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  • Creating a sustainable platinum business

  • 718 new homes built for Kolomela employees

  • Increasing longwall output at Moranbah North by 39%

Disciplined investment to deliver improving returns

Our Mogalakwena platinum mine currently produces around 300,000 ounces of platinum a year, and a similar by-product value contribution from palladium, rhodium, nickel, copper and gold. Its open-pit mining method and significant by-product credits result in it being the lowest operating cost, and highest cash margin, platinum operation in our portfolio, and positions Mogalakwena comfortably in the lowest operating cost quartile of the platinum industry.

Mogalakwena is an excellent example of an asset where we feel we can expand production without entering into significant capital commitments. Based on our early stage analysis, we believe the potential is there to reach 400,000 ounces of platinum by 2017, at low capital intensity – a real opportunity to deliver superior returns on our invested capital.

Building community through partnership

Kumba Iron Ore's Kolomela mine at Postmasburg, South Africa, is home to 840 permanent employees. By working in partnership with the local authorities, the Department of Water Affairs, Eskom and the Development Bank of South Africa, we had built 718 new homes for Kolomela employees by the end of 2013.

The housing project is designed to ensure that both management and lower-level employees have access to high-quality housing, within a truly integrated community. Each house has a lawn, a solar geyser, potable water, sanitation and electricity. No employees are accommodated in hostels. What’s more, the mine and housing development have generated more than 13,000 contractor jobs.

Find out more about how we’re building community through partnership in our 2013 Sustainable Development Report.

Optimising every aspect of our performance

Moranbah North, our metallurgical coal mine situated in Australia’s Bowen Basin, is an early adopter of the business process changes we are currently driving across the Group.

With operational issues adversely impacting longwall cutting hours and, consequently, production, management implemented a number of processes to address underperformance. The result was that cutting hours increased from 57 hours per week in 2008 to an average of over 85 hours per week in 2013, and it continues to improve in 2014.

Critical to turning around production was the careful planning of work schedules, ensuring every mine employee knew what work was required of them and that they were accountable for delivering to plan. Process improvements at Moranbah North are now being replicated at Metallurgical Coal’s Grasstree mine.

Portfolio

People

Performance

Annual report 2012

2013 Notice of Meeting and Shareholder Information booklet

Annual results 2012

Sustainable Development Report 2012

GRI Indicator Table 2012

Anglo American Kumba Iron Ore Integrated Annual Report 2012

Anglo American Kumba Iron Ore Sustainable Development Report 2012

Anglo American Platinum Integrated Annual Report 2012

Anglo American Platinum Sustainable Development Report 2012

Copper Business Unit Sustainable Development Report 2012

De Beers Report to Society 2012

Nickel Business Unit Sustainable Development Report 2012

Fact Book 2012 / 13

Anglo American Plc

Iron ore and manganese

Metallurgical coal

Thermal coal

Platinum

Diamonds

Other mining and industrial

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