Sirius Minerals
Plc with a fair value of $0.3 billion. In July 2020, the Sirius Minerals
Finance Limited 8.5% 2023 convertible bond was fully redeemed
at a cash cost of $138 million. The bond issuance and the liability
management exercises increased the weighted average maturity
on the Group’s bonds to 6.3 years (2019: 4.5 years).
On 24 April 2020, Moody’s Investors Service affirmed the
Group’s Baa2 rating and updated the outlook from stable to
negative. Moody’s Investors Service re-affirmed this rating on
24 November 2020. During 2020, Standard and Poor’s reaffirmed the
Group’s BBB rating with a stable outlook.
Share buyback
In July 2019, the Board approved an additional return of $1 billion
to shareholders via an on-market share buyback programme. This
additional return recognised the resilience of our balance sheet,
and our confidence in funding our portfolio of highly attractive
near and medium term growth opportunities. Following the return
of $0.8 billion to shareholders in 2019, the remaining $0.2 billion
of the buyback programme was completed by March 2020. The
programme was executed at a weighted average price of £18.96.
Net debt◊
Net debt (including related derivatives) of $5.6 billion has increased
by $0.9 billion since 31 December 2019, led by inventory cash outflows
of $1.6 billion at PGMs and De Beers, as described on the previous
page. These inventory increases are expected to be released during
2021 and 2022.
The Group generated strong sustaining attributable free cash
inflows of $2.7 billion, principally used towards growth capital
expenditure of $1.4 billion, dividends paid to Anglo American plc
shareholders of $0.9 billion, the acquisition of Sirius Minerals Plc
(including debt acquired) of $0.7 billion and completion of the
share buyback programme announced in July 2019 of $0.2 billion.
Net debt at 31 December 2020 represented gearing of 15%
(2019: 13%), comprising cash and cash equivalents of $7.5 billion
(2019: $6.3 billion) and gross debt (including related derivatives) of
$13.1 billion (2019: $11.0 billion).
On 26 February 2020, South Africa’s Minister of Finance announced
in his Budget Speech that the country would shift from a policy
of exchange controls to a risk-based capital flow management
system, in line with international best practice and in order to
facilitate cross-border financial transactions in support of trade
and investment. This change aligns South Africa with the foreign
direct investment criteria implemented by other OECD nations
and removes the previous restrictions on the Group’s ability to
permanently remit cash earned from operating activities in South
Africa, aligning the Group with other global companies that operate
in South Africa.
Subsequently, on 24 February 2021, South Africa’s Minister of Finance
announced that from 1 March 2021, specific rules for companies with
a primary listing offshore will be automatically aligned to current
foreign direct investment rules. Separate disclosure of the Group’s
South African cash and debt balances will therefore no longer
be relevant.
During 2021, the South African National Treasury and the Reserve
Bank will continue to develop the legislative framework for the new
capital flow management system announced in the 2020 Budget.
This framework is expected to be substantially completed in 2021.
Balance sheet
Net assets increased by $1.4 billion to $32.8 billion (2019: $31.4 billion),
reflecting the profit for the year, offset by dividend payments to
Company shareholders and non-controlling interests.
Attributable ROCE◊
Attributable ROCE decreased to 17% (2019: 19%). Attributable
underlying EBIT was marginally lower at $5.3 billion (2019: $5.5 billion),
reflecting the impact of Covid-19-related disruptions and
operational issues at PGMs and Metallurgical Coal, largely offset
by higher realised prices for many of the Group’s products and
favourable exchange rate movements. Average attributable capital
employed increased to $30.5 billion (2019: $28.4 billion), primarily
due to increased growth capital expenditure, largely at Quellaveco
(Copper), working capital build and the acquisition of Sirius
Minerals Plc.
Anglo American plc Integrated Annual Report 2020
65
De Beers
Anglo American owns 85% of De Beers,
the world’s leading diamond company.
The balance of 15% is owned by the
Government of the Republic of Botswana
(GRB). De Beers and its partners produce
around one-third of the world’s rough
diamonds, by value.
Bruce Cleaver
CEO
De Beers
2020 Summary
Fatalities
0
TRCFR(1)
2.18
Underlying EBITDA
Mining EBITDA margin
$417 m
54%
Production volume ('000 carats)
25,102
Our business
De Beers sells the majority of its rough diamonds through 10 Sight
sales each year to Sightholders and Accredited Buyers, with the
balance being sold via its Auctions business to registered buyers.
It licenses its diamond brand Forevermark™ and markets and
sells polished diamonds and diamond jewellery via its Forevermark™
and De Beers Jewellers businesses.
De Beers recovers diamonds from four countries: Botswana,
Canada, Namibia and South Africa.
In Botswana, via a 50:50 joint operation with the GRB – known as
Debswana – the company recovers diamonds from four mines(3),
including Jwaneng, one of the world’s richest diamond mines by
value. This mine’s high grade ore contributes 60–70% of Debswana’s
revenue. The $2 billion Cut-9 expansion of Jwaneng will extend
the life of the mine to 2036 and is expected to yield an estimated
51 million carats(4) of rough diamonds from approximately 42 million
tonnes of treated material.
In Namibia, De Beers operates in 50:50 partnership with the
Namibian government, recovering both land-based diamonds
(Namdeb) and offshore diamonds (Debmarine Namibia). Namibia
has the richest known marine diamond deposits in the world, with
Diamond Resources estimated at more than 80 million carats(4) in
approximately 1.2 million k (m2) of seabed. Marine diamond deposits
represent around 75% of the partnership’s total diamond production
and 94% of its Diamond Resources.
Botswana and Namibia
Damtshaa
(2)(3)
Letlhakane
(2)
Orapa
(2)
Jwaneng
Debmarine Namibia
Namdeb
(1) TRCFR relates to managed operations only.
(2) All managed as one operation, the ‘Orapa Regime’.
(3) Damtshaa will be placed onto extended care and maintenance in 2021.
(4) Refer to Anglo American plc Ore Reserves and Mineral Resources Report
2020 for additional information.
South Africa
Canada
Venetia
Gahcho Kué
66
Anglo American plc Integrated Annual Report 2020
Strategic Report
Rough diamond production by country(1)
Russia
Botswana
Canada
Angola
Namibia
South Africa
DRC
Other
Total
$15.1 bn
(1) Data relates to 2019 and is rough diamond production by value.
Diamond jewellery demand by country(1)
USA
China(2)
India
Japan
Gulf
Rest of world
Total
$78.9 bn
(1) Data relates to 2019 and is diamond jewellery value at retail prices.
(2) Data set does not include Hong Kong, Macau and Taiwan.
28%
23%
11%
9%
6%
6%
4%
13%
48%
13%
7%
7%
4%
22%
In South Africa, the Venetia operation is an open pit mine and the
country’s largest producer of diamonds, contributing 40% of South
Africa’s annual diamond production. Open pit mining at Venetia is
likely to run until 2023 and the transition is already well under way
to convert to underground mining, which is expected to extend the
life of the mine to 2045. Through the $2.1 billion Venetia Underground
project, De Beers expect to treat approximately 131 million tonnes of
material, containing an estimated 95 million carats(4).
In Canada, De Beers has a 51% interest in, and is the operator of,
Gahcho Kué open-pit mine in the Northwest Territories. It began
commercial production in 2017 and has a 10-year life, producing
an average of 4.5 million carats a year, yielding an estimated total
of 47 million carats(4) (100% basis) from approximately 30 million
tonnes of material.
De Beers also develops industrial super materials through Element
Six, which includes the production of laboratory grown diamonds
for Lightbox Jewelry. De Beers offers diamond grading and testing
services through De Beers Institute of Diamonds.
↑ De Beers is has set a goal to engage 10,000 women in science, technology,
engineering and mathematics (STEM) subjects by 2030. Here, in Canada,
electrical engineering student Celia Zhang has been sponsored by the
company through her studies at the University of Calgary.
Developing talent by bringing young women
into STEM
To re-imagine mining, we need to not only develop new skills
among our employees but bring fresh talent into our business.
We believe that continued male dominance of science,
technology, engineering and mathematics (STEM) disciplines
is a big inhibitor to progress and we have set a target for
one-third female representation within all management levels
Groupwide by 2023.
In seeking to address the severe shortage of women in
engineering in particular, De Beers has set itself a bold new
goal: to engage 10,000 women in STEM. An important aspect
of this is our partnership with WomEng, a global organisation
with a mission to develop the next generation of highly skilled
women for the engineering and technology industries.
In 2019, De Beers joined forces with WomEng in South
Africa, Botswana and Namibia to provide opportunities for
young women and girls to study STEM subjects and pursue
engineering careers. Through workshops, exhibitions and
being set challenges around innovation, high potential
girls are supported from school age, through university and
into their early careers, with access to application support,
mentoring and networks.
To date, as a result of the partnership, 800 female students
from southern Africa have been engaged through three
WomEng programmes, which are being adapted to address
the impact of Covid-19 through a combination of virtual and
socially distanced face-to-face events.
In Canada, De Beers is partnering with UN Women, the
University of Waterloo, the University of Calgary and
Scholarships Canada to support female students with
scholarships in science and engineering, with a particular
focus on supporting First Nation women in the Northwest
Territories and northern Ontario.
Since the start of the company’s three-year partnership with
UN Women in 2018, 55 scholarships have been awarded to
Canadian women. In addition to the scholarships, De Beers
provided funding to sponsor 30 girls from indigenous
communities to attend the University of Waterloo’s summer
IMPACT Camps in Canada.
Anglo American plc Integrated Annual Report 2020
67
De Beers continued
Safety
During 2020, De Beers experienced no loss of life incidents at any of
its operations. The Total Recordable Case Frequency Rate (TRCFR)
for managed operations decreased by 29% to 2.18 (2019: 3.07).
In 2020, De Beers focused on the pro-active identification of high
potential hazards, the implementation of Elimination of Fatalities
workstreams and the ongoing roll-out of advanced driver assist
systems and fatigue management safety technology.
Environmental performance
Energy use decreased by 16% to 3.8 million GJ (2019: 4.5 million GJ)
and GHG emissions by 13% to 0.42 Mt CO2e (2019: 0.48 Mt CO2e),
principally due to the impact of Covid-19-related disruptions on
production across De Beers’ operations in southern Africa and
the progress made in implementing energy-efficiency projects at
Venetia and Gahcho Kué.
Financial and operational review
As a result of the difficult market conditions, lockdowns in India and
associated flexibility offered to customers, total revenue decreased
by 27% to $3.4 billion (2019: $4.6 billion) with rough diamond sales
falling by 30% to $2.8 billion (2019: $4.0 billion). Rough diamond sales
volumes decreased by 27% to 21.4 million carats (2019: 29.2 million
carats). The average realised price decreased by 3% to $133/ct
(2019: $137/ct), with a 10% decline in the average rough index largely
offset by an increased proportion of higher value rough sold in 2020,
driven by midstream demand and inventory mix.
Underlying EBITDA decreased by 25% to $417 million
(2019: $558 million), owing to the impact of the lower sales volumes
and the lower rough price index reducing margins in both the mining
and trading business, particularly in the first half of the year. Despite
the reduction in production volumes, unit costs decreased by 10% to
$57/ct (2019: $63/ct) owing to cost saving measures and favourable
exchange rates that have resulted in a higher mining margin of 54%
(2019: 43%).
De Beers’ capital expenditure decreased by 33% to $381 million
(2019: $567 million) due to the deferral of stay-in-business projects
into future years without compromising safety or operational
integrity. This decrease was also driven by favourable exchange
rates. Although there were Covid-19-related disruptions at
De Beers’ expansion projects, execution of Venetia Underground
and Jwaneng Cut-9 continued to progress, and the new AMV3
vessel for Namibia (the largest diamond recovery vessel ever built)
remains on track for commissioning in 2022. The construction of the
laboratory-grown diamond facility in Oregon for Lightbox Jewelry
was completed in 2020 and will ramp up during 2021.
2020 Results
Production volume ('000 cts)(1)
Sales volume ('000 cts)(1)(2)
Price ($/ct)(1)(3)(4)
Unit cost ($/ct)(1)(4)(5)
Revenue – $m(1)(6)
Underlying EBITDA – $m(1)(4)
Mining EBITDA margin(1)(7)
Trading margin
Underlying EBIT – $m(1)(4)
Capex – $m(1)(4)
Attributable ROCE(1)
Fatalities(8)
TRCFR(8)
Energy consumption – million GJ(8)
GHG emissions – Mt CO2 equivalent(8)
Total water withdrawals – million m3(8)(9)
2020
25,102
21,380
133
57
3,378
417
54%
3%
0
381
0%
0
2.18
3.8
0.42
8.7
2019
30,776
29,186
137
63
4,605
558
43%
3%
168
567
2%
0
3.07
4.5
0.48
n/a
Employee numbers(10)
8,700
9,000
(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) Total sales volumes on a 100% basis were 22.7 million carats (2019: 30.9 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.
(3) 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.
(4) Results by country can be found in the Summary by operation on page 235.
(5) Unit cost is based on consolidated production and operating costs, excluding
(6)
depreciation and operating special items, divided by carats recovered.
Includes rough diamond sales of $2.8 billion (2019: $4.0 billion).
(7) Excludes the impact of third-party sales, purchases and trading.
(8) Data is for De Beers’ managed operations.
(9) Reporting in 2020 is aligned with the Group’s water definitions; however, 2019 data is not
available on the same basis. See page 96 for further detail.
(10) Data is for De Beers’ managed operations and a proportionate share of employees
within joint operations.
68
Anglo American plc Integrated Annual Report 2020
Strategic Report Brands and consumer markets
Covid-19 significantly impacted De Beers’ brand sales in 2020, with
large-scale store closures in Asia in the first quarter, followed by
western markets in the second quarter and beyond. However, both
De Beers Jewellers and Forevermark™ saw a strong recovery in sales
as restrictions eased and stores reopened.
Online sales continued to show strong growth, reflecting De Beers’
investments in e-commerce and increasing consumer willingness to
purchase diamond jewellery through these channels.
As part of the longer term strategy, De Beers announced 12 goals
that are part of the company’s ‘Building Forever’ framework,
a sustainability approach, aligned with the Anglo American
Sustainable Mining Plan, that is focused on maximising the positive
impact of diamonds on their journey from discovery to retail. The
aim is to achieve a shared vision for a better future, focusing on
De Beers’ pillars of leading ethical practices across the industry:
partnering for thriving communities; protecting the natural world;
and accelerating equal opportunity.
Operational and market outlook
Recent consumer demand trends have been positive in key markets
and industry inventories are in a healthier position, providing the
potential for a continued recovery in rough diamond demand
during 2021, subject to the ongoing impact of Covid-19. Consumer
desirability for natural diamonds is set to remain high over the
medium to long term despite the economic impact of the pandemic
and increasing supply of lab-grown diamonds.
In the longer term, the impact of Covid-19 has accelerated the
transformation that was already underway across the industry
and which is expected to continue at pace. This includes more
efficient inventory management, increased online purchasing, and
a growing consumer desire for products with demonstrable ethical
and sustainability credentials, including an enhanced appreciation
for the natural world. The long term outlook for the sector
remains positive as De Beers continues to focus on its business
transformation to support the continued growth of its own business
and the wider diamond value chain.
For 2021, production guidance is 32–34 million carats, subject
to trading conditions, the extent of further Covid-19-related
disruptions and ongoing operational challenges. The higher
production is driven by an expected increase in ore and improved
grade performance at both Jwaneng and Venetia. Unit cost
guidance is c.$55/ct, reflecting the increase in production volumes
and the benefits of the restructuring undertaken in 2020.
Markets
The diamond industry started 2020 positively after a strong US
holiday season at the end of 2019, with robust demand for rough
diamonds. The onset of the Covid-19 pandemic, and measures
taken by governments in response, had a profound impact on
global diamond supply and demand. Much of the industry was
temporarily unable to operate, with up to 90% of jewellery stores
closed at the peak of lockdowns, first in China, then in Europe and
the US.
Reduced demand from jewellery retailers due to store closures,
combined with the closure of diamond cutting and polishing
factories in India from April to June, led to a substantial reduction
in rough diamond purchases in the first six months. In response,
De Beers reduced production and offered significantly increased
flexibility to customers.
The gradual easing of restrictions across the globe led to improved
trading conditions and an increase in demand throughout the
supply chain in the second half of the year. Consumer demand
for diamond jewellery improved in key markets, particularly in
China, which continued its strong recovery, while demand in the
US has also been encouraging. The recovery in consumer demand
supported polished price growth in the second half and a rebuild in
inventory levels in advance of the year end holiday season.
Operational performance
Mining and manufacturing
Rough diamond production decreased by 18% to 25.1 million carats
(2019: 30.8 million carats) in response to lower demand due to the
pandemic and the Covid–19-related shutdowns in southern Africa
during the first half of the year.
In Botswana, production decreased by 29% to 16.6 million carats
(2019: 23.3 million carats), with volumes at Jwaneng reduced by
40% to 7.5 million carats (2019: 12.5 million carats), while production
at Orapa decreased by 16% to 9.0 million carats (2019: 10.8 million
carats). This was largely due to a nationwide lockdown from 2 April
to 18 May, and the planned treatment of lower grade material at
both Jwaneng and Orapa, following their restart, as a production
response to lower demand. Both mines substantially reconfigured
their mining operations to preserve costs in light of the lower levels
of production, thereby preserving the mining margin.
In Namibia, production decreased by 15% to 1.4 million carats
(2019: 1.7 million carats), primarily due to the suspension of marine
mining during part of the third quarter in response to lower demand.
Production at the land operation decreased by 21%, principally as a
result of the Covid-19-related shutdown.
In South Africa, production increased to 3.8 million carats
(2019: 1.9 million carats) as the reductions experienced in the first half
due to the national shutdown were more than offset by an expected
increase in grade as the ore from the last cut of the open pit is
processed while the mine transitions to underground operations.
In Canada, production decreased by 15% to 3.3 million carats
(2019: 3.9 million carats) principally reflecting Victor reaching the end
of its life in the first half of 2019. Gahcho Kué production decreased
by 4% to 3.3 million carats (2019: 3.5 million carats) as a result of the
implementation of Covid-19 workforce protection measures.
Anglo American plc Integrated Annual Report 2020
69
Copper
Our business
In Chile, we have interests in two major copper operations: a 50.1%
interest in Los Bronces mine, which we manage and operate, and a
44% share in the independently managed Collahuasi mine; we also
manage and operate the El Soldado mine and the Chagres smelter
(50.1% interest in both).
In Peru, we have a 60% interest in the Quellaveco project. We
approved the project for development in mid-2018 and we are
progressing on track for first production in 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(2).
Uses of copper
Copper’s unique properties make it a vital material for urban and
industrial growth, as well as a critical component in the efforts to
move to a cleaner, greener world – in terms of both renewable
energy and electric transport.
Around 60% of total global demand is for electrics – wire, cables
and connectors, including in vehicles and consumer electronics.
A further 20% is used in construction; for example, water pipes and
roof sheets benefit from copper’s resistance to corrosion. Copper’s
thermal conductivity and malleability mean it is used extensively in
air conditioning and refrigeration.
Chile and Peru
Key
Mining operations
Smelter
Project
Quellaveco
Collahuasi
El Soldado
Los Bronces
Chagres
From our three mining operations in
Chile, we produce copper, essential
to modern living and the future of clean
energy and transport. Our products
include copper concentrate, copper
cathode and associated by-products
such as molybdenum and silver. Our
copper interests in Chile will soon be
complemented by our new mine that we
are developing in Peru – Quellaveco.
Ruben Fernandes
CEO
Base Metals
Aaron Puna
CEO
Anglo American, Chile
Tom McCulley
CEO
Anglo American, Peru
2020 Summary
Fatalities Copper
Chile
0
TRCFR Copper Chile
1.58
Fatalities Quellaveco
TRCFR Quellaveco
0
2.20
Underlying
EBITDA(1)
Mining EBITDA
margin(1)
$1,864 m 45%
Production volume
647.4 kt
(1)
Includes Copper Chile and Quellaveco.
(2) Cost shown is 2018, real.
70
Anglo American plc Integrated Annual Report 2020
Strategic Report
Copper demand by sector – total consumption
Construction
Electrical network
Consumer and general
Transport
Industrial machinery
Global total
28.4 Mt. Includes direct use scrap
Source: Wood Mackenzie
Copper demand by region – refined consumption
China
Europe
Asia excl. China
North America
Middle East
South America and Caribbean
Russia and the Caspian
Africa
Global total
Source: Wood Mackenzie
23.4 Mt
Copper supply by region – Copper in concentrate and leach
South America and Caribbean
Asia
Africa
North America
Russia and the Caspian
Europe
Oceania
Middle East
Global total
Source: Wood Mackenzie
20.7 Mt
28%
28%
21%
12%
11%
54%
15%
14%
10%
2%
2%
2%
1%
41%
14%
13%
12%
9%
5%
4%
2%
It may also be used in places such as in hospitals, owing to its
anti-bacterial qualities. Its visual qualities account for many other
applications – in buildings and everyday objects.
In the future, a growing volume of copper will likely be used in
low-emission vehicles; battery electric, hydrogen fuel cell and
hybrid electric vehicles all contain substantially more copper than
conventional vehicles.
Copper is set to continue to be one of the essential industrial metals
as society addresses the challenges of climate change, energy
efficiency and the raising of living standards for the world’s growing
population. The effects of ore reserve depletion across the industry,
and lengthy permitting processes, are likely to result in future
supply constraints.
↑
In El Soldado’s neighbouring town of Collagüe, Anglo American, in a
partnership with the Municipality of Nogales, has invested nearly $650,000
in bringing potable water to a community that has not had a regular supply
of drinking water for the past 20 years.
Improving water supply to Chile’s rural communities
Chile is the world’s biggest copper producer and is a key
mining country for Anglo American. For more than a decade,
the severe droughts that have pervaded the country have
placed great challenges on existing copper operations,
while restricting the capacity to bring new sources of metal
on stream.
Getting enough water for human consumption, agriculture,
mining and industry has become a significant national
challenge for Chile; one that Anglo American fully recognises
and has publicly pledged that human consumption of water
has priority. The situation is particularly acute in Chile’s rural
areas, where nearly two million people are reliant on the
country’s rural drinking water systems, many of which do not
have the necessary infrastructure or technology to achieve
efficient water management.
As a result, along with Anglo American’s own technological
interventions to make its mining and processing operations
in the country more water efficient, we have developed our
Programa Agua Rural (Rural Water Programme), in partnership
with remote monitoring technology firm, WeTechs.
The technology being developed to improve water supply
is especially suited to Chile’s vast regions far from its cities.
In a typical rural region, there is a control room, where data
analysis is centralised and automation of the entire water-
supply system is controlled – but, in a major departure
from traditional controls, much of the monitoring and
management are now able to be done remotely via mobile
devices, including the overseeing of conditions in water-
storage facilities. The innovative data system has resulted in
significant improvement of the water operations for around
100,000 people around our Los Bronces, El Soldado and
Chagres sites. By the end of 2020, in these areas, there was
an overall 20% increase in water availability, a 50% decrease
in water pipe ruptures and a 20% energy saving, as well as a
reduction in public spending.
Crucially, Programa Agua Rural is strengthening our host
communities through training programmes that are making its
water-management knowledge available to local inhabitants.
In this way, we are assisting in the transfer of technology, and
in capacity-building, in order to deliver a water solution that
can be implemented by the people themselves.
In doing so, we are bringing to life the key pillars of the
Programa Agua Rural: integration with other partners and
technologies; putting technology at the service of the people;
and seeking and capitalising on opportunities to enhance
infrastructure capacity.
Anglo American plc Integrated Annual Report 2020
71
Copper continued
Safety
2020 results – Copper Chile
Copper Chile
Copper Chile reported no fatalities in 2020. The TRCFR increased
by 37% to 1.58 (2019: 1.15), though no recordable incidents were
classified as high potential incidents. Several initiatives continued
to be implemented across the business, including advanced driver
assistance Systems (ADAS) and our Elimination of Fatalities and
Learning from Incidents improvement programmes, as well as the
continued integration of the Group’s Operating Risk Management
(ORM) processes into the business.
Quellaveco
Quellaveco recorded no fatalities in 2020. The TRCFR increased
to 2.20 (2019: 0.91) following the remobilisation of the 10,000 strong
workforce in the second half of the year, and measures have
been introduced to improve safety vigilance. The risk and control
identification procedure required by Peruvian law was updated and
standardised using the Group’s risk matrix to prepare the operation
for ORM implementation. Quellaveco’s surface traffic management
plan was reviewed, with new access and bypass roads constructed,
active vehicle speed radar monitoring implemented, and improved
awareness training for all vehicle drivers; the operation is also
planning to implement the ADAS system in 2021. In 2020, several
action plans arising from self-assessments on the Anglo American
global technical standards were completed and, in 2021,
Quellaveco will progressively implement these standards as project
construction progresses.
Production volume (kt)
Sales volume (kt)(1)(2)
Unit cost (c/lb)(1)(3)
Group revenue – $m(1)(4)
Underlying EBITDA – $m(1)
Mining EBITDA margin(5)
Underlying EBIT – $m(1)
Capex – $m(1)
Attributable ROCE
Fatalities
TRCFR
Energy consumption – million GJ
GHG emissions – Mt CO2 equivalent
Total water withdrawals – million m3(6)
2020
647
648
113
7,176
1,921
45%
1,285
645
36%
0
1.58
11.3
1.07
35.8
2019
638
644
126
5,840
1,638
44%
981
574
24%
1
1.15
12.3
1.17
n/a
Environmental performance
Employee numbers
3,800
4,000
Copper Chile
At Copper’s Chilean operations, energy use decreased by 8% to
11.3 million GJ (2019: 12.3 million GJ) and GHG emissions decreased
by 9% to 1.07 Mt CO2e (2019: 1.17 Mt CO2e). This reduction was partly
driven by the impact of Covid-19-related disruptions to operations,
as well as through performance improvements and optimisation
linked to our P101 programme and transformation initiatives.
In central and northern Chile, 2020 was one of the driest years of
the century. At Los Bronces, through a collaborative effort with
Codelco’s Andina mine, more than 7.5 million m3 of excess water
from the tailings storage facility was released and made available.
A project aimed at securing a long term supply of non-fresh water
for our operations is ongoing.
Quellaveco
At Quellaveco, energy use decreased by 70% to 0.6 million GJ
(2019: 2.0 million GJ) and GHG emissions decreased by 67%
to 0.05 Mt CO2e (2019: 0.15 MtCO2e), reflecting the impact of
Covid-19-related restrictions on the work undertaken at the project.
(1) Results by asset and the consolidated results for Copper can be found in the Summary
by operation on page 235.
(2) Excludes 453 kt third-party sales (2019: 349 kt).
(3) C1 unit cost includes by-product credits.
(4) Group revenue is shown after deduction of treatment and refining charges (TC/RCs).
(5) Excludes impact of third-party sales.
(6) Reporting in 2020 is aligned with the Group’s water definitions; however, 2019 data is not
available on the same basis. See page 96 for further detail.
2020 results – Quellaveco
Capex – $m(1)
Fatalities
TRCFR
Energy consumption – million GJ
GHG emissions – Mt CO2 equivalent
Total water withdrawals – million m3(2)
Employee numbers
2020
788
0
2.20
0.6
0.05
1.5
400
2019
494
1
0.91
2.0
0.15
n/a
300
(1) Capex represents the Group’s 60% share after deducting direct funding from non-
controlling interests. 2020 capex on a 100% basis was $1,314 million, of which the Group’s
60% share is $788 million. 2019 capex on a 100% basis was $1,338 million, of which
$515 million was funded by cash from the Mitsubishi syndication transaction in 2018. Of
the remaining $823 million, the Group and Mitsubishi funded their respective 60% and
40% shares via shareholder loans.
(2) Reporting in 2020 is aligned with the Group’s water definitions; however, 2019 data is not
available on the same basis. See page 96 for further detail.
72
Anglo American plc Integrated Annual Report 2020
Strategic Report Financial and operational review
Underlying EBITDA increased by 15% to $1,864 million
(2019: $1,618 million) driven by a 10% increase in the average realised
copper price and record low unit costs of 113 c/lb (2019: 126 c/lb).
Production increased to 647,400 tonnes (2019: 638,000
tonnes), with record production at Collahuasi and a strong
operational performance at Los Bronces offsetting the headwinds
related to Covid-19 restrictions and expected lower water
availability. Unit costs decreased by 10%, reflecting the weaker
Chilean peso, higher by-product credits, cost savings and increased
production, partly offset by actions taken to mitigate the impact of
Covid-19-related restrictions on production and inflation.
Capital expenditure (excluding Quellaveco) increased by 12% to
$655 million (2019: $584 million), reflecting an increase in deferred
stripping and the routine replacement of, and higher spend on, key
infrastructure and technology projects, including the construction of
a coarse particle recovery demonstration plant at El Soldado. This
was partly offset by the deferral of non-critical projects into 2021 as
a result of Covid-19-related constraints, and favourable movements
in the Chilean peso.
Markets
Average market price (c/lb)
Average realised price (c/lb)
2020
280
299
2019
272
273
The differences between the market price and realised price
are largely a function of the timing of sales across the year and
provisional pricing adjustments, with 140,599 tonnes of copper
provisionally priced at 352 c/lb (2019: 111,213 tonnes provisionally
priced at 273 c/lb).
The average LME copper price in 2020 increased by 3% compared
with 2019. The Covid-19 pandemic had the greatest impact on
global demand, temporarily depressing consumption as restrictions
hampered economic activity in the first half of the year. A sharp
recovery took place in China and, elsewhere, measures to restart
activity took place to mitigate the effects of the pandemic. Despite
trade tensions between the US and China, optimism over vaccine
programmes further bolstered sentiment. Constraints in mine supply
have also contributed to a positive outlook on fundamentals, as
has copper’s role in the push to achieve carbon neutrality, greater
energy efficiency and improved living standards, allowing the metal
to reach price highs last seen in 2013.
Operational performance
Production increased marginally to 647,400 tonnes (2019: 638,000
tonnes).
At Los Bronces, production decreased by 3% to 324,700 tonnes
(2019: 335,000 tonnes) due to expected lower water availability
and planned lower grades (0.81% vs. 0.83%), partly offset by strong
operational performance. C1 unit costs increased by 10% to 149 c/lb
(2019: 135 c/lb), reflecting the lower production volumes and the
drawdown on stockpiles due to Covid-19-related restrictions and
inflation, partly mitigated by cost saving initiatives and the impact
of the weaker Chilean peso.
At Collahuasi, Anglo American’s attributable share of copper
production increased by 11% to 276,900 tonnes (2019: 248,800
tonnes). This was a record production performance for the
operation, driven by strong plant performance, reflecting the
plant improvement projects implemented during 2019, as well as
planned higher grades (1.24% vs.1.19%). C1 unit costs decreased by
38% to 62 c/lb (2019: 100 c/lb), another record, reflecting the solid
production performance, higher by-product credits and the weaker
Chilean peso, partly offset by inflation.
Production at El Soldado decreased by 15% to 45,800 tonnes
(2019: 54,200 tonnes) due to planned lower grades (0.84% vs.
0.93%) and water restrictions. C1 unit costs were flat at 204 c/lb
(2019: 205 c/lb), with the lower production volumes fully offset by the
weaker Chilean peso and cost saving initiatives.
Operational outlook
Production guidance for 2021 is 640,000–680,000 tonnes,
subject to water availability and the extent of further
Covid-19-related disruption.
C1 unit cost guidance for 2021 is c.120 c/lb, reflecting an expected
strengthening of the Chilean peso, inflation and ongoing impacts
from Covid-19 mitigation activities.
Quellaveco update
Strong progress continues, with the project currently tracking
against its original schedule, despite the impact of Covid-19,
with execution having been well ahead of schedule prior to the
pandemic, and all applicable milestones achieved.
Following the onset of the pandemic, on 17 March, Quellaveco
withdrew the majority of the project’s 10,000-strong workforce
from site after the Peruvian government announced the start
of a national lockdown. Following subsequent extensions of the
lockdown, non-critical works were suspended for three months in
support of continuing efforts to control the spread of Covid-19.
Remobilisation of the construction workforce began in July following
approval by the Peruvian authorities and is largely complete, with
construction activities gradually restarted across all project sites.
Significant progress has been made at the processing plant, where
the shells for the first SAG and ball mills are installed, installation
of the electric motors is under way, and all 46 flotation cells have
been assembled. The majority of materials and equipment are now
in-country and the first of three rope shovels has been assembled,
along with eight mining trucks.
Despite the Covid-19-related slowdown, first production is
still expected in 2022, in part due to the excellent progress
achieved prior to the national lockdown, and based on optimised
construction and commissioning plans. Key activities in 2021 include
the start of pre-stripping, which will see the first greenfield use of
automated hauling technology in Peru; progressing construction of
the primary crusher and ore transport conveyor tunnel to the plant;
completion of the 95 km freshwater pipeline that will deliver water
from the water source area to the Quellaveco site; completing
installation of the shells and motors for both milling lines; and
completion of the tailings starter dam.
Total project capital expenditure is expected to be $5.3–5.5 billion
(100% basis), subject to the extent of any further Covid-19-related
disruption, of which the Group’s 60% share is approximately
$2.7–2.8 billion. Capital expenditure guidance (100% basis) for 2021
is approximately $1.3–1.6 billion, of which the Group’s 60% share is
approximately $0.8–1.0 billion. Quellaveco expects to deliver around
300,000 tonnes per annum of copper equivalent production (100%
basis) on average in the first 10 years of operation.
In February 2021, the Group approved the construction of a coarse
particle recovery (CPR) plant at Quellaveco. This breakthrough
technology will initially allow retreatment of coarse particles
from flotation tailings to improve recoveries by c.3% on average
over the life of the mine. This investment will also enable future
throughput expansion which will bring a reduction in energy
and water consumption per unit of production. The CPR project
will incur additional capital expenditure on a 100% basis of
approximately $130 million, of which the Group will fund its 60%
share. Commissioning of the new plant is expected in 2022.
Anglo American plc Integrated Annual Report 2020
73
Platinum Group Metals (PGMs)
We own and operate five mining
operations in South Africa’s Bushveld
complex, including Mogalakwena,
Amandelbult and Mototolo, as well as
the Unki mine, in Zimbabwe. In South
Africa, we also own smelting and refining
operations which treat concentrates
from our wholly owned mines, our joint
operations and third parties.
Natascha Viljoen
CEO
Platinum Group Metals
2020 Summary
Fatalities
1
TRCFR
2.40
Underlying EBITDA
Mining EBITDA margin
$2,555 m 51%
Production volume – PGMs 5E+Au(1)
3,809 koz
Our business
Our Platinum Group Metals (PGMs) business (held through an
effective 80.8% interest in Anglo American Platinum Limited)
is a leading producer of PGMs, essential metals for cleaning
vehicle exhaust emissions and as the catalyst in electric fuel cell
technology. We own and operate five mining operations in South
Africa’s Bushveld complex, including Mogalakwena – the world’s
largest open pit PGMs mine – Amandelbult and Mototolo, as well as
the Unki mine, in Zimbabwe. In South Africa, we also own smelting
and refining operations which treat concentrates from our wholly
owned mines, our joint operations and third parties.
South Africa and Zimbabwe
Unki
Bushveld Complex
South Africa: Bushveld Complex
Mogalakwena
Modikwa
Mototolo
Amandelbult
Kroondal
Johannesburg
(1) PGMs production is shown on a 5E+Au basis, i.e. platinum, palladium,
rhodium, ruthenium and iridium plus gold.
74
Anglo American plc Integrated Annual Report 2020
Strategic Report
Platinum net demand by sector
Industrial
Jewellery
Investment
Automotive
Total
5,389 koz
Source: Johnson Matthey
Palladium net demand by sector
Automotive
Industrial
Jewellery
Investment
Total
Source: Johnson Matthey
6,795 koz
43%
21%
19%
17%
85%
16%
1%
(2)%
Uses of PGMs
PGMs are used in an extensive range of applications. In the
automotive industry, they are in demand through both their use in
catalytic converters and in fuel cell vehicle technology. Platinum,
palladium and rhodium enable catalytic converters to reduce
pollutants from car exhaust gases, and demand for PGMs from the
car industry is expected to continue to grow, supported by stricter
emissions regulations. Fuel cell electric vehicles provide a zero-
emissions powertrain technology, particularly well suited to heavy
duty, long range and fleet vehicles.
With rising concerns about the environment and energy costs, there
is also growing interest in platinum fuel cells as an alternative energy
source. In some cases, platinum-based fuel cells are proving to be
more cost-effective, cleaner and more reliable than alternatives
such as diesel generators. Fuel cell mini-grid electrification
technology is an attractive, cost-competitive alternative to grid
electrification in remote rural areas and could accelerate access
to electricity.
Platinum is also widely used in jewellery owing to its purity, strength,
resistance to fading and ability to hold precious stones securely.
Platinum, palladium and rhodium each have a wide range of other
uses in the chemical, electrical, medical, glass and petroleum
industries. PGMs enable efficient production of goods, ranging from
glass to fertilisers, as well as a diverse range of other products,
such as cancer-treatment drugs. Ruthenium is used as a catalyst in
many chemical and electrochemical processes, with electrical and
chemical properties that make it widely used in semiconductors
and hard disks. Iridium is also widely used as a chemical and
electrochemical catalyst, for instance in chloralkali electrodes. Being
highly corrosion-resistant, it is also used to make crucibles, in which
crystals for the electronics industry are grown.
We are committed to developing demand for PGMs and invest
both directly and through AP Ventures, an independent venture
capital fund with a mandate to invest in the development of
new applications for the full suite of PGMs. We are also a major
participant in the Platinum Guild International (PGI), which plays
a key role in supporting and growing platinum jewellery demand.
Meanwhile, new technology and legislation continue to drive
demand for PGMs in the vehicle manufacturing industry – through
their application in both catalytic converters and fuel cells.
↑ Our Unki PGMs mine in Zimbabwe continues to make a vital contribution in
the fight against Covid-19. Here, at the nearby Gweru Provincial Hospital,
Unki made a particularly important intervention through comprehensively
re-equipping the hospital’s intensive care unit.
Making a difference in healthcare – Unki learns to live
with Covid-19
From an operational excellence perspective, Unki is
regarded to be amongst the very best operations across
Anglo American – as well as being an important employer
and a significant export earner for Zimbabwe.
But our contribution to Zimbabwe goes beyond our mining
and smelting operations. This has been evidenced in Unki’s
response to the Covid-19 pandemic. As it became clear that
Covid-19 was going to have a serious impact on the country,
our PGMs business responded swiftly.
As part of Unki’s community response plan, we were quickly
able to provide personal protective equipment (PPE), along
with Covid-19-related training, to healthcare workers on
the frontline of the pandemic. But, importantly, we had the
resources to be able to scale up things quickly as the number
of Covid-19 cases rose, both in the workplace and in the local
communities close to our Unki mine site.
As a matter of urgency, Unki provided food support to
vulnerable groups in the area, while also drilling and
equipping 17 boreholes to improve access to water in the
Shurugwi district.
A key milestone in our efforts to protect the health and
well-being of our workforce and our host communities was
our donation, in August 2020, of a newly equipped 10-bed
intensive care unit (ICU) to Gweru Provincial Hospital, which
is located close to Unki and where we had previously
constructed and equipped a casualty ward and a children’s
ward. The donation included ventilators, ICU beds, oxygen
equipment and installation, PPE, multi-parameter monitors
and other medical equipment.
The establishment of the ICU forms part of Unki’s $2 million
investment to date in combating Covid-19 and complements
the work being undertaken at the mine’s polymerise chain
reaction (PCR) testing laboratory. The laboratory was recently
licensed to carry out Covid-19 tests, and is now being used to
test samples from employees, contractors, and from patients
and healthcare workers at the Shurugwi District Hospital.
Anglo American plc Integrated Annual Report 2020
75
Markets
PGM prices started the year strongly before Covid-19 impacted
demand; however, prices soon recovered as PGM supply also
faltered. Further gains came in the second half when the
global automotive sector experienced a rapid recovery as
Covid-19-related restrictions were eased. The average realised
basket price increased by 51% in dollar terms compared with
2019. The average dollar platinum market price increased by
2%, supported by robust industrial demand, despite continuing
declines in diesel automotive demand. Palladium and rhodium were
significantly stronger, increasing by 43% and 187%, respectively,
driven by the trend of increased loadings in autocatalysts due to
tighter emissions standards, particularly in Europe and China.
Platinum Group Metals (PGMs) continued
Safety
Regrettably, during 2020, PGMs recorded one loss of life. Lindile
Manzingi was injured in a fall of ground incident at Dishaba mine,
and passed away as a result of his injuries in September. The total
recordable case frequency rate decreased by 4% to 2.40 (2019: 2.50).
Environmental performance
PGMs’ total energy consumption decreased by 10% to 18.1 million
GJ (2019: 20.1 million GJ), and GHG emissions decreased by 11% to
3.94 Mt CO2e (2019: 4.44 Mt CO2e), principally due to the impact of
Covid-19-related disruptions on production.
Our PGMs business continues to invest in energy reduction and
energy efficiency opportunities at its operations, switching to low
carbon energy sources and developing renewable energy projects
to transition its energy mix. Projects in support of the Group’s
carbon neutrality targets include the development of a hydrogen
fuel cell powered heavy haul truck at the Mogalakwena mine, the
continued development of a large scale solar photovoltaic facility
(with project approval planned for 2021), as well as several other
smaller scale projects to increase PGMs’ renewable energy supply.
Financial and operational review
Underlying EBITDA increased by 28% to $2,555 million
(2019: $2,000 million), as a result of a 51% increase in the dollar
basket price, driven primarily by stronger prices for palladium and
rhodium, which more than offset the impact on sales volumes of
outages at the Anglo Converter Plant (ACP) and Covid-19-related
restrictions. Unit costs were broadly flat at $713/PGM ounce
(2019: $703/PGM ounce), as the benefits of the weaker South African
rand and underlying operational improvements were offset by the
lower volumes.
Capital expenditure was in line with the prior year at $571 million
(2019: $569 million) as additional expenditure incurred on the ACP
Phase A rebuild offset the benefit of the weaker South African rand.
2020 Results
PGM production volume (koz)(1)(2)
PGM sales volume (koz)(2)(3)
Unit cost ($/PGM oz)(2)(4)
Group revenue – $m(2)
Underlying EBITDA – $m(2)
Mining EBITDA margin(5)
Processing and trading margin
Underlying EBIT – $m(2)
Capex – $m(2)
Attributable ROCE
Average platinum market price ($/oz)
Average palladium market price ($/oz)
Average rhodium market price ($/oz)
US$ realised basket price ($/PGM oz)(1)
2020
885
2,197
11,220
2,035
2019
864
1,539
3,914
1,347
Fatalities
TRCFR
Energy consumption – million GJ
GHG emissions – Mt CO2 equivalent
Total water withdrawals – million m3(6)
(1) Average US$ realised price. Excludes the impact of the sale of refined metal purchased
from third parties.
Employee numbers
31,500
31,000
(1) 5E+Au (platinum, palladium, rhodium, ruthenium and iridium plus gold) metal in
concentrate ounces (own-mined and purchased concentrate).
(2) Results by asset can be found in the Summary by operation on page 235.
(3) 5E+Au sales volumes exclude the sale of refined metal purchased from third parties and
toll material.
(4) Total cash operating costs (includes on-mine, smelting and refining costs only) per own
mined PGM ounce of production.
(5) The PGMs mining EBITDA margin excludes the impact of the sale of refined metal
purchased from third parties, purchase of concentrate and tolling.
(6) Reporting in 2020 is aligned with the Group’s water definitions; however, 2019 data is not
available on the same basis. See page 96 for further detail.
76
Anglo American plc Integrated Annual Report 2020
2020
3,809
2,869
713
8,465
2,555
51%
11%
2,270
571
48%
1
2.40
18.1
3.94
56.9
2019
4,441
4,634
703
6,866
2,000
40%
12%
1,672
569
38%
0
2.50
20.1
4.44
n/a
Strategic Report Operational performance
Total PGM production decreased by 14% to 3,808,900 ounces
(2019: 4,440,900 ounces), mainly due to the shutdown of operations
in response to the Covid-19 pandemic during the second quarter
and their subsequent ramp-up, as well as the closure of some
mining areas at Amandelbult mine that had reached the end of
their life. By the end of December, production levels at all assets had
returned to normal.
Operational outlook
PGM metal in concentrate production guidance for 2021 is
4.2–4.6 million ounces, with own-mined output accounting for c.65%.
Refined PGM production guidance for 2021 is 4.6–5.0 million ounces,
supported by a drawdown in work-in-progress inventory levels in
the year. Both are subject to the extent of further Covid-19-related
disruption. Unit costs in 2021 are expected to be c.$700/PGM ounce,
reflecting the recovery in volumes.
Own-mined production
PGM production from own-managed mines (Mogalakwena,
Amandelbult, Unki and Mototolo and equity share of joint
operations) decreased by 15% to 2,549,000 ounces (2019: 3,011,300
ounces) due to lower production at all operations as a result of the
Covid-19 shutdowns, as well as the end of life of some mining areas
at Amandelbult.
Mogalakwena PGM production decreased by 3% to 1,181,600
ounces (2019: 1,215,000 ounces), largely driven by reduced operating
capacity in the second quarter due to the impact of Covid-19.
Amandelbult PGM production decreased by 32% to 608,100 ounces
(2019: 893,300 ounces), largely due to the impact of Covid-19 which
reduced capacity during the second and third quarter in particular,
as well as the infrastructure closures in December 2019 at Tumela
Upper section and surface production reaching its end of life.
Production from other operations decreased by 16% to
759,300 ounces (2019: 903,000 ounces), driven by lower production
at joint operations.
Purchase of concentrate
Purchase of concentrate, excluding tolling, decreased by 12% to
1,259,900 ounces of PGMs (2019: 1,429,600 ounces), reflecting the
lower production from joint operations.
Refined production and sales volumes
Refined PGM production (excluding toll-treated metal from Sibanye-
Stillwater) decreased by 42% to 2,713,000 ounces (2019: 4,650,000
ounces) following shutdowns of the ACP during the year. The ACP
Phase A unit was closed for a rebuild following an explosion within
the converter in February, with the ACP Phase B unit being returned
to operation from maintenance during May. The ACP Phase B unit
was subject to additional inspections and controls, which led to
intermittent stoppages during the remainder of the year until it
was pre-emptively closed on 5 November to ensure a continued
safe operating environment. The rebuild of the ACP Phase A unit
was successfully completed ahead of schedule on 24 November,
with first converter matte dispatched to the Base Metal Refinery
for further processing on 7 December. The ACP Phase B unit is now
undergoing its planned full rebuild, scheduled to be completed in
the second half of 2021.
The ACP stoppages during 2020 resulted in an increase of work-
in-progress inventory of 1.0 million ounces, which is expected to be
drawn down over 2021 and 2022.
PGM sales volumes decreased by 38% to 2,868,500 ounces
(2019: 4,633,700 ounces), due to the lower refined production,
although refined inventory from minor metals was drawn down to
supplement sales.
Anglo American plc Integrated Annual Report 2020
77
Iron Ore
Kumba Iron Ore/Iron Ore Brazil
Kumba operates two open pit mines – Sishen and Kolomela – both
located in the Northern Cape of South Africa, producing high grade
(64-65% average Fe content) and high quality lump ore and a
premium fine ore. Around 67% of Kumba’s production is lump, which
commands a premium price, owing to its excellent physical strength
and high iron content. Kumba is serviced by an 861 km rail line to the
Atlantic coast at Saldanha Bay, managed by Transnet.
Our Marketing teams work closely with our customers to blend
and match our products with their needs – before shipment from
Saldanha Bay to China, Japan, Europe, India and the Americas.
Our integrated iron ore operation in Brazil, Minas-Rio, consists of an
open pit mine and beneficiation plant, which produces a high grade
(c. 67%) pellet feed product, with low levels of contaminants. The
iron ore is then transported through a 529 km pipeline to the iron ore
handling and shipping facilities at the Port of Açu.
Brazil
Minas-Rio
Ferroport Açu port (50% ownership)
Key
Mining operations
Other
South Africa
Kolomela
Sishen
Anglo American’s iron ore operations
provide customers with high grade
iron ore products which help our steel
customers meet ever-tighter emissions
standards. In South Africa, we have a
majority share (69.7%) share in Kumba Iron
Ore, while in Brazil we have developed
the integrated Minas-Rio operation.
Seamus French
CEO, Bulk Commodities
and Other Minerals
Themba Mkhwanazi
CEO, Kumba Iron Ore
Wilfred Bruijn
CEO, Anglo American,
Brazil
2020 Summary – Kumba
Fatalities
TRCFR
0
1.74
Underlying EBITDA
Mining EBITDA margin
$2,702 m 55%
Production volume
37.0 Mt
2020 Summary – Iron Ore Brazil (Minas-Rio)
Fatalities
TRCFR
0
1.87
Underlying EBITDA
Mining EBITDA margin
$1,863 m 62%
Production volume (wet basis)
24.1 Mt
78
Anglo American plc Integrated Annual Report 2020
Strategic Report
Iron Ore – consumption by region
China
Europe (incl. CIS)
Other Asia
India
Middle East
North America
South America
Other
Total
2,265 Mt
Source: Wood Mackenzie Q4 LT market outlook
Mined Iron Ore by region
Australia
Brazil
China
Europe (incl. CIS)
India
North America
Africa
Other South America
Other
Total
2,294 Mt
Source: Wood Mackenzie Q4 LT market outlook
Uses of iron ore
Iron ore is the key raw material in steel.
63%
11%
10%
8%
3%
3%
2%
1%
41%
16%
13%
11%
9%
5%
2%
2%
1%
Steel is the world’s most important engineering and construction
material. Over half of the world’s steel is consumed by the
construction industry, which includes buildings and infrastructure,
such as railways and roads. Steel is also used to manufacture
vehicles, machinery, household appliances and many other items
associated with everyday life.
The world’s largest steel-producing country is China, making it easily
the biggest importer of iron ore.
↑ Kolomela’s autonomous drilling programme continues to yield significant
operational efficiencies, while greatly improving the working conditions of
employees. Here, drill operator Lizinda Members is now able to operate drill
rigs from a central control room rather than being in the open pit.
Continuing to lead the way in autonomous drilling
Kumba’s focus on improving occupational health and safety
and operational efficiency through innovative technology has
seen the company transition from manual drilling to a fully
automated drill fleet which removes operators from harm’s
way while simultaneously realising greater efficiencies.
Following several years in the planning, in 2016, Kumba
gave the green light to the autonomous drilling project
at its Kolomela mine. However, as a pioneering project –
autonomous drilling had not been tried anywhere in Africa
in iron ore mining – a great deal of creative thinking was
required, particularly in the early days. Kumba, therefore,
assembled a team of renowned service providers to work
alongside its mining team and experts from Anglo American’s
technical team, with each service provider being tasked with
producing a world class mining application in their own area,
while many products had to be custom-built.
This made for an intricate process, managing a diverse
team of experts to introduce groundbreaking technologies
and equipment.
The project has been a success. Since Kolomela converted
all six of its drills to autonomous drilling, drill performance has
improved by 20-30%, and the impact of time lost during shift
change-overs has been mitigated. The working conditions
of drill operators have also changed immeasurably since
the implementation of automation, which has encouraged
more women to join the drilling profession. A single operator
can now remotely operate multiple drills from the safety and
comfort of a control room, with state-of-the art computers,
rather than from the dusty and noisy conditions of the
open pit.
Autonomous drilling has brought greater accuracy; its
precision has also allowed Kolomela to better identify
ore quality, blast more efficiently, and has facilitated
better loading capacity on the back of enhanced shovel
performance. Quality has also improved significantly,
as autonomous drilling has led to better fragmentation,
which has increased the ore grade of the material sent
for processing.
Operators have the benefit of camera-based visual
monitoring, in real time, which enables automated process
optimisation and early problem detection. Furthermore,
no jobs are being lost as a result of the drilling automation
project and a new group of drill operators is undergoing
training and being upskilled.
Kolomela’s implementation of automated drilling is a great
example of technology enhancing the safety of our people,
promoting greater gender diversity and improving efficiencies
in our processes. Based on Kolomela’s success, Kumba intends
to convert a further 10 of the drilling rigs in its giant Sishen
open pit to autonomous working by the end of 2022.
Anglo American plc Integrated Annual Report 2020
79
Iron ore continued
Kumba Iron Ore
2020 Results – Kumba Iron Ore(1)
Production volume (Mt)
Sales volume (Mt)
Unit cost ($/t)(2)
Group revenue – $m
Underlying EBITDA – $m(3)
Mining EBITDA margin
Underlying EBIT – $m(3)
Capex – $m
Attributable ROCE
Fatalities
TRCFR
Energy consumption – million GJ
GHG emissions – Mt CO2 equivalent
Total water withdrawals – million m3(4)
2020
37.0
39.8
31
4,880
2,702
55%
2,386
354
84%
0
1.74
8.1
0.91
10.6
2019
42.4
42.0
33
4,445
2,243
50%
1,918
389
70%
0
2.06
8.8
1.00
n/a
Employee numbers
6,200
6,000
Financial and operational review
Underlying EBITDA increased by 20% to $2,702 million
(2019: $2,243 million), driven by a higher average realised iron ore
price of $115/tonne (2019: $97/tonne) and a 6% decrease in unit costs
to $31/tonne (2019: $33/tonne), largely reflecting the weaker South
African rand, partly offset by lower sales volumes.
Sales volumes decreased by 5% to 39.8 Mt (2019: 42.0 Mt), principally
reflecting an 84% decrease in domestic sales, lower production
volumes that were impacted by Covid-19-related disruptions, and
extended annual maintenance on a ship loader.
Capital expenditure decreased by 9% to $354 million
(2019: $389 million), reflecting the weaker South African rand.
Markets
Average market price
(IODEX 62% Fe CFR China –$/tonne)
Average realised price
(Kumba export – $/tonne)
(FOB Saldanha)
2020
109
115
2019
93
97
Kumba’s FOB realised price of $115/dry metric tonne was 18% higher
than the equivalent IODEX 62% Fe FOB Saldanha market price,
principally reflecting the higher iron content at 64.3% and relatively
high proportion (approximately 69%) of lump in the product portfolio
(which helps steel mills reduce emissions). There was also a $6/tonne
timing benefit (2019: $1/tonne), principally related to the pricing of
our products on the date of delivery.
(1) Sales volume, stock and realised price differ to Kumba’s stand-alone reported results
due to sales to other Group companies.
(2) Unit costs are on an FOB (dry) basis.
(3) Kumba Iron Ore segment includes $80 million projects and corporate costs
(2019: $66 million).
(4) Reporting in 2020 is aligned with the Group’s water definitions; however, 2019 data is not
available on the same basis. See page 96 for further detail.
Operational performance
Production decreased by 13% to 37.0 Mt (2019: 42.4 Mt), largely
due to the impact of Covid-19 and logistical capacity constraints.
Sishen’s production decreased by 13% to 25.4 Mt (2019: 29.2 Mt) and
Kolomela’s decreased by 12% to 11.7 Mt (2019: 13.2 Mt).
Operational outlook
Kumba’s production guidance for 2021 is 40–41 Mt, subject to the
extent of further Covid-19-related disruption.
Unit costs for 2021 are expected to increase to c.$34/tonne, with the
benefit of higher volumes more than offset by the stronger South
African rand and cost inflation.
Safety
Kumba has not had a loss of life incident since 2016. In 2020, the
TRCFR decreased by 16% to 1.74 (2019: 2.06), the lowest on record.
This commitment to safe, sustainable and responsible mining has
been achieved through increased safety leadership visibility, high-
risk work verifications and fatigue management.
In 2020, Kumba achieved a 99% compliance to the critical control
monitoring plan, a key element of the Elimination of Fatalities
programme which is central to safety performance.
Technology is playing an increasingly important role in monitoring
and managing safety behaviour. During the year, Kumba introduced
pit-wall monitoring; behaviour monitoring to manage driving speed
and capability; and Passport 360, enabling onboarding with single
induction, real-time contractor management.
Environmental performance
Energy use decreased by 8% to 8.1 million GJ (2019: 8.8 million GJ)
and GHG emissions decreased by 9% to 0.91 Mt CO2e (2019: 1.00 Mt
CO2e), partly due to the decrease in production resulting from the
Covid-19 restrictions in place in the first half, as well as the benefits
realised from energy-efficiency projects on haul trucks.
80
Anglo American plc Integrated Annual Report 2020
Strategic Report Minas-Rio
2020 Results – Minas-Rio
Production volume (Mt)(1)
Sales volume (Mt)
Unit cost ($/t)
Group revenue – $m
Underlying EBITDA – $m(2)
Mining EBITDA margin
Underlying EBIT – $m(2)
Capex – $m
Attributable ROCE
Fatalities
TRCFR
Energy consumption – million GJ
GHG emissions – Mt CO2 equivalent
Total water withdrawals – million m3(3)
2020
24.1
23.8
21
3,074
1,863
62%
1,705
163
30%
0
1.87
5.2
0.20
35.3
2019
23.1
22.9
21
2,313
1,164
50%
1,034
205
20%
0
1.48
5.1
0.20
n/a
Employee numbers
2,500
3,000
(1) Production is Mt (wet basis).
(2)
Iron Ore Brazil segment includes $63 million projects and corporate costs (2019:
$55 million).
(3) Reporting in 2020 is aligned with the Group’s water definitions; however, 2019 data is not
available on the same basis. See page 96 for further detail.
Safety
Minas-Rio has not had a fatal incident since 2015. In 2020, the
TRFCR increased by 26% to 1.87 (2019: 1.48). The successful measures
put in place to safeguard the workforce from Covid-19 affected
scheduling of operations and shutdowns which, in turn, increased
the complexity of managing the safety controls in place. A safety
leadership programme was initiated in 2020, while the continued
integration of the Group’s Operating Model and Operational Risk
Management processes will be key to ensuring that all tasks, even
those not properly scheduled, are well planned and fully resourced.
Environmental performance
Minas-Rio’s energy use and GHG emissions remained relatively
flat year-on-year; energy use increased marginally to 5.2 million
GJ (2019: 5.1 million GJ) and GHG emissions remained level at
0.20 Mt CO2e (2019: 0.20 Mt CO2e). Solar and wind energy contracts
have been signed to supply electricity to Brazil operations
from 2022, demonstrating our commitment to minimising GHG
emissions through the purchase of 686.2 GWh/year of clean,
renewable energy.
Financial and operational review
Underlying EBITDA increased by 60% to $1,863 million
(2019: $1,164 million), reflecting higher average realised prices,
the impact of the weaker Brazilian real, higher volumes and the
continued focus on cost control. Unit costs of $21/tonne were in
line with the prior year, as additional pipeline inspection costs were
offset by the impact of the weaker Brazilian real and higher volumes.
Capital expenditure was lower than the prior year at $163 million
(2019: $205 million), driven primarily by the weaker Brazilian real,
partly offset by spend on P101 initiatives and a routine tailings
dam raise.
Markets
Average market price
(MB 66% Fe Concentrate CFR
– $/tonne)
Average realised price
(Minas-Rio – $/tonne) (FOB wet basis)
2020
120
107
2019
104
79
Minas-Rio’s pellet feed product is also higher grade (higher iron
content of 67% and lower impurities) than the reference product
used for the IODEX 62% Fe CFR China index. The Metal Bulletin (MB)
66 index, therefore, is used when referring to Minas-Rio product.
Adjusting for moisture, the Minas-Rio realised price of $107/wet
metric tonne (2019: $79/wet metric tonne) was 14% higher than the
average MB 66 FOB Açu index, reflecting the higher iron content
as well as a $9/tonne timing benefit (2019: $1/tonne) related to the
pricing of our products on the date of delivery.
Operational performance
Production increased by 4% to 24.1 Mt (2019: 23.1 Mt), driven by a
strong operational performance and the impact of P101 productivity
initiatives, despite a one-month planned stoppage to carry out
routine internal scanning of the pipeline. Production was not
affected by the Covid-19 pandemic, owing to the successful
measures put in place to safeguard the workforce and our
host communities.
Operational outlook
Production guidance for 2021 is 24–26 Mt, supported by
P101 productivity initiatives, subject to the extent of further
Covid-19-related disruptions.
Unit cost guidance is c.$22/tonne, as the benefit of higher
volumes is largely offset by routine maintenance and
infrastructure improvements.
Anglo American plc Integrated Annual Report 2020
81
Coal
Metallurgical Coal/Thermal Coal
Our high quality assets provide a
reliable supply of niche products that
our wide range of customers need, in
both metallurgical coal (for steelmaking)
and thermal coal (for electricity
generation). Our coal portfolio is
geographically diverse, with metallurgical
coal assets in Australia, and thermal coal
assets in South Africa and Colombia.
Seamus French
CEO, Bulk Commodities
and Other Minerals
Tyler Mitchelson
CEO, Metallurgical Coal
July Ndlovu
CEO, Coal South Africa
Our business
We are the world’s third largest exporter of metallurgical coal
for steelmaking and our operations serve customers throughout
Asia, Europe and South America. Our tier one assets include the
Moranbah North and Grosvenor (both 88% ownership) metallurgical
coal mines, both located in Queensland, Australia. In 2020,
Anglo American completed a transaction to provide for the
equalisation of ownership across our integrated metallurgical coal
operations at Moranbah North and Grosvenor through the sale
of a 12% interest in Grosvenor mine to the minority joint operation
participants in Moranbah North.
We have more than halved our thermal coal production footprint in
South Africa in recent years to focus on export markets, supplying
around 17 Mtpa of thermal coal to our customers, mainly in Asia.
Australia
Grosvenor (MC)
Moranbah North (MC)
Jellinbah (MC/TC)
Capcoal (MC/TC)(1)
Grasstree (MC)(1)
Dawson (MC/TC)
Summary – Metallurgical Coal
TRCFR
Fatalities
0
4.72
Underlying EBITDA
Mining EBITDA margin
$50 m
3%
South Africa
Greenside
Khwezela
Mafube
Zibulo
Goedehoop
Key
Export market
Export market/Domestic market
Port
R ichards Bay
Coal Terminal
Production volume
16.8 Mt
Summary – Thermal Coal South Africa
Fatalities
TRCFR
1
1.55
Underlying EBITDA
Mining EBITDA margin
$(15) m
(6)%
Export production volume
16.5 Mt
(1) Part of the Capcoal complex.
82
Anglo American plc Integrated Annual Report 2020
Strategic Report
Colombia
Metallurgical coal consumption by region
Cerrejón (TC)
Our South African 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. These mines operate in the first half of the
seaborne cost curve and produce high quality thermal coal. We
also produce around 10 Mt each year of thermal coal for sale to
the domestic market. It is our intention to divest our thermal coal
operations in South Africa, most likely via a demerger, continuing
our responsible approach to our transition away from thermal
coal production.
In Colombia, Anglo American, BHP and Glencore each have a
one-third shareholding in Cerrejón, an independently managed
associate and one of the country’s largest thermal coal exporters.
Uses of coal
Metallurgical coal is used principally in blast-furnace steelmaking
production; around 70% of global steel output is produced using this
method and, currently, there are no viable at scale substitutes for
metallurgical coal in the steelmaking process.
Emerging markets, particularly in the Asia-Pacific region, continue to
drive demand for metallurgical coal – helping to generate the steel
needed for infrastructure, housing, transport and machinery.
Thermal coal is the heat source for around 40% of all electricity
generated globally today. India and China’s reliance on thermal
coal is expected to drive demand in absolute terms in the
near term.
China
Other Asia
Europe (incl. CIS)
South America
North America
Africa
Other
Total
1,134 Mt
Source: Wood Mackenzie, Metallurgical Coal Outlook H2 2020
Metallurgical coal production by region
China
Australia
Europe (incl. CIS)
North America
Other Asia
Other
Africa
Total
1,135 Mt
Source: Wood Mackenzie, Metallurgical Coal Outlook H2 2020
Thermal coal consumption by region
China
Other Asia
Europe (incl. CIS)
North America
Africa
Australia
Total
6,723 Mt
Source: Wood Mackenzie, H2 2020
Thermal coal production by region
China
Other Asia
Europe (incl. CIS)
North America
Africa
Australia
Other
Total
6,740 Mt
Source: Wood Mackenzie, H2 2020
70%
15%
11%
2%
1%
–
–
64%
15%
9%
7%
3%
1%
1%
54%
24%
11%
7%
3%
1%
51%
21%
12%
7%
4%
4%
1%
Anglo American plc Integrated Annual Report 2020
83
Coal continued
Metallurgical Coal
Operational performance
Production decreased by 26% to 16.8 Mt (2019: 22.9 Mt), principally
due to the suspension of operations at Grosvenor, the fall of
ground during the first quarter at Moranbah North and subsequent
geotechnical challenges, and the impact of a longwall move at
Grosvenor. Open cut operations were scaled back at Dawson
and Capcoal in response to reduced demand for lower quality
metallurgical coal.
At Grosvenor, operations have been suspended since the
beginning of May following the gas ignition incident underground.
Anglo American is continuing to respond to the incident, including
through investing in the acceleration of technology and sealing off
part of the affected longwall panel to prepare the mine for restart.
The incident resulted in a $100 million write down relating to lost
equipment and longwall assets in that area. Grosvenor is currently
expected to return to operation in the second half of 2021.
2020 Results – Metallurgical coal
Safety
Metallurgical Coal was fatality-free during 2020; however five
colleagues were seriously injured at Grosvenor mine in a gas
ignition incident in May. The total recordable case frequency rate
decreased by 24% to 4.72 (2019: 6.20) due to a continued high
level of focus on safety and health that was reflected in an overall
improvement across our operations. Metallurgical Coal’s business
safety improvement plan is focused on the elimination of fatalities. In
2020, this work concentrated on standardising and embedding key
critical controls across site processes and procedures as related to
high-risk hazards.
The focus on risk management and critical controls will continue
through 2021, including on real-time frontline activity assurance.
Environmental performance
Energy use and GHG emissions decreased year-on-year, primarily
due to implementation of priority projects to meet the Group’s 2030
Sustainable Mining Plan targets, and the cessation of operations at
the Grosvenor mine following the gas ignition incident in May 2020.
Energy use decreased by 16% to 8.5 million GJ (2019: 10.1 million GJ)
and GHG emissions by 9% to 7.40 Mt CO2e (2019: 8.17 Mt CO2e).
Financial and operational review
Underlying EBITDA decreased by 97% to $50 million
(2019: $1,707 million), driven by a 34% reduction in the weighted
average realised price for metallurgical coal, a 25% decrease in
sales volumes and the associated 37% increase in unit costs to
$86/tonne (2019: $63/tonne). The volume and cost performances
were principally impacted by two underground operational
incidents at Moranbah North and Grosvenor, as well as a longwall
move at Grosvenor.
Capital expenditure was marginally higher due to increased activity
at the Aquila life-extension project, largely offset by a decrease
in development work at Grosvenor owing to the suspension of all
underground activities since the gas ignition incident in early May.
Production volume (Mt)(1)
Sales volume (Mt)(2)
Price ($/t)(3)
Unit cost ($/t)(4)
Group revenue – $m
Underlying EBITDA – $m(5)
Mining EBITDA margin
Underlying EBIT – $m(5)
Capex – $m
Attributable ROCE
Markets
Average benchmark price – hard
coking coal ($/tonne)(1)
Average benchmark price –
PCI ($/tonne)(1)
Average realised price – hard coking
coal ($/tonne)(2)
Average realised price – PCI ($/tonne)(2)
2020
124
78
112
84
2019
177
110
171
110
Fatalities
TRCFR
Energy consumption – million GJ
GHG emissions – Mt CO2 equivalent
Total water withdrawals – million m3(6)
Employee numbers
2,000
2,000
(1) Production volumes are saleable tonnes and exclude thermal coal production of 2.0 Mt
(2019: 1.4 Mt).
(2) Sales volumes exclude thermal coal sales of 2.3 Mt (2019: 1.8 Mt).
(3) Realised price is the weighted average hard coking coal and PCI sales price achieved
at managed operations.
(4) FOB cost per saleable tonne, excluding royalties and study costs.
(5) Metallurgical Coal segment includes $74 million projects and corporate costs (2019:
$69 million).
(6) Reporting in 2020 is aligned with the Group’s water definitions; however, 2019 data is not
available on the same basis. See page 96 for further detail.
(1) Represents average spot prices.
(2) Realised price is the sales price achieved at managed operations.
Average realised prices differ from the average market price owing
to differences in material grade and timing of contracts. Hard
coking coal price realisation decreased to 90% of benchmark in
2020 (2019: 97%), as sales consisted of a lower proportion of premium
quality hard coking coal from Moranbah North and Grosvenor.
Market prices decreased in the first half of 2020 as Covid-19-related
lockdowns impacted demand. Despite a brief recovery in the third
quarter, prices decreased again towards the end of the year due to
China’s unofficial import restrictions on Australian coal.
84
Anglo American plc Integrated Annual Report 2020
2020
16.8
16.9
109
86
1,909
50
3%
(468)
683
(15)%
0
4.72
8.5
7.40
20.8
2019
22.9
22.4
165
63
3,756
1,707
45%
1,079
670
39%
1
6.20
10.1
8.17
n/a
Strategic Report ↑ Guided by our recently updated Mining Closure Toolbox, employees at our Dawson metallurgical coal mine are participating in our Growing Together initiative, which will
see more than 9,000 trees planted as we continue to rehabilitate land at the former mining site.
Mine closure and rehabilitation – the greening of
Dawson mine
A mine continues to have social and environmental impact
long after the end of its operational life. Through effective and
responsible closure planning and rehabilitation, our aim is that
we leave a positive, healthy and sustainable legacy long after
our mine gates shut for the last time.
Globally, Anglo American manages 650,200 hectares of land, of
which 86,900 hectares have been disturbed by our operations.
To date, 15,100 hectares have been rehabilitated, while a further
10,300 hectares require rehabilitation.
Our approach to mine closure and rehabilitation puts emphasis
on rigorously managing our financial responsibilities, working with
stakeholders to address social impacts, and starting to restore
the land around our operations while they are still active. This
‘cradle-to-cradle’ approach means that we start to plan for
closure in the discovery phase and continue until an enduring
post-mining legacy has been achieved.
Our recently updated Mine Closure Toolbox is a structured,
risk-based framework for planning and managing any closures.
During 2020, we made significant progress regarding compliance
with the Toolbox. The majority of operations are compliant with
the Group Technical Standard and we will continue to work
towards getting all sites fully compliant. And in the 2018 LTIP
award, rehabilitation targets were included as a performance
measure for senior executives.
As we move forward on our rehabilitation agenda, partnerships
with outside organisations are taking on increasing importance.
In Queensland in Australia, Metallurgical Coal’s Dawson mine
has teamed up with leading provider of heavy equipment,
technology and services for the mining, construction and
forestry industries, Komatsu. The partnership, Growing Together,
aims to return mined land to agricultural use, and support
the re-establishment of native plant species using the latest
reclamation methods.
Growing Together started with employees from both companies
working together to plant more than 4,000 trees at Dawson
mine in March 2020, with plans for a second planting in 2021.
They were joined by around 40 students from three local schools
and Traditional Owners from the Gangulu Nation. Together, they
planted various native eucalyptus species across a 90-hectare
site where mining activities have ceased.
The planting included a pilot of biodegradable COCOON®
planting technology. The COCOON® system, which uses tree
incubators made from wax-reinforced recycled carton, reduces
the need for irrigation, requires 100 times less water than
traditional methods, and has the potential to raise tree survival
rates to at least 90%.
This new partnership with Komatsu builds on our existing
commitment to rehabilitation, which saw more than 400 hectares
of land rehabilitated at our two open cut metallurgical coal
mines in central Queensland in 2020.
Operational outlook
Export metallurgical coal production guidance for 2021 is 18–20 Mt,
but is expected to be at the lower end of the range following
a suspension of operations at Moranbah North in response to
elevated gas levels on 20 February 2021, subject to the timing of
a safe restart at Moranbah North, as well as the extent of further
Covid-19-related disruption. Unit cost guidance is c.$75/tonne; a
reduction of 13% from 2020, reflecting increased volumes following
the restart of the Grosvenor longwall, expected in the second
half of 2021. The guidance reflects the sale of a 12% interest in the
Grosvenor mine, which was completed on 18 December 2020,
equalising the ownership across its integrated operations at
Moranbah North and Grosvenor.
Anglo American plc Integrated Annual Report 2020
85
Coal continued
Thermal Coal
Safety – South Africa
In 2020, our South African thermal coal business regrettably
recorded one fatality, when Jabulani Nkambule lost his life in an
underground fall of ground incident at Zibulo colliery. The total
recordable case frequency rate was in line with the prior year at
1.55.
Environmental performance – South Africa
Total energy use was in line with the prior year at 3.5 million GJ
and GHG emissions decreased by 7% to 0.84 Mt CO2e (2019: 0.90
Mt CO2e). This improved performance can be attributed to the
continued implementation of initiatives identified through the
ECO2MAN programme, a decrease in production as some mine
sections reached their end of life at Goedehoop, and the impact
of Covid-19-related restrictions on production. The implementation
of the Group’s Advanced Process Control project has delivered
energy-efficiency benefits at the Greenside, Goedehoop, Phola,
Mafube and Navigation plants.
Financial and operational review – South Africa
Underlying EBITDA was a $15 million loss (2019: $5 million loss), driven
by a 7% decrease in the realised export thermal coal price and
lower export sales volumes of 16.6 Mt (2019: 18.1 Mt) owing to the
impact of the Covid-19 restrictions on operations and logistics
infrastructure. Unit costs benefited from the weaker South African
rand at $38/tonne (2019: $45/tonne), with productivity improvements
and cost savings also contributing to offset the effects of inflation
and lower production volumes.
Capital expenditure decreased by 30% to $184 million
(2019: $264 million), principally driven by the weaker South African
rand and the completion of the Navigation life-extension at
Khwezela, and the rescheduling of other projects into 2021 due to
the impact of Covid-19.
Revenue for thermal coal includes amounts realised from the sale of
volumes purchased from third parties (non-equity traded sales) that
were not mined by the Group. Excluding these volumes, revenue
from the mining of thermal coal (including Thermal coal business
volumes from South Africa, Colombia and the Metallurgical Coal
business) for the year was $1,384 million, or 4% of the Group’s revenue
(2019: $1,783 million, 6%).
The average realised price for export thermal coal differs from the
average market price owing principally to quality discounts relative
to the industry benchmark and timing differences.
South Africa export thermal coal average realised prices were
7% lower as the Covid-19 demand-driven declines during the first
half were only partly offset by a strong recovery in the second half
as Covid-19 restrictions eased in India and China. In the second
half of 2020, imports to India, a key market for South African coal,
returned to the levels experienced in the same period in 2019. A
shortage of thermal coal in China led to accelerated customs
clearance at Chinese ports in December 2020, providing a boost to
seaborne demand.
The Colombia realised price difference decreased year-on-year,
broadly in line with the lower market price.
Operational performance – South Africa
Export production decreased by 7% to 16.5 Mt (2019: 17.8 Mt), mainly
due to the impact of Covid-19 operational restrictions and mine
sections reaching their end of life at Goedehoop.
2020 Results – Thermal coal South Africa
Export production volume (Mt)(1)
Export sales volume (Mt)(2)
Unit cost ($/t)(3)
2020
16.5
16.6
38
2019
17.8
18.1
45
Group revenue – $m
1,680
1,887
Underlying EBITDA – $m(4)
Mining EBITDA margin(5)
Underlying EBIT – $m(4)
Capex – $m
Attributable ROCE
Markets
Average market price
($/tonne, FOB South Africa)
Average market price
($/tonne, FOB Colombia)
Average realised price
($/tonne, FOB South Africa)(1)
Average realised price
($/tonne, FOB Colombia)
Fatalities
TRCFR
2020
2019
65
48
57
46
72
54
61
56
Energy consumption – million GJ
GHG emissions – Mt CO2 equivalent
Total water withdrawals – million m3(6)
(15)
(6)%
(81)
184
(5)
(3)%
(94)
264
(21)%
(19)%
1
1.55
3.5
0.84
31.4
1
1.56
3.5
0.90
n/a
Employee numbers
4,600
5,000
(1) Production volumes are saleable tonnes. South African production volumes include
export primary production, secondary production sold into export markets, production
sold domestically at export parity pricing and excludes other domestic production of
14.0 Mt (2019: 10.0 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 12.4 Mt (2019: 9.8 Mt) and non-equity traded sales of 9.4
Mt (2019: 10.9 Mt).
(3) FOB cost per saleable tonne, excluding royalties and study costs for the
trade operations.
(4) Thermal Coal – South Africa segment includes $42 million projects and corporate costs
(2019: $59 million).
(5) Excludes impact of third-party sales.
(6) Reporting in 2020 is aligned with the Group’s water definitions; however, 2019 data is not
available on the same basis. See page 96 for further detail.
(1) Realised price is the weighted average export thermal coal price achieved. Excludes
third-party sales from locations other than Richards Bay.
86
Anglo American plc Integrated Annual Report 2020
Strategic Report 2020 results – Thermal coal Colombia(1)
Production volume (Mt)(2)
Sales volume (Mt)
Unit cost ($/t)(3)
Group revenue – $m
Underlying EBITDA – $m
Mining EBITDA margin
Underlying EBIT – $m
Attributable ROCE
2020
4.1
4.5
39
209
0
0%
(83)
(21)%
2019
8.6
8.8
33
494
130
26%
25
4%
(1) Represents the Group’s attributable share from its 33.3% interest in Cerrejón.
(2) Production volumes are saleable tonnes.
(3) FOB cost per saleable tonne, excluding royalties.
Financial and operational review – Colombia
The decrease in underlying EBITDA reflects the 48% reduction in
sales volumes principally as a result of Covid-19-related restrictions
on production and the three-month strike, as well as an 18%
decrease in average realised price. Unit costs increased by 18% to
$39/tonne (2019: $33/tonne) due to the lower production volumes.
Operational performance – Colombia
Anglo American’s attributable production from its 33.3% ownership
of Cerrejón decreased by 52% to 4.1 Mt (2019: 8.6 Mt) owing to the
impact of Covid-19-related restrictions on production in the first half
and the effect of the strike in the second half.
Operational outlook – export thermal coal
Production guidance in 2021 for export thermal coal is
unchanged at c.24 Mt (Export South Africa c.16 Mt; Colombia
c.8 Mt – attributable share), subject to the extent of further
Covid-19-related disruption.
Anglo American plc Integrated Annual Report 2020
87
Coal continued
↑ The Covid-19 pandemic has affected poor, rural communities particularly badly. Here, in South Africa’s Mpumalanga province, our Greenside and Khwezela collieries
fast-tracked the development of a medical unit, which was then handed over to Witbank’s Specialised Tuberculosis Hospital in the continuing fight against Covid-19,
TB, HIV/AIDS and other infectious diseases.
Improving people’s lives in Mpumalanga
In line with our Purpose, we continue to play an active role in
improving the lives not only of our workforce, but of the local
communities around our operations. As South Africa’s largest
mining company, we have a special responsibility for their health
and well-being.
Over the past year, South Africa has had to face up to the
challenge of managing a pandemic against the background of
a fragile economy. Covid-19 has had a particularly harsh impact
in the country’s poor, rural areas such as Mpumalanga where our
Thermal Coal business operates a number of mines.
When an occurrence such as the Covid-19 outbreak takes hold
of countries, there is a real danger that so many resources are
directed towards tackling the outbreak that society’s other
pressing needs are pushed aside. Despite the challenges
posed by Covid-19, we were able to demonstrate our ongoing
commitment to healthcare at the local level by funding new
facilities that offer a range of health and medical services, close
to three of our thermal coal mines.
A new clinic at Mafube
In some parts of rural South Africa, it is not uncommon for
medical facilities to be located many kilometres away from
residential areas. And with private transport often difficult to
access, many people find themselves using buses or taxis to
travel to the nearest hospital or medical clinic.
At Mafube (50% owned by Anglo American), we co-funded a
R14.3 million clinic which opened in December 2019. The clinic
serves more than 5,000 people from the nearby Sikhululiwe
village and 64 outlying farms, and is proving to be a real
game-changer. Its fully staffed, 24/7 facilities include a
pharmacy, consulting and counselling rooms, a dental wing,
emergency rooms, labour wards, mother and baby rooms, and
also a comprehensively equipped ambulance. The day clinic is
open for nine hours daily during the working week and provides
emergency care, treatment for chronic illnesses, integrated
childhood illness management, immunisations, ante- and
post-natal care, sexual and reproductive health services, HIV/TB
management, and mental-health care.
Greenside and Khwezela fast-track world class health
infrastructure project
As the coronavirus pandemic began to hit hard, our Greenside
and Khwezela collieries fast-tracked their handover of a world
class health infrastructure project that will be used to provide
24-hour care for patients. The development, built and equipped
in just 10 months, is an extension of Witbank’s Specialised
Tuberculosis Hospital. It involved the construction of a separate
medical unit that includes multiple isolation wards; a modern
radiology wing incorporating radiography wing facilities,
including a general X-ray room; as well as a dispensary and
pharmacy. The new building also incorporates an anti-retroviral
therapy clinic, with several procedure and general consulting
rooms, including rooms for a social worker, physiotherapist,
and dietician.
88
Anglo American plc Integrated Annual Report 2020
Strategic Report Nickel and Manganese
The Nickel and Manganese operations
both provide ingredients for stainless
and alloy steels. They are located in
Brazil (Nickel), as well as South Africa and
Australia (Manganese).
Brazil – Nickel
Barro Alto
Codemin
Seamus French
CEO, Bulk Commodities
and Other Minerals
Wilfred Bruijn
CEO,
Anglo American, Brazil
2020 Summary – Nickel
Fatalities
0
TRCFR
1.51
Underlying EBITDA
Mining EBITDA margin
$206 m
36%
Production volume
43.5 kt
2020 Summary – Manganese
Underlying EBITDA
Mining EBITDA margin
$304 m 44%
Production volume – ore and alloys
3.6 Mt
South Africa – Manganese
Samancor Manganese – Hotazel
Samancor Manganese – Metalloys(1)
Key
Mining operations
Other
Australia – Manganese
Samancor’s Groote Eylandt
Mining Company (GEMCO)
Our business
Our nickel assets are wholly owned, consisting of two
ferronickel production sites: Barro Alto and Codemin. Our
Nickel business produces around 45,000 tonnes per annum
of ferronickel, whose primary end use is in the global
stainless steel industry.
In Manganese, we have a 40% shareholding in Samancor
joint venture (managed by South32, which holds 60%).
Samancor’s Tasmanian Electro
Metallurgical Company (TEMCO)(1)
1
Key
Mining operations
Other
(1) Metalloys was placed onto extended care and maintenance in 2020.
TEMCO was divested in January 2021.
Anglo American plc Integrated Annual Report 2020
89
Strategic Report
Nickel and Manganese continued
Nickel supply by region – smelter production
Indonesia
China
Oceania
Russia
Other Asia
South American and Caribbean
North America
Europe
Africa
Global total
2.5 Mt
Source: Wood Mackenzie
Global primary Nickel demand by sector
Stainless steel
Non-ferrous alloys
Batteries
Plating
Alloy steel
Other
Foundry
Global total
2.3 Mt
Source: Wood Mackenzie
28%
26%
11%
8%
7%
7%
7%
4%
2%
70%
9%
7%
6%
3%
3%
2%
Uses of nickel and manganese
The stainless steel industry uses two-thirds of the world’s nickel
production and virtually all ferronickel produced each year. The
balance is used mainly in the manufacture of alloy steel and other
non-ferrous alloys.
Stainless steel is a key input in high-tech construction, and most
stainless steels contain about 8–10% nickel. As an alloying element,
nickel enhances important properties of stainless steel such as
formability, weldability and ductility, while increasing corrosion
resistance in certain applications.
The most significant of all the industrial uses of manganese is also
steel production, which consumes more than 85% of all manganese
mined. The ore is particularly useful in increasing steel’s resistance
to oxidation; it can also improve the overall strength, durability and
workability of the material.
Since the rebuilding of its two furnaces was completed in 2015, Barro
Alto’s plant has operated well, maintaining nameplate capacity of
36,000 tonnes of nickel contained in ferronickel per year. The longer
term outlook for nickel appears to be supported by electric vehicle
demand, as well as ongoing demand for later-cycle stainless and
specialist steels.
90
Anglo American plc Integrated Annual Report 2020
↑ The bulk ore sorting (BOS) facility at our Barro Alto nickel operation in Brazil.
The primary benefit of the BOS system, which has wide potential applicability
across our business, is in unlocking capacity in the mining value chain through
the early rejection of waste material.
Bulk ore sorting – an innovative technology being
rolled out at Barro Alto
Through FutureSmart Mining™ we are introducing the
step-change innovations that will change the nature of
mining – how we source, mine, process, move and market our
products. And how we do so in a safe and sustainable way
that saves energy and water, reduces our greenhouse gas
emissions, and the amount of material we discard as ‘waste’.
Bulk ore sorting (BOS) is an innovative technology which has
wide potential applicability wherever ore heterogeneity is
present. We are implementing it at Barro Alto, and elsewhere
in our PGMs and Copper businesses. Its primary benefit is in
unlocking capacity through early rejection of waste, thereby
increasing the ore grade of material sent for processing.
BOS is based on real-time ore classification. Sensors
determine ore content prior to processing, providing
instantaneous results in respect of an ore’s properties, such as
its chemical and mineralogical make-up, density and colour.
Owing to its mineralogical heterogeneity, the Barro
Alto deposit meets the main requirements for the BOS
technology. In the nickel industry, however, BOS is still a
pioneering technology and the sensors are still undergoing
development in pursuit of enhanced repeatability, precision
and productivity.
In this context, a two-phase trial to evaluate and
demonstrate a BOS system for Barro Alto was undertaken
from February to September 2020.
Phase 1
Aimed to validate and calibrate the Geoscan-M sensor. This
sensor uses Prompt Gamma Neutron Activation Analysis
(PGNAA) technology to generate one chemical composition
every 30 seconds. The accuracy and precision evaluation for
the data indicated promising results, though additional data
was recommended to improve calibration.
Phase 2
Aimed to demonstrate potential classification and enrichment
of the BOS system. This comprises: a feeder that receives the
mined ore via trucks or front-end loaders; a mineral sizer; an
intermediate conveyor belt where the Geoscan-M sensor
is installed; a diverter to split the ore flow; and two radial
conveyor belts to stack the ore. Trial results obtained from
Phase 2 indicated an average of 15% of nickel enrichment with
variable results in mass recoveries according to the ore type.
The trial results are being incorporated by our long term
planning team to validate the application of BOS technology
to Barro Alto and the modifications needed to accommodate
the new process. In parallel, the engineering project to
increase the new system’s capacity is under way.
Strategic Report Nickel
2020 Results – Nickel
Production volume (t)
Sales volume (t)
Unit cost (c/lb)(1)
Group revenue – $m
Underlying EBITDA – $m(2)
Mining EBITDA margin
Underlying EBIT – $m(2)
Capex – $m
Attributable ROCE
Fatalities
TRCFR
Energy consumption – million GJ
GHG emissions – Mt CO2 equivalent
Total water withdrawals – million m3(3)
2020
2019
43,500
42,600
43,000
41,700
334
572
206
36%
79
33
5%
0
1.51
21.3
1.24
8.0
380
572
191
33%
89
42
4%
0
2.75
20.2
1.23
n/a
Employee numbers
1,400
1,000
(1) C1 unit cost.
(2)
Includes $14 million of projects and corporate costs (2019: $12 million).
(3) Reporting in 2020 is aligned with the Group’s water definitions; however, 2019 data is not
available on the same basis. See page 96 for further detail.
Safety
Our Nickel business has not had a fatal incident since 2012. In 2020,
the TRFCR decreased by 45% to 1.51 (2019: 2.75). Efforts during the
year focused on closing the main gaps related to Operational
Risk Assurance and Elimination of Fatalities audits. Advanced
driver assistance systems were implemented in 315 of our own and
contractors’ vehicles and the integration of the Group’s Operating
Model and Operational Risk Management process continued to
progress well.
Environmental performance
Energy use increased by 5% to 21.3 million GJ (2019: 20.2 million
GJ) and GHG emissions were marginally higher at 1.24 Mt CO2e
(2019: 1.23 Mt CO2e). Solar and wind energy contracts were signed
to supply electricity to the Group’s Brazilian operations between
2022 and 2036, demonstrating our commitment to minimise GHG
emissions through the purchase of 686.2 GWh/year of clean energy.
Financial and operational review
Underlying EBITDA increased by 8% to $206 million (2019: $191 million),
benefiting from improved operational stability and favourable
foreign exchange movements, partly offset by the lower
realised nickel price. Capital expenditure decreased by 21% to
$33 million (2019: $42 million), driven mainly by favourable foreign
exchange movements.
Within special items and remeasurements an impairment of
$589 million was recognised at Barro Alto reflecting a revision of the
Group’s medium and long term price forecasts.
Markets
Average market price (c/lb)
Average realised price (c/lb)
2020
625
563
2019
632
624
Ferronickel is traded based on discounts or premiums to the LME
nickel 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 average LME nickel price of 625 c/lb was 1% lower than the
prior year as the impact of Covid-19 on demand in the first half
was offset by the subsequent easing of restrictions, notably in
China. Nickel consumption in batteries (electric vehicles and energy
storage) was particularly robust, reflecting demand for metals
supporting the transition to a lower carbon economy. However, the
realised price decreased by 10%, principally owing to the increased
ferronickel discount, driven by the higher LME nickel price at the end
of 2019.
Operational performance
Nickel output increased by 2% to 43,500 tonnes (2019: 42,600
tonnes), reflecting continuing operating stability and the effect of a
40-day planned stoppage at Barro Alto in 2019.
Operational outlook
Production guidance for 2021 is 42,000–44,000 tonnes, subject to
the extent of further Covid-19-related disruption.
C1 unit cost guidance for 2021 is 360 c/lb, driven mainly by higher
input prices.
Anglo American plc Integrated Annual Report 2020
91
Nickel and Manganese continued
Manganese
2020 Results – Manganese(1)
Production volume (Mt)
Sales volume (Mt)
Group revenue – $m
Underlying EBITDA – $m
Mining EBITDA margin
Underlying EBIT – $m
Attributable ROCE
2020
3.6
3.6
697
304
44%
245
82%
2019
3.7
3.7
926
443
48%
388
109%
(1) Production, sales and financials include ore and alloy.
Financial and operational review
Underlying EBITDA decreased by 31% to $304 million
(2019: $443 million), mainly owing to the lower manganese ore price
and a 2% decrease in manganese ore sales due to Covid-19-related
production constraints, mainly in South Africa.
Markets
The average benchmark price for manganese ore (Metal Bulletin
44% manganese ore CIF China) was $4.67/dmtu, a decrease of 16%
(2019: $5.58/dmtu). In the first half of 2020, Covid-19-related mining
operation shutdowns in South Africa led to tighter supply and higher
manganese ore prices. In the second half of 2020, manganese ore
prices eased as South African supply volumes returned to close to
pre-Covid-19 levels.
Operational performance
Attributable manganese ore production was in line with the prior
year at 3.5 Mt as the impact of the Covid-19 lockdowns in South
Africa in the first half of the year was largely offset by an increase
in Australian ore production on the back of improved mining and
concentrator performance.
92
Anglo American plc Integrated Annual Report 2020
Strategic Report Crop Nutrients
Anglo American is developing the
Woodsmith project in the north east of
England to access the world’s largest
known deposit of polyhalite, a natural
mineral fertiliser product containing
potassium, sulphur, magnesium and
calcium – four of the six nutrients that
every plant needs to grow.
Chris Fraser
CEO
Crop Nutrients
TRCFR
0.81
2020 Summary
Fatalities
0
Underlying EBITDA
$1 m
Crop Nutrients
Anglo American acquired Sirius Minerals Plc in March 2020 and we
are progressing the development of the integrated Woodsmith
project. The project will access the world’s largest known deposit of
polyhalite, a natural mineral fertiliser product containing four of the
six nutrients that every plant needs to grow.
The Woodsmith mine is being constructed approximately three km
south of Whitby, where polyhalite ore will be extracted via two
1.6 km deep mine shafts and transported to the port at Teesside
on an underground conveyor belt system in a 37 km tunnel, thereby
minimising impact on the surface above. It will then be granulated
at a materials handling facility to produce a fertiliser product –
known as POLY4 – that will be exported to a network of customers
overseas from our dedicated port.
United Kingdom
Woodsmith
↑ Anglo American is continuing to develop the Woodsmith project in north east England to access the world’s largest known deposit of polyhalite ore. The ore will be
granulated to produce a premium quality organic fertiliser, known as POLY4, which will be exported to customers around the world to help meet food demand from a
fast growing global population.
Anglo American plc Integrated Annual Report 2020
93
Strategic Report
Crop Nutrients continued
2020 Results – Crop Nutrients
Group revenue – $m(2)
Underlying EBITDA – $m(2)
Fatalities
TRCFR
Energy consumption – million GJ
GHG emissions – Mt CO2 equivalent
Total water withdrawals – million m3
Employee numbers
2020
107
1
0
0.81
0.1
0.01
0.2
300
2019(1)
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
(1) Prior year comparative data for Crop Nutrients is not presented as results are only
(2)
included from the date of acquisition; 17 March 2020.
Includes results from a 30% interest in The Cibra Group, a fertiliser distributor based
in Brazil.
As a result of the highly efficient mine and conveyor design and the
minimal processing requirements of the polyhalite ore, our POLY4
product will benefit from an extremely low carbon footprint, as well
as being certified for organic use.
Aside from the world class nature of the orebody and the quality
of the operation we are developing, the addition of POLY4 to our
product range aligns well with our portfolio trajectory towards those
products that support a low carbon economy and global consumer
demand – in this case, for food.
Woodsmith project
Following the completion of the acquisition of Sirius Minerals Plc
on 17 March 2020, integration activities have progressed well
and the development of the project continued, with total capital
expenditure of $292 million incurred by Anglo American during 2020.
By the end of December, the excavation of the conveyor tunnel had
reached almost 12 km and continued to progress well. At the mine
head, the first shaft-boring machine has been assembled within
the service shaft and is being commissioned, while good progress is
also being made on the production shaft. The impact of Covid-19
on the project’s development has been limited to date due to the
successful implementation of appropriate health measures.
Following the acquisition, Anglo American initiated a detailed
technical review of the project’s development plan with
the objectives of optimising the project and aligning it with
Anglo American’s technical and other standards. This review is
nearing completion and confirms the high quality of the overall
project design and development approach. Ahead of the
scheduled mid-2021 Board update, in which we will present final
capital and schedule estimates, we are refining two aspects of the
project that we had allowed for in our investment case: we will likely
bring forward the investment in additional ventilation to increase
early production flexibility, and we are working through the detailed
scheduling of the two shaft installations.
Total capital expenditure in 2021 is expected to be $0.5 billion,
$0.2 billion higher than originally planned at the completion of
the takeover. This investment reflects the good progress made in
2020 and the focus on certain critical-path items in 2021, including
the continuation of the conveyor tunnel and site preparation
for the processing facility, in addition to the ongoing shaft
sinking programme.
Market development – POLY4
Supply agreements with a global customer base are in place,
including with a number of well-established counterparties such
as Archer Daniels Midland Company, BayWa AG, Cibra, IFFCO,
Wilmar Group and Muntajat. Many of these agreements have price
levels benchmarked against the market prices of the underlying
key nutrients within POLY4 and have been set up on a take-or-
pay basis. In total, these offtake arrangements accommodate
production in excess of 10 Mtpa.
The ongoing focus of the market development activities is now
around developing and implementing detailed sales and marketing
strategies for each region and supporting customers with their own
market development activities in order to further promote POLY4
to the end-users of the product. At the end of December, full scale
farm trials, with more than 200 commercial partners around the
world, were testing POLY4 as part of the commercial demonstration
programme that is a key part of the product marketing strategy.
94
Anglo American plc Integrated Annual Report 2020
Strategic Report Corporate and other
Financial review
Corporate and other reported an underlying EBITDA loss of
$145 million (2019: $43 million loss). Revenue increased to $191 million
(2019: $121 million), predominantly due to a ramp-up of third-party
shipping activity.
Exploration
Exploration’s underlying EBITDA loss decreased to $101 million
(2019: $126 million loss), reflecting decreased exploration
activities across most product groups, due to the impact of
Covid-19-related restrictions.
Corporate activities and unallocated costs
Underlying EBITDA decreased to a $44 million loss
(2019: $83 million gain), driven primarily by a reduction in profits on
third-party shipping and transaction costs related to the acquisition
of Sirius Minerals Plc.
Segment total
Prior year
Exploration
Prior year
Corporate activities and
unallocated costs
Prior year
Group
revenue
$m
Underlying
EBITDA
$m
Underlying
EBIT
$m
Capex
$m
191
121
—
—
191
121
(145)
(43)
(101)
(126)
(231)
(229)
(102)
(128)
(44)
(129)
83
(101)
21
56
—
1
21
55
Anglo American plc Integrated Annual Report 2020
95
Strategic Report
Non-financial information table and footnotes
Non-financial information
Reporting requirement
Environmental matters
Policies and standards
Outcomes and additional information
Page reference
Safety, Health and Environment (SHE) Way and Policy
Protecting our natural environment
38
Climate Change Policy
Disclosures related to the recommendations of the TCFD
37 and 257
Employees
Human rights
Social matters
Energy and GHG Emissions Standard
Climate change
Water Policy and Water Management Standard
Water
Mineral Residue Technical Management Standard
Mineral residue management
Code of Conduct
SHE Way and Policy
HIV/AIDS Policy
Human Rights Policy
The Social Way 3.0
Responsible Sourcing Standard for Suppliers
Supply Chain Local Procurement Policy
Building a purpose-led culture
Safety
Health
Human rights
Social performance
Supply chain
Supply chain
Anti-corruption and anti-bribery
Code of Conduct
Building a purpose-led culture
Principal risks and impact of business activity
Business Integrity Policy
Non-financial KPIs
Business integrity
Our Business Model
Our material matters
Managing risk effectively
Key performance indicators
37
38
38
48
46
47
39
39
41
41
48
48
10-11
14-15
52-57
58-59
Footnotes
(1) With the exception of Gahcho Kué, which is on an attributable 51% basis.
(2) Throughout this report, ‘employees’ is the average number of Group employees, excluding employees of contractors, associates’ and joint ventures’, and including a proportionate
share of employees within joint operations.
Includes social security costs of $145 million borne by the Group which are also included in the Taxes Borne figure.
(3)
(4) Taxes Borne include the current tax charge accrued in the income statement (corporate income tax, withholding tax and mining taxes), together with other royalties and mining taxes,
employee taxes and social security contributions and other taxes, levies and duties directly incurred by the Group. It does not include taxes incurred by other parties (e.g. customers
and employees) but collected and paid by the Group on their behalf. Figures disclosed are based on numbers disclosed within the Group’s income statement and exclude the impact
of certain associates and joint ventures.
(5) Data relates to subsidiaries and joint operations over which Anglo American has management control. In 2020, 2019 and 2018, data excludes De Beers’ joint operations in Namibia and
Botswana. Prior years’ data includes De Beers’ joint operations in Namibia and Botswana.
(6) Energy savings (%) is calculated as (avoided energy use)/(avoided energy use + actual energy use) where actual energy use is 81 million GJ and avoided energy use is 7.1 million GJ.
(7) GHG savings (%) is calculated as (avoided GHG emissions)/(avoided GHG emissions + actual GHG emissions) where actual GHG emissions is 16.1 MtCO2e and avoided GHG emissions
is 8.2 MtCO2e.
(8) During 2020, we continued building water balances for all our sites and generated a water reporting data set (using the ICMM metrics) for all withdrawals, consumptions, discharges,
and re-use/recycling. This has allowed us to, for the first time, evaluate efficiency and fresh water withdrawals in a consistent way across all our operations. We also reviewed and
restated the 2015 baseline data used to set our milestone and targets, correcting discrepancies and standardising the metrics used for reporting withdrawals. From 2020, we will work
with this validated data. By the end of 2020, all our sites had water balances in place for the purpose of water accounting and reporting. We continue to focus on installing critical
monitoring instrumentation to improve the accuracy of these water balances and therefore the data we report. This is enabling us to more accurately assess our achievements to date
and understand the challenges ahead. Given the breadth and reach of the improvements to our water definitions, in 2020 we have focused on restating the 2015 and 2020 data. In
2021, we will complete the restatement of the 2016-19 withdrawal data. For this reason, this report only includes data from 2020.
In 2020, we launched a new integrated social performance management system (Social Way 3.0) which has raised performance expectations and has resulted in continued
improvement in our social performance. Prior to 2020, our target was full compliance against our previous standard. As we implement the new standard, sites have been required to
set milestone targets on the way to the requirement of full compliance by 2022. Data for 2020 and 2019 is, therefore, not comparable. Sites are expected to have fully implemented the
Social Way 3.0 by the end of 2022.
(9)
(10) Attributable free cash flow includes expenditure on non-current intangible assets (excluding goodwill).
96
Anglo American plc Integrated Annual Report 2020
Strategic Report Governance
This section of the Integrated Annual Report
provides an overview of the means by which
the Company is directed and controlled. The Board
is there to support and challenge management
and to ensure that we operate in a manner that
promotes the long term success of Anglo American.
Over the next few pages we describe the ways
in which we seek to achieve this.
Contents
98 Chairman’s introduction
100 Directors
104 Executive management
106 Board roles and responsibilities
108 Board operations
110 Board activity
112 Stakeholder engagement
114 Sustainability Committee report
115 Nomination Committee report
116 Audit Committee report
123 Directors’ remuneration report
129 Directors’ remuneration policy
133 Annual report on directors’ remuneration
148 Statement of directors’ responsibilities
148 Responsibility statement
Section Highlights
110 Board activity
112 Stakeholder engagement
123 Directors’ remuneration report
Anglo American plc Integrated Annual Report 2020
97
Chairman’s introduction
“Strong corporate governance underpins
Anglo American’s ability to live up to our Purpose
and abide by our Values. The Board is committed
to ensuring that we continue to adhere to high
standards of corporate governance.”
Stuart Chambers
Chairman
This section of the Integrated Annual Report provides an
overview of the means by which the Company is directed
and controlled. The Board is there to support and challenge
management and to ensure that we operate in a manner
that promotes the long term success of Anglo American. Over
the next few pages we describe the ways in which we seek to
achieve this.
Board composition
We announced a number of changes to the Board in 2020 and into
2021 as we continually refresh its composition. In carrying out such
ongoing Board refreshment, which is beneficial in itself in bringing
new perspectives to the Board, we strive to maintain the right
balance of experience, skills, continuity and diversity required to
be successful.
As we began the year, I was pleased to welcome Nonkululeko
Nyembezi to the Board on 1 January 2020. Nonkululeko’s engineering
background and extensive experience spanning mining, steel,
financial services and technology in South African and global
organisations provides us great breadth of insight. In December,
I was also pleased to announce that Hilary Maxson will be joining
the Board on 1 June 2021. Hilary brings a combination of experience
spanning finance, the capital markets, energy and technology
gained across her executive career in the United States, Europe,
Africa and Asia. In February 2021, we announced the appointment
of Elisabeth Brinton, who joins the Board on 1 March 2021. Elisabeth’s
international career and experience of developing clean energy
strategies aligned with climate change reduction, with a clear
commercial focus on the potential for digital technologies, will bring
additional insights to our Board discussions.
Following the conclusion of the Annual General Meeting (AGM)
on 5 May 2020, Dr Mphu Ramatlapeng stepped down from the
Board after almost seven years and, on 31 December 2020, Jim
Rutherford stepped down after seven years. I would like to reiterate
my thanks to both Mphu and Jim for their dedicated service and the
contributions they made to the Board.
At the beginning of 2020, one-third of the Board directors were
female. As part of the ongoing refreshment of the Board as
tenures expire, and while the Nomination Committee identifies new
non-executive directors, there may be times when the size and
composition of the Board fluctuates. Following Mphu’s retirement
in May 2020, the Board reduced in number and female members
represented 27%. Following Jim’s retirement at the end of the
reporting year and at the date of this report, 30% of the 10 Board
directors are female, five different nationalities are represented
bringing experience from all Anglo American’s major markets,
and two directors are people of colour. With the appointments
of Elisabeth and Hilary in 2021, the Board will be at 42% female
membership. We anticipate that future appointments will, as a
whole, continue to support the Board’s diversity aims.
The work of the Nomination Committee and the processes used in
relation to Board appointments are described on page 115.
Global Workforce Advisory Panel
The Board enthusiastically embraces the board-workforce
engagement recommendations contained in the UK Corporate
Governance Code (the Code). The Board and management
carefully considered options for the most effective, practical and
sustainable way to meaningfully achieve the level of engagement
contemplated by the Code. In 2019, we formed a Global Workforce
Advisory Panel (the Panel) – comprising 12 employees drawn from
across our business – and designated our senior independent
director, Byron Grote, to chair and engage with the Panel, to enable
the Board to better understand and take into account the views
of the workforce. Since its inception, the Panel has met on three
occasions, discussing a broad range of subjects. In 2020, the Panel
overcame travel restrictions imposed by Covid-19 and held two
virtual meetings to discuss a number of topics, including the Group’s
response to the pandemic. The Board and I were pleased with the
quality and the richness of the feedback we received from the Panel
and look forward to its continued insights.
For more information on the Panel and the ways in which we currently engage with
our workforce:
See page 112
98
Anglo American plc Integrated Annual Report 2020
Governance Compliance with the UK Corporate Governance Code
The Board supports the principles and provisions of the
UK Corporate Governance Code (the Code) issued by the
Financial Reporting Council (FRC), which is available on the
FRC’s website (www.frc.org.uk). The principles and provisions of
the Code have applied throughout the financial year ended
31 December 2020. It is the Board’s view that the Company
has complied throughout the year with the Code, with the
exception of Provision 38 which relates to pension contribution
rates. The Group’s position in respect of this matter is detailed
on page 131. The ways in which the Code has been applied
can be found on the following pages:
Code section and where to find details.
Section 1: Board leadership and company purpose
Further detail on how the Board promotes the long term
success of the Group is provided in the Strategic Report on
pages 8-19. Relations with shareholders are described on
page 113. For the ways in which the Board engages with its
key stakeholders, see page 13 of our Strategic Report and
our Section 172 statement on page 18, and the Stakeholder
engagement section on pages 112-113 of this report. Our
whistleblowing programme is described on page 122.
Section 2: Division of responsibilities
Pages 100-106 give details of the Board and executive
management and the Board governance structure.
Section 3: Composition, succession and evaluation
The processes we followed to refresh the Board, and the work
of the Nomination Committee, are described on page 115.
Section 4: Audit, risk and internal control
The report of the Audit Committee is found on pages 116-122,
with further detail on the Group’s principal risks to the business
in the Strategic Report on pages 53-57.
Section 5: Remuneration
The Group’s remuneration policy and the report of the
Remuneration Committee are found on pages 123-147.
I was disappointed that we were unable to conduct our AGM in
the usual fashion but was pleased that we were nonetheless able
to use the opportunity of our AGM to engage with shareholders,
and answer more questions than could normally be addressed at a
conventional AGM, through our question registration process.
Committee governance
Starting on page 114, each of the Board committee chairs presents a
report on the activities of their committee during 2020. 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.
I hope you find this report useful and informative. I look forward to
engaging with as many of you as possible at our 2021 AGM (whether
we are able to hold it physically or are required to hold it virtually)
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.
Stuart Chambers
Chairman
Anglo American plc Integrated Annual Report 2020
99
Stuart Chambers engaging with a construction supervisor at the Woodsmith mine
site in December 2020.
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 a key
mechanism for the Board to directly engage with the workforce
from a range of backgrounds and seniority, and also present
opportunities to meet with local stakeholders and understand their
interests and concerns first hand. While the pandemic prevented
us from conducting a full Board physical site visit during the year,
and limited opportunities for non-executive directors’ site visits.
The Board managed to participate in a ‘virtual site visit’ to our
Woodsmith project in the UK, acquired as part of the acquisition of
Sirius Minerals Plc in 2020. The site visits are described on page 110.
Board effectiveness
At least every three years the Board and its committees are
evaluated by an external third party that interviews the directors
and senior management to form an objective opinion on the
performance of the Board and its members. Every board and every
individual can benefit and improve from the receipt of constructive
feedback and this Board and its directors are no exception. In 2018,
we conducted an external effectiveness review of the Board, its
committees and each of the directors. Internal reviews were carried
out in 2019 and again in 2020. The actions we took during 2020 to
address the points raised in the 2019 internal review, the processes
used, and the results of the 2020 evaluation are described on page
109. I am pleased to report that the overall conclusion was that the
Board and committees continue to function well. Of course, there is
always room for improvement and each committee and the Board
itself are developing action plans to ensure that we address the
points raised by the evaluations. Our 2021 effectiveness review will
be externally facilitated, and the results reported on in our 2021
Integrated Annual Report.
The Board and Covid-19
Like many bodies, the Board had to adapt its practices in order to
function effectively through the pandemic. I am pleased with how
the Board rose to the challenge to continue to operate effectively
notwithstanding the many challenges presented by the pandemic.
Beginning in March 2020, we conducted all of our meetings virtually
and were regularly updated by management in between formal
Board meetings on the Group’s response to the pandemic. We have
also managed to ensure new directors’ onboarding programmes
have continued as planned, albeit in a virtual environment, and
the virtual format of meetings has afforded the Board greater
opportunities to engage with each other, with management and
with employees.
Directors
Stuart Chambers (64)
Chairman
SN
Mark Cutifani (62)
Chief Executive
S
Stephen Pearce (57)
Finance Director
Qualifications: BSc
Appointed: 1 September 2017 and as Chairman
on 1 November 2017
Qualifications: BE (Mining-Hons), FAusIMM,
FREng, CEngFIMMM, DBA (Hon), DoL (Hon)
Appointed: 3 April 2013 as Chief Executive
Qualifications: BBus (Acc), FCA, FGIA FCG,
MAICD
Appointed: 24 April 2017 as Finance Director
Skills and experience
Stuart contributes to Anglo American
significant global executive and boardroom
experience across the industrial, logistics
and consumer sectors.
Skills and experience
Mark contributes to Anglo American over
40 years’ experience of the mining industry
across a wide range of geographies
and commodities.
He 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 (2010-15), Manchester Airport
Group plc (2010-13), Smiths Group plc
(2006-2012) and Associated British Ports
Holdings plc (2002-06). Stuart’s 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,
he gained 10 years of sales and marketing
experience at Mars Corporation, following
10 years at Shell as a chemical engineer.
Current external appointments
Chairman of Travis Perkins plc (until
31 March 2021), and a member of the UK
Takeover Panel.
Mark is chairman of the Group Management
Committee (GMC), a non-executive director
of Anglo American Platinum 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, an independent
charitable foundation.
Skills and experience
Stephen contributes to Anglo American
20 years of public company director
experience and more than 30 years’
experience in the mining, oil and gas, and
utilities industries.
Stephen became a member of the GMC in
January 2017 and joined the Board in April
2017. He is also a non-executive director
of Anglo American Platinum and De Beers.
Before joining Anglo American, Stephen
served as CFO and an executive director
of Fortescue Metals Group from 2010 to
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. Stephen previously served
as a non-executive director of Cedar
Woods Properties Ltd.
Current external appointments
Non-executive director of BAE Systems plc.
Nationality
Australian
Nationality
British
Nationality
Australian
Committee member key
A Audit Committee
N Nomination Committee
R Remuneration Committee
S Sustainability Committee
Chair of Committee
Member of Committee
100
Anglo American plc Integrated Annual Report 2020
Governance
Tony O’Neill (63)
Technical Director
S
Byron Grote (72)
Senior Independent Director
A
N
R
Ian Ashby (63)
Independent Non-executive Director
N R
S
Qualifications: MBA, BASc (Eng), FREng, FIMMM
Appointed: 22 July 2015 as Technical Director
Qualifications: PhD Quantitative Analysis
Appointed: 19 April 2013 and as Senior
Independent Director on 1 January 2019
Qualifications: B Eng (Mining)
Appointed: 25 July 2017
Skills and experience
Tony contributes to Anglo American
40 years’ experience in the mining industry
across numerous geographies, and
commodities spanning iron ore, copper,
nickel and gold.
Skills and experience
Byron has over 35 years of experience
across the natural resources sector. He
contributes to Anglo American broad
business, financial and board experience in
numerous geographies.
Tony joined Anglo American in September
2013 and has responsibility for the Technical
and Sustainability function. He is a member
of the GMC and a non-executive director of
Anglo American Platinum and De Beers.
Tony was previously Executive Vice President
– Business and Technical Development at
AngloGold Ashanti Limited from 2008, where
he served as joint acting CEO during 2013.
Byron is designated by the Board to chair
and engage with Anglo American’s Global
Workforce Advisory Panel, established
in 2019.
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.
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
Nationality
Australian
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.
Nationality
American/British
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.
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 projects roles in the corporate
office. He began his nearly 40-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, and 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
Nationality
Australian
Anglo American plc Integrated Annual Report 2020
101
Directors continued
Marcelo Bastos (58)
Independent Non-executive Director
N S
Hixonia Nyasulu (66)
Independent Non-executive Director
N
R
Nonkululeko Nyembezi (60)
Independent Non-executive Director
A S
Qualifications: MBA, BSc (Hons) Mech Eng
Appointed: 1 April 2019
Qualifications: BA Hons
Appointed: 1 November 2019
Qualifications: MSc, BSc, MBA
Appointed: 1 January 2020
Skills and experience
Marcelo contributes to Anglo American
more than 30 years of operational and
project experience in the mining industry
across numerous commodities and
geographies, particularly in South America.
Marcelo served as chief operating officer
of MMG between 2011 and 2017, responsible
for the group’s copper, zinc, silver, lead and
gold operations, and sales and marketing.
In this role, he also led the planning and
development of the Las Bambas copper
mine in Peru. Prior to MMG, Marcelo served
as president of the BHP Mitsubishi Alliance
joint venture (metallurgical coal), president
of BHP’s Cerro Matoso nickel operation in
Colombia, president of nickel Americas,
and president of Nickel West in Australia.
His early career until 2004 at Vale included
serving as general manager of the Carajás
operations in northern Brazil and he was
ultimately director for the company’s base
metals operations. Marcelo is a former non-
executive director of Oz Minerals Ltd.
Current external appointments
Non-executive director of Aurizon
Holdings Ltd, Golder Associates, and Iluka
Resources Ltd.
Nationality
Brazilian/Australian
Skills and experience
Hixonia contributes to Anglo American
significant global board experience drawn
from the natural resources, financial services
and consumer industries.
Hixonia has previously served as a non-
executive director on the boards of Sasol,
including five years as chairman, Nedbank,
Unilever NV and Unilever PLC. She has
also served as a member of the South
Africa advisory board of J.P. Morgan and
on the board of the Development Bank of
Southern Africa. In 2004, Hixonia founded
Ayavuna Women’s Investments (Pty) Ltd,
a female-controlled investment holding
company. Prior to that, she ran T.H. Nyasulu
& Associates, a strategy, marketing and
research company, after starting her career
at Unilever in South Africa. Hixonia was a
founder member of the Advisory Group
formed by the World Economic Forum to set
up a community of global chairs.
Current external appointments
Senior independent director of Vivo Energy
plc. A member of the board of AGRA, and
chairs the Africa Economic Challenge Fund,
both not-for-profit organisations.
Nationality
South African
Skills and experience
Nonkululeko contributes to Anglo American
great breadth of technical and strategic
insights with a background in engineering
and extensive experience spanning mining,
steel, financial services and technology in
South African and global organisations.
Until June 2020, Nonkululeko was chief
executive of Ichor Coal N.V. She has
previously served as chair of Alexander
Forbes Group and as a non-executive
director on the boards of Old Mutual plc,
Exxaro Resources, Universal Coal plc and
Denel, and as CEO of ArcelorMittal South
Africa. In her earlier career, Nonkululeko
was chief officer of M&A for the Vodacom
group and chief executive officer of
Alliance Capital, the then local subsidiary
of a New York-based global investment
management company.
Current external appointments
Chairman of JSE Limited and Macsteel
Service Centres SA, and a non-executive
director of Standard Bank of South
Africa Limited.
Nationality
South African
Committee member key
A Audit Committee
N Nomination Committee
R Remuneration Committee
S Sustainability Committee
Chair of Committee
Member of Committee
102
Anglo American plc Integrated Annual Report 2020
Governance
Joining the Board in 2021:
Anne Stevens (72)
A N
Independent Non-executive Director
R
Qualifications: BSc, PhD
Appointed: 15 May 2012
Skills and experience
Anne contributes to Anglo American a
wealth of experience and wide-ranging
commercial acumen from a number of
global industries in North, Central and
South America.
Anne was 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
Non-executive director of Aston Martin
Lagonda Holdings plc
Elisabeth Brinton (53)
Joins the Board as an independent
non-executive director on
1 March 2021.
Hilary Maxson (42)
Joins the Board as an independent
non-executive director on
1 June 2021.
Skills and experience
Elisabeth will bring to the Board
experience of developing clean
energy strategies aligned with
climate change reduction, and
a clear commercial focus on the
potential for digital technologies.
Elisabeth is EVP of Global
Renewables & Energy Solutions
at Royal Dutch Shell plc. She
joined Shell in 2018 from AGL
Energy, one of Australia’s largest
energy companies, where she
led its commercial new energies
business and built Australia’s
largest portfolio of renewables
at the time in partnership with
the A$3 billion Powering Australia
Renewables Fund. Prior to that,
Elisabeth spent 15 years in a
number of senior technology roles
in the US, leading the development
of cloud-based customer
solutions and broader digital
transformations for the energy
industry, having begun her career
as a successful entrepreneur.
Skills and experience
Hilary will bring to the Board
experience in business, spanning
finance, the capital markets,
energy and technology, gained
across her executive career in the
US, Europe, Africa and Asia.
Hilary is CFO of Schneider Electric
and a member of its executive
committee, based in Paris. She
previously served as CFO of their
largest business unit, Energy
Management, having joined the
company in 2017 as CFO of the
Building and IT business, situated
in Hong Kong. Prior to joining
Schneider Electric, Hilary spent
12 years with AES in a variety
of finance, M&A and business
development roles, based across
the US, Cameroon and the
Philippines, ultimately as CFO for
Asia. Hilary began her career at
Bank of America and Citigroup, in
New York.
Nationality
American
Nationality
American
Nationality
American
In addition, the following directors served during the year:
Dr Mphu Ramatlapeng stepped down from the Board as a
non-executive director on 5 May 2020. Dr Ramatlapeng is a
highly experienced leader who contributed to Anglo American a
broad range of global health expertise at board level across both
the public and private sectors.
Jim Rutherford stepped down from the Board as a non-executive
director on 31 December 2020. Jim brought to the Board over
25 years’ experience in investment management and investment
banking and a deep understanding of the mining industry. His
extensive international experience contributed considerable
financial insight from the perspective of the capital markets.
Anglo American plc Integrated Annual Report 2020
103
Executive management
Group Management Committee members
Mark Cutifani
Chief Executive
Member since
April 2013
Stephen Pearce
Finance Director
Member since
January 2017
Tony O’Neill
Technical Director
Member since
September 2013
For full biographical details of the executive directors:
See pages 100-101
Didier Charreton (57)
Group Director – People and Organisation
Bruce Cleaver (55)
CEO of De Beers Group
Qualifications: MSc
Member since: December 2015
Qualifications: BSc, LLB, LLM
Member since: January 2016
Skills and experience
Didier joined Anglo American in December
2015. He has held a number of senior HR roles
across his 30-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
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, Africa’s largest law firm,
specialising in commercial matters.
Nolitha Fakude (56)
Group Director – South Africa
Qualifications: BA (Hons)
Member since: September 2019
Skills and experience
Nolitha was appointed Group Director –
South Africa in September 2019, and chairs
Anglo American’s South African management
board. From April 2017 to August 2019 she
served as a non-executive director on the
Board of Anglo American plc.
A former executive director and executive
vice president of strategy and sustainability
at Sasol Limited until 2016, Nolitha has held
various other senior executive positions in retail
and financial services.
Nolitha is a non-executive director of
JSE Limited and vice president of the Minerals
Council of South Africa. She has served on
boards as a non-executive director in the
mining, manufacturing and retail sectors.
Ruben Fernandes (55)
CEO of Base Metals
Qualifications: MBA, MSc
(Metallurgical Engineering)
Member since: March 2019
Skills and experience
Ruben was appointed CEO of Base Metals
in March 2019. He previously served as CEO
of Anglo American Brazil. Prior to joining the
Group in 2012, Ruben was head of mining at
Votorantim Metals in Brazil, responsible for
projects and exploration activities around
the world, as well as operations in Peru and
Colombia. Between 2009 and 2011, he was
COO at Vale Fertilizers, responsible for the
fertiliser operations, sales and marketing.
Ruben was also CEO of Kaolin Companies –
Pará Pigments and Cadam – two subsidiaries
of Vale, between 2007 and 2009, and held
various analysis, marketing and project roles
in Vale’s Base Metals business which he joined
in 1999. Between 1988 and 1998, he held several
leadership roles in the special alloys industry.
Seamus French (58)
CEO of Bulk Commodities and Other Minerals
Qualifications: 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.
104
Anglo American plc Integrated Annual Report 2020
Governance Anik Michaud (53)
Group Director – Corporate Relations
Themba Mkhwanazi (51)
CEO of Kumba Iron Ore
Qualifications: LL.L (Law)
Member since: March 2015
Qualifications: B Eng (Chemical) Hons
Member since: August 2019
Skills and experience
Anik has served as Group Director – Corporate
Relations since June 2015. Her remit includes
corporate communication (including brand
and employee engagement), international
and government relations, social performance
and engagement, sustainability integration to
drive delivery of the Group’s Sustainable Mining
Plan, 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.
Skills and experience
Themba has served as CEO of Kumba Iron
Ore since September 2016. Prior to that, he
was CEO for Anglo American’s Thermal Coal
business in South Africa, having joined the
Group in 2014. He has extensive experience
in the resources industry, including 18 years in
his native South Africa, as well as in the USA
and Australia.
Before joining Kumba, Themba was managing
director for Huntsman Tioxide in South Africa
until 2007 when he was appointed COO
of Richards Bay Minerals, a joint venture
between Rio Tinto and BHP Billiton. In 2011, he
was seconded to Rio Tinto’s Australian coal
business, before taking up the role of regional
general manager for the Americas in 2012.
Richard Price (57)
Group General Counsel and Company
Secretary
Qualifications: LL.B, BA (Hons)
Member since: May 2017
Skills and experience
Richard joined Anglo American as Group
General Counsel in May 2017 and was
appointed as Company Secretary in March
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,
Richard acted for clients across the metals,
mining, energy and financial services sectors,
among others, assisting them with complex
financing, corporate and compliance matters.
Natascha Viljoen (50)
CEO of Anglo American Platinum
Qualifications: B Eng (Extractive Metallurgy), MBA
Member since: April 2020
Skills and experience
Natascha was appointed CEO of
Anglo American Platinum in April 2020. Prior to
that, she was Anglo American’s Group Head of
Processing, having joined the Group in 2014.
Before joining Anglo American, Natascha spent
six years at Lonmin, where she served on the
executive committee as EVP of Processing, also
with responsibility for several wider corporate
functions including sustainability. Prior to
that, Natascha worked for BHP’s coal and
chrome businesses in South Africa (including
as general manager of BHP’s Klipspruit
Colliery), the Modikwa joint operation between
Anglo American Platinum and African Rainbow
Minerals, and AngloGold. Natascha began her
career in 1991 at Iscor as a trainee engineer.
Duncan Wanblad (54)
Group Director – Strategy and Business
Development
Qualifications: BSc (Eng) Mech, GDE
(Eng Management)
Member since: October 2009
Skills and experience
Duncan led our Base Metals business as CEO
from 2013 to 2019, and took on the Strategy
and Business Development portfolio as Group
Director in 2016. He is a non-executive director
of De Beers and Kumba Iron Ore, and chairs
the Anglo American Foundation.
Between 2009 and 2013, Duncan held the
position of Group Director – Other Mining and
Industrial. He was appointed joint interim CEO
of Anglo American Platinum in 2007 (having
served on the board since 2004), 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.
Peter Whitcutt (55)
CEO of Marketing
Qualifications: Bcom (Hons), CA (SA), MBA
Member since: October 2009
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 August 2008
and from 2013 to 2015, he served as Group
Director – Strategy, Business Development
and Marketing.
Chris Griffith served as a member of the
GMC during the year, before stepping
down on 16 April 2020.
Anglo American plc Integrated Annual Report 2020
105
Board roles and responsibilities
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
114-123.
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 104-105.
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 on the
Group’s website.
Board composition
The Board currently comprises 10 directors: the chairman, chief
executive, two further executive directors (our finance director
and technical director) and six independent non-executive
directors. In December 2020 and February 2021, we announced
Senior Independent Director (SID)
Byron Grote serves as the Board’s SID.
He acts as a sounding board for the
chairman and as an intermediary
between the other directors. The SID leads
the annual review of the chairman’s
performance and is available to
shareholders on matters where the
usual channels of communication
are deemed inappropriate.
Byron currently chairs the Anglo American
Global Workforce Advisory Panel.
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.
Independent Non-executive Directors (NEDs)
The role of the NEDs is to support,
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 the Group’s strategy.
Finance Director
Chief Executive
Technical Director
Stephen Pearce leads the finance
function and supports the chief executive
in formulating and implementing strategy
in relation to the financial and operational
performance of the Group.
Mark Cutifani manages the Group. His main
responsibilities include: executive leadership;
formulation and implementation of the Group’s
strategy as agreed by the Board; approval and
monitoring of business plans; organisational
structure and senior appointments; business
development; and stakeholder relations.
Tony O’Neill leads the Technical and
Sustainability function and supports the
chief executive in developing and
implementing strategy in relation to
mining and technology, business
performance, safety, health
and environment.
Audit Committee
Oversight of financial
reporting, audit, internal control
and risk management.
For more information;
See pages 116-122
Nomination Committee
Responsible for Board
composition, appointment
of directors and senior
management and
succession planning.
For more information;
See page 115
Remuneration Committee
Determines the remuneration
of executive directors, the
chairman and senior
management and oversees
remuneration policy for
all employees.
For more information;
See pages 123-147
Sustainability Committee
Oversees management of
sustainability issues, including
safety, health, environment,
and social performance.
For more information;
See page 114
Chief Executive
Corporate Committee
Reviews corporate and ethical policies and
processes, and financial performance and
budgets at business unit level.
Group Management Committee
Principal executive committee. Responsible for
formulating strategy, setting targets/budgets and
managing the Group’s portfolio.
Operational Committee
Responsible for driving operational best
practices across the Group and the setting
of technical standards.
Investment Committee
Responsible for making recommendations on
capital investment proposals.
Marketing Risk Committee
Responsible for evaluating, monitoring, directing and
controlling the management of risk associated with
the sales and marketing activities of the Group.
Innovation Committee
Responsible for the governance of
technology innovation projects.
106
Anglo American plc Integrated Annual Report 2020
Governance the appointment of two additional independent non-executive
directors who will join the Board in 2021. The roles of our directors are
summarised opposite.
The broad range of skills and experience our Board members
contribute to the long term sustainable success of the Group are set
out on pages 100-103 and illustrated below. 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 leadership of the Board (the responsibility of
the chairman) and the executive responsibility for leadership of the
Company’s business (the responsibility of the chief executive).
Independence of the non-executive directors
At the date of this report, just under two-thirds of the Board are
independent non-executive directors. The Board determines all
of the non-executive directors (other than the chairman) to be
independent of management and free from any business or other
relationship which could materially interfere with their ability to
exercise independent judgement. The UK Corporate Governance
Code (the Code) does not consider a chairman to be independent
due to the unique position the role holds in corporate governance.
Stuart Chambers met the independence criteria contained in the
Code when he was appointed as the Group’s chairman in 2017.
In May 2021, Anne Stevens will have served on the Board for nine
years. As a result, the assessment of her independence has been
subjected to heightened scrutiny. The Board remains satisfied
that Mrs Stevens displays independence of thought, mindset and
judgement in her role as a non-executive director. Her continuity
of service and commitment provide an in-depth knowledge and
understanding of the Group that is valuable to the Board, Audit,
Nomination and Remuneration committees. The Board strongly
believes that Mrs Stevens continues to demonstrate excellent
stewardship as chair of the Remuneration Committee and will
provide continuity and stability as the Board’s composition
transitions through its progressive refreshment, as well as steering
the Committee through the ongoing challenges stemming from the
impact of Covid-19 on remuneration. In considering the directors
standing for annual re-election at the Company’s AGM, the Board
will continue to be rigorous in scrutinising Mrs Stevens’ position
ahead of our 2022 AGM.
The chairman and the non-executive directors regularly meet
without the executive directors present. The senior independent
director engages with the non-executive directors, without the
chairman present, to appraise the chairman’s performance. In 2021,
due to travel restrictions as a result of the Covid-19 pandemic,
Dr Grote engaged with the non-executive directors using
remote technology.
Time commitment and external appointments
The Board, through the Nomination Committee, considers annually
the time commitment expected from each of the non-executive
directors to meet the expectations of their role.
The Board acknowledges that non-executive directors have
business interests other than those of the Company. Prior to their
appointment to the Board, non-executive directors are required
to declare any directorships, appointments and other business
interests to the Company in writing. Non-executive directors are
required to seek the approval of the chairman, chief executive and
Group general counsel and company secretary, on behalf of the
Board, before accepting additional significant commitments that
might affect the time they are able to devote to their role. New
appointments are then reported to the full Board.
Currently, several of the non-executive directors hold more than
two external appointments (although some of these are not-for-
profit organisations). The Board has considered these external
commitments, taking into account the time commitment required
for each role, and is satisfied they do not impact upon the individual
Board members’ ability to discharge their responsibilities fully
Board experience and diversity
The broad range of skills and experience and the diversity of
our Board as at the date of this report are illustrated below.
Targets of the Hampton-Alexander and Parker Reports
The Board is committed to ensuring that it has the right
balance of skills, experience and diversity. At the beginning of
2020, 33% of the Board were female and three were directors
of colour. During 2020, however, the female board target
recommended by the Hampton-Alexander Report was not
maintained due to fluctuations in the size and composition
of the Board as tenures expired. Following Dr Ramatlapeng’s
retirement in May 2020, the Board reduced in size and female
members represented 27%. At the date of this report, three
(30%) of the 10 directors are female and two (20%) are people
of colour. Five different nationalities are represented, bringing
experience from all of Anglo American’s major markets. In
March 2021, following the appointment of Elisabeth Brinton,
Professional experience
Percentage of Board members
Anglo American will be compliant with the Hampton-Alexander
Mining
70%
board target, with 36% of the Board being female, increasing to
42% by June 2021 with the appointment of Hilary Maxson.
Engineering
70%
Large project management
Professional experience
Construction in extractive
Mining
industries
100%
Percentage of Board members
60%
70%
Engineering
Finance
Large project management
Marketing (downstream)
or commodity trading
Construction in extractive
industries
Safety, health, environment
Finance
Digital technology
Marketing (downstream)
External quoted
or commodity trading
boardroom experience
Safety, health, environment
Previous chief executive
Digital technology
External quoted
boardroom experience
Previous chief executive
70%
70%
100%
80%
60%
100%
70%
30%
80%
90%
100%
60%
30%
90%
60%
Regional experience(1)
Percentage of Board members
North America
South America
90%
60%
China
Regional experience(1)
Australia
North America
Southern Africa
South America
India
China
(1) In the regions in which the Group operates or has major markets in.
Australia
Gender diversity
Southern Africa
60%
Percentage of Board members
50%
90%
40%
60%
20%
60%
Board nationalities
India
30%
1
4
Australian
50%
40%
20%
(1) In the regions in which the Group operates or has major markets in.
1
South African
Male
Female
1
1
70%
2
American
British
American/
British
Brazilian/
Australian
Gender diversity
and effectively. As evidenced in the table on page 108, in 2020 all
directors attended 100% of the Board and committee meetings they
were eligible to do so.
30%
Gender diversity
Executive directors are required to seek approval from the
Board, following consideration by the Nomination Committee,
before accepting an external directorship. The Board would not
approve executive directors holding more than one non-executive
directorship in a FTSE 100 company (or other equivalent publicly
quoted company), nor the chairmanship of any such company.
Female
Female
Male
Male
30%
70%
Anglo American plc Integrated Annual Report 2020
107
Board nationalities
70%
Board nationalities
1
1
1
1
1
1
1
1
2
2
Australian
South African
American
British
Australian
American/British
Brazilian/
South African
Australian
American
British
American/British
Brazilian/
Australian
4
4
Board operations
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 employees, 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. In 2020, all directors attended 100% of the meetings they
were eligible to attend, as evidenced in the table below.
All non-executive directors are provided with access to papers for
each of the Board’s committees, including those who do not serve
as members of those committees. Non-executive directors regularly
attend meetings of the Board’s committees they do not serve on, at
the invitation of the respective committee chair.
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 to provide newly appointed directors with information
about the Group’s business, culture and values, 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
– Following their appointments as independent non-executive
directors in November 2019 and January 2020 respectively,
Hixonia Nyasulu and Nonkululeko Nyembezi undertook tailored
and comprehensive onboarding programmes.
– Despite global travel restrictions as a result of Covid-19,
Ms Nyembezi’s induction has been extensive and almost
entirely conducted using videoconferencing. She has attended
over 20 meetings with management on a variety of topics
related to her Board, Audit Committee and Sustainability
Committee appointments.
– In early March 2020, the chairman, chairman of the Sustainability
Committee and two further non-executive directors visited the
Quellaveco project in Peru and Copper operations in Chile.
– In September 2020, Board members participated in a ‘virtual site
visit’, which provided them with a detailed overview of the Group’s
newly acquired Crop Nutrients business.
– In September and November 2020, the Board attended
in-depth sessions on resource development plans for the Group’s
key assets.
– In October 2020, Nonkululeko Nyembezi joined an Anglo American
Platinum board site visit to Platinum Group Metals’ processing
operations in South Africa.
– In December 2020, the chairman and senior independent director
attended a site visit to the Woodsmith project in the UK.
More information on non-executive directors’ site visits to Group
operations can be found in the Board activity section on page 110.
Board and committee meetings 2020 – 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 attend. As demonstrated below, all directors attended 100% of the meetings
they were eligible to do so. Physical Board and committee meetings were held in February 2020; all other meetings were held using virtual
technology due to travel restrictions as a result of the Covid-19 pandemic.
Independent
Board(4)
Board Strategy
Sustainability
Nomination(5)
Audit
Remuneration(6)
Stuart Chambers
n/a
Mark Cutifani
Stephen Pearce
Tony O’Neill
Ian Ashby
Marcelo Bastos
Byron Grote
Hixonia Nyasulu
Nonkululeko Nyembezi(1)
Mphu Ramatlapeng(2)
Jim Rutherford(3)
Anne Stevens
No
No
No
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
9/9
9/9
9/9
9/9
9/9
9/9
9/9
9/9
9/9
4/4
9/9
9/9
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
–
–
3/3
1/1
4/4
–
3/3
–
–
–
3/3
–
3/3
3/3
–
–
–
3/3
–
–
–
–
–
–
4/4
–
4/4
–
4/4
4/4
–
–
–
–
4/4
–
4/4
–
–
–
4/4
4/4
(1) Appointed as a member of the Sustainability Committee on 6 May 2020.
(2) Stepped down from the Board on 5 May 2020.
(3) Stepped down from the Board on 31 December 2020.
(4) The number of Board meetings included six scheduled meetings, and three special-purpose meetings to consider the acquisition of Sirius Minerals Plc and the Group’s strategic
response to the Covid-19 pandemic.
(5) All the independent non-executive directors attended Nomination Committee meetings held in August and December at the invitation of the chairman, at which the topic of discussion
was executive management succession planning. Attendance is not reflected in the table above.
(6) The number of Remuneration Committee meetings included three scheduled meetings, and one special-purpose meeting to consider the impact of the Covid-19 pandemic on
executive remuneration.
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Anglo American plc Integrated Annual Report 2020
Governance Board, Committee and individual director effectiveness
in 2020
Each year, the Board undertakes a rigorous review of its own
effectiveness and performance and that of its committees and
individual directors. At least every three years, the review is
externally facilitated. The last externally facilitated effectiveness
review of the Board was undertaken in 2018, the results of which
were reported in the 2018 Integrated Annual Report.
In 2019, the Board conducted an internal evaluation and identified
five effectiveness priority areas for 2020, which were reported on in
the 2019 Integrated Annual Report. An action plan to address these
areas was developed in 2020 and progress measured throughout
the year, as illustrated in the table below.
The Board succeeded in implementing the action plan in full in
2020, with the exception that, due to travel restrictions as a result
of the Covid-19 pandemic, limited opportunities were available for
in-person engagement with future leaders in the Group’s talent
pipeline and this area will be prioritised during 2021.
Again in 2020, the directors completed online, questionnaire-based
internal effectiveness reviews. To allow the Board and its committees
to judge progress over the past two years, the review explored
similar areas to the 2019 internal evaluation. The 2020 review
reaffirmed that the Board believes that it continues to be highly
effective, collegiate and well-functioning. Importantly, the review
found that the Board continues to be clearer and more aligned
on strategy at the end of 2020 than at the beginning of the year
and that the greater emphasis on strategic discussions was highly
valuable and effective.
The review of the chairman’s performance was led by the senior
independent director. The chairman was not present during the
discussions with both executive and non-executive directors as
it related to him. All directors commended the chairman on his
continued strong leadership of the Board, noting that he fosters a
supportive culture that facilitates the contribution of each director.
In addition, the chairman received a report evaluating the individual
directors' performance. To complement the internal review process,
the chairman held one-to-one meetings with each of the directors.
The Board’s effectiveness review in 2021 will be externally facilitated,
the results of which will be reported on in the 2021 Integrated
Annual Report.
Committee effectiveness
The committee evaluations looked at ways in which they could
improve their overall effectiveness, their performance and areas
they needed to address in 2021. All committees were believed to be
performing well and were appropriately constituted.
Following the 2019 evaluation, the Board identified the effectiveness priority areas below for 2020:
Areas identified for action
Actions taken in 2020
Topic
Strategy
Long term
trends and
disruptions
Continue to devote even more of the Board’s time to
focus on strategic issues throughout the year. Fewer
routine matters for discussion at Board meetings.
Greater focus on climate change issues, our carbon
footprint, and the circular economy.
Technology
and innovation
More time should be dedicated to the Group’s
approach to technology and innovation.
A dedicated strategic session held at every Board meeting throughout
the year, in addition to the annual Board Strategy meeting held over
two days. Board agendas were recalibrated, allowing more time for
discussion, and fewer presentation slides presented at meetings.
Climate change issues were considered by the Sustainability
Committee and at the Board Strategy meeting, including the long term
impacts of Covid-19 on the Group’s strategy.
Greater time allocated to technology and innovation topics during
Board meetings. Additional in-depth briefing sessions were scheduled
on resource development plans for the Group’s key assets, and the
technology roadmap underpinning their pathways to value.
People
More frequent discussion on senior management
succession, and increase visibility and oversight of
the management and development of talent in the
organisation. Increase the Board’s exposure to future
leaders in the Group’s talent pipeline.
A dedicated Board succession/talent agenda was created, setting out
succession priorities. The Board considered executive succession plans,
and the Nomination Committee reviewed succession plans for the GMC.
The Board considered talent strategy and explored opportunities for
greater engagement with future leaders in the Group’s talent pipeline.
Board
deliberations
Continue to reduce the length of Board papers and
allow more time for discussion rather than presentation.
The conciseness of Board materials continued to be enhanced through
rigorous governance processes.
Building on the priority areas identified and the actions taken during 2020, and taking account of the results of the 2020 review, the Board
has identified the following effectiveness priorities for 2021:
Topic
Strategy
Areas identified for action
After significant progress made over the last two years on increasing the Board’s time focusing on strategic issues, direct
the Board’s time towards the oversight of execution and making strategic choices rather than further significant strategic
re-invention.
Long term
trends
The Board should direct its climate change focus to the workstreams which underpin our carbon neutrality targets and devote
more time to circular economy trends and the consequences for the Group’s strategy.
Technology
and innovation
Following the in-depth briefing sessions on resource development plans for the Group’s key assets, and the technology roadmap
underpinning their pathways to value, direct the Board’s focus to the plans for the deployment of these technologies across the
Group’s global footprint.
People
Director
development
Maintain the Board’s enhanced visibility and oversight in the areas of safety, talent and senior management succession, with a
sustained focus on the elimination of fatalities. Re-invigorate the exposure of the Board to future leaders in the Group’s talent
pipeline, once physical meetings resume.
Build on the success of the in-depth briefing sessions scheduled in 2020 to further the ongoing development of Board directors.
An action plan is being developed to address these areas in 2021 and will be reported on in the 2021 Integrated Annual Report.
Anglo American plc Integrated Annual Report 2020
109
Board activity
The Board is responsible for the overall conduct of the
Group’s business, its strategic direction and its culture,
ensuring these are aligned to our Purpose and Values. The
chairman is responsible for setting the agenda. The rolling
agenda of matters discussed by the Board is described and
explained on the page opposite. The Board is scheduled to
meet at least six times a year but meets more often when
circumstances warrant this. In addition, the Board dedicates
a full meeting to the discussion of the Group’s strategy,
addressing short, medium and long term issues. Annually,
each of the Group’s business unit heads presents to the
Board in some depth on key aspects of their business. In
2020, the Board met on nine occasions.
In between meetings, the Board receives regular updates from the
chief executive on operational and business performance. In 2020,
the Board received frequent updates from the chief executive
on the Group’s response to Covid-19 and the strategies in place
to minimise the impact of the pandemic on the Group’s people
and business.
The agenda of matters discussed by the Board in 2020 is described
and explained on the facing page.
Board and non-executive directors’ visits to Group
operations in 2020
Undertaking regular site visits allows the directors to gain a better
understanding of the Group’s operations and culture, and affords
Board members the opportunity to meet and engage with a diverse
cross-section of employees.
During 2020, as a result of Covid-19-related restrictions on
movement, limited opportunities were available for physical Board
visits to Group operations. We anticipate that in-person Board site
visits will resume when travel restrictions are eased, ensuring that
the safety and well-being of our Board and employees are always
prioritised. The non-executive directors’ visits to Group operations
that did go ahead during 2020 are described below.
– Prior to Covid-19 travel restrictions being introduced, in early
March 2020, the chairman, chairman of the Sustainability
Committee and non-executive directors Marcelo Bastos and
Anne Stevens spent four days at the Group’s operations in Peru
and Chile, accompanied by the CEO of Base Metals, Ruben
Fernandes. They visited the Quellaveco copper project, the
Algarrobal olive plantation social project and the Hogar Belen
orphanage in Peru, spending time with the Quellaveco leadership
team. They visited the Collahuasi mine, Las Tórtolas plant and
El Soldado copper mine in Chile.
– In October 2020, Nonkululeko Nyembezi, who resides in South
Africa, joined newly appointed Anglo American Platinum
non-executive directors on a visit to Platinum Group Metals’
processing operations in South Africa. The directors visited the
Waterval Smelter, the Anglo Converter Plant and the Precious
Metals Refinery.
– In December 2020, the chairman and senior independent director
visited the Group’s newly acquired Woodsmith project in the UK.
For the site visits described above, all required safety protocols were
observed and adhered to. Where relevant, additional Covid-19
safety protocols and social distancing measures were in place.
Stuart Chambers (second from right), Ian Ashby (left background), Anne Stevens
(front middle) with CEO Anglo American Peru, Tom McCulley (middle background) at
a visit to the Algarrobal olive plantation social project in Peru in early March 2020.
Virtual site visit: Crop Nutrients business
The Board usually meets at least once a year at one of the Group’s
operations. As a result of the global pandemic, in 2020 the Board’s
site visit was organised as a ‘virtual site visit’ to the Crop Nutrients
Woodsmith project. The Group acquired the Woodsmith project,
a deep mine and associated transport, processing and shipping
infrastructure development under construction in north east
England, in March 2020.
The virtual site visit incorporated digital pre-reading materials, a
newly filmed site visit video, links to videos, including an online visitor
safety induction, and detailed presentations from the Crop Nutrients
leadership team using videoconferencing. The site visit video took
Board members on a tour of the facilities, allowed directors to meet
some of the team, and gave insights into the wider community
issues and work of the business.
The comprehensive overview afforded the Board a better
understanding of the Crop Nutrients business, the Woodsmith
project, its people, local communities, sustainability performance
and its high grade polyhalite resource.
“A virtual site visit can never replace meeting our
leaders and employees in person at Group operations,
but in these unprecedented times, the Board had a
great opportunity to discover more about our Crop
Nutrients business and its people, and to engage with
its leadership team.”
Marcelo Bastos
Independent Non-executive Director
110
Anglo American plc Integrated Annual Report 2020
In March 2020, Marcelo Bastos stands at the place where the final stockpile dome
will be constructed at the Quellaveco copper project.
Governance
Topic and link to pillars of value
Activities
Safety and health
Fatal incidents, Total Recordable
Case Frequency Rate, health and
medical incidents
Further reading
Pages 44-49
Environment
Environmental incidents, energy
and climate change, water
availability and rehabilitation
Further reading
Pages 30-38
Socio-political
Social incidents and performance,
government, media, investor and
stakeholder relations
Further reading
Pages 13-15
People
Inclusion and diversity, talent
and performance management,
employee engagement
Further reading
Pages 43-49
Safety is the most critical area of focus for the Board. The causes of fatal
incidents and those causing injury were examined in detail by the Sustainability
Committee and the findings discussed by the Board.
Management performance in reducing such incidents, through the Group’s
Elimination of Fatalities programme, was monitored.
The Board discussed actions and initiatives to enhance the safety and risk
management of the Group’s tailings and water-retaining dams. The strategies
in place to minimise the impact of Covid-19 on the workforce and operations
were considered. The Sustainability Committee considered the Group’s WeCare
strategic health response, designed to protect the health and well-being of the
workforce and host communities. The Board continued to monitor the operational
and technical innovation initiatives that have the potential to positively impact
the Group’s safety performance.
Outcomes/decisions
Endorsed the Group’s Covid-19 response and
WeCare support programme.
Board and GMC members collectively agreed
to donate 30% of their fees or salaries for three
months to Covid-19-related charities.
The Board reviewed material environmental incidents and steps taken by
management to reduce energy and natural resource consumption. The Board
also reviewed the development and use of new technologies that aim to reduce
the impact of the Group’s operations on the environment. Climate-related
activities underway across the Group and energy-efficiency targets were
considered during the year by the Board and the Sustainability Committee.
Approved a 10-year charter contract for low
emission capesize+ vessels to join our global
shipping operations.
The Sustainability Committee approved revised
Sustainable Mining Plan targets.
The Board receives updates on key geo-political developments in the Group’s
operating jurisdictions, significant social incidents, and a briefing from the Group
head of investor relations, at each meeting. The chief executive and business unit
leaders updated the Board on engagement with the governments of the Group’s
host countries and on local community dialogue. The Board was updated by the
executive directors on feedback following the Group’s Sustainability Performance
update in October 2020: investors, analysts, ratings agencies, NGOs, faith groups
and media were all represented. Feedback from external stakeholders such as
customers, suppliers, global influencers and governments on their expectations of
the Group were discussed.
People are a pillar of the Group’s strategy and the Board is focused on creating
an inclusive and diverse culture. Succession plans for executive management
were reviewed, and the Board discussed the Group’s talent management and
leadership development strategy and diversity. The Board received feedback
on discussions and outcomes of two Global Workforce Advisory Panel meetings
chaired by the senior independent director. The Board was updated on Group
wide plans to address the results of the global employee engagement survey,
which was undertaken in 2019, aligned to our Purpose and Values.
Provided input into the topics of discussion for the
Global Workforce Advisory Panel.
Operations
Operational performance by each
business unit and progress of key
projects
Further reading
Pages 66-94
The Board received detailed updates on the operational performance, strategy,
safety and sustainability performance, people, technological innovation and key
risks of its business units. Updates on progress of the Group’s Quellaveco, Venetia
Underground, and Woodsmith projects were received. The Board held dedicated
meetings to consider the impact of the Covid-19 pandemic on its operations. A
detailed overview of the Crop Nutrients business was considered by the Board.
Financial
Key financial measures, liquidity
and balance sheet strength, cost
improvements, dividend
Further reading
Pages 50-65
The Board monitored and discussed progress against the annual budget and
five-year plan. Liquidity strategy and balance sheet strength were reviewed.
Scenario analysis to test the resilience of the balance sheet following the
Covid-19 outbreak was discussed. A revised tax strategy and control framework
was considered by the Board and Audit Committee. The Board considered the
Group’s dividend policy (particularly in the context of Covid-19), and completion of
the $1 billion share buyback programme, approved by the Board in 2019.
Approved Kumba Iron Ore’s Kapstevel
South project at its Kolomela mine in South
Africa, maintaining production levels until
2032 and making a positive contribution to
surrounding communities.
Approved material supply contracts throughout
the year.
Provided a mandate to enable the issuance of
$3.0 billion of bonds in 2020.
Approved a revised Group tax strategy.
Recommended the 2019 final dividend (approved
at the 2020 AGM) and approved the 2020
interim dividend.
Approved the 2021 budget.
Economic outlook and
commodity price
Macro-economic environment and
commodity price outlook
The Board received briefings from internal teams on trends in relevant areas and
likely scenarios for global economic growth. The impact of Covid-19 on the supply
and demand for commodities was discussed. The Board received regular updates
on commodity markets from Marketing leadership.
Further reading
Pages 60-61
Strategy
Portfolio outlook, progress on
critical tasks and long term
strategic pathways
Further reading
Pages 8-48
Board governance
Reports from committees,
legislative and regulatory
compliance, succession planning
Further reading
Pages 114-147
The Board considered strategic issues at every meeting in 2020, and, in addition,
held a two-day dedicated strategy meeting. Perspectives on the likely pathways
through the Covid-19 crisis were discussed, and the long term impact of Covid-19
on ESG trends. The Board discussed progress towards the ongoing transformation
strategy in relation to Portfolio, Innovation and People within the context of
long term strategic levers, including: key competitive trends and disruptors;
megatrends; technology, innovation and digital capability; climate change and
decarbonisation; the circular economy, and exploration activities. The Board
received briefings on the resource development plans for the Group’s key assets.
Each of the committee chairs reported on their respective meetings. Reports were
received on the Group’s compliance with relevant legislation and regulation and
any actions needed to respond to recent developments. External advisers briefed
the Board on regulatory and statutory obligations in respect of the acquisition
of Sirius Minerals Plc. The Board received updates on material litigation across
the Group. The Audit Committee chairman provided an update on material
whistleblowing reports. An internal review of the performance of the Board and
that of its committees was undertaken to ensure their continued effectiveness.
The Board and Nomination Committee reviewed the Board’s composition,
diversity and succession plans for non-executive and executive directors.
Approved the acquisition of Sirius Minerals Plc
(now our Crop Nutrients business).
Supported plans to work towards an exit of the
Group’s South African Thermal Coal operations.
Agreed Board effectiveness priorities for 2020.
Approved the appointment of Natascha Viljoen as
a member of the GMC, and Nonkululeko Nyembezi
as a member of the Sustainability Committee.
Approved Anglo American’s Modern Slavery
Act statement.
Endorsed a revised Code of Conduct.
Approved the appointments of Elisabeth Brinton
and Hilary Maxson as non-executive directors with
effect from March and June 2021, respectively.
Anglo American plc Integrated Annual Report 2020
111
Stakeholder engagement
The Board is committed to ensuring collaboration and
partnering with a broad range of stakeholders, both directly
and indirectly through reports from senior management.
Stakeholder considerations form part of discussions at Board
meetings and the decisions we make take into account
potential impacts on our stakeholders, as described in the
Section 172 statement on page 18 of the Strategic Report.
How the Board interacts directly with some of its key
stakeholders is illustrated below. For further information on
reflecting stakeholder views in the Board’s decision-making,
please see pages 12-13.
Global Workforce Advisory Panel
Anglo American’s Global Workforce Advisory Panel (the Panel)
was established in 2019, following changes to the UK Corporate
Governance Code that recommended company boards establish
a way to hear directly from employees. The intention is to give
employees more of a 'voice’ in the boardroom so their views can
be better understood and considered when decisions are being
made about the future of the business. The Panel affords greater
opportunities for the Board to understand how the Group’s culture,
Purpose and Values are embedded into the organisation.
Composition of the Panel
The Panel is made up of 12 employee representatives, drawn from
each country where the Group has a significant presence, and is
chaired by our Board’s senior independent director, Byron Grote.
Panel members are nominated using agreed criteria set out in
its terms of reference and selected to ensure representatives,
throughout the organisation, are appropriately balanced across the
areas of gender, ethnicity, age and seniority. New Panel members
undertake a training and development programme to ensure a
clear understanding of their role and to support them in being
effective employee representatives. The Panel is supported by the
Group’s company secretarial and employee engagement teams.
The Panel in 2020
Panel members meet at least twice a year with Byron Grote, who
feeds key themes back to the Board. In 2020, the Panel managed to
overcome Covid-19 challenges to meet virtually on two occasions, in
March and October.
The Panel was due to meet in person, in Johannesburg, in March
2020. The meeting was swiftly reconfigured and the Panel met
virtually over two sessions, to accommodate members in different
global time zones.
Topics on the agenda included the findings of the Group’s
2019 global employee engagement survey, ‘Have Your Say’,
Anglo American’s Values refresh and the launch of De Beers’ new
Purpose and Ambition.
At the second meeting of the year, which took place in October, the
topic of conversation was the global Covid-19 pandemic and how
Group colleagues were experiencing Anglo American’s response
to it.
The Panel is scheduled to meet twice in 2021.
Ntokozo Khanyile
Ntokozo is SHE manager at
Kumba Iron Ore’s Kolomela mine,
and has been a Panel member
since its inception.
“Covid-19 did have an impact on how we worked as a Panel –
serious or emotional topics aren’t so easy to discuss in a virtual
call. But virtual is now the new normal and I do feel we were
able to represent our colleagues well, despite the challenges.
“A year into our roles as Panel members, I think we are all very
clear about our mandate to act as the voice of employees in
the boardroom. And we were all able to feed back the same
sentiments in relation to the way the Group’s leadership team
demonstrated our Value of Care and Respect throughout the
pandemic. They acted swiftly, were proactive in their decision-
making, and turned things round in very short timescales.”
Byron Grote
Byron is the Board’s senior
independent director and in 2019
was designated by the Board to
chair the Panel.
“As a Panel, we adapted well to the virtual meeting format and
the sessions gave me great insight into how each agenda topic
has been experienced across the business.
“I shared the key messages from our October meeting with my
fellow Board members during our most recent meeting. The
response from them was positive, with favourable comments
received about the richness of the feedback provided.
“I look forward to continuing our Panel engagements in 2021,
with the hope of convening in person, once it is safe to do so.”
Global employee engagement survey
The Board was updated on the Groupwide action plans that had
been developed by management to address the results of the
global employee engagement survey, ‘Have Your Say’, which was
undertaken in 2019.
For more information on our People and workforce culture:
See pages 43–49
112
Anglo American plc Integrated Annual Report 2020
Governance Investor engagement in 2020
January
Closed period
Investor presentation:
Offer for Sirius Minerals Plc
Q4 2019 Production Report
Investor Mining & Tailings
Safety Summit
March
Investor roadshows: London,
Edinburgh and South Africa
Conferences: Citi Global Natural
Resources (London) and Exane
Basic Materials (London)
May
Investor roadshows:
London and Edinburgh
Conferences:
Bank of America
Metals and Mining
July
Closed period
Q2 2020 Production Report
2020 interim results
Investor roadshows: London
September
Investor roadshows:
London, Edinburgh, North America,
South Africa and Europe
Conferences: Credit Suisse Steel
and Mining, Bernstein Pan
European Strategic Decisions
Morgan Stanley
Sales Desk Briefing
November
Investor roadshows: North America
Chairman investor meetings
Climate Action 100+ investor
meeting: Net Zero Framework
and other matters
Conferences: UBS European,
Goldman Sachs London Natural
Resources, RBC Global Mining and
Materials, Goldman Sachs Global
Metals and Mining
Investor engagement
The Group always has an active engagement programme with its
key financial audiences, including investors and sell-side analysts,
as well as potential shareholders. Maintaining an open dialogue
with investors was arguably more important than ever through the
uncertainty of 2020, particularly during the first half of the year, as
financial markets sought to gain a deep understanding of the ways
in which the Group was responding to the Covid-19 pandemic.
The Group’s investor relations department received a significant
increase in the usual volume of engagement requests, particularly
during March through June, which the Group was pleased to
accommodate as part of its ongoing commitment to transparency.
A Covid-19 response page was also set up on the Group’s website
to keep all stakeholders appraised of the latest developments.
All investor engagements were conducted through virtual platforms
from mid-March, allowing the Group to continue with its regular
scheduled programme of roadshow meetings and presentations,
including at the time of the interim and final results, as well as
attendance at investor conferences. Owing to the lack of travel in
response to the pandemic, the investor relations department and
the management team were able to attend a higher than usual
number of conferences, as well as host ad hoc investor meetings,
during 2020. 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 Group
head of investor relations and analysts’ reports are circulated to
the directors. Feedback from meetings held between executive
management, or the investor relations department, and institutional
shareholders, is also communicated to the Board. In response to the
pandemic, this was supplemented by additional frequent updates
on the reaction of the financial markets to unfolding events during
March-August. To supplement this feedback, the chairman also
hosted a series of meetings with some of the Company’s largest
shareholders to listen to investor feedback first hand.
Annual General Meeting
Due to the lockdown measures imposed by the UK government in
response to the Covid-19 pandemic, the Company was unable to
host the AGM in its usual format in 2020. The Board values the AGM
as an opportunity for its retail shareholders to raise questions and
comments to the Board and instead shareholders were invited to
submit their questions in advance of the meeting. All questions and
the Company’s responses were promptly published on the Group’s
website. The lack of time constraint allowed for a much greater
number of questions to be addressed than is usually possible.
Voting levels at the 2020 AGM were approximately 70%, with
generally less than 1% being votes withheld. All resolutions submitted
to the meeting in 2020 were passed with at least 90% of votes in
favour, apart from the authority to disapply pre-emption rights
(79.87%). The votes cast against the resolution to disapply pre-
emption rights were received predominantly from our South African
investors. The Company has consulted with its South African
shareholders, recognising that the authority sought is accepted
market practice in South Africa, and the Company will be seeking
an authority at the 2021 AGM to disapply pre-emption rights up to
2.5% of the issued share capital.
February
2019 preliminary results
Conferences: BMO Global Metals
& Mining (Florida)
Investor roadshows: London and
North America
April
Climate Action 100+ investor
meeting
Q1 2020 Production Report
June
Conferences:
J.P. Morgan European Materials,
Exane European CEO
August
Investor roadshows:
London, Edinburgh, North America,
South Africa and Europe
October
Conferences:
Citi Global Resources
Q3 2020 Production Report
2020 Sustainability Performance
and ESG update
December
Conferences: Société Générale
2020 investor update
Chairman investor meetings
Climate Action 100+ investor
meeting: Net Zero Framework
and other matters
Morgan Stanley
Sales Desk Briefing
Anglo American plc Integrated Annual Report 2020
113
Sustainability Committee report
“Sustainability is integral to Anglo American’s
strategy. The Committee is instrumental in
overseeing how the Group manages its most
material sustainability issues.”
Committee members
Ian Ashby – Chairman
Tony O’Neill
Marcelo Bastos
Stuart Chambers
Mark Cutifani
Nonkululeko Nyembezi
(appointed 6 May 2020)
Mphu Ramatlapeng
(resigned 5 May 2020)
Jim Rutherford
(resigned 31 December 2020)
For further detail on biographies and Board experience:
See pages 100-103
Business unit heads, Group directors of corporate relations, people
and organisation, the Group general counsel and company secretary,
and the Group heads of safety and sustainability also participate in
meetings of the Committee.
Role and responsibilities
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 to be a global
leader in sustainable mining.
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
Committee discussions in 2020
The Committee met four times in 2020. Three of the four meetings
were held using videoconferencing, due to travel restrictions as a
result of the Covid-19 pandemic. 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 and operational risk assurance.
The Committee seeks to address the fundamental root causes of all
fatal incidents occurring across Anglo American.
114
Anglo American plc Integrated Annual Report 2020
In 2020, two 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 2020:
– Progress of the Group’s Elimination of Fatalities programme,
designed to achieve a zero fatality business
– Delivery of the Group’s Sustainable Mining Plan and approval of
revised 2020 commitments, in response to the Covid-19 pandemic
– Emergency response and preparedness
– The Group’s crisis management preparedness framework
– The Group’s pandemic plan
– Anglo American’s global lives and livelihoods support programme
(WeCare), and the status of the wellness, living with dignity and
community responses
– Impact of Covid-19 on inequality
– Sustainability performance at the Quellaveco project
– 2019 Social Way assessment results and launch of the Social Way
3.0
– Shaft integrity risk management
– Tailings dam storage
– Safety, Health and Environment Policy review
– Climate change
– Cultural heritage and community risk management
– Operational risk management maturity
– Coal workers’ pneumoconiosis and coal dust exposure across
the Group
– Socio-economic development and Collaborative Regional
Development
– Sustainability rating trends and developments
– Permitting strategy
– Mine closure liabilities
– Mineral residue facility liabilities
– Rehabilitation strategy
– The Committee’s internal effectiveness review
– Review of the Committee’s terms of reference.
In early March 2020, the chairman, Committee chairman and
non-executive members of the Committee visited the Group’s
Quellaveco project in Peru and Copper operations in Chile.
For more information on non-executive directors’ visits to Group operations:
See page 110
Governance Nomination Committee report
“The Committee plays a vital role in ensuring we
have an appropriate mix of skills, experience,
diversity and perspectives around the boardroom
table in order that we continue to adhere to the
high standards of corporate governance that our
stakeholders rightly expect.”
Committee members
Stuart Chambers – Chairman
Anne Stevens
Ian Ashby
Byron Grote
Hixonia Nyasulu
Marcelo Bastos (appointed
23 February 2021)
For further detail on biographies and Board experience:
See pages 100-103
The chief executive, the Group director of people and organisation,
and the Group general counsel and company secretary also attend
meetings of the Committee.
Role and responsibilities
The role of the Nomination Committee is to assist the Board in
regularly reviewing its composition and those of its committees,
to lead the process for Board appointments, and ensure effective
succession planning for the Board and senior management.
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 2020
The Committee met three times in 2020. Two of the three meetings
were held using videoconferencing, due to travel restrictions as
a result of the Covid-19 pandemic. Discussions at the meetings
covered the responsibilities outlined above, with particular focus on
non-executive and executive succession planning.
The following matters were considered during 2020:
– The composition, structure and size of the Board and its
committees, and the leadership needs of the organisation
– Updating the Board’s skills, experience and diversity matrix
– Succession planning for the chairs of the Audit and Remuneration
committees
– Approving the appointment of Spencer Stuart as external search
consultant to facilitate non-executive appointments
– Formalising the search processes for non-executive appointments
and making recommendations to the Board on the appointments
of Elisabeth Brinton and Hilary Maxson
– The time commitment expected from each of the non-executive
directors to meet the expectations of their role
– Recommending that the Board support the election or
re-election of each of the directors standing at the AGM in 2020.
The length of tenure of the non-executive directors was taken into
account when considering supporting their re-election
– Succession planning for the Group chief executive, finance
director and technical director
– Group Management Committee and senior leadership succession
– Committee membership changes for recommending to the Board,
following the appointments of new non-executive directors
– The Committee’s internal effectiveness review.
Process used in relation to Board appointments
As part of the Board’s ongoing refreshment programme, during
2020, the Nomination Committee led search processes to recruit
two new non-executive directors, to ensure that the capabilities
and attributes lost as a result of retirements during the year
were replaced, to reflect the Board’s updated skills, experience
and diversity matrix, and to ensure continued gender and
ethnic diversity.
Spencer Stuart was retained by the Committee to assist with
the search process in each case. Spencer Stuart has previously
worked for the Group in recruiting for non-executive and senior
appointments and accordingly has a good understanding of the
Board’s requirements, given the markets in which the most suitable
candidates were likely to be found. They are also accredited under
the UK Government’s Enhanced Code of Conduct for Executive
Search Firms.
Prior to each search commencing, the Nomination Committee
agreed the skills and experience they considered necessary for
the role and provided this to Spencer Stuart. Longlists of potential
candidates were then identified by Spencer Stuart and discussed
with the Committee members to agree shortlists to be interviewed.
In each case, 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.
The results of the internally conducted Board and committee
effectiveness reviews in 2020 are on page 109.
Information on the Group’s policy on diversity and inclusion,
and details of the gender balance of Anglo American’s
senior management and their direct reports (defined as our
Group Management Committee and those reporting to the
committee), can be found in the People section on page 48.
Anglo American plc Integrated Annual Report 2020
115
Audit Committee report
“The Committee is focused on ensuring the
integrity of the Company’s financial statements
and the robustness of the Group’s systems of
internal control and financial and regulatory risk
management systems.”
Fair, balanced and understandable
A key requirement of our financial statements is for the report to
be fair, balanced, understandable and provide the information
necessary for shareholders to assess the Group’s and parent
Company’s position and performance, business model and strategy.
The Audit Committee and the Board are satisfied that the 2020
Integrated Annual Report meets 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 processes which operate in creating the 2020 Integrated
Annual Report, including:
– Review and approval of management’s assessment of the risk of
misstatement in financial reporting
– Clear guidance and instruction provided to all contributors
– Revisions to regulatory reporting requirements are provided to
contributors and monitored on an ongoing basis
– Early-warning meetings focused on accounting matters are
conducted between business unit management, Group functions,
the Group finance team and the external 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 the accuracy
and consistency of information presented in the 2020 Integrated
Annual Report
– External advisers provide advice to management and the Audit
Committee on best practice with regards to the creation of the
2020 Integrated Annual Report
– A meeting of the Audit Committee was held in February 2021 to
review and approve the draft 2020 Integrated Annual Report, in
advance of the final approval 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, deferred tax asset recognition
in Brazil, environmental restoration and decommissioning
obligations, one-off transactions and the impact of Covid-19.
Committee members
Byron Grote* – Chairman
Nonkululeko Nyembezi
Jim Rutherford
(resigned 31 December 2020)
Anne Stevens
* The chairman of the Committee
is deemed to have recent and
relevant financial experience
in accordance with the UK
Corporate Governance Code.
The Committee as a whole has competence relevant to the sector
For further detail on biographies and Board experience:
See pages 100-103
The chairman, the chief executive, the finance director, the Group
financial controller, Group head of finance and reporting, Group financial
reporting manager, the Group head of risk management and business
assurance and the Group general counsel and company secretary also
participate in meetings of the Committee.
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
– Reviewing the independence, effectiveness and objectivity of the
external auditor
– 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 reports
from the Group head of risk management and business assurance
on effectiveness of the internal control system
– Receiving reports from management on the principal risks of the
Group. Details of the principal risks are contained on pages 54-57
– Overseeing completion of the viability statement
– Reviewing the effectiveness of the Group’s Code of Conduct and
the arrangements to counter the risk of bribery and corruption.
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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Anglo American plc Integrated Annual Report 2020
Governance Committee discussions in 2020
The Committee met four times in 2020. Three of the four meetings
were held using videoconferencing, due to travel restrictions as a
result of the Covid-19 pandemic. Throughout the course of 2020,
and consistent with prior years, the Audit Committee paid particular
attention, in the context of the Covid-19 pandemic, to the valuation
of assets, tax matters and the Group’s liquidity position. In addition,
there were in-depth discussions on ad hoc topics as requested by
the Audit Committee; for example, covering the wider impact of
Covid-19, Quellaveco, mine closure liabilities and sustainability KPI
assurance. The Committee reviewed the system of internal control
and risk management.
An internal effectiveness review of the Committee was undertaken.
The key topics discussed by the Committee are set out on the
following pages.
Significant accounting issues considered
by the Audit Committee in relation to the
Group’s financial statements
→ Covid-19
Reviewing and monitoring the impact of Covid-19.
→ 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.
Response of the Audit Committee
The Committee reviewed the impact of Covid-19 on each of its significant
accounting judgements and estimates, concluding that the Group’s principal
source of estimation uncertainty relates to assumptions used for the assessment
of impairment and impairment reversal of assets where indicators of impairment
or impairment reversal are identified. In addition to the impact on accounting
judgements, the Committee considered the impact of Covid-19 on financial
reporting processes and the control environment and were satisfied this had been
appropriately addressed.
The Committee exercises oversight over the impairment review process. The
Committee assessed the identification of impairment and impairment reversal
indicators, the impact of Covid-19 and climate change on commodity price
and exchange rate assumptions, the review of changes in the valuation of cash
generating units (CGU) and associated sensitivity analysis, and the appropriateness
of disclosures made within the 2020 Integrated Annual Report on key sources of
estimation uncertainty. During 2020, the most significant assets considered were
the following:
Barro Alto
Barro Alto (Nickel) was previously impaired by $0.8 billion in 2013. While operational
performance at the mine has been stable, with limited disruption to production as
a result of Covid-19, a review of nickel prices and exchange rate assumptions was
undertaken by management due to lower forecast medium and long term nickel
prices. The Committee considered the outcome of this review, taking into account
the medium and long term outlook for nickel prices, exchange rate assumptions
and valuation scenarios presented by management. It was concluded that an
impairment of $0.6 billion should be recognised at the December 2020 year end.
De Beers
The annual impairment assessment for goodwill relating to De Beers showed
that the valuation headroom had increased from $1.0 billion to $1.2 billion. While
sufficient headroom remains, the valuation continues to be sensitive to changes in
foreign exchange rates and consumer demand, impacting prices. The Committee
concluded that no impairment at 31 December 2020 should be recorded and
carefully considered and approved the proposed disclosure.
Moranbah-Grosvenor CGU
An impairment assessment of the Moranbah-Grosvenor (Metallurgical Coal)
CGU was undertaken. While sufficient headroom remains in the base valuation
and supports the carrying amount of $2.7 billion, the valuation continues to
be sensitive to macro-economic factors, including metallurgical coal prices
and foreign exchange rates. The Committee concluded that no impairment at
31 December 2020 should be recorded and carefully considered and approved the
proposed disclosure.
Other
In addition to the assets noted above, the Committee was updated on the
valuation drivers of assets that had previously been impaired and therefore are
considered to have an inherent risk of either further impairment or impairment
reversal. The Committee considered an updated valuation model for Cerrejón
and was comfortable no impairment or impairment reversal should be recognised.
The Committee was also updated on the valuations of each of the South African
Thermal Coal mines. The Committee concluded that a combined impairment
charge of $0.1 billion should be recognised against Goedehoop, Khwezela,
Butsanani and Isibonelo. Additionally, after careful consideration of the valuation
drivers of Minas-Rio and other previously impaired assets, no impairments or
impairment reversals were recorded for those assets.
Anglo American plc Integrated Annual Report 2020
117
Audit Committee report continued
Significant accounting issues considered
by the Audit Committee in relation to the
Group’s financial statements continued
Response of the Audit Committee continued
→ 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. Advice is
received from independent experts where required.
The Group head of tax provided the Committee with updates throughout the
year on various tax matters, including the impact of Covid-19 on the global tax
environment, the status of tax audits, tax reporting, and the status of uncertain
tax provisions. In addition, the Committee discussed the recoverability of the
Group’s deferred tax assets, including its assets in Brazil, the value of which may
be impacted by foreign exchange volatility, commodity prices and forecast
profits. While all these matters are inherently judgemental, no significant issues
arose during 2020.
→ 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.
→ Special items, remeasurements and one-off
transactions
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.
→ Inventory
Inventory valuation is an area of focus for the Group
due to the level of judgement and complexity involved
in assessing the carrying value of inventory held on the
balance sheet. Areas of judgement include valuation of
ore stockpiles and diamond stones.
The Committee also reviewed the tax strategy and tax control framework. The
Committee recommended the approval of the tax strategy by the Board and
endorsed the tax control framework.
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, including discount rates, and other drivers of movements in the
amounts provided on the balance sheet and concluded that the provisions
recorded as at 31 December 2020 appropriately reflected these updates.
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. The Committee
also reviewed the purchase price allocation in respect of the Sirius Minerals Plc
acquisition.
The Committee reviewed the key areas of judgement in light of the year end
inventory balances, and considered the associated key controls in place. The
change in Group policy to recategorise inventory that will be processed within
a period greater than 12 months to non-current inventory was reviewed and
considered appropriate.
→ 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.
In 2014, the Metallurgical Coal business was granted an arbitration award of
$107 million against MMTC Limited in respect of a contractual dispute. The award
has since been challenged in the Indian courts, during which time interest has
continued to accrue. On 17 December 2020, the Indian Supreme Court found in
favour of the Metallurgical Coal business. Following the hearing of a Review Petition,
the Indian Supreme Court has determined that it will consider the question of
interest payable on the award. The precise value and timing of receipt of such
finding remains uncertain and hence no receivable has been recognised on the
consolidated balance sheet as at 31 December 2020.
On 21 October 2020, an application was initiated against Anglo American South
Africa (AASA). The application seeks the certification of class action litigation to be
brought on behalf of community members residing in the Kabwe area in Zambia in
relation to alleged lead poisoning. AASA intends to vigorously defend the claim. This
litigation is subject to significant uncertainty, and it is not currently possible to make
a reasonable estimate of the outcome, quantum or timing of any potential future
determination, and therefore no provision has been recognised.
Various other legal matters were reviewed and the Committee considered
management’s assessment that there were no material provisions required
with respect to ongoing legal matters and that there were no individually
material contingent liabilities that required disclosure. The Committee endorsed
management’s proposal.
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Anglo American plc Integrated Annual Report 2020
Governance → Retirement benefits
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.
→ New accounting standards and best practice
guidance
The impact of new accounting standards, and any
elections made in their application, involves judgement
to ensure their adoption is managed appropriately.
→ 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 reviewed the 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 2020 appropriately reflected these updates.
In addition, the Committee reviewed the funding levels of the plans, any additional
funding being 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.
The Committee reviewed management’s impact assessment of new standards and
amendments which came into effect on 1 January 2020, but were not considered
to have a material impact on the Group. The Committee also reviewed the steps
taken by management to ensure that the Group is able to comply with the JSE
controls reporting requirements that came into effect for reporting periods ending
on 31 December 2020.
The Committee considered the Group’s approach to sustainability KPI assurance
in order to facilitate best practice climate change disclosures. The Committee
also received updates on government consultations regarding UK Corporate
Reform which are anticipated to bring wide-ranging changes to the corporate
regulatory landscape.
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 March 2022 and considered a range of downside sensitivities, including
a reduction in commodity prices and demand as a result of the Covid-19 pandemic.
The Committee concluded it was appropriate to adopt the going concern basis.
Liquidity management
Response of the Audit Committee
→ Liquidity and debt
Reviewing the application of the debt strategy, funding
and capital structure and the Group’s forecast cash
position. Judgement is required in the estimation of
future cash flows and their impact on financing plans
and contingencies.
→ Payment of the dividend
Reviewing management’s recommendation to the
Board regarding the level of dividend to be paid for
2020, based on the payout-ratio-driven dividend policy.
→ 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 52-53.
The Committee received regular updates on the profile of the Group’s debt
maturities and liquidity headroom in the context of the Covid-19 pandemic,
continued capital expenditure requirements, free cash flow generation and
dividend payments.
The Committee endorsed management’s debt capital markets and banking
plans for 2021, in the context of strategy-defined targets, to ensure the continued
sufficiency of financing facilities.
During 2020, the Committee reviewed the proposals for payments of dividends,
in accordance with the payout-ratio-driven dividend policy based on 40%
of underlying earnings. Taking into account the Group’s liquidity position, the
Committee endorsed the proposal by management, and recommended to
the Board for approval, the payments of the 2019 final dividend and the 2020
interim dividend.
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.
The Committee concluded that the scenarios analysed were sufficiently severe but
plausible (taking into account a prolonged impact of Covid-19) and the time period
of the viability statement was appropriate, given the alignment with the budgeting
and strategy process.
Anglo American plc Integrated Annual Report 2020
119
Audit Committee report continued
Risk assurance
Response of the Audit Committee
→ Risk management
The Group’s risk profile and the process by which risks
are identified and assessed.
→ Various risk matters
The Committee oversees the implementation of work to
mitigate a variety of key risks.
→ Ethical business conduct
The Committee monitors the effectiveness of, and
compliance with, the Group’s Code of Conduct. The
Committee also reviews the Group’s whistleblowing
arrangements and procedures.
The Committee assessed the Group’s risk profile, in particular the principal risks
(see pages 54-57). 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.
During the course of 2020, the Committee reviewed work to mitigate data
protection risk, risks associated with the Quellaveco project, marketing and trading
risks and managing mine closure and concurrent rehabilitation liabilities. 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 ongoing work to enhance ethical business conduct
across the Group, endorsing a refreshment of the Group’s Code of Conduct.
The Committee received reports on anti-corruption initiatives, including the
development of a Group Compliance Management System and improved
intermediary risk management processes. The Committee assessed the design and
implementation plan for a new integrated investigations framework to support the
Group’s whistleblowing facility, YourVoice.
→ 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 reviewed the significant year-on-year changes, satisfying itself
that appropriate explanations existed. The Committee also reviewed the ongoing
improvements in the process to estimate and report Mineral Resources and
Ore Reserves.
→ Internal audit work
Reviewing the results of internal audit work and the
2020 plan.
→ External audit
Reviewing the results of the external audit work,
evaluating the quality of the external audit and
consideration of management letter recommendations.
The Committee received reports on the results of internal audit work. The
Committee assessed the impact of the Covid-19 pandemic on the ability to carry
out audits, satisfying itself that sufficient coverage of the 2020 plan was achieved.
The Committee discussed areas where control improvement opportunities were
identified and reviewed the progress in completion of agreed management actions.
The Committee reviewed the proposed 2021 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 reviewed the preliminary planning report from PwC in May 2020 and
approved the final audit plan and fee, having given due consideration to the audit
approach, materiality level and audit risks. The Committee received updates during
the year on the audit process for PwC’s first year as auditor, including how the
auditor had challenged the Group’s assumptions on the issues noted in this report.
In February 2021, the Committee reviewed the output of the external audit work that
contributed to the auditor’s opinion.
Auditor tenure
At the 2020 AGM, shareholders approved the appointment
of PricewaterhouseCoopers LLP (PwC) as the Company’s
new Statutory Auditor. The proposed change in auditor was
communicated to shareholders in May 2019. This extended lead time
provided a smooth handover process from Deloitte LLP (Deloitte),
the previous Statutory Auditor, and allowed PwC to shadow Deloitte
through areas of the 2019 statutory audit process, giving them a
good understanding of the business.
PwC have undertaken a thorough induction process to enhance
their understanding of the business. This has included meetings with
management and executives across the business and a number
of site visits across the jurisdictions in which the Group operates;
including Brazil, South Africa and Singapore.
In addition, PwC have participated in workshops on material
judgemental areas prior to their first half year review. The Company
and PwC adopted a collaborative approach throughout the year,
encouraging ongoing, open communication on current matters as
and when they arose.
Anglo American confirms compliance during the year with the
provisions of the Competition and Markets Authority Order on
mandatory tendering and audit committee responsibilities.
Ensuring the independence and effectiveness of the
external auditor
Anglo American’s Group policy on External Auditor Independence
was updated for the 2020 financial year and approved by the
Committee. The updated policy incorporates the requirements of
the FRC’s revised Ethical Standard published in 2019.
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 the following measures:
– The prohibition of selected services – this includes the
undertaking of internal audit services. The permitted non-audit
services mirrors the 'Whitelist’ included in the FRC’s revised Ethical
Standard
– Prior approval by the Audit Committee of non-audit services
where the cost of the proposed service exceeds or is expected to
exceed $100,000
– Disclosure of the extent and nature of non-audit services.
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Anglo American plc Integrated Annual Report 2020
Governance Anglo American’s approach to the provision of non-audit services is
contained within its policy on External Auditor Independence.
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.
Conclusions of the Audit Committee for 2020
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.
Non-audit fees represented 28% of the 2020 audit fee of
$10.8 million. A more detailed analysis is provided on page 223.
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
and any key audit partners is five years. The audit engagement
partner, Mark King, was appointed in 2020 and will rotate off at
the end of the 2024 audit in accordance with this requirement.
– Any PwC partner designated as a key audit partner of
Anglo American will rotate off the audit at the end of 2024 and
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
Committee reviewed and discussed the fee proposal during the
tender process and received assurance that the proposed fees
were appropriate for the scope of work required. Subsequent to
the audit tender process, a limited number of recurring and non-
recurring scope changes were agreed. The Committee agreed
an audit fee of $10.8 million (2019: $9.9 million) for statutory audit
services in the year.
– 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 of
Deloitte was conducted in 2020 for the 2019 audit. While the 2019
audit was Deloitte’s final year as auditor, the assessment was
considered to be helpful for future focus areas for the PwC Audit.
The results of the assessment showed that the audit continued to
be assessed as effective.
– The Committee reviewed the assessment of audit quality. The
Deloitte audit for the 2019 financial year was subjected to
detailed challenge, including lead engagement partner review
and independent partner review of all aspects of the audit
engagement, accounting matters and audit opinion. In respect
of the performance of PwC, the Committee reviewed the key
findings of the FRC’s 2019 Audit Quality Inspection Report on
PwC together with the steps being undertaken to address the
findings. The Committee also reviewed the measures taken by
PwC to support audit quality, including their significant focus
on robust challenge and appropriate scepticism in respect
of management’s assumptions. As this was PwC’s first year
as auditor, an in-depth review of their performance will be
conducted ahead of their review of the 2021 interim results.
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 PwC
as auditor until the conclusion of the AGM in 2022. Resolutions to
authorise the Board to re-appoint and determine the remuneration
of PwC will be proposed at the AGM on 5 May 2021.
Risk management
Risk management is the responsibility of the Board and is
integral to the achievement of the Group’s 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 robust process of identifying and evaluating
the principal and emerging risks was in place during 2020 and up
to the date of this report. 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
safety, environmental, financial, legal or regulatory, social and
reputational consequences.
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 54-57.
Anglo American plc Integrated Annual Report 2020
121
Audit Committee report continued
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, 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 collaborative ‘three
lines’ approach, with operating management owning and
managing risks and controls on a day-to-day basis, and business
unit or functional management fulfilling a second line role through
frequent oversight of implementation of controls, and providing
complementary expertise, support and challenge relating to the
management of risk.
A centrally managed internal audit department provides the third
line role by reviewing the design and operating effectiveness of the
internal control environment, which includes the work performed by
the first and second lines management teams. External assurance
providers sit outside the three lines’ roles but provide additional
assurance to satisfy legislative and regulatory expectations, or
requests from management or the Board to complement internal
sources of assurance.
Internal audit operated in all of the Group’s managed businesses
in 2020, 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.
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 financial controls and
internal control and risk management environment was effective
during 2020, 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 key risk areas of judgement and estimation uncertainty within
financial reporting and mitigating actions taken by management
– 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 effectiveness
review. The resources of internal audit are also monitored to ensure
appropriate expertise and experience. The Committee met with
the head of internal audit, in the absence of management on two
occasions during 2020. Furthermore, the chair of the Committee
held regular one-to-one meetings with the head of internal audit.
This enables further evaluation of the work performed.
Whistleblowing programme
The Group operates a multilingual whistleblowing facility which uses
a reporting platform provided by a third party service provider. The
whistleblowing programme is called YourVoice and continues to
facilitate confidential and anonymous reporting of a wide range of
concerns including:
– People
– Safety
– Legal and regulatory (including bribery and corruption)
– Fraud and theft
– Information management
– Social and environment issues.
YourVoice channel is available to our employees in our managed
operations as well as to all external stakeholders, such as suppliers,
community members, and members of the public affected by
our operation.
During 2020, we received 614 reports through the YourVoice channel,
a 22% increase from 2019. Although much fewer than prior years, we
continued to receive reports about procurement fraud committed
by an external criminal syndicate in South Africa, and we continue
to work with law enforcement authorities on this.
722 allegations were closed during this reporting period, including
intakes of 2020 and prior years. 31% of the 2020 allegations closed
were substantiated or partially substantiated. All whistleblowing
reports are assessed and investigated as appropriate. Appropriate
actions were taken against substantiated allegations in
accordance with Group policies.
The continued rise in reports is attributed to the increased
awareness of the channel and growing culture of trust among our
employees and other stakeholders to raise their concerns with
confidence. The promotion of this channel through other relevant
Groupwide initiatives, policies, and programmes, also encouraged a
healthier ‘speak up’ culture.
The current process facilitates the opportunity to take early remedial
actions and enables management to address any systemic issues
identified. For this purpose, protocols have been agreed with the
Group’s senior management for early involvement and support in
sensitive investigation cases, such as fraud, bullying, harassment,
safety and others with significant reputational damage.
The Audit Committee is charged with the responsibility of monitoring
and advancing the programme on a continuous basis.
122
Anglo American plc Integrated Annual Report 2020
Governance Directors’ remuneration report
“The Group has shown resilience in the face of
challenges posed by Covid-19 and the Committee
has considered pay outcomes for executives in light
of the impact of the pandemic on our shareholders,
employees and other stakeholders”
Committee members
Anne Stevens – Chair
Ian Ashby
Byron Grote
Jim Rutherford (resigned 31 December 2020)
Hixonia Nyasulu (appointed 23 February 2021)
For further detail on biographies and Board experience:
See page 100-103
The chairman, chief executive, Group director of people and
organisation and the Group head of reward 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, members of the Group Management
Committee (GMC) and other senior management for review and
approval by the Board
– Input and oversight on the reward policy for the broader
workforce
– Engaging with the wider workforce, shareholders and other
stakeholders regarding executive remuneration.
The Committee’s terms of reference are available to view online.
For more information, see
www.angloamerican.com/about-us/governance
Changes to the Committee
Jim Rutherford stepped down as a non-executive director on
31 December 2020.
Focus in 2020
– Finalisation of the new directors’ remuneration policy, including
consultation with shareholders on key aspects of the new policy
– Renewal of BSP and LTIP share plan rules
– Confirmation of incentive results for the 2019 annual bonus and
vesting levels of the 2017 LTIP
– Setting of incentive targets for 2020, including the 2020 annual
bonus and 2020 LTIP
– Additional meeting to review the impact of Covid-19 on all
stakeholders, including employees and communities, the
company’s response and the potential impact on executive
remuneration
– Update on broader employee pay
– Appointment of Deloitte as the new external adviser to the
Remuneration Committee.
Key areas of focus for 2021
– Assessment of 2020 incentive outcomes, ensuring any issues
stemming from Covid-19 are well understood and that the effect
on executive pay aligns with the impact on the wider workforce
– Continued review of impact of Covid-19 on all stakeholders
– Review of corporate governance and remuneration trends and
any implications for the Group
– Consideration of impact on incentives of proposed exit from our
Thermal Coal operations in South Africa.
Anglo American plc Integrated Annual Report 2020
123
Governance
Introductory letter
Response to Covid-19
As the worst global public health crisis in 100 years, the Covid-19
pandemic has had a profound impact on both business and society
in general.
The Board is proud of the way Anglo American has acted in
accordance with its values and provided global leadership and co-
ordination, including in safety, health, supply chain and innovation,
with our communities, with governments and within the industry.
Through these actions, the company has worked to protect the
safety and health of colleagues and communities; to maintain the
security and integrity of its assets; to ensure the continued supply
of essential raw materials to customers; and to preserve its ability to
return to full operations as swiftly as possible.
People are at the heart of our business and our overwhelming
priority is the safety and health of our colleagues and their families.
Our WeCare lives and livelihoods programme was launched in
response to the pandemic, focused on four key pillars of physical
health, mental health, community response and living with dignity.
It ensured relevant controls were in place to monitor, prevent
and mitigate the risks of Covid-19. This included administering
163,231 Covid tests for employees, contractors and their families.
Importantly, we continued to pay colleagues who were unable
or not required to work during lockdowns and protected jobs by
delaying any planned restructuring through the peak of Covid-19
related disruption.
Working with community, traditional and faith leaders, as well as
government agencies, our teams provided the support needed
on the ground. Our community oriented primary care programme
reached 2.7 million people and deployed clinical staff in support of
government efforts, including providing training to 4,015 community
health workers. We provided water to 176,500 people and 52,500
food aid parcels to vulnerable households. To date, $40 million has
been provided in many forms to support communities in tackling
Covid-19.
Anglo American constructed a broad based response that has
been warmly welcomed by our employees and stakeholders alike.
The actions taken with colleagues, communities, governments and
customers (as detailed in our 2020 Sustainability Report, pages 19-
21) prioritised the health and safety of our workforce, and our host
communities, while ensuring the continuity of our business. Going
into 2021, we continue to provide support while we transition into the
all important phase of sustained recovery.
In solidarity with the global fight against the pandemic, all GMC
and Board members donated 30% of their salary or fees for three
months to Covid-19-related causes.
Business and strategic context
Our approach to pay aims to reward both delivery of long term
strategy and annual goals. We do this by balancing metrics that
focus on the future with those focused on key short term outcomes.
Climate change is the defining issue of our time, and it is vital that
we understand the impact our business has on the environment and
minimise the impact of our operations. Countries and companies
are working to curb greenhouse gas emissions and the global
response is a move towards a greener world. Anglo American is fully
committed to helping enable this sustainable future.
With the company having met its interim greenhouse gas (GHG)
reduction targets a year early, the commitment has been added to
achieving carbon neutrality across our operations by 2040, and to
have eight of our operations carbon neutral by 2030.
This sustainable future being envisioned relies in part on
technologies that reduce water usage, require less energy and
produce less waste. Predictive data analytics will transform our
operations in environmental management and health.
124
Anglo American plc Integrated Annual Report 2020
Our diversified mix of premium quality metals and minerals is well
suited to helping the world decarbonise. The acquisition of the
Woodsmith project (now our Crop Nutrients business) and the
planned exit from our Thermal Coal operations takes us further
towards a more sustainable future.
The Committee has sought to align executive pay with this
critical agenda, with health, environment and social responsibility
metrics featuring across both the annual and long term incentives.
Additionally, our ongoing portfolio strategy and FutureSmart Mining™
programme goals, which drive long term sustainability, are captured
within the strategic and personal objectives of the annual bonus.
These metrics cascade through the organisation, ensuring that
everyone is aligned to help deliver a sustainable future.
Ensuring that we have the right environmental, social and
governance (ESG) metrics in place, incentivising both the key
initiatives that will drive step change performance, as well as
capturing the resulting progress, remains an ongoing focus for
the Committee.
Decision-making
In making decisions on remuneration outcomes and policy for the
executive directors, the Committee has taken into consideration:
company performance, which includes financial performance;
progress in safety; personal achievements within the context
of our strategic ambitions around innovation; and transforming
our portfolio. We also continue to consider shareholder opinion,
shareholder experience, pay for the wider workforce, and wider
societal expectations. As a Committee, we continue to strive to
make decisions that strike a balance between incentivising the
management team, paying for good performance and being
equitable in the broader context.
The impact of Covid-19 made 2020 a challenging year for all our
stakeholders and the Committee determined that pay decisions
must look beyond purely internal metrics to take account of the
external impacts of Covid-19 and the relative performance of
management in dealing with the pandemic – the payment of
incentives in this extraordinary year is not automatic. It is the
Committee’s strong belief that the actions taken by management
to protect lives and livelihoods through the pandemic, both inside
the company and across the communities we serve, have been
industry-leading. For this reason, whilst we have not increased
pay outcomes or adjusted performance metrics to reflect the
impact of Covid-19 on our business, the Committee does believe
it appropriate to pay the bonus and LTIP outcomes based on the
actual results delivered against the targets as set at the start of
the year.
Policy approval and continued shareholder consultation
As detailed in last year’s directors’ remuneration report, an updated
directors’ remuneration policy was put to vote at the AGM on
5 May 2020. I am pleased to report that the new policy passed
with the overwhelming support of 95.61% of shareholders. Likewise,
support was given for renewed share plan rules governing our LTIP
awards and deferred bonus awards.
The Committee engaged extensively with shareholders through
the development of the policy and I would like to thank all those
who took part in the consultations for their constructive dialogue
and comments.
2020 outcomes
Safety, health and environment
Creating a safety culture at all levels of the organisation by
incorporating innovation and digitalisation has become the focus
for ensuring our commitment to safe working practices, and the
continued commitment to achieving zero harm.
Tragically, we lost two colleagues in work-related incidents at our
managed operations. This is the lowest number of fatalities ever
recorded in our business but, as a Board, we reiterate that any
loss of life is unacceptable. To reflect the loss of two lives at our
GovernanceDirectors’ remuneration report continued managed operations, the Committee exercised its discretion to
operate the safety deductor on the overall annual bonus outcomes.
In 2020, we continued the trajectory of reducing total recordable
injuries with the lowest outcome on record. The Elimination of
Fatalities Taskforce is a key workstream to ensure we achieve our
goal of zero harm, making sure every colleague returns home safe
each day.
We have made a public commitment to an industry-leading target
of achieving carbon neutrality across our operations (Scope 1 and 2)
by 2040, and have developed plans to achieve carbon neutrality at
eight of our assets by 2030.
Financial performance
Despite the impact of Covid-19, the Group’s 2020 financial
performance has been robust, with strong copper, PGMs and iron
ore prices offsetting weaknesses in diamonds, metallurgical coal
and thermal coal.
Underlying EBITDA for the year decreased by 2% due to the impact
of Covid-19 and operational disruption at Grosvenor and the PGMs
business. Attributable free cash flow was 47% lower, due largely to
a temporary increase of working capital and investments in the
business; however return on capital employed (ROCE) performance
was strong at 17%, above our target return through the cycle. In
2020, we also saw impressive relative share price performance
resulting in a TSR of 16.2% for the year, versus (11.4)% for the FTSE 100.
The Committee considered the operation of the policy in 2020 and
the pay outcomes to be appropriate and reflective of performance.
Bonus outcomes
EPS performance measured using fixed prices and foreign exchange
(FX) rates was 103 cps and resulted in 0% vesting of the 25% of the
annual bonus determined by this metric. The 25% of the annual
bonus based on underlying EPS at actual prices and FX rates
resulted in a 75% vesting, with a result of 253 cps.
The Group delivered a best-ever safety performance and continued
to make good progress towards our environmental and health
goals, resulting in a 90% payment against SHE targets (this does not
include the safety deductor which is applied on the whole award).
Bonus outcomes after the safety deductor were between 54.6% and
55.6% of maximum, 3% lower than the bonuses paid in respect of
2019. The Committee did not adjust bonus outcomes as a result of
Covid-19.
2018 LTIP outcomes
The shareholder experience over the three-year performance
period was a positive one, the TSR outcome of 71.1% is significantly
higher than the FTSE 100 median TSR of (2.6)% and the Euromoney
Global Mining Index TSR of 43.1%. This resulted in full vesting of the
70% based on the two TSR components.
The 10% of the award dependent on ROCE vested at 58%, based
on attributable ROCE of 17% for the year. Growth in operational
cash flow was impacted by a temporary increase in working capital
due to increased inventory in PGMs and diamonds, as well as by
increased capital expenditure of $4.1 billion that includes growth
projects and life-extension projects. This resulted in attributable
free cash outflow of $3.6 billion over the three years (2019: inflow
of $3.2 billion) resulting in 0% vesting for the 10% of the LTIP for
this measure.
The sustainability measures were partially achieved, resulting in an
80% vesting for the 10% of the LTIP based on ESG measures.
The LTIP awards will therefore vest at 83.8% of maximum. No
adjustments were made to the LTIP vesting or performance
outcomes to account for the impact of Covid-19. The vesting cap
introduced in 2017 will not come into force for the 2018 LTIP vesting
based on current share prices.
Fairness and wider workforce pay
Last year, I detailed the formation of a Global Workforce Advisory
Panel chaired by our senior independent director Byron Grote to
facilitate how the Board communicates with and takes aboard the
views of the wider workforce. Despite challenging conditions, two
meetings took place, with the results being reported back to the
Board and discussed by the Committee.
A dedicated fairness section has been introduced, detailing gender
pay gap numbers, the CEO pay ratio, and illustrations of how our
pay structure is cascaded through the business.
CEO pay ratio
For the third year, we include a comparison of the CEO’s
remuneration to the pay for an employee at the median, lower
quartile and upper quartile of the UK employee population. In
2019, our median CEO pay ratio was 133:1, this has fallen to 105:1 for
2020. On a like-for-like basis (excluding employees within our Crop
Nutrients business) the ratio has fallen to 95:1. This fall in the like-for-
like comparison is due to the lower share vesting value, which has a
greater impact on CEO remuneration than on the wider workforce;
and the reduction in the CEO’s pension.
Looking ahead
Anglo American has set out a clear path that positions us to play
a key enabling role in transitioning to a low carbon economy.
The portfolio, technology and sustainability programmes that
determine our future have been defined and, following review
by the Committee, are now clearly reflected in our incentives.
Specific climate and other ESG metrics feature in both annual
and long term incentives, and the delivery of our portfolio and
FutureSmart Mining™ programmes is captured within the strategic
and personal objectives of the annual bonus. This cascades
through the incentives of employees across Anglo American.
This process of reviewing the structure of incentives to ensure we
optimise alignment between pay and the strategy will continue as
we seek to ensure our pay outcomes reflect the experience of all
our stakeholders.
Looking forward to 2021, there will be further challenges stemming
from the fall-out of Covid-19. The Committee will look closely at
incentive levels to ensure that they offer a true reflection of the
company’s performance and management delivery.
Salaries
The Committee approved a 2% increase to executive directors’
salaries in 2021, in line with the 2% increase awarded to the Group’s
UK-based employees. Taking into account the continued reduction
in the executive directors’ pension contributions (3.33% reduction in
2021), it will mean that, for a second consecutive year, the overall
level of fixed pay will be lower than in the previous year.
Implementation of incentives in 2021
There are no changes to the incentive levels in 2021, with the
maximum opportunities for the annual bonus and LTIP remaining
at 210% and 300% of salary respectively. Performance measures
attached to the awards are under the terms of the updated policy.
Details of performance conditions attached to the 2021 incentives
can be found in the implementation report that begins on page 129.
Conclusion
Covid-19 has impacted every part of society and I am proud of the
company’s resilience and response to the challenges posed. The
Committee is equipped with a clear and transparent remuneration
policy that provides the structure for remuneration of directors to
be predictable but also retains the necessary flexibility to allow a
response to the changing global environment and to execute the
company’s Purpose of re-imagining mining to improve people’s lives.
The Committee considered the annual bonus and LTIP outcomes for
2020 to be a fair reflection of the performance of the business and
the experience of shareholders and stakeholders.
Anne Stevens
Chair, Remuneration Committee
Anglo American plc Integrated Annual Report 2020
125
At a glance
This section provides a summary of the key information presented across the
remuneration report. This includes an overview of the 2020 policy, performance
and remuneration outcomes as well as how our remuneration is linked to strategy.
Summary of our remuneration structure
Summary of 2020-2023 remuneration policy components
Link to strategy
Key features
Fixed pay
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
Benefits
– Include car-related benefits, medical insurance, personal-taxation
and financial advice, among others
– Capped at 10% of salary
Pension
Alignment with the wider
workforce
– Newly appointed directors: same contribution level as the wider workforce
– Incumbent directors: 25% of salary (reduced from 30%) from 1 January 2020.
This level will be reduced further by 3.33% each year to align with the rate for the
wider workforce from 1 January 2023
2
0
2
1
2
0
2
2
2
0
2
3
2
0
2
4
2
0
2
5
Annual bonus
Cash
Rewards delivery of
strategic priorities and
financial success
– Maximum bonus award of 210% of salary
– Outcome based on financial, SHE, strategic and individual objectives
subject to a safety deductor
– 50% of bonus is paid in cash
– Cash bonus subject to malus and clawback
Deferred shares
Encourages sustained
performance in line with
shareholder interests
– 50% of bonus is deferred into shares (Bonus Shares)
– One-third of Bonus Shares will vest after two years, with
the remaining Bonus Shares vesting after a further one year
– 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 measures linked to strategic priorities
– LTIP award is subject to malus and clawback
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Shareholding guidelines
In-post
To align with long term
shareholder interests
Post-employment
To align with long term
shareholder interests
– CEO: 400% of salary
– Other executive directors: 300% of salary
– Lower of the in-post requirement at the time of cessation
and the actual shareholding at cessation
– To be held for two years post-employment
126
Anglo American plc Integrated Annual Report 2020
GovernanceDirectors’ remuneration report continued
Underlying EPS◊
Three-year shareholder return
Group attributable ROCE◊
$2.53/share
71%
17%
2020
2019
$2.53/share
$2.75/share
2020
2019
71%
103%
2020
2019
17%
19%
2021 Implementation table
Key remuneration element
Implementation
Performance metrics
Salary
Car allowance
Mark Cutifani
Stephen Pearce
Tony O’Neill
£1,398,759 (2% increase)
£842,977 (2% increase)
£874,255 (2% increase)
Mark Cutifani
Stephen Pearce
Tony O’Neill
£32,643
£31,479
£31,479
Pension
21.67% of base salary (decrease from 25% in 2020 and 30% in 2019)
Annual bonus
LTIP
Maximum of 210% of salary
50% paid out as cash
17% paid out as shares deferred for 2 years
33% paid out as shares deferred for 3 years
Maximum of 300% of salary
3 year performance period with 2 year post-vesting holding period
34% EPS
16% SAFCF
20% SHE
20% Strategic
10% Individual
50% TSR
15% ROCE
15% SAFCF
20% ESG
Key performance metrics from 2021
Metrics
Pillars of value
Rationale
Annual Bonus weighting LTIP weighting
Safety and zero harm
Safety and health
Underlying EPS◊
Sustaining attributable
free cash flow
Financial
Financial
– Employee safety is the Group’s first
and most important value
– EPS links reward to delivery of in-year
underlying equity returns to shareholders
– Incentivises cash generation for use either as incremental
capital investment, for capital returns to shareholders, or
debt reduction
Environmental systems
Environment
– Deployment of key programmes as part of the
Company’s long term strategy on the environment
15%
34%
16%
5%
TSR
Financial
Group attributable ROCE◊
Financial
Sustaining attributable
free cash flow
Financial
Greenhouse gas emissions
Environment
Tailings facilities
Environment
– 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
– Incentivises cash generation for use either as incremental
capital investment, for capital returns to shareholders, or
debt reduction
– Commitment to address climate change by reducing
operational greenhouse gas emissions
– 100% implementation of updated Anglo American
standards incorporating GISTM requirements across
Group-managed facilities
Social responsibility
Socio-political
– Off-site jobs supported at our locations to reinforce our
commitment to the communities in which we operate
50%
15%
15%
8%
6%
6%
Total
70%(1)
100%
(1) 30% of annual bonus dependent on achievement of strategic and individual goals
Anglo American plc Integrated Annual Report 2020
127
Executive directors’ shareholdings
Requirement
Shareholding as at 31 Dec 2020
Mark Cutifani
400%
Stephen Pearce
300%
Tony O’Neill
300%
1,790%
848%
1,457%
400%
300%
300%
848%
1,457%
1,790%
Shareholding requirement
Shareholding as 31 December 2020
Executive directors are expected to build up and hold a percentage of their salary in shares (400% for the chief executive, 300% for other executive directors).
As at 31 December 2020, all executive director shareholdings exceeded the required levels.
£4,426
£7,278
For more information
See page 142
2020 Pay outcomes £’000
Mark Cutifani
2020
2019
£1,814
£1,826
£1,574
£1,636
Stephen Pearce
2020
£1,074
2019
£1,076
£965
£1,002
£2,667
£4,386
Tony O’Neill
2020
£1,143
2019
£1,148
£1,001
£1,039
£2,766
£4,548
Fixed
Bonus paid
LTIP paid
– Fixed pay comprises salary, benefits and pension
– Bonus figures include deferred shares
– LTIP paid includes dividend equivalent amounts
2020 annual bonus vesting outcome
2018 LTIP vesting outcome
100%
100%
EPS
50% of overall opportunity
Maximum vesting
actual price: $2.87
fixed price: $2.60
54.6%
– 55.6%
SHE
20% of overall opportunity
Strategic
20% of overall opportunity
Individual objectives
10% of overall opportunity
Opportunity
Outcome
Safety deductor
3.5% of vesting
EPS
18.6% of overall opportunity
actual price: $2.53
fixed price: $1.03
SHE
18% of overall opportunity
Strategic
12% of overall opportunity
Individual objectives
Mark Cutifani: 8%
Stephen Pearce: 9%
Tony O’Neill: 9%
of overall opportunity
128
Anglo American plc Integrated Annual Report 2020
83.8%
TSR
70% of overall opportunity
Euromoney Global Mining
TSR: index + 6% p.a.
FTSE 100 TSR:
upper quintile
ROCE
10% of opportunity
Maximum vesting
ROCE: 23%
AFCF
10% of opportunity
Maximum vesting
AFCF: $4.1 billion
ESG
10% of opportunity
TSR
70% of overall outcome
Group TSR: 71%
ROCE
5.8% of overall outcome
Group ROCE: 17%
AFCF
0% of overall outcome
AFCF: $(3.6) billion
ESG
8% of overall opportunity
Opportunity
Outcome
GovernanceDirectors’ remuneration report continued Directors’ remuneration policy
2020 executive directors’ remuneration policy
A new remuneration policy was set out in the 2019 annual report
and was presented for shareholder approval at the AGM held on
5 May 2020. This Policy was approved with 95.61% support. It is
intended that this policy will apply until the Company’s 2023 AGM.
The full remuneration policy can be found in the 2019 annual report available on our
Group website
www.angloamerican.com/annual-report-2019
How our remuneration policy addresses UK Corporate Governance
Code provision 40 principles
The 2020 remuneration policy was designed taking into
consideration the principles of provision 40 of the UK Corporate
Governance Code. The table below outlines how the policy
addresses each of those principles:
Principle
Clarity
Simplicity
Risk
How this is addressed in the 2020 remuneration policy
Our remuneration structure is clearly defined. Performance-based elements, metrics and vesting schedules are clearly
disclosed on payment.
Our remuneration elements comprise well-understood UK market standard elements.
Our policy limits the risk of unfair or excessive remuneration through the following measures:
– Clearly defined limits on the maximum opportunities of incentive awards
– Operation of deferral on annual bonus share awards on significant portion of the award
– Operation of post-vesting holding period for LTIP awards
– Strong powers of discretion for Remuneration Committee to adjust formulaic outcomes of incentive awards to ensure
payouts are aligned to Group performance
– Robust malus and clawback provisions on all incentives
– Reduction in LTIP award mechanism to ensure reduction in grant size of awards should there be a significant fall in share
price between grants.
Predictability
Proportionality
Alignment to
culture
The policy has defined limits which can be used to determine potential values. Scenario charts were presented before
approval of the policy to illustrate potential payout scenarios under the new policy.
Payouts under incentive awards are linked to the fulfilment of performance conditions that support the Group’s long term
strategy. Deferral and annual grant of awards ensure performance measures will continue to be aligned.
The Committee’s powers of discretion ensure that there will be no rewards under incentives for poor performance.
Focus on share ownership and long term sustainable performance is reflected in the updated policy. LTIP measures support a
long term focus for executives, including on environmental issues.
Payouts for a significant portion of both the annual bonus and LTIP are dependent on the achievement of ESG and SHE
measures, which underlines the importance of sustainability to the Group strategy.
Summary of policy and statement of implementation of
policy in 2021
The following pages provide a summary of the key elements of our
directors' remuneration policy. The last column of the table below
states how the remuneration policy will be applied in 2021.
For 2021, there are no significant changes in approach compared
to 2020. The Committee has, however, reviewed the performance
measures for the annual bonus and LTIP and some changes have
been made, as summarised below.
Performance measures
The annual bonus measures for 2021 are considered by the Board to
be commercially sensitive, they will be disclosed in the 2021 annual
report on remuneration. Specific details of individual and strategic
performance targets for 2021 will also be included in the 2021 report.
In line with the policy, at least 50% of the annual bonus will be linked
to financial performance. For 2021, EPS will account for 34% of the
annual bonus. Half of this will be based on performance at out-
turn prices and FX, and half on performance at fixed prices and FX.
Sustaining attributable free cash flow (SAFCF) will be introduced to
the annual bonus and account for 16% of the annual bonus at fixed
prices and FX.
In 2021, the structure of the LTIP will continue to include a 50%
weighting on relative TSR. Financial measures based on ROCE and
SAFCF will continue to account for 15% each, with the remainder of
the measures focused on strategic objectives, including critical ESG
priorities. For 2021, SAFCF will be measured at actual prices and FX
(previously measured at fixed prices and FX).
The measure of reducing greenhouse gas (GHG) emissions has
been retained given its importance to the Group in achieving its
Sustainable Mining Plan’s commitments of a 30% reduction in GHG
emissions by 2030. The energy efficiency measure from the prior
year has been removed, as the Committee considered that this
was sufficiently captured, in future years, through a focus on Scope
1 and 2 GHG emissions. A measure related to tailings facilities
has also been retained following the approval of the new Global
Industry Standard on Tailings Management (GISTM) which will see
the programme continue for another four to five years. It was initially
intended that the measure on tailings facilities would be included
in the 2020 LTIP only, but it has been retained with the adoption of
the new international standard given its importance to the Group’s
environmental goals.
The introduction of a social responsibility measure provides focus
on this critical aspect of community sustainability and our social
licence to operate. The measure will focus on one of our Sustainable
Mining Plan’s key commitments of delivering socio-economic
development to our host communities. Our Sustainable Mining Plan
commits to five jobs supported in host regions for every on-site
job by 2030, with a focus on programmes aimed at women, youth
and people with disabilities. The measure in the 2021 LTIP will be to
support two jobs off-site by the end of 2023 for each on-site job.
The three-year SAFCF measure in the LTIP will be at actual prices
and FX and 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 2023 remuneration report. The
definition of SAFCF can be found on page 247.
Anglo American plc Integrated Annual Report 2020
129
Governance
Key aspects of the remuneration policy for executive directors
Operation
Opportunity/performance measures
Implementation for 2021
Basic salary
To recruit and retain high calibre
executives
People
Annual bonus
To encourage and reward delivery
of the Group’s strategic priorities
for the relevant year.
To ensure, through the deferral of
a portion into shares, that longer
term focus is encouraged and in
line with shareholder interests.
Safety and health
Environment
Socio-political
People
Financial
Cost
Basic salary levels are
reviewed annually by the
Committee, taking account of
factors including the Group’s
performance, individual
performance, levels of increase
for the wider workforce and
inflation.
The Committee also considers
the impact of any basic
salary increase on the total
remuneration package.
Any increases awarded will
be set out in the applicable
statement of implementation
of policy.
The annual bonus is awarded
based on a combination of
measures, determined by the
Committee each year to ensure
continued alignment with
the Group’s financial goals,
strategic priorities and business
needs.
50% of the annual bonus
earned will be deferred into
shares under the Bonus Share
Plan (BSP), vesting 17% after
two years and 33% after three
years.
Maximum increase of 5% of
salary per annum, in normal
circumstances.
Executive directors will receive a 2% increase in
salary for 2021. This increase is in line with the
increase for the Company’s UK employees.
There may be occasions when the
Committee may award a higher
annual increase, the rationale
for which will be explained to
shareholders in the applicable
statement of implementation of
policy.
With effect from 1 January 2021, the salaries for
the executive directors will be:
– Mark Cutifani – £1,398,759
– Stephen Pearce – £842,997
– Tony O’Neill – £874,225
The maximum annual bonus
opportunity is 210% of salary.
The bonus earned at threshold
performance is up to 25% of the
maximum. Performance below
threshold results in zero bonus.
Performance measures for the
annual bonus for each year must
meet the following criteria:
The maximum annual bonus opportunity for each
of the executive directors remains at 210% of
salary.
The performance measures for the 2021 award will
be as follows:
– EPS (34% weighting) – Half on performance
at out-turn prices and FX, and half on
performance at fixed prices and FX
– SAFCF (16%) – Sustaining attributable free cash
– Minimum 50% financial
flow at fixed prices and FX
measures
– Minimum 15% SHE measures
Dividends are paid on Bonus
Shares.
– Maximum 20% personal
measures
Malus and clawback provisions
apply as described below.
– Remainder of award to be
linked to strategic measures
– Strategic measures (20%) – Strategic objectives
supporting the Group’s delivery on portfolio,
innovation and people
– SHE measures (20%) – Safety objectives
focused on elimination of fatalities,
environment, health and injuries
– Personal measures (10%) – Individually tailored
objectives to motivate the execution of the
Group strategy
A safety deductor will continue to apply to the
annual bonus award; this will be operated at the
discretion of the Remuneration Committee
Long Term Incentive Plan (LTIP)
To encourage and reward
the achievement of long term
sustainable shareholder returns
and the delivery of financial/
strategic priorities.
To align executive director interests
to shareholder interests.
Safety and health
Financial
Environment
Socio-political
Conditional awards of shares
or nil-cost options are granted
annually, with a performance
period and vesting period of at
least three years.
Any awards that vest are
subject to a holding period
so that the overall LTIP time
horizon is at least five years.
Vested awards may not
generally be sold during the
holding period, other than to
cover tax liabilities arising on
vesting.
Dividend equivalents accrue
over the vesting period and are
payable in respect of awards
that vest.
Malus and clawback provisions
apply as described below.
The maximum annual LTIP
opportunity is 300% of salary.
The maximum LTIP opportunity for each of the
executive directors remains at 300% of salary.
The Committee reviews the
executive directors’ LTIP award
sizes annually, prior to grant, to
ensure they are appropriate. The
Committee intends to apply a
reduction to award opportunities
if the Group’s share price declines
by more than 25% between
consecutive award dates; the
reduction will typically be no less
than 50% of the degree of share
price decline.
For each performance element,
threshold performance warrants
25% vesting of the element, rising
on a straight-line basis to 100% for
achieving stretch targets.
Performance below threshold
results in zero vesting.
Performance measures attached
to each award should be linked to
the Group’s strategic priorities and
may include, but are not limited
to, TSR, ROCE, FCF and other
strategic objectives.
The performance measures for the 2021 LTIP will
be as follows:
– TSR vs Euromoney Global Mining Index (33%
weighting) – 25% vesting for TSR equal to index;
100% for Index performance +6% per annum
– TSR vs FTSE 100 (17%) – 25% vesting for TSR
equal to median performance; 100% vesting for
TSR equal to 80th percentile performance
– ROCE (15%) – 25% vesting for 12% return; 100%
vesting for 20% return
– SAFCF (15%) – Sustaining attributable free cash
flow at actual prices and FX
– GHG emissions (8%) – 25% vesting for 5%
improvement in GHG intensity on a copper
equivalent basis; 100% vesting for 15%
improvement
– Tailings facilities (6%) – 100% vesting for
full implementation of the updated Anglo
American standard (2020) that incorporates all
GISTM requirements across Group-managed
operations for tailings facilities that have a
Potential Loss of Life rating of at least one
person or more by 5 August 2023
– Social responsibility (6%) – number of off-site
jobs supported for each on-site job. 25%
vesting for 1.5 off-site jobs supported, 100%
vesting for 2 off-site jobs supported.
130
Anglo American plc Integrated Annual Report 2020
GovernanceDirectors’ remuneration report continued Operation
Opportunity
Implementation for 2021
In line with the award limits
applicable to the share plan, on
the same basis that apply to
other eligible employees.
SIP free, partnership and matching schemes
continue to be operated for 2021.
The SAYE scheme also continues to be operated
for 2021.
The pension contribution for executive directors
for 2021 will be 21.67% of base salary.
New executive director
appointments will receive the
same Company contribution as
the wider workforce.
Incumbent executive directors
will receive a rate of Company
contributions of 21.67% (reduced
from 25% in 2020 and 30% in 2019)
of salary from 1 January 2021. This
will be further reduced by 3.33% on
1 January 2022 to 18.34% of salary
and then to 15% of salary from
1 January 2023, when it will be
aligned with the rate for the wider
workforce.
Capped at 10% of salary.
No changes to benefits operated for 2021.
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 set out in the applicable
statement of implementation of
policy.
All-employee share plans
To encourage eligible employees
to build up a shareholding in the
Company.
People
Pension
To provide a market competitive
level of pension provision, taking
account of the provisions for the
wider workforce, to attract and
retain high performing executive
directors.
People
Other benefits
To provide market competitive
benefits.
People
Executive directors are eligible
to participate in applicable
all-employee share plans
on the same basis as other
eligible employees. In the UK,
these currently comprise the
Company’s Save As You Earn
(SAYE) scheme and Share
Incentive Plan (SIP) on identical
terms to other UK employees.
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 applicable limits
(either annual allowance
or lifetime allowance) to
be treated as if paid to
an unregistered unfunded
retirement benefit scheme
(UURBS).
Executive directors may
request a pension allowance
to be paid in place of defined
contribution arrangements.
The Company currently
provides the following ongoing
benefits:
– 28 days’ leave, with
encashment of any
accumulated leave in excess
of 20 days
– Car-related benefits
– Medical insurance (family)
– Death and disability
insurance
– Directors’ liability insurance
– limited personal taxation
and financial advice
– Club membership
– Other ancillary benefits,
including attendance at
relevant public events.
The Company reimburses all
necessary and reasonable
business expenses.
Malus and clawback
Awards under the annual bonus (including both cash and deferred
bonus awards under the BSP) and LTIP are subject to malus
provisions and clawback provisions, which may be applied during
the period of two years after the date of vesting. Malus refers to
the reduction, including to nil, of unvested or unpaid awards or
the requirement for additional performance measures to be met
for vesting of the award. Clawback refers to the recovery of paid
or vested amounts. Malus and clawback may be applied in the
circumstances below, as well as in other exceptional circumstances,
at the Committee’s discretion.
– Material misstatement in results
– Misconduct
– Material failing in risk management
– Error in calculation.
Anglo American plc Integrated Annual Report 2020
131
Shareholding guidelines
Within five years of appointment, executive directors are expected
to hold shares in the Company with a value of four times basic
salary in respect of the CEO and three times basic salary in respect
of other executive directors. The Committee takes into consideration
achievement against these in-post guidelines when making grants
under the Company’s various incentive plans.
In order to provide further long term alignment with shareholders,
and in line with the UK Corporate Governance Code, executive
directors will normally be expected to maintain a holding of
Company shares for a period after their employment. Executive
directors will normally be required to continue to hold the lower of
the in-post requirement at the time of cessation and the actual
shareholding at cessation. The requirement applies for a two-year
period post-termination, and applies to all share awards granted
under the BSP or LTIP from 2020 onwards.
Non-executive director fee policy
The full remuneration policy for our NEDs is outlined in the 2019
annual report. The policy does not set limits for individual fees but
the policy does state that maximum annual aggregate basic fees
for all NEDs (excluding the chairman) should not exceed £1.25 million.
Non-executive director fees implementation for 2021
The NED fees for 2021 are set out below; these are unchanged
from 2020.
For 2021, the chairman received a 2% increase to his fees in line with
the increase for the wider UK employee population.
Role
Chairman fee
NED base fee
Fee (£’000)
714(1)
90
Senior independent director
30 (additional to base fee)
Chair of Audit, Remuneration or
Sustainability committees
Audit, Remuneration or
Sustainability committee
membership
30 (additional to base fee)
15 (each committee membership)
Nomination committee membership 10
(1)
Includes service on any Board committees.
132
Anglo American plc Integrated Annual Report 2020
GovernanceDirectors’ remuneration report continued Annual report on directors’ remuneration
Audited Information
Under schedule 8 of the Large and Medium-sized Companies and
Groups (accounting and reports) Regulations 2008, elements of this
section of the report have been audited. The areas of the report
subject to audit are indicated in the headings.
Single total figure of remuneration for executive directors
Executive director remuneration in 2020 (audited)
The table below sets out the remuneration paid to the executive
directors for 2020.
Total basic
salary
£’000(1)
Benefits in
kind
£’000
Annual bonus
– cash and
Bonus Shares
£’000
LTIP(2)(3)
award vesting
£’000
Pension(4)
£’000
Other(5)
£’000
Total
fixed
remuneration
£’000
Total
variable
remuneration
£’000
Total
£’000
Executive directors
Mark Cutifani
Mark Cutifani (2019)
Stephen Pearce
Stephen Pearce (2019)
Tony O’Neill
Tony O’Neill (2019)
1,371
1,344
826
810
857
840
41
39
37
39
38
34
1,574
1,636
965
1,002
1,001
1,039
4,426
7,278
2,667
4,386
2,766
4,548
402
443
210
227
248
273
5
5
5
5
5
5
7,819
10,745
4,712
6,469
4,916
6,741
1,814
1,826
1,074
1,076
1,143
1,148
6,005
8,919
3,638
5,393
3,772
5,593
(1)
In 2020, all EDs voluntarily donated 30% of their salary for three months to Covid-19 related charities and funds. The donated values are included in the disclosed salary figures above.
(2) The LTIP vesting level was confirmed by the Remuneration Committee at its meeting on 22 February 2021. As the awards are due to vest after publication of this report, an average
share price between 1 October 2020 and 31 December 2020, of £21.50, was used to calculate the value and will be trued up in the 2021 report. The LTIP values shown include dividend
equivalent amounts of £421,232 for Mark Cutifani, £253,865 for Stephen Pearce and £263,269 for Tony O’Neill. The values of LTIP awards that vested in 2020 have been restated using the
share price at vesting of £19.43, see page 139 for further details.
(3) For the 2018 LTIP vesting in 2021 between grant and valuation of the award for single figure purposes, the share price increased from £17.79 to £21.50, which equated to an increase in
value of each vesting share equivalent to £3.71. The proportion of the value disclosed in the single figure attributable to share price growth is 17.3%. The Remuneration Committee did
not exercise discretion in respect of the share price appreciation. For the 2017 LTIP vesting in 2020, the share price increased from £10.52 to £19.43 at vesting, equating to an increase in
value of each vesting share equivalent to £8.91. The proportion of the value disclosed in the single figure attributable to share price growth is 45.9%.
(4) Pension figures no longer include employer’s NICs values where pension is received as a cash allowance. Pension figures now includes the notional return on UURBS balances. See page
140 for further details.
(5) Other comprises the value of free and matching shares awarded under the SIP. Note that, unlike prior years, dividends received during the year for unvested BSP awards are no longer
included. The 2019 figures have been restated for this approach.
Benefits in kind for 2020 (audited)
Benefits for executive directors with a value over £5,000 are set
out below. The executive directors also receive tax advice, club
membership, death and disability insurance, directors’ liability
insurance, medical insurance and other ancillary benefits.
Mark Cutifani
Stephen Pearce
Tony O’Neill
Car-related benefits £
32,003
30,862
30,862
Basic salaries for 2020
The basic salaries for 2020 were as follows (in £’000s):
Mark Cutifani
£1,371
(2019: £1,344)
Stephen Pearce
£826
(2019: £810)
Tony O’Neill
£857
(2019: £840)
Anglo American plc Integrated Annual Report 2020
133
Annual bonus outcomes for 2020 (audited)
50% of the total 2020 annual bonus is payable in cash, with 50%
deferred into shares. One-third of the deferred shares will vest after
two years subject to continued employment; the remaining two
thirds will vest after three years.
50% of each executive director’s bonus outcome was assessed
against EPS targets. 20% each was assessed against strategic
and Safety, Health and Environment (SHE) measures, with the
remaining 10% being assessed against the achievement of
individual objectives.
Strategic and SHE objectives are shared for each executive director,
with individual objectives being tailored for their specific roles.
The key individual performance measures are assessed against
the overall operational and financial performance of the business.
The 2020 bonus is again subject to a safety deductor, which for
executive directors resulted in a 3.5% reduction of overall values.
In 2020, our record on systemic safety, which is recognised in the
SHE targets, was positive. The Group recorded an all-time low
injury frequency rate, with our total recordable case frequency rate
(TRCFR) decreasing more than 20% over the three-year average.
Tragically, we lost two colleagues in work-related incidents at
the Group’s managed operations. While this represents a best
ever outcome for Anglo American and a continued improvement
in progress towards our goal of zero harm, any loss of life is
unacceptable and will be reflected in a discretionary 3.5% reduction
to overall bonus results for the executive directors and other leaders
across the Group. In determining this reduction, the Committee
has taken account of the continued year-on-year improvement
in reducing fatalities that has been achieved. However, given the
progress made over recent years and the internal focus placed on
achieving zero harm, the Committee believes that future application
of the safety deductor must reflect a new baseline in performance
and expectations in our journey to zero harm. As such, the approach
to the safety deductor will be reviewed in 2021.
These fatal incidents highlight how important it is for us to continue
to improve the safety of everyone associated with Anglo American,
including beyond the mine gate.
Discretion
Incentives are designed to ensure they drive appropriate short and
long term behaviours and it is the Committee’s general preference
to avoid making any adjustments. Aside from the utilisation of
discretion to apply the safety deductor, the Committee did not
make any discretionary adjustments to the 2020 bonus outcomes.
Summary of 2020 annual bonus vesting
Mark Cutifani
Stephen Pearce
Tony O’Neill
Financial metrics
(50%)
SHE metrics
(20%)
Strategic metrics
(20%)
Personal metrics
(10%)
Total vesting pre-
safety deductor (%)
18.6%
18.6%
18.6%
18.0%
18.0%
18.0%
12.0%
12.0%
12.0%
8.0%
9.0%
9.0%
56.6%
57.6%
57.6%
Vesting after 3.5%
safety deductor
(%)(1)
54.6%
55.6%
55.6%
Annual bonus
value
(£’000)
£1,573,612
£965,125
£1,000,878
(1) Safety deductor applied on a multiplicative basis from the total vesting level.
Annual bonus performance assessment for 2020 (audited)
The financial element of the 2020 annual bonus is measured
against underlying EPS targets. In line with the prior year, 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 price and FX rate EPS portion
is designed to monitor Group operational performance, excluding
the impact of the variations in price and currency fluctuations. Both
target ranges are illustrated in the financial performance table, with
25% vesting for performance at threshold.
Underlying EPS assessed at actual prices and FX rates for the year
was 253 cps (2019: 275 cps) corresponding to a 75% (2019: 47%)
vesting performance. This reflected the strong price environment for
the Group’s basket of commodities, particularly for PGMs, iron ore
and copper, and a robust operational performance at Minas-Rio
(Iron Ore) and Collahuasi (Copper), that helped offset operational
instability at Metallurgical Coal and PGMs, and Covid-19 disruptions
across the Group.
EPS assessed at fixed prices and FX rates was 103 cps (2019:
182 cps), corresponding to a 0% (2019: 33%) vesting performance.
Vesting of the combined EPS element was 37.3% (2019: 40%). The EPS
element corresponds to 50% of the annual bonus award, with the
37.3% outcome equivalent to 18.6% (2019: 20%) of overall opportunity.
In 2020, shared strategic objectives were introduced into the annual
bonus. These objectives reflect the Group’s strategic priorities for the
year, incorporating a combination of quantitative and qualitative
metrics. Following the end of the year, the Committee made a
detailed assessment of performance, leading to the evaluations
shown in the tables below.
The executive directors have 10% of the annual bonus weighted
to individual performance measures (40% in 2019), focusing on
the critical deliverables for each executive director in the areas
of Portfolio, Innovation and People. The following tables detail the
achievement against these objectives for each executive director.
Financial performance
Metric
Actual prices and FX rates
Fixed prices and FX rates
Total
Threshold
Maximum
Outcome
Weighting
$1.87/share
$2.87/share
$2.53/share
$2.14/share
$2.60/share
$1.03/share
25%
25%
50%
Vesting
74.5%
—%
37%
134
Anglo American plc Integrated Annual Report 2020
GovernanceDirectors’ remuneration report continued SHE performance
Metric
Metric type
Achievements
Weighting Outcome
Total recordable case frequency rate (TRCFR) –
improvement of 15% on prior three-year Group
average
Safety
Developing roadmap to carbon neutrality
Environment
Elimination of Fatalities (EOF) programme –
deliver top 3 priorities among EOF workstreams:
Safety
– Safety Organisation Review
– EOF Site verification audits
– Vehicle safety.
Total
Shared strategic performance
Metric
Quellaveco – project delivery per milestones
Portfolio
Deliver $800 million of net cost and volume
growth via deployment of P101; FutureSmart
Mining™; Digitalisation; Technology Development;
and Organisation of the Future
Innovation
Operational Leadership Excellence -
programme deployed per milestones
People
TRCFR of 2.14; this resulted in a 22% improvement on the
prior three-year average.
5%
100%
Public commitment to a target of achieving carbon
neutrality across our operations (Scope 1 and 2) by 2040.
Plans have been developed for eight of our assets to
achieve carbon neutrality by 2030.
Work continues on an asset-by-asset basis to develop
carbon neutrality plans for the remainder of the Group’s
assets. Work is under way for the formulation of Scope 3
targets.
Safety Organisation Review
Baseline work concluded; the new group head of safety
has been appointed; recruitment of all key roles is in
final stages; and site blueprint designs completed for
all operations.
EOF site verification audits
All site verification audits were conducted per
plan; actions arising from the site visits have also
been completed.
Vehicle safety
Full-year target for Phase 1 (vehicles of more than five
occupants) achieved. Phase 2 (all other passenger
transport vehicles) remains on track for completion in 2021.
5%
100%
10%
80%
20%
90%
Quellaveco remains on track to deliver first production in
2022. Earlier schedule gains were impacted by Covid-19
during 2020; however, remobilisation of project during the
last quarter of 2020 is near-complete and overall progress
at year end was slightly ahead of planned levels. This is a
significant achievement amidst challenging circumstances
in Peru.
8%
88%
The targeted in year net cost and volume growth was not
delivered as the contribution from innovation was offset
by operational instability and disruption due to Covid-19.
6%
0%
The deployment of an intensive development programme
involving our general manager population is progressing
to plan, and yielding desired results. The programme is
being extended to the leaders of our general managers
and the BU technical heads.
6%
83%
20%
60%
25% women in manager-once-removed roles by
end of 2020
People
Achieved 27% female representation in the chief
executive’s manager-once-removed population.
Total
Metric type
Achievements
Weighting Outcome
Anglo American plc Integrated Annual Report 2020
135
18.6%
18.0%
12.0%
8.0%
56.6%
3.5%
54.6%
Outcome
66%
100%
100%
80%
2020 annual bonus personal performance
Mark Cutifani
Financial
SHE
Strategic
Personal
Total
Safety deductor
Overall result
Percentage weighting
2020 outcome
50%
20%
20%
10%
100%
A percentage reduction from overall bonus outcome on a multiplicative basis
—
Details of personal objectives
Achievement
Portfolio (6%)
– Complete Sirius Minerals Plc acquisition
and integration
– Demerger of Thermal Coal business –
define pathway to exit, secure approvals
and commence execution
– Finalisation of De Beers parenting
strategy. Finalise sales agreement with
the Government of the Republic of
Botswana
Sustainability (2%)
– Develop sustainable mining plans.
Complete formulation of plans by asset
to achieve 2030 goals
Sirius Minerals Plc
The acquisition of Sirius Minerals Plc was completed in 2020. The integration is
ongoing, with the technical review on target to be completed by mid-2021. Overall
project progress was broadly in line with the 2020 plan. A good safety record was
achieved during 2020, with a lost time injury frequency rate (LTIFR) of 0 for the year.
The tunnelling rates outperformed expectations throughout 2020, resulting in almost
12 km delivered by year end.
Thermal Coal
Pathways to exit thermal coal defined and approved by the Board and made public.
Good progress made towards exit from thermal coal operations in South Africa. Exit
from minority interest in Cerrejón is intended, but may take time.
De Beers
The execution of De Beers’ strategy is progressing to plan. The Lightbox lab-grown
jewellery synthesis plant in Oregon was completed in the last quarter of 2020, on
schedule and on budget. De Beers restructured in the second half of 2020, in-line with
strategic objectives.
By end-2020, all in-scope sites had developed and approved five-year sustainable
mining plans. The Corporate Functions’ five-year sustainability plans were also
completed.
People (2%)
– Continue to evolve strategy process
to ensure the Board and the Executive
are more aligned as we continue our
transformation journey
Strategy is a standing item on both the GMC and Board agendas, which ensures
regular alignment. A well-executed Board strategy event took place in October.
The strategy is progressing to plan in De Beers, Copper, Thermal Coal, Kumba, and
PGMs following a pause in mid-2020 to assess the impact of Covid-19 and focus on
operations re-building to full capacity.
– Execute strategy on further
organisational streamlining
Overall individual performance
The next phases of simplification for delivery in 2021 have been defined, which includes
full deployment of the Organisation Model.
136
Anglo American plc Integrated Annual Report 2020
GovernanceDirectors’ remuneration report continued Stephen Pearce
Financial
SHE
Strategic
Personal
Total
Safety deductor
Overall result
Percentage weighting
2020 outcome
50%
20%
20%
10%
100%
A percentage reduction from overall bonus outcome on a multiplicative basis
—
Details of personal objectives
Achievement
Portfolio (4%)
– Streamline capital planning process
aligning with thematic reviews
Innovation (3%)
– Secure increased capital structure
flexibility across the Group
People (3%)
– Delivery of key transformational work
around workstreams of governance,
performance reporting and
organisational structure
Overall individual performance
A complete re-plan/forecast for the Group following impact of pandemic was
completed with a high level of accuracy.
Major re-work of planning process was done, resulting in five-year business plan, and
budget approved by the Board.
A new planning system was introduced, allowing live scenario planning and reporting
at Group level. A new capital planning system was introduced and utilised by all sites.
Successful execution of a multi-year strategy, with major progress achieved in 2020.
Completion of $1 billion buyback programme.
Completed a major planning phase for Beyond Finance, with the first major roll-out
of key initiatives. Standard Governance and policy frameworks were established;
JSE compliance and sign-off preparations for Kumba Iron Ore and Anglo American
Platinum were completed as required by JSE Sarbanes Oxley.
Working capital project with optimal levels of working capital defined for all
operations, working capital cost model delivered and live in capital evaluations.
Global Shared Services commenced the Journey to Excellence programme and
successfully operated remotely throughout the year.
Interim and full year financial results completed remotely. Successful audit transition
to PwC.
18.6%
18.0%
12.0%
9.0%
57.6%
3.5%
55.6%
Outcome
100%
100%
66%
90%
Anglo American plc Integrated Annual Report 2020
137
18.6%
18.0%
12.0%
9.0%
57.6%
3.5%
55.6%
Outcome
75%
Tony O’Neill
Financial
SHE
Strategic
Personal
Total
Safety deductor
Overall result
Percentage weighting
2020 outcome
50%
20%
20%
10%
100%
A percentage reduction from overall bonus outcome on a multiplicative basis
—
Details of personal objectives
Achievement
Portfolio (4%)
– Venetia Underground: Progress transition
from open-pit to underground operations.
Venetia Underground
A re-based mine plan was approved by the Board in September 2020, to enable early
revenue production from the upper mine (the ‘KO1P’ Mine Plan).
– Project delivery – Los Bronces
Underground: finalise approach
– Project delivery – Amandelbult
modernisation – progress delivery
Innovation (3%)
– Deliver operating improvements from
implementation of Operating Model, P101
initiatives and technology development
Additionally, a Project Director was appointed and the selection process of the Tier 1
contractors was completed. Work on the project will be ramped up in the first quarter
of 2021.
The overall project is tracking to plan, with good progress being achieved with top
of mine development, shaft equipping and surface infrastructure. Bottom of mine
development remains an area of focus, partly due to Covid-19.
Los Bronces Integrated Project
The environmental impact assessment for the Los Bronces Integrated Project is
progressing according to schedule.
Amandelbult modernisation
Covid-19 severely impacted operations in 2020. However, strategy and design work
progressed largely to plan and remains on track for completion by 2022.
Embedding of Operating Model and redesign of work systems progressed, as well as
implementation of cycle mining and continuous operations.
Work is progressing to confirm the optimal size of the complex.
Operating Model
Significant acceleration of site deployment programme, with 13 go-live milestones
achieved in the fourth quarter of 2020.
P101 programme
Over $2 billion of improvements delivered against baseline, P101 configuration
assessments completed for all priority sites; operational stability accelerator
programme launched at priority assets in 2020.
Technology development
Bulk ore sorter (BOS) deployed at Mogalakwena; BOS at Los Bronces go-live planned
for first half of 2021. Testing complete at Barro Alto and roll-out being finalised.
100%
El Soldado coarse particle recovery (CPR) demonstration plant construction
completed in February 2021, with ramp up to plant operating at full capacity planned
for June 2021.
Full scale unit under-construction at Mogalakwena North, with commissioning
expected in the fourth quarter of 2021.
Quellaveco CPR deployment go-ahead agreed; CPR pre-feasibility under way at
Minas-Rio.
The Elimination of Fatalities programme remained on track through 2020. Seven
work streams, including the three critical EOF programmes (see shared strategic
performance table) progressed per plan. Minor delays in some work streams
experienced due to Covid-19.
Significant additional programmes rapidly developed and delivered globally during
year, including health, safety protocols, supply chain and technology to protect lives in
response to Covid-19 pandemic.
100%
90%
People (3%)
– Delivery of Elimination of Fatalities
workstreams as per 2020 plan
Overall individual performance
138
Anglo American plc Integrated Annual Report 2020
GovernanceDirectors’ remuneration report continued 2018 LTIP award vesting (audited)
In 2018, Mark Cutifani, Stephen Pearce and Tony O’Neill received LTIP
grants of 222,263, 133,952 and 138,914 conditional shares respectively,
with vesting subject to:
– The Group’s TSR performance relative to:
i. Euromoney Global Mining Index
ii. FTSE 100 constituents over the three-year period to
31 December 2020
– Group attributable ROCE in year to 31 December 2020
– Three year Group attributable FCF to 31 December 2020
– Site level sustainability strategy
– Concurrent rehabilitation of open cast mining operations.
TSR Performance over the three-year period was strong, with
shareholders seeing a TSR of 71%, well above the FTSE 100 median
TSR of (2.6)% and the Euromoney Global Mining Index TSR of 43.1%.
ROCE was 17%, delivering a partial payment. Attributable free cash
flow at $(3.6) billion was due to higher working capital as a result of
a temporary increase in inventory in 2020.
A sustainability measure required all sites to have a five-year site
level strategy in place, which was achieved in full. The seedling
rehabilitation goals were spread over three years to allow flexibility
with changing business plans; goals were met in one of the three
years resulting in 33% vesting for this element of the award. This
resulted in an 80% total vesting against ESG measures.
As outlined above, the 2018 LTIP performance assessment resulted
in an overall achievement of 83.8%. At an 83.8% vest and based on
current share price, the cap on vesting value does not come into
effect. At an 83.8% vesting level, the share price required for the cap
to come into effect is £42.46.
Discretion
No adjustments were made to the LTIP targets or outcome.
Performance assessment for 2018 LTIP awards
Measure
Weighting
Euromoney Global Mining Index TSR
FTSE 100 constituents TSR
Group attributable ROCE
Accumulative free cash flow(1)
Site level sustainability strategy
Concurrent rehabilitation of open
cast mining operations
47%
23%
10%
10%
7%
3%
Threshold
performance
(25% vesting)
Index performance
(43.1%)
Stretch
performance
(100% vesting)
Index +6% p.a.
(67.2%)
Median TSR
performance (-2.6%)
80th percentile TSR
performance (30.9%)
13%
$3.6 bn
23%
$4.1 bn
Actual
performance
71.1%
71.1%
17.4%
$(3.6) bn
Vesting
outcome
100%
100%
58%
0%
All operations to have five-year site level
strategy in place by 2020
Plan to be achieved in
1 of 3 years
Plan to be achieved in
all 3 years
Target met in full
100%
Partially met
33%
(1) 2018-2020 cumulative attributable free cash flow (AFCF) at fixed price and FX rates.
Total outcome of the 2018 LTIP including impact of the cap
Mark Cutifani (maximum opportunity 300% of salary)
Stephen Pearce (maximum opportunity 300% of salary)
Tony O’Neill (maximum opportunity 300% of salary)
Numbers
shares granted
Numbers
shares vesting
at 83.8%
Dividend
equivalents on
vested value
Value based
on vesting at
83.8%(1)
Total value
222,263
133,952
138,914
186,256
£421,232
£4,004,693
£4,425,925
112,252
116,410
£253,865
£2,413,522
£2,667,387
£263,269
£2,502,926
£2,766,196
(1) 2018 LTIP vesting does not exceed the cap. Values based on the average share price for 1 October to 31 December 2020 of £21.50, value excludes dividend equivalents.
Restatement of value of 2017 LTIP
Mark Cutifani
Stephen Pearce
Tony O’Neill
Number of
shares vesting
339,001
204,307
Dividend
equivalents
value
2019 estimated
value(1)
(ex dividends)
2019 estimated
total value
Actual value
of award at
vesting(2)
Restated 2017
LTIP value
£691,112
£6,866,390
£7,557,503
£6,586,444
£7,277,556
£416,516
£4,138,197
£4,554,713
£3,969,480
£4,385,996
211,876
£431,946
£4,291,499
£4,723,444
£4,116,532
£4,548,477
(1) 2019 estimated value uses three-month average share price up to 31 December 2019 of £20.25 as stated in the 2019 Annual Report.
(2) The share price on vesting was £19.43.
Outstanding LTIP awards
As explained in the 2016 Annual Report on Remuneration, the value
that can be received from LTIP awards granted from 2017 to 2019 is
limited to twice the face value at grant. The cap did not come into
effect for the 2018 or 2017 LTIPs.
Anglo American plc Integrated Annual Report 2020
139
Governance
Pension (audited)
The pension contribution amounts in the table below should be
read in conjunction with the following information:
– The total amounts of pension contributions treated as having
been paid into the UURBS for Mark Cutifani, Stephen Pearce and
Tony O’Neill are £336,497, £158,404 and £204,276 respectively
– Contributions treated as being paid into the UURBS earn a fixed
return of 5.125%. The total return earned in 2020 was £59,015 for
Mark Cutifani, £9,506 for Stephen Pearce, and £33,872 for Tony
O’Neill
– As at 31 December 2020, the total balance due to executive
directors in relation to the UURBS was £2,484,431. Retirement
benefits can only be drawn from the UURBS if a member has
attained age 55 and has left Group service.
Pension for 2020
Mark Cutifani
Stephen Pearce
Tony O’Neill
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 S.A., amounting to €90,137 for 2020. Stephen Pearce
retained fees for one external directorship, at BAE Systems plc,
amounting to £108,750 for 2020.
Payments for past directors (audited)
In addition to retirement benefits, the company continues to provide
five former executive directors with private medical insurance
arrangements. The total annual cost to the company is £51,039. The
Committee continues to meet these longstanding commitments, but
no new commitments have been made during the year or will be
made in future.
Payments for loss of office (audited)
The company did not make any payments for loss of office to
directors during 2020.
Single total figure of remuneration for non-executive directors
DC
contribution
(£’000)
Cash
allowance
(£’000)
UURBS
contribution
(£’000)
£6.3
£6.3
£42.4
£3.2
£336.5
£158.4
£204.3
UURBS
Notional
Increase
(£’000)
£59.0
£9.5
£33.9
Total
(£’000)
£401.8
£210.3
£247.7
Other director remuneration in 2020 (audited)
Non-executive director remuneration
The table below sets out the remuneration paid to the company’s
NEDs in 2020. 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.
Role
Chairman fee
NED base fee
Fee (£’000)
700(1)
90
Senior independent director
Chair of Audit, Remuneration or
Sustainability committees
30 (additional to base fee)
30 (additional to base fee)
Audit, Remuneration or Sustainability
committee membership
15 (each committee
membership)
Nomination committee membership
10
(1)
Includes service on any Board committees
Non-executive directors
Stuart Chambers
Ian Ashby
Marcelo Bastos(1)
Byron Grote
Hixonia Nyasulu(1)
Nonkululeko Nyembezi(2)
Mphu Ramatlapeng(3)
Jim Rutherford(4)
Anne Stevens
Total fees
2020
£’000(5)
Benefits in
kind 2020
£’000(6)
Total
2020
£’000(7)
Total fees
2019
£’000(8)
Benefits in
kind 2019
£’000(6)
Total
2019
£’000
700
145
105
175
100
115
37
135
145
7
707
145
105
175
100
115
37
135
145
700
132
77
169
15
101
126
139
5
705
132
77
169
15
101
126
139
(1) Marcelo Bastos and Hixonia Nyasulu were appointed during 2019; therefore, their 2019 values are part-year figures.
(2) Nonkulueko Nyembezi joined the Board on 1 January 2020, her 2020 fees are a full year figure.
(3) Mphu Ramatlapeng stepped down from the Board with effect from 5 May 2020.
(4) Jim Rutherford stepped down from the Board with effect from 31 December 2020.
(5)
In 2020, all NEDs in office voluntarily donated 30% of their fees for three months to Covid-related charities and funds. The donated values are included in the disclosed fee figures above.
(6) Stuart Chambers’ benefits in kind figure relates to the reimbursement of travel expenses during the year and the settlement of tax in relation to the reimbursement.
(7) Total is comprised only of fixed remuneration.
(8) 2019 NED fees were increased effective from 1 July 2019. There was no increase in fees during 2020.
140
Anglo American plc Integrated Annual Report 2020
GovernanceDirectors’ remuneration report continued Scheme interests granted during 2020 (audited)
The table below summarises the BSP and LTIP share awards
granted to executive directors during 2020.
The BSP award granted in 2020 was granted in the form of
forfeitable shares and is included in the applicable total annual
bonus values as set out in the applicable single-figure table.
The LTIP is granted in the form of conditional shares and vesting is
dependent on the Group’s performance over 2020-2022 based on
the performance metrics detailed.
Summary of conditional share awards and options granted in 2020
Type of award
Bonus
Share Plan
LTIP share
awards
Performance
measure
—
TSR vs.
Euromoney
Global Mining
Index (33%)
TSR vs.
FTSE 100
constituents
(17%)
Balanced
Scorecard
50%
Face value
at grant(1)
£981,829
£601,109
£623,376
£4,113,997
£2,479,398
£2,571,241
Vesting schedule
Performance
period end
Director
Basis of award
Number of
shares awarded
54,146
33,150
34,378
226,879
136,734
141,799
—
—
Mark Cutifani
60% of bonus
Stephen Pearce
60% of bonus
Tony O’Neill
60% of bonus
31/12/2022
Mark Cutifani
300% of salary
Stephen Pearce
300% of salary
Tony O’Neill
300% of salary
25% for TSR
equal to the Index;
100% for the Index
+6% p.a or above
25% for TSR
equal to median;
100% for 80th percentile
or above
ROCE (15%)
25% for 12%;
100% for 20%
SAFCF (15%)
Energy efficiency (6%)
25% for 4% improvement in
energy efficiency by 2022
100% for 10% improvement
GHG intensity (6%)
25% for 5% improvement in
GHG intensity by 2022
100% for 15% improvement
Tailings facilities (8%)
100% for 100%
implementation of the
Anglo American Standard
on tailings, across all Group
tailings facilities
(1) The face values of the BSP and LTIP awards have been calculated using a grant share price of £18.13. This share price has been calculated based on the three-day average closing
share prices between 4 March 2020 and 6 March 2020. As receipt of the LTIP awards is conditional on performance, the actual value of these awards may be nil. Vesting outcomes will
be disclosed in the remuneration report for 2022.
Anglo American plc Integrated Annual Report 2020
141
Total interests in shares (audited)
The table below summarises the total interests of the directors
(including any share interests held by connected persons) in shares
of Anglo American plc as at 31 December 2020. These include
beneficial and conditional interests.
Executive director shareholding requirements
As per the 2020 remuneration policy, the executive director
shareholding guidelines were strengthened, with Mark Cutifani being
expected to hold interests in shares to a value of four times basic
salary (built up over five years), and Stephen Pearce and Tony O’Neill
being expected to hold shares to a value of three times salary.
For the purposes of calculating progress against the shareholding
requirement, incentive shares with performance conditions are not
included, while BSP shares are included on a net of tax basis.
At the date of preparation of this report, all executive directors
have met their shareholding requirements, Mark Cutifani has
net shareholdings (including Bonus Shares) equal to 1,790% of
basic salary, 848% for Stephen Pearce and 1,457% for Tony O’Neill,
calculated using the average share price between 1 October and
31 December 2020 of £21.50.
Differences from 31 December 2020 to 24 February 2021
Mark Cutifani’s, Stephen Pearce’s and Tony O’Neill’s interests
increased by 20, 22 and 22 shares respectively during the period
between 31 December 2020 to 24 February 2021, as a result of the
acquisition of shares under the SIP. Their total holdings therefore
increased to 1,911,811; 769,823; and 1,064,771 respectively. There have
been no other changes in the interests of the directors in shares
between 31 December 2020 and 24 February 2021.
Shares in Anglo American plc at 31 December 2020
Conditional
(no performance conditions)
Conditional (with
performance conditions)
Directors
Mark Cutifani
Stephen Pearce
Tony O'Neill
Stuart Chambers
Ian Ashby(1)
Marcelo Bastos
Byron Grote(1)
Hixonia Nyasulu
Nonkululeko Nyembezi
Anne Stevens
Former directors
Mphu Ramatlapeng(2)
Jim Rutherford(3)
Beneficial
526,266
107,764
219,813
12,508
2,180
1,475
40,896
1,455
1,032
2,122
7,361
45,000
Within a
holding period
BSP Bonus Shares
475,698
160,100
270,987
256,164
106,832
164,817
SIP
4,113
1,474
2,463
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
SAYE
1,212
2,895
1,459
—
—
—
—
—
—
—
—
—
(1)
Included in the beneficial interests of Ian Ashby and Byron Grote are shares held via unsponsored ADRs.
(2) Mphu Ramatlapeng stepped down from the Board with effect from 5 May 2020; her interests are shown at that date.
(3) Jim Rutherford stepped down from the Board with effect from 31 December 2020; his interests are shown at that date.
LTIP
648,338
390,736
405,210
—
—
—
—
—
—
—
—
—
Total
Total
1,911,791
769,801
1,064,749
12,508
2,180
1,475
40,896
1,455
1,032
2,122
7,361
45,000
142
Anglo American plc Integrated Annual Report 2020
GovernanceDirectors’ remuneration report continued Fairness
Introduction
For 2020, to reflect the importance of the principles of fairness
and transparency, we have introduced a dedicated section to the
remuneration report incorporating disclosures that demonstrate the
Committee’s belief that our remuneration structures are appropriate.
During 2020, we welcomed new colleagues stemming from
the acquisition of Sirius Minerals Plc (now our Crop Nutrients
business). Work is still being undertaken to integrate them into the
Anglo American remuneration framework, as such this population
has been excluded from some of the disclosures in this section.
The Committee takes into account a wide range of internal and
external considerations when making decisions on executive
remuneration, including engaging with relevant stakeholders. During
the year, our senior independent director Byron Grote led the Global
Workforce Advisory Panel in gathering views of employees on a
broad range of issues; executive remuneration was not raised as an
issue in 2020.
Cascade of pay elements through employee population
The following table represents the cascade of our remuneration
elements across our UK employee population. Please note
employees of our Crop Nutrients business are not currently aligned
to this remuneration structure as work is still ongoing in integrating
them into the Anglo American remuneration framework.
Population
All UK
employees
Remuneration
element
Salary
Pension
Benefits
SAYE
SIP
Details
Salaries are determined based on the role and market rates; regular benchmarking exercises are taken to ensure
salaries remain competitive against the market.
We are an accredited Living Wage employer and all employees are paid at least the Real Living Wage.
All employees are able to participate in the company’s Defined Contribution scheme.
All employees are eligible to participate in our range of benefits ranging from private medical coverage,
occupational health services (including Covid-19 testing), and life assurance to a range of well-being and
shopping benefits.
All employees are eligible to participate in the company’s SAYE scheme, which encourages employee share
ownership and the opportunity to share in the value created in the company.
All employees who have been in employment for three months or more are eligible to participate in the company’s
SIP scheme of partnership and matching shares. The company matches the number of partnership shares bought
on a 1:1 basis.
Annual Bonus Our UK workforce (excluding interns) are eligible to participate in our annual bonus scheme. Performance for the
bonus is determined on a team basis, ensuring that everyone is working towards the company’s collective goals.
LTIP
LTIP performance measures for the management population are the same as those for the executive directors,
providing alignment in the goals everyone is working towards. The LTIP ensures the focus of the decision-making
population is on long term value creation.
Shareholding
requirements
The executive director shareholding requirements were further strengthened in our 2020 remuneration policy,
ensuring greater alignment with interests of shareholders. GMC members are also now subject to a shareholding
requirement.
Management
and senior
management
Executive
directors and
GMC members
Our key SHE and ESG commitments flow through to the incentives
for all eligible employees. The annual bonus scheme outcomes
for all eligible employees are determined by team based goals
that include SHE measures, financial metrics and critical strategic
measures. All eligible employees are incentivised to work collectively
on key priorities, including the environmental commitment to
develop a roadmap to carbon neutrality, and are subject to the
safety deductor. The long term incentive plan awards granted to
management and senior management includes the performance
measures applicable to our executive directors, which for 2021
includes ESG measures relating to reducing GHG emissions, tailings
facilities and livelihoods.
Gender pay gap
Introduction
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
employers that employ 250 or more people in Great Britain
are required to disclose the specifically defined information by
4 April 2021. The source data for the required information must be at
the ‘snapshot date’ of 5 April 2020.
Anglo American Services (UK) Limited is the UK company that
employs the majority of Anglo American’s UK workforce and is
predominantly engaged in the provision of head office corporate
services to Anglo American’s global operations. The following
sets out the information required by the UK regulation for
Anglo American Services (UK) Limited, as at 5 April 2020.
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.
Summary
Our mean UK hourly pay gap of 47% is primarily a function of the
representation of men in the most senior management roles in our
UK head office, as shown most clearly in the quartile analysis. On a
global basis(1), our gender pay gap of 17.9% reflects the far greater
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 Groupwide reward structures
Anglo American plc Integrated Annual Report 2020
143
Hourly pay
Anglo American is a global 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 2020, Anglo American Services (UK)
Ltd had a UK workforce of 280 employees:
– Of this population, 46% were men and 54% were women
– Although there has been a significant improvement year-on-
year, the senior management population was made up of a
substantially higher proportion of men (73%) than women (27%)
– Leading to a 47% mean and 36% median UK hourly pay gap (2019:
50% mean and 38% median).
Hourly pay gap ratios
The table below ranks Anglo America Services (UK) Ltd’s 280 UK
employees’ hourly pay from lowest to highest and then splits the
number of employees into equally sized groups.
Reflecting the hourly pay gap described above, the information
below shows that there has been a slight deterioration year-
on-year in the upper quartile, where the percentage of women
decreased from 34% to 30%; however, the percentage of women in
the upper middle quartile increased from 40% to 47%. Proportionally,
there remain more male employees than female employees in the
higher pay quartiles.
Hourly pay quartiles
Hourly pay quartiles
Lower
Lower Middle
Upper Middle
Upper
2020
Percentage
males
in Quartile
2020
Percentage
females
in Quartile
2019
Percentage
males in
Quartile
2019
Percentage
females in
Quartile
19
41
53
70
81
59
47
30
19
43
60
66
81
57
40
34
Bonus pay gap
Anglo American’s UK performance pay schemes operate irrespective
of gender, with the majority of UK employees eligible to receive
variable bonus pay during the year. In 2020, 84% of male and 81%
of female employees received a bonus, with the difference relating
to there being more women than men in junior roles that do not
receive bonuses. The population that does not receive a bonus is
formed of interns and employees who joined the company after
1 October 2019.
The factors driving the bonus pay gap are the same as for the
hourly pay gap, being the imbalanced gender composition across
the more senior roles in our UK headquarters. Variable performance
pay structures for the most senior employees differ from those of the
wider workforce, thereby further widening the gap. The increase in
the mean bonus pay gap for 2020 was anticipated, owing to the
share component of the 2017 bonus (which reflected the continued
lower share price experienced in early 2017) vesting in March 2020.
We expect to see this bonus pay gap reduce as the proportion of
female employees in more senior roles continues to increase.
Progress in 2020 and our commitment for the future
We have been working to address the challenges of the long-
standing gender imbalance within our industry, most evident at
senior levels. We are making considerable progress, including by
reinforcing a more inclusive working culture that enables everyone
to thrive and through focusing on areas such as recruitment, talent
development, mentoring and apprentices.
Across our global business, we are aligned to the Hampton-
Alexander recommendations to achieve 33% female representation
across our Executive Committee and those that report to it,
which we target to achieve by 2023. By the end of 2020, female
representation had increased to 27% in this population from 24% in
2019. By building on what we have achieved so far, we are confident
that we will continue to attract a diverse pool of talent to support
our commitment to purpose-led high performance.
The Remuneration Committee continues to critically review our
pay structures to make sure that they are inclusive for our whole
employee population and we take this responsibility very seriously.
Remuneration disclosures
Ten-year remuneration and returns
The TSR chart shows the Group’s TSR performance against
the performance of the FTSE 100 index from 1 January 2011 to
31 December 2020. The FTSE 100 index was chosen as this is a
widely recognised broad index of which Anglo American has been
a long term constituent.
The TSR performance since 2013, when the current chief executive
took office, versus the FTSE 100 index is positive.
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.
The table opposite shows the total remuneration earned by the
incumbent chief executive over the same 10-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 the
single figure table for executive directors on page 133 of this report.
144
Anglo American plc Integrated Annual Report 2020
GovernanceDirectors’ remuneration report continuedSource: Datastream 10050015020020102011201220132014201820202019201720162015Value of a hypothetical $100 investmentTen-year TSR performance Ten year CEO remuneration
31 December,
2011
31 December,
2012
31 December,
2013
31 December,
2014
31 December,
2015
31 December,
2016
31 December,
2017
31 December,
2018
31 December,
2019
31 December,
2020
8,113
3,203
1,462
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
67%
28%
0%
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)
94%
96%
100%
—
—
—
35%
50%
0%
—
—
—
5,305
3,725
3,462
3,996
6,693
15,636
(1)
10,745(1)
7,819
65%
60%
36.5%
87.5%
76.9%
63.4%
58%
54.6%
—
—
50%
0%
50%
100%
92.5%
83.8%
(1) Please note that 2019 total remuneration figure has been restated in line with the changes in approach to calculating the CEO’s single figure number, as outlined in notes 3 and 4 for
the single figure table on page 133.
CEO pay ratio
The table shows our CEO pay ratio for 2020 based on our total UK
population, and the methodology used to for the calculation. At
105:1, the CEO pay ratio at the median is lower than the median
ratio of 133:1 in 2019 and 191:1 in 2018. There are two primary drivers of
this outcome:
– The CEO’s total remuneration has fallen from £10.75 million to
£7.82 million. This is largely due to the decrease in the vesting
of the 2018 LTIP award which fell from 92.5% to 83.8% and was
granted over a much lower number of shares in comparison to the
number granted in 2017
– The 2020 calculation includes employees from our newly
acquired Crop Nutrients business which has a greater proportion
of operational roles compared to the rest of Anglo American’s
UK employees. As such, the average remuneration levels for
employees of the Crop Nutrients business is lower than for other
UK Anglo American employees.
On a like-for-like basis, excluding the Crop Nutrient business,
employee population from the analysis, the ratio falls to 95:1. This
demonstrates a continued declining trend in the CEO pay ratio.
As for previous years and in line with our executive director
remuneration strategy, our CEO pay comprises a higher proportion
of incentive pay compared to the wider employee population. This
will likely remain the key driver of fluctuations in the ratio from year
to year.
Option A has been used to calculate the ratio, being the most
comprehensive methodology of the three prescribed methods.
This methodology uses the full-time equivalent pay and benefits
data for all UK employees during the year and compares the single
figure number for employees at the 25th, 50th and 75th percentiles
against the CEO at the snapshot date of 31 December 2020, the
last day of the financial year.
Please note, the methodology for the calculation of each
employee’s single figure number has been updated in line with the
changes in approach to calculating the single figure number as
outlined in notes 3 and 4 for the single figure table on page 133.
The salary, benefits and share plan data has been taken on a
full-time equivalent basis; however the annual bonus amounts
have been taken on an estimated basis. All other elements were
calculated in line with the methodology used for the chief executive.
The employee at the 50th percentile does not participate in a long
term incentive plan and does not receive all benefits applicable to
the chief executive. Therefore, the ratio is not a direct comparison
with the total remuneration of the chief executive. Having reviewed
the reasons for the change in the median pay ratio, the company is
satisfied that the ratio is appropriate.
Financial year ending
2020
2020 excluding Crop Nutrients business
2019(1)
CEO pay ratio
25th percentile employee
Median percentile employee
75th percentile employee
Method
used
25th
percentile
Median
percentile
75th
percentile
Option A
Option A
Option A
Salary
2020
2020 ex CN
£45,039
£40,800
£64,080
£59,776
157:1
149:1
205:1
2019(1)
£41,706
£54,810
105:1
95:1
133:1
62:1
45:1
60:1
Total remuneration
2020
2020 ex CN
£49,805
£52,335
£74,193
£82,048
2019(1)
£52,301
£80,811
£91,350
£78,000
£108,200
£126,812
£173,877
£178,416
(1) 2019 numbers have been restated in line with the changes in approach to calculating the single figure number as outlined in notes 3 and 4 for the single figure table on page 133.
Anglo American plc Integrated Annual Report 2020
145
Executive directors
Mark
Cutifani
Stephen
Pearce
Tony
O’Neill
£’000
% change
£’000
% change
£’000
% change
Non-executive directors
Stuart
Chambers(3)
Ian
Ashby
Marcelo
Bastos(4)
Byron
Grote
Hixonia
Nyasulu(4)
Nonkululeko
Nyembezi(5)
Anne
Stevens
UK
employees
£’000
% change
£’000
% change
£’000
% change
£’000
% change
£’000
% change
£’000
% change
£’000
% change
£’000
% change(6)
2020
Salaries/fees(1)
2020
Benefits(2)
2020
Bonus
1,371
2%
826
2%
857
2%
700
—%
145
10%
105
2%
175
4%
100
11%
115
—%
145
4%
106
5%
41
7%
37
(5%)
38
12%
7
46%
0
—%
0
—%
0
—%
0
—%
0
—%
0
—%
19
11%
1,574
(4%)
965
(4%)
1,001
(4%)
0
—%
0
—%
0
—%
0
—%
0
—%
0
—%
0
—%
92
7%
(1) There was no increase in NED base or committee fees in 2020; the increase is due to an
increase in fees from July 2019.
(2) Benefits for UK employees comprise of pension and car allowances (where applicable),
these being the most material.
(3) Stuart Chambers’ benefits in kind figure relates to the reimbursement of travel expenses
during the year and the settlement of tax in relation to the reimbursement.
(4) Marcelo Bastos and Hixonia Nyasulu joined the Board part way through 2019; their 2019
full year equivalent fees have been included for comparability.
(5) Nonkululeko Nyembezi joined the Board on 01 January 2020; no change is calculable
for 2020.
(6) Annual salary increase was 2% for UK employees; the 5% increase includes pay increases
from promotions. This also results in increases in bonus and benefit levels.
Distribution statement
Underlying earnings(1)
Dividends payable for year
to company shareholders
Dividends payable for year
to non-controlling interests
Payroll costs for all
employees
Share buybacks
Employee numbers
$m
% change
$m
% change
$m
% change
$m
% change
$m
% change
’000
% change
2020
3,135
(10)
904
(36)
810
7
3,365
(3)
223
(71)
64
2
2019
3,468
7
1,422
10
759
(13)
3,467
(1)
777
63
(2)
(1) See page 164 for details on how underlying earnings are calculated.
Change in directors’ remuneration compared to
UK employees
The table opposite sets out the directors’ basic salary, benefits and
annual bonus amounts for 2020 and the year-on-year change.
We show the average change in each element for UK-based
Anglo American Services (UK) Ltd employees below GMC level (this
excludes De Beers and Crop Nutrients business employees). This
population is being used, as Anglo American plc does not have any
employees. The chosen population is considered to be the most
relevant employee comparator group given the Groupwide nature
of roles performed at the corporate head office. Please note, this
population does not include employees who joined Anglo American
as part of the Sirius Minerals Plc acquisition.
Distribution statement for 2020
The table opposite sets out the total expenditure on employee
reward over 2020, 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.
146
Anglo American plc Integrated Annual Report 2020
GovernanceDirectors’ remuneration report continued 2020 AGM shareholder voting
Vote
2019 Annual Report on Remuneration
2020 Remuneration Policy
Anglo American Long Term Incentive Plan 2020
Anglo American Bonus Share Plan 2020
External advisers and fees
Advisers
For
896,122,440
(93.99%)
911,402,369
(95.61%)
929,104,772
(96.93%)
938,727,130
(99.54%)
Against
57,250,375
(6.01%)
41,886,673
(4.39%)
29,401,727
(3.07%)
4,314,990
(0.46%)
Mercer
Kepler
Appointed as interim external advisers to the Committee, Mercer Kepler provided support and advice on
development of the new remuneration policy, as well as information on market trends and developments. In
addition, Mercer Kepler provided specialist valuation services and market remuneration data. Services were
provided up to November 2020, after which Deloitte was appointed as the Committee’s external remuneration
adviser.
Number of votes
Abstain
8,398,677
8,482,628
3,265,171.00
18,729,550
Fees for committee
assistance
£46,966
Deloitte LLP
Appointed as external advisers to the Committee from November 2020. Support during 2020 includes provision of
market update and support for the December 2020 committee meeting.
£19,000
Other services provided to the company
Corporate tax advisory services, risk advisory services, financial transformation advisory services, financial advisory
services in relation to mergers and acquisitions and capital restructuring.
PwC LLP
In its capacity as Group external auditor, PwC undertakes an audit of the relevant sections of the report annually.
However, it provides no advice to the Committee.
n/a
Directors’ service agreements
The executive directors are employed under service agreements
which are rolling contracts with no fixed term. The chief executive
and finance director have service agreements that may be
terminated by either side by giving not less than 12 months’ notice.
The technical director is employed under a service agreement that
may be terminated by either side by giving not less than six months’
notice. The dates of the executive directors’ service agreements are
set out below.
Mark Cutifani
Stephen Pearce
Tony O’Neill
Date of appointment
3 April 2013
24 April 2017
22 July 2015
The chairman and NEDs are appointed by the company under
letters of appointment and do not have service contracts or
contracts for service. All NEDs are expected to serve for an initial
period of three years, subject to annual re-election by shareholders
at the AGM. NEDs are typically expected to service two three-
year terms, although the Board may invite them to serve for an
additional period. The appointment of the chairman may be
terminated by either side by giving not less than six months’ notice.
All other NEDs have a notice period of not less than one month from
either side. The dates of each NED’s original appointment are set
out below.
Stuart Chambers
Ian Ashby
Marcelo Bastos
Byron Grote
Hixonia Nyasulu
Nonkululeko Nyembezi
Mphu Ramatlapeng(1)
Jim Rutherford(2)
Anne Stevens
(1) Stepped down from the Board on 5 May 2020
(2) Stepped down from the Board on 31 December 2020
Date of appointment
1 September 2017
25 July 2017
1 April 2019
19 April 2013
1 November 2019
1 January 2020
8 July 2013
4 November 2013
Remuneration Committee in 2020
Membership
The Committee comprised the independent NEDs listed on page 123
as at 31 December 2020.
External advisers to the Committee
The table above details the external advisers to the Committee and
the fees paid for services provided during 2020. During the year,
the Committee undertook the search for a new external adviser
following PwC’s appointment as auditors in 2019. The Committee
considered proposals and attended presentations from several
prospective firms but chose Deloitte on the basis of the quality of
their proposal and the capabilities they are able to offer.
The fees for external advisers are charged on a time and expenses
basis and are in accordance with the terms and conditions set out
in each relevant engagement letter. Mercer Kepler is a signatory of
the Code of Conduct for Remuneration Consultants (which can be
found at www.remunerationconsultantsgroup.com). Deloitte is one of
the founding members of the Remuneration Consulting Group.
The Committee is satisfied that the Deloitte engagement team,
which provides remuneration advice to the Committee, does not
have connections with Anglo American plc or its directors that may
impair its independence. The Committee reviewed the potential
for conflicts of interest and judged that there were appropriate
safeguards against such conflicts.
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
15 May 2012
24 February 2021
Anglo American plc Integrated Annual Report 2020
147
Governance
Statement of directors’ responsibilities
Statement of directors’ responsibilities
in respect of the financial statements
The directors are responsible for preparing the Integrated
Annual Report and the financial statements in accordance
with applicable law and regulation.
Company law requires the directors to prepare financial statements for each
financial year. Under that law the directors have prepared the group financial
statements in accordance with International Accounting Standards in
conformity with the requirements of the Companies Act 2006. Additionally, the
Financial Conduct Authority’s Disclosure Guidance and Transparency Rules
require the directors to prepare the Group financial statements in accordance
with International Financial Reporting Standards adopted pursuant to
Regulation (EC) No 1606/2002 as it applies in the European Union and parent
Company financial statements in accordance with United Kingdom Generally
Accepted Accounting Practice (United Kingdom Accounting Standards,
comprising FRS 101 ‘Reduced Disclosure Framework’, and applicable law).
Under company law, directors must not approve the financial statements
unless they are satisfied that they give a true and fair view of the state of
affairs of the Group and parent Company and of the profit or loss of the
Group for that period. In preparing the financial statements, the directors
are required to:
– Select suitable accounting policies and then apply them consistently
– State whether International Accounting Standards in conformity with
the requirements of the Companies Act 2006 and International Financial
Reporting Standards adopted pursuant to Regulation (EC) No 1606/2002
as it applies in the European Union have been followed for the Group
financial statements and United Kingdom Accounting Standards,
comprising FRS 101 have been followed for the parent Company financial
statements, subject to any material departures disclosed and explained
in the financial statements
– Make judgements and accounting estimates that are reasonable and
prudent
– Prepare the financial statements on the going concern basis unless it
is inappropriate to presume that the Group and parent Company will
continue in business.
The directors are also responsible for safeguarding the assets of the Group
and parent Company and hence for taking reasonable steps for the
prevention and detection of fraud and other irregularities.
The directors are responsible for keeping adequate accounting records
that are sufficient to show and explain the Group’s and parent Company’s
transactions and disclose with reasonable accuracy at any time the financial
position of the Group and parent Company and enable them to ensure that
the financial statements and the directors’ remuneration report comply with
the Companies Act 2006.
The directors are responsible for the maintenance and integrity of the
corporate and financial information included on the Group’s website.
Legislation in the United Kingdom governing the preparation and
dissemination of financial statements may differ from legislation in
other jurisdictions.
Directors’ responsibility statement
for the year ended 31 December 2020
The directors consider that the annual report and accounts, taken as a whole,
are fair, balanced and understandable and provide the information necessary
for shareholders to assess the Group’s and parent Company’s position and
performance, business model and strategy.
– The Strategic Report includes a fair review of the development and
performance of the business and the position of the Group and
parent Company, together with a description of the principal risks and
uncertainties that it faces.
We confirm that, to the best of our knowledge:
By order of the Board
– The Group financial statements, which have been prepared in
accordance with International Accounting Standards in conformity with
the requirements of the Companies Act 2006 and International Financial
Reporting Standards adopted pursuant to Regulation (EC) No 1606/2002
as it applies in the European Union, give a true and fair view of the assets,
liabilities, financial position and profit of the Group
– The parent Company financial statements, which have been prepared
in accordance with United Kingdom Accounting Standards, comprising
FRS 101, give a true and fair view of the assets, liabilities, financial position
and profit of the parent Company
Mark Cutifani
Chief Executive
24 February 2021
Stephen Pearce
Finance Director
148
Anglo American plc Integrated Annual Report 2020
Financial statements and
other financial information
Contents
Independent auditors’ report to the members of Anglo American plc
150
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. Financial performance by segment
3. Earnings per share
4. Net finance costs
5.
6. Dividends
Income tax expense
Significant items
7.
Significant accounting matters
8. Special items and remeasurements
Capital base
9. Capital by segment
Intangible assets
10.
1 1. Property, plant and equipment
1 2. Capital expenditure
1 3.
14. Financial asset investments
1 5. Provisions for liabilities and charges
1 6. Deferred tax
Investments in associates and joint ventures
Working capital
1 7.
Inventories
1 8. Trade and other receivables
1 9. Trade and other payables
Net debt and financial risk management
20. Net debt
21. Borrowings
22. Financial instruments and derivatives
23. Financial risk management
158
158
159
160
1 6 1
162
163
165
166
166
168
169
17 2
174
175
176
177
178
180
180
1 8 1
183
184
184
185
187
188
192
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 assets and 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. Leases
39. Accounting policies
Financial statements of the parent Company
Summary by operation
Key financial data
Exchange rates and commodity prices
1 9 5
1 9 6
1 9 8
1 9 9
203
204
204
204
206
206
208
2 1 0
223
223
224
225
232
235
237
238
Anglo American plc Integrated Annual Report 2020
149
Financial statements and other financial information
Independent auditors’ report to the
members of Anglo American plc
Report on the audit of the financial statements
Our audit approach
Opinion
In our opinion:
– Anglo American plc’s Group financial statements and parent Company
financial statements (the “financial statements”) give a true and fair view
of the state of the Group’s and of the parent Company’s affairs as at
31 December 2020 and of the Group’s profit and the Group’s cash flows for
the year then ended;
– the Group financial statements have been properly prepared in
accordance with international accounting standards in conformity with the
requirements of the Companies Act 2006;
– the parent Company financial statements have been properly prepared in
accordance with United Kingdom Generally Accepted Accounting Practice
(United Kingdom Accounting Standards, comprising FRS 101 “Reduced
Disclosure Framework”, and applicable law); and
– the financial statements have been prepared in accordance with the
requirements of the Companies Act 2006.
We have audited the financial statements, included within the Integrated
Annual Report (the “Annual Report”), which comprise: the Consolidated and
parent Company balance sheets as at 31 December 2020; the Consolidated
income statement, the Consolidated statement of comprehensive income,
the Consolidated cash flow statement and the Consolidated statement of
changes in equity for the year then ended; and the notes to the financial
statements, which include a description of the significant accounting policies.
Our opinion is consistent with our reporting to the Audit Committee.
Separate opinion in relation to international financial reporting
standards adopted pursuant to Regulation (EC) No 1606/2002
as it applies in the European Union
As explained in note 39 to the Group financial statements, the Group, in
addition to applying international accounting standards in conformity with
the requirements of the Companies Act 2006, has also applied international
financial reporting standards adopted pursuant to Regulation (EC) No
1606/2002 as it applies in the European Union.
Context
The context of our audit is set by 2020 being our first year as external
auditors of the Group. As part of our audit transition, we performed specific
procedures over opening balances by shadowing the prior year audit
undertaken by the predecessor auditor, reviewing the predecessor auditor
working papers in the UK and in each of the countries in scope of the Group
audit, and re-evaluating the predecessor auditor's conclusions in respect of
key accounting judgements in the opening balance sheet at 1 January 2020.
We performed process walkthroughs to understand and evaluate the key
financial processes and controls across the Group and, in accordance with
International Standard on Review Engagements (UK and Ireland) 2410, a
review of the half year financial information. Following this work, we
performed early audit procedures in advance of the year-end (otherwise
known as our pre year-end audit work) in each of the Group’s controlled in-
scope locations. The objective of the pre year-end audit work was to ensure
that each of our teams was appropriately orientated and able to decide
what work needed to be done when and where at year-end, to enable early
consideration of as many key accounting judgements as possible before the
year-end and to identify any businesses or specific areas where additional
audit attention might be required at year-end.
The audit transition, half year review and pre year-end audit work were
important in determining our final 2020 Group audit scope and areas of
focus. As we undertook each phase of this first year audit, we regularly
updated our risk assessment to reflect audit findings, including our
assessment of the Group’s control environment and the impact on our
planned audit approach.
As a result of the impact of Covid-19, certain countries were placed under
restrictive government lockdowns for part of our audit transition and the
duration of our 2020 audit, which impacted the way we conducted our work,
with more procedures being performed remotely and additional work being
performed to address the requirements of ISA (UK) 500 Audit Evidence. The
impacts of the pandemic, both from a financial reporting perspective and as
it related to delivering the audit largely remotely, were continuously re-
evaluated throughout the year, including the impact of the pandemic on our
risk assessment which was regularly updated to reflect our audit findings from
each stage of our work.
In our opinion, the Group financial statements have been properly prepared
in accordance with international financial reporting standards adopted
pursuant to Regulation (EC) No 1606/2002 as it applies in the European Union.
Overview
Audit scope
– Our audit included full scope audits or specified procedures at each of the
Basis for opinion
We conducted our audit in accordance with International Standards on
Auditing (UK) (“ISAs (UK)”) and applicable law. Our responsibilities under ISAs
(UK) are further described in the Auditors’ responsibilities for the audit of the
financial statements section of our report. We believe that the audit
evidence we have obtained is sufficient and appropriate to provide a basis
for our opinion.
Independence
We remained independent of the Group in accordance with the ethical
requirements that are relevant to our audit of the financial statements in the
UK, which includes the FRC’s Ethical Standard, as applicable to listed public
interest entities, and we have fulfilled our other ethical responsibilities in
accordance with these requirements.
To the best of our knowledge and belief, we declare that non-audit services
prohibited by the FRC’s Ethical Standard were not provided to the Group.
Other than those disclosed in note 37 to the financial statements, we have
provided no non-audit services to the Group in the period under audit.
Group’s in-scope business units, joint ventures and associates
(“components”).
– Taken together, the components at which audit work was performed
accounted for 97% of consolidated revenue, 92% of consolidated profit
before tax and 92% of consolidated profit before tax, special items and
remeasurements.
Key audit matters
– Assessment of impairment and impairment reversals for intangible assets,
property, plant and equipment, investments in associates and joint
ventures (Group) and investments in subsidiaries (parent Company)
– Recoverability of deferred tax assets in Brazil (Group)
– Provisions for environmental restoration and decommissioning (Group)
– Fair value allocation of the purchase price in respect of the acquisition of
Sirius Minerals Plc (Group)
– Covid-19 (Group and parent Company)
Materiality
– Overall Group materiality: $200 million based on approximately 3.3% of the
Group's three year average consolidated profit before tax, special items
and remeasurements
– Overall parent Company materiality: $80 million which represents less than
1% of total assets
– Performance materiality: $150 million (Group) and $60 million (parent
Company)
150 Anglo American plc Integrated Annual Report 2020
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The scope of our audit
As part of designing our audit, we determined materiality and assessed the
risks of material misstatement in the financial statements.
Capability of the audit in detecting irregularities, including fraud
Irregularities, including fraud, are instances of non-compliance with laws and
regulations. We design procedures in line with our responsibilities, outlined in
the Auditors’ responsibilities for the audit of the financial statements section,
to detect material misstatements in respect of irregularities, including fraud.
The extent to which our procedures are capable of detecting irregularities,
including fraud, is detailed below.
Based on our understanding of the Group and industry, we identified that the
principal risks of non-compliance with laws and regulations related to the
failure to comply with environmental regulations, health and safety
regulations and anti-bribery and corruption laws, and we considered the
extent to which non-compliance might have a material effect on the financial
statements. We also considered those laws and regulations that have a
direct impact on the preparation of the financial statements such as the
Companies Act 2006. We evaluated management’s incentives and
opportunities for fraudulent manipulation of the financial statements
(including the risk of override of controls), and determined that the principal
risks were related to posting inappropriate journal entries and management
bias in accounting estimates. The Group engagement team shared this risk
assessment with the component auditors so that they could include
appropriate audit procedures in response to such risks in their work. Audit
procedures performed by the Group engagement team and/or component
auditors included:
– Discussions with management, Internal Audit and the Group’s legal
advisors, including consideration of known or suspected instances of
non‑compliance with laws and regulation and fraud
– Understanding and evaluating controls designed to prevent and detect
irregularities and fraud
– Assessing significant judgements and estimates in particular those relating
to impairment, deferred taxes and environmental and decommissioning
provisions, and the disclosure of these items (and as outlined further in the
‘Key audit matters’ section of this report)
– Identifying and testing journal entries, in particular journal entries posted
with unusual account combinations
There are inherent limitations in the audit procedures described above. We
are less likely to become aware of instances of non-compliance with laws
and regulations that are not closely related to events and transactions
reflected in the financial statements. Also, the risk of not detecting a material
misstatement due to fraud is higher than the risk of not detecting one
resulting from error, as fraud may involve deliberate concealment by, for
example, forgery or intentional misrepresentations, or through collusion.
Key audit matters
Key audit matters are those matters that, in the auditors’ professional
judgement, were of most significance in the 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) identified by the
auditors, including 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, and any comments we make on the
results of our procedures thereon, 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. This is not a
complete list of all risks identified by our audit.
Key audit matter
How our audit addressed the key audit matter
Assessment of impairment and impairment reversals for intangible assets,
property, plant and equipment, investments in associates and joint ventures
(Group) and investments in subsidiaries (parent Company)
As at 31 December 2020, the Group has intangible assets of $3,103 million
(2019: $3,086 million), property, plant and equipment of $36,419 million
(2019: $34,201 million) and investments in associates and joint ventures
of $1,258 million (2019: $1,333 million). Impairment charges to all these asset
categories have been recognised in previous years.
For all material finite-lived intangible assets, property, plant and equipment
and investments in associates and joint ventures we undertook the following
to test management’s assessment for indicators of impairment/impairment
reversal:
– understood and evaluated management’s processes and controls in
The determination of whether an impairment or impairment reversal trigger
exists can be judgemental. Management must determine the recoverable
amount when impairment indicators or indicators of impairment reversal are
identified.
The Group has goodwill of $1,963 million as at 31 December 2020
(2019: $1,981 million), predominantly associated with the De Beers business unit.
Goodwill is required to be tested for impairment at least annually.
The determination of recoverable amount, being the higher of value-in-use
(“VIU”) and fair value less costs of disposal (“FVLCD”), requires judgement and
estimation on the part of management in identifying and then determining the
recoverable amounts for the relevant cash-generating units (“CGUs”).
Recoverable amounts are based on management’s view of key value driver
inputs and external market conditions such as future commodity prices, the
timing and approval of future capital and operating expenditure, and the
most appropriate discount rate. Estimation uncertainty is considered to have
increased this year as a result of the Covid-19 pandemic and increased market
volatility as a result.
respect of the impairment assessment process;
– assessed the appropriateness of management’s identification of the
Group’s CGUs; and
– evaluated and challenged management’s assessment and judgements
in respect of impairment/impairment reversal indicators, including
ensuring that the impact of Covid-19, climate change and recent
commodity price and foreign exchange volatility were appropriately
included and considered in management’s impairment trigger
assessment and conclusions.
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Key audit matter
How our audit addressed the key audit matter
The CGUs where impairment triggers were identified in the year include: Barro
Alto (Nickel and Manganese), De Beers (Diamonds), Moranbah-Grosvenor
(Coal), Dawson (Coal), Goedehoop (Coal), Khwezela (Coal), Butsanani (Coal),
Isibonelo (Coal), El Soldado (Copper) and Cerrejón (Coal). As triggers for
impairment/impairment reversals were identified in respect of these CGUs,
management prepared a detailed cash flow model on a FVLCD basis to
estimate the recoverable amount. Management’s analysis determined that
impairment losses had occurred, amounting to $589 million at Barro Alto and
$149 million in relation to South African thermal coal CGUs.
Management also recorded further impairment charges in relation to specific
assets at Moranbah-Grosvenor (Coal) of $100 million, the Group’s share of
impairments of $72 million at Samancor (Nickel and Manganese) and other
assets of $42 million.
Refer to notes 7 and 8 for management conclusions and the Audit
Committee’s views.
At 31 December 2020, the parent Company holds investments in subsidiaries
amounting to $31,651 million (2019: $30,876 million). Investments in subsidiaries
are accounted for at historical cost less accumulated impairment.
Judgement is required to assess if impairment triggers exist and where triggers
are identified, if the investment carrying value is supported by the recoverable
amount. In assessing for impairment triggers, management considers if the
underlying net assets of the investment support the carrying amount and
whether other facts and circumstances, including impairments recorded in the
Group financial statements, would be indicative of a trigger.
Based on management’s assessment, no impairment triggers in respect of the
carrying value of investments in subsidiaries were identified at the balance
sheet date.
Refer to note 1 of the parent Company’s accounts.
Specifically, for each CGU where triggers for impairment or impairment
reversals were identified, and in respect of the De Beers CGU where an
annual goodwill impairment test was required, management prepared a
detailed cash flow model on a FVLCD basis to estimate the recoverable
amount. Our procedures in respect of each model included:
– verifying the integrity of formulae and the mathematical accuracy of
management’s valuation models;
– consideration of the impact of the latest life of mine plan assumptions
and ensuring that the valuation model reflected the latest plans. This
included assessing the competence and objectivity of management’s
internal technical experts in preparing the plan;
– assessing the reliability of management’s forecast capital and operating
expenses with reference to comparing budgeted results to actual
performance in prior periods. Where we identified significant shortfalls
against budget in prior years, this informed our determination of
sensitivities to apply as we formed our independent view about
reasonable downside scenarios;
– with the support of our valuations experts, assessing the discount rate
used in each model and whether it fell within a reasonable range taking
account of external market data. Where it did not, we applied our
independent view of a more appropriate rate to management’s forecast.
Our assessment of discount rates also included consideration of country
and asset specific risks and challenging management to ensure that
these had been appropriately captured in either the discount rate or
underlying cash flow forecasts;
– benchmarking management's forecast commodity price and foreign
exchange assumptions against our own collated consensus data to
assess whether they fell within an external analyst range. Specially in
respect of De Beers, we engaged our economics experts to challenge
and assess the appropriateness of the methodology and assumptions
used in deriving forecast diamond prices;
– challenged and verified that the cash flow forecasts appropriately
captured and considered the impact of carbon emissions on price, mine
plan costs and cost of capital where material;
– based on the procedures above, we satisfied ourselves that
management’s calculation of any impairment loss recorded was correctly
calculated; and
– we assessed whether the assumptions had been determined and applied
on a consistent basis, where relevant, across the Group. Furthermore, we
considered the increased estimation uncertainty as a result of Covid-19
and challenged management as to how this had been incorporated into
the assumptions and forecast cash flows.
As a result of our work, we determined that the impairment charges
recorded are appropriate and that adequate disclosures have been made
in the financial statements.
In respect of investments in subsidiaries in the parent Company, we
undertook the following to test management’s assessment for indicators
of impairment:
– evaluated and challenged management’s assessment and judgements,
including ensuring that consideration had been given to the results of the
Group’s impairment assessment in respect of intangible assets and
property, plant and equipment;
– verified the mathematical accuracy of management's assessment and
that the net assets of the subsidiaries being assessed agreed to the
respective subsidiary balance sheet at 31 December 2020; and
– independently performed an assessment of other internal and external
impairment triggers, including considering the market capitalisation of the
Group with reference to the carrying value of investments in subsidiaries
in the parent Company to identify other possible impairment indicators.
As a result of our work, we are satisfied that management’s assessment is
appropriate and that there are no indicators of impairment in respect of the
carrying value of the parent Company’s investments in subsidiaries at
31 December 2020.
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Key audit matter
How our audit addressed the key audit matter
Recoverability of deferred tax assets in Brazil (Group)
The recognition and measurement of certain of the Group’s deferred tax
assets 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 and the likelihood of realisation of these assets. The expectation that
these assets will be realised is dependent on a number of factors, including
whether there will be sufficient taxable profits in future periods to support
utilisation of the assets.
We understood and evaluated management’s processes and controls in
respect of assessing the recoverability of deferred tax assets.
At both a Group and component level, we assessed the appropriateness
and measurement of the Brazil deferred tax asset recognised through
discussions with the Group’s tax function, review of supporting
documentation and assessing the recoverability of the deferred tax assets.
At 31 December 2020, gross deferred tax assets recognised by the Group
amounted to $2.9 billion (2019: $2.7 billion) with the most significant asset
related to Minas-Rio ($1.5 billion). Deferred tax assets have not been
recognised on temporary differences of $11.9 billion at 31 December 2020 (2019:
$10.8 billion). As the Minas-Rio mine does not have a sustained history of
taxable profits, management view that there is greater uncertainty regarding
longer term taxable forecast profits. The recognition of deferred tax in Brazil is
further complicated as a consequence of the Brazilian corporate tax returns
being filed in a different currency to the accounting functional currency which
generates further deferred tax balances.
Refer to notes 7 and 16 for management conclusions and the Audit
Committee’s views.
Provisions for environmental restoration and decommissioning (Group)
The Group has provisions for environmental restoration and decommissioning
of $2,953 million as at 31 December 2020 (2019: $2,254 million).
The calculation of these provisions requires management to estimate the
quantum and timing of future costs, taking into account the unique nature
of each site, the long timescales involved and the potential associated
obligations. These calculations also require management to determine an
appropriate rate to discount future costs to their net present value.
Management reviews the close-down, restoration and environmental
obligations on an annual basis, using experts to provide support in its
assessment where appropriate. This review incorporates the effects of any
changes in local regulations and management’s anticipated approach to
restoration and rehabilitation.
Refer to note 15 for management’s conclusions and the Audit
Committee’s views.
In respect of the recoverability of deferred tax assets, we evaluated
management’s assessment as to whether there were sufficient taxable
profit forecasts to support the recognition of the deferred tax assets. We
evaluated management's future cash flow forecasts, including comparing
budgeted results to actual performance in prior periods and the process
by which they were prepared ensuring consistency of cash flows with those
used for the purpose of impairment testing. Based on our procedures, we
observed that future cash flow forecasts were consistent with those used for
impairment testing and supported the recoverability of the deferred tax
assets recognised. We further challenged the underlying model used to
calculate the deferred tax asset including verifying the integrity of formulae,
the mathematical accuracy of management’s model and that the
calculation of the model resulted in an outcome in compliance with IAS 12
Income Taxes.
Based on the procedures performed, we are satisfied that management's
forecast taxable profits support the recognition of deferred tax assets in
Brazil and the related disclosures in the financial statements are
appropriate.
We assessed management’s process for the review of environmental
restoration and decommissioning provisions and performed detailed testing
in respect of the cost estimates. As part of our detailed testing, we
validated the existence of legal and/or constructive obligations with
respect to the provision and considered whether the intended method of
restoration and rehabilitation was appropriate.
We evaluated the competence and objectivity of management’s experts
who produced the cost estimates. For certain of the Group’s environmental
restoration and decommissioning provisions, we engaged our own internal
experts to assess the work performed by management’s experts. We read
correspondence between management and management’s experts, as well
as with the applicable mining regulatory body where appropriate, and in
certain territories met with management’s expert. In assessing the
appropriateness of cost estimates, we focussed on validating that costs
underpinning the accounting provision represent management’s and the
experts’ best estimate of expenditure, based on the current extent of mine
disturbance and appropriately considered the risk adjustments included in
the estimate.
Where claims have been made by regulatory authorities or government
bodies regarding closure estimates, we met with both internal and
external legal counsel to assess the probable outcomes in relation to
ongoing claims and exposure and areas where legal requirements are
open to interpretation.
We assessed the appropriateness of the discount rates applied to
calculate the present value of estimated costs by comparing the rates
applied by management to the yields on government bonds with maturities
approximating the timing of cash flows for each territory and currency.
We validated the formulae and mathematical accuracy of
management’s calculations.
Based on our procedures performed, we consider that the provisions related
to environmental restoration and decommissioning obligations are
consistent with our understanding of the obligations associated with the
operations and the remediation plans. Further, we consider the related
disclosures in the financial statements are appropriate.
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Key audit matter
How our audit addressed the key audit matter
Fair value allocation of the purchase price in respect of the acquisition of
Sirius Minerals Plc (Group)
In March 2020, the Group acquired a 100% interest in Sirius Minerals Plc for
cash consideration of $496 million. The acquisition has been treated as a
business combination and therefore the acquired assets and liabilities have
been fair valued at the date of acquisition as part of the Purchase Price
Allocation (“PPA”).
We assessed the competency and objectivity of the valuation experts
engaged by management to perform the purchase price allocation.
With the assistance of our valuation expert, we reviewed management's
assessment of the fair value of the acquired assets and liabilities and
performed the following:
As part of the PPA, management is required to determine the fair value of the
acquired assets and liabilities which requires significant judgement.
– reconciled the forecast cash flows to Board papers prior to Board
approval of the transaction;
Refer to note 33 for management’s conclusions and the Audit
Committee’s views.
– recalculated the transaction internal rate of return based on the forecast
cash flows;
– validated the mathematical accuracy of management’s calculations and
forecasts;
– assessed the reasonableness of management’s forecast cash flows,
including production, pricing, operating expenses and capital
expenditure, including consideration of the significant changes between
the Group’s acquisition model and the pre-acquisition Sirius Minerals
base case;
– considered the competence and objectivity of the Competent Persons
responsible for the Sirius Minerals reserves and resources; and
– challenged and reviewed the judgements applied and valuation
methods adopted in respect of the Hancock royalty acquired on
acquisition.
We are satisfied that the purchase price allocation in respect of the
Sirius Minerals acquisition is supported by the results of our audit procedures
and that the related disclosures in the financial statements are appropriate.
Covid-19 (Group and parent Company)
As set out in the Annual Report, management has considered the impact of
Covid-19 on the Group, alongside the actions that have been taken in
response to the pandemic.
Our procedures in respect of impairment and impairment reversals for
both the Group and parent Company are set out in the related key audit
matter above.
As a result of the pandemic there is a heightened level of uncertainty in
accounting estimates. This increased estimation uncertainty is most significant
in relation to the assessment of impairment both due to challenges in
forecasting macroeconomic inputs such as commodity prices and foreign
exchange, but also due to the changes in the phasing of activity driven by the
impact of Covid-19 on operations. Management has also considered the
potential impact of Covid-19 in undertaking their assessment of going concern.
In addition to the impact on financial reporting, management has adjusted its
ways of working in response to the pandemic including social distancing and
testing regimes at mine sites and a large number of employees working
remotely. This has resulted in change to the Group’s financial reporting
processes and the control environment.
How we tailored the audit scope
We tailored the scope of our audit to ensure that we performed enough work
to be able to give an opinion on the financial statements as a whole, taking
into account the structure of the Group and the parent Company, the
accounting processes and controls, and the industry in which they operate.
The Group is organised into seven product groups – Diamonds, Copper,
Platinum Group Metals, Iron Ore, Coal, Nickel and Manganese, and Crop
Nutrients, as well as a Corporate function. Each product group is further
divided into Business Units which align to discrete country or joint venture
operations. We have identified each Business Unit as a component, with
each component representing a consolidation of a number of discrete
country operations or businesses.
Our procedures and conclusions in respect of going concern are set out
separately within the Conclusions relating to going concern section
of this report.
We considered whether changes to working practices brought about by
Covid-19 had an adverse impact on the effectiveness of management’s
business process and IT controls. Our work did not identify any changes
which had a significant impact on our audit approach other than needing
to perform most of our work remotely.
We increased the frequency and extent of our oversight over component
audit teams, using video conferencing and remote working paper reviews,
to satisfy ourselves as to the appropriateness of audit work performed at
local components.
We considered the appropriateness of disclosures in the financial
statements in relation to the impact of the pandemic on the relevant
accounting estimates and deemed these to be appropriate.
The Group’s accounting processes are structured around a local finance
function at each component, which are supported by the Group’s central
functions including: i) one of the Group’s three shared service centres in either
South Africa, Brazil or Australia dependent on the geographical location of
the component; and ii) with the exception of De Beers and Metallurgical Coal,
through the Group’s Marketing function in Singapore where the majority of
the Group’s commodity sales are transacted and processed. Each
component reports to the Group through an integrated consolidation system.
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Based on our risk and materiality assessments, we determined which
components required an audit of their complete financial information having
consideration to the relative significance of each component to the Group,
locations with significant inherent risks and the overall coverage obtained
over each material line item in the consolidated financial statements.
We identified five financially significant components which, in our view,
required an audit of their complete financial information due to their size. An
additional seven components were identified as requiring a complete audit
due to specific risk characteristics and in order to achieve the required
coverage in respect of each material line item in the financial statements,
including the Group's Corporate function. Specified procedures over
significant balances and transactions were performed at one of the Group’s
joint ventures to obtain appropriate coverage of all material balances.
Recognising that not every operation or business in a component is included
in our Group audit scope, we considered as part of our Group audit oversight
responsibility what audit coverage had been obtained in aggregate by our
component teams by reference to operations or businesses at which audit
work had been undertaken.
Where the work was performed by component audit teams or at a central
function, we determined the level of involvement we needed to have in the
audit work at those components to be able to conclude whether sufficient
appropriate audit evidence had been obtained as a basis for our opinion
on the Group financial statements as a whole. As a result of the impacts of
Covid-19, certain countries were placed under restrictive government
lockdowns for the duration of both our transition and audit procedures which
impacted the way we conducted our work, with more procedures being
performed remotely and additional work being performed to address the
requirements of ISA (UK) 500 Audit Evidence. In practice, this meant some
component teams were able to attend client sites once restrictions
permitted, or were able to obtain sufficient, appropriate evidence remotely
given more than one piece of audit evidence could be obtained to support
the same transaction.
As a result of Covid-19, we were unable to visit any component teams for the
2020 audit. As such, our oversight procedures included the issuance of formal,
written instructions to component auditors setting out the work to be
performed at each location and regular communication throughout the audit
cycle including regular component calls, review of component auditor work
papers and participation in audit clearance meetings. In most cases
communication was performed through video conferencing. We also held
audit planning workshops for each component in March 2020, largely focused
on the extensive planning of audit transition, our first year audit and how we
would adapt and respond to the changes in working practices as a result of
the pandemic.
Taken together, the components where we performed our audit work
accounted for 97% of consolidated revenue, 92% of consolidated profit
before tax and 92% of consolidated profit before tax, special items and
remeasurements. This was before considering the contribution to our audit
evidence from performing audit work at the Group level, including
disaggregated analytical review procedures and our evaluation of entity
level controls, which covers a significant portion of the Group’s smaller
and lower risk components that were not directly included in our Group
audit scope.
Materiality
The scope of our audit was influenced by our application of materiality. We set certain quantitative thresholds for materiality. These, together with qualitative
considerations, helped us to determine the scope of our audit and the nature, timing and extent of our audit procedures on the individual financial statement
line items and disclosures and in evaluating the effect of misstatements, both individually and in aggregate on the financial statements as a whole.
Based on our professional judgement, we determined materiality for the financial statements as a whole as follows:
Overall materiality
How we determined it
Rationale for benchmark applied
Group financial statements
Parent Company financial statements
$200 million
$80 million
Approximately 3.3% of the Group's three year average
consolidated profit before tax, special items and
remeasurements.
Based on 1% of total assets, capped at the appropriate
allocation of Group materiality to the Corporate
component.
Profit before tax, special items and remeasurements is
used as the materiality benchmark. The directors use this
measure as they believe that it reflects the underlying
performance of the Group and is one of the metrics as
to how the directors are measured on performance.
We consider that it is most appropriate to calculate
materiality based on a three-year average of profit
before tax, special items and remeasurements to
respond to longer-term trends in commodity markets
and to dampen the impact of short-term price volatility.
We considered total assets to be an appropriate
benchmark for the parent Company, given that it is the
ultimate holding company and holds material
investments in subsidiary undertakings.
For each component in the scope of our Group audit, we allocated a
materiality that is less than our overall Group materiality. The range of
materiality allocated across components was $60 million to $90 million.
Certain components were audited to a local statutory audit materiality that
was also less than our overall Group materiality.
We use performance materiality to reduce to an appropriately low level the
probability that the aggregate of uncorrected and undetected
misstatements exceeds overall materiality. Specifically, we use performance
materiality in determining the scope of our audit and the nature and extent
of our testing of account balances, classes of transactions and disclosures,
for example in determining sample sizes. Our performance materiality was
75% of overall materiality, amounting to $150 million for the Group financial
statements and $60 million for the parent Company financial statements.
In determining the performance materiality, we considered a number of
factors – the history of misstatements, risk assessment and aggregation risk
and the effectiveness of controls – and concluded that an amount at the
upper end of our normal range was appropriate.
We agreed with the Audit Committee that we would report to them
misstatements identified during our audit above $10 million (Group audit) and
$4 million (parent Company audit) as well as misstatements below those
amounts that, in our view, warranted reporting for qualitative reasons.
Conclusions relating to going concern
Our evaluation of the directors’ assessment of the Group's and the parent
Company’s ability to continue to adopt the going concern basis of
accounting included:
– Obtaining and examining management’s base case forecasts and
downside scenarios, checking that the forecasts have been subject
to board review and approval;
– Considering the historical reliability of management forecasting for
cash flow and net debt by comparing budgeted results to actual
performance;
– Reviewing the key inputs into the model, such as commodity prices
and production forecasts, to ensure that these were consistent with
our understanding and the inputs used in other key accounting
judgements in the financial statements such as impairment and deferred
tax recoverability;
– Performing our own independent sensitivity analysis to understand the
impact of changes in cash flow and net debt on the resources available
to the Group;
– Reviewing the covenants applicable to the Group’s borrowings and
assessing whether the forecasts supported ongoing compliance with the
covenants; and
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– Reading management’s paper to the Audit Committee in respect of going
concern, and agreeing the forecasts set out in this paper to the underlying
base case cash flow model.
Based on the work we have performed, we have not identified any material
uncertainties relating to events or conditions that, individually or collectively,
may cast significant doubt on the Group's and the parent Company’s ability
to continue as a going concern for a period of at least twelve months from
when the financial statements are authorised for issue.
In auditing the financial statements, we have concluded that the directors’
use of the going concern basis of accounting in the preparation of the
financial statements is appropriate.
However, because not all future events or conditions can be predicted, this
conclusion is not a guarantee as to the Group's and the parent Company's
ability to continue as a going concern.
In relation to the parent Company’s reporting on how they have applied the
UK Corporate Governance Code, we have nothing material to add or draw
attention to in relation to the directors’ statement in the financial statements
about whether the directors considered it appropriate to adopt the going
concern basis of accounting.
Our responsibilities and the responsibilities of the directors with respect to
going concern are described in the relevant sections of this report.
Reporting on other information
The other information comprises all of the information in the Annual Report
other than the financial statements and our auditors’ report thereon. The
directors are responsible for the other information. Our opinion on the
financial statements does not cover the other information and, accordingly,
we do not express an audit opinion or, except to the extent otherwise
explicitly stated in this report, any form of assurance 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 an apparent material inconsistency or material
misstatement, we are required to perform procedures to conclude whether
there is a material misstatement of 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. We have nothing to report
based on these responsibilities.
With respect to the Strategic report and Directors' report, we also considered
whether the disclosures required by the UK Companies Act 2006 have
been included.
Based on our work undertaken in the course of the audit, the Companies
Act 2006 requires us also to report certain opinions and matters as
described below.
Strategic report and Directors' report
In our opinion, based on the work undertaken in the course of the audit, the
information given in the Strategic report and Directors' report for the year
ended 31 December 2020 is consistent with the financial statements and has
been prepared in accordance with applicable legal requirements.
In light of the knowledge and understanding of the Group and parent
Company and their environment obtained in the course of the audit, we
did not identify any material misstatements in the Strategic report and
Directors' report.
Directors’ Remuneration
In our opinion, the part of the Directors' remuneration report to be audited
has been properly prepared in accordance with the Companies Act 2006.
Corporate governance statement
The Listing Rules require us to review the directors’ statements in relation
to going concern, longer-term viability and that part of the corporate
governance statement relating to the parent Company’s compliance with
the provisions of the UK Corporate Governance Code specified for our review.
Our additional responsibilities with respect to the corporate governance
statement as other information are described in the Reporting on other
information section of this report.
Based on the work undertaken as part of our audit, we have concluded that
each of the following elements of the corporate governance statement is
materially consistent with the financial statements and our knowledge
obtained during the audit, and we have nothing material to add or draw
attention to in relation to:
– The directors’ confirmation that they have carried out a robust assessment
of the emerging and principal risks;
– The disclosures in the Integrated Annual Report that describe those
principal risks, what procedures are in place to identify emerging risks and
an explanation of how these are being managed or mitigated;
– The directors’ statement in 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 parent 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;
– The directors’ explanation as to their assessment of the Group's and
parent Company’s prospects, the period this assessment covers and why
the period is appropriate; and
– The directors’ statement as to whether they have a reasonable
expectation that the parent Company will be able to continue in operation
and meet its liabilities as they fall due over the period of its assessment,
including any related disclosures drawing attention to any necessary
qualifications or assumptions.
Our review of the directors’ statement regarding the longer-term viability of
the Group was substantially less in scope than an audit and only consisted
of making inquiries and considering the directors’ process supporting their
statement; checking that the statement is in alignment with the relevant
provisions of the UK Corporate Governance Code; and considering whether
the statement is consistent with the financial statements and our knowledge
and understanding of the Group and parent Company and their environment
obtained in the course of the audit.
In addition, based on the work undertaken as part of our audit, we have
concluded that each of the following elements of the corporate governance
statement is materially consistent with the financial statements and our
knowledge obtained during the audit:
– The directors’ statement that they consider the Annual Report, taken as a
whole, is fair, balanced and understandable, and provides the information
necessary for the members to assess the Group’s and parent Company's
position, performance, business model and strategy;
– The section of the Annual Report that describes the review of effectiveness
of risk management and internal control systems; and
– The section of the Annual Report describing the work of the
Audit Committee.
We have nothing to report in respect of our responsibility to report when the
directors’ statement relating to the parent Company’s compliance with the
Code does not properly disclose a departure from a relevant provision of the
Code specified under the Listing Rules for review by the auditors.
Responsibilities for the financial statements and the audit
Responsibilities of the directors for the financial statements
As explained more fully in the Statement of directors' responsibilities, the
directors are responsible for the preparation of the financial statements in
accordance with the applicable framework and for being satisfied that they
give a true and fair view. The directors are also responsible for such internal
control as they 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.
156 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Independent auditors’ report to the members of Anglo American plc
Auditors’ 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 auditors’ 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.
Our audit testing might include testing complete populations of certain
transactions and balances, possibly using data auditing techniques.
However, it typically involves selecting a limited number of items for testing,
rather than testing complete populations. We will often seek to target
particular items for testing based on their size or risk characteristics. In other
cases, we will use audit sampling to enable us to draw a conclusion about
the population from which the sample is selected.
A further description of our responsibilities for the audit of the financial
statements is located on the FRC’s website at: www.frc.org.uk/
auditorsresponsibilities. This description forms part of our auditors’ report.
Use of this report
This report, including the opinions, has been prepared for and only for the
parent Company’s members as a body in accordance with Chapter 3 of Part
16 of the Companies Act 2006 and for no other purpose. We do not, in giving
these opinions, accept or assume responsibility for any other purpose or to
any other person to whom this report is shown or into whose hands it may
come save where expressly agreed by our prior consent in writing.
Other required reporting
Companies Act 2006 exception reporting
Under the Companies Act 2006 we are required to report to you if,
in our opinion:
– we have not obtained 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
– certain disclosures of directors’ remuneration specified by law are not
made; or
– the parent Company financial statements and the part of the Directors'
remuneration report to be audited are not in agreement with the
accounting records and returns.
We have no exceptions to report arising from this responsibility.
Appointment
Following the recommendation of the Audit Committee, we were appointed
by the members on 5 May 2020 to audit the financial statements for the year
ended 31 December 2020 and subsequent financial periods. This is therefore
our first year of uninterrupted engagement.
Mark King (Senior Statutory Auditor)
for and on behalf of PricewaterhouseCoopers LLP
Chartered Accountants and Statutory Auditors
London
24 February 2021
Anglo American plc Integrated Annual Report 2020 157
Financial statements and other financial information
Primary statements
Consolidated income statement
for the year ended 31 December 2020
Before special
items and
remeasurements
Special items and
remeasurements
(note 8)
Note
2020
Total
Before special
items and
remeasurements
Special items and
remeasurements
(note 8)
2019
Total
US$ million
Revenue
Operating costs
Operating profit
Non-operating special items
2
2
8
1,
Net income from associates and joint ventures
Profit before net finance costs and tax
2, 13
Investment income
Interest expense
Other net financing (losses)/gains
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$)
Basic
Diluted
4
5
25
3
3
30,902
(24,215)
6,687
—
180
6,867
115
(556)
(334)
(775)
6,092
(1,790)
4,302
1,167
3,135
—
30,902
(1,056)
(25,271)
(1,056)
5,631
513
(77)
(620)
—
(31)
23
(8)
(628)
(346)
(974)
513
103
6,247
115
(587)
(311)
(783)
5,464
(2,136)
3,328
72
(1,046)
1,239
2,089
29,870
(23,543)
6,327
—
389
6,716
268
(666)
(22)
(420)
6,296
(1,760)
4,536
1,068
3,468
—
29,870
(151)
(151)
7
—
(23,694)
6,176
7
389
(144)
6,572
—
(3)
(3)
(6)
(150)
196
46
268
(669)
(25)
(426)
6,146
(1,564)
4,582
(33)
79
1,035
3,547
2.53
2.50
(0.84)
(0.83)
1.69
1.67
2.75
2.70
0.06
0.06
2.81
2.76
Consolidated statement of comprehensive income
for the year ended 31 December 2020
US$ 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 gain on equity investments
Share of associates’ and joint ventures’ other comprehensive income
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
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.
2020
3,328
2019
4,582
1
62
—
(92)
4
(25)
(128)
18
55
192
(7)
130
3,303
4,712
1,204
2,099
1,122
3,590
158 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Primary statements
Consolidated balance sheet
as at 31 December 2020
US$ million
ASSETS
Non-current assets
Intangible assets
Property, plant and equipment
Environmental rehabilitation trusts
Investments in associates and joint ventures
Financial asset investments
Inventories(1)
Trade and other receivables
Deferred tax assets
Derivative financial assets
Pension asset surplus and other non-current assets
Total non-current assets
Current assets
Inventories(1)
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
Royalty liability
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
2020
2019(1)
10
11
15
13
14
17
18
16
22
27
17
18
22
20
32
19
20, 21
15
22
19
20, 21
22, 33
27
16
22
15
32
3,103
36,419
301
1,258
371
599
987
639
637
725
45,039
5,970
3,886
13
105
7,521
17,495
—
62,534
(6,692)
(1,194)
(595)
(383)
(214)
(9,078)
(321)
(12,317)
(340)
(643)
(3,804)
(192)
(3,073)
(20,690)
—
(29,768)
3,086
34,201
301
1,333
434
643
676
1,057
347
642
42,720
4,319
2,386
130
86
6,345
13,266
166
56,152
(5,373)
(990)
(516)
(194)
(155)
(7,228)
(126)
(9,744)
—
(651)
(3,922)
(522)
(2,557)
(17,522)
(17)
(24,767)
32,766
31,385
24
24
25
749
4,358
(6,107)
(10,368)
37,192
25,824
6,942
32,766
753
4,358
(6,195)
(10,395)
36,274
24,795
6,590
31,385
(1)
In 2019, inventories expected to be processed in a period greater than 12 months from the balance sheet date were included within current inventories but due to a change in
accounting policy have been reclassified. See note 39A.
The financial statements of Anglo American plc, registered number 03564138, were approved by the Board of directors on 24 February 2021 and signed on its
behalf by:
Mark Cutifani
Chief Executive
Stephen Pearce
Finance Director
Anglo American plc Integrated Annual Report 2020 159
Financial statements and other financial information
Primary statements
Consolidated cash flow statement
for the year ended 31 December 2020
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 in provisions and net retirement benefit obligations
Increase in inventories
Increase in operating receivables
Increase in operating payables
Other adjustments
Cash flows from operations
Dividends from associates and joint ventures
Income tax paid
Net cash inflows from operating activities
Cash flows from investing activities
Expenditure on property, plant and equipment
Cash flows used in derivatives related to capital expenditure
Proceeds from disposal of property, plant and equipment
Investments in associates and joint ventures
Expenditure on intangible assets(1)
Net redemption/(issuance) of financial asset investments held at amortised cost
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 used in 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
Capital repayment of lease obligations
Repayments of bonds and borrowings
Purchase of shares by Group companies
Other financing activities
Net cash used in financing activities
Net increase/(decrease) 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
(1) Expenditure on intangible assets was previously included in Other investing activities.
160 Anglo American plc Integrated Annual Report 2020
Note
2020
2019
5,464
6,146
8
1
8
1
13
12
12
12
13
14
33
33
20
6
25
783
(103)
(513)
5,631
1,056
(107)
2,597
166
126
(1,560)
(1,035)
1,061
63
7,998
226
(1,606)
6,618
426
(389)
(7)
6,176
151
(109)
2,812
163
22
(434)
(170)
554
95
9,260
520
(2,116)
7,664
(4,647)
(4,744)
(11)
7
(14)
(63)
67
84
(520)
384
(27)
(9)
8
(36)
(37)
(50)
205
(13)
24
(64)
(4,740)
(4,716)
(471)
(20)
(904)
(668)
2,966
2,121
(195)
(3,160)
(415)
(152)
(1,422)
(894)
958
708
(272)
(581)
(385)
(1,043)
—
(3)
(716)
(3,116)
1,162
(168)
20
6,335
1,162
11
6,548
(168)
(45)
20
7,508
6,335
Financial statements and other financial information
Primary statements
Consolidated statement of changes in equity
for the year ended 31 December 2020
US$ million
At 1 January 2019
Total comprehensive income
Dividends
Equity settled share-based payment schemes
Shares cancelled during the year
Share buyback
Other
At 31 December 2019
Total comprehensive income/(loss)
Dividends
Equity settled share-based payment schemes
Shares cancelled during the year
Share buyback
Change in ownership interest in subsidiaries
Other
At 31 December 2020
(1)
Includes share capital and share premium.
Total share
capital(1)
Own
shares(2)
Retained
earnings
Cumulative
translation
adjustment
reserve
Other
reserves
(note 24)
Total equity
attributable
to equity
shareholders
of the
Company
Non-
controlling
interests
Total equity
5,130
(6,315)
35,222
(11,056)
537
23,518
6,222
29,740
—
—
—
(19)
—
—
—
—
120
—
—
—
3,431
(1,422)
(237)
—
(777)
57
91
—
—
—
—
—
5,111
(6,195)
36,274
(10,965)
—
—
—
(4)
—
—
—
—
—
89
—
—
—
(1)
2,089
(904)
(95)
—
(223)
44
7
(39)
—
—
—
—
—
—
68
—
(2)
19
—
(52)
570
49
—
21
4
—
—
(8)
3,590
(1,422)
1,122
4,712
(759)
(2,181)
(119)
—
(777)
5
3
—
—
2
(116)
—
(777)
7
24,795
6,590
31,385
2,099
1,204
3,303
(904)
(810)
(1,714)
15
—
(223)
44
(2)
1
—
—
(58)
15
16
—
(223)
(14)
13
5,107
(6,107)
37,192
(11,004)
636
25,824
6,942
32,766
(2) Own shares comprise shares of Anglo American plc held by the Company (treasury shares), its subsidiaries and employee benefit trusts (note 24).
Anglo American plc Integrated Annual Report 2020 161
Financial statements and other financial information
Notes to the financial statements
Financial performance
Profit attributable to equity shareholders
decreased by 41% to $2,089 million and underlying earnings
decreased by 10% to $3,135 million.
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.
Profit attributable to equity shareholders
$2.1 bn
(2019: $3.5 bn)
1. Operating profit from subsidiaries and joint operations
Overview
US$ 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 gains/(losses)
Other operating income
Other operating expenses
Operating profit before special items and remeasurements
Operating special items and remeasurements
Operating profit
Note
2020
2019
30,902
29,870
26
8
(3,180)
(2,553)
(44)
(10,188)
(4,023)
(2,475)
(607)
(195)
37
363
(1,350)
6,687
(1,056)
5,631
(3,359)
(2,765)
(47)
(7,463)
(5,335)
(2,589)
(780)
(246)
(8)
308
(1,259)
6,327
(151)
6,176
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
Research and development expenditure
Provisional pricing adjustment(1)
2020
(101)
(142)
(123)
348
2019
(126)
(173)
(107)
(42)
(1) The provisional pricing adjustments for 2019 have been restated by $158 million due to a change in accounting for these arrangements. See note 22.
Further information
Operating profit includes total realised and unrealised gains on provisionally priced sales contracts of $469 million (2019: loss of $29 million) reported within
revenue from other sources, which is offset by losses on provisionally priced purchase contracts of $121 million (restated 2019: loss of $13 million) reported within
operating costs resulting in a net provisional pricing adjustment gain of $348 million (restated 2019: loss $42 million).
Accounting policy
See note 39C for the Group’s accounting policy on revenue and exploration and evaluation expenditure.
162 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Financial performance
2. Financial performance by segment
Overview
The Group’s operating segments are aligned to those business units that are evaluated regularly by the chief operating decision maker in deciding how to
allocate resources and in assessing performance. Operating segments with similar economic characteristics are aggregated into reportable segments.
On 17 March 2020 the Group acquired a 100% interest in Sirius Minerals Plc, and since that date it has been accounted for as a subsidiary of the Group and
reported as the Crop Nutrients segment. As a result of the acquisition the Group has gained control of the Woodsmith project, located in North Yorkshire, UK.
For details of this acquisition, see note 33.
Shipping revenue related to shipments of the Group’s products is shown within the relevant operating segment. Revenue from other shipping arrangements is
presented within the ‘Corporate and other’ segment, which also includes unallocated corporate costs and exploration costs.
The disclosures in this note include certain Alternative Performance Measures (APMs). For more information on the APMs used by the Group, including definitions,
please refer to page 246.
Segment results
US$ million
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Crop Nutrients(1)
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
2020
Group
revenue
Underlying
EBITDA
Depreciation
and
amortisation
Underlying
EBIT
Net finance
costs and
income tax
expense
Non-
controlling
interests
Underlying
earnings
3,378
7,176
8,465
7,954
3,798
1,269
107
191
417
1,864
2,555
4,565
35
510
1
(145)
(417)
(637)
(285)
(474)
(667)
(186)
—
(86)
—
1,227
2,270
4,091
(632)
324
1
(231)
(127)
(548)
(914)
(774)
74
(122)
(12)
(322)
25
(72)
(288)
(843)
4
(3)
—
7
(102)
607
1,068
2,474
(554)
199
(11)
(546)
32,338
9,802
(2,752)
7,050
(2,745) (2)
(1,170)
3,135
(1,436)
(518)
155
(363)
180
3
(180)
30,902
9,284
(2,597)
6,687
(2,565)
(1,167)
2,955
103
(543)
6,247
103
(969)
2,089
2019
Group
revenue
Underlying
EBITDA
Depreciation
and
amortisation
Underlying
EBIT
Net finance
costs and
income tax
expense
Non-
controlling
interests
Underlying
earnings
4,605
5,840
6,866
6,758
6,137
1,498
121
558
1,618
2,000
3,407
1,832
634
(43)
(390)
(658)
(328)
(455)
(822)
(157)
(186)
168
960
1,672
2,952
1,010
477
(229)
(119)
(334)
(541)
(622)
(347)
(171)
(335)
(4)
(117)
(259)
(695)
(1)
(5)
8
45
509
872
1,635
662
301
(556)
31,825
10,006
(2,996)
7,010
(2,469) (2)
(1,073)
3,468
(1,955)
(867)
184
(683)
289
5
(389)
29,870
9,139
(2,812)
6,327
(2,180)
(1,068)
3,079
389
(144)
6,572
389
79
3,547
(1) Group revenue in respect of Crop Nutrients relates to revenue from its 30% interest in the associate, The Cibra Group, a fertiliser distributor based in Brazil.
(2) Comprises net finance costs of $797 million (2019: $451 million) and income tax expense of $1,948 million (2019: $2,018 million).
The segment results are stated after elimination of inter-segment interest and dividends and include an allocation of corporate costs.
Anglo American plc Integrated Annual Report 2020 163
Financial statements and other financial information
Notes to the financial statements
Financial performance
2. Financial performance by segment continued
Further information
Group revenue by product
Segments predominantly derive revenue as follows – De Beers: rough and polished diamonds; Copper: copper; Platinum Group Metals: platinum group metals
and nickel; Iron Ore: iron ore; Coal: metallurgical coal and thermal coal; Nickel and Manganese: nickel, manganese ore and alloys. Other revenue includes
shipping revenue which predominantly relates to the Iron Ore, Platinum Group Metals and Copper segments. See note 39C for the Group’s accounting policy
on revenue recognition. The revenue analysis below includes the Group’s share of revenue in equity accounted associates and joint ventures. See note 13.
US$ million
Diamonds
Copper
Platinum
Palladium
Rhodium
Iron ore
Metallurgical coal
Thermal coal
Nickel
Manganese ore and alloys
Other
Revenue from
contracts with
customers
Revenue from
other sources
Group
Revenue
Revenue from
contracts with
customers
Revenue from
other sources
Group
Revenue
2020
2019
3,371
6,510
1,439
3,512
2,683
6,845
1,496
1,765
813
—
1,872
30,306
7
255
—
—
—
338
281
246
—
697
208
2,032
3,378
6,765
1,439
3,512
2,683
7,183
1,777
2,011
813
697
2,080
32,338
4,597
5,558
1,944
2,707
1,215
5,646
3,202
2,033
921
—
1,812
29,635
8
11
—
—
—
263
423
470
6
926
83
2,190
4,605
5,569
1,944
2,707
1,215
5,909
3,625
2,503
927
926
1,895
31,825
Revenue from contracts with customers includes amounts earned from the sale of volumes purchased from third parties (non-equity traded sales) that were
not mined by the Group.
Revenue from other sources includes net gains of $596 million on derivative financial instruments, which principally relate to sales contracts and provisionally
priced receivables, which are reported within total revenue from subsidiaries and joint operations (2019: net gains of $235 million) and $1,436 million of revenue
from associates and joint ventures (2019: $1,955 million).
Excluding non-equity traded sales volumes, revenue from the mining of thermal coal (including thermal coal volumes from South Africa, Colombia and the
Metallurgical Coal business) for the year ended 31 December 2020 was $1,384 million, or 4% of Group Revenue (2019: $1,783 million, 6%). Thermal coal underlying
EBITDA for the year ended 31 December 2020, excluding non-equity traded sales, was a loss of $87 million (2019: profit of $95 million).
Group revenue by destination
The Group’s geographical analysis of segment revenue is allocated based on the customer’s port of destination. Where the port of destination is not known,
revenue is allocated based on the customer’s country of domicile.
US$ million
12,596
2,012
4,076
4,808
627
899
462
507
21
850
8
2,064
3,408
32,338
2020
%
39%
6%
13%
15%
2%
3%
1%
2%
—
3%
—
6%
10%
100%
US$ million
9,470
2,898
3,114
6,055
807
1,220
437
574
71
786
229
2,379
3,785
31,825
2019
%
30%
9%
10%
19%
3%
4%
1%
2%
—
2%
1%
7%
12%
100%
China
India
Japan
Other Asia
South Africa
Other Africa
Brazil
Chile
Other South America
North America
Australia
United Kingdom(1)
Other Europe
(1) United Kingdom is Anglo American plc's country of domicile.
164 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Financial performance
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 246.
US$
Earnings per share
Basic
Diluted
Underlying earnings per share
Basic
Diluted
Headline earnings per share
Basic
Diluted
2020
2019
1.69
1.67
2.53
2.50
2.47
2.44
2.81
2.76
2.75
2.70
2.74
2.69
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
2020
2019
2020
2019
2020
2019
2,089
3,547
3,135
3,468
3,056
3,459
1,239
1,263
1,239
1,263
1,239
1,263
14
21
14
21
14
21
1,253
1,284
1,253
1,284
1,253
1,284
The weighted average number of ordinary shares in issue is the weighted number of shares in issue throughout the year, and excludes shares held by
employee benefit trusts and Anglo American plc shares held by Group companies. The weighted average number of shares has decreased since 2019,
principally due to the share buyback announced in 2019, which concluded in March 2020. 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 2020 there were
198,161 (2019: 57,399) 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 profit attributable to equity shareholders of the
Company as follows:
US$ million
Profit attributable to equity shareholders of the Company
Special items and remeasurements
Underlying earnings for the financial year
Operating special items – restructuring
Other operating special items
Operating remeasurements
Non-operating special items – charges relating to BEE transactions
Non-operating special items – remeasurement of deferred consideration
Financing special items and remeasurements
Tax special items and remeasurements
Other reconciling items
Headline earnings for the financial year
2020
2,089
1,046
3,135
(40)
—
(71)
—
348
(8)
(344)
36
2019
3,547
(79)
3,468
—
(63)
(100)
(11)
41
(9)
109
24
3,056
3,459
The reconciling items above are shown net of tax and non-controlling interests.
Other reconciling items principally relate to adjustments to former operations and disposals of property, plant and equipment and investments (2019: relate to
adjustments to former operations and disposals of property, plant and equipment and investments).
Anglo American plc Integrated Annual Report 2020 165
Financial statements and other financial information
Notes to the financial statements
Financial performance
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
Less: Interest income capitalised
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 (losses)/gains
Net foreign exchange (losses)/gains
Other net fair value losses
Other net financing losses before special items and remeasurements
Financing remeasurements
Other net financing losses
Net finance costs
2020
2019
56
10
34
15
115
—
115
(593)
(40)
(93)
(726)
170
(556)
(31)
(587)
(75)
(259)
(334)
23
(311)
188
21
35
26
270
(2)
268
(603)
(45)
(92)
(740)
74
(666)
(3)
(669)
30
(52)
(22)
(3)
(25)
(783)
(426)
Further information
The interest expense incurred on lease liabilities recognised within Interest and other finance expense for the year ended 31 December 2020 is $32 million
(2019: $32 million).
Interest income recognised at amortised cost is $58 million (2019: $106 million) and interest expense recognised at amortised cost is $383 million
(2019: $452 million).
Included in other net fair value losses is $257 million (2019: $52 million) in respect of fair value losses on the revaluation of deferred consideration balances
relating to the Mototolo acquisition (see note 22 for further details).
5.
Income tax expense
Overview
Calculation of effective tax rate (statutory basis)
Adjusted for:
Special items and remeasurement
Associates’ and joint ventures’ tax and non-controlling interests
Calculation of underlying effective tax rate
2020
Profit
before tax
US$ million
Tax charge
US$ million
Effective
tax rate
5,464
(2,136)
39.1%
628
161
346
(158)
6,253
(1,948)
31.2%
The underlying effective tax rate was 31.2% for the year ended 31 December 2020. This is higher than underlying effective tax rate of 30.8% for the year ended
31 December 2019. The underlying effective tax rate in 2020 was mainly impacted by the relative level of profits arising in the Group’s operating jurisdictions.
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 246.
166 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Financial performance
5. Income tax expense continued
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
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 corporation 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% (2019: 19.0%)
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
Other temporary differences
Functional currency remeasurements (note 8)
Special items and other remeasurements
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
2020
61
1,249
572
(28)
1,854
(64)
1,790
346
2,136
2019
67
879
712
(90)
1,568
192
1,760
(196)
1,564
2020
5,464
(103)
5,361
1,019
2019
6,146
(389)
5,757
1,094
35
218
214
(4)
(238)
7
22
418
33
451
187
458
(28)
13
2,136
86
(15)
(290)
—
50
(155)
(12)
(167)
142
533
(90)
3
1,564
The special items and remeasurements reconciling charge of $451 million (2019: credit of $167 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 2020 is a charge of $45 million (2019: credit of $14 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 2020 is a charge of
$156 million (2019: $258 million). Excluding special items and remeasurements, this becomes a charge of $158 million (2019: $258 million).
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 $26 million (2019: nil). In addition, there is a tax charge on the net revaluation credit on equity
investments recognised directly in equity that will not subsequently be reclassified to the income statement of $11 million (2019: loss of $3 million). There is a tax
charge of nil (2019: $6 million) on the share of associates’ and joint ventures’ other comprehensive income that will not be reclassified to the income statement.
D. Tax amounts recognised directly in equity
In 2020, deferred tax of $11 million (2019: $4 million charge) was credited directly to equity mainly in relation to movements in share based payments and
severance indemnity updates.
Anglo American plc Integrated Annual Report 2020 167
Financial statements and other financial information
Notes to the financial statements
Financial performance
5. Income tax expense continued
Accounting judgement
The Group’s tax affairs are governed by complex domestic tax legislations, international tax treaties between countries and the interpretation of these by
tax authorities and courts. Given the many uncertainties that could arise from these factors, judgement is often required in determining the tax that is due.
Where management is aware of potential uncertainties, and where it is judged not probable that the taxation authorities would accept the uncertain tax
treatment, a provision is made following the appropriate requirements set out in IFRIC 23 Uncertainty over income tax treatments, and, determined with
reference to similar transactions and, in some cases, reports from independent experts.
Accounting policy
See note 39G for the Group’s accounting policy on tax.
6. Dividends
Proposed final ordinary dividend per share (US cents)
Proposed final ordinary dividend (US$ 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 2019 – 47 US cents per ordinary share (2018: 51 US cents per ordinary share)
Interim ordinary dividend for 2020 – 28 US cents per ordinary share (2019: 62 US cents per ordinary share)
As at the dividend record date, there are forecasted to be 1,248,370,165 (2019: 1,251,638,579) dividend bearing shares in issue.
2020
72
899
2019
47
588
2020
557
347
904
2019
657
765
1,422
168 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Significant items
Special items and remeasurements are a net loss of $1.0 billion and include a $0.6 billion
impairment of Barro Alto and tax remeasurements of $0.4 billion.
During 2020, the significant accounting matters addressed by
management included:
– the assessment of impairment and impairment reversal indicators
– the estimation of cash flow projections for impairment testing
and the assessment of the recoverability of deferred tax assets.
Special items and remeasurements
$(1.0) bn
(2019: $0.1 bn)
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 key sources of estimation
uncertainty that affect the results for the year ended 31 December 2020 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.
Covid-19
The Group has considered the impact of Covid-19 on each of its significant
accounting judgements and estimates. The Group’s principal source of
estimation uncertainty continues to be in relation to assumptions used for the
assessment of impairment and impairment reversal of assets where
indicators of impairment or impairment reversal are identified. No further
significant estimates have been identified as a result of Covid-19, although
the pandemic has increased the level of uncertainty inherent in all future cash
flow forecasts.
The price and foreign exchange rate assumptions used to forecast future
cash flows for impairment assessment purposes have been made with
reference to both the short term observable impact of Covid-19 and the
forecast medium and longer term impact on the world economy and
commodity prices.
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 current and emerging principal risks such as climate change, 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 generally 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 or economic parameters 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); Dawson, Khwezela and Goedehoop (Coal); Barro Alto
and Samancor (Nickel and Manganese) and El Soldado (Copper). These
assets have a combined carrying value of $6.4 billion within property, plant
and equipment as at 31 December 2020, of which the most significant
individual asset is Minas-Rio, which has a carrying value of $5.2 billion and
cumulative impairment eligible for future reversal of $4.1 billion. The Group has
also previously impaired its investment in Cerrejón. This asset has a carrying
value of $0.4 billion and is accounted for as an investment in associate.
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 such as the range of
available analyst forecasts and for the short term, spot prices. 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 or directly from external forecasts. 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 real post-tax discount rates, assessed
annually. Adjustments to the rates 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. A real discount rate of 7.0% has been
used in the majority of the Group’s fair value less costs of disposal models
which are prepared in US dollars (2019: 7.0% used in all valuation models). A
real discount rate of 9.5% has been used for South African thermal coal
assets (for which the valuation model has been prepared in South African
rand) to reflect specific risk factors including country risk, climate change
risks and other asset specific risks.
Anglo American plc Integrated Annual Report 2020 169
Financial statements and other financial information
Notes to the financial statements
Significant items
7. Significant accounting matters continued
– 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 2020.
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 recoverable amount (with appropriate risk adjustments).
– Climate change
Climate change may have a number of impacts for the Group including
the risks and opportunities relating to the demand for the Group’s
commodities as a result of the transition to a low carbon economy and
physical risks caused by climate change. For managed operations, the
Group has incorporated carbon pricing, where material, in its projected
cash flows. Short term carbon prices are incorporated based on currently
enacted legislation, and where applicable longer term carbon prices are
based on latest internal views, formed with reference to external forecasts.
Separate carbon prices are used for developed and developing
economies. Carbon costs are based on a carbon price per tonne/CO2e,
multiplied by estimated Scope 1 and 2 emissions. The cost and benefit of
achieving the Group’s emissions reduction strategy is included when the
Group has a high degree of confidence that a project will achieve a
reduction, which typically aligns with the related capital project being
internally approved. The Group’s commodity price and other key
assumptions represent management’s best estimate and do not reflect
a specific climate-related scenario.
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 39D. All assumptions are made from the perspective of a
hypothetical informed market participant (as required by IFRS 13 Fair Value
Measurement). As a result, these assumptions may differ from the Group’s
own internal forecasts.
De Beers goodwill
The valuation of De Beers has been assessed as at 31 December 2020 and
the recoverable amount was considered to exceed the carrying value by
$1.2 billion. The valuation, based on discounted cash flows, is sensitive to input
assumptions particularly in relation to the foreign exchange assumption for
producer currencies against the US dollar (affecting the cost of production
in US dollar terms) and the future price growth for diamonds.
The foreign exchange assumptions in respect of the producer currency rates
against the USD are sourced from an external provider. In the short term to
medium term we assume the southern African producer currencies exchange
rates are broadly flat compared to FY20 actual rates. Thereafter the rates
are assumed to depreciate by the inflation differential between producer
economies and the US.
The two primary factors impacting price growth are expected consumer
demand growth and changes in global supply.
Expected consumer demand growth (in USD terms) is driven
predominantly by:
– local currency GDP growth expectations in the primary markets in which
diamonds are sold
170 Anglo American plc Integrated Annual Report 2020
– foreign exchange movements against the US dollar in the end consumer
markets and the desirability of diamonds.
Desirability includes all aspects of buying behaviour such as competition for
share of wallet from other luxury products including experiential holidays,
hardline and softline goods, new technology and other products such as
labgrown diamonds.
Based on external forecasts the Group is anticipating a protracted ‘U’
shaped recovery from the Covid-19 pandemic which assumes that consumer
demand recovers to the level seen in 2018 by the end of 2022, although the
Group has prepared for a more prolonged recovery. Following the steep
recovery forecast in 2021 the medium term real GDP growth assumption in US
dollar terms is 4.2% which is sourced from an external provider and is
weighted by the key markets in which we operate including the US, China,
India, Japan, Gulf Region and Eurozone. Over the long term consumer
demand is expected to grow at least in line with inflation.
The external foreign exchange forecast is of annual US dollar depreciation of
1.5% against the Chinese renminbi, 0.7% against the Indian rupee, 0.8%
against the Japanese yen and 1.6% against the euro for the medium term
compared to FY20 actual average rates.
The consumer demand forecast has assumed a growth in the short term
market penetration of labgrown diamonds which is then forecast to revert
back to a stable share of the market by 2025 as the product becomes
distinguished as a separate category. Otherwise, changes in total global
supply are driven primarily by the output anticipated from new projects and
assumes a continued supply contraction over the long term.
The valuation remains sensitive to consumer demand growth which could
result in both upside and downside risk. For example, a reduction in the
weighted GDP growth rates, a strengthening of the US dollar against other
consumer country currencies or an increase in substitution by labgrown
diamonds would suppress consumer demand growth. These factors have a
range of possible impacts that may not occur independently of each other.
A range of alternative scenarios have been considered in determining
whether there is a reasonably possible change in the forecast for foreign
exchange rates in producer countries in conjunction with a reasonably
possible change in consumer demand growth, which would result in the
recoverable amount equating to the carrying amount.
A 5% strengthening of the producer currencies against our assumed US dollar
forecast in conjunction with a 0.3 percentage point underperformance in our
mid to long term consumer demand growth expectation would result in the
recoverable amount equating to the carrying amount. This reduction in the
consumer demand growth might be brought about through either a 15% one
off appreciation of the US dollar against consumer countries’ currencies or
a reduction in long term real GDP growth assumptions by 0.3 percentage
points with other valuation assumptions remaining the same.
During the global pandemic we have seen more marginal producers pause
production and they are only likely to resume production if there is a stronger
recovery in demand than we forecast. Our assessment is that no reasonably
possible change in global supply with other assumptions remaining the same,
would result in the recoverable amount equating to the carrying amount.
Barro Alto
Barro Alto (Nickel and Manganese) was previously impaired by $0.8 billion in
2013. Following a revision to the Group’s medium and long term nickel price
forecast, the recoverable amount has been reassessed and an impairment
of $589 million recorded against the carrying value of property, plant and
equipment ($589 million after tax) to bring the carrying value in line with the
recoverable amount of $0.8 billion.
The valuation, based on discounted cash flows, is sensitive to changes in
input assumptions, particularly in relation to future nickel prices. The forecast
realised price is calculated using the forecast LME nickel price as reference,
with adjustments to reflect the specific nature of the product. In addition to
the base case valuation, alternative scenarios have been considered to
assess the impact of changes in key assumptions. The model uses prices that
fall within the analyst range throughout the model. The nickel price in the
model falls within the lowest quartile of the analyst price range of $5.6/lb to
$6.4/lb in the period 2023-2025 (LME nickel, 2020 real basis). The long term
price used after this period is consistent with the analyst mean. If the model
assumptions were changed by $0.5/lb in each year with all other valuation
assumptions remaining the same, this would change the valuation by
$0.3 billion.
Financial statements and other financial information
Notes to the financial statements
Recognition of deferred tax assets
In accordance with the requirements of IAS 12 Income Taxes, the Group
reassesses the recognition and recoverability of deferred tax assets at the
end of each reporting period. This assessment is performed for each
jurisdiction based upon the application of tax law, the likelihood of taxable
profits arising in future periods and the likelihood that tax assets will be
utilised. In determining the likelihood of future taxable profits, the Group
considers the financial forecasts and the associated risks from operational
and financial uncertainties. The assessment of the recoverability of deferred
tax assets is therefore subject to the same significant judgements and
assumptions as are relevant to the Group’s impairment testing; notably
commodity prices and foreign exchange rates.
A net deferred tax asset of $380 million (2019: $664 million) is recognised in
Brazil in relation to the Minas-Rio iron ore mine. This net deferred tax asset
represents the full recognition. Current forecasts expect carried forward
losses to be fully utilised over the next 5 to 10 years. The current period
increase in deferred tax asset recognition is offset by a greater increase in
deferred tax liabilities arising on functional currency movements. The recovery
of the deferred tax assets has been assessed based on current profit
projections and the utilisation of all temporary differences has been modelled
over the remaining life of the mine. Appropriate assessment is given to the
weighting of long-term forecasts which by their nature are less reliable than
short-term profit projections. Where deferred tax assets are only partially
recognised, the judgemental nature of the weighting of profit forecasts could
affect the amount of deferred tax recognised. As Minas-Rio is fully
recognising all deferred tax attributes in 2020 there is no associated
sensitivity to this weighting.
A 10% movement of the year end Brazilian real foreign currency rate
compared to the assumption used in the model would move the net
recognised deferred tax asset by $0.1 billion.
Significant items
7. Significant accounting matters continued
The model uses a forecast for the average Brazilian real to US dollar nominal
exchange rate which falls within the analyst range of 3.2 BRL/$ to 5.8 BRL/$.
A 10% appreciation of the Brazilian real compared to the valuation
assumptions across the forecasted period would decrease the valuation by
$0.3 billion.
Moranbah-Grosvenor
Moranbah North and Grosvenor (Coal) 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. The recoverable amount, based on a discounted cash flow
model, supports the carrying value of $2.7 billion.
The valuation is sensitive to changes in input assumptions, particularly in
relation to future metallurgical coal prices and foreign exchange rates.
The model uses forecast metallurgical coal prices that fall within the analyst
range throughout the model. The long term price in the model from 2026
onwards falls within the top quartile of the analyst price range of $150/tonne
to $160/tonne (hard coking coal 2020 real basis). The model uses a forecast
for the average Australian dollar to US dollar nominal exchange rate which
falls within the analyst range of 0.67 AUD/$ to 0.94 AUD/$.
In addition to the base case valuation, alternative scenarios have been
considered to assess the impact of changes in key assumptions, principally
price and foreign exchange forecasts, including the potential impact of the
transition towards a low carbon economy on the metallurgical coal price in
the long term in the event that alternative steelmaking technologies prove
viable at scale. If the model assumptions were reduced by $10/tonne from
2026 onwards with all other valuation assumptions remaining the same, this
would result in an impairment of $0.3 billion. A 10% appreciation of the
Australian dollar compared to the valuation assumptions across the
forecasted period would result in an impairment of $0.8 billion.
Cerrejón
The Group has a 33% interest in Cerrejón, an exporter of Colombian thermal
coal, which is accounted for as an investment in an associate. The Group’s
investment was previously impaired by $0.3 billion in 2019. The valuation,
based on discounted cash flows, is sensitive to changes in input assumptions,
particularly in relation to future Colombian thermal coal prices. The forecast
realised price is calculated using API4 FOB Richards Bay as reference, with
adjustments to reflect the quality and location of the product.
Following the approval of a new Life of Mine Plan, the recoverable amount of
the investment was reassessed during the year. This valuation, based on a
discounted cash flow model, supported the carrying value of $0.4 billion. In
addition to the base case valuation, alternative scenarios were considered to
assess the impact of changes in key assumptions. The most significant input
to the valuation was the short to medium term price for thermal coal used to
calculate the forecast realised price. The model used prices linked to thermal
coal prices that fell within the analyst range throughout the model. The
thermal coal price in the model fell within the top quartile of the analyst
range from 2026 onwards, of $80/tonne to $82/tonne API4 FOB Richards Bay
reference basis, 2020 real terms. If the model assumptions were changed by
$5/tonne in each year with all other valuation assumptions remaining the
same, this would change the valuation by $0.2 billion.
South African thermal coal
The Group’s South African thermal coal mines have been reviewed for
impairment and impairment reversal on an individual basis as each mine
represents a separate cash generating unit. Impairment triggers were
identified for the Goedehoop, Khwezela, Butsanani and Isibonelo cash
generating units. Impairments totalling $149 million ($119 million after tax and
non-controlling interests) were recorded against these cash generating units
to bring the carrying value of the assets into line with the recoverable
amount. These impairments have been allocated principally against property,
plant and equipment. The valuation of each of these assets is not considered
to be a significant accounting matter as no reasonably possible change in
assumptions would materially change the carrying value.
Anglo American plc Integrated Annual Report 2020 171
Financial statements and other financial information
Notes to the financial statements
Significant items
8. Special items and remeasurements
Overview
US$ 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 relating to BEE transactions
Other non-operating special items
Non-operating special items
Financing special items and remeasurements
Tax special items and remeasurements
Total
Associates’ and joint ventures’ special items and remeasurements
Total special items and remeasurements
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 246.
– 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, while 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 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.
172 Anglo American plc Integrated Annual Report 2020
Before tax
Tax
Non-
controlling
interests
(808)
(50)
(142)
(56)
(1,056)
(22)
9
532
—
(6)
513
(8)
—
(551)
11
3
30
1
45
7
—
(56)
—
—
(49)
—
(342)
(346)
27
7
—
(16)
18
—
(3)
(85)
—
—
(88)
—
(2)
(72)
2020
2019
Net
(770)
(40)
(112)
(71)
(993)
(15)
6
391
—
(6)
376
(8)
(344)
(969)
(77)
(1,046)
Net
131
—
(63)
(100)
(32)
(27)
23
26
(11)
—
11
(9)
109
79
—
79
– 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.
– 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 tax is susceptible to
currency fluctuations.
Operating special items
Impairments and impairment reversals
Net impairments and impairment reversals of $808 million ($770 million after
tax and non-controlling interests) for the year ended 31 December 2020
principally comprise the impairment charges to operations at Barro Alto
(Nickel and Manganese) of $589 million ($589 million after tax and non-
controlling interests) and South African thermal coal (Coal) of $149 million
($119 million after tax and non-controlling interests).
Further information on significant accounting matters relating to impairments
and impairment reversals is provided in note 7.
2019
Net impairments and impairment reversals of $131 million after tax and non-
controlling interests for the year ended 31 December 2019 principally
comprised the impairment reversals of Minas-Rio (Iron Ore) of $1,033 million
and impairment charges of South African thermal coal (Coal) of $585 million,
Cerrejón (Coal) of $334 million, and Corporate assets (Corporate and other)
of $30 million.
Restructuring costs
Restructuring costs of $50 million ($40 million after tax and non-controlling
interests) for the year ended 31 December 2020 principally consist of
restructuring programmes of $30 million ($22 million after tax and non-
controlling interests) in De Beers.
2019
There were no restructuring costs recorded in the year ended
31 December 2019.
Financial statements and other financial information
Notes to the financial statements
Financing special items and remeasurements
Financing special items and remeasurements principally comprise a net fair
value loss of $31 million in respect of bond buybacks completed in the year,
offset by net gains on derivatives hedging net debt and fair value and
currency movements on the related borrowings of $23 million (2019: loss of
$6 million).
Tax associated with special items and remeasurements
Tax associated with special items and remeasurements includes a tax
remeasurement charge of $418 million principally arising on Brazilian deferred
tax and a tax on special items credit of $72 million (2019: tax remeasurements
charge of $406 million and credit of $602 million principally arising on Brazilian
deferred tax).
Of the total tax charge of $346 million (2019: credit of $196 million), there is
a net current tax credit of $32 million (2019: credit of $56 million) and a net
deferred tax charge of $378 million (2019: credit of $140 million).
Associates’ and joint ventures’ special items and remeasurements
Associates’ and joint ventures’ special items and remeasurements of
$77 million in the year ended 31 December 2020 principally relate to a
$72 million charge in relation to impairment charges and restructuring costs
in Manganese.
2019
There were no associates’ and joint ventures’ special items
and remeasurements recorded in the year ended 31 December 2019.
Significant items
8. Special items and remeasurements continued
Other operating special items
The loss of $142 million ($112 million after tax) principally relates to a
$100 million ($70 million after tax) write-off of lost equipment and longwall
assets assessed to have no future economic benefit following the incident at
Grosvenor (Coal) and $42 million ($42 million after tax) write-off of other
redundant assets.
2019
The loss of $63 million after tax and non-controlling interests principally
related to the cost to the Group of terminating a long term power supply
contract in Copper.
Operating remeasurements
Operating remeasurements reflect a net loss of $56 million ($71 million after
tax and non-controlling interests) which principally relates to a $70 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.
2019
Operating remeasurements reflected a net loss of $100 million after tax
and non-controlling interests which principally related to a $103 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.
Non-operating special items
Disposals of businesses and investments
On 18 December 2020, the Group completed the equalisation of ownership
across its integrated metallurgical coal operations at Moranbah North and
Grosvenor in Australia (Coal) and a loss of $22 million ($15 million after tax)
was recognised.
2019
On 27 November 2019, the Group announced the equalisation of ownership
across its integrated metallurgical coal operations at Moranbah North and
Grosvenor in Australia (Coal). On entering into an agreement for the sale of
a 12% interest in the Grosvenor mine to the same consortium partners for cash
proceeds of $141 million, an impairment charge of $59 million ($41 million after
tax) was recorded to bring the carrying amount of the related net assets
into line with its fair value less costs to sell based on the fair value of the
sales consideration.
Adjustments relating to business combinations
The $9 million gain during the year ended 31 December 2020 relates to
adjustments in respect of business combinations in prior years.
2019
The $23 million gain during the year ended 31 December 2019 related to
adjustments in respect of business combinations in prior years.
Adjustments relating to former operations
The net gain of $532 million ($391 million after tax and non-controlling
interests) principally relates to contingent consideration adjustments in
respect of disposals of the Group's interests in Rustenburg and Union
(Platinum Group Metals) completed in 2016 and 2018 respectively. For further
detail with respect to contingent consideration balances, see note 22.
2019
The net gain of $26 million after tax and non-controlling interests related to
adjustments in respect of disposals completed in prior years.
Charges relating to BEE transactions
There were no charges relating to BEE transactions recorded in the year
ended 31 December 2020.
2019
In 2019 the net loss of $11 million after tax and non-controlling interests
related to a modification charge under IFRS 2 Share-based Payments
following the refinancing of Ponahalo Investments (Pty) Ltd.
Anglo American plc Integrated Annual Report 2020 173
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 246.
Attributable ROCE decreased to 17% in the year ended
31 December 2020 (2019: 19%). Average attributable capital
employed has increased to $30.5 billion (2019: $28.4 billion),
primarily due to increased growth capital expenditure, largely
at Quellaveco (Copper), working capital build and the acquisition
of Sirius Minerals Plc.
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Crop Nutrients
Corporate and other
Attributable ROCE %
2020
2019
—
19
48
41
(16)
17
n/a
n/a
17
2
16
38
31
26
20
n/a
n/a
19
9. Capital by segment
The disclosures in this note include certain Alternative Performance Measures (APMs). For more information on the APMs used by the Group, including definitions,
please refer to page 246.
Capital employed by segment
Capital employed is the principal measure of segment assets and liabilities reported to the Group Management Committee. Capital employed is defined as
net assets excluding net debt and financial asset investments.
US$ million
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Crop Nutrients
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
Capital employed
2020
8,967
9,128
4,967
8,472
3,967
1,395
988
86
2019
8,800
8,238
4,045
8,363
3,787
2,305
—
38
37,970
35,576
(5,575)
(4,626)
—
371
1
434
32,766
31,385
174 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Capital base
9. Capital by segment continued
Non-current assets by location
US$ million
South Africa
Botswana
Other Africa
Brazil
Chile
Peru
Other South America
North America
Australia and Asia
United Kingdom(2)
Other Europe
Non-current assets by location
Unallocated assets
Total non-current assets
Intangible assets,
Property, plant and
equipment
2020
2019
Total non-current assets
2019(1)
2020
10,271
10,265
10,744
10,789
3,829
1,071
6,018
6,402
4,712
1
649
3,807
2,656
106
3,996
1,075
6,699
6,323
3,428
1
634
3,364
1,424
78
3,829
1,078
6,516
6,552
4,997
367
649
4,171
2,799
110
3,996
1,096
7,076
6,514
3,687
447
634
3,783
1,560
79
39,522
37,287
41,812
39,661
3,227
3,059
45,039
42,720
(1) 2019 amounts have been restated to reclassify Environmental rehabilitation trusts of $301 million from South Africa to unallocated assets and to reflect the change in policy in respect
of inventories. See note 39A.
(2) United Kingdom is Anglo American plc’s country of domicile.
Total non-current assets by location primarily comprise Intangible assets, Property, plant and equipment and Investments in associates and joint ventures.
10.
Intangible assets
Overview
Intangible assets comprise goodwill acquired through business combinations, brands, contracts and other non-mining assets.
US$ million
Net book value
At 1 January
Acquired through business combinations
Additions
Amortisation charge for the year
Impairments
Currency movements
At 31 December
Cost
Accumulated amortisation and impairment
2020
2019
Brands,
contracts
and other
intangibles
Goodwill
Total
Brands,
contracts
and other
intangibles
Goodwill
Total
1,105
1,981
3,086
1,111
1,976
3,087
21
87
(60)
(8)
(5)
1,140
1,660
(520)
2
—
—
(2)
(18)
1,963
2,034
(71)
23
87
(60)
(10)
(23)
3,103
3,694
(591)
—
48
(63)
—
9
1,105
1,574
(469)
—
51
—
(68)
22
1,981
2,049
(68)
—
99
(63)
(68)
31
3,086
3,623
(537)
Brands, contracts and other intangibles includes $979 million (2019: $1,026 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 (2019: $517 million) have indefinite useful lives.
Further information
Goodwill relates to the following cash generating units (CGUs) or groups of CGUs:
US$ million
De Beers
Copper Chile
Platinum Group Metals
Other
2020
1,619
124
209
11
1,963
2019
1,636
124
209
12
1,981
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. Other than in relation to De Beers as 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
values to exceed their recoverable amounts. The key assumptions used in determining the recoverable amounts are set out in note 7.
Accounting policy
See note 39D for the Group’s accounting policies on intangible assets.
Anglo American plc Integrated Annual Report 2020 175
Financial statements and other financial information
Notes to the financial statements
Capital base
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 plants and infrastructure, vehicles and other equipment.
US$ million
Net book value
At 1 January
Acquired through business combinations
Additions
Depreciation charge for the year
Impairments
Disposals
Reclassifications
Currency movements
At 31 December
Cost
Mining
properties –
Owned
Land and
buildings –
Owned
Land and
buildings
– Right-of-
use assets
Plant and
equipment
– Owned
Plant and
equipment
– Right-of-
use assets
Capital
works in
progress –
Owned
Total
2020
Owned and leased assets
11,078
1,845
159
14,237
289
6,593
34,201
7
398
(968)
(39)
(43)
694
(157)
40
2
(82)
(32)
(31)
43
(30)
12
95
(42)
(36)
(11)
—
3
2
148
(1,446)
(719)
(64)
1,160
14
—
949
123
4,411
1,010
5,177
(135)
(47)
—
—
(1)
—
(2,673)
(13)
(156)
(1,897)
(886)
(305)
—
66
(105)
10,970
1,755
180
13,332
229
9,953
36,419
26,599
2,868
300
32,944
625
10,251
73,587
Accumulated depreciation and impairment
(15,629)
(1,113)
(120)
(19,612)
(396)
(298)
(37,168)
US$ million
Net book value
At 31 December
Impact of adoption of IFRS 16 (note 38)
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 –
Owned
Land and
buildings –
Owned
Land and
buildings
– Right-of-
use assets
Plant and
equipment
– Owned
Plant and
equipment
– Right-of-
use assets
Capital
works in
progress –
Owned
Total
2019
Owned and leased assets
10,616
1,786
—
13,652
—
4,844
30,898
—
—
176
(63)
10,616
1,786
176
13,589
531
(1,042)
(16)
12
(96)
919
154
8
(92)
(61)
12
(15)
191
16
30
(37)
(8)
—
(3)
—
1
133
(1,501)
(249)
1,047
(154)
1,318
54
11,078
25,649
(14,571)
1,845
2,827
(982)
159
14,237
205
31,977
(46)
(17,740)
266
266
252
(218)
(11)
—
(3)
1
2
289
531
(242)
—
379
4,844
31,277
4,389
5,343
—
(2,890)
(243)
(588)
8
1,079
(31)
(2,429)
55
(302)
—
282
6,593
34,201
6,915
68,104
(322)
(33,903)
Additions include $170 million (2019: $72 million) of net interest expense incurred on borrowings which fund the construction of qualifying assets that have been
capitalised during the year, principally for the Quellaveco copper project in Peru and the Woodsmith project in the UK.
Depreciation includes $2,553 million (2019: $2,765 million) of depreciation within operating profit, $56 million (2019: $86 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 $64 million
(2019: $39 million) of pre-commercial production depreciation and assets used in capital projects which has been capitalised.
Disposals includes disposals of assets and businesses.
176 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Capital base
11. Property, plant and equipment continued
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 39D 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 246.
Capital expenditure by segment
US$ million
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Crop Nutrients
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
2020
381
2019
567
1,443
1,078
571
517
867
33
292
21
569
594
934
42
—
56
4,125
3,840
(11)
7
526
—
(9)
8
844
61
4,647
4,744
Direct funding for capital expenditure received from non-controlling interests represents capital expenditure relating to the Quellaveco project funded by
Mitsubishi. Mitsubishi has continued to provide direct funding for its 40% share of capital expenditure via draw-downs against a committed shareholder facility
which are recorded as borrowings on the Group’s Consolidated balance sheet.
Capital expenditure by category
US$ million
Growth projects
Life-extension projects
Stay-in-business
Development and stripping
Proceeds from disposal of property, plant and equipment
Capitalised operating cash flows
2020
1,438
296
1,566
769
(7)
63
2019
847
358
1,656
976
(8)
11
4,125
3,840
Growth projects and life-extension projects 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.
Anglo American plc Integrated Annual Report 2020 177
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 significant influence or joint control. These
include (within the respective business units) the associates Cerrejón and Jellinbah (coal production in Coal segment) and the joint ventures Ferroport (port
operations in Iron Ore segment) and Samancor (manganese mining and smelting in Nickel and Manganese segment). The Group’s other investments in
associates and joint ventures arise primarily in the Platinum Group Metals segment and Crop Nutrients 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 246.
US$ million
At 1 January
Acquired through business combinations
Net income from associates and joint ventures
Other comprehensive income from associates and joint ventures
Dividends received
Investments in equity and capitalised loans
Impairments
Disposals
Other movements
Currency movements
At 31 December
Associates Joint ventures
2020
Total
1,333
20
103
—
567
—
120
—
(162)
(226)
6
—
(13)
42
(35)
14
(4)
(13)
42
(11)
Associates Joint ventures
1,136
—
145
—
(210)
32
(334)
—
—
(3)
579
—
244
53
(310)
4
—
—
—
(3)
2019
Total
1,715
—
389
53
(520)
36
(334)
—
—
(6)
766
20
(17)
—
(64)
8
(4)
—
—
24
733
525
1,258
766
567
1,333
Further information
The Group’s total investments in associates and joint ventures include long term loans of $202 million (2019: $212 million), which in substance form part of the
Group’s net investment. These loans are not repayable in the foreseeable future.
The Group’s share of the results of the associates and joint ventures is as follows:
Income statement
US$ 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
Balance sheet
US$ million
Non-current assets
Current assets
Current liabilities
Non-current liabilities
Net assets as at 31 December 2020
Net assets as at 31 December 2019
2020
1,436
(1,073)
2019
1,955
(1,272)
363
(22)
(158)
(3)
180
(79)
2
103
Associates Joint ventures
813
439
(149)
(370)
733
766
938
369
(226)
(556)
525
567
683
(31)
(258)
(5)
389
—
—
389
Total
1,751
808
(375)
(926)
1,258
1,333
178 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Capital base
13. Investments in associates and joint ventures continued
Further information
US$ million
Samancor
Cerrejón
Jellinbah
Ferroport
Other
US$ million
Samancor
Cerrejón
Jellinbah
Ferroport
Other
US$ million
Samancor
Cerrejón
Jellinbah
Ferroport
Other
Revenue
Underlying
EBITDA
Underlying
EBIT
Share of net
income
Dividends
received
2020
697
209
303
114
113
304
—
93
95
26
245
(83)
80
94
27
1,436
518
363
39
(75)
56
64
19
103
163
11
49
—
3
226
2019
Revenue
Underlying
EBITDA
Underlying
EBIT
Share of net
income
Dividends
received
926
494
438
90
7
1,955
443
130
206
73
15
867
388
25
193
66
11
683
200
9
135
34
11
389
300
66
139
—
15
520
Aggregate investment
2020
230
400
271
229
128
2019
357
487
240
152
97
1,258
1,333
Accounting judgements
Impairment
The Group’s investment in Cerrejón was previously impaired by $0.3 billion in 2019. During the year, the recoverable amount of the investment was reassessed
and found to support the carrying value (see note 7).
The Group has recorded its share of an impairment recorded against the property, plant and equipment of Samancor (see note 8). No indicators of impairment
were identified for the Group’s investments in Samancor.
No indicators of impairment were identified for the Group’s remaining investments in associates and joint ventures.
Accounting policy
See note 39I for the Group’s accounting policy on associates and joint arrangements, which includes joint ventures.
Anglo American plc Integrated Annual Report 2020 179
Financial statements and other financial information
Notes to the financial statements
Capital base
14.
Financial asset investments
Overview
Financial asset investments include three categories. Financial assets at amortised cost principally comprise loans to and deposits with third parties including
the Group’s associates and joint ventures. Assets classified at fair value through other comprehensive income principally comprise investments in equities of
other companies. Financial assets held at fair value through profit and loss comprise financial assets that do not meet the criteria to be classified under either
of the other two categories.
US$ million
At 1 January
Additions
Interest receivable
Net loans (repaid)/advanced
Disposals
Impairments
Fair value and other movements
Currency movements
At 31 December
Financial
assets at
amortised cost
At fair value
through
profit and loss
At fair value
through other
comprehensive
income
373
—
7
(67)
—
(20)
(23)
(63)
207
3
—
—
—
—
—
28
2
33
58
3
—
—
(9)
—
77
2
131
2020
Total
434
3
7
(67)
(9)
(20)
82
(59)
371
Financial
assets at
amortised cost
At fair value
through
profit and loss
At fair value
through other
comprehensive
income
358
—
19
33
—
(5)
—
(32)
373
—
—
—
17
—
—
(14)
—
3
38
4
—
—
—
—
21
(5)
58
2019
Total
396
4
19
50
—
(5)
7
(37)
434
Accounting policy
See note 39D for the Group’s accounting policies on financial asset investments.
15. Provisions for liabilities and charges
Overview
US$ million
At 1 January
Charged to the income statement
Capitalised
Unwinding of discount
Amounts applied
Unused amounts reversed
Disposals
Other movements
Currency movements
At 31 December
Current
Non-current
Environmental
restoration
Decommissioning
Employee
benefits
Onerous
contracts
Legal
Restructuring
Other
Total
(1,594)
(344)
(27)
(68)
41
32
2
(5)
(27)
(1,990)
(116)
(1,874)
(660)
(45)
(198)
(25)
28
(4)
3
1
(63)
(963)
(21)
(942)
(138)
(48)
—
—
32
1
—
(1)
(16)
(170)
(154)
(16)
(40)
(388)
(4)
—
(1)
6
21
—
—
(1)
(19)
(8)
(11)
28
(7)
—
48
1
—
—
52
(266)
(55)
(211)
(19)
(53)
—
—
34
—
—
—
1
(37)
(36)
(1)
(234)
(3,073)
(39)
(39)
—
35
53
(15)
—
16
(223)
(205)
(18)
(505)
(271)
(94)
224
104
(10)
(5)
(38)
(3,668)
(595)
(3,073)
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 10 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 2020,
in the principal currencies in which these liabilities are denominated and with matching maturities to the timelines are as follows: US dollar: 0.0%-0.1%
(2019: 1.5%); South African rand: 4.3%-4.9% (2019: 4.0%); Australian dollar: 0.0%-0.3% (2019: 2.0%); Chilean peso: 0.0%-1.4% (2019: 2.5%); and Brazilian real: 3.4%-4.4%
(2019: 6.0%).
Decommissioning amounts capitalised and Environmental Restoration charged to the income statement in the year are principally driven by changes in the
discount rates and other changes in underlying estimates.
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 six years.
180 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Capital base
15. Provisions for liabilities and charges continued
Other
Other provisions primarily relate to social commitments in Quellaveco and other claims and liabilities.
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, which with the exception of some cash balances, are held in unit trusts:
US$ million
Equity
Bonds
Cash and cash equivalents
2020
92
152
57
301
2019
97
147
57
301
These assets are primarily denominated in South African rand. Where not held in a unit trust, cash and cash equivalents are held in short term fixed deposits or
earn interest at floating inter-bank rates. Bonds held in unit trusts earn interest at a weighted average fixed rate of 8.0% (2019: 8.0%) for an average period of
five years (2019: six years). Amounts held in unit trusts are recorded at fair value through profit and loss. Investments in unit trusts with a fair value of $198 million
are at level 1 in the fair value hierarchy, as defined in IFRS 13 Fair value measurement and set out in note 22. The remaining amounts of $86 million held in unit
trusts are at level 2 in the fair value hierarchy.
These funds are not available for the general purposes of the Group. All income from these assets is reinvested to meet specific environmental obligations.
These obligations are included in provisions stated above.
Accounting judgements
Environmental restoration and decommissioning provisions
The recognition and measurement of environmental restoration and decommissioning provisions requires judgement and is based on assumptions and
estimates, including the required closure and rehabilitation costs, the timing of future cash flows, and the discount rates applied. The Group considers that
no reasonably possible change to a single assumption would have a material impact on the provisions, however a combination of changes in multiple
assumptions may.
The Group considers the impact of climate change on environmental restoration and decommissioning provisions, specifically the timing of future cash flows,
and has concluded that it does not currently represent a key source of estimation uncertainty. Changes to legislation, including in relation to climate change,
are factored into the provisions when the legislation becomes enacted.
Accounting policy
See note 39D for the Group’s accounting policy on environmental restoration and decommissioning obligations.
16. Deferred tax
Overview
The movement in net deferred tax liabilities during the year is as follows:
US$ million
At 1 January
Acquired through business combinations
Charged to the income statement
Charged to equity
Currency movements
At 31 December
2020
2019
(2,865)
(2,766)
(8)
(314)
(26)
48
—
(52)
(7)
(40)
(3,165)
(2,865)
Anglo American plc Integrated Annual Report 2020 181
903
25
17
288
715
985
2,933
(3,710)
(724)
(131)
(1,533)
(6,098)
2020
639
(3,804)
(3,165)
491
61
6
261
791
1,116
2,726
(3,504)
(694)
(100)
(1,293)
(5,591)
2019
1,057
(3,922)
(2,865)
2019
(505)
70
694
171
(482)
(52)
Financial statements and other financial information
Notes to the financial statements
Capital base
16. Deferred tax continued
Further information
Where there is a right of offset of deferred tax balances within the same tax jurisdiction, IAS 12 Income Taxes requires these to be presented after such offset in
the Consolidated balance sheet. The prior period disclosure was previously shown after offset. The closing deferred tax balances before this offset are as
follows:
2020
2019
US$ million
Deferred tax assets before offset
Tax losses
Post employment benefits
Share-based payments
Enhanced tax depreciation
Depreciation in excess of capital allowances
Other temporary differences
Deferred tax liabilities before offset
Capital allowances in excess of depreciation
Fair value adjustments
Withholding tax
Other temporary differences
The closing deferred tax balances after offset are as follows:
US$ million
Deferred tax assets
Deferred tax liabilities
Other temporary differences primarily arise in relation to deferred stripping costs, functional currency differences and post employment benefits.
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
Other temporary differences
2020
(292)
(14)
303
68
(379)
(314)
Deferred tax charged to the income statement includes a charge of $418 million (2019: $406 million) relating to deferred tax remeasurements and a credit of
$40 million (2019: $546 million) relating to deferred tax on special items.
A net deferred tax asset of $380 million (2019: $808 million) is recognised in Brazil in relation to the Minas-Rio iron ore and Barro Alto nickel mines. This relates
primarily to tax losses, deductible goodwill and fixed asset temporary differences, and is partially offset by functional currency taxable temporary differences.
Deferred tax assets are recognised to the extent that the business has forecast taxable profits against which the assets can be recovered.
The Group has the following temporary differences for which no deferred tax assets have been recognised:
US$ million
Expiry date
Less than five years
Greater than five years
No expiry date
Tax losses
– revenue
Tax losses
– capital
Other
temporary
differences
2020
Total
Tax losses
– revenue
Tax losses
– capital
Other
temporary
differences
2019
Total
2
103
5,423
5,528
—
—
2,124
2,124
113
—
4,145
4,258
115
103
11,692
11,910
21
17
5,486
5,524
—
—
2,157
2,157
—
1,680
1,390
3,070
21
1,697
9,033
10,751
No deferred tax has been recognised in respect of temporary differences associated with investments in subsidiaries, branches, associates and interests in
joint ventures and joint operations 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 Group uses the Board approved forecasts as the basis for the profits expected to arise in the
foreseeable future. The aggregate amount of temporary differences associated with such investments in subsidiaries, branches, associates and interests in
joint ventures and joint operations is represented by the contribution of those investments to the Group’s retained earnings and amounted to $18,605 million
(2019 restated: $17,981 million).
Accounting judgements
Recognition of deferred tax asset
In accordance with the requirements of IAS 12 Income Taxes, the Group reassesses the recognition and recoverability of deferred tax assets at the end of each
reporting period. See note 7.
Accounting policy
See note 39G for the Group’s accounting policy on tax.
182 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Working capital
This section includes analysis of inventories, receivables and payables. These balances
principally relate to current assets and liabilities held to support operating activities.
US$ million
Inventories
Trade and other receivables
Trade and other payables
17.
Inventories
2020
6,569
4,873
(7,013)
4,429
2019
4,962
3,062
(5,499)
2,525
Net working capital increased in 2020 led by increased inventory,
particularly at Platinum Group Metals following repairs to the
Anglo Converter Plant affecting refining activity during the year,
as well as the impact of Covid-19 on demand for diamonds. The
increase in operating receivables largely offset the increase in
operating payables.
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
Expected to
be used
within one
year
Expected to
be used
after more
than one year
810
2,948
2,212
5,970
—
599
—
599
2020
Total
810
3,547
2,212
6,569
Expected to
be used
within one
year
Expected to
be used
after more
than one year
787
1,460
2,072
4,319
—
643
—
643
2019(1)
Total
787
2,103
2,072
4,962
(1)
In 2019, inventories expected to be processed in a period greater than 12 months from the balance sheet date were included within current inventories but due to a change in
accounting policy have been reclassified. See note 39A.
Further information
The cost of inventories recognised as an expense and included in cost of sales amounted to $17,468 million (2019 restated: $17,393 million). The write-down of
inventories to net realisable value (net of revaluation of provisionally priced purchases) amounted to $360 million (2019: $140 million).
Accounting judgements
Accounting for inventory involves the use of judgements and estimates, particularly related to the measurement and valuation of work in progress inventory
within the production process. Certain estimates, including expected metal recoveries and work in progress volumes, are calculated by engineers using
available industry, engineering and scientific data. Estimates used are periodically reassessed by the Group taking into account technical analysis and
historical performance.
Accounting policy
See note 39E for the Group’s accounting policy on inventories and note 39A for the change in inventories accounting policy during the year and the impact on
the prior year.
Anglo American plc Integrated Annual Report 2020 183
Financial statements and other financial information
Notes to the financial statements
Working capital
18. Trade and other receivables
Overview
Trade receivables are amounts due from the Group’s customers for commodities and services the Group has provided. Many of the Group’s sales are
provisionally priced, which means that the price is finalised at a date after the sale takes place. When there is uncertainty about the final amount that will be
received, the receivable is marked to market based on the forward price.
Trade and other receivables also includes amounts receivable for VAT and other indirect taxes, prepaid expenses and amounts receivable from others for
non-sale transactions. Contract assets represent amounts receivable for ongoing construction projects and amounts receivable from external parties for non-
sale transactions from the Group’s operations.
US$ million
Trade receivables
Tax receivables
Accrued income
Prepayments
Contract assets
Other receivables
Due within
one year
Due after
one year
1,984
609
133
438
126
596
3,886
42
351
—
70
—
524
987
2020
Total
2,026
960
133
508
126
1,120
4,873
Due within
one year
Due after
one year
1,212
554
84
151
46
339
2,386
19
342
—
44
—
271
676
2019
Total
1,231
896
84
195
46
610
3,062
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 financial metrics, adjusted
as appropriate for current observable data.
As part of its approach to working capital management the Group uses debtor discounting arrangements. These arrangements are on a non-recourse basis
and hence the related receivables are derecognised from the Group balance sheet.
Of the year end trade receivables balance, $54 million (2019: $35 million) were past due, stated after an associated impairment provision of $18 million
(2019: $22 million). Given the use of payment security instruments (including letters of credit from acceptable financial institutions), and the nature of the related
counterparties, these amounts are considered recoverable. The historical level of customer default is minimal and there is no current observable data to
indicate a material future default. As a result the credit quality of year end trade receivables is considered to be high.
Trade receivables do not incur any interest, are principally short term in nature and are measured at their nominal value (with the exception of receivables
relating to provisionally priced sales, as set out in the revenue recognition accounting policy, see note 39C), net of appropriate provision for estimated
irrecoverable amounts.
19. Trade and other payables
Overview
Trade and other payables include amounts owed to suppliers, tax authorities and other parties that are typically due to be settled within 12 months.
The total also includes contract liabilities, which represents monies received from customers but for which we have not yet delivered the associated service.
These amounts are recognised as revenue when the service is provided. All revenue relating to performance obligations which were incomplete as at
31 December 2019 was recognised during the year. Other payables includes deferred consideration in respect of business combinations and dividends
payable to non-controlling interests.
US$ million
Trade payables
Accruals
Contract liabilities and deferred income
Tax and social security
Other payables
2020
2,974
1,714
1,400
116
809
2019
2,543
1,635
764
81
476
7,013
5,499
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. $321 million (2019: $126 million) of other payables are included within
non-current liabilities.
Contract liabilities and deferred income represent $1,263 million (2019: $694 million) for payments received in advance for metal which is expected to be
delivered within six months and $115 million (2019: $53 million) in respect of freight and performance obligations which are expected to be completed within 30
to 45 days.
184 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Net debt and financial risk management
Net debt increased from $4.6 billion to $5.6 billion during the year, driven by an inventory build
following repairs to the Anglo Converter Plant at Platinum Group Metals as well as the impact
of Covid-19 on demand for diamonds.
Gearing has increased from 13% at 31 December 2019 to 15% at 31 December 2020.
US$ million
Net assets
Net debt including related derivatives (note 20)
Total capital
Gearing
2020
32,766
5,575
38,341
2019
31,385
4,626
36,011
15%
13%
Net debt is calculated as total borrowings less cash and cash
equivalents (including derivatives that provide an economic hedge
of net debt but excluding the impact of the debit valuation
adjustment on these derivatives). 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 246.
Movement in net debt
US$ million
At 1 January 2019
Cash flow(1)
Interest accrued on borrowings
Reclassifications
Movement in fair value
Other movements
Currency movements
At 31 December 2019
Acquired through business combinations
Cash flow
Interest accrued on borrowings
Reclassifications
Movement in fair value
Other movements
Currency movements
At 31 December 2020
Cash
and cash
equivalents
Short term
borrowings
Medium and
long term
borrowings
Net debt
excluding
derivatives
Derivatives
hedging
net debt
6,548
(168)
—
—
—
—
(45)
(729)
998
(424)
(593)
(3)
(222)
(5)
(8,692)
(1,396)
(29)
593
(231)
(62)
73
(2,873)
(566)
(453)
—
(234)
(284)
23
(444)
152
—
—
53
—
—
Net debt
including
derivatives
(3,317)
(414)
(453)
—
(181)
(284)
23
6,335
(978)
(9,744)
(4,387)
(239)
(4,626)
—
(5)
(253)
1,162
1,487
(2,748)
—
—
—
—
11
(493)
(58)
(1,055)
1,055
3
(66)
(74)
(197)
(41)
(331)
(258)
(99)
(551)
—
(194)
(107)
(394)
—
20
—
—
634
—
—
(258)
(79)
(551)
—
440
(107)
(394)
7,508
(1,181)
(12,317)
(5,990)
415
(5,575)
(1) Cash flow includes $415 million interest paid previously presented on a net basis against $453 million of interest accrued within Other movements.
Other movements include $227 million relating to leases entered into in the year ended 31 December 2020 (2019: $306 million).
Anglo American plc Integrated Annual Report 2020 185
Financial statements and other financial information
Notes to the financial statements
Net debt and financial risk management
20. Net debt continued
Further information
Reconciliation to the Consolidated balance sheet
US$ million
Balance sheet
Balance sheet – disposal groups
Bank overdrafts
Net cash/(debt) classifications
Cash and cash equivalents
Short term borrowings
2020
7,521
—
(13)
2019
6,345
2
(12)
2020
(1,194)
—
13
2019
(990)
—
12
Medium and
long term borrowings
2020
2019
(12,317)
(9,744)
—
—
—
—
7,508
6,335
(1,181)
(978)
(12,317)
(9,744)
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 $5,658 million (2019: $5,001 million) and net cash is $4,407 million
(2019: $4,282 million).
As part of the Group cash pooling arrangement, cash and cash equivalents that are legally owned by South African companies are managed outside of South
Africa. Below is a breakdown of net debt managed in South Africa:
US$ million
Cash and cash equivalents
Short term borrowings
Medium and long term borrowings
Net debt excluding derivatives
Derivatives hedging net debt
Net debt including derivatives
2020
367
(173)
(1,079)
(885)
1
(884)
2019
389
(42)
(678)
(331)
1
(330)
On 26 February 2020, South Africa’s Minister of Finance announced in his Budget Speech that the country would shift from a policy of exchange controls to a
risk-based capital flow management system in line with international best practice and in order to facilitate cross-border financial transactions, in support of
trade and investment. This change aligns South Africa with the foreign direct investment criteria implemented by other OECD nations and removes the
previous restrictions on the Group’s ability to permanently remit cash earned from operating activities in South Africa, aligning the Group with other global
companies that operate in South Africa.
Subsequently, on 24 February 2021, South Africa’s Minister of Finance announced that from 1 March 2021, specific rules for companies with a primary listing
offshore will be automatically aligned to current foreign direct investment rules. Separate disclosure of the Group’s South African cash and debt balances will
therefore no longer be relevant.
During 2021, the South African National Treasury and the Reserve Bank will continue to develop the legislative framework for the new capital flow management
system announced in the 2020 Budget. This framework is expected to be substantively completed in 2021.
Other
The debit valuation adjustments of nil (2019: $1 million) 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.
Cash and cash equivalents includes $357 million (2019: $338 million) which is restricted. This primarily relates to cash which is required to cover initial margin
on trading exchanges and cash which is held in joint operations where the timing of dividends is jointly controlled by the joint operators.
Accounting policy
See note 39F for the Group’s accounting policy on cash and debt.
186 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Net debt and financial risk management
21. Borrowings
Overview
The Group borrows mostly in the capital markets through bonds issued in the US markets, under the Euro Medium Term Note (EMTN) programme and the South
African Domestic Medium Term Note (DMTN) programme. 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.
In April 2020, the Group issued $750 million 5.375% Senior Notes due 2025 and $750 million 5.625% Senior Notes due 2030 as part of the Group’s routine
financing. In September 2020, the Group issued $1,000 million 2.625% Senior Notes due 2030 and $500 million 3.950% Senior Notes due 2050, which were used
to fund a liability management exercise to redeem $0.5 billion of bonds maturing in 2021 and $1.0 billion of bonds maturing in 2022 as part of the funding
objective to reduce near term debt maturities and increase the average maturity of the Group’s bond portfolio.
At 31 December 2020, the following bonds were retained as fixed rate exposures; $750 million 5.375% due April 2025, $750 million 5.635% due April 2030,
$500 million 3.95% due September 2050 and $99 million 5% due May 2027. All other bonds at 31 December 2020, and all bonds at 31 December 2019 were
swapped to floating rate exposures.
Further information
US$ million
Secured
Bank loans and overdrafts
Leases
Other loans
Unsecured
Bank loans and overdrafts
Bonds issued under EMTN programme
1.5% €139m bond due April 2020
2.875% €281m bond due November 2020
2.5% €241m bond due April 2021(1)
3.5% €433m bond due March 2022(1)
3.25% €750m bond due April 2023
1.625% €600m bond due September 2025
1.625% €500m bond due March 2026
3.375% £300m bond due March 2029
US bonds
4.125% $193m bond due April 2021(1)
3.75% $300m bond due April 2022
4.125% $360m bond due September 2022(1)
3.625% $650m bond due September 2024
5.375% $750m bond due April 2025
4.875% $650m bond due May 2025
4.75% $700m bond due April 2027
5% $99m bond due May 2027(2)
4% $650m bond due September 2027
4.5% $650m bond due March 2028
5.625% $750m bond due April 2030
2.625% $1,000m bond due September 2030
3.95% $500m bond due September 2050
Bonds issued under DMTN programme
9.49% R650m bond due April 2021
JIBAR+1.47% R400m bond due April 2021
Mitsubishi facility
Interest payable and other loans
Short term
borrowings
Medium and
long term
borrowings
Total
borrowings
Contractual
repayment at
hedge rates
Short term
borrowings
Medium and
long term
borrowings
Total
borrowings
Contractual
repayment at
hedge rates
2020
2019
25
179
—
204
33
364
—
397
58
543
—
601
58
543
—
601
26
209
12
247
15
345
108
468
41
554
120
715
41
554
120
715
252
553
805
805
131
93
224
224
—
—
298
—
—
—
—
—
193
—
—
—
—
—
—
—
—
—
—
—
—
45
27
—
175
990
—
—
—
553
964
771
635
438
—
—
369
687
748
698
774
107
712
746
743
957
498
—
—
967
—
—
—
298
553
964
771
635
438
193
—
369
687
748
698
774
107
712
746
743
957
498
45
27
967
175
11,920
12,910
—
—
313
572
1,033
714
566
395
193
—
360
650
750
650
700
159
650
650
750
1,000
500
44
27
967
175
12,623
13,224
155
320
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
137
743
990
—
—
432
890
889
695
569
400
502
301
599
654
—
661
723
—
661
696
—
—
—
47
29
435
—
155
320
432
890
889
695
569
400
502
301
599
654
—
661
723
—
661
696
—
—
—
47
29
435
137
152
377
492
992
1,033
714
566
395
500
300
600
650
—
650
700
—
650
650
—
—
—
46
29
435
137
9,276
10,019
9,744
10,734
10,292
11,007
Total borrowings
1,194
12,317
13,511
(1) Outstanding value of bond shown subsequent to bond buyback transactions completed in September 2020.
(2) Bond acquired as part of the acquisition of Sirius Minerals Plc (Crop Nutrients). At maturity the bond will be redeemed at 160% of par value.
Accounting policy
See note 39F for the Group’s accounting policies on bank borrowings and lease liabilities.
Anglo American plc Integrated Annual Report 2020 187
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
Royalty liability (note 33)
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(1)
Derivative financial liabilities
Borrowings
Net financial assets/(liabilities)
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
2,173
175
6,336
33
8,717
(723)
(380)
—
—
(1,103)
7,614
1,121
—
1,185
207
2,513
—
—
—
—
—
—
—
—
131
131
—
—
—
—
—
2,513
131
—
567
—
—
567
—
(26)
—
(8,953)
(8,979)
(8,412)
—
—
—
—
—
(4,774)
—
(340)
(4,558)
(9,672)
(9,672)
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
1,166
79
4,282
3
5,530
(338)
(677)
—
(1,015)
4,515
766
—
2,063
373
3,202
—
—
—
—
3,202
—
—
—
58
58
—
—
—
—
58
—
354
—
—
354
—
—
(9,320)
(9,320)
(8,966)
—
—
—
—
—
(4,316)
—
(1,414)
(5,730)
(5,730)
2020
Total
3,294
742
7,521
371
11,928
(5,497)
(406)
(340)
(13,511)
(19,754)
(7,826)
2019(1)
Total
1,932
433
6,345
434
9,144
(4,654)
(677)
(10,734)
(16,065)
(6,921)
(1) Certain trade and other payables relating to provisional pricing arrangements were previously incorrectly classified as financial liabilities measured at fair value through profit and
loss. These have been reclassified to measured at amortised cost. 2019 comparatives have been restated by $606 million.
The Group’s cash and cash equivalents at 31 December 2020 include $6,336 million (2019: $4,282 million) held in high grade money market funds. These funds
are selected to ensure compliance with the minimum credit rating requirements and counterparty exposure limits set out in the Group’s Treasury policy.
Financial instrument disclosures in respect of assets held in environmental rehabilitation trusts are presented in note 15 as these funds can only be used to
meet specific environmental obligations.
188 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Net debt and financial risk management
22. Financial instruments and derivatives continued
Fair value hierarchy
An analysis of financial assets and liabilities carried at fair value is set out below:
US$ 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
Financial asset investments
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
Debit valuation adjustment to derivative liabilities
Designated into hedges
Derivatives hedging net debt
Level 1
Level 2
Level 3
2020
Total
Level 1
Level 2
Level 3
—
—
—
8
6,336
—
1,547
—
1,547
—
79
88
—
31
626
—
—
—
2
626
79
96
6,336
33
—
—
—
—
4,280
—
847
—
8
71
2
—
—
319
—
—
—
3
2019(1)
Total
847
319
8
71
4,282
3
—
567
—
567
—
354
—
354
108
—
23
131
11
—
6,452
2,312
651
9,415
4,291
1,282
47
369
58
5,942
(288)
—
—
(435)
—
—
—
(1)
—
—
(1)
(205)
(174)
—
(26)
(693)
(288)
(435)
(205)
(175)
—
—
—
—
—
(26)
(435)
(1,129)
—
—
—
(2)
—
—
(2)
(160)
—
(601)
(75)
1
—
(835)
447
—
(178)
—
—
—
(160)
(178)
(601)
(77)
1
—
—
(178)
(1,015)
191
4,927
Net assets carried at fair value
6,451
1,619
216
8,286
4,289
(1) Certain trade and other payables relating to provisional pricing arrangements were previously incorrectly classified as financial liabilities measured at fair value through profit and loss
(identified as level 2 financial instruments in the fair value hierarchy). These have been reclassified to measured at amortised cost with an embedded derivative held at fair value. 2019
comparatives have been restated to remove $606 million of liabilities from the fair value hierarchy.
Fair value hierarchy
Valuation technique
Level 1
Level 2
Level 3
Valued using unadjusted quoted prices in active markets for identical financial instruments. This category includes cash and cash
equivalents held in money market funds, listed equity shares and quoted futures.
Instruments in this category are valued using valuation techniques where all of the inputs that have a significant effect on the
valuation are directly or indirectly based on observable market data. This category includes provisionally priced trade receivables
and payables and over-the-counter derivatives.
Instruments in this category have been valued using a valuation technique where at least one input (which could have a significant
effect on the instrument’s valuation) is not based on observable market data. Where inputs can be observed from market data
without undue cost and effort, the observed input is used. Otherwise, management determines a reasonable estimate for the input.
This category includes contingent consideration, receivables relating to disposals, unlisted equity investments and the embedded
derivative relating to the Royalty liability.
The movements in the fair value of the level 3 financial assets and liabilities are shown as follows:
US$ million
At 1 January
Net profit/(loss) recorded in the income statement
Net profit recorded in the statement of comprehensive income
Reclassification (from)/to level 3 financial assets
Settlements and disposals
Currency movements
At 31 December
Assets
Liabilities
2020
369
492
5
(26)
(207)
18
651
2019
298
53
22
17
(28)
7
369
2020
(178)
(271)
—
—
36
(22)
(435)
2019
(158)
(30)
—
—
13
(3)
(178)
Anglo American plc Integrated Annual Report 2020 189
Financial statements and other financial information
Notes to the financial statements
Net debt and financial risk management
22. Financial instruments and derivatives continued
For the level 3 financial assets and liabilities, changing certain estimated inputs to reasonably possible alternative assumptions would impact the fair value
as follows:
Level 3 fair value sensitivities
Rustenburg Mine (Platinum Group Metals)
Deferred consideration of $474 million (2019: $160 million) is calculated as 35% of the distributable free cash flows generated by Sibanye-Stillwater’s Rustenburg
Mine over a six-year period from inception in November 2016, subject to a minimum receipt of $0.2 billion. The movement for the current period relates to
changes in cash flows.
Union Mine (Platinum Group Metals)
Deferred consideration of $120 million (2019: nil) is calculated as 35% of the positive distributable free cash flows generated by Union Mine over an 11-year
period from inception in February 2018. The movement for the period relates to increases in PGM prices and fluctuations in the ZAR:USD exchange rate. In terms
of the agreement if the cumulative deferred consideration is negative at the end of the eleven year period, AAP will be obligated to repay Siyanda the
cumulative deferred consideration received.
Mototolo Mine (Platinum Group Metals)
Deferred consideration of $357 million (2019: $108 million) is payable monthly over a period of 72 months from the effective date of acquisition in November 2018
in monthly instalments, as well as annual top-up payments where applicable. The deferred consideration is remeasured based on the actual PGM 4E prices
realised over the deferred consideration period. The maximum amount payable is limited to $1.5 billion. The movement for the period relates to increases in
PGM prices and fluctuations in the ZAR:USD exchange rate.
US$ million
Deferred consideration/financial assets
Rustenburg deferred consideration
10% change in exchange rates
Reduction to profit or loss
Increase to profit or loss
10% change in PGM prices
Reduction in profit or loss
Increase to profit or loss
Union Mine deferred consideration
10% change in exchange rates
Reduction in profit or loss
Increase to profit or loss
10% change in PGM prices
Reduction in profit or loss
Increase to profit or loss
Deferred consideration/financial liabilities
Mototolo deferred consideration
10% change in PGM prices
Reduction in profit or loss
Increase to profit or loss
10% change in exchange rates
Reduction in profit or loss
Increase to profit or loss
2020
2019
71
71
71
71
46
51
46
51
45
45
45
45
16
61
16
61
—
—
—
—
33
33
33
33
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 $9,340 million (2019: $9,598 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 includes bonds which are not designated into hedge
relationships, bank borrowings and lease liabilities. The carrying value of these bonds is $2,150 million (2019: $29 million) and the fair value is $2,606 million
(2019: $29 million). The carrying value of the remaining borrowings at amortised cost are 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 2020, 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 $16 million (2019: $28 million liability position) were offset
against those in an asset position totalling $665 million (2019: $62 million asset position). The net asset position of $649 million (2019: $34 million net asset
position) is presented within derivative assets (2019: within derivative assets) in the Consolidated balance sheet.
If certain credit events (such as default) were to occur additional derivative instruments would be settled on a net basis under ISDA agreements. Interest rate
and cross currency interest rate swaps in a liability position totalling $210 million (2019: $334 million asset position) would be offset against those in an asset
position totalling $645 million (2019: $600 million liability position). These instruments are presented on a gross basis in the Consolidated balance sheet as the
Group does not have a legally enforceable right to offset the amounts in the absence of a credit event occurring.
190 Anglo American plc Integrated Annual Report 2020
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
In accordance with the Group’s policy, interest rate swaps are taken out to swap the Group’s fixed rate borrowings to floating rate. These 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 2020, this adjustment was to increase the carrying value of borrowings by $458 million (2019: $264 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 loss on fair value hedged items of $194 million
(2019: $234 million loss), offset by a gain on fair value hedging instruments of $188 million (2019: $236 million gain).
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 Financial
Instruments 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. A fair value gain of $462 million in respect of these cross currency
swaps has been recognised in the Consolidated income statement (2019: loss of $56 million) and is presented within financing remeasurements net of foreign
exchange losses on the related borrowings of $435 million (2019: $43 million gain). Fair value changes on held for trading derivatives are recognised in the
Consolidated income statement as remeasurements or within underlying earnings in accordance with the policy set out in note 8.
Further information on derivatives
Fair value of derivative positions
The fair value of the Group’s open derivative positions at 31 December (excluding normal purchase and sale contracts held off balance sheet), recorded within
‘Derivative financial assets’ and ‘Derivative financial liabilities’, is as follows:
US$ 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
2020
Current
2019
2020
Non-current
2019
Asset
Liability
Asset
Liability
Asset
Liability
Asset
Liability
9
—
7
—
558
(26)
347
—
—
—
—
9
96
105
(20)
(19)
—
(39)
(175)
(214)
8
—
—
15
71
86
(16)
(66)
—
(82)
(73)
(155)
—
79
—
637
—
637
—
(166)
—
(192)
—
(192)
—
—
—
347
—
347
—
(519)
1
(518)
(4)
(522)
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 judgements
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 39D and 39F 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 2020 191
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
– 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 financial covenants at
31 December 2020.
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
Net debt financial liabilities
Borrowings
Expected future interest payments
Derivatives hedging net debt – net settled
Derivatives hedging net debt – gross settled:
– gross inflows
– gross outflows
Other financial liabilities
Total
US$ million
Net debt financial liabilities
Borrowings
Expected future interest payments
Derivatives hedging net debt – net settled
Derivatives hedging net debt – gross settled:
– gross inflows
– gross outflows
Other financial liabilities
Total
(1,028)
(442)
2
993
(1,050)
(5,335)
(6,860)
(764)
(345)
(4)
1,031
(1,231)
(4,602)
(5,915)
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
(1,078)
(420)
3
545
(599)
(120)
(1,307)
(376)
3
928
(1,045)
(91)
(777)
(326)
3
—
—
(74)
(2,166)
(265)
3
—
—
—
(6,468)
(1,192)
22
—
—
(200)
(1,669)
(1,888)
(1,174)
(2,428)
(7,838)
(21,857)
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
(1,097)
(1,807)
(316)
—
468
(644)
(12)
(281)
—
877
(1,107)
(20)
(883)
(218)
—
870
(1,118)
(18)
(765)
(189)
—
23
(64)
(18)
(4,898)
(492)
—
1,688
(1,788)
(211)
(1,601)
(2,338)
(1,367)
(1,013)
(5,701)
(17,935)
2020
Total
(12,824)
(3,021)
36
2,466
(2,694)
(5,820)
2019(1)
Total
(10,214)
(1,841)
(4)
4,957
(5,952)
(4,881)
(1) Restated to disclose the inflows and outflows on derivatives hedging net debt separately.
The table above does not include cash flows in relation to the Woodsmith royalty financing on the basis that cash flows under this arrangement are not
contractually defined, but instead are wholly dependent upon Woodsmith revenue in future years. However, should the Woodsmith primary subsidiary, York
Potash Limited, enter insolvency, then it would be required to repay Hancock the principal value of $250 million upon its request.
192 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Net debt and financial risk management
23. Financial risk management continued
The Group had the following undrawn committed borrowing facilities at 31 December:
US$ 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
Greater than five years
2020
2019
2,228
615
1,453
916
4,718
47
228
394
1,121
1,538
5,385
—
9,977
8,666
On 10 February 2020, the Group extended the maturity of $4.3 billion of its revolving credit facility by one year to March 2025 and $0.2 billion of its revolving
credit facility by two years to March 2025. The Group also extended the maturity of a $0.2 billion bilateral facility by one year to March 2025.
In April 2020, the Group signed a new $2.0 billion revolving credit facility with an initial maturity date of April 2021. The Group has, at its sole discretion, two
options to extend the facility for a further six months to October 2021 and April 2022.
Undrawn committed borrowing facilities expiring within one year include undrawn South African rand facilities equivalent to $0.1 billion (2019: $0.2 billion) in
respect of facilities with a 364 day maturity which roll automatically on a daily basis, unless notice is served.
B. Credit risk
Credit risk is the risk that a counterparty to a financial instrument will cause a loss to the Group by failing to pay its obligation.
The Group’s principal financial assets are cash, trade and other receivables, investments and derivative financial instruments. The Group’s maximum exposure
to credit risk primarily arises from these financial assets and is as follows:
US$ million
Cash and cash equivalents
Trade and other receivables
Financial asset investments
Derivative financial assets
Environmental rehabilitation trust
2020
7,521
3,294
240
742
209
2019
6,345
1,932
373
433
204
12,006
9,287
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 excludes prepayments and tax receivables, the classification of financial asset investments excludes equity
investments held at fair value through other comprehensive income and the classification of environmental rehabilitation trust excludes equity investments.
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
Commodity price linked
Subject to
price
movements
Fixed price
Not linked to
commodity
price
2020
Total
Commodity price linked
Subject to
price
movements
Fixed price
Not linked to
commodity
price
2019(1)
Total
1,110
(80)
1,030
478
(5)
473
(9,750)
(8,162)
421
336
(9,329)
(7,826)
622
(4)
618
290
—
290
(7,589)
(6,677)
(240)
(244)
(7,829)
(6,921)
(1) As shown in note 22, certain trade and other payables relating to provisional pricing arrangements were previously incorrectly classified as financial liabilities measured at fair value
through profit and loss. These have been reclassified to measured at amortised cost with an embedded derivative held at fair value. 2019 comparatives have been restated to
reclassify the liability component which is held at amortised cost of $606 million from subject to price movements to not linked to commodity price in the table above.
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.
Anglo American plc Integrated Annual Report 2020 193
Financial statements and other financial information
Notes to the financial statements
Net debt and financial risk management
23. Financial risk management continued
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, Chilean pesos, 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 $2,251 million. This includes net assets of $458 million denominated in US dollars, and net liabilities of $222 million
denominated in Brazilian real, $296 million denominated in Australian dollars, $399 million denominated in Chilean pesos and $1,436 million denominated in
South African rand.
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.
Various inter-bank offer rates (IBOR) are expected to be replaced by alternative risk-free rates by the end of 2021 as part of the IBOR reform. The Group is
managing the transition to alternative risk-free rates with respect to its hedging arrangements and any future transactions in the financial market.
The Group’s policy is to borrow funds at fixed rates of interest. The Group uses interest rate contracts to convert the majority of borrowings to floating rates of
interest and 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 $2,251 million (2019: $2,295 million) are primarily non-interest bearing.
The table below reflects the exposure of the Group’s net debt to currency and interest rate risk.
US$ 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
Floating rate
borrowings
Fixed rate
borrowings
Derivatives
hedging
net debt
Impact of
currency
derivatives
2020
Total
6,801
(1,102)
414
(3,722)
(5,341)
—
(542)
—
—
(7)
—
(7,732)
(3,276)
(169)
(29)
(48)
(549)
(44)
16
206
78
151
49
207
—
(8,953)
8,953
7,508
(10,604)
(2,894)
415
—
1
—
—
—
—
—
3,273
—
—
—
449
—
—
—
Cash
and cash
equivalents
5,443
18
288
181
187
22
196
—
6,335
Floating rate
borrowings
Fixed rate
borrowings
Derivatives
hedging
net debt
Impact of
currency
derivatives
(543)
—
(54)
—
—
(7)
—
(9,317)
(9,921)
(5,232)
(4,016)
(149)
(20)
(47)
(594)
(60)
9,317
(801)
(242)
—
2
—
—
1
—
—
(239)
(4,424)
4,013
—
—
—
411
—
—
—
13
(504)
49
103
(58)
163
—
(5,575)
2019
Total
(4,998)
15
87
161
140
(167)
136
—
(4,626)
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 2020 or 2019.
194 Anglo American plc Integrated Annual Report 2020
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 $31.4 billion to $32.8 billion in the
year, principally reflecting the profit for the year, partially offset by
cancellation of treasury shares and dividends to Company
shareholders and non-controlling interests of $1.7 billion.
Total equity
$32.8 bn
(2019: $31.4 bn)
24. Called-up share capital and consolidated equity analysis
Called-up share capital
Ordinary shares of 5486/91 US cents each:
At 1 January
Treasury shares cancelled
At 31 December
Number of shares
US$ million
Number of shares
US$ million
2020
2019
1,371,602,399
(8,484,319)
1,363,118,080
753
(4)
749
1,405,465,332
(33,862,933)
1,371,602,399
772
(19)
753
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 2020 was 1,363,118,080 and $749 million (2019: 1,371,259,349 and $753 million).
At general meetings, every member who is present in person has one vote on a show of hands and, on a poll, every member who is present in person or by
proxy has one vote for every ordinary share held.
Own shares
Own shares
Treasury shares
Own shares held by subsidiaries and employee benefit trusts
Total
The movement in treasury shares during the year is as follows:
Treasury shares
At 1 January
Transferred to employees in settlement of share awards
At 31 December
Number of shares
US$ million
Number of shares
US$ million
2020
2019
—
124,361,049
124,361,049
343,050
128,991,088
129,334,138
—
6,107
6,107
2020
12
6,183
6,195
2019
Number of shares
US$ million
Number of shares
US$ million
343,050
(343,050)
—
12
(12)
—
549,102
(206,052)
343,050
42
(30)
12
Included in Own shares are 112,300,129 (2019: 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 Proprietary Limited.
Further details of these arrangements are provided in note 39B.
Included in the calculation of the dividend payable are 7,131,732 ($236 million) shares held in treasury and in the Employee Benefit Trust in respect of forfeitable
share awards granted to certain employees. Under the terms of these awards, the shares are beneficially owned by the respective employees, who are
entitled to receive dividends in respect of the shares. The shares are released to the employees on vesting of the awards, and any shares that do not vest are
returned to the Company or the Employee Benefit Trust. These shares are recognised on the Consolidated balance sheet within Own shares and are excluded
from the calculation of basic earnings per share. They are included in the calculation of diluted earnings per share to the extent that the related share awards
are dilutive (see note 3).
Anglo American plc Integrated Annual Report 2020 195
Financial statements and other financial information
Notes to the financial statements
Equity
24. Called-up share capital and consolidated equity analysis continued
Consolidated equity analysis
Fair value and other reserves comprise:
US$ million
At 1 January 2019
Total comprehensive income
Equity settled share-based payment schemes
Cancellation of treasury shares
Other
At 31 December 2019
Total comprehensive income
Equity settled share-based payment schemes
Cancellation of treasury shares
Other
At 31 December 2020
Share-based
payment
reserve
Financial
asset
revaluation
reserve
Other
reserves
Total
fair value
and other
reserves
433
—
(2)
—
—
431
—
21
—
(1)
451
(16)
68
—
—
(55)
(3)
49
—
—
(5)
41
120
—
—
19
3
142
—
—
4
(2)
144
537
68
(2)
19
(52)
570
49
21
4
(8)
636
Other reserves comprise a capital redemption reserve of $138 million (2019: $134 million) and other reserves.
25. Non-controlling interests
Overview
Non-controlling interests that are material to the Group relate to the following subsidiaries:
– De Beers Plc (De Beers) is a company incorporated in Jersey. It is one of the world’s leading diamond companies with operations across all key parts of the
diamond value chain. Non-controlling interests hold a 15% (2019: 15%) interest in De Beers, which represents the whole of the Diamonds reportable segment.
– Anglo American Sur S.A. (Anglo American Sur) is a company incorporated in Chile. Its principal operations are the Los Bronces and El Soldado copper mines
and the Chagres smelter, which are located in Chile. Non-controlling interests hold a 49.9% (2019: 49.9%) interest in Anglo American Sur.
– Anglo American Platinum Limited (Anglo American Platinum) is a company incorporated in South Africa and listed on the JSE. Its principal mining operations
are the Mogalakwena and Amandelbult platinum group metals mines, which are located in South Africa. Non-controlling interests hold an effective 19.2%
(2019: 20.6%) interest in the operations of Anglo American Platinum, which represents the whole of the Platinum Group Metals reportable segment.
– Kumba Iron Ore Limited (Kumba Iron Ore) is a company incorporated in South Africa and listed on the JSE. Its principal mining operations are the Sishen and
Kolomela iron ore mines, which are located in South Africa. Non-controlling interests hold an effective 46.6% (2019: 46.6%) interest in the operations of Kumba
Iron Ore, comprising the 30.0% (2019: 30.0%) interest held by other shareholders in Kumba Iron Ore and the 23.7% (2019: 23.7%) of Kumba Iron Ore’s principal
operating subsidiary, Sishen Iron Ore Company Proprietary Limited, that is held by shareholders outside the Group.
US$ million
Underlying earnings attributable to
non-controlling interests
Profit/(loss) attributable to
non-controlling interests
Dividends paid to non-controlling
interests
Balance sheet information:
Equity attributable to
non-controlling interests
Anglo
American
Sur
Anglo
American
Platinum
Kumba
Iron Ore
De Beers
Other
Total
De Beers
Anglo
American
Sur
Anglo
American
Platinum
Kumba
Iron Ore
Other
Total
2020
2019
(28)
82
288
834
(9) 1,167
—
118
259
686
5 1,068
(37)
82
372
849
(27) 1,239
1
56
269
691
18 1,035
(8)
(38)
(181)
(429)
(12)
(668)
(9)
(143)
(79)
(638)
(25)
(894)
1,364
1,525
1,035
1,937 1,081 6,942
1,406
1,619
906
1,555 1,104 6,590
196 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Equity
25. Non-controlling interests continued
Further information
Summarised financial information on a 100% basis and before inter-company eliminations for De Beers, Anglo American Platinum, 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/(loss) for the financial year(2)
Total comprehensive income/(expense)
Net cash inflow from operating activities
Anglo
American
Platinum
Kumba
Iron Ore
De Beers
2020
Anglo
American
Sur
Anglo
American
Platinum
Kumba
Iron Ore
De Beers
2019(1)
Anglo
American
Sur
8,853
5,903
3,155
4,186
9,006
5,496
3,233
4,242
4,236
5,198
2,541
1,414
3,835
3,270
1,631
942
(643)
(3,218)
(533)
(865)
(694)
(2,115)
(499)
(531)
(2,712)
(1,592)
(874)
(1,676)
(2,155)
(1,342)
(911)
(1,405)
9,734
6,291
4,289
3,059
9,992
5,309
3,454
3,248
3,371
8,465
4,880
2,382
4,599
6,866
4,445
2,287
(235)
1,891
1,816
(294)
1,881
1,784
35
1,358
1,804
164
152
524
(21)
1,247
1,466
69
1,421
1,589
361
1,985
1,860
113
96
437
(1) 2019 balances have been restated as a result of a change in Inventory accounting policy see note 39A.
(2) Stated after special items and remeasurements.
Anglo American plc Integrated Annual Report 2020 197
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 2020, up
1,000 since the prior year.
Employees
64,000
(2019: 63,000)
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
2020
2019
9
4
32
9
7
1
2
64
9
4
31
9
7
1
2
63
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
Total payroll costs
Reconciliation:
Less: Employee costs capitalised
Less: Employee costs included within special items
Employee costs included in operating costs
2020
45
2019
45
5
8
1
3
2
4
8
1
3
2
64
63
2020
2,799
145
254
167
2019
2,877
182
245
163
3,365
3,467
(159)
(26)
(108)
—
3,180
3,359
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.
198 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Employees
26. Employee numbers and costs continued
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
2020
2019
30
11
3
23
67
24
13
3
23
63
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.
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) was $131 million (2019: $136 million) and for defined contribution
medical plans (net of amounts capitalised) was $63 million (2019: $69 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.
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 2020 were $42 million (2019: $41 million). In addition, $21 million (2019: $21 million) of benefits were paid to unfunded pension
plans and $23 million (2019: $25 million) of benefits were paid in relation to post employment medical plans. The Group expects to contribute $22 million to its
pension plans and $27 million to its post employment medical plans in 2021.
Income statement
The amounts recognised in the Consolidated income statement are as follows:
US$ million
Charged to operating costs
Net (credit)/charge to net finance costs
Total net charge/(credit) to the income statement
2020
Pension plans
Post
employment
medical plans
Total
Pension plans
Post
employment
medical plans
17
(7)
10
2
32
34
19
25
44
12
(16)
(4)
3
35
38
2019
Total
15
19
34
Net (credit)/charge to net finance costs includes interest expense on surplus restriction of $10 million (2019: $11 million).
Anglo American plc Integrated Annual Report 2020 199
Financial statements and other financial information
Notes to the financial statements
Employees
27. Retirement benefits continued
Comprehensive income
The pre-tax amounts recognised in the Consolidated statement of comprehensive income are as follows:
US$ million
Return on plan assets, excluding interest income
Actuarial (losses)/gains on plan liabilities
Movement in surplus restriction
Remeasurement of net defined benefit obligation
Pension
plans
Post
employment
medical plans
470
(479)
2
(7)
—
34
—
34
2020
Total
470
(445)
2
27
Pension
plans
Post
employment
medical plans
334
(488)
12
(142)
—
14
—
14
2019
Total
334
(474)
12
(128)
Actuarial losses on plan liabilities comprise net losses 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.
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)/asset 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
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
2020
(20)
(44)
27
42
44
1
22
72
715
(295)
(348)
72
2019
39
(34)
(128)
41
46
1
15
(20)
631
(264)
(387)
(20)
The Group, in consultation with scheme and legal advisers, has determined that once all beneficiaries of the schemes have been settled the full economic
benefit of the surplus of each of the schemes would become payable to the relevant Group company. Therefore, defined benefit pension plans in surplus are
included in Pension asset surplus and 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
As at 31 December
Pension
plans
Post
employment
medical plans
5,258
145
470
42
(241)
—
11
151
5,836
12
1
—
—
(1)
—
—
—
12
2020
Total
5,270
146
470
42
(242)
—
11
151
5,848
Pension
plans
Post
employment
medical plans
4,791
188
334
41
(236)
(2)
17
125
5,258
12
1
—
—
(1)
—
—
—
12
2019
Total
4,803
189
334
41
(237)
(2)
17
125
5,270
200 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Employees
27. Retirement benefits continued
The changes in the present value of defined benefit obligations are as follows:
US$ million
At 1 January
Current service costs
Interest costs
Actuarial (losses)/gains
Benefits paid
Effects of curtailments/settlements
Other
Currency movements
As at 31 December
Pension
plans
Post
employment
medical plans
2020
Total
Pension
plans
Post
employment
medical plans
(4,773)
(399)
(5,172)
(4,259)
(389)
(17)
(128)
(479)
262
—
(10)
(147)
(5,292)
(2)
(33)
34
24
—
—
16
(19)
(161)
(445)
286
—
(10)
(131)
(12)
(161)
(488)
257
2
(16)
(96)
(360)
(5,652)
(4,773)
(3)
(36)
14
26
—
—
(11)
(399)
2019
Total
(4,648)
(15)
(197)
(474)
283
2
(16)
(107)
(5,172)
The most significant actuarial loss arose from changing financial assumptions on pension plans totalling $466 million (2019: loss arose from changing financial
assumptions on pension plans totalling $527 million).
Pension plan assets and liabilities by geography
The split of the present value of funded and unfunded obligations in defined benefit pension plans and the fair value of pension assets at 31 December is
as follows:
US$ million
Corporate bonds
Government bonds(1)
Equity
Cash
Other
South
Africa
United
Kingdom
Other
139
353
86
142
2
2,929
1,825
35
159
87
Fair value of pension plan assets
722
5,035
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)
Non-current assets – pension asset surplus
Retirement benefit obligation – pension plans
(4)
(2)
(455)
(461)
—
261
(124)
137
137
—
—
(1,756)
(2,761)
(4,517)
(1)
517
—
517
577
(60)
2020
Total
3,070
2,246
129
301
90
5,836
(12)
(1,763)
(3,283)
(5,058)
(234)
544
(124)
420
715
2
68
8
—
1
79
(8)
(5)
(67)
(80)
(233)
(234)
—
(234)
1
(235)
(295)
South
Africa
United
Kingdom
Other
137
359
90
152
2
2,467
1,818
32
29
77
740
4,423
(4)
(2)
(476)
(482)
—
258
(118)
140
140
—
—
(1,484)
(2,500)
(3,984)
—
439
—
439
491
(52)
3
86
6
—
—
95
(18)
(7)
(83)
(108)
(199)
(212)
—
(212)
—
(212)
2019
Total
2,607
2,263
128
181
79
5,258
(22)
(1,493)
(3,059)
(4,574)
(199)
485
(118)
367
631
(264)
(1)
Included within the Government bonds total for the United Kingdom and South Africa are amounts payable under repurchase agreements of $1,463 million (2019: $1,568 million) and
$55 million (2019: $61 million) respectively.
Other assets principally comprise debt backed securities, annuities and interest rate swaps.
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 115%
(2019: 115%) 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 $231 million (2019: $191 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%
5.2%
5.2%
9.8%
5.2%
7.6%
1.4%
3.0%
3.0%
n/a
n/a
n/a
2020
Other
3.4%
2.8%
2.6%
10.6%
6.6%
9.1%
South
Africa
United
Kingdom
9.9%
5.6%
5.6%
9.9%
5.6%
8.0%
2.0%
2.9%
3.2%
n/a
n/a
n/a
2019
Other
3.9%
3.1%
2.8%
7.6%
5.0%
7.6%
Anglo American plc Integrated Annual Report 2020 201
Financial statements and other financial information
Notes to the financial statements
Employees
27. Retirement benefits continued
The weighted average duration of the South African plans is 9 years (2019: 9 years), United Kingdom plans is 18 years (2019: 18 years) and plans in other regions
is 14 years (2019: 14 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
2020
18.8
27.9
24.3
Male
2019
18.7
27.7
24.3
2020
23.4
29.7
28.5
Female
2019
23.4
29.2
28.5
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
2020
18.8
28.7
25.5
Male
2019
18.8
28.7
25.4
2020
23.4
30.8
29.5
Female
2019
23.4
30.7
29.5
Risk 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
Description
Mitigation
Interest rate risk
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.
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
(31)
(17)
(14)
(25)
(445)
(158)
—
(227)
Other
(21)
(13)
(3)
(3)
2020
Total
(497)
(188)
(17)
(255)
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 2020. 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 39H for the Group’s accounting policy on retirement benefits.
202 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Employees
28. Share-based payments
Overview
During the year ended 31 December 2020 the Group had share-based payment arrangements with employees relating to shares of the Company. 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). The awards are conditional on employment. LTIP awards granted prior to 2017 vest in accordance with
the achievement of performance conditions based on a Group ROCE target and relative TSR targets. LTIPs granted since 2017 vest in accordance with the
achievement of relative TSR targets and a balanced scorecard of measures including a Group ROCE target, a Sustaining attributable free cash flow target
and environmental, social and governance 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
2020
82
59
5
146
2019
80
58
3
141
In addition there are equity settled share-based payment charges of $10 million (2019: $6 million) relating to Kumba Iron Ore Limited shares and $11 million
(2019: $10 million) relating to Anglo American Platinum Limited shares. Certain business units also operate cash settled employee share-based
payment schemes.
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
Further information in respect of the BSP, including performance conditions, is shown in the Remuneration report.
Long Term Incentive 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
2020
2019
11,824,806
17,051,229
4,383,844
3,543,428
(5,096,505)
(8,469,401)
(249,657)
(300,450)
10,862,488
11,824,806
2020
2019
12,010,241
17,414,233
5,296,437
4,591,308
(4,579,836)
(8,094,236)
(563,164)
(1,901,064)
12,163,678
12,010,241
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 39H for the Group’s accounting policy on share-based payments.
Anglo American plc Integrated Annual Report 2020 203
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 24 February 2021, South Africa’s Minister of Finance announced that from 1 March 2021, specific rules for companies with a primary listing offshore will be
automatically aligned to current foreign direct investment rules (see note 20). With the exception of this change and the proposed final dividend for 2020,
there have been no other reportable events since 31 December 2020.
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 (including cancellable and non-cancellable contracts) for subsidiaries and joint operations relating to the acquisition of property, plant
and equipment are $4,327 million (2019: $3,552 million), of which 50% (2019: 52%) relates to expenditure to be incurred within the next year.
The Group’s outstanding commitments relating to take or pay agreements are $13,790 million (2019: $13,246 million), of which 11% (2019: 11%) relate to expenditure
to be incurred within the next year.
31. Contingent assets and 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.
Contingent assets
Metallurgical Coal
In 2014, the Metallurgical Coal business was granted an arbitration award of $107 million against MMTC Limited in respect of a contractual dispute. The award
has since been challenged in the Indian courts, during which time interest has continued to accrue. On 17 December 2020 the Indian Supreme Court found in
favour of the Metallurgical Coal business. Following the hearing of a Review Petition, the Indian Supreme Court has determined that it will consider the question
of interest payable on the award. The precise value and timing of receipt of such finding remains uncertain and hence no receivable has been recognised on
the Consolidated balance sheet as at 31 December 2020.
Contingent liabilities
Anglo American South Africa Proprietary Limited (AASA)
In October 2020, an application was filed in the Gauteng Local Division (Johannesburg) of the High Court in South Africa to seek the certification of two classes
of claimants in a legal action against Anglo American South Africa Proprietary Limited (AASA), a wholly owned subsidiary of Anglo American plc.
The legal action relates to lead contamination in the vicinity of a former lead mine in Kabwe, Zambia, which is alleged to have resulted from the operation of
the mine, specifically between 1925 and 1974. AASA held a shareholding in the company that operated the mine during this period while other entities within the
Anglo American Group at the time, and on occasion AASA, provided services to the mine during the period.
The mine was then nationalised and continued to operate for 20 years until its closure in 1994.
The claim fails to take into account the existence of a number of parties that had roles in the ownership and operation of the mine between the inception of
the mine and 1994, and in the post-closure management of the mine site during the 27 years which have passed since its closure in 1994. The industrial
processing of metals continues at and around the mine site to this day, as does significant informal mining activity.
The central allegation in the case is that lead emissions from operational and waste management activities undertaken at the mine in the period from 1925 to
1974 have made a material contribution to lead-related health impacts experienced by members of the local community, giving rise to alleged actionable
claims against AASA.
204 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Unrecognised items and uncertain events
31. Contingent assets and liabilities continued
The application seeks to certify two classes of claimants, the first consisting of children from the Kabwe District and the second of women of child-bearing age
from the Kabwe District. The claimants’ lawyers allege that members of each class have suffered actionable injury as a result of exposure to lead. The
application proposes that the first stage of the claim (where common issues will be decided) should proceed on an ‘opt-out’ basis (meaning anyone who
meets the criteria for one of the classes is automatically included as a claimant unless they opt-out) while the second stage (where claimants will need to
prove their individual claims) should proceed on an ‘opt-in’ basis (where individuals will need to actively ‘opt-in’ to become a claimant). There are 13 individuals
representing the two classes and at the time of the application there were said to be 1,071 individuals who have signed up to bring individual claims as part of
the second opt-in stage, in the event that the classes are certified and the claim proceeds beyond the first stage. The application contends that it is likely
that a substantial number of additional potential claimants would seek to join the claim at the second stage. The claimants’ lawyers have estimated that the
two classes of claimants, as they are currently defined, could ultimately comprise approximately 142,000 individuals.
The claimants are seeking compensation for alleged personal injury and the costs of remediation, however no indication of the amount of damages being
sought (either on a per claimant or total basis) has been provided in the application.
AASA has noted its intention to oppose the class certification application, and will defend itself against the allegations made. It is currently investigating the
detailed allegations and is due to file its response to the application in April 2021. The class certification hearing is likely to take place in the last quarter of 2021,
alternatively in the first half of 2022.
This litigation is subject to significant uncertainty, and it is not currently possible to make a reasonable estimate of the outcome, quantum or timing of any
potential future determination, and therefore no provision has been recognised.
De Beers
Guarantees provided in respect of environmental restoration and decommissioning obligations involve judgements in terms of the outcome of future events.
In one of the territories in which De Beers operates, conditions exist, or are proposed, with respect to backfilling pits on closure. A formal appeal has been
lodged to remove the existing backfilling condition and no provision has been raised on the basis that it is not probable that this condition will be enforced.
Should the appeal not be successful the estimated cost of backfilling is $274 million.
Accounting judgement
Where the existence of an asset is contingent on uncertain future events which are outside the Group’s control, the asset is only recognised once it becomes
virtually certain that the Group will receive future economic benefits.
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 2020 205
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 2020.
2019
At 31 December 2019, assets of $166 million and associated liabilities of $17 million were classified as held for sale in relation to the disposal of 12% of the Group’s
interest in the Grosvenor mine. The disposal completed on 18 December 2020 (refer to note 33).
33. Acquisitions and disposals
Sirius Minerals Plc acquisition
On 17 March 2020 the Group acquired a 100% interest in Sirius Minerals Plc (Crop Nutrients) for cash consideration of $496 million (£405 million).
As a result of the acquisition the Group has acquired control of the Woodsmith project, which once developed will mine the world’s largest known source of
high grade polyhalite (a premium multi-nutrient fertiliser).
The acquisition has been accounted for as a business combination using the acquisition method of accounting with an effective date of 17 March 2020, being
the date the Group gained control of Sirius Minerals Plc.
Details of the purchase consideration, final fair values of identifiable assets and liabilities of Sirius Minerals Plc as at the date of acquisition were:
US$ million
Consideration
Fair value of consideration transferred
Less: net cash acquired with the subsidiary
Total consideration
Assets
Property, plant and equipment (including mineral properties and projects)
Intangible assets
Investments in associates and joint ventures
Trade and other receivables
Total assets
Liabilities
Provisions for liabilities and charges
Royalty liability
Borrowings
Trade and other payables
Total liabilities
Net assets acquired
Net attributable assets
17.03.20
496
(35)
461
974
21
20
56
1,071
(5)
(310)
(253)
(42)
(610)
461
461
Acquisition-related costs
Acquisition-related costs of $19 million are included in operating costs in the Consolidated income statement.
Revenue and profit contribution
From the acquisition date, the Woodsmith project has contributed no revenue and a $65 million loss to the Group for the period from 17 March 2020 to
31 December 2020. For details of the segment results, see note 2, where the Woodsmith project is reported as the Crop Nutrients segment.
206 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Group structure
33. Acquisitions and disposals continued
Royalty liability
Under financing arrangements prior to the Group’s acquisition of the Woodsmith project, Hancock British Holdings Limited (Hancock) paid $250 million in return
for future royalty payments amounting to 5% of gross revenues from the project on the first 13 million tonnes of product sold in each calendar year and a further
1% of gross revenues on sales in excess of 13 million tonnes.
The liability to make these future payments was recognised at its fair value when the Group acquired the Woodsmith project, as required by IFRS 3 Business
Combinations, and is subsequently measured under amortised cost. An interest expense is recorded in each period which reflects the interest rate used to
calculate the fair value of the liability at acquisition.
Future royalty payments will vary based on the actual revenues achieved by the Woodsmith project. This uncertainty over future cash flows represents an
embedded derivative. This derivative is measured at fair value and presented within derivative financial assets or derivative financial liabilities as appropriate.
The fair value of the embedded derivative is valued as the discounted present value of all differences in expected royalty payments between the expectation
prevailing on the acquisition date and the latest period end date. At 31 December 2020 the embedded derivative had nil value as there was no difference
between the latest expectation of royalty payments due and the expectation that prevailed at the acquisition date.
Other acquisitions
Other cash paid in respect of acquisitions principally relates to the payment of deferred consideration in respect of the acquisition of control of the Mototolo
mine (Platinum Group Metals) which took place in 2018.
2019
During 2019 the Group made a cash payment of $13 million in relation to the acquisition of control of the Mototolo mine (Platinum Group Metals).
Disposals
In the year ended 31 December 2020, the Group received net cash of $384 million on disposals which principally relates to the settlement of deferred
consideration balances at Platinum Group Metals of $224 million and the sale of 12% of the Group’s interest in the Grosvenor mine (Coal) for $154 million as
part of the equalisation of ownership across its integrated Australian metallurgical coal operations at Moranbah North and Grosvenor, resulting in a loss of
$22 million which was recognised as a non-operating special item. Refer to note 8.
2019
In 2019 the Group received net cash of $24 million on disposals which principally relate to Platinum Group Metals.
Anglo American plc Integrated Annual Report 2020 207
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.
The Group aggregates the following operating segments into reportable segments:
– Kumba Iron Ore and Iron Ore Brazil are aggregated into Iron Ore
– Metallurgical coal and Thermal coal are aggregated into Coal
– Nickel and Manganese are aggregated into Nickel and Manganese
– Copper Chile and Copper Peru are aggregated into Copper.
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 regime
Namdeb Holdings(3), comprising:
Namdeb Diamond Corporation
Debmarine Namibia
Location
Botswana
Accounting treatment
Joint operation
Percentage of equity owned
2020
85%
19.2%
2019
85%
19.2%
Namibia
Joint operation
50%
50%
De Beers Consolidated Mines(4), comprising:
South Africa
Full consolidation
100%
100%
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
Joint operation
Full consolidation
Joint operation
Equity accounted associate
100%
100%
51%
100%
100%
100%
50%
50%
100%
60%
100%
100%
100%
100%
51%
100%
100%
100%
50%
50%
100%
60%
100%
100%
50.1%
50.1%
50.1%
44%
50.1%
50.1%
50.1%
44%
60%
60%
79%
100%
100%
100%
100%
100%
50%
100%
50%
49%
78%
100%
100%
100%
100%
100%
50%
100%
50%
49%
Venetia
De Beers Canada, comprising:
Snap Lake
Victor
Gahcho Kué
Sales, comprising:
De Beers Global Sightholder Sales
De Beers Sightholder Sales South Africa
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
Platinum Refining
Modikwa Platinum Joint Operation
Mototolo
Kroondal Pooling and Sharing Agreement
Bokoni
See page 209 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
208 Anglo American plc Integrated Annual Report 2020
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(7)
Kolomela(7)
Minas-Rio
Ferroport(8)
Coal
Coal Australia and Canada, comprising:
Moranbah North(9)
Grosvenor(9)(10)
Capcoal(9)
Dawson(9)
Jellinbah(11)(12)
Dalrymple Bay Coal Terminal Pty Ltd
Peace River Coal
Coal South Africa, comprising:
Goedehoop
Greenside
Khwezela
Mafube
Zibulo(13)
Isibonelo
Richards Bay Coal Terminal
Butsanani
Carbones del Cerrejón
Nickel and Manganese
Barro Alto
Samancor(11)(14)
Crop Nutrients
Woodsmith(15)
Location
Accounting treatment
Percentage of equity owned
2020
2019
South Africa
South Africa
South Africa
Brazil
Brazil
Australia
Australia
Australia
Australia
Australia
Australia
Canada
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
South Africa
Colombia
Full consolidation
Full consolidation
Full consolidation
Full consolidation
Equity accounted joint venture
Joint operation
Joint operation (2019: Full consolidation)
Joint operation
Joint operation
Equity accounted associate
Equity accounted associate
Full consolidation
Full consolidation
Full consolidation
Full consolidation
Joint operation
Full consolidation
Full consolidation
Equity accounted associate
Full consolidation
Equity accounted associate
69.7 %
76.3 %
76.3 %
100 %
50 %
88 %
88 %
70 %
51 %
33.3 %
25.3 %
100 %
100 %
100 %
100 %
50 %
73 %
100 %
23.2 %
66.7 %
33.3 %
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 %
66.7 %
33.3 %
Brazil
South Africa and Australia
Full consolidation
Equity accounted joint venture
100 %
40 %
100 %
40 %
United Kingdom
Full consolidation
100 %
—
(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 80.8% (2019: 79.4%), which includes shares issued as part of a community empowerment deal.
(6) Amandelbult complex comprises Tumela mine and Dishaba mine.
(7) Sishen and Kolomela are fully owned by Sishen Iron Ore Company Proprietary Limited (SIOC). Kumba Iron Ore Limited has a 76.3% interest in SIOC (2019: 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 70.04% (2019: 70.02%). Consequently, the Group’s effective interest in
SIOC is 53.4% (2019: 53.4%).
(8) Ferroport owns and operates the iron ore handling and shipping facilities at the port of Açu.
(9) The wholly owned subsidiary Anglo American Metallurgical Coal Holdings Limited holds the proportionately consolidated joint operations. These operations are unincorporated
and jointly controlled.
(10) The Group sold 12% of its interest in Grosvenor on 18 December 2020. Prior to that, the Group's ownership was 100% and it was fully consolidated.
(11) These entities have a 30 June year end.
(12) The Group’s effective interest in the Jellinbah operation is 23.3%.
(13) Zibulo forms part of the Anglo American Inyosi Coal BEE company of which the Group owns 73%.
(14) Samancor is comprised of investments in Groote Eylandt Mining Company Proprietary Limited, Samancor Marketing Pte. Limited and Samancor Holdings Proprietary Limited.
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%.
(15) The Group acquired 100% of the Woodsmith mine on 17 March 2020.
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 39I.
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 Holdings 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.
Anglo American plc Integrated Annual Report 2020 209
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 2020 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 and have remained so for other business purposes. The Group is well advanced in
our strategy to remove legacy undertakings from tax haven jurisdictions, and, where possible, these entities are resident for tax purposes in the United
Kingdom regardless of where they are registered. 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
See page 222 for footnotes.
Percentage
of equity
owned(3)
Share class
Registered address
Angola
Anglo American Discovery (Moxico) -
100%
Quota
Edifício Kilamba, 20.ᵒ Andar, Avenida 4 de Fevereiro,
Prospeccao E Exploracao Mineira (SU), LDA
Marginal de Luanda, Luanda
Angola
Anglo American Discovery (Cunene) -
100%
Quota
Edifício Kilamba, 20.ᵒ Andar, Avenida 4 de Fevereiro,
Prospeccao E Exploracao Mineira (SU), LDA
Marginal de Luanda, Luanda
Angola
De Beers Angola Holdings SARL
85%
Quota
Rua Rainha Ginga 87 9ᵒ andar, Luanda, República de
Anguilla
Argentina
Carbones del Cerrejon Limited(4)
Minera Anglo American Argentina S.A.U
33%
100%
Ordinary
Babrow's Commercial Complex, Box 1341, The Valley
Angola, Caixa Postal 4031
Ordinary
Nominative
Non-Endorsable
Olegario V. Andrade 236 Mendoza 5500
Australia
Australia
Australia
Australia
Anglo American Australia Finance Limited
100%
Anglo American Australia Holdings Pty Limted 100%
Anglo American Australia Limited
Anglo American Exploration (Australia) Pty
100%
100%
Ordinary
Ordinary
Ordinary
Ordinary
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Limited
Australia
Anglo American Metallurgical Coal Assets
100%
Ordinary
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Eastern Australia Limited
Australia
Anglo American Metallurgical Coal Assets Pty
100%
Ordinary
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Ltd
Australia
Anglo American Metallurgical Coal Finance
100%
Ordinary
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Limited
Australia
Anglo American Metallurgical Coal Holdings
100%
Ordinary
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Limited
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Anglo American Metallurgical Coal Pty Ltd
Anglo American Thermal Coal (Australia) Pty
100%
100%
Ordinary
Ordinary
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Ltd
Anglo Coal (Archveyor Management) Pty Ltd
100%
Ordinary
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Anglo Coal (Capcoal Management) Pty
100%
Limited
Anglo Coal (Dawson Management) Pty Ltd
Anglo Coal (Dawson Services) Pty Ltd
100%
100%
Anglo Coal (Dawson South Management) Pty
100%
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
100%
100%
100%
100%
100%
Anglo Coal (Grosvenor Management) Pty Ltd
100%
Anglo Coal (Grosvenor) Pty Ltd
Anglo Coal (Jellinbah) Holdings Pty Ltd
Anglo Coal (Moranbah North Management)
100%
100%
100%
Pty Limited
A Class Ordinary
B Class Ordinary
C Class Ordinary
D Class Ordinary
E Class Ordinary
F Class Ordinary
G Class Ordinary
H Class Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Limited by
guarantee
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
210 Anglo American plc Integrated Annual Report 2020
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
See page 222 for footnotes.
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Anglo Coal (Roper Creek) Pty Ltd
Anglo Coal (Theodore South) Pty Ltd
Anglo Operations (Australia) Pty Ltd
Bowen Basin Coal Pty Ltd
Capricorn Coal Developments JV
Dalrymple Bay Coal Terminal Pty Ltd
Dawson Coal Processing Pty Ltd
Dawson Highwall Mining Pty Ltd
Dawson JV
Dawson Sales Pty Ltd
Dawson South Exploration JV
Dawson South JV
Dawson South Sales Pty Ltd
De Beers Australia Exploration Limited
Australia
German Creek Coal Pty Limited
Percentage
of equity
owned(3)
Share class
Registered address
100%
100%
100%
23%
70%
25%
100%
100%
51%
51%
51%
51%
51%
85%
70%
Ordinary
Ordinary
Ordinary
Ordinary
N/A
Ordinary
Ordinary
Ordinary
N/A
Ordinary
N/A
N/A
Ordinary
Ordinary
Preference
B Class Ordinary
C Class Ordinary
D Class Ordinary
E Class Ordinary
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 7, 12 Creek Street, Brisbane QLD 4000
N/A
Martin Armstrong Drive, Hay Point QLD 4740
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
N/A
Level 11, 201 Charlotte Street, Brisbane QLD 4000
N/A
N/A
Level 11, 201 Charlotte Street, Brisbane QLD 4000
23 North Street, Mount Lawley, WA 6050
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Australia
Groote Eylandt Mining Company Proprietary
40%
Ordinary
Level 35, 108 St Georges Terrace, Perth WA 6000
Limited
Australia
Jellinbah Group Pty Ltd
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Belgium
Belgium
Jellinbah JV
Jellinbah Mining Pty Ltd
Jellinbah Resources Pty Ltd
Jena Pty. Limited
Jena Unit Trust
JG Land Company Pty Ltd
Lake Vermont JV
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 JV
Moranbah North Coal Pty Ltd
Moranbah South JV
QCMM (Lake Vermont Holdings) Pty Ltd
QCMM Finance Pty Ltd
Roper Creek JV
Tasmanian Electro Metallurgical Company
Proprietary Limited
Theodore South JV
Tremell Pty Ltd
De Beers Auction Sales Belgium NV
International Institute of Diamond Grading
and Research (Belgium) NV
Bermuda
Bermuda
Coromin Insurance Limited
Holdac Insurance Limited
Botswana
Ambase Prospecting (Botswana) (Pty) Ltd
33%
13%
33%
33%
100%
100%
23%
23.1%
33%
33%
100%
100%
88%
88%
100%
50%
33%
33%
86%
40%
51%
33%
85%
85%
100%
100%
100%
Level 7, 12 Creek Street, Brisbane QLD 4000
Ordinary
A Class Ordinary
E Class Ordinary
F Class Ordinary
N/A
Ordinary
Ordinary
Ordinary
N/A
Ordinary
N/A
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
N/A
Ordinary
N/A
Ordinary
Ordinary
N/A
Ordinary
N/A
Ordinary
Ordinary
Ordinary
Common
Common
Ordinary
N/A
Level 7, 12 Creek Street, Brisbane QLD 4000
Level 7, 12 Creek Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 7, 12 Creek Street, Brisbane QLD 4000
N/A
Level 7, 12 Creek Street, Brisbane QLD 4000
Level 7, 12 Creek Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
Level 11, 201 Charlotte Street, Brisbane QLD 4000
N/A
Level 11, 201 Charlotte Street, Brisbane QLD 4000
N/A
Level 7, 12 Creek Street, Brisbane QLD 4000
Level 7, 12 Creek Street, Brisbane QLD 4000
N/A
Level 35, 108 St Georges Terrace, Perth WA 6000
N/A
Level 7, 12 Creek Street, Brisbane QLD 4000
21 Schupstraat, 2018 Antwerp
21 Schupstraat, 2018 Antwerp
Clarendon House, 2 Church Street, Hamilton
Clarendon House, 2 Church Street, Hamilton
Plot 32, Unit G3 Victoria House, Independence Avenue,
Gaborone, Ad54 Acj
Botswana
Anglo American Corporation Botswana
100%
Ordinary
Plot 67977, Fairground Office Park, Gaborone
(Services) Limited
Botswana
Anglo Coal Botswana (Pty) Ltd
100%
Ordinary
c/o KPMG, Chartered Accountants, Plot 67977, Off
Tlokweng Road, Fairground, P O Box 1519, Gaborone
Anglo American plc Integrated Annual Report 2020 211
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
See page 222 for footnotes.
Percentage
of equity
owned(3)
Share class
Registered address
Botswana
Broadhurst Primary School (Pty) Ltd
47%
Ordinary
First Floor Debswana Corporate Centre, Plot 64288
Airport Road, Block 8, Gaborone
Botswana
De Beers Global Sightholder Sales (Pty) Ltd
85%
Ordinary
3rd Floor, DTCB Building, Plot 63016, Block 8, Airport Road,
Botswana
Botswana
De Beers Holdings Botswana (Pty) Ltd
Debswana Diamond Company (Pty) Ltd(5)
Botswana
Debswana Wellness Fund
Gaborone
85%
43%
43%
Ordinary
Ordinary
5th Floor, Debswana House, Main Mall, Gaborone
First Floor Debswana Corporate Centre, Plot 64288
Airport Road, Block 8, Gaborone
N/A
First Floor Debswana Corporate Centre, Plot 64288
Airport Road, Block 8, Gaborone
Botswana
Diamond Trading Company Botswana (Pty)
43%
Ordinary
Plot 63016, Airport Road, Block 8, Gaborone
Ltd
Botswana
Sesiro Insurance Company (Pty) Ltd
Botswana
Botswana
The Diamond Trust
Tokafala (Proprietary) Limited
43%
64%
57%
Ordinary
First Floor Debswana Corporate Centre, Plot 64288
Airport Road, Block 8, Gaborone
N/A
Ordinary
Debswana House, The Mall, Gaborone
3rd Floor, DTCB Building, Plot 63016, Block 8, Airport Road,
Brazil
Anglo American Investimentos - Minério de
100%
Ferro Ltda.
Membership
interest
Brazil
Anglo American Minério de Ferro Brasil S.A
100%
Ordinary
Gaborone
Rua Maria Luiza Santiago, nᵒ 200, 16ᵒ andar, sala 1603,
bairro Santa Lúcia, CEP 30360-740, Belo Horizonte,
Minas Gerais
Rua Maria Luiza Santiago, nᵒ 200, 16ᵒ andar, sala 1601,
bairro Santa Lucia, CEP 30360-740, Belo Horizonte,
Minas Gerais
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
British Virgin
Islands
British Virgin
Islands
British Virgin
Islands
Anglo American Niquel Brasil Ltda.
100%
Membership
interest
Rua Maria Luiza Santiago, nᵒ. 200, 8ᵒ andar (parte), Santa
Lúcia, CEP 30360-740, Belo Horizonte, Minas Gerais
Anglo Ferrous Brazil Participações S.A.
100%
Ordinary
Rua Maria Luiza Santiago, nᵒ 200, 16ᵒ andar (parte), bairro
Santa Lúcia, CEP 30360-740, Belo Horizonte, Minas
Gerais
Câmara de Comércio Brasil República Sul
100%
N/A
Av. Paulista, nᵒ. 2.300, 10ᵒ andar, Cerqueira César, São
Africana
Paulo/SP
Cibrafertil Companhia Brasileira de
30%
Common
Rua Alfa, 1428 - Area Industrial Norte/COPEC, ZIP CODE
Fertilizantes
Element Six Limitada
51%
Ordinary
Rua da Consolação, 368 , 15ᵒ andar Consolação , São
Paulo
42810-290, City of Camacari, State of Bahia
Ferroport Logística Comercial Exportadora
50%
Ordinary
Rua da Passagem, nᵒ 123, 11ᵒ andar, sala 1101, Botafogo,
S.A.
GD Empreendimentos Imobiliários S.A.
Guaporé Mineração Ltda.
Mineração Tanagra Ltda.
33%
49%
49%
Ordinary
Preference
Membership
interest
Membership
interest
CEP 22290-030, Rio de Janeiro/RJ
Rua Visconde de Ouro Preto, nᵒ 5, 11ᵒ andar (parte),
Botafogo, Rio de Janeiro/RJ
Avenida Paulista, nᵒ. 2.300, 10ᵒ andar (parte), CEP
01.310-300, São Paulo/SP
Rua Maria Luiza Santiago, nᵒ. 200, 20ᵒ andar (parte),
bairro Santa Lúcia, CEP 30.360-740, Belo Horizonte,
Minas Gerais
De Beers Centenary Angola Properties Ltd
85%
Ordinary
Craigmuir Chambers, Road Town, Tortola, VG1110
Delibes Holdings Limited(6)
Loma de Niquel Holdings Limited(6)
85%
94%
A Ordinary
B Ordinary
Class A1
Class A2
Class B
Class C
Craigmuir Chambers, Road Town, Tortola, VG1110
Craigmuir Chambers, Road Town, Tortola, VG1110
British Virgin
Islands
Scallion Limited(6)
85%
A Ordinary
Craigmuir Chambers, Road Town, Tortola, VG1110
Canada
0912055 B.C. Ltd.
100%
Common
c/o McCarthy Tetrault, Suite 2400, 745 Thurlow Street,
Canada
Anglo American Exploration (Canada) Ltd.
100%
Canada
Canada
Auspotash Corporation
Central Ecuador Holdings Ltd.
Canada
De Beers Canada Holdings Inc.
Canada
De Beers Canada Inc.
100%
70%
85%
85%
Common
Class B Preference
Class C Preference
Vancouver BC V6E 0C5
c/o Anglo American Exploration (Canada) Ltd., Suite 620
– 650 West Georgia Street, Vancouver, BC, V6B 4N8
N/A
333 Bay Street, Suite 2400, Toronto, Ontario, M5H 2T6
Class A Common
Class B Common
c/o Borden Ladner Gervais, 1200 Waterfront Centre, 200
Burrard Street, Vancouver, British Columbia, V6C 3L6
A Ordinary
B Ordinary
Preference
2400-333 Bay St, Toronto ON, M5H2T6
2400-333 Bay St, Toronto ON, M5H2T6
212 Anglo American plc Integrated Annual Report 2020
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
See page 222 for footnotes.
Percentage
of equity
owned(3)
Share class
Registered address
Canada
Lion Battery Technologies Inc.
33%
Class A Preferred
Suite 2600, Three Bentall Centre, 595 Burrard Street, P.O.
Canada
Peace River Coal Inc.
Canada
Chile
Peregrine Diamonds Ltd
Anglo American Chile Inversiones S.A.
100%
85%
100%
Common
Preference
Class A Non-Voting
Common
Ordinary
BOX 49314, Vancouver BC V7X 1L3
c/o McCarthy Tetrault, Suite 2400, 745 Thurlow Street,
Vancouver BC V6E 0C5
2400-333 Bay St, Toronto ON, M5H2T6
Isidora Goyenechea 2800, piso 46, Las Condes,
Santiago
Chile
Chile
Chile
Chile
Chile
Chile
Chile
Chile
Chile
China
China
China
China
China
China
Anglo American Chile Ltda
100%
Ordinary
Isidora Goyenechea 2800, piso 46, Las Condes,
Santiago
Anglo American Copper Finance SpA
100%
Ordinary
Isidora Goyenechea 2800, piso 46, Las Condes,
Santiago
Anglo American Marketing Chile SpA
100%
Ordinary
Isidora Goyenechea 2800, piso 46, Las Condes,
Santiago
Anglo American Sur S.A.
50%
Ordinary
Isidora Goyenechea 2800, piso 46, Las Condes,
Santiago
Compañía Minera Dona Ines De Collahuasi
44%
Ordinary
Av. Andrés Bello N° 2457 Piso 39, Providencia, Santiago
SCM
Compañía Minera Westwall S.C.M
50%
Ordinary
Isidora Goyenechea 2800, piso 46, Las Condes,
Santiago
Inversiones Anglo American Norte SpA
100%
Ordinary
Isidora Goyenechea 2800, piso 46, Las Condes,
Santiago
Inversiones Anglo American Sur SpA
100%
Ordinary
Isidora Goyenechea 2800, piso 46, Las Condes,
Santiago
Inversiones Minorco Chile SpA
100%
Ordinary
Isidora Goyenechea 2800, piso 46, Las Condes,
Santiago
Anglo American Resources Trading (China)
100%
Equity interest
Units 01, 02A, 07A, 08, Floor 32, No. 1198 Century Avenue,
Co. Ltd.
Pudong New Area, Shanghai
De Beers Jewellers Commercial (Shanghai)
85%
Equity interest
Suite 3703, The Park Place, No.1601 Nan Jing West Road,
Co., Ltd
Shanghai
Element Six Hard Materials (Wuxi) Co., Ltd
Element Six Trading (Shanghai) Co., Ltd
51%
51%
Equity interest
No. 578 Xitai Road, Wuxi New District, Wuxi, Jiangsu
Equity interest
Room 807, Floor 8, No 390-408 East Beijing Road,
Huangpu District, Shanghai
Forevermark Marketing (Shanghai) Company
85%
Equity interest
Suite 4601, 4602 and 4608, The Park Place, No.1601 Nan
Limited
Jing West Road, Shanghai
Platinum Guild International (Shanghai) Co.,
79%
Ordinary
Room 601, L'avenue, 99 XianXia Road, Shanghai 200051
Limited
Colombia
Colombia
Anglo American Colombia Exploration S.A.
Cerrejon Zona Norte S.A.
Democratic
Ambase Exploration Africa (DRC) SPRL
Republic of
Congo
Ecuador
Ecuador
Finland
Gabon
Anglo American Ecuador S.A.
Central Ecuador EC-CT S.A.
AA Sakatti Mining Oy
Samancor Gabon SA
Germany
Element Six GmbH
Hong Kong
De Beers Auction Sales Holdings Limited
Hong Kong
De Beers Jewellers (Hong Kong) Limited
Hong Kong
Forevermark Limited
100%
33%
100%
100%
70%
100%
40%
51%
85%
85%
85%
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Carrera 7 No. 71-52 Torre B, Piso 9, Bogotá
Calle 100 No. 19-54, Piso 12, Bogotá
c/o KPMG, 500b. Av. Mpala/Quartier Golf, Lubumbashi
Av. Patria E4-69 y Av. Amazonas, Cofiec, 16th Floor
Av. Patria E4-69 y Av. Amazonas, Edif.COFIEC, piso 17,
Quito
AA Sakatti Mining Oy, Tuohiaavantie 2, 99600, Sodankylä
Immeuble 2 AG, Libreville, 4660
Staedeweg 18, 36151, Burghaun
Unit 1001,10/F Unicorn Trade Centre, 127-131 Des Voeux
Road, Central
Ordinary
RM 02B&03-06 26/F, Kinwick Centre, 32 Holly Wood Road
Central
Ordinary
RM 02B&03-06 26/F, Kinwick Centre, 32 Holly Wood Road
Central
Hong Kong
Platinum Guild International (Hong Kong)
79%
Ordinary
Suites 2901-2, Global Trade Square, No.21 Wong Chuk
India
India
Limited
Hang Road
Anglo American Services (India) Private
100%
Equity
A- 1/292, Janakpuri, New Delhi - 110058
Limited
De Beers India Private Ltd
85%
Ordinary Equity
Convertible
Preference
601, 6th floor, TCG Financial Centre, C -53, G Block,
Bandra Kurla Complex, Bandrar (East), Mumbai - 400
058
Anglo American plc Integrated Annual Report 2020 213
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
See page 222 for footnotes.
Percentage
of equity
owned(3)
Share class
Registered address
India
India
India
Hindustan Diamond Company Private Limited 43%
Ordinary equity
Office No. 12, 14th Floor, Navjivan Society Building, No.3,
Lamington Road, Mumbai - 400 008
Platinum Guild India Private Limited
79%
Ordinary
Notan Classic, 3rd Floor, 114 Turner Road, Bandra West,
Mumbai 400 050
Sirius Minerals India Private Limited
100%
Ordinary
Regus Elegance, 2F, Elegance, Jasola Districe Centre Old
Indonesia
PT Anglo American Indonesia
100%
Ordinary
Mathura Road, New Delhi, 110025
Pondok Indah Office Tower 3, 17th Floor, Jl. Sultan
Iskandar Muda, Pondok Indah, Jakarta 12310
Indonesia
PT Minorco Services Indonesia
100%
Ordinary
Belagri Hotel, Jl. Raja Ampat, No 1 Kampung Baru,
Sorong, Papua Barat
Ireland
CMC-Coal Marketing Designated Activity
33%
Ordinary
Fumbally Square, New Street, Dublin 8, D08 XYA5
Ireland
Ireland
Ireland
Ireland
Ireland
Ireland
Company
Coromin Insurance (Ireland) DAC
Element Six (Holdings) Limited
Element Six (Trade Marks) Limited
Element Six Abrasives Treasury Limited
Element Six Limited
Element Six Treasury Limited
Isle of Man
Element Six (Legacy Pensions) Limited
Israel
De Beers Auction Sales Israel Ltd
Italy
Japan
Forevermark Italy S.R.L.
De Beers Jewellers Japan K.K.
Japan
Element Six Limited
Japan
Forevermark KK
Japan
Furuya Eco-Front Technology Co., Ltd
Japan
PGI KK
Jersey
Jersey
A.R.H. Investments Limited(6)
A.R.H. Limited(6)
Jersey
Ambras Holdings Limited(6)(7)
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Ammin Coal Holdings Limited(6)
Anglo African Exploration Holdings Limited(6)
Anglo American Amcoll UK Ltd(6)
Anglo American Buttercup Company Limited
Anglo American Chile Investments UK Ltd(6)
Anglo American Clarent UK Ltd(6)
Anglo American Corporation de Chile
Holdings Limited(6)
100%
51%
51%
51%
51%
85%
85%
85%
85%
85%
51%
85%
31%
78%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
Ordinary
Ordinary
Ordinary
A Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
A Ordinary
Ordinary
Fourth Floor, 25/28 Adelaide Road, Dublin
Shannon Airport, Shannon, Co.Clare
Shannon Airport, Shannon, Co.Clare
Shannon Airport, Shannon, Co.Clare
Shannon Airport, Shannon, Co.Clare
Shannon Airport, Shannon, Co.Clare
1st Floor, 18-20 North Quay, Douglas, IM1 4LE
11th Floor, Yahalom (Diamond) Building, 21 Tuval Street
Ramat Gan 5252236
Ordinary
Via Burlamacchi Francesco 14, 20135, Milan
Common stock
New Otani Garden Court 7th Floor, 4-1 Kioi-cho,
Chiyoda-ku, Tokyo
Ordinary
9F PMO Hatchobori, 3-22-13 Hatchobori, Chuo-ku, Tokyo,
104
Common stock
New Otani Garden Court, 7th Floor, 4-1 Kioi-cho,
Chiyoda-ku, Tokyo
Common
MSB-21 Minami Otsuka Building, 2-37-5 Minami Otsuka,
Toshima-ku, Tokyo
Ordinary
Imperial Hotel Tower 17F, 1-1-1 Uchisaiwai-cho, Chiyoda-
Ordinary
Class A
Class B
Class C
Repurchaseable
Class A Ordinary
Repurchaseable
Class B Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
ku, Tokyo, 100-8575
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
Jersey
Anglo American Exploration Colombia
100%
Ordinary
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
Limited(6)
Jersey
Anglo American Exploration Overseas
100%
Ordinary
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
Jersey
Jersey
Jersey
Jersey
Holdings Limited(6)
Anglo American Finland Holdings 1 Limited(6)
Anglo American Finland Holdings 2 Limited(6)
Anglo American Liberia Holdings Limited(6)
Anglo American Midway Investment Limited(6)
100%
100%
100%
100%
Ordinary
Ordinary
Ordinary
A Shares
B Shares
2nd Floor Liberation House Castle Street St Helier JE1 1EY
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
2nd Floor Liberation House Castle Street St Helier JE1 1EY
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
214 Anglo American plc Integrated Annual Report 2020
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
See page 222 for footnotes.
Percentage
of equity
owned(3)
Share class
Registered address
Jersey
Anglo American Overseas Limited(6)(8)
100%
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Jersey
Anglo Australia Investments 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)
Cheviot Holdings Limited(6)
De Beers Centenary Limited(6)
De Beers Exploration Holdings Limited(6)
De Beers Holdings Investments Limited(6)
De Beers Investments plc(6)
De Beers plc(6)
Highbirch 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)
Sirius Minerals Finance Limited(6)
Sirius Minerals Finance No.2 Limited(6)
Luxembourg
Kumba Iron Ore Holdings Sarl
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
85%
85%
85%
85%
85%
85%
100%
100%
53%
100%
100%
100%
100%
100%
53%
Macau
De Beers Jewellers (Macau) Company Limited 85%
Repurchaseable
Class A Ordinary
Repurchaseable
Class B Ordinary
Repurchaseable
Class C Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Class A
A Ordinary
B Ordinary
Class A
Class B
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Preference
Ordinary
Preference
Ordinary
Ordinary
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
2nd Floor Liberation House Castle Street St Helier JE1 1EY
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
2nd Floor Liberation House Castle Street St Helier, JE1 1EY
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
3rd Floor, 44 Esplanade, St Helier, JE4 9WG
47 Esplanade St Helier JE1 0BD
47 Esplanade St Helier JE1 0BD
58 rue Charles Martel, L-2134
Avenida da Praia Grande No. 409, China Law Building 16/
F – B79
Madagascar
Societe Civille De Prospection De Nickel A
32%
N/A
44 Main Street, Johannesburg, 2001
Mauritius
Anglo American International Limited(6)
100%
Madagascar
c/o AXIS Fiduciary Ltd, 2nd Floor, The AXIS, 26 Bank
Street, Cybercity Ebene, 72201
Normal Class A
Ordinary
Ordinary-B
Repurchaseable
Class A Ordinary
Mexico
Anglo American Mexico S.A. de C.V.
100%
Common
Mexico
Servicios Anglo American Mexico S.A. de C.V.
100%
Common
c/o Sanchez Mejorada, Velasco y Ribe, S.C., Paseo de la
Reforma No. 450, Col. Lomas de Chapultepec, 11000
c/o Sanchez Mejorada, Velasco y Ribe, S.C., Paseo de la
Reforma No. 450, Col. Lomas de Chapultepec, 11000
Mozambique
Anglo American Corporation Mocambique
100%
Quota
PricewaterhouseCoopers, Ltda. Avenida Vladimir Lenine,
Servicos Limitada
Namibia
Namibia
Ambase Prospecting (Namibia) (Pty) Ltd
De Beers Marine Namibia (Pty) Ltd
100%
43%
Ordinary
Ordinary
No 174, 4o andar. Edifício Millennium Park Maputo
c/o SGA, 24 Orban Street, Klein Windhoek, Windhoek
4th Floor, Namdeb Centre, 10 Dr Frans, Indongo Street,
Windhoek
Namibia
De Beers Namibia Holdings (Pty) Ltd
Namibia
Debmarine Namdeb Foundation
Namibia
DTC Valuations Namibia (Pty) Ltd
Namibia
Exclusive Properties (Pty) Ltd
85%
43%
85%
43%
Ordinary
6th Floor, Namdeb Centre, 10 Dr Frans, Indongo Street,
Windhoek
N/A
10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street,
Windhoek
Ordinary
4th Floor, Namdeb Centre, 10 Dr Frans, Indongo Street,
Windhoek
Ordinary
10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street,
Windhoek
Anglo American plc Integrated Annual Report 2020 215
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
See page 222 for footnotes.
Namibia
Namibia
Longboat Trading (Pty) Ltd
Mamora Mines & Estates Limited
Namibia
Namdeb Diamond Corporation (Pty) Ltd
Namibia
Namdeb Holdings (Pty) Ltd
Namibia
Namdeb Properties (Pty) Ltd
Percentage
of equity
owned(3)
Share class
Registered address
100%
28%
43%
43%
43%
Ordinary
Ordinary
24 Orban Street, Klein Windhoek, Windhoek
10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street,
Windhoek
Ordinary
10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street,
Windhoek
Ordinary
10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street,
Windhoek
Ordinary
10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street,
Windhoek
Namibia
Namibia Diamond Trading Company (Pty) Ltd 43%
Ordinary
9th Floor, Namdeb Centre, 10 Dr Frans Indongo Street,
Windhoek
Namibia
Namibia
OMDis Town Transformation Agency
Oranjemund Private Hospital (Proprietary)
43%
43%
N/A
Ordinary
Unit 6, Gold Street, Business Park, Prosperita, Windhoek
10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street,
Limited
Windhoek
Namibia
Oranjemund Town Management Company
43%
Ordinary
10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street,
(Pty) Ltd
Windhoek
Namibia
Namdeb Hospital Pharmacy (Pty) Ltd
43%
Ordinary
10th Floor, Namdeb Centre, 10 Dr Frans Indongo Street,
Windhoek
Netherlands
Anglo American (TIH) B.V.(6)
100%
Ordinary
20 Carlton House Terrace, London, SW1Y 5AN, United
Kingdom
Netherlands
Anglo American Exploration B.V.(6)
100%
Ordinary
20 Carlton House Terrace, London, SW1Y 5AN, United
Kingdom
Netherlands
Anglo American Exploration (Philippines) B.V.(6)
100%
Ordinary
20 Carlton House Terrace, London, SW1Y 5AN, United
Kingdom
Netherlands
Anglo American International B.V.(6)
100%
Ordinary
20 Carlton House Terrace, London, SW1Y 5AN, United
Kingdom
Netherlands
Anglo American Netherlands B.V.(6)
100%
Ordinary
20 Carlton House Terrace, London, SW1Y 5AN, United
Kingdom
Netherlands
Anglo Operations (Netherlands) B.V.(6)
100%
Ordinary
20 Carlton House Terrace, London, SW1Y 5AN, United
Netherlands
Element Six N.V.
Netherlands
Erabas B.V(6)
85%
79%
Ordinary
De Nieuwe Erven 2, 5431 NT, Cuijk
Kingdom
Ordinary
20 Carlton House Terrace, London, SW1Y 5AN, United
Kingdom
Netherlands
Loma de Niquel Holdings B.V.(6)
100%
Ordinary
20 Carlton House Terrace, London, SW1Y 5AN, United
Kingdom
Netherlands
Minorco Exploration (Indonesia) B.V.(6)
100%
Ordinary
20 Carlton House Terrace, London, SW1Y 5AN, United
Kingdom
North
Anglo American Exploration West Tetyan
100%
Ordinary
Str. Risto Ravanovski no. 13A, 1000, Skopje, Municipality of
Macedonia
Skopje
Karpos
Panama
Cibra Trading Inc
30%
Ordinary
Street 53, East Marbella, MMG Tower 2nd Floor, Republic
Anglo American (Star Mountain) Limited
100%
Ordinary
c/o Norton Rose Fulbright Papua New Guinea,
of Panama
Harbourside West, Level 2, Stanley, Esplanade, Port
Moresby, National Capital District
Anglo American Exploration (PNG) Limited
100%
Ordinary
c/o Norton Rose Fulbright Papua New Guinea,
Papua New
Guinea
Papua New
Guinea
Peru
Peru
Peru
Peru
Peru
Peru
Peru
Anglo American Marketing Peru S.A.
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.
Philippines
Anglo American Exploration (Philippines) Inc.
Sierra Leone
Gemfair (SL) Limited
Singapore
Anglo American Exploration (Singapore) Pte.
100%
Ltd
100%
100%
60%
100%
100%
100%
100%
100%
85%
Harbourside West, Level 2, Stanley, Esplanade, Port
Moresby, National Capital District
Calle Esquilache 371, Piso 10, San Isidro, Lima 27
Calle Esquilache 371, Piso 10, San Isidro, Lima 27
Calle Esquilache 371, Piso 10, San Isidro, Lima 27
Ordinary
Ordinary
Class A Ordinary
Class B Non-Voting
Ordinary
Calle Esquilache 371, Piso 10, San Isidro, Lima 27
N/A
N/A
Ordinary
Ordinary
Ordinary
Ordinary
Calle Esquilache 371, Piso 10, San Isidro, Lima 27
Calle Esquilache 371, Piso 10, San Isidro, Lima 27
Calle Esquilache 371, Piso 10, San Isidro, Lima 27
c/o SyCipLaw Center, 105 Paseo de Roxas, Makati City
1226, Metro Manila
31 Lightfoot Boston Street, Freetown, Sierra Leone
10 Collyer Quey, #38-00 Ocean Financial Centre, 049315
Singapore
Anglo American Shipping Pte. Limited
100%
Ordinary
10 Collyer Quay, Level 38 Ocean Financial Centre, 049315
216 Anglo American plc Integrated Annual Report 2020
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
See page 222 for footnotes.
Percentage
of equity
owned(3)
Share class
Registered address
Singapore
Singapore
Singapore
Singapore
Singapore
De Beers Auction Sales Singapore Pte. Ltd.
Kumba Singapore Pte. Ltd.
MR Iron Ore Marketing Services Pte. Ltd.
Samancor Marketing Pte. Ltd.
Sirius Minerals (Singapore) Pte. Ltd
South Africa
AEF Mining Services (Pty) Ltd
South Africa
Africa Pipe Industries North (Pty) Ltd
South Africa
Amaprop Townships Ltd
South Africa
Ambase Investment Africa (Botswana) (Pty)
Ltd
85%
53%
50%
40%
100%
25%
40%
100%
100%
South Africa
Ambase Investment Africa (DRC) (Pty) Ltd
100%
South Africa
Ambase Investment Africa (Namibia) (Pty) Ltd 100%
South Africa
Ambase Investment Africa (Tanzania) (Pty) Ltd 100%
South Africa
Ambase Investment Africa (Zambia) (Pty) Ltd
South Africa
Anglo American Corporation of South Africa
100%
100%
(Pty) Ltd
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
10 Collyer Quay, #03-04 Ocean Financial Centre, 049315
10 Collyer Quey, #38-00 Ocean Financial Centre, 049315
10 Collyer Quey, #38-00 Ocean Financial Centre, 049315
Libreville, Batter IV, Soraya Bulding, B.P. 15.950.
80 Robinson Road, #02-00, 068898
Zommerlust Building, Rietbok Road, Kathu, Northern
Cape, 8446
55 Marshall Street, Johannesburg, 2001
61 Katherine Street, Sandton, 2196
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
South Africa
Anglo American EMEA Shared Services (Pty)
100%
Ordinary
44 Main Street, Johannesburg, 2001
Ltd
South Africa
Anglo American Farms (Pty) Ltd
100%
Ordinary
Vergelegen Wine Farm, Lourensford Road, Somerset
West, 7130
South Africa
Anglo American Farms Investment Holdings
100%
Ordinary
Vergelegen Wine Farm, Lourensford Road, Somerset
(Pty) Ltd
West, 7130
South Africa
Anglo American Group Employee Shareholder
100%
Ordinary
44 Main Street, Johannesburg, 2001
Nominees (Pty) Ltd
South Africa
Anglo American Inyosi Coal (Pty) Ltd
South Africa
Anglo American Marketing South Africa
South Africa
Anglo American Platinum Limited
South Africa
Anglo American Properties Ltd
73%
100%
79%
100%
South Africa
Anglo American Prospecting Services (Pty) Ltd 100%
South Africa
Anglo American SA Finance Limited
South Africa
Anglo American Sebenza Fund (Pty) Ltd
South Africa
Anglo American SEFA Mining Fund (Pty) Ltd
South Africa
Anglo American South Africa Investments
100%
100%
50%
100%
Proprietary Limited
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Odinary
Ordinary
Ordinary
Preference
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
55 Marshall Street, Johannesburg, 2001
61 Katherine Street, Sandton, 2196
55 Marshall Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
South Africa
Anglo American South Africa Proprietary
100%
Ordinary
44 Main Street, Johannesburg, 2001
Limited
South Africa
Anglo American Zimele (Pty) Ltd
100%
South Africa
Anglo American Zimele Community Fund (Pty)
100%
Ltd
South Africa
Anglo American Zimele Loan Fund (Pty) Ltd
100%
South Africa
Anglo Coal Investment Africa (Botswana) (Pty)
100%
Ltd
South Africa
Anglo Corporate Enterprises (Pty) Ltd
South Africa
Anglo Corporate Services South Africa
Proprietary Limited
South Africa
Anglo Operations (Pty) Ltd
South Africa
Anglo Platinum Management Services (Pty)
Ltd
South Africa
Anglo South Africa (Pty) Ltd
100%
100%
100%
79%
100%
South Africa
Anglo South Africa Capital (Pty) Ltd
100%
South Africa
Anseld Holdings Proprietary Limited
South Africa
Asambeni Mining (Proprietary) Limited
South Africa
Atomatic Trading (Pty) Limited
South Africa
Balgo Nominees (Pty) Ltd
South Africa
Blinkwater Farms 244KR (Pty) Ltd
100%
56%
58%
100%
79%
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Redeemable
Preference
Ordinary
Redeemable
Preference
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
55 Marshall Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
55 Marshall Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
55 Marshall Street, Johannesburg, 2001
Anglo American plc Integrated Annual Report 2020 217
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
See page 222 for footnotes.
Percentage
of equity
owned(3)
Share class
Registered address
South Africa
Blue Steam Investments (Pty) Ltd
100%
South Africa
Boikgantsho Platinum Mine (Pty) Ltd
South Africa
Bokoni Platinum Holdings (Pty) Ltd
South Africa
Bokoni Platinum Mines (Pty) Ltd
South Africa
Butsanani Energy Investment Holdings (Pty)
Ltd
South Africa
Colliery Training College (Pty) Limited
South Africa
Damelin Emalahleni (Pty) Ltd
South Africa
South Africa
DBCM Holdings (Pty) Ltd
De Beers Consolidated Mines (Pty) Ltd(9)
South Africa
De Beers Group Services (Pty) Ltd
38%
38%
38%
67%
56%
20%
63%
63%
85%
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
44 Main Street, Johannesburg, 2001
5 Jellicoe Avenue, Rosebank, Johannesburg, 2913
82 Grayston Drive, Sandton, Johannesburg, 2196
4th Floor Atholl, Johannesburg, Gauteng 2196
151 Katherine Street, Sandton, 2196
Ordinary
5 Hollard Street, Johannesburg. P O Box 61809,
Ordinary
Ordinary
Ordinary
Ordinary
Redeemable
Preference
Marshalltown, 2107
Cnr O R Tambo & Beatrix Avenue, Witbank, 1035
36 Stockdale Street, Kimberley, 8301
36 Stockdale Street, Kimberley, 8301
Cornerstone, Corner Diamond Drive and Crownwood
Road, Theta, Johannesburg, 2013
South Africa
De Beers Marine (Pty) Ltd
85%
Ordinary
Cornerstone, Corner Diamond Drive and Crownwood
Road, Theta, Johannesburg, 2013
South Africa
De Beers Matlafalang Business Development
63%
Ordinary
Cornerstone, Corner Diamond Drive and Crownwood
(Pty) Ltd
Road, Theta, Johannesburg, 2013
South Africa
De Beers Sightholder Sales South Africa (Pty)
63%
Ordinary
Cornerstone, Corner Diamond Drive and Crownwood
Ltd
South Africa
Dido Nominees (Pty) Ltd
South Africa
Element Six (Production) Proprietary Limited
South Africa
Element Six South Africa Proprietary Limited
South Africa
Element Six Technologies Proprietary Limited
South Africa
Ga-Phasha Platinum Mine (Pty) Limited
100%
51%
51%
85%
38%
South Africa
Hotazel Manganese Mines Proprietary Limited 30%
South Africa
Ingagane Colliery (Pty) Ltd
South Africa
Khongoni Haaskraal Coal (Pty) Ltd
South Africa
KIO Investments Holdings (Pty) Ltd
South Africa
Kroondal UJV
South Africa
Kumba BSP Trust
South Africa
Kumba Iron Ore Limited
South Africa
Kwanda Platinum Mine (Pty) Ltd
South Africa
Lebowa Platinum Mines Limited
South Africa
Lexshell 49 General Trading (Pty) Ltd
South Africa
Longboat (Pty) Ltd
South Africa
Mafube Coal Mining (Pty) Ltd
South Africa
Main Place Holdings Limited
South Africa
Manganore Iron Mining Proprietary Limited
South Africa
Manngwe Mining (Pty) Ltd
South Africa
Marikana Ferrochrome Limited
South Africa
Marikana Minerals (Pty) Ltd
South Africa
Marikana UJV
98%
20%
70%
50%
53%
70%
38%
38%
35%
100%
50%
39%
47%
20%
100%
100%
50%
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Preference
Ordinary
Ordinary
Road, Theta, Johannesburg, 2013
44 Main Street, Johannesburg, 2001
Debid Road, Nuffield, Springs, 1559
Debid Road, Nuffield, Springs, 1559
Debid Road, Nuffield, Springs, 1559
44 Main Street, Johannesburg, 2001
39 Melrose Boulevard, Melrose Arch, Johannesburg, 2076
44 Main Street, Johannesburg, 2001
Unit 3, Bauhinia Street, Highveld Technopark, Centurion,
0157
Ordinary
Centurion Gate Building 2B, 124 Akkerboom Road,
N/A
N/A
Centurion, 0157
Constantia Office Park, Cnr 14th Avenue & Hendrik
Potgieter Road, Bridgeview House, Ground Floor
(Lakeview Avenue), Weltevreden Park, 1709
Centurion Gate Building 2B, 124 Akkerboom Road,
Centurion, 0157
Ordinary
Centurion Gate Building 2B, 124 Akkerboom Road,
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
N/A
Centurion, 0157
124 Akkerboom Street, Building 2B, Centurion, 0157
124 Akkerboom Street, Building 2B, Centurion, 0157
55 Marshall Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
55 Marshall Street, Johannesburg, 2001
Suite 801, 76 Regent Road, Sea Point, Western Cape
8005
39 Melrose Boulevard, Melrose Arch, Johannesburg, 2076
Suite 105, Lorgadia Building, Embankment Road,
Centurion, 0157
55 Marshall Street, Johannesburg, 2001
55 Marshall Street, Johannesburg, 2001
Constantia Office Park, Cnr 14th Avenue & Hendrik
Potgieter Road, Bridgeview House, Ground Floor
(Lakeview Avenue), Weltevreden Park, 1709
218 Anglo American plc Integrated Annual Report 2020
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
See page 222 for footnotes.
Percentage
of equity
owned(3)
Share class
Registered address
South Africa
Matthey Rustenburg Refiners (Pty) Ltd
79%
55 Marshall Street, Johannesburg, 2001
A' Redeemable
cumulative
Preference shares
'B' Redeemable
cumulative
Preference shares
'A' Ordinary Shares
'B Ordinary Shares
South Africa
Meruka Mining (Pty) Ltd
South Africa
Metalloys Manganese Smelter Proprietary
Limited
South Africa
Micawber 146 (Pty) Ltd
South Africa
Modikwa Mining Personnel Services (Pty) Ltd
South Africa
Modikwa Platinum Mine (Pty) Ltd
South Africa
Modikwa Platinum Mine UJV
South Africa
Mogalakwena Mine Solar Power (Pty) Ltd
South Africa
Mogalakwena Platinum Mines
South Africa
Mototolo UJV
South Africa
Newshelf 1316 (Pty) Ltd
South Africa
Newshelf 480 (Pty) Ltd
South Africa
Norsand Holdings (Pty) Ltd
South Africa
Peglarae Hospital (PTY) Ltd
South Africa
Peruke (Pty) Ltd
South Africa
Phola Coal Processing Plant (Pty) Ltd
South Africa
Platmed (Pty) Ltd
South Africa
Platmed Properties (Pty) Ltd
South Africa
Polokwane Iron Ore Company (Pty) Ltd
South Africa
Ponahalo Investments (RF) (Pty) Ltd(10)
South Africa
Precious Metals Refiners Proprietary Limited
South Africa
Pro Enviro (Pty) Ltd
South Africa
Resident Nominees (Pty) Ltd
South Africa
Richards Bay Coal Terminal (Pty) Ltd
30%
40%
79%
39%
39%
50%
79%
79%
100%
100%
55%
79%
31%
51%
37%
79%
79%
27%
—%
79%
20%
100%
23%
Ordinary
16 North Road, Dunkeld Court, Dunkeld West, 2196
Ordinary NPV
39 Melrose Boulevard, Melrose Arch, Johannesburg, 2076
Ordinary
Ordinary
Ordinary
N/A
Ordinary
Ordinary
N/A
Ordinary
Ordinary
Ordinary
'B' Ordinary
Non-Cumulative
Redeemable
Preference
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
N/A
Ordinary
Ordinary
Ordinary
Ordinary
55 Marshall Street, Johannesburg, 2001
55 Marshall Street, Johannesburg, 2001
16 North Road, Dunkeld Court, Dunkeld West, 2196
ARM House, 29 Impala Road, Chislehurston, Sandton, 2196
55 Marshall Street, Johannesburg, 2001
55 Marshall Street, Johannesburg, 2001
55 Marshall Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
55 Marshall Street, Johannesburg, 2001
Oxford Manner, 21 Chaplin Road, Illovo, 2196
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
55 Marshall Street, Johannesburg, 2001
55 Marshall Street, Johannesburg, 2001
Centurion Gate Building 2B, 124 Akkerboom Road,
Centurion, 0157
De Beers Consolidated Mines Corner, Corner Diamond
and Crownwood Road, Theta – Booysens Reserve,
Johannesburg, 2000
55 Marshall Street, Johannesburg, 2001
Greenside Colliery, PTN 0ff 331, Blackhills, 1032
44 Main Street, Johannesburg, 2001
South Dunes, Richards Bay Harbour, Richards Bay, 3900,
KwaZulu Natal
South Africa
Rietvlei Mining Company (Pty) Ltd
34%
Ordinary
151 Katherine Street, Sandton, 2196. P O Box 652419,
Benmore, 2010
South Africa
Rustenburg Base Metals Refiners Proprietary
79%
Ordinary
55 Marshall Street, Johannesburg, 2001
Limited
South Africa
Rustenburg Platinum Mines Limited
South Africa
Samancor Holdings Proprietary Limited
South Africa
Samancor Manganese Proprietary Limited
South Africa
Sheba's Ridge Platinum (Pty) Ltd
South Africa
Sibelo Resource Development (Pty) Ltd
79%
40%
40%
27%
53%
Ordinary
Ordinary
55 Marshall Street, Johannesburg, 2001
39 Melrose Boulevard, Melrose Arch, Johannesburg, 2076
Ordinary NPV
39 Melrose Boulevard, Melrose Arch, Johannesburg, 2076
Ordinary
Ordinary
55 Marshall Street, Johannesburg, 2001
Centurion Gate Building 2B, 124 Akkerboom Road,
Centurion, 0157
South Africa
Sishen Iron Ore Company (Pty) Ltd
53%
Ordinary
Centurion Gate Building 2B, 124 Akkerboom Road,
Centurion, 0157
South Africa
South Africa Coal Operations Proprietary
100%
Ordinary
44 Main Street, Johannesburg, 2001
Limited
South Africa
Spectrem Air Pty Ltd
South Africa
Springfield Collieries Limited
South Africa
Tenon Investment Holdings (Pty) Ltd
South Africa
Terra Nominees Proprietary Limited
South Africa
The Village of Cullinan (Pty) Ltd
South Africa
The Work Expert (Pty) Ltd
93%
100%
100%
40%
63%
47%
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
44 Main Street, Johannesburg, 2001
39 Melrose Boulevard, Melrose Arch, Johannesburg, 2076
36 Stockdale Street, Kimberley, 8301
17 Du Plooy Street, FH Building, Potchefstroom, North
West, 2530
Anglo American plc Integrated Annual Report 2020 219
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
See page 222 for footnotes.
Percentage
of equity
owned(3)
Share class
Registered address
South Africa
Vergelegen Wine Estate (Pty) Ltd
100%
Ordinary
Vergelegen Wine Farm, Lourensford Road, Somerset
West, 7130
South Africa
Vergelegen Wines (Pty) Ltd
100%
Ordinary
Vergelegen Wine Farm, Lourensford Road, Somerset
West, 7130
South Africa
Whiskey Creek Management Services (Pty)
79%
Ordinary
55 Marshall Street, Johannesburg, 2001
Ltd
South Africa
WPIC Holdings Pty Ltd
43%
South Africa
Anglo Inyosi Coal Security Company Limited
100%
South Africa
Main Street 1252 (Pty) Ltd (RF)
South Africa
Roodepoortjie Resources (Pty) Ltd
Sweden
Switzerland
Element Six AB
De Beers Centenary AG(6)
Switzerland
Element Six SA
Switzerland
PGI SA
Switzerland
Synova S.A.
Tanzania
Ambase Prospecting (Tanzania) (Pty) Ltd
63%
49%
51%
85%
51%
78%
28%
100%
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
5 Hollard Street, Johannesburg, 1627
44 Main Street, Johannesburg, 2001
Cornerstone, Corner of Diamond Drive and Crownwood
Road, Theta, Johannesburg, 2013
16 North Road, Dunkeld Court, Dunkeld West, 2196
c/o Advokatbyrån Kaiding, Box 385, 931 24 Skellefteå
c/o Telemarketing, Plus AG, Sonnenplatz 6, 6020,
Emmenbrücke
rue du Tir-au-Canon 2r, Carouge, Geneva
Avenue Mon- Repos 24, Case postale 656, CH- 1001
Lausanne
13 Route de Genolier; 1266 Duillier
c/o Mawalla Advocates, Mawalla Road, Mawalla
Heritage Park, Plot No. 175/20, Arusha
United Arab
Emirates
De Beers DMCC
85%
Ordinary
Office 4D, Almas Tower, Jumeirah Lakes Towers, Dubai
United Kingdom Anglo American (TIIL) Investments Limited
United Kingdom Anglo American Australia Investments
Limited(11)
United Kingdom Anglo American Capital Australia Limited
United Kingdom Anglo American Capital plc(11)
100%
100%
100%
100%
United Kingdom Anglo American CMC Holdings Limited
100%
United Kingdom Anglo American Corporate Secretary Limited 100%
United Kingdom Anglo American Diamond Holdings Limited
United Kingdom Anglo American Finance (UK) Limited
United Kingdom Anglo American Foundation
United Kingdom Anglo American Holdings Limited
100%
100%
100%
100%
Ordinary
Ordinary
1 More London Place, London, SE1 2AF
20 Carlton House Terrace, London, SW1Y 5AN
Ordinary
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
Ordinary
3% Cumulative
Preference
Ordinary
Ordinary
Ordinary
Ordinary
Limited by
guarantee
Ordinary
8% Preference
8.3% Preference
B shares
United Kingdom Anglo American International Holdings
100%
Ordinary
20 Carlton House Terrace, London, SW1Y 5AN
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 Medical Plan Trust
United Kingdom Anglo American PNG Holdings Limited
United Kingdom Anglo American Prefco Limited(11)
United Kingdom Anglo American Projects UK Limited(11)
United Kingdom Anglo American REACH Limited
United Kingdom Anglo American Services (UK) Ltd.(11)
United Kingdom Anglo American Services Overseas Limited
United Kingdom Anglo American Technical & Sustainability
Limited
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
Ordinary
Ordinary
Ordinary
N/A
Ordinary
Ordinary
Capital Preference
Preference
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
1 More London Place, London SE1 2AF
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
1 More London Place, London, SE1 2AF
20 Carlton House Terrace, London, SW1Y 5AN
United Kingdom Anglo American Technical & Sustainability
100%
Ordinary
20 Carlton House Terrace, London, SW1Y 5AN
Services Ltd
United Kingdom Anglo American Woodsmith Limited
United Kingdom Anglo Base Metals Marketing Limited
United Kingdom Anglo Platinum Marketing Limited
100%
100%
79%
Ordinary
Ordinary
Ordinary
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
220 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Percentage
of equity
owned(3)
Share class
Registered address
Group structure
35. Related undertakings of the Group continued
Country of
incorporation(1)(2)
Name of undertaking
See page 222 for footnotes.
United Kingdom Anglo UK Pension Trustee Limited
United Kingdom Anmercosa Finance Limited
United Kingdom AP Ventures Fund I LP
United Kingdom AP Ventures Fund II LP
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
United Kingdom Element Six (UK) Limited
United Kingdom Element Six Abrasives Holdings Limited
United Kingdom Element Six Holdings Limited
United Kingdom Element Six Limited
United Kingdom Element Six Technologies Limited
United Kingdom Ferro Nickel Marketing Limited
United Kingdom Forevermark Limited
United Kingdom Gemfair Limited
United Kingdom IIDGR (UK) Limited
United Kingdom Lightbox Jewelry Ltd.
United Kingdom Reunion Mining Limited
United Kingdom Rhoanglo Trustees Limited
United Kingdom Sach 1 Limited
United Kingdom Sach 2 Limited
United Kingdom Security Nominees Limited
United Kingdom Sirius Minerals Foundation
United Kingdom Sirius Minerals Holdings Limited
United Kingdom Swanscombe Development LLP
United Kingdom The Diamond Trading Company Limited
United Kingdom TRACR Limited
United Kingdom York Potash Holdings Limited
United Kingdom York Potash Intermediate Holdings Plc
United Kingdom York Potash Ltd
100%
100%
39%
20%
50%
85%
21%
85%
85%
85%
85%
85%
85%
50%
51%
51%
51%
85%
85%
85%
100%
85%
85%
85%
85%
100%
100%
100%
100%
100%
100%
100%
50%
85%
85%
100%
100%
100%
United Kingdom York Potash Processing & Ports Limited
100%
United Kingdom YPF Ltd
United States of
Anglo American US Holdings Inc. (12)
America
United States of
Dakota Salts LLC
America
100%
100%
100%
Ordinary
Ordinary
N/A
N/A
N/A
Ordinary
Ordinary B
20 Carlton House Terrace, London, SW1Y 5AN
1 More London Place, London, SE1 2AF
45 Old Bond Street, London W1S 4QT
45 Old Bond Street, London W1S 4QT
Bardon Hall, Copt Oak Road, Markfield, LE67 9PJ
20 Carlton House Terrace, London, SW1Y 5AN
Formal House, 60 St George’s Place, Cheltenham,
Gloucestershire, GL50 3PN
Ordinary
20 Carlton House Terrace, London, SW1Y 5AN
A Ordinary
B Ordinary
Deferred Share
Special Dividend
Share
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
45 Old Bond Street, London, W1S 4QT
45 Old Bond Street, London, W1S 4QT
45 Old Bond Street, London, W1S 4QT
1 More London Place, London, SE1 2AF
20 Carlton House Terrace, London, SW1Y 5AN
Bardon Hall, Copt Oak Road, Markfield, LE67 9PJ
1 More London Place, London, SE1 2AF
Ordinary
Global Innovation Centre, Fermi Avenue, Harwell, Oxford,
Ordinary A
Preference
Ordinary
Ordinary
Didcot, Oxfordshire, OX11 0QR
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
Global Innovation Centre, Fermi Avenue, Harwell, Oxford,
Didcot, Oxfordshire, OX11 0QR
Ordinary
Global Innovation Centre, Fermi Avenue, Harwell, Oxford,
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Redeemable
Preference
Ordinary
Limited by
guarantee
Ordinary
N/A
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
B preference
Non-voting
Ordinary
Non-voting
Ordinary
Didcot, Oxfordshire, OX11 0QR
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
1 More London Place, London, SE1 2AF
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
3rd Floor Greener House, 66-68 Haymarket, London,
SW1Y 4RF
20 Carlton House Terrace, London, SW1Y 5AN
Bardon Hall, Copt Oak Road, Markfield, LE67 9PJ
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
20 Carlton House Terrace, London, SW1Y 5AN
Common shares
c/o Corporation Service Company, 251 Little Falls Drive,
Membership
interest
Wilmington Delaware, 19808
120 W Sweet Ave, Bismarck, ND 58504-5566
Anglo American plc Integrated Annual Report 2020 221
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
See page 222 for footnotes.
United States of
De Beers Jewellers US, Inc.
America
United States of
Element Six Technologies (OR) Corp.
America
Percentage
of equity
owned(3)
85%
85%
Share class
Registered address
Common
300 First Stamford place, Stamford, CT 06902
Ordinary
3500 South Dupont Highway, Dover, County of Kent DE
19901
United States of
Element Six Technologies US Corporation
85%
Ordinary
Incorporating Services Limited, 3500 South Dupont
America
United States of
Element Six US Corporation
America
United States of
Forevermark US Inc.
America
United States of
Lightbox Jewelry Inc.
America
51%
85%
85%
Common stock
24900 Pitkin Road, Suite 250, Spring TX 77386
Highway, Dover, County of Kent DE 19901
Common
300 First Stamford Place, Stamford, CT, 06902
Ordinary
3500 South Dupont Highway, Dover, County of Kent DE
19901
United States of
Platinum Guild International (U.S.A.) Jewelry
79%
Ordinary
125 Park Avenue, 25th Floor, New York, New York 10017
America
Inc.
Venezuela
Minera Loma de Niquel C.A.
100%
Class A
Torre Humboldt, floor 9, office 09-07, Rio Caura Street,
Zambia
Zimbabwe
Zimbabwe
Zimbabwe
Zimbabwe
Zimbabwe
Anglo Exploration (Zambia) (Pty) Ltd
Amzim Holdings Limited
Anglo American Corporation Zimbabwe
Limited
Broadlands Park Limited
Southridge Limited
Unki Mines (Private) Limited
100%
79%
79%
79%
79%
79%
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Prados del Este. Caracas 1080
11 Katemo Road, Rhodes Park, Lusaka
28 Broadlands Road, Emerald Hill, Harare
28 Broadlands Road, Emerald Hill, Harare
28 Broadlands Road, Emerald Hill, Harare
28 Broadlands Road, Emerald Hill, Harare
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 interest 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) 0.03% 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 (RF) (Pty) Ltd is deemed to be controlled due to the financing structure in place and is consolidated as a majority owned subsidiary.
(11) 100% direct holding by Anglo American plc.
(12) Anglo American Exploration (USA) Inc. merged into Anglo American US Holdings Inc. effective 31 December 2020.
222 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Other items
This section includes disclosures about related party transactions,
auditor’s remuneration, leases 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 less favourable to the Group
than those arranged with third parties.
US$ million
Transactions with related parties
Sale of goods and services
Purchase 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
2020
2019
2020
2019
2020
2019
—
(28)
—
(38)
—
—
(20)
3
(5)
—
—
(197)
—
(170)
87
163
(1,985)
(2,893)
1
(31)
154
—
(31)
230
21
(157)
—
17
(128)
—
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 remuneraton
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
Other assurance services
Other non-audit services
Total non-audit fees
Paid/payable to PwC
United
Kingdom
Overseas
Total
2020
Paid/payable
to auditor (if
not PwC)
United
Kingdom and
overseas
Paid/payable to Deloitte
2019
Paid/payable
to auditor (if
not Deloitte)
United
Kingdom
Overseas
Total
Overseas
1.6
3.9
5.5
—
1.4
3.4
4.8
—
2.4
4.0
1.0
0.2
—
1.2
2.9
6.8
0.9
0.9
—
1.8
5.3
10.8
1.9
1.1
—
3.0
1.2
1.2
—
0.6
—
0.6
0.4
1.8
0.5
0.3
0.3
1.1
4.7
8.1
0.9
0.3
0.4
1.6
5.1
9.9
1.4
0.6
0.7
2.7
0.3
0.3
—
—
—
—
Audit related assurance services includes $1.9 million (2019: $1.4 million) for the interim review.
Anglo American plc Integrated Annual Report 2020 223
Financial statements and other financial information
Notes to the financial statements
Other items
38. Leases
Overview
Lease agreements give rise to the recognition of a right-of-use asset (see note 11) and a related liability for future lease payments (see note 21).
Further information
Amounts recognised in the balance sheet
The balance sheet shows the following amounts relating to leases:
Right-of use assets are detailed in note 11. Per requirements of IFRS 16 Leases, lease agreements give rise to the recognition of a right-of-use asset and a
related liability for future lease payments. The costs of leases other than short term leases less than 12 months, variable leasing costs and leases of low value
assets are allocated between the depreciation of right-of-use assets and a finance charge representing the unwind of the discount on lease liabilities.
Leases relate principally to corporate offices, diamond jewellery retail outlets and shipping vessels. The Group leases land and buildings for its office space, for
employee accommodation and retail stores for De Beers Jewellers. The leases for office space typically run for 5 to 25 years, employee accommodation up to
25 years and leases of retail stores 5 to 25 years. Some longer leases incorporate fixed increases in rentals or provide for annual uplifts based upon an index,
typically a measure of inflation.
Lease liabilities balance and maturity analysis:
US$ 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
Amounts recognised in the statement of profit or loss
The statement of profit or loss shows the following amounts relating to leases:
US$ million
Depreciation (see note 11)
Interest expense (included in finance costs, see note 4)
Expense relating to short term leases less than 12 months, variable leasing costs and leases of low value
2020
198
103
58
42
35
240
478
676
2020
177
32
123
2019
245
113
75
34
35
203
460
705
2019
255
32
36
Amounts recognised in the cash flow statement
In the Consolidated cash flow statement for the year ended 31 December 2020, the total amount of cash paid in respect of leases recognised on the
Consolidated balance sheet are split between repayments of principal of $195 million (2019: $272 million) and repayments of interest of $26 million
(2019: $30 million), both presented within cash flows from financing activities. The repayment of both principal and interest forms part of both the Attributable
free cash flow and Sustaining attributable free cash flow Alternative Performance Measures.
Further disclosures
Further disclosures required by IFRS 16 Leases are presented in notes 4, 11 and 21.
Accounting judgements
At the date of inception of a new contract or significant modification of an existing contract, the Group assesses whether the contract is, or contains, a lease.
A contract is, or contains a lease if the contract conveys the right to control the asset for a period of time in exchange for consideration. To identify lease
arrangements, the Group assesses whether:
– The contract specifies the use of an identified asset or collection of assets.
– The Group has the right to obtain substantially all of the economic benefits from the use of the identified asset(s).
– The Group has the right to direct the use of the asset(s).
The Group has paid particular attention to the judgement over whether the lessor has a substantive right to substitute the specified assets for alternatives.
– Many assets used by the Group are highly specialised in nature and are purpose-built or modified to meet the Group’s specification. Judgement is required
to assess whether the assets can be substituted and used for other purposes without significant additional modification.
– The remote location of some of the Group’s operations presents practical difficulties to the substitution of assets. Judgement is required to determine
whether assets in remote locations can be relocated to other locations within a reasonable timeframe and cost.
– At some locations, high levels of security restrict the movement of assets to alternative locations, limiting the ability to substitute assets.
– The Group’s health and safety standards exceed statutory requirements in some jurisdictions. This places limitations on the ability to substitute certain
assets, such as vehicles. Judgement is required to assess whether equivalent assets meeting the Group’s requirements can be sourced within required
operational timeframes.
The Group recognises a lease liability and a corresponding right-of-use asset at the commencement date of the lease.
Accounting policy
Accounting policies applied to lease liabilities and corresponding right-of-use assets are set out respectively in notes 39F and 39D.
224 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Other items
39. Accounting policies
A. Basis of preparation
Basis of preparation
The financial statements have been prepared in accordance with
International Accounting Standards in conformity with the requirements of
the Companies Act 2006, International Financial Reporting Standards (IFRS)
adopted pursuant to Regulation (EC) No 1606/2002 as it applies in the
European Union, IFRS Interpretations Committee (IFRS IC) interpretations and
those parts of the Companies Act 2006 applicable to companies reporting
under IFRS and 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.
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 2019, except for the changes set out below:
Adoption of new accounting pronouncements
The following new accounting pronouncements became effective in the
current reporting period:
The directors have considered the Group’s cash flow forecasts for the period
to the end of March 2022 under base and downside scenarios, with
consideration given to the uncertainty of the impact of the Covid-19
pandemic on both the wider macro-economic environment, including
demand for the Group’s products and realised prices, and the Group’s
operations, including production levels. In all of the scenarios modelled, the
Group maintains sufficient liquidity throughout the period of assessment
without the use of mitigating actions.
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.
New IFRS accounting standards, amendments and interpretations
not yet adopted
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. The following new or amended IFRS
accounting standards, amendments and interpretations not yet adopted are
not expected to have a significant impact on the Group:
– Amendments to IAS 1 Presentation of financial statements: classification of
liabilities as current or non-current
– Amendments to IFRS 9, IAS 39, IFRS 7, IFRS 4 and IFRS 16: Interest Rate
Benchmark Reform — Phase 2
– Amendments to IAS 37 Provisions, contingent liabilities and continent
assets: onerous contracts
– Amendments to IFRS 3 Business combinations: updating a reference to the
conceptual framework
– Definition of Material – Amendments to IAS 1 and IAS 8
– Annual Improvements to IFRS Standards 2018–2020
– Amendments to References to the Conceptual Framework in IFRS
Standards
– Amendments to IFRS 3 Business Combinations
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.
Physical settlement of contracts to buy or sell a non-financial item
In March 2019, the International Financial Reporting IFRS Interpretations
Committee (IFRS IC) issued an agenda decision on the Physical Settlement of
Contracts to Buy or Sell a Non-Financial Item. The committee concluded that,
for physical commodity trades within the scope of IFRS 9 Financial
Instruments, entities should not reverse previously recognised unrealised
marked to market movements on settlement of the contract and that the
settlement entries should instead include an entry for the settlement of the
previously recognised derivative asset or liability. The Group has now
amended its accounting policies and processes to comply with the agenda
decision. The impact of adopting the agenda decision is not material for
either the current or comparative period and hence comparative period
results have not been restated.
Inventory accounting policy
The Group has amended its inventory accounting policy to present
inventories not expected to be processed in the next 12 months within non-
current assets. As a result, ore stockpiles that are included within work in
progress totalling $643 million at 31 December 2019 have been reclassified to
non-current assets.
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 62-65.
Further details of our policy on financial risk management are set out in
note 23 to the financial statements on pages 192-194. The Group’s net
debt (including related hedges) at 31 December 2020 was $5.6 billion
(2019: $4.6 billion), representing a gearing level of 15% (2019: 13%). The Group’s
liquidity position (defined as cash and undrawn committed facilities) of
$17.5 billion at 31 December 2020 remains strong. Details of borrowings and
facilities are set out in note 21 on page 187 and net debt is set out in note 20
on pages 185-186.
IAS 16 Property, Plant and Equipment: Proceeds before intended use
An amendment to IAS 16 – Proceeds before intended use was published in
May 2020 and will be effective for the Group from 1 January 2022.
The amendment prohibits an entity from deducting from the cost of an item
of property, plant and equipment any proceeds received from selling items
produced while the entity is preparing the asset for its intended use. The
proceeds from selling these items, and the associated costs will be
recognised in the income statement. IAS 2 Inventories should be applied in
identifying and measuring the cost of the items.
Significant judgement will be required in allocating costs between those
costs associated with producing and selling items before the item of
property, plant and equipment is available for its intended use, and those
costs associated with bringing the asset to the location and condition
necessary for it to be capable of operating in the manner intended
by management.
During 2020, the Group has begun its impact assessment on the amendment.
It is expected to impact projects entering commercial production in 2022.
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.
Anglo American plc Integrated Annual Report 2020 225
Financial statements and other financial information
Notes to the financial statements
Other items
39. Accounting policies continued
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.
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 Proprietary 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 $3.87 per share to Epoch, $6.02 per share to Epoch
Two and $4.99 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.
226 Anglo American plc Integrated Annual Report 2020
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 2020 the Investment Companies together held 112,300,129
(2019: 112,300,129) Anglo American plc shares, which represented 8.2%
(2019: 8.2%) of the ordinary shares in issue (excluding treasury shares) with a
market value of $3,720 million (2019: $3,207 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, results 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.
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.
Financial statements and other financial information
Notes to the financial statements
Other items
39. Accounting policies continued
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.
Short term and low value leases
Leases with a term of less than 12 months or those with committed payments
of less than $5,000 are not recognised in the balance sheet. The Group
recognises payments for these leases as an expense on a straight-line basis
over the lease term within operating costs in underlying EBITDA.
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.
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 inflows 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 - owned’, until the point at which the mine is considered to be
capable of operating in the manner intended by management. This is
classified as growth or life extension capital expenditure, within investing
cash flows.
Anglo American plc Integrated Annual Report 2020 227
Financial statements and other financial information
Notes to the financial statements
Other items
39. Accounting policies continued
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 - owned’. 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.
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 -
owned’.
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 net 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 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.
228 Anglo American plc Integrated Annual Report 2020
‘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.
Leased right-of-use assets
Leased right-of-use assets are included within property, plant and
equipment, and on inception of the lease are recognised at the amount of
the corresponding lease liability, adjusted for any lease payments made at or
before the lease commencement date, plus any direct costs incurred and an
estimate of costs for dismantling, removing, or restoring the underlying asset
and less any lease incentives received.
The right-of-use asset is depreciated on a straight-line basis over the term
of the lease, or, if shorter, the useful life of the asset. The useful lives of right-
of-use assets are estimated on the same basis as those of owned property,
plant and equipment.
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 OCI 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.
Financial statements and other financial information
Notes to the financial statements
Other items
39. Accounting policies continued
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
among products according to the ratio of contribution of these metals to
gross sales revenues.
Inventory is recognised as a current asset where it is expected to be
consumed in the next 12 months. Stockpiles are classified as non-current
where stockpiles are not expected to be processed in the next 12 months
and 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.
Lease liabilities
Lease liabilities recognised on balance sheet are recognised within
borrowings as part of net debt. On inception, the lease liability is recognised
as the present value of the expected future lease payments, calculated
using the Group’s incremental borrowing rate, adjusted to reflect the length
of the lease and country of location. For a minority of leases where it is
possible to determine the interest rate implicit in the lease, it is used in place
of the Group’s incremental borrowing rate.
Lease payments included in the lease liability consist of each of the following:
– Fixed payments, including in-substance fixed payments
– Payments whose variability is dependent only upon an index or a rate,
measured initially using the index or rate at the lease commencement
date. The lease liability is revalued when there is a change in future lease
payments arising from a change in an index or rate
– Any amounts expected to be payable under a guarantee of residual value
– The exercise price of a purchase option that the Group is reasonably
certain to exercise, the lease payments after the date of a renewal option
if the Group is reasonably certain to exercise its option to renew the lease,
and penalties for exiting a lease agreement unless the Group is
reasonably certain not to exit the lease early.
Variable leasing costs (other than those referred to above) and the costs of
non-lease components are not included in the lease liability and are charged
to operating costs in underlying EBITDA as they are incurred.
The lease liability is measured at amortised cost using the effective interest
method. It is remeasured when there is a change to the forecast lease
payments. When the lease liability is remeasured, an adjustment is made to
the corresponding right-of-use asset.
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. Commodity contracts which do not meet the own use
criteria are accounted for as derivatives.
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.
Anglo American plc Integrated Annual Report 2020 229
Financial statements and other financial information
Notes to the financial statements
Other items
39. Accounting policies continued
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 within financing remeasurements.
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.
The Group has designated the embedded derivative component of the
royalty liability (see note 33) as a cash flow hedge of future revenue cash
flows from the Woodsmith project. At 31 December 2020 the derivative is held
at nil value and hence no accounting entries have been made. In future
periods, assuming the hedge remains effective, fair value derivative gains
and losses as a result of changing forecast price and production forecasts
will be recorded within other comprehensive income and recycled to
financing costs as the related revenue is recognised.
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.
Interest Rate Benchmark Reform: IFRS 9 Financial Instruments and IFRS 7
Financial Instruments: Disclosures
The Group uses interest rate derivatives to swap the majority of its Euro,
Sterling and US dollar bonds from fixed interest rates to EURIBOR, GBP LIBOR
and USD LIBOR respectively. Any non-USD interest rate derivatives are
swapped to USD LIBOR using cross currency interest rate swaps which are
not designated into hedges. The interest rate derivatives are designated into
fair value hedges.
EURIBOR and LIBOR are expected to be replaced by alternative risk-free
rates by the end of 2021 as part of inter-bank offer rate (IBOR) reform. Phase
2 IBOR amendments to IFRS 9 Financial Instruments, IAS 39 Hedge
Accounting, IFRS 7 Financial Instruments: Disclosures, IFRS 4 Insurance
Contracts and IFRS 16 Leases were published in August 2020 and are
effective from 1 January 2021.
The Group is continuing preparation for transition to incorporate alternative
risk-free rates where the current interest benchmarks used by the Group are
EURIBOR and LIBOR. The Group is monitoring the market and discussing the
potential changes with its counterparties in order to effectively transition to
alternative risk-free rates. The published amendments to IFRS 7 and IFRS 9
modify specific hedge accounting requirements and allow it to be assumed
that the interest rate benchmark is not altered as a result of the uncertainties
of IBOR reform when performing hedge effectiveness testing.
The Group will continue to apply the Phase 1 amendments to IFRS 9 until the
uncertainty arising from the interest rate benchmark reforms with respect to
the timing and the amount of the underlying cash flows that the Group is
exposed to ends. The Group is currently assessing alternative interest
rate derivative contracts and the reliance upon replacement rates
where relevant.
See note 21 for a list of the Group’s Euro, Sterling and US dollar bonds which
in turn reflects the nominal amount of the hedging instruments for those
bonds which have been hedged.
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 profit before tax 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.
230 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Notes to the financial statements
Other items
39. Accounting policies continued
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.
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.
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 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.
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.
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.
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, less any cumulative impairments.
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. Investments which have been previously impaired are
regularly reviewed for indicators of impairment reversal.
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
Share-based Payments 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 2020 231
Financial statements and other financial information
Financial statements of the parent Company
Balance sheet of the Company, Anglo American plc, as at 31 December 2020
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
Accruals
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
Retained earnings
Total shareholders’ funds
Note
2020
2019
1
31,651
30,876
301
6
307
(217)
—
(217)
90
31,741
31,741
749
4,358
138
1,955
24,541
31,741
1,296
81
1,377
(190)
(3)
(193)
1,184
32,060
32,060
753
4,358
134
1,955
24,860
32,060
2
2
2
2
2
The profit after tax for the year of the Company amounted to $535 million (2019: $3,422 million).
The financial statements of Anglo American plc, registered number 03564138, were approved by the Board of directors on 24 February 2021 and signed on its
behalf by:
Mark Cutifani
Chief Executive
Stephen Pearce
Finance Director
232 Anglo American plc Integrated Annual Report 2020
Financial statements and other financial information
Financial statements of the parent Company
1.
Investment in subsidiaries
US$ million
Cost
At 1 January
Capital contributions(1)
Additions
Disposals
At 31 December
Provisions for impairment
At 1 January
Charge for the year
Impairment on disposals
At 31 December
Net book value
2020
2019
30,893
130
645
(9)
30,792
103
—
(2)
31,659
30,893
(17)
—
9
(8)
(17)
(2)
2
(17)
31,651
30,876
(1) This amount represents the Group share-based payment charge and is net of $15 million (2019: $37 million) of intra-group recharges.
Further information about subsidiaries is provided in note 35 to the Consolidated financial statements.
2. Reconciliation of movements in equity shareholders’ funds
US$ million
At 1 January 2019
Profit for the financial year
Dividends(1)
Share buyback
Net purchase of treasury shares under employee share schemes
Shares cancelled during the year
Capital contribution to Group undertakings
Other
At 31 December 2019
Profit for the financial year
Dividends(1)
Share buyback
Net purchase of treasury shares under employee share schemes
Shares cancelled during the year
Capital contribution to Group undertakings
At 31 December 2020
Called-up
share capital
Share
premium
account
Capital
redemption
reserve
Other
reserves
Retained
earnings
Total
772
4,358
115
1,955
23,258
30,458
—
—
—
—
(19)
—
—
—
—
—
—
—
—
—
—
—
—
—
19
—
—
—
—
—
—
—
—
—
3,422
3,422
(980)
(777)
(192)
—
140
(11)
(980)
(777)
(192)
—
140
(11)
753
4,358
134
1,955
24,860
32,060
—
—
—
—
(4)
—
—
—
—
—
—
—
—
—
—
—
4
—
—
—
—
—
—
—
535
(673)
(223)
(103)
—
145
535
(673)
(223)
(103)
—
145
749
4,358
138
1,955
24,541
31,741
(1) 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 2020 of 72 US cents per share (see note 6 to the Consolidated financial statements).
Fees payable to PwC (2019: 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 2020 233
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).
The Company financial statements have been prepared in accordance with the requirements of the Companies Act 2006 and The Large and Medium-sized
Companies and Groups (Accounts and Reports) Regulations 2008 (SI 2008/410).
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.
The Company has taken advantage of the following disclosure exemptions under FRS 101:
– the requirements of paragraphs 45(b) and 46-52 of IFRS 2 Share-based Payments
– the requirements of IFRS 7 Financial Instruments: Disclosures
– the requirements of paragraphs 91-99 of IFRS 13 Fair Value Measurement
– the requirement in paragraph 38 of IAS 1 Presentation of Financial Statements to present comparative information in respect of paragraph 79(a)(iv) of IAS 1
– the requirements of paragraphs 10(d), 10(f), 16, 38A, 38B, 38C, 38D, 40A, 40B, 40C, 40D, 111 and 134-136 of IAS 1 Presentation of Financial Statements
– the requirements of IAS 7 Statement of Cash Flows
– the requirements of paragraphs 30 and 31 of IAS 8 Accounting Policies, Changes in Accounting Estimates and Errors
– the requirements of paragraph 17 and 18A of IAS 24 Related Party Disclosures
– the requirements in IAS 24 Related Party Disclosures to disclose related party transactions entered into between two or more members of a group, provided
that any subsidiary which is a party to the transaction is wholly owned by such a member.
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 Payments.
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.
Taxation
Current and deferred tax is recognised in the statement of comprehensive income of the Company, except that a charge attributable to an item of income
and expense recognised as other comprehensive income or to an item recognised directly in equity is also recognised in other comprehensive income or
directly in equity respectively.
The only income of the Company is dividend income from subsidiaries. This income is non-taxable and there is no tax charge for the year.
234 Anglo American plc Integrated Annual Report 2020
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 246.
Marketing activities are allocated to the underlying operation to which they relate.
US$ million (unless otherwise stated)
De Beers
Mining
Botswana
Namibia
South Africa
Canada
Trading
Other(6)
Copper
Los Bronces(10)
Collahuasi(11)
Quellaveco(12)
Other(13)
Platinum Group Metals
Mogalakwena
Amandelbult
Processing and trading(17)
Other(18)
Iron Ore(19)
Kumba Iron Ore(20)
Iron Ore Brazil (Minas-Rio)
Coal
Metallurgical Coal
Thermal Coal – South Africa
Thermal Coal – Colombia(27)
Nickel and Manganese
Nickel
Manganese (Samancor)(30)
Crop Nutrients
Woodsmith
Other(31)
Corporate and other
Exploration
Corporate activities and
unallocated costs
See page 236 for footnotes.
Group
revenue(1)
Underlying
EBITDA
Underlying
EBIT
Underlying
earnings
Capital
expenditure
2020
Unit cost
$/ct
57 (4)
3,378 (5)
417
—
(102)
Sales
volume
’000 cts
21,380 (2)
n/a
n/a
n/a
n/a
n/a
n/a
kt
Realised
price
$/ct
133 (3)
124 (3)
492 (3)
99 (3)
58 (3)
n/a
n/a
c/lb
648 (7)
299 (8)
n/a
n/a
n/a
n/a
35 (4)
272 (4)
53 (4)
36 (4)
n/a
n/a
c/lb
113 (9)
149 (9)
62 (9)
n/a
n/a
325
278
n/a
45
koz
2,869 (14)
839 (14)
501 (14)
953 (14)
576
Mt
63.6
39.8 (19)
23.8 (19)
Mt
n/a
16.9 (23)
16.6 (23)
4.5
n/a
43,000 t
3.6 Mt
n/a
n/a
n/a
n/a
n/a
n/a
n/a
$/PGM oz
$/PGM oz
2,035 (15)
2,065 (15)
2,228 (15)
n/a
2,083
$/t
112
115 (19)
107 (19)
$/t
n/a
109 (24)
57 (24)
46
713 (16)
530 (16)
1,031 (16)
n/a
757
$/t
27 (21)
31 (21)
21 (21)
$/t
n/a
86 (25)
38 (25)
39
n/a
n/a
563 c/lb
334 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
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
7,176
2,013
1,767
n/a
3,396
8,465
1,720
1,108
4,342
1,295
7,954
4,880
3,074
3,798
1,909
1,680
209
1,269
572
697
107
n/a
107
191
n/a
191
32,338
n/a
n/a
n/a
n/a
n/a
n/a
607
n/a
735
n/a
n/a
225
113
165
92
80
178
82
16
40
74
(258)
(390)
1,227
294
1,083
n/a
(150)
1,864
639
1,308
n/a
(83)
2,555
1,059
474
460
562
2,270
1,068
944
429
436
461
n/a
n/a
n/a
n/a
4,565
2,702 (22)
1,863 (22)
4,091
2,386 (22)
1,705 (22)
2,474
850 (22)
1,624 (22)
35
50 (26)
(15) (26)
—
510
206 (29)
304
1
n/a
7
(145)
(101)
(44)
9,802
(632)
(468) (26)
(81) (26)
(83)
324
79 (29)
245
1
n/a
7
(231)
(102)
(129)
7,050
(554)
(362) (26)
(112) (26)
(80)
199
77 (29)
122
(11)
n/a
7
(546)
(89)
(457)
3,135
381
66
77
147
31
3
57
1,443
272
313
788
70
571
273
56
—
242
517
354
163
867
683
184
—
33
33
—
292
292
—
21
—
21
4,125
Anglo American plc Integrated Annual Report 2020 235
Financial statements and other financial information
Summary by operation
Sales
volume
’000 cts
29,186 (2)
Realised
price
$/ct
137 (3)
Group
revenue(1)
Underlying
EBITDA
Underlying
EBIT
Underlying
earnings
Capital
expenditure
2019
Unit
cost
$/ct
63 (4)
4,605 (5)
558
US$ million (unless otherwise stated)
De Beers
Mining
Botswana
Namibia
South Africa
Canada
Trading
Other(6)
Copper
Los Bronces(10)
Collahuasi(11)
Quellaveco(12)
Other(13)
Platinum Group Metals
Mogalakwena
Amandelbult
Processing and trading(17)
Other(18)
Iron Ore(19)
Kumba Iron Ore(20)
Iron Ore Brazil (Minas-Rio)
Coal
Metallurgical Coal
Thermal Coal – South Africa
Thermal Coal – Colombia(27)
Nickel and Manganese
Nickel
Manganese (Samancor)(30)
Corporate and other
Exploration
Corporate activities and
unallocated costs
n/a
n/a
n/a
n/a
n/a
n/a
kt
644 (7)
336
254
n/a
54
koz
4,634 (14)
1,222 (14)
866 (14)
1,631 (14)
915
Mt
64.9
42.0 (19)
22.9 (19)
Mt
n/a
22.4 (23)
18.1 (23)
8.8
139 (3)
534 (3)
108 (3)
119 (3)
n/a
n/a
c/lb
273 (8)
n/a
n/a
n/a
n/a
$/PGM oz
29 (4)
303 (4)
73 (4)
44 (4)
n/a
n/a
c/lb
126 (9)
135 (9)
100 (9)
n/a
n/a
$/PGM oz
1,347 (15)
1,459 (15)
1,387 (15)
n/a
1,336
$/t
91
97 (19)
79 (19)
$/t
n/a
165 (24)
61 (24)
56
703 (16)
566 (16)
876 (16)
n/a
731
$/t
29 (21)
33 (21)
21 (21)
$/t
n/a
63 (25)
45 (25)
33
n/a
41,700 t
3.7 Mt
n/a
624 c/lb
n/a
n/a
380 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
(1) Group revenue is shown after deduction of treatment and refining charges (TC/RCs).
(2) Total sales volumes on a 100% basis were 22.7 million carats (2019: 30.9 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.
(3) Pricing for the mining business units is based on 100% selling value post-aggregation of
goods. Realised price includes the price impact of the sale of non-equity product and,
as a result, is not directly comparable to the unit cost.
(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 $2.8 billion (2019: $4.0 billion).
(5)
(6) Other includes Element Six, downstream, acquisition accounting adjustments
and corporate.
(7) Excludes 453 kt third-party sales (2019: 349 kt).
(8) Price represents realised price.
(9) C1 unit cost includes by-product credits.
(10) Figures on a 100% basis (Group’s share: 50.1%).
(11) 44% share of Collahuasi sales and financials.
(12) Figures on a 100% basis (Group’s share: 60%), except capex which represents the
Group’s share after deducting direct funding from non-controlling interests. 2020
capex on a 100% basis was $1,314 million, of which the Group’s 60% share is $788 million.
2019 capex on a 100% basis was $1,338 million, of which $515 million was funded by cash
from the Mitsubishi syndication transaction in 2018. Of the remaining $823 million, the
Group and Mitsubishi funded their respective 60% and 40% shares via shareholder
loans.
(13) Other operations includes El Soldado and Chagres (figures on a 100% basis, Group’s
share: 50.1%), third-party sales and purchases, projects and corporate costs.
(14) Sales volumes exclude the sale of refined metal purchased from third parties and toll
material. PGMs include 5E metals and gold.
(15) Average US$ realised basket price. Excludes the impact of the sale of refined metal
purchased from third parties.
(16) Total cash operating costs (includes on-mine, smelting and refining costs only) per own
mined PGM ounce of production.
(17) Purchase of concentrate from joint operations, associates and third parties for
processing into refined metals, tolling and trading activities.
(18) Includes Unki, Mototolo and PGMs’ share of joint operations.
236 Anglo American plc Integrated Annual Report 2020
n/a
n/a
n/a
n/a
n/a
n/a
5,840
1,872
1,414
n/a
2,554
6,866
1,789
1,206
2,669
1,202
6,758
4,445
2,313
6,137
3,756
1,887
494
1,498
572
926
121
n/a
121
385
121
57
138
133
(276)
1,618
745
916
n/a
(43)
2,000
995
355
321
329
3,407
2,243 (22)
1,164 (22)
1,832
1,707 (26)
(5) (26)
130
634
191 (29)
443
(43)
(126)
83
168
325
86
28
66
126
(463)
960
378
691
n/a
(109)
1,672
863
298
295
216
2,952
1,918 (22)
1,034 (22)
1,010
1,079 (26)
(94) (26)
25
477
89 (29)
388
(229)
(128)
(101)
45
n/a
n/a
n/a
n/a
n/a
n/a
509
n/a
486
n/a
n/a
872
n/a
n/a
n/a
n/a
1,635
663 (22)
972 (22)
662
734 (26)
(81) (26)
9
301
99 (29)
202
(556)
(115)
(441)
567
88
55
275
31
4
114
1,078
239
275
494
70
569
264
84
—
221
594
389
205
934
670
264
—
42
42
—
56
1
55
31,825
10,006
7,010
3,468
3,840
(19) Minas-Rio sales volumes are reported as wet metric tonnes. Product is shipped with
c.9% moisture. Total iron ore is the sum of Kumba (dry basis) and Minas-Rio (wet basis).
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).
Prices for total iron ore are a blended average.
(20) Sales volumes and realised price differ to Kumba’s stand-alone reported results due to
sales to other Group companies.
(21) Unit costs for Kumba Iron Ore are on an FOB (dry) basis. Unit costs for Minas-Rio are
on an FOB (wet) basis. Unit costs for total iron ore are a blended average.
(22) Kumba Iron Ore segment includes $80 million projects and corporate costs
(2019: $66 million). Iron Ore Brazil segment includes $63 million projects and corporate
costs (2019: $55 million).
(23) 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 12.4 Mt (2019: 9.8 Mt) and non-equity traded sales of 9.4 Mt
(2019: 10.9 Mt). Metallurgical Coal sales volumes exclude thermal coal sales of 2.3 Mt
(2019: 1.8 Mt).
(24) Metallurgical Coal realised price is the weighted average hard coking coal and PCI
sales price achieved at managed operations. Thermal Coal – South Africa realised
price is the weighted average export thermal coal price achieved. Excludes third-party
sales from locations other than Richards Bay.
(25) FOB cost per saleable tonne, excluding royalties and study costs. Thermal Coal –
South Africa unit cost is for the trade operations.
(26) Metallurgical Coal segment includes $74 million projects and corporate costs (2019:
$69 million). Thermal Coal – South Africa segment includes $42 million projects and
corporate costs (2019: $59 million).
(27) Represents the Group’s attributable share from its 33.3% interest in Cerrejón.
(28) C1 unit cost.
(29) Nickel segment includes $14 million projects and corporate costs (2019: $12 million).
(30) Sales and financials include ore and alloy.
(31) Other comprises a 30% interest in Cibra, a fertiliser distributor based in Brazil.
Financial statements and other financial information
Key financial data
This section includes certain Alternative Performance Measures (APMs). For more information on the APMs used by the Group, including definitions, please refer
to page 246.
US$ million (unless otherwise stated)
2020
2019
2018
2017
2016
2015
2014
2013
2012
restated(1)
2011
Income statement measures
Group revenue
Underlying EBIT
Underlying EBITDA
Revenue
Net finance costs (before special items
and remeasurements)
Profit/(loss) before tax
32,338
31,825
30,196
28,650
23,142
23,003
30,988
33,063
32,785
36,548
7,050
7,010
6,377
6,247
3,766
2,223
4,933
6,620
6,253
11,095
9,802
10,006
9,161
8,823
6,075
4,854
7,832
9,520
8,860
13,348
30,902
29,870
27,610
26,243
21,378
20,455
27,073
29,342
28,680
30,580
(775)
(420)
(380)
(473)
(209)
(458)
(256)
(276)
(299)
(20)
5,464
6,146
6,189
5,505
2,624
(5,454)
(259)
1,700
(171)
10,782
Profit/(loss) for the financial year
3,328
4,582
4,373
4,059
1,926
(5,842)
(1,524)
426
(564)
7,922
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
(1,239)
(1,035)
(824)
(893)
(332)
218
(989)
(1,387)
(906)
(1,753)
2,089
3,547
3,549
3,166
1,594
(5,624)
(2,513)
(961)
(1,470)
6,169
3,135
3,468
3,237
3,272
2,210
827
2,217
2,673
2,860
6,120
37,970
35,576
32,269
32,813
31,904
32,842
43,782
46,551
49,757
41,667
32,766
31,385
29,832
28,882
24,325
21,342
32,177
37,364
43,738
43,189
(6,942)
(6,590)
(6,234)
(5,910)
(5,309)
(4,773)
(5,760)
(5,693)
(6,127)
(4,097)
25,824
24,795
23,598
22,972
19,016
16,569
26,417
31,671
37,611
39,092
Cash flows from operations
7,998
9,260
7,782
8,375
5,838
4,240
6,949
7,729
7,370
11,498
Capital expenditure
Net debt
Metrics and ratios
(4,125)
(3,840)
(2,818)
(2,150)
(2,387)
(4,177)
(6,018)
(6,075)
(5,947)
(5,672)
(5,575)
(4,626)
(2,848)
(4,501)
(8,487)
(12,901)
(12,871)
(10,652)
(8,510)
(1,374)
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)
2.53
1.69
100
2.5
2.75
2.81
109
2.55
2.80
100
2.57
2.48
102
2.5
2.6
2.5
1.72
1.24
—
—
0.64
(4.36)
32
1.73
(1.96)
85
2.09
(0.75)
85
2.28
(1.17)
85
5.06
5.10
74
2.0
2.0
2.5
2.7
6.8
21.8%
22.0%
21.1%
21.8%
16.3%
9.7%
15.9%
20.0%
19.1%
30.4%
11.2
18.0
19.9
16.5
16.7
10.1
30.1
35.8
36.8
n/a
31.2%
30.8%
31.3%
29.7%
24.6%
31.0%
29.8%
32.0%
29.0%
28.3%
15%
13%
9%
13%
26%
38%
29%
22%
16%
3%
(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 2020 237
Financial statements and other financial information
Exchange rates and commodity prices
2020
2019
14.69
14.03
5.19
0.73
1.30
0.81
712
10.80
3.62
4.02
0.76
1.43
0.89
752
10.60
3.32
16.46
14.45
5.16
0.78
1.45
0.88
792
11.42
3.50
3.95
0.78
1.44
0.89
703
10.77
3.34
2020
2019
351
1,075
2,370
17,000
159
177
103
92
91
84
60
750
4.27
280
885
2,197
11,220
109
120
124
78
65
60
48
625
4.67
279
971
1,920
6,050
92
106
140
87
87
66
47
635
4.20
272
864
1,539
3,914
93
104
177
110
72
78
54
632
5.58
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
US$ exchange rates
Year end spot rates
South African rand
Brazilian real
Sterling
Australian dollar
Euro
Chilean peso
Botswana pula
Peruvian sol
Average rates for the year
South African rand
Brazilian real
Sterling
Australian dollar
Euro
Chilean peso
Botswana pula
Peruvian sol
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: Johnson Matthey/Comdaq.
(4) Source: Platts.
(5) Source: Metal Bulletin.
(6) Source: Argus/McCloskey.
(7) Source: globalCOAL.
238 Anglo American plc Integrated Annual Report 2020
Ore Reserves and Mineral Resources
Ore Reserves and Mineral Resources
as at 31 December 2020
The Ore Reserve and Mineral Resource estimates presented
in this report were prepared in accordance with the
Anglo American plc Group Ore Reserves and Mineral
Resources Reporting Policy. This policy stipulates 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 Metallurgy
and Petroleum) 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 Reserves and Mineral Resources
Report 2020.
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 in the
Ore Reserves and Mineral Resources Report 2020.
Both 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
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 most influenced by new
information pertaining to the understanding of the deposit and secondly by
the conversion to Ore Reserves. Unless stated otherwise, Mineral Resources
are additional to (i.e. exclusive of) those resources converted to Ore Reserves
and are reported on a dry tonnes basis.
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 grade estimates and understanding of
grade variability, as well as various other factors (in particular density) that
may influence the confidence that can be assigned to the Mineral Resource.
Most business units have developed commodity-specific scorecard-based
approaches to the classification of their Mineral Resources.
The appropriate Mineral Resource classification is determined by the
appointed Competent (or Qualified) Persons. The choice of category of
Mineral Resource depends upon the quantity, distribution and quality of
geoscientific information available and the level of confidence in these data.
The estimates of Ore Reserves and Mineral Resources are stated as at
31 December 2020. The figures in the tables have been rounded, and if
used to derive totals and averages, minor differences may result.
The Ore Reserves and Mineral Resources Report 2020 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 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 not
reported. Operations or projects which were disposed of during 2020 and
hence not reported are: Elizabeth Bay and Douglas Bay (Diamonds).
In South Africa, the Minerals and Petroleum Resources Development Act,
Number 28 of 2002 (MPRDA) that 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 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 2020 which is available in
the Annual Reporting Centre on the Anglo American website.
Anglo American plc Integrated Annual Report 2020 239
Ore Reserves and Mineral Resources
Estimated Ore Reserves(1)
as at 31 December 2020
Detailed Proved and Probable estimates appear on the referenced pages in the Ore Reserves and Mineral Resources Report 2020.
DIAMOND(3) OPERATIONS – DBCi
(See page 10 in R&R Report for details)
Gahcho Kué
Kimberlite
DIAMOND(3) OPERATIONS – DBCM
(See page 11 in R&R Report for details)
Venetia (OP)
Venetia (UG)
Kimberlite
Kimberlite
DIAMOND(3) OPERATIONS – Debswana
(See pages 12 & 13 in R&R Report for details)
Damtshaa
Jwaneng
Letlhakane
Orapa
Kimberlite
Kimberlite
TMR
Kimberlite
DIAMOND(3) OPERATIONS – Namdeb
(See page 14 in R&R Report for details)
Mining Area 1
Orange River
Beaches
Fluvial Placers
Ownership
%
Mining
Method
43.4
OP
Ownership
%
Mining
Method
62.9
OP
UG
Total Proved and Probable
LOM(2)
(years)
10
LOM(2)
(years)
25
Saleable Carats
(Mct)
Treated Tonnes
(Mt)
45.3
29.2
Saleable Carats
(Mct)
Treated Tonnes
(Mt)
8.9
71.5
8.1
91.7
Ownership
%
Mining
Method
LOM(2)
(years)
Saleable Carats
(Mct)
Treated Tonnes
(Mt)
42.5
42.5
42.5
42.5
OP
OP
n/a
OP
1
16
24
16
0.1
146.3
6.3
144.2
0.2
116.4
27.3
110.6
Ownership
%
Mining
Method
LOM(2)
(years)
Saleable Carats
(kct)
Treated Tonnes
(kt)
42.5
42.5
OC
OC
2
2
48
55
Saleable Carats
(kct)
1,037
5,516
Area
k (m2)
Atlantic 1
Marine Placers
42.5
MM
34
6,697
112,100
COPPER OPERATIONS
(See page 16 in R&R Report for details)
Collahuasi
Sulphide (direct feed)
El Soldado
Los Bronces
Low Grade Sulphide (incl. stockpile)
Sulphide
Sulphide – Flotation
Sulphide – Dump Leach
PLATINUM(4) OPERATIONS
(See pages 20 & 21 in R&R Report for details)
Amandelbult Complex MR & UG2 Reefs
Mogalakwena
Platreef (incl. stockpiles)
Mototolo Complex
UG2 Reef
Unki
Main Sulphide Zone
Non-Managed
MR & UG2 Reefs
KUMBA IRON ORE OPERATIONS
(See page 25 in R&R Report for details)
Kolomela
Sishen
Hematite (incl. ROM stockpile)
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
Ownership
%
Mining
Method
Reserve Life(2)
(years)
44.0
50.1
50.1
OP
OP
OP
68
7
37
Contained
Copper (kt)
26,588
6,988
400
7,334
1,403
Ownership
%
Mining
Method
Reserve Life(2)
(years)
Contained Metal
(4E Moz)
78.9
78.9
78.9
78.9
45.5
UG
OP
UG
UG
UG
>20
>20
16
20
n/a
16.0
117.2
2.9
5.4
8.1
Ownership
%
Mining
Method
Reserve Life(2)
(years)
53.2
53.2
OP
OP
12
15
Ownership
%
Mining
Method
Reserve Life(2)
(years)
100
OP
55
ROM Tonnes
(Mt)
2,721.7
1,454.3
52.2
1,324.4
505.0
ROM Tonnes
(Mt)
110.8
1,267.9
25.7
51.0
69.0
Saleable Product
(Mt)
150
430
Saleable Product(5)
(Mt)
612
867
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).
Values reported as 0.0 represent estimates 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 = Kroondal, Modikwa mines and Siphumelele 3 shaft.
Recovered
Grade
(cpht)
155.3
Recovered
Grade
(cpht)
109.8
78.0
Recovered
Grade
(cpht)
22.6
125.7
23.1
130.3
Recovered
Grade
(cpht)
4.63
1.00
Recovered
Grade
(cpm2)
0.06
Grade
(%TCu)
0.98
0.48
0.77
0.55
0.28
Grade
(4E g/t)
4.49
2.88
3.47
3.30
3.64
Grade
(%Fe)
64.5
64.7
Grade(5)
(%Fe)
67.1
67.1
240 Anglo American plc Integrated Annual Report 2020
Ore Reserves and Mineral Resources
Estimated Ore Reserves continued
COAL OPERATIONS – Australia
(See page 28 in R&R Report for details)
Capcoal (OC)*
Capcoal (UG)*
Dawson
Grosvenor
Moranbah North
Metallurgical – Coking
Metallurgical – Other
Thermal – Export
Metallurgical – Coking
Metallurgical – Coking
Thermal – Export
Metallurgical – Coking
Metallurgical – Coking
COAL OPERATIONS – Colombia
(See page 28 in R&R Report for details)
Cerrejón
Thermal – Export
COAL OPERATIONS – South Africa
(See pages 29 & 32 in R&R Report for details)
Goedehoop
Goedehoop – MRD
Greenside
Greenside – MRD
Isibonelo
Landau+
Mafube
Rietvlei
Zibulo
Thermal – Export
Thermal – Domestic
Thermal – Export
Thermal – Export
Synfuel
Thermal – Export
Thermal – Export
Thermal – Domestic
Thermal – Export
Thermal – Domestic
NICKEL OPERATIONS
(See page 35 in R&R Report for details)
Barro Alto
Niquelândia
Saprolite
Saprolite
SAMANCOR MANGANESE OPERATIONS
(See page 37 in R&R Report for details)
GEMCO(7)
ROM
Sands
Mamatwan
Wessels
Ownership
%
Mining
Method
Reserve Life(2)
(years)
78.6
OC
18
70.0
51.0
88.0
88.0
UG
OC
UG
UG
1
17
17
19
Ownership
%
Mining
Method
Reserve Life(2)
(years)
33.3
OC
13
Ownership
%
Mining
Method
Reserve Life(2)
(years)
100
UG
n/a
100
UG
n/a
OC
OC
OC
OC
UG&OC
100
100
50.0
34.0
73.0
5
3
6
3
6
8
11
3
9
Total Proved and Probable
Saleable Tonnes(6)
(Mt)
32.2
46.5
9.1
6.1
73.8
63.6
78.8
139.1
Saleable Quality
5.5 CSN
6,850 kcal/kg
5,990 kcal/kg
8.5 CSN
7.0 CSN
6,680 kcal/kg
8.5 CSN
7.5 CSN
Saleable Tonnes(6)
(Mt)
Saleable Quality
345.8
6,210 kcal/kg
Saleable Tonnes(6)
(Mt)
11.5
6.0
18.1
3.0
27.1
17.4
35.9
4.6
27.9
19.3
Saleable Quality
6,310 kcal/kg
3,020 kcal/kg
5,920 kcal/kg
4,680 kcal/kg
4,670 kcal/kg
5,990 kcal/kg
5,400 kcal/kg
5,020 kcal/kg
6,500 kcal/kg
5,310 kcal/kg
Ownership
%
Mining
Method
Reserve Life(2)
(years)
Contained
Nickel (kt)
ROM tonnes
(Mt)
100
100
OP
OP
20
17
702
74
Ownership
%
Mining
Method
Reserve Life(2)
(years)
40.0
29.6
29.6
OP
OP
UG
5
15
45
54.7
5.6
Tonnes
(Mt)
47
5.2
48
61
Grade
(%Ni)
1.28
1.32
Grade
(%Mn)
43.4
40.0
36.7
41.2
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 open cast 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 stated
otherwise). Please refer to the detailed Ore Reserve estimates tables in the Anglo American plc Ore Reserves and Mineral Resources 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), unless stated otherwise. 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 1.00 mm and 3.00 mm (nominal square mesh). Specific BCOs applied to derive
estimates are included in the detailed Diamond Reserve tables in the Anglo American plc Ore Reserves and Mineral Resources Report.
(4) Details of the individual Anglo American Platinum Limited Managed and Non-Managed operations appear in the Anglo American plc Ore Reserves and Mineral Resources Report.
Ownership percentage for Non-Managed operations is weighted by Contained Metal (4E Moz) contributions from each operation.
Iron Ore Brazil Saleable Product tonnes are reported on a wet basis (average moisture content is 9.5 wt% of the wet mass) with grade stated on a dry basis.
(5)
(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 pulverised 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 in power generation. Synfuel: Coal specifically for
the domestic production of synthetic fuel and chemicals.
(7) GEMCO Ore Reserve manganese grades are reported as expected product and should be read together with their respective mass yields, ROM: 61%, Sands: 22%.
Anglo American plc Integrated Annual Report 2020 241
Ore Reserves and Mineral Resources
Estimated Mineral Resources(1)
as at 31 December 2020
Detailed Measured, Indicated and Inferred estimates appear on the referenced pages in the Ore Reserves and Mineral Resources Report 2020.
Total Measured and Indicated
Total Inferred(2)
DIAMOND(3) OPERATIONS – DBCi
(See page 10 in R&R Report for details)
Gahcho Kué
Kimberlite
DIAMOND(3) OPERATIONS – DBCM
(See page 11 in R&R Report for details)
Venetia (OP)
Venetia (UG)
Voorspoed
Kimberlite
Kimberlite
Kimberlite
Ownership
%
Mining
Method
43.4
OP
Ownership
%
Mining
Method
62.9
OP
UG
62.9
OP
Carats
(Mct)
Tonnes
(Mt)
—
—
0.5
—
—
1.9
DIAMOND(3) OPERATIONS – Debswana
(See pages 12 & 13 in R&R Report for details)
Ownership
%
Mining
Method
Carats
(Mct)
Tonnes
(Mt)
Carats
(Mct)
2.4
Tonnes
(Mt)
Grade
(cpht)
1.9
127.1
Carats
(Mct)
19.4
Tonnes
(Mt)
Grade
(cpht)
13.7
142.4
Grade
(cpht)
—
—
26.9
Grade
(cpht)
21.6
82.1
—
Carats
(Mct)
Tonnes
(Mt)
Grade
(cpht)
1.3
59.6
3.5
5.4
24.4
69.9
85.3
18.5
19.0
Carats
(Mct)
Tonnes
(Mt)
Grade
(cpht)
4.9
69.5
21.6
14.8
66.4
20.1
24.5
83.5
83.2
27.7
78.0
55.5
26.7
78.0
85.2
Carats
(kct)
Tonnes
(kt)
Grade
(cpht)
3,112
193,585
1.61
220
65,537
0.34
Carats
(kct)
Area
k (m2)
Grade
(cpm2)
67,633
972,728
0.07
1,031
11,334
0.09
42.5
42.5
42.5
42.5
OP
OP
n/a
n/a
OP
Ownership
%
Mining
Method
42.5
42.5
42.5
42.5
OC
OC
MM
MM
5.5
57.8
—
1.2
25.4
70.4
—
0.0
5,413.6
286.5
284.8
100.6
Carats
(kct)
Tonnes
(kt)
347
37,593
117
27,120
Carats
(kct)
Area
k (m2)
12,295
170,181
1,192
7,396
Grade
(cpht)
0.92
0.43
Grade
(cpm2)
0.07
0.16
Damtshaa
Jwaneng
Letlhakane
Orapa
Kimberlite
Kimberlite
TMR & ORT
TMR & ORT
Kimberlite
DIAMOND(3) OPERATIONS – Namdeb
(See page 14 in R&R Report for details)
Mining Area 1
Orange River
Beaches
Fluvial Placers
Atlantic 1
Midwater
Marine Placers
Marine
COPPER OPERATIONS
(See page 17 in R&R Report for details)
Ownership
%
Mining
Method
Contained
Copper (kt)
Tonnes
(Mt)
Grade
(%TCu)
Contained
Copper (kt)
Tonnes
(Mt)
Grade
(%TCu)
Collahuasi
El Soldado
Los Bronces
Oxide and Mixed
Sulphide (direct feed)
44.0
OP
Low Grade Sulphide (in situ & stockpile)
Sulphide
Sulphide – Flotation
Sulphide – Dump Leach
50.1
50.1
OP
OP
479
8,879
1,858
795
68.6
964.9
395.6
140.7
11,130
2,494.7
—
—
0.70
0.92
0.47
0.56
0.45
—
289
49.8
0.58
26,839
3,012.1
0.89
8,483
1,835.7
0.46
26
6.7
0.39
4,795
1,074.6
0.45
9
3.7
0.24
Ownership
%
Mining
Method
Contained Metal
(4E Moz)
PLATINUM(4) OPERATIONS
(See pages 22 & 24 in R&R Report for details)
Amandelbult Complex
MR & UG2 Reefs & Tailings
Mogalakwena
Platreef (incl. stockpiles)
Mototolo Complex
MR & UG2 Reefs
Twickenham
MR & UG2 Reefs
Unki
Main Sulphide Zone
Non-Managed
MR & UG2 Reefs
78.9
78.9
78.9
78.9
78.9
39.0
UG
OP
UG
UG
UG
UG
KUMBA IRON ORE OPERATIONS
(See page 25 in R&R Report for details)
Ownership
%
Mining
Method
Kolomela
Sishen
Hematite (in situ & stockpile)
Hematite (in situ & stockpile)
53.2
53.2
OP
OP
IRON ORE BRAZIL OPERATIONS
(See page 27 in R&R Report for details)
Ownership
%
Mining
Method
Serra do Sapo
Friable Itabirite and Hematite
100
OP
Itabirite
Tonnes
(Mt)
347.3
54.5
120.3
1,639.9
46.0
60.7
16.3
120.7
344.0
335.7
118.4
687.9
Tonnes
(Mt)
113.2
530.8
Tonnes(5)
(Mt)
239.1
1,415.0
Grade
(4E g/t)
Contained Metal
(4E Moz)
Tonnes
(Mt)
Grade
(4E g/t)
4.88
2.28
4.16
5.62
4.28
5.45
Grade
(%Fe)
62.6
53.7
Grade(5)
(%Fe)
32.9
30.9
23.1
33.7
26.8
56.0
5.0
99.6
114.7
6.25
595.7
1.76
198.2
4.21
313.9
5.55
38.6
4.07
602.1
5.14
Tonnes
(Mt)
Grade
(%Fe)
30.1
63.9
30.7
51.5
Tonnes(5)
(Mt)
Grade(5)
(%Fe)
67.6
36.8
452.4
30.8
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).
Values reported as 0.0 represent estimates 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 = Bokoni, Kroondal, Marikana, Modikwa mines and Siphumelele 3 shaft.
242 Anglo American plc Integrated Annual Report 2020
Ore Reserves and Mineral Resources
Estimated Mineral Resources continued
Total Measured and Indicated
Total Inferred(2)
COAL OPERATIONS – Australia
(See page 30 in R&R Report for details)
Ownership
%
Mining
Method
MTIS(6)
(Mt)
Coal Quality
(kcal/kg)
MTIS(6)
(Mt)
Coal Quality
(kcal/kg)
Capcoal (OC)*
Capcoal (UG)*
Dawson
Grosvenor
Moranbah North
78.6
70.0
51.0
88.0
88.0
OC
UG
OC
UG
UG
COAL OPERATIONS – Colombia
(See page 30 in R&R Report for details)
Cerrejón
Ownership
%
33.3
Mining
Method
OC
144.8
81.1
757.1
248.4
138.5
6,940
6,810
6,710
6,470
6,680
MTIS(6)
(Mt)
Coal Quality
(kcal/kg)
4,150.3
6,560
COAL OPERATIONS – South Africa
(See pages 31 & 32 in R&R Report for details)
Ownership
%
Goedehoop
Greenside
Greenside – MRD
Isibonelo
Kleinkopje+
Kleinkopje – MRD+
Landau+
Mafube
Rietvlei
Zibulo
100
100
100
100
100
50.0
34.0
73.0
Mining
Method
UG&OC
UG
n/a
OC
OC
n/a
OC
OC
OC
UG
MTIS(6)
(Mt)
218.0
10.9
3.1
7.2
33.8
5.9
11.4
63.6
30.6
405.4
NICKEL OPERATIONS
(See page 35 in R&R Report for details)
Barro Alto
Saprolite
Ferruginous Laterite
Niquelândia
Saprolite
Ferruginous Laterite
SAMANCOR MANGANESE OPERATIONS
(See page 37 in R&R Report for details)
GEMCO(7)(8)
ROM
Sands
Mamatwan(7)
Wessels(7)
Ownership
%
Mining
Method
Contained
Nickel (kt)
Tonnes
(Mt)
100
100
OP
OP
Ownership
%
Mining
Method
40.0
29.6
29.6
OP
OP
UG
112
89
51
—
9.4
7.0
4.1
—
Tonnes
(Mt)
118
6.7
77
119
Coal Quality
(kcal/kg)
5,230
5,640
3,860
4,850
6,020
3,790
5,200
5,020
5,070
4,920
Grade
(%Ni)
1.19
1.26
1.24
—
Grade
(%Mn)
43.7
20.8
34.9
41.8
175.7
5.6
455.8
68.1
60.2
6,810
6,550
6,760
6,320
6,530
MTIS(6)
(Mt)
Coal Quality
(kcal/kg)
601.7
6,360
MTIS(6)
(Mt)
Coal Quality
(kcal/kg)
2.9
4.5
—
—
0.5
—
5.6
2.6
—
154.4
Contained
Nickel (kt)
Tonnes
(Mt)
99
49
—
35
7.9
4.2
—
3.2
Tonnes
(Mt)
15
2.3
0.5
23
5,820
5,550
—
—
6,190
—
5,120
5,180
—
4,750
Grade
(%Ni)
1.25
1.18
—
1.10
Grade
(%Mn)
40.9
20.0
37.4
41.0
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 open cast 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 stated otherwise. Please refer to the
detailed Mineral Resource estimates tables in the Anglo American plc Ore Reserves and Mineral Resources Report for the individual 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), unless stated otherwise. 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 attached to Inferred
Mineral Resources, it cannot be assumed that all or part of an Inferred Mineral Resource will necessarily be upgraded to an Indicated or Measured Mineral 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 1.00 mm and 3.00 mm (nominal square mesh). Specific BCO’s applied to derive estimates are included in the detailed
Diamond Resource tables in the Anglo American plc Ore Reserves and Mineral Resources Report.
(4) Details of the individual Anglo American Platinum Limited Managed and Non-Managed operations appear in the Anglo American plc Ore Reserves and Mineral Resources 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.
Iron Ore Brazil Mineral Resource tonnes and grade are reported on a dry basis.
(5)
(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
recovery expressed as yield, ROM: 48%. GEMCO Sands Mineral Resource tonnes and manganese grades are as in situ.
Anglo American plc Integrated Annual Report 2020 243
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 air
ways disease, occupational tuberculosis, occupational asthma, hand/arm
vibration syndrome, musculoskeletal disorders, occupational dermatitis,
occupational cancers, sensitisation to platinum or rhodium salts, malaria,
venus thromboembolism, work-related mental disorders 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, and third-party water, and is measured in million m3.
244 Anglo American plc Integrated Annual Report 2020
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
contributions can take the form of cash donations, contributions in kind and
employees’ working hours spent on charity and volunteering projects during
work hours. 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. 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 charitable and philanthropic gifts and
contributions that tend to be ad hoc and one-off’s.
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 dependents, 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 can 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 supported through enterprise development initiatives
Anglo American supports jobs through training, mentoring and capacity
development. The number of jobs supported includes existing jobs (in
activities supported by the intervention) and newly created jobs through the
programmes. Jobs supported are measured as full time equivalent jobs.
Businesses supported through enterprise development initiatives
Anglo American supports a range of entrepreneurs, micro, small and medium
enterprises, including farm households for agricultural development
programmes, participating in the programme in our countries of operations
through mentoring, technical assistance and funding, depending on the
specific programme. The programmes are implemented by our strategic
partner TechnoServe, in collaboration with other local partners. The
programmes are engaged in ongoing monitoring and data is reported at the
end of the reporting period.
Local procurement measurement
Launched in 2010, our Local Procurement Policy provides a framework for
supporting development outcomes through targeted procurement initiatives.
This policy is further strengthened by region specific policies, especially as it
relates to Host Community Procurement. Local and Host Community
procurement strategies articulate the value to Anglo American and local
Host communities.
The measurement of local host community procurement varies between
operations, and is informed by a combination of development outcomes and
legal requirements. Local procurement (which is defined as in-county
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, as defined per region.
– Indigenous communities: includes First Nation-owned companies (De Beers
Canada), Aboriginal owned supplier businesses (Australia).
– Previously disadvantaged and marginalised groups: includes targeted
preferential procurement expenditure from identified beneficiary groups
e.g. Black owned businesses (South Africa).
In most instances, our local procurement initiatives also take into account
communities that may be affected by our operations – specifically referred
to as Host Community Procurement, and aimed at ensuring maximum impact
on host communities in the direct vicinity of our operations. To improve
accuracy and provide a clear and focused approach to our reporting, and to
ensure maximum positive impact on our host community and local suppliers,
we started to redefine how we measure our support for local and host
community suppliers during 2019. In 2020 it was further rolled out and we will
continue to expand its reach until all regions have been included. We will also
continue to harmonise our data across the regions.
(1) Data relates to subsidiaries and joint operations over which Anglo American has
management control. In 2020, 2019 and 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 Anglo American plc Sustainability
Report 2020 for the full list of entities within the reporting scope.
Anglo American plc Integrated Annual Report 2020 245
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 2019 with the
exception of the new accounting pronouncements disclosed in note 39.
– 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 macro-economic 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, such as attributable free cash flow prior to
growth capital expenditure. The measures are also used in discussions with
the investment analyst community and credit rating agencies.
Financial APMs
Group APM
Closest equivalent
IFRS measure
Income statement
Adjustments to reconcile to primary statements
Rationale for adjustments
Group revenue
Revenue
– Revenue from associates and joint ventures
Underlying EBIT
Profit/(loss) before net
finance income/(costs)
and tax
– Operating and non-operating special items
and remeasurements
– Underlying EBIT from associates and joint ventures
Underlying
EBITDA
Profit/(loss) before net
finance income/(costs)
and tax
– Operating and non-operating special items
and remeasurements
– Depreciation and amortisation
– Underlying EBITDA from associates and joint ventures
– Special items and remeasurements
Underlying
earnings
Profit/(loss) for the
financial year
attributable to equity
shareholders of the
Company
– Exclude the effect of different basis of
consolidation to aid comparability
– Exclude the impact of certain items due to
their size and nature to aid comparability
– Exclude the effect of different basis of
consolidation to aid comparability
– Exclude the impact of certain items due to
their size and nature to aid comparability
– Exclude the effect of different basis of
consolidation to aid comparability
– Exclude the impact of certain items due to
their size and nature to aid comparability
Underlying
effective tax
rate
Basic underlying
earnings
per share
Income tax expense
– Tax related to special items and remeasurements
– The Group’s share of associates’ and joint ventures’ profit
– Exclude the impact of certain items due to
their size and nature to aid comparability
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
246 Anglo American plc Integrated Annual Report 2020
Other information
Alternative performance measures
Group APM
Mining EBITDA
margin
Closest equivalent
IFRS measure
Operating profit
margin, defined by
IFRS
Balance sheet
Net debt
Borrowings less cash
and related hedges
Adjustments to reconcile to primary statements
Rationale for adjustments
– Revenue from associates and joint ventures
– Operating and non-operating special items
and remeasurements
– Underlying EBIT from associates and joint ventures
– Adjustment to Debswana to reflect as a 50/50
joint operation
– Exclusion of third-party sales, purchases and
trading activity
– Debit valuation adjustment
– Borrowings do not include the royalty liability (note 33) on
the basis that obligations to make cash payments against
this liability only arise when the Woodsmith project
generates revenues, and that otherwise the Group is not
currently contractually liable to make any payments under
this arrangement (other than in the event of the Woodsmith
project’s insolvency)
– Exclude non-mining revenue and EBITDA to
show a margin for mining operations only
which provides a relevant comparison to peers
– Exclude the impact of accounting adjustments
from the net debt obligation of the Group
Attributable
ROCE
Cash flow
Capital
expenditure
(capex)
No direct equivalent
– Non-controlling interests’ share of capital employed and
underlying EBIT
– Average of opening and closing attributable
capital employed
– Exclude the effect of different basis of
consolidation to aid comparability
Expenditure on
property, plant and
equipment
– Cash flows from derivatives related to capital expenditure
– To reflect the net attributable cost of
– Proceeds from disposal of property, plant and equipment
capital expenditure taking into account
economic hedges
– Direct funding for capital expenditure from
non‑controlling interests
– Reimbursement of capital expenditure
Attributable free
cash flow
Cash flows from
operations
– Capital expenditure
– Cash tax paid
Sustaining
attributable free
cash flow
Cash flows from
operations
– Dividends from associates, joint ventures and financial
asset investments
– Net interest paid
– Dividends to non-controlling interests
– Capital repayment of lease obligations
– Expenditure on non-current intangible assets
(excluding goodwill)
– Cash tax paid
– Dividends from associates, joint ventures and financial
asset investments
– Net interest paid
– Dividends to non-controlling interests
– Capital repayment of lease obligations
– Sustaining capital expenditure
– Capitalised operating cash flows relating to life
extension projects
– 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
– 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 the capex
commitments needed to sustain the current
production base of existing assets. Sustaining
attributable free cash flow is also used as an
incentive measure in executives’ remuneration
and is proposed to be used in LTIP 20. It is
calculated as attributable free cash flow prior
to growth capex and expenditure on non-
current intangible assets (excluding goodwill)
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.
Anglo American plc Integrated Annual Report 2020 247
Other information
Alternative performance measures
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.
(1) Special items and remeasurements are defined in note 8 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.
Mining EBITDA margin
The mining EBITDA margin is derived from the Group’s underlying EBITDA as
a percentage of Group revenue, adjusted to exclude certain items to better
reflect the performance of the Group’s mining business. The mining EBITDA
margin reflects Debswana accounting treatment as a 50/50 joint operation,
excludes third-party sales, purchases and trading and excludes Platinum
Group Metals’ purchase of concentrate.
US$ million (unless otherwise stated)
Underlying EBITDA
Group revenue
Margin
2020
9,802
32,338
30%
2019
10,006
31,825
31%
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
2020 principally related to Quellaveco and the Woodsmith polyhalite project
acquired in March 2020, and construction of another diamond mining vessel
(2019: Quellaveco and the greenfield synthetic diamond plant in Oregon
(De Beers)). 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.
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.
Adjustments for:
Debswana adjustment to reflect as a 50/50
joint operation
Exclude third-party purchases, trading
activity and processing(1)
Mining EBITDA margin
2%
11%
43%
2%
9%
42%
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.
(1) Third-party purchases, trading activity and processing consists of Platinum Group
Metals’ purchase of concentrate, third-party sales and purchases and the impact of
third-party trading activity.
Net debt
Net debt is calculated as total borrowings less cash and cash equivalents
(including derivatives that provide an economic hedge of net debt, see
note 22, but excluding the impact of the debit valuation adjustment on
these derivatives, explained in note 20). A reconciliation to the
Consolidated balance sheet is provided within note 20 to the Consolidated
financial statements.
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.
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.
Attributable ROCE %
2020
2019
—
19
48
41
(16)
17
n/a
n/a
17
2
16
38
31
26
20
n/a
n/a
19
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Crop Nutrients
Corporate and other
248 Anglo American plc Integrated Annual Report 2020
Other information
Alternative performance measures
Less:
Non-
controlling
interests’
share of
underlying
EBIT
12
(148)
(454)
(1,158)
1
(3)
—
7
Underlying
EBIT
—
1,227
2,270
4,091
(632)
324
1
(231)
Attributable
underlying
EBIT
Opening
attributable
capital
employed
Closing
capital
employed
12
1,079
1,816
2,933
(631)
321
1
(224)
7,566
5,400
3,405
7,161
3,721
2,305
—
38
8,967
9,128
4,967
8,472
3,967
1,395
988
86
2020
Less:
Non-
controlling
interests’
share of
closing
capital
employed
(1,255)
(3,231)
(776)
(1,275)
36
—
—
—
Closing
attributable
capital
employed
Average
attributable
capital
employed
7,712
5,897
4,191
7,197
4,003
1,395
988
86
7,639
5,649
3,798
7,179
3,862
1,850
494
62
7,050
(1,743)
5,307
29,596
37,970
(6,501)
31,469
30,533
Less:
Non-
controlling
interests’
share of
underlying
EBIT
Attributable
underlying
EBIT
Opening
attributable
capital
employed
Closing
capital
employed
(26)
(203)
(371)
(933)
(2)
(6)
10
142
757
1,301
2,019
1,008
471
(219)
7,164
4,334
3,416
5,799
4,066
2,390
(51)
8,800
8,238
4,045
8,363
3,787
2,305
38
Underlying
EBIT
168
960
1,672
2,952
1,010
477
(229)
2019
Less:
Non-
controlling
interests’
share of
closing
capital
employed
(1,234)
(2,838)
(640)
(1,202)
(66)
—
—
Closing
attributable
capital
employed
Average
attributable
capital
employed
7,566
5,400
3,405
7,161
3,721
2,305
38
7,365
4,867
3,411
6,480
3,894
2,348
(8)
7,010
(1,531)
5,479
27,118
35,576
(5,980)
29,596
28,357
US$ million
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Crop Nutrients
Corporate and other
US$ million
De Beers
Copper
Platinum Group Metals
Iron Ore
Coal
Nickel and Manganese
Corporate and other
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 expenditure on non-current
intangible assets (excluding goodwill), 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 64 of the Group financial review.
Sustaining attributable free cashflow
Sustaining attributable free cash flow is used 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 the capex
commitments needed to sustain the current production base of existing
assets. Sustaining attributable free cash flow is also used as an incentive
measure in executives’ remuneration and is proposed to be used in LTIP 20.
It is calculated as attributable free cash flow prior to growth capex and
expenditure on non-current intangible assets (excluding goodwill). A
reconciliation of ‘Cash flows from operations’, the closest equivalent IFRS
measure, is provided on page 64 of the Group financial review. Growth
capital expenditure in 2020 principally related to Quellaveco, Woodsmith,
and construction of another diamond mining vessel (2019: Quellaveco and
construction of a greenfield synthetic diamond plant (De Beers)).
Anglo American plc Integrated Annual Report 2020 249
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
Category
Purpose
Copper equivalent production
Portfolio complexity Communicate production/revenue generation movements in a single comparable measure
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
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 PGMs 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 2020 with 2019,
the sales volume and cash cost variances exclude the impact of price,
foreign exchange and CPI and are hence in real 2019 terms. This allows the
user of the waterfall to understand the underlying real movement in sales
volumes and cash costs on a consistent basis.
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, domestic thermal coal 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. Unit cost relates to equity
production only.
For bulk products (iron ore, coal), 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 PGMs and diamonds,
unit costs include all direct expensed cash costs incurred i.e. excluding,
among 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
PGMs 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.
250 Anglo American plc Integrated Annual Report 2020
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)
De Beers
Carats recovered (’000 carats) 100% basis (unless otherwise stated)
Jwaneng
Orapa(2)
Botswana
Debmarine Namibia
Namdeb (land operations)
Namibia
Venetia
South Africa
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)(3)
Copper(4)
Los Bronces mine(5)
Ore mined
Ore processed – Sulphide
Ore grade processed – Sulphide (% TCu)(6)
Production – Copper cathode
Production – Copper in concentrate
Total production
Collahuasi 100% basis (Anglo American share 44%)
Ore mined
Ore processed – Sulphide
Ore grade processed – Sulphide (% TCu)(6)
Production – Copper in concentrate
Anglo American’s 44% share of copper production for Collahuasi
El Soldado mine(5)
Ore mined
Ore processed – Sulphide
Ore grade processed – Sulphide (% TCu)(6)
Production – Copper in concentrate
Chagres Smelter(5)
Ore smelted(7)
Production
Total copper production(8)
Total payable copper production
Total sales volumes
Total payable sales volumes
Third party sales(9)
See page 253 for footnotes.
2020
2019
7,538
9,021
16,559
1,125
323
1,448
3,771
3,771
3,324
—
3,324
25,102
22.7
21.4
9
12,462
10,792
23,254
1,292
408
1,700
1,922
1,922
3,479
421
3,900
30,776
30.9
29.2
10
39,211,300
42,034,800
0.81
39,300
285,400
324,700
65,915,300
42,008,400
0.83
39,000
296,000
335,000
71,959,200
55,831,600
1.24
629,100
276,900
87,253,200
54,133,100
1.19
565,400
248,800
7,160,500
6,921,700
0.84
45,800
12,128,100
7,438,500
0.93
54,200
111,600
108,700
647,400
622,400
648,500
623,000
453,100
122,000
118,600
638,000
614,300
643,900
619,500
349,000
Anglo American plc Integrated Annual Report 2020 251
Other information
Production statistics
Platinum Group Metals
Produced PGMs (’000 troy oz)(10)
Own-mined
Mogalakwena
Amandelbult
Unki
Mototolo
Joint operations(11)
Purchase of concentrate
Joint operations(11)
Third parties
Refined production(10)(12)
Platinum (’000 troy oz)
Palladium (’000 troy oz)
Rhodium (’000 troy oz)
Other PGMs and Gold (’000 troy oz)
Nickel (tonnes)
Tolled material (‘000 troy oz)(13)
4E Head grade (g/tonne milled)(14)
PGMs sales – own-mined and purchase of concentrate(10)(15)
PGMs sales – third party trading(10)(16)
Iron Ore
Iron Ore production(17)
Iron Ore sales(17)
Kumba production
Lump
Fines
Kumba production by mine (tonnes)
Sishen
Kolomela
Kumba sales(18)
Export iron ore(18)
Domestic iron ore
Minas-Rio production
Pellet feed (wet basis)(19)
Minas-Rio sales
Export – pellet feed (wet basis)(19)
Metallurgical Coal (tonnes)
Metallurgical Coal production(20)
Hard coking coal
PCI/SSCC
Export thermal coal
Metallurgical Coal sales by product (tonnes)
Hard coking coal
PCI/SSCC
Export thermal coal
Metallurgical Coal production by operation (tonnes)(20)
Moranbah North
Grosvenor
Capcoal (including Grasstree)
Dawson
Jellinbah
Thermal Coal (tonnes)
Thermal Coal production (tonnes)(20)
Export – South Africa(21)
Export – Colombia(22)
Domestic – South Africa
Thermal Coal sales
Export – South Africa(21)
Export – Colombia(22)
Domestic – South Africa
Third party sales
See page 253 for footnotes.
252 Anglo American plc Integrated Annual Report 2020
2020
2019
3,808.9
2,549.0
1,181.6
608.1
196.1
223.6
339.6
1,259.9
339.5
920.4
1,201.1
905.4
173.9
432.6
13,800
503.5
3.56
2,868.5
1,170.9
4,440.9
3,011.3
1,215.0
893.3
201.7
242.3
459.0
1,429.6
459.0
970.6
2,210.9
1,480.5
293.4
665.2
23,000
496.9
3.61
4,633.7
349.0
61,102,300
63,586,500
65,502,600
64,900,700
37,020,800
25,072,000
11,948,800
42,387,700
28,510,100
13,877,600
25,353,300
11,667,500
29,174,400
13,213,300
39,443,000
351,600
39,793,500
2,180,200
24,081,500
23,114,900
23,791,900
22,927,000
16,821,900
13,424,000
3,397,900
2,020,500
16,887,900
13,839,300
3,048,600
2,284,800
16,821,900
4,430,300
1,106,300
5,614,900
2,429,100
3,241,300
22,852,200
18,957,100
3,895,100
1,410,700
22,380,600
19,069,900
3,310,700
1,807,600
22,852,200
6,148,400
4,721,900
5,932,000
2,953,000
3,096,900
34,608,300
16,463,100
4,130,000
14,015,200
42,831,600
16,573,100
4,534,100
12,369,200
9,355,200
36,427,600
17,795,600
8,586,100
10,045,900
47,609,900
18,148,400
8,773,800
9,767,500
10,920,200
Other information
Production statistics
Thermal Coal South Africa production by operation (tonnes)(20)
Goedehoop
Greenside
Zibulo
Khwezela
Mafube
Other(23)
Nickel and Manganese (tonnes) unless stated otherwise(24)
Barro Alto
Ore mined
Ore processed
Ore grade processed – %Ni
Production
Codemin
Ore mined
Ore processed
Ore grade processed – %Ni
Production
Total nickel production
Nickel sales volumes
Samancor production
Manganese ore(25)
Manganese alloys(25)(26)
Sales volumes
Manganese ore
Manganese alloys
2020
30,478,300
6,124,000
4,494,000
5,152,600
6,182,400
1,818,200
6,707,100
2019
27,841,500
6,066,300
4,845,900
5,359,300
5,760,800
1,807,500
4,001,700
4,197,900
2,400,600
1.65
34,900
4,075,600
2,265,700
1.69
33,900
3,200
581,300
1.66
8,600
43,500
43,000
40,300
570,500
1.65
8,700
42,600
41,700
3,520,000
80,500
3,513,400
137,200
3,529,100
103,400
3,610,600
132,500
(1) De Beers Group production is on a 100% basis, except for the Gahcho Kué joint
(13) Tolled volume measured as the combined content of platinum, palladium, rhodium and
operation which is on an attributable 51% basis.
gold, reflecting the tolling agreements in place.
(2) Orapa constitutes the Orapa Regime which includes Orapa, Letlhakane and
(14) 4E: the grade measured as the combined content of: platinum, palladium, rhodium 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). Sight 3 in Q2 2020 was cancelled due to Covid-19-
related restrictions on the movement of people and product.
(4) Excludes copper production from the Platinum Group Metals business unit. Units shown
are tonnes unless stated otherwise.
(5) Anglo American ownership interest of Los Bronces, El Soldado and the Chagres Smelter
is 50.1%. Production is stated at 100% as Anglo American consolidates these operations.
(6) TCu = total copper.
(7) Copper contained basis.
(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) PGMs is 5E+Au (platinum, palladium, rhodium, ruthenium and iridium plus gold).
(11) 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’.
(12) Refined production excludes toll material but includes in comparative periods material
now transitioned to tolling.
gold, excludes tolled material. Minor metals are excluded due to variability.
(15) Sales from own mined and purchased concentrate, excludes refined metal purchased
from third parties. PGMs sales volumes from production are generally ~65% own mined
and ~35% purchases of concentrate though this may vary from quarter to quarter.
(16) Relates to sales of metal not produced by Anglo American operations.
(17) Total iron ore is the sum of Kumba (dry basis) and Minas-Rio (wet basis).
(18) Sales volumes differ to Kumba’s standalone results due to sales to other
Group companies.
(19) Volumes are reported as wet metric tonnes. Product is shipped with ~9% moisture.
(20) Anglo American’s attributable share of production.
(21) Includes export primary production, secondary production sold into export markets
and production sold domestically at export parity pricing.
(22) Anglo American’s attributable share of Cerrejón production is 33.3%.
(23) Other includes Isibonelo and Rietvlei.
(24) Excludes nickel production from the Platinum Group Metals business unit.
(25) Saleable production.
(26) Production includes medium carbon ferro-manganese.
Anglo American plc Integrated Annual Report 2020 253
Other information
Production statistics
Quarterly production statistics
31 December
2020
30 September
2020
30 June
2020
31 March
2020
31 December
2019
31 December 2020 v
30 September 2020
31 December 2020 v
31 December 2019
Quarter ended
% Change (Quarter ended)
De Beers
Carats recovered (’000 carats)
100% basis(1)
Diamonds
6,663
7,162
3,527
7,750
7,787
Copper (tonnes)(2)(3)
167,800
165,700
166,800
147,100
158,800
PGMs M&C (’000 troy oz)(4)
PGMs refined (’000 troy oz)(4)(5)
Platinum (’000 troy oz)
Palladium (’000 troy oz)
Rhodium (’000 troy oz)
Other PGMs and gold (’000 troy oz)(4)
Nickel (tonnes)
1,076.1
1,112.8
673.1
1,020.7
296.4
206.8
47.1
122.8
3,700
503.8
354.1
48.9
113.9
5,000
665.1
407.0
160.6
147.4
30.6
68.4
2,000
954.9
612.2
240.3
197.1
47.3
127.5
3,100
1,152.6
1,317.4
629.7
396.6
90.8
200.3
6,400
Iron Ore (tonnes)(6)
Iron ore – Kumba
Iron ore – Minas-Rio(7)
16,030,600 14,525,400 14,672,900 15,873,400 17,969,700
9,565,000 9,531,600 8,474,900 9,449,300 11,806,100
6,465,600 4,993,800 6,198,000 6,424,100 6,163,600
Metallurgical Coal (tonnes)(8)
4,182,400 4,836,100 3,977,200 3,826,200 6,283,600
Hard Coking Coal
PCI/SSCC
Export thermal Coal
Thermal Coal (tonnes)(8)
Export – South Africa(9)
Export – Colombia(10)
Domestic – South Africa
Nickel and Manganese (tonnes)
Nickel(11)
Manganese ore(12)
Manganese alloys(12)(13)
3,221,200 3,969,100 3,221,500 3,012,200 5,117,500
961,200
867,000
755,700
814,000 1,166,100
562,300
587,000
468,000
403,200
389,200
8,059,500 9,575,400 8,293,000 8,680,400 9,340,800
4,085,000 4,595,400 3,587,600 4,195,100 4,515,100
347,000 1,037,700
767,400 1,977,900 2,314,900
3,627,500 3,942,300 3,938,000 2,507,400 2,510,800
11,700
10,200
10,800
10,900
11,700
942,400
938,700
796,000
842,900
902,900
14,600
18,300
23,200
24,400
31,600
(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 copper production from the Platinum Group Metals business unit.
(3) Copper segment attributable production. Total copper production includes Anglo American’s 44% interest in Collahuasi.
(4) PGMs is 5E+Au (platinum, palladium, rhodium, ruthenium and iridium plus gold).
(5) Refined production excludes toll material but includes in comparative periods material now transitioned to tolling.
(6) Total iron ore is the sum of Kumba (dry basis) and Minas-Rio (wet basis).
(7) Volumes are reported as wet metric tonnes. Product is shipped with ~9% moisture.
(8) Anglo American’s attributable share of production.
(9)
(10) Anglo American’s attributable share of Cerrejón production is 33.3%.
(11)) Excludes nickel production from the Platinum Group Metals business unit.
(12) Saleable production.
(13) Production includes medium carbon ferro-manganese.
Includes export primary production, secondary production sold into export markets and production sold domestically at export parity pricing.
(7%)
1%
(3%)
(34%)
(41%)
(42%)
(4%)
8%
(26%)
10%
—%
29%
(14%)
(19%)
11%
(4%)
(16%)
(11%)
(67%)
(8%)
15%
—%
(20%)
(14%)
6%
(7%)
(49%)
(53%)
(48%)
(48%)
(39%)
(42%)
(11%)
(19%)
5%
(33%)
(37%)
(18%)
44%
(14%)
(10%)
(85%)
44%
—%
4%
(54%)
254 Anglo American plc Integrated Annual Report 2020
Other information
Non-financial data
Anglo American plc 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 greenhouse gas (GHG) emissions (Mt CO2e)
Total energy consumed (million GJ)(2)
Total water withdrawals (million m3)(2)
People
Number of employees (’000)(3)
Women in senior 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)
Select Business Unit data
Safety(1)
Work-related fatalities – De Beers
Work-related fatalities – Copper Chile
Work-related fatalities – Copper Peru(12)
Work-related fatalities – PGMs
Work-related fatalities – Iron Ore – Kumba
Work-related fatalities – Iron Ore – IOB
Work-related fatalities – Coal – Metallurgical Coal
Work-related fatalities – Coal – Thermal Coal South Africa
Work-related fatalities – Nickel
Work-related fatalities – Crop Nutrients(12)
Work-related fatalities – Corporate and Other
TRCFR – De Beers
TRCFR – Copper Chile
TRCFR – Copper Peru(12)
TRCFR – PGMs
TRCFR – Iron Ore – Kumba
TRCFR – Iron Ore – IOB
TRCFR – Coal – Metallurgical Coal
TRCFR – Coal – Thermal Coal South Africa
TRCFR – Nickel
TRCFR – Crop Nutrients(12)
TRCFR – Corporate and Other
See next page for footnotes.
2020
2019
2018
2017
2016
2
4
5
9
11
0.010
0.017
0.024
0.035
0.038
2.14
1.34
2.21
1.36
2.66
1.63
3.17
1.68
3.55
1.87
30
39
101
96
111
16.1
81
209
64
27
68
1.5
1.5
1.0
6.4
125
2
17.7
87
n/a
63
24
65
2.3
1.2
1.2
5.1
114
2
16.2
84
n/a
18.0
97
n/a
63
21
65
2.4
0.7
1.2
5.8
82
2
69
18
66
2.3
0.7
1.4
4.0
88
2
17.9
106
n/a
80
15
62
2.2
7.1
1.8
3.5
84
3
66,625
65,548
64,830
64,291
62,447
137,777
132,082
125,095
120,812
116,298
—
—
—
1
—
—
—
1
—
—
—
2.18
1.58
2.20
2.40
1.74
1.87
4.72
1.55
1.51
0.81
0.63
—
1
1
—
—
—
1
1
—
n/a
—
3.07
1.15
0.91
2.50
2.06
1.48
6.20
1.56
2.75
n/a
0.17
1
—
n/a
2
—
—
—
2
—
n/a
—
2.48
1.03
n/a
3.00
1.80
2.14
9.04
1.87
3.03
n/a
1.85
—
—
n/a
6
—
—
—
3
—
n/a
—
1.90
1.22
n/a
4.52
3.23
1.30
12.19
1.77
1.67
n/a
2.53
2
—
n/a
7
2
—
—
—
—
n/a
—
2.05
3.27
n/a
5.28
3.90
1.57
5.59
1.45
2.43
n/a
1.81
Anglo American plc Integrated Annual Report 2020 255
Other information
Non-financial data
Environment(1)
GHG emissions – Mt CO2e – De Beers
GHG emissions – Mt CO2e – Copper Chile
GHG emissions – Mt CO2e – Copper Peru(12)
GHG emissions – Mt CO2e – PGMs
GHG emissions – Mt CO2e – Iron Ore – Kumba
GHG emissions – Mt CO2e – Iron Ore – IOB
GHG emissions – Mt CO2e – Coal – Metallurgical Coal
GHG emissions – Mt CO2e – Coal – Thermal Coal South Africa
GHG emissions – Mt CO2e – Nickel
GHG emissions – Mt CO2e – Crop Nutrients(12)
GHG emissions – Mt CO2e – Corporate and Other(13)
Energy consumption – million GJ – De Beers
Energy consumption – million GJ – Copper Chile
Energy consumption – million GJ – Copper Peru(12)
Energy consumption – million GJ – PGMs
Energy consumption – million GJ – Iron Ore – Kumba
Energy consumption – million GJ – Iron Ore – IOB
Energy consumption – million GJ – Coal – Metallurgical Coal
Energy consumption – million GJ – Coal – Thermal Coal South Africa
Energy consumption – million GJ – Nickel
Energy consumption – million GJ – Crop Nutrients(12)
Energy consumption – million GJ – Corporate and Other(13)
Total water withdrawals – million m3 – De Beers
Total water withdrawals – million m3 – Copper Chile
Total water withdrawals – million m3 – Copper Peru(12)
Total water withdrawals – million m3 – PGMs
Total water withdrawals – million m3 – Iron Ore – Kumba
Total water withdrawals – million m3 – Iron Ore – IOB
Total water withdrawals – million m3 – Coal – Metallurgical Coal
Total water withdrawals – million m3 – Coal – Thermal Coal South Africa
Total water withdrawals – million m3 – Nickel
Total water withdrawals – million m3 – Crop Nutrients(12)
Total water withdrawals – million m3 – Corporate and Other
People(3)
Number of employees – De Beers
Number of employees – Copper Chile
Number of employees – Copper Peru(12)
Number of employees – PGMs
Number of employees – Iron Ore – Kumba
Number of employees – Iron Ore – IOB
Number of employees – Coal – Metallurgical Coal
Number of employees – Coal – Thermal Coal South Africa
Number of employees – Nickel
Number of employees – Crop Nutrients(12)
Number of employees – Corporate and Other
2020
2019
2018
2017
2016
0.42
1.07
0.05
3.94
0.91
0.20
7.40
0.84
1.24
0.01
—
3.8
11.3
0.6
18.1
8.1
5.2
8.5
3.5
21.3
0.1
0.1
8.7
35.8
1.5
56.9
10.6
35.3
20.8
31.4
8.0
0.2
—
0.48
1.17
0.15
4.44
1.00
0.20
8.17
0.90
1.23
n/a
0.01
4.5
12.3
2.0
20.1
8.8
5.1
10.1
3.5
20.2
n/a
0.1
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
0.56
1.32
n/a
4.12
0.96
0.09
6.85
1.00
1.21
n/a
0.01
5.8
13.4
n/a
20.0
8.9
1.8
9.0
4.1
1.85
1.23
n/a
4.61
1.00
0.19
6.37
1.45
1.22
n/a
0.04
15.7
13.1
n/a
21.5
8.9
4.5
7.6
6.0
20.0
19.8
n/a
0.9
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
0.4
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
1.85
1.10
n/a
5.58
0.95
0.17
5.47
1.43
1.19
n/a
0.03
16.4
12.8
n/a
24.6
8.5
4.2
10.1
5.8
20.3
n/a
0.4
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
8,700
3,800
400
9,000
4,000
300
10,000
4,000
n/a
10,000
4,000
n/a
9,000
4,000
n/a
31,500
31,000
33,000
36,000
45,000
6,200
2,500
2,000
4,600
1,400
300
2,300
6,000
3,000
2,000
5,000
1,000
n/a
2,000
6,000
2,000
2,000
5,000
1,000
n/a
1,000
6,000
2,000
1,000
8,000
1,000
n/a
1,000
5,000
2,000
2,000
8,000
2,000
n/a
3,000
(1) Data relates to subsidiaries and joint operations over which Anglo American has management control. In 2020, 2019 and 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 101 of the Anglo American plc Sustainability Report 2020 for the full list of
entities within the reporting scope. Divested businesses are included up until the point of divestment.
(2) See pages 244-245 for definitions and basis of calculation.
(3) Average number of employees, excluding contractors and associates' and joint ventures' employees, and including a share of employees within joint operations.
(4) Female representation within the Group Management Committee and those reporting to the committee.
(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 work force excluding contractors.
(7) The number of people who have been retrenched as a percentage of total work force excluding contractors.
(8) The number of people who have been dismissed or have resigned to avoid dismissal, as a percentage of total work force 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 work force 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 2020 is expenditure relating to Zimele of $4.9 million (2019: $4.2 million).
(11) Figures are presented on a cumulative basis since 2008.
(12) Data for Quellaveco prior to 2019 is not presented as the project only reached a full year of development in 2019. Comparative data for Crop Nutrients is not presented as the
acquisition of Sirius Minerals Plc was completed in 2020.
(13) Scope 1 and 2 emissions from UK-based entities amounted to 0.02 million GJ in 2020. Energy use from UK-based entities amounted to 69,853,486 kWh in 2020.
256 Anglo American plc Integrated Annual Report 2020
Other information
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 Climate change: our plans, policies and progress, published in 2017 and revised in 2019.
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 (2017), page 7.
b) Describe management’s role in assessing and managing climate-related
risks and opportunities.
Climate change, Integrated Annual Report 2020, pages 37 and 55.
Climate change: Our plans, policies and progress (2017), page 7.
Our material matters, Integrated Annual Report 2020, pages 14-15, and
pages 52-55.
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
CDP Climate Response 2020, question CC2 Risks and opportunities.
identified over the short, medium and long term.
b) Describe the impact of climate-related risks and opportunities on the
organisation’s businesses, strategy, and financial planning.
c) Describe the resilience of the organisation’s strategy, taking into
consideration different climate-related scenarios, including a 2°C
or lower scenario.
Climate change: Our plans, policies and progress (2019), page 20
CDP Climate Response 2020, question CC2 Risks and opportunities.
Sustainability Report 2020, pages 41-42.
We have conducted a qualitative scenario analysis included in: Climate
change: Our plans, policies and progress (2017), pages 12-15.
We have undertaken a quantitative scenario analysis included in: Climate
change: Our plans, policies and progress (2019), pages 10-20.
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.
Climate change: Our plans, policies and progress (2017), pages 4 and 7.
CDP Climate Response 2020, question CC2.2, processes for identifying and
assessing climate-related risks.
b) Describe the organisation’s processes for managing climate-related risks. CDP Climate Response 2020, questions CC2.1, CC2.2 and CC2.3.
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 (2017), page 7.
CDP Climate Response 2020, questions CC2.1, CC2.2 and CC2.3.
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 2020, questions CC2.2a, CC2.3a, CC2.4a and CC11.3a.
b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3, greenhouse gas
(GHG) emissions, and the related risks.
Sustainability Report 2020, page 44 and data table page 103.
Integrated Annual Report 2020, pages 37, 52-55 and 256.
c) Describe the targets used by the organisation to manage climate-related
Integrated Annual Report 2020, page 37.
risks and opportunities and performance against targets.
Anglo American plc Integrated Annual Report 2020 257
Other information
Directors’ report
This section includes certain disclosures which are required by law to be
included in the Directors’ report.
In accordance with the Companies Act 2006 (Companies Act), the following
items have been reported in other sections of the Integrated Annual Report
and are included in this Directors’ report by reference:
– Details of the directors of the Company can be found on pages 100-103
Share capital
The Company’s issued share capital as at 31 December 2020, together with
details of share allotments and issue of treasury shares during the year, is set
out in note 24 on page 195.
Significant shareholdings
The Company has been notified of the following significant shareholdings:
– Directors’ interests in shares at 31 December 2020 and any changes
thereafter, can be found on page 142 of the directors’ remuneration report
Company
Number of
shares
Percentage of
voting rights
– Events occurring after the end of the year are set out in note 29 to the
financial statements on page 204
– The Strategic Report on pages 2-96 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
– Details of the Group’s governance arrangements and its compliance with
the UK Corporate Governance Code (the Code) can be found on
pages 98-147
– Comprehensive details of the Group’s approach to financial risk
management are given in note 23 to the financial statements on pages
192-194
– The Group’s disclosure of its greenhouse gas emissions can be found on
page 37. The Group’s Streamlined Energy and Carbon Reporting (SECR)
disclosures can be found on page 257
– Details of employee engagement can be found on pages 43-49 and 112
– Details of stakeholder engagement can be found on pages 13, 18 and
112-113.
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 62-65.
Further details of our policy on financial risk management are set out in
note 23 to the financial statements on pages 192-194. The Group’s net
debt (including related hedges) at 31 December 2020 was $5.6 billion
(2019: $4.6 billion), representing a gearing level of 15% (2019: 13%). The Group’s
liquidity position (defined as cash and undrawn committed facilities) of
$17.5 billion at 31 December 2020 remains strong. Details of borrowings and
facilities are set out in note 21 on page 187 and net debt is set out in note 20
on pages 185-186.
The directors have considered the Group’s cash flow forecasts for the period
to the end of March 2022 under base and downside scenarios, with
consideration given to the uncertainty of the impact of the Covid-19
pandemic on both the wider macro-economic environment, including
demand for the Group’s products and realised prices, and the Group’s
operations, including production levels. In all of the scenarios modelled, the
Group maintains sufficient liquidity throughout the period of assessment
without the use of mitigating actions.
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 28 US cents per ordinary share was paid on
25 September 2020. The directors are recommending that a final dividend
of 72 US cents per ordinary share be paid on 7 May 2021 to ordinary
shareholders on the register at the close of business on 19 March 2021, subject
to shareholder approval at the AGM to be held on 5 May 2021. This would
bring the total dividend in respect of 2020 to US$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 2021.
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.
258 Anglo American plc Integrated Annual Report 2020
Public Investment Corporation
BlackRock Inc
Coronation Asset Management (Pty) Ltd
Tarl Investment Holdings (RF) Proprietary
Limited(1)
Epoch Two Investment Holdings (RF)
Proprietary Limited(1)
93,551,783
84,968,927
41,280,874
47,275,613
42,166,686
6.86
6.05
3.03
3.37
3.01
(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 2006 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.
Disclosure table pursuant to Listing Rule 9.8.4C
Listing Rule
Information to be included
Disclosure
9.8.4(1)
9.8.4(2)
9.8.4(4)
9.8.4(5)
9.8.4(6)
9.8.4(7)
9.8.4(8)
9.8.4(9)
9.8.4(10)
9.8.4(11)
Interest capitalised by the
Group
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)
See note 4, page 166
None
None
None
None
Treasury shares have been
issued pursuant to the exercise
of options awarded under
shareholder approved schemes
Non pro rata allotments for
cash (major subsidiaries)
None
Listed company is a
subsidiary of another
company
Not applicable
Contracts of significance
involving a director
None
Contracts of significance
involving a controlling
shareholder
Not applicable
9.8.4(12) Waivers of dividends
9.8.4(13) Waivers of future dividends
See ‘Dividends’ paragraph on
this page
See ‘Dividends’ paragraph on
this page
9.8.4(14)
Agreement with a controlling
shareholding LR 9.2.2AR(2)(a)
Not applicable
Sustainable development
The Sustainability Report 2020 is published on the Group’s website on
8 March 2021.
This report focuses on the safety, health, sustainable development and
environmental performance of the Group’s managed operations, its
performance with regard to the Group’s Code of Conduct, and the
operational dimensions of its social programmes.
Other information
Directors’ Report
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
– Adherence to the International Labour Organization’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
– 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 the Group’s 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.
The Group promotes an inclusive and diverse environment where every
colleague is valued and respected for who they are, and has the
opportunity to fulfil their potential. The Group is focused on providing a
workplace where everyone can thrive and has introduced a number of
Groupwide policies to encourage this. The Group’s inclusion and diversity
policy reflects its commitment as a signatory to the United Nations
Global Compact and is aligned both to the labour rights principles set
out in the International Labour Organization core conventions and with
the United Nations Sustainable Development Goals. The Group has also
introduced a bullying, harassment and victimisation policy which clearly
states its zero tolerance to such behaviours along with the agreement for
a Groupwide flexible working policy.
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 Anglo American 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 Group’s values and
uphold the Group’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
Group’s website.
In addition to meeting legal requirements, all Anglo American suppliers must
adhere to the Responsible Sourcing Standard for Suppliers, which is available
on the Group’s website and referenced in contracts.
The Business Integrity Policy and associated 11 Prevention of Corruption
Procedures set out the Group’s anti-bribery and corruption commitment by
clearly stating that the Group will neither give nor accept bribes, nor permit
others to do so in its name. The policy sets out the standards of conduct
required at every level within Anglo American, including subsidiaries, joint
ventures and associates, on the part of those with which the Group does
business and those who work on the Group’s behalf, in combating corrupt
behaviour of all types.
The policy and procedures have been translated into the main languages
that are used across the Group’s operations. A dedicated team, operating
within a broader risk management and business assurance team oversees
the implementation of the Code of Conduct and Business Integrity Policy.
They work with the Group legal function, senior managers in the business
units and corporate functions; and provide guidance and support with the
implementation and monitoring of said procedures, managing and identifying
bribery and corruption risks and provide online and face-to-face training for
relevant employees, including those in high-risk roles. The internal audit
team regularly provide assurance on the effectiveness of the anti-bribery
and corruption controls that support adherence to the policy and
associated procedures.
The Group’s whistleblowing facility YourVoice is available to employees and
external stakeholders to confidentially report concerns including business
integrity, ethical, legal, supplier relationship, safety and health, and human
resources issues.
The Group has an intranet called Eureka! and an employee app called
Engage, launched in 2020, which help employees to connect, communicate
and collaborate more effectively.
Political donations
No political donations were made during 2020. 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.
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.
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.
Anglo American plc Integrated Annual Report 2020 259
Other information
Directors’ Report
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 or 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.
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.
260 Anglo American plc Integrated Annual Report 2020
Other information
Directors’ Report
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 2020, Anglo American had committed bilateral and
syndicated borrowing facilities totalling $7.7 billion with a number of
relationship banks which contain change of control clauses. $8.6 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 5 May 2020, authority was given for the Company to
purchase, in the market, up to 204.7 million ordinary shares of 5486/91 US cents
each. This authority will expire at the 2021 AGM and, in accordance with usual
practice, a resolution to renew it for another year will be proposed.
On 25 July 2019, the Company announced its intention to return up to
$1 billion to shareholders through an on-market irrevocable and non-
discretionary share buyback programme (the ‘Programme’). The Programme
started in July 2019 and ended in March 2020. This additional return
recognises the resilience of the Company’s balance sheet, and the Board’s
confidence in funding the Company’s portfolio of highly attractive near and
medium term growth opportunities. The Programme returned to shareholders
a total of $0.8 billion in 2019 and $0.2 billion in 2020, with the programme
having concluded on 2 March 2020.
Details of the shares repurchased and subsequently cancelled under the
Programme during the financial period are set out below. Further details can
be found on the Group’s website at: www.angloamerican.com/investors/
shareholder-information/share-purchase-transactions
Number of ordinary
shares of 5486/91
US cents
repurchased
Aggregate
consideration paid
Average price paid
per share inclusive
of transaction costs
8,484,319
$224,343,780
$26.44
% of share capital the
repurchased shares
represented at
31 December 2020
0.62%
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.
Given the current circumstances, copies of the indemnities will be available
to members for inspection on request. Requests should be sent by email to
Cosec.Admin@angloamerican.com.
By order of the Board
Richard Price
Group General Counsel and Company Secretary
24 February 2021
Anglo American plc Integrated Annual Report 2020 261
Other information
Shareholder information
Annual General Meeting
This will be held at 14:30 on Wednesday, 5 May 2021, at 20 Carlton House
Terrace, London SW1Y 5AN.
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 (0) 121 415 7558
Transfer Secretaries in South Africa
Computershare Investor Services (Pty) Limited
Rosebank Towers, 15 Biermann Avenue
Rosebank, Johannesburg, 2196, South Africa
Private Bag X9000, Saxonwold, 2132, South Africa
Telephone: +27 (0) 11 370 5000
Fax: +27 (0) 11 688 5238
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 Group’s website of future shareholder correspondence,
e.g. Integrated 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 Group’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 2248 (or +44 (0)
121 415 7172 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.
262 Anglo American plc Integrated Annual Report 2020
Other information
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 2021 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 Integrated Annual Report can be ordered online at:
www.angloamerican.com/site-services/contact-us
©Anglo American plc 2021. 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.
Group terminology
In this document, references to ‘Anglo American’, the ‘Anglo American Group’, the ‘Group’, ‘we’, ‘us’, and ‘our’ are to refer to either
Anglo American plc and its subsidiaries and/or those who work for them generally, or where it is not necessary to refer to a
particular entity, entities or persons. The use of those generic terms herein is for convenience only, and is in no way indicative
of how the Anglo American Group or any entity within it is structured, managed or controlled. Anglo American subsidiaries, and
their management, are responsible for their own day-to-day operations, including but not limited to securing and maintaining
all relevant licences and permits, operational adaptation and implementation of Group policies, management, training and any
applicable local grievance mechanisms. Anglo American produces Groupwide policies and procedures to ensure best uniform
practices and standardisation across the Anglo American Group but is not responsible for the day to day implementation of
such policies. Such policies and procedures constitute prescribed minimum standards only. Group operating subsidiaries are
responsible for adapting those policies and procedures to reflect local conditions where appropriate, and for implementation,
oversight and monitoring within their specific businesses.
Forward-looking statements and third-party information
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 Reserves and Mineral Resource estimates)
and environmental, social and corporate governance goals and aspirations, 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, safety, health
or environmental incidents, the effects of global pandemics and outbreaks of infectious diseases, the outcome of litigation or
regulatory proceedings, 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 courts, regulators and governmental authorities such
as in relation to permitting or forcing closure of mines and ceasing of operations or maintenance of Anglo American’s assets
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 UK Listing Rules,
the Disclosure Guidance 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. Nothing in this document should be interpreted to mean
that future earnings per share of Anglo American will necessarily match or exceed its historical published earnings per share.
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 information.
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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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