Anglo Platinum SDReport

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ANGLO PLATI NUM LI MI TED 2007

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CHIEF EXECUTIVE OFFICERS REVIEW 2
OUR APPROACH TO REPORTING 7
Materiality 8
Scope and boundary 8
Mining charter 10
PWC: Independent Assurance Report 11
OUR BUSINESS AND SUSTAINABILITY CHALLENGES AND OPPORTUNITIES 13
Profle of operations and products 14
Strategy and sustainability context 15
Sustainable development opportunities, challenges and risks 16
Management approach to sustainable development governance 17
Awards received for sustainable development initiatives 25
Stakeholder engagement our principal stakeholders 26
OUR ECONOMIC CONTRIBUTION 33
Economic impacts 34
Indirect and other economic benefts 36
CARING FOR OUR PEOPLE 41
Safe workplaces 42
Healthy people 47
HIV and AIDS 51
Developing people 53
Respecting peoples rights 57
WORKING WITH OUR HOST COMMUNITIES 61
Community engagement 62
Community development 64
Community health 68
Improving housing and living conditions 72
MANAGING OUR ENVIRONMENTAL FOOTPRINT 75
Environmental risks and impacts 76
Environmental management systems 76
Environmental performance 77
STEWARDSHIP OF OUR PRODUCTS 97
Product labelling and information 98
Reach 98
Recycling 98
Benefciation 98
PERFORMANCE DATA 103
Economic 104
Social 105
Environmental 106
GRI CONTENT INDEX 108
GLOSSARY OF DEFINITIONS, TERMS AND ACRONYMS 109
OTHER USEFUL WEBSITES 112
CONTENTS OF VOLUME 1: BUSINESS REPORT 113
FAX REPLY FORM 114
For a full appreciation of the Groups activities and performance, read this report in conjunction with our Business
Report, both available on the Companys website: http://www.angloplatinum.com.
CONTE NTS
Front cover: In line with our
theme a glimpse beyond
we have used a photograph
of a fuel cell propelled bus in
use on a trial basis. Platinum is
used in fuel cell technology.
CHI E F E XE CUTI VE OF F I CE RS RE VI E W

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This is the sixth year in which we have produced a sustainable development
report, released as part of our annual report. The report is our principal means
of sharing information with our wide stakeholder base on the performance
and efforts to increase the economic and social value from mining what is
ultimately a finite mineral resource, while minimising the adverse impacts of
our operations on the natural environment. We have introduced the theme of
a glimpse beyond in this years report which guides us in terms of how we
report by looking into the future, beyond our operations boundary fences and
into other sustainable uses for our products.
Over the past fve years we have reported consistently and with comparable data on the progress towards our
stated sustainable development targets using the Global Reporting Initiatives (GRIs) 2002 reporting guidelines. This
year we have switched to using the GRIs new G3 guidelines and we declare that this report is aligned with a B+
application level. Despite this switch, we have attempted to ensure consistency and comparability of data. The
report is more focused and discusses the material opportunities and challenges that sustainable development issues
present to Anglo Platinum.
sustainability, creating opportunities
Norman Mbazima Duncan Wanblad

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Performance
We met ten of our key sustainable development targets in 2007 and a further seven remain in progress. We failed
to meet fve of our targets in the areas of:
Safety where we had 25 fatalities against a target of zero;
Anti-retroviral treatment (ART) where not all employees requiring ART remained on the programme in 2007
for various reasons which are discussed in detail later;
Housing where the construction of the Seraleng housing units in Rustenburg did not commence;
Water effciency where only half of operations met their water effciency targets; and
Environmental incidents six level 2 environmental incidents occurred during the year against a target of zero.
Although the details of our overall performance are included in the main body of this report, we believe it is worth
highlighting a few key issues.
Caring for our people
SAFETY
Over the years we have made every effort, together with our workforce and the regulators, to seek new and innovative
ways with which to improve safety at our operations. It is thus with deep regret that we must report the deaths of 25
employees during 2007. This is simply unacceptable and is a deterioration from the 18 fatalities recorded in 2006.
The fatalities during the year, particularly at Rustenburg, suggested the need for a completely different approach to
achieve a signifcant change in workplace safety. While some of our safety statistics over the past fve years have
shown a positive trend, our former CEO, Ralph Havenstein, felt that new leadership was needed to achieve a step
change in safety performance at Anglo Platinum and he subsequently stepped down.
We are comfortable that a signifcant contribution was made to improving and entrenching a safety culture among
all tiers of the workforce. Nevertheless, factors such as high labour turnover due to the growing skills shortage, heavy
reliance on contractors, particularly in our project work, and continued low levels of employee and contractor
literacy, at certain levels, does impede the entrenchment of a safety culture required to achieve zero harm.
For there to be a fundamental improvement in workplace safety we require a highly skilled workforce responding to
the right incentive systems that encourage safe production, a genuine attitude of zero tolerance towards even the
most minor safety infringements and the support of all our stakeholders. The improvement in safety standards and
performance which is necessary may well be above what is generally accepted in the mining industry and by broader
society in South Africa, and therefore clearly will be challenging and will require leadership. These issues are being
addressed through our enhanced safety improvement plan that will be implemented over the next three years.
HIV/AIDS
Another challenge requiring workplace and community-level management efforts is the HIV/AIDS pandemic. In 2007
more than 36,000 (including Modikwa) employees received voluntary counselling and testing (VCT), equating to
some 70% of the workforce. This is a major achievement and is believed to be unprecedented in South African
business for this actual number of employees to have received VCT in a single year.

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From the VCT programme, data shows a 22% HIV/AIDS prevalence rate among our employees. We continue to
supply those employees and their spouses requiring ART with medication and have noticed that the majority of those
employees on ART can perform their normal duties. Not all employees requiring ART stay on the programme for
many reasons including failure to collect the required medication timeously, some employees believe the medication
makes them ill and stigmatisation. Every effort is being made to ensure employees requiring ART remain on the
programme.
OCCUPATIONAL HEALTH
From our work on reducing workplace noise, we believe that improvements are possible. We take heart from the
continued decline in the newly diagnosed cases of noise-induced hearing loss (NIHL) among our staff. The
introduction of silenced compressed air rock drills and electric rock drills, with their reduced vibration and noise
emissions, are the result of such initiatives. We continue to invest in research into various noise-reduction opportunities
for all our noise-emitting equipment.
TRANSFORMATION
We have continued to make steady progress towards meeting the requirements of the mining charter and associated
scorecard. In 2007 we announced major BEE transactions with Anooraq Resources and Mvela Resources that will
result in the creation of two substantial historically disadvantaged South African (HDSA) managed and controlled
South African platinum group metal producers, which will have critical mass and signifcant growth potential. These
transactions are likely to be completed during 2008.
An employee share ownership plan (ESOP) valued at R3.3 billion was also announced in 2007 which will beneft
some 43,000 employees who do not currently participate in any of the Companys share schemes.
We are pleased to report that by year end we had achieved the mining charter requirements with respect to HDSA
in management (43% versus a target of 40%) and 10% women in mining. Other key aspects of our performance are
included in detail in this report.
Working with our host communities
We continually ensure that the negative impacts of our operations on host communities are minimised and the
positive impacts enhanced, through our procurement, recruitment, corporate social investment and educational
programmes. 99% of our R23 billion procurement spend in 2007 was from South African-registered companies, of
which R7.4 billion (32%) was with HDSA suppliers.
As part of the BEE transactions mentioned earlier, local communities surrounding the operations included in the
transaction will participate at an equity level in the new companies. This ensures broad based empowerment and
economic benefts for the local communities.
We increased our corporate social investment spend signifcantly in 2007 from R54 million in 2006 to R126 million.
This funding has been used to uplift communities through education projects, provision of infrastructure, such as
computer training centres, and the development of local businesses.
The resettlement of the Motlhotlo community at PPRust commenced in 2007 after years of consultations which
started in 2002 with individual families, local community groupings, local and provincial government and ultimately

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Construction under way at Rustenburgs new Paardekraal 2 shaft

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with the Department of Minerals and Energy. There was some initial resistance to the move from a small concerned
group within the community. Their concerns were discussed with a task team, which was facilitated by the Premier
of Limpopo, and consensus was reached in June that the resettlement could commence. By the end of 2007, the
resettlement process was well under way with approximately six families having been moved on average per day,
bringing the total moved at year end to 539 families. The remaining 418 families will be resettled during 2008. We
continue to engage with the resettled families to ensure post-resettlement issues are attended to.
Minimising our environmental footprint
ENERGY
We have, over the past few years, been focusing on energy effciency for many reasons including cost control,
projected availability of supply and through our concerns about the greenhouse gas emissions and impact on climate
change associated with electricity usage from coal-fred power stations.
More recently however the national utility, Eskom, has been unable to guarantee electricity supply to our operations.
As a short-term commitment the mining industry has agreed to reduce its base load electricity requirements by 10%.
We will continue to focus on ways of reducing electricity consumption to reduce our load on the South African
electricity grid. Details of some of the Companys energy-saving projects are included in the report.
EMISSIONS
Our sulphur dioxide emissions remained well below permitted levels and Waterval Smelter emitted less than
16 tonnes of sulphur dioxide on average per day in 2007 compared with the permitted 20 tonnes per day. Our
overall emissions of carbon dioxide decreased by just less than 2% year on year.
Comprehensive environmental management systems, certifed compliant with the ISO 14001:2004 standard, are in
place at all our operations.
OUTLOOK
Societys general quest for development that is sustainable will continue to present Anglo Platinum with opportunities
and challenges. These opportunities and challenges have been integrated into the Companys overall business strategy.
The opportunities will be maximised and the challenges mitigated and managed appropriately.

Norman Mbazima Duncan Wanblad
Joint Acting Chief Executive Offcer Joint Acting Chief Executive Offcer
Johannesburg
7 February 2008

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our approach to reporting
Stakeholder
engagement and
issues identification
Internal
management review
Via risk management
External
review of issues
Stakeholder panels
and reports
Non-material
issues
Not reported on
Materiality test
Final decision
by management
Material issues
Included in
draft report
Internal and external
review
Subject experts, assurance
providers PwC, Exco review,
Board S & SD committee,
audit committee and
Board
Publish reports
Distributed to
stakeholders, placed on
internet and released
to analysts
Management
Track SD performance
against material
SD issues and
internally report
JAN DEc

AUG NO
v

N
Ov D
Ec

DEc

N
Ov FEB
FEB
JA
N
MAR
OUR AP P ROACH TO RE P ORTI NG

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Our 2007 sustainable development report provides a
summary of our integrated social, environmental and
economic programmes and results for the year, and
identifes the sustainable development challenges and
opportunities for the future.
This report has been compiled in line with the GRIs
new generation (G3) guidelines where all fve previous
reports were compiled in accordance with the GRIs
2002 (G2) guidelines.
In accordance with G3, we declare that this report is
aligned with application Level B+.
Our overall approach to reporting is best illustrated in
the schematic on the previous page.
Materiality
The G3 self test methodology has been used to
determine material issues for inclusion in this report,
which included both external and internal factors as
follows:
External factors
Main sustainability interests/topics and indicators
raised by stakeholders.
The main topics and future challenges for the
sector reported by Anglo Platinums peers and
competitors, namely Impala Platinum, Lonmin
Platinum, AngloGold Ashanti, Tech cominco,
Rio Tinto and Anglo American plc.
Relevant laws, regulations, international
agreements or voluntary agreements with
strategic signifcance to Anglo Platinum and its
stakeholders.
Well-documented and publicised sustainability
issues, impacts, risks or opportunities (eg global
warming, HIv/AIDS, poverty) identifed through
sound investigation by people with recognised
expertise.
Internal factors
Key values, policies, strategies, operational
management systems, goals and targets at Anglo
Platinum.
The interests/expectations of stakeholders

specifcally invested in the success of the company
(eg employees, shareholders and suppliers).
Signifcant risks to Anglo Platinum as defned by
the companys risk methodologies and
documents in risk reports.
critical factors for enabling company success.
The core products of the company and the
manner in which they can or could potentially
contribute to sustainable development.
The application of the materiality self-test methodology
resulted in 59 G3 indicators being considered material
to the company, down from the 96 indicators reported
against in the 2006 report. The GRI content index on
page 108 highlights those indicators considered material
and cross references to the detail in this report.
Scope and boundary
Anglo Platinums fnancial year is from January to
December; this report reviews results for 2007. The
last report was released in February 2007. Since that
report, there have been no changes in Anglo Platinums
size, structure, ownership or products signifcant enough
to materially alter the scope of this report. It is
envisaged that in 2008 the scope will be changed
following the announcement of two major broad-based
black economic empowerment transactions in
September 2007 which are likely to be concluded in
2008 and are detailed on page 38.
By far the majority of Anglo Platinums activities take
place in South Africa, and are confned to three
provinces (North West, Limpopo and Mpumalanga),
with a fourth (Gauteng) being the location of the
centralised corporate offce.
Primary activities range from exploration and mining
ore to refning and production of fnal metal products
for sale to customers. For operations not controlled by
the Group Northam Platinum, Modikwa (jointly
managed with African Rainbow Minerals), Kroondal and
Marikana (managed by Aquarius), Motololo (managed
by XK Partnership) and Pandora (managed by Lonmin

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Platinum) data from these activities are specifcally
excluded from this report; narrative is however provided
where there are material issues. Exploration activities
outside South Africa are also excluded from the scope
of this report. The Groups global exploration activities
are considered immaterial in terms of sustainable
development data. The impacts associated with using
the Groups products are excluded from the scope of
this report.
Selected changes have been made to the content,
order and layout of the 2007 report based on feedback
from our wide stakeholder base, application of the GRIs
G3 materiality self-test methodology and the overall
impact of switching to report in accordance with G3.
The Group continues to use its sustainable development
report to publicly report its performance against the
mining charter scorecard. For ease of cross referencing,
a mining charter scorecard reference table is included
on page 10.
RESTATEMENT OF COMPARATIVES
To facilitate comparability with previous reports, the
Group has endeavoured to be consistent in the
parameters reported year on year, although this year a
number of immaterial parameters have been excluded
with the change to G3 reporting. Where there have
been restatements, reasons have been provided in the
relevant sections of this report. We have continued to
select parameters to benchmark our performance
against our main competitors, namely Impala Platinum
and Lonmin Platinum. We have also chosen to
benchmark against AngloGold Ashantis South African
operations, as these are similar in size, mining method
and location to Anglo Platinums operations.
ASSURANCE POLICIES AND INTERNAL
PRACTICES
The Group has internal systems in place to record,
monitor and improve the accuracy, completeness and
reliability of fnancial, operational, safety, health, human
resources and environmental management information
included in this report.
The directors:
recognise explicitly that they are responsible for the
content of this report and for this reason
Pricewaterhousecoopers (Pwc) was appointed to
provide assurance over selected parameters and the
report content, allowing us to declare Anglo
Platinums GRI application level as intermediate - B+
level;
recognise explicitly that the assurance provider,
Pwc, alone is responsible for the content of the
independent assurance report and agree, at the
outset, to publish the assurance report in full; and
ensure that adequate resources are made available
for Pwcs work and that Pwc has access to all
individuals, groups, sites, records and information
that it considers necessary for carrying out the
assurance engagement.
Pwc was unable to express an assurance opinion on
HIv/AIDS related parameters as described in their
assurance report. A revised data management system
has been implemented by management to address
Pwcs fndings.
CONTACT DETAILS AND FURTHER
INFORMATION
For fur ther information, please email us at
sustainabledevelopment@angloplat.com or complete
the fax reply form at the back of this report. The Anglo
Platinum website is: http://www.angloplatinum.com.
contact person for the Sustainable Development Report
Stephen Bullock
Sustainable development manager
Anglo Platinum Limited
55 Marshall Street, Johannesburg, 2001
PO Box 62179, Marshalltown, 2107, South Africa
Telephone: +27 11 373 6646
Fax: +27 11 373 5646
Email: sbullock@angloplat.com

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Mining scorecard reference table
Description
For details
refer to page
Human resource development
Has the company offered every employee the opportunity of being functionally literate and numerate by the year 2005
and are employees being trained?
53
Has the company implemented career paths for HDSA employees, including skills development plans? 55
Has the company developed systems through which empowerment groups can be mentored?
1
55
Employment equity
Has the company published its employment equity plan and reported on its annual progress in meeting that plan? 56
Has the company established a plan to achieve a target for HDSA participation in management of 40% within fve years
and is it implementing the plan?
56
Has the company identifed a talent pool and is it fast-tracking it? 55
Has the company established a plan to achieve the target for women participation in mining of 10% within the fve years
and is it implementing it?
56
Migrant labour
Has the company subscribed to government and industry agreements to ensure non-discrimination against foreign
migrant labour?
2
57
Mine community and rural development
Has the company cooperated in the formulation of integrated development plans and is the company cooperating
with government in the implementation of these plans for communities where mining takes place and for major
labour-sending areas?
62
Has there been effort on the side of the company to engage the local mine community and major labour-sending area
communities? (companies will be required to cite a pattern of consultation, indicate money expenditures and show a plan.)
62
Housing and living conditions
For company-provided housing, has the mine, in consultation with stakeholders, established measures for improving the
standard of housing, including the upgrading of hostels and conversion of hostels to family units, and promoted home-
ownership options for mine employees?
72
companies will be required to indicate what they have done to improve housing, show a plan to progress the issue over
time and demonstrate that they are implementing the plan.
72
For company-provided nutrition, has the mine established measures for improving the nutrition of mine employees? 50
companies will be required to indicate what they have done to improve nutrition, show a plan to progress the issue
over time and demonstrate that they are implementing the plan.
50
Procurement
Has the mining company given HDSAs preferred-supplier status? 36
Has the mining company identifed current levels of procurement from HDSA companies in terms of capital goods,
consumables and services?
36
Has the mining company indicated a commitment to a progression of procurement from HDSA companies over a three-
to fve-year timeframe in terms of capital goods, consumables and services, and to what extent has the commitment
been implemented?
36
Ownership and joint ventures
Will the mining company achieve HDSA participation, in terms of ownership of equity or attributable units of production,
of 15% in HDSA hands within fve years and 26% within ten years?
3
38
Benefciation
Has the mining company identifed its current level of benefciation? 98
Has the mining company established its base-line level of benefciation and indicated the extent that this will have to be
grown to qualify for an offset?
4
98
Reporting
Has the company reported in its annual report progress towards achieving its commitments?
5
Note: TheGrouphasprogrammesinresponsetoallminingsectorscorecardrequirementsexceptbenefciationoffsets.
1. ThementoringofempowermentgroupsreferstotheminingcompanysHDSAemployeesandHDSApartnersatthelevelsofownershipandprocurement
2. TheGrouphasrevieweditspoliciestoensurethereisnodiscriminationagainstforeignmigrantworkers
3. Discussionstoensurethatthe26%targetisachievedarecurrentlyinprogress
4. TheoffsetguidelineshavenotbeenfnalisedbytheDMEandthereforetheGroupcannotcalculatewhatoffsetitqualifesfor
5. TheGroupconsidersthisannualreporttocomplywiththisrequirement
Mining charter
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Report of the Independent Non-financial Assurers
Introduction
We have been engaged by Anglo Platinum Limited to
conduct an assurance engagement on selected Key
Performance Indicators (KPIs) reported in Anglo
Platinum Limiteds Sustainable Development Report
2007, for the purposes of expressing a statement of
independent assurance, for the year ended 31 December
2007. This assurance report is made solely to Anglo
Platinum Limited in accordance with the terms of our
engagement.
The following KPIs were selected for an expression of
reasonable assurance:
Total CO
2
emissions from electricity purchased, from
fossil fuels purchased, and from processes
Total energy used
Total work-related fatal injuries
Total amount spent on Socio Economic Development
(SED) projects
The following KPIs were selected for an expression of
limited assurance:
Water used for primary activities
Lost Time Injury Frequency Rate (LTIFR)
New cases of Noise Induced Hearing Loss (NIHL)
New Cases of Occupational Diseases (NCOD)
HIV prevalence rate
Number of employees participating in Voluntary and
Counselling Testing (VCT)
Number of employees participating in Anti-retroviral
Treatment (ART)
Community Engagement Plans (CEPs) in place
Number of socio-economic assessments conducted
using the Socio-Economic Assessment Toolbox (SEAT)
Implementation of the reporting requirements of the
Broad Based Socio-economic Empowerment Charter
for the Mining Sector (the Mining Charter and the
Scorecard)
GRI application level
The evidence gathering procedures for limited assurance

are more restricted than for reasonable assurance and
therefore less assurance is obtained with limited
assurance than for reasonable assurance.
Directors responsibility
Anglo Platinum Limiteds directors are responsible for
the preparation and presentation of the identifed
selected KPIs in accordance with internal corporate
policies and procedures, and the Global Reporting
Initiatives (GRI) new generation (G3) guidelines.
Auditors responsibility
Our responsibility is to express an assurance conclusion
on the selected KPIs based on our assurance
engagement.
Work performed
We conducted our engagement in accordance with the
International Standards for Assurance Engagements
3000, Assurance Engagements other than audits or
reviews of historical fnancial information (ISAE 3000).
This standard requires that we comply with ethical
requirements and plan and perform the assurance
engagement to obtain either reasonable or limited
assurance on the selected KPIs as per our terms of
engagement.
Anglo Platinum Limiteds internal corporate policies and
procedures, and the Global Reporting Initiatives (GRI)
new generation (G3) guidelines were used as criteria to
evaluate the selected KPIs. In terms of evaluating the
B+ application level, the specifc application level
criteria as stipulated by the GRI has been used.
Our work consisted of:
obtaining an understanding of the systems used to
generate, aggregate and report data at four selected
operations and at the corporate head offce;
conducting interviews with management at the
sampled operations and at group level;
TO THE BOARD OF DIRECTORS AND MANAGEMENT OF ANGLO PLATINUM LIMITED

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applying the assurance criteria in evaluating the data
generation and reporting processes;
performing a controls walkthrough for limited
assurance, and further key controls testing in
addition for reasonable assurance and
testing the accuracy of data reported on a sample
basis for reasonable assurance.
Inherent limitations
Non-fnancial data is subject to more inherent limitations
than fnancial data, given both the nature and the
methods used for determining, calculating, sampling or
estimating such data. We have not carried out any work
on data reported for prior reporting periods, nor in
respect of future projections and targets. We have not
conducted any work outside of the agreed scope and
therefore restrict our opinion to the agreed KPIs.
Conclusion Reasonable Assurance
On the basis of our reasonable assurance procedures,
the KPIs selected for reasonable assurance for the year
ended 31 December 2007, have been compiled in
accordance with corporate policies and procedures and
are free from material misstatements.
Conclusion Limited Assurance
On the basis of our limited assurance procedures,
except for the three HIv/Aids related KPIs described
below, nothing has come to our attention to believe
that the KPIs selected for limited assurance for the year
ended 31 December 2007, have not been compiled in

accordance with the corporate policies and procedures
or were not free from material misstatements.
Exceptions
We were not able to express an assurance opinion on
the HIv/Aids related KPIs (HIv prevalence, number of
employees participating in vcT and number of
employees participating in ART). The confdence levels
required by the assurance process could not be
achieved for the entire reporting period, as a result of
reporting processes requiring further improvement to
ensure accuracy of the reported data and confdentiality
requirements limiting access to records required for
data verifcation.

PricewaterhouseCoopers Inc.
Carmen le Grange
Director
RegisteredAuditor
Johannesburg
8 February 2008
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our business and sustainability
opportunities and challenges
Sustainability issues may present many business opportunities for Anglo Platinum. Honda
Motor Corporation will launch its FCX clarity fuel cell car in the United States in 2008.
The FCX has no direct emissions to the environment. Platinum is used in fuel cells and
should this technologys use increase then the demand for platinum may grow.
OUR BUS I NE S S AND S US TAI NABI L I TY OP P ORTUNI TI E S AND CHAL L E NGE S
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Profile of operations and products
OPERATIONS
Anglo Platinum Limited is listed on the JSE and is the
sole listed entity for the Group. It also has a secondary
listing on the London Stock Exchange. International
depositary receipts for the Companys shares are listed
on the Brussels bourse.
Anglo Platinum forms part of Anglo American plc which
holds a 76.5% share in Anglo Platinum. Group in this
report, however, refers only to Anglo Platinum and its
major wholly-owned subsidiaries, primarily Anglo
Platinum Management Services (Proprietary) Limited;
Rustenburg Platinum Mines Limited (RPM); Potgietersrust
Platinums Limited (PPRust); Lebowa Platinum Mines
Limited (Lebowa); Twickenham and all other
subsidiaries.
The Group currently holds a 22.5% share of Northam
Platinum. This share, along with the Groups 50% stake
in the Booysendal project, is to be sold to Mvelaphanda
Resources.
The Group is also engaged in joint ventures and
partnerships with:
ARM Platinum, an HDSA mining company, to
operate the Modikwa Platinum Mine;
Royal Bafokeng Resources, an HDSA partner, over
the combined Bafokeng-Rasimone Platinum Mine
(BRPM)/Styldrift properties;
Lonmin Platinum and HDSA partners, the Bapo Ba
Mogale community and Mvelaphanda, over the
Pandora PGM reserves;
Bakgatla-Ba-Kgafela over Union Section;
XK partnership including Xstrata to operate the
Mototolo Mine; and
Aquarius Platinum at Kroondal and Marikana mines
and our shallow reserves at Rustenburg Section.
The Group has extensive governance structures in
place with its joint venture partners and representation
on the boards and board committees of its joint
venture partners. The Groups smelting and refning

operations are wholly owned through RPM and
situated in South Africa. These operations treat
concentrates from wholly-owned subsidiaries and joint
ventures.
In Zimbabwe, the Group is developing the Unki
Platinum Mine and our policies and standards procedures
will apply to the management of Unki.
Elsewhere in the world, the Group is involved in
exploration in Canada, Russia, Brazil and China. The
Group has a representative offce in Beijing.
MAIN PRODUCTS AND NATURE OF
MARKETS SERVED
Anglo Platinum is the worlds leading primary producer
of platinum and accounts for about 37% of newly mined
production globally. It also produces other platinum
group metals (PGMs) including palladium, rhodium,
ruthenium, iridium and osmium. Nickel, copper, other
base metals and gold are by-products.
Some 61% of the worlds platinum is used in autocatalysts,
designed to reduce noxious emissions from vehicles.
Demand for autocatalysts rose 2.3% in 2007 as
environmental concerns about air quality in many of the
worlds major cities continue to increase and more
stringent vehicle-emission standards are legislated in
many countries. A more detailed market review
appears in Volume 1: Business Report.
The Group is frmly committed to the development of
PGM markets and, in cooperation with Johnson Matthey
and others, researches and promotes new products
using PGMs.
Anglo Platinum created the Platinum Guild International
(PGI) in 1975 and provides funding for its jewellery
development efforts. The Group is active in other
industry organisations, including the International
Platinum Association, which is an advocacy forum for
producers and fabricators, and attends to sustainability-
related matters on behalf of the industry.
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Strategy and sustainability context
The Groups strategy is to develop the market for
platinum group metals, to expand its production into
that opportunity and to conduct its business cost-
effectively and competitively. Our vision is to increase
our lead as the worlds number one platinum
organisation, which means: delivering fnancial growth
that is superior in our business; taking the lead not only
in production, but also in cost-effciency, safety,
sustainable development and market development; and
developing mutually constructive and benefcial
relationships with our broad stakeholder base.
Anglo Platinums operating mines are based in South
Africa. South Africa is a developmental state which
experienced years of selected development during the
apartheid period. This led to imbalances in South
African society which the present government is
attempting to rectify through numerous transformation
programmes. To address many of these social imbalances
in the mining industry, government developed the
mining charter and associated scorecard which require
mines to meet certain employment equity as well as
employee and community development targets by
2009. Many of the Anglo Platinum social and employee
programmes detailed in this report have been designed
and implemented to meet the requirements of the
mining charter.
South Africa is also a water-scarce country and in areas
such as the Eastern Limb of the Bushveld Complex,
years of underdevelopment have created imbalances in
water resource distribution. Under the apartheid
government, many traditional communities were forcibly
moved into former so-called independent states. This
led to high population densities around many of Anglo
Platinums mining operations such as those around
Rustenburg and the Eastern Limb operations. High
population densities and scarce natural resources have
led to competing demands for access to natural and
other resources such as land.
The Minerals and Petroleum Resources Development
Act (MPRDA) under which mines are governed, fully
embraces the concepts of sustainable development in
section 37 where it references the National
Environmental Management Acts defnition of
sustainable development as the integration of social,
economic and environmental factors into planning,
implementation and decision-making so as to ensure
that development serves present and future generations.
The MPRDA requires all mining operations to have
social and labour plans and environmental management
programmes in place, and to comply with and publicly
report on progress towards meeting the requirements
of the mining charter. The Group uses its sustainable
development report to report its progress.
Although Anglo Platinum is primarily South Africa based,
we still have to address many of the global sustainability
challenges, such as climate change and protection of
biodiversity.
Therefore, in terms of sustainability context, both South
African and global sustainability issues are discussed in
this report.
Mining by its very nature is not sustainable in perpetuity
as we mine an ore body with a fnite life. However, by
mining we extract metals society needs to, among
other things, address air quality, medical and
technological issues. Through the business we are able
to employ a signifcant number of people who are
often the sole breadwinners, improve peoples skills
levels and generate wealth for shareholders and pay
taxes to the state. Many of the benefts and skills
created by mining will outlast the mining activities
themselves. Therefore although mining itself is not
sustainable in perpetuity, the opportunities we create
for individuals and society are.
16
1
Opportunity Description Cross reference
Autocatalyst market
growth
Demand for platinum and palladium use in autocatalysis rose by 2.3% and 8% to
4.2 and 4.4 million ounces respectively in 2007, primarily because of more
stringent legislation on vehicle emissions. Forecasts for 2008 predict a further
growth in the use of platinum and palladium respectively in autocatalysts.
Business Report
p26
Rising demand to
improve peoples
health
Demand for platinum in the medical sector rose in 2007, where the metal is
used to produce anti-cancer drugs and as an alloy with gold in the dental feld.
Business Report
p32
Potential growth in
the fuel cell market
Demand for platinum for fuel cells is very small at present. However, this is
expected to increase in the short to medium term for portable applications
such as fashlights and power for laptop computers. In the longer term, the
commercialisation of fuel cell vehicles will provide sustainable growth in this
sector as environmental concerns spiral. The recent rise in the oil price has
added further impetus to fuel cell development. Anglo Platinum is involved with
a pilot fuel cell project in Limpopo province. Anglo Platinum has a 17.5% share in
JMs fuel cell business.
Business Report
p32
Possible PGM use in
clean coal technology
Anglo Platinum, in collaboration with Johnson Matthey and Anglo Coal,
announced its funding of a research project into the possible uses of PGMs in
clean coal technology, which greatly reduces greenhouse gas emissions from
coal-fred power stations. If this research succeeds, it will create a new market
for PGMs and may contribute positively to climate change.
Growth in the South

African market
The South African government is encouraging local benefciation of PGMs.
Through Anglo Platinums own initiatives, such as its local jewellery fabrication
programme and other industry and government programmes, local demand for
platinum may increase, although off a very low base.
p98
Strong resource base
to create economic
and human capital
opportunities
The Groups mineral resource base and growing demand for PGMs is providing
an opportunity to grow the business. With this growth comes the opportunity
to create new jobs in South Africa where unemployment rates are currently
39%, improve employees skills through development programmes, uplift our
host communities through socio-economic development and infrastructure
delivery programmes.
p34
p52
p62
p104
Sustainable development
opportunities, challenges and risks
Societys general quest for development that is
sustainable has continued to present opportunities,
challenges and risks for Anglo Platinums business in
2007.
OPPORTUNITIES
Anglo Platinum annually evaluates the opportunities
that global sustainable development-related aspects
present to the Company via its Group strategy
formulation processes. The process culminates in a
Group strategy with clearly defned actions assigned to
executive management to implement and monitor.
The table below lists the key opportunities sustainable
development-related issues present to the Group.
CHALLENGES AND RISKS
Our key sustainable development challenges are listed
in the fold-out table on the inside front cover of this
report. This refects progress towards meeting our
commitments in 2007 and how we will address these
challenges in 2008.
The sustainable development challenges and risks were
identifed via a formal risk management process which
considers views of external and internal stakeholders. In
line with international best practice and King II guiding
principles, the Executive Committee is responsible for
reviewing signifcant risks and monitoring controls and
actions to mitigate these risks. The system of controls is
reviewed by the Audit Committee and signifcant risks
and mitigation strategies are submitted to the Board for
ratifcation.
17
1
Management approach to sustainable
development governance
Corporate governance at Anglo Platinum embraces the
process of supporting management and balancing the
interests of all internal stakeholders and other parties
who can be affected by the Groups conduct to ensure
responsible behaviour and to achieve the maximum
level of effciency and proftability. At Anglo Platinum,
good corporate governance provides the foundation
for sound commercial decision-making which is integral
to successful, sustained corporate performance,
optimising stakeholder value and ultimately shareholder
protection.
Anglo Platinum ensures that good corporate governance
is upheld by placing equal importance on all shareholders
and stakeholders, and on compliance and enforcement
that underpins shareholder protection, proftability and
sustainability of the business.
King II crystallised basic principles into a guideline that
Anglo Platinum has embraced, facilitating sound business
management, and highlighting the need for sound
corporate practices, accountability, sustainability and
transparency. More specifcally, this becomes an all-
embracing concept dealing with:
conformity without compromising business fair and
sound business operations;
evidence of commitment by management to adhere
to conduct that is universally recognised and
accepted as sound and proper;
promotion of commercial longevity and proftability
with a strategic framework;
sound business processes, procedures and policies
to mitigate risk and ensure optimum operational
activities;
business continuity and disaster recovery;
non-fnancial aspects such as socio-economic
environmental factors and social responsibility and
economic empowerment initiatives;
internal audit monitoring and review of internal
controls designed to mitigate real, potential and
future risks;
Board responsibility for sound business practices

and risk appetite; and
compliance and enforcement.
Shareholder protection
In addition to minority and member protection laws in
the Companies Act 1973, which houses a plethora and
range of legal remedies to enforce member rights, there
is also protection under the recently promulgated
Corporate Laws Amendment Act 26 of 2007 dealing
with the disposal of all or a greater part of the
Companys assets which now requires a special
resolution passed by 75% of shareholders as opposed
to an ordinary resolution passed by the simple majority.
The new Companies Act also seeks to govern and
fortify shareholder protection in various sections of the
bill, thereby providing shareholder remedy and relief
through governance structures.
At Anglo Platinum, shareholder protection is maintained
through leading corporate governance systems,
mechanisms and compliance through which shareholders
can raise issues. Board performance is monitored and
assessed and strategic decision-taking overseen. Risk
management is a priority and linked to important daily
decisions. Effectively, risk management is a corporate
strategic tool to ensure business success and proftability.
Policies and clarifed procedures ensure rules and
regulations are evenly and consistently enforced in the
Company. Share dealing procedures for directors and
staff, confdential proprietary business information,
material price-sensitive information and anti-insider
trading policies conforming to the Securities Services
Act, JSE Listings Requirements and existing corporate
laws have been implemented and are enforced.
Shareholder activism and equity value
A symbiotic relationship exists between the Company
and shareholders. Shareholders provide capital and the
Company must optimise such capital to ensure proftable
returns for its stakeholders. Wealth creation requires an
environment that fosters forward thinking and
competitive business activity. This includes focus on
investment returns as well as developing effective
technologies and business practices. Appropriate checks
and balances have been implemented to ensure that

18
1
Anglo Platinum is not exposed to unacceptable levels of
operational, fnancial or reputational risk.
Ethics
Ethics is displayed and practised at Anglo Platinum in the
form of promoting leadership and inculcating a culture
of integrity and work ethic as well as observance of
directors fduciary duties and responsibilities, avoiding
conficts of interest and acting in the best interests of
the organisation, encouraging whistle-blowing and
values and principles set out in codes of conduct.
Systems, compliance and enforcement
Compliance with and enforcement of the Companies
Act, Corporate Laws Amendment Act, JSE Listings
Requirements and other legislation governing the
mining industry ensures:
communication and disclosure;
fnancial and economic performance;
effective leadership;
respect for shareholder rights;
meeting stakeholder obligations; and
embracing the challenges of the business environment
in which Anglo Platinum operates.
Enforcement is the challenge of the organisation as
overseen by Group company secretarial and is achieved
not by badgering and cajoling but by frmly entrenched
practices that ensure:
document and information management and
retention;
electronic storage of information from a risk
perspective;
policies and procedures;
remaining cognisant of statutory updates and
implications for the organisation;
best practice;
innovation;
rethinking ways to optimise entrenched procedures;
and
ensuring the ability to infuence sound governance

which in turn produces benefts for shareholders.
Authority manual
Anglo Platinum has an extensive authority policy manual
in place. Its objectives are to delegate transactional and
contractual authority from the Board to Anglo Platinum
staff and offcials at various levels. This provides an
effective and practical directive and guideline for
minimising or eliminating possible risk exposure to the
Company, emanating from the unauthorised actions of
its offcials. It also ensures that Anglo Platinum staff and
offcials fully understand demarcated authorisation limits
and that these are strictly adhered to.
Pension fund governance
Anglo Platinum has established a governance committee
dedicated to pension fund business which ensures a
sound platform for effective retirement fund
management, coupled with the facility to select
investments to ensure that ultimately suffcient funds
can be provided to pensioners on retirement. Anglo
Platinum understands that funds differ in size and
complexity and that trustees differ in knowledge and
legal and fnancial sophistication. The board of trustees
of each fund has access to the Governance Committee
armed with appropriate governance, policies and
procedures and risk-mitigation strategies that seek to
ensure trustees are not exposing themselves and the
members of funds to unacceptable levels of risks.
BOARD STRUCTURES
Anglo Platinums Board of directors is ultimately
responsible for, among other things, the Companys
sustainable development performance and strategy.
The Board meets quarterly and is responsible to
shareholders for setting direction through strategic
objectives and key policies, and monitors implementation
through structured reporting systems.
The Company has a unitary board comprising two
executive and 11 non-executive directors as defned by
19
1
King II. Two independent non-executive directors were
appointed after year end on 23 January 2008, bringing
the total number of independent directors to fve. The
Board has a charter setting out its mission, role, duties
and responsibilities and, in particular, aspects concerning
the following:
the directors fduciary responsibilities;
leadership of the Board;
induction of new directors;
evaluation of directors;
relationship between staff and external advisers, as
well as unrestricted access to Company records;
Board meetings and procedures; and
executive succession.
The Board has affrmed its commitment to the principles
and cornerstones of sound governance. It ensures that
the Groups business is conducted in line with high
standards of corporate governance, within the
predetermined parameters of risk management and
control and in accordance with local and internationally
accepted corporate practice. This, in turn, ensures

conformance and compliance without impeding business
performance.
The directors endorse and believe the Group adheres
to the general principles espoused in the Code of
Corporate Practices and Conduct set out in the second
King report and applies these to the extent appropriate
to the business.
The Board and management actively and continuously
review and enhance the systems of control and
governance to ensure the Groups business is managed
ethically and within prudent risk parameters, in line with
internationally accepted standards of best practice. A
subcommittee of the Board is convened from time to
time to identify and deliberate on changes to the
legislative and statutory environment, new business
policies and compliance matters. This ensures the
Board is kept appraised of new developments, and
monitors and supports governance and sound business
practice in the organisation.
The Board
The Board is responsible to shareholders for setting economic, social and environmental direction through strategic
objectives and key policies, and monitors implementation through structured reporting systems.
Frederik Phaswana (chairman) Norman Mbazima*
Tom Wixley (deputy chairman) Ren Mdori
3
Ralph Havenstein (chief executive offcer)*
1
Robin Mills*
7
Dave Barber
2
Bill Nairn
8
Philip Baum Hixonia Nyasulu
9
Colin Brayshaw
10
Tony Redman
Cynthia Carroll
3
Abe Thebyane*
4
Richard Dunne Tony Trahar
10
Mike Halhead*
4
Roeland van Kerckhoven*
10
David Hathorn
5
Duncan Wanblad*
Russell King
6
Sandy Wood*
4
Bongani Khumalo
* Executive 4. Resigned 9 October 2007
Non-executive 5. Resigned 14 February 2007
Independent non-executive 6. Appointed 27 July 2007
1. Resigned 31 August 2007 7. Retired 30 September 2007
2. Resigned 31 March 2007 8. Retired 27 July 2007
3. Appointed 31 March 2007 9. Resigned 2 November 2007
10. Retired 31 March 2007
20
1
The Anglo Platinum Board decided to reduce the
number of executive directors to only include the
designations of chief executive offcer and chief fnancial
offcer and to increase the number of independent non-
executive directors to create a governance structure
appropriate to its business. Existing executive directors
resigned from the Board but remained members of the
Executive Committee and retained their respective
portfolios as follows: Sandy Wood executive head:
commercial, Mike Halhead executive head: process,
Abe Thebyane executive head: human resources.
Pieter Louw executive head: mining assumed the
responsibilities of Robin Mills who retired from Anglo
Platinum at the end of September 2007. July Ndlovu
offcially assumed Mike Halheads responsibilities when
he retired in December as executive head: process.
Both Pieter and July were appointed members of the
Executive Committee.
Francis Petersen executive head: strategy retained his
responsibilities of strategic long-term planning, safety &
sustainable development and strategic projects.
Mary-Jane Morif was appointed executive head:
corporate affairs with responsibilities of communications,
government relations and community engagement and
assumed her responsibilities as a member of the
Executive Committee on 1 November 2007.
Norman Mbazima and Duncan Wanblad were appointed
joint acting chief executive offcers, following the
resignation of Ralph Havenstein and will continue to act
in this capacity until the appointment of a new chief
executive offcer is announced.
The Board has established a number of standing
committees, which are ultimately accountable to the
Board. These committees are a vital assembly of skills
that seek to concentrate on achieving set objectives,
designed to delegate Board functionality, assist and
monitor the executive and ensure that dedicated
functions are executed in the best interests of the
Company and its stakeholders. These subcommittees,
their role and representation are listed in the table on
page 21.
The Board, Board sub-committee members and their
respective chairmen, which includes the S&SD
Committee, are paid a fat fee per annum, as
recommended by the Executive Committee, noted by
the Remuneration Committee and approved by the
Board of Directors. This fee encompasses the
responsibility of ensuring that each sub-committee,
including S&SD, attains its core objectives in line with
each committees charter. Safety, Health & Sustainable
Development remains a key focus and core imperative
of board members.
Company executives are evaluated and remunerated
and rewarded based on targets, key performance
indicators and corporate objective weightings which
include safety and sustainable development criteria.
The performance of all Board sub-committees, including
S&SD, is formally evaluated annually by the individual
members of the committees and performance reports
are submitted to the respective chairman. These reports
are reviewed and changes to the way the committees
operate made accordingly. Individual members
performance on these committees is also evaluated.
21
1
Executive
Committee
Administration
Committee Audit Committee
Corporate
Governance
Committee
Nomination
Committee
Remuneration
Committee
Safety &
Sustainable
Development
Committee*
Recommends
policies and
strategies; monitors
implementation;
deals with all
executive
management
business; responsible
for all material
matters not
expressly reserved
for the Board;
coordinates;
manages and
monitors resources
to achieve the
Groups aims.
Responsible
for all matters
pertaining to
staff and
administration.
Monitors adequacy
of fnancial controls
and reporting;
reviews audit plans
and adherence to
these by internal
and external
auditors; ascertains
the reliability of the
audit; ensures
fnancial reporting
complies with
IFRS and the
Companies Act;
reviews and
recommends on all
fnancial matters
and monitors the
Companys appetite
for risk and
concomitant
controls.
Reviews quality
of corporate
governance
and makes
recommendations
to the Board;
advises directors
and management
on the Companies
Act, JSE Listings
Requirements and
other governing
legislation.
Considers suitable
nominations for
appointments to
the Board as well
as succession
planning and makes
appropriate
recommendations,
based on
qualifcations and
experience.
Establishes the
overall principles of
remuneration and
determines
remuneration of
executive directors
and head of
internal audit;
considers, reviews
and approves
Group policy on
executive
remuneration and
communicates this
to stakeholders in
the annual report.
Develops
framework, policies
and guidelines for
S&SD management
and ensures
implementation;
monitors Group
compliance with
relevant legislation.
Evaluates material
sustainable
development
impacts in light of
the precautionary
principle and
advises the Board
accordingly.
Norman Mbazima Norman Mbazima Richard Dunne Tom Wixley Fred Phaswana Tom Wixley Tony Redman
Sean Chelius
1
Sean Chelius
1
Dave Barber
16
Dave Barber
16
Colin Brayshaw
5
Colin Brayshaw
5
Bill Nairn
11
Chris Griffth
1
Chris Griffth
1
Colin Brayshaw
5
Philip Baum Cynthia Carroll
13
Richard Dunne
14
Mzolisi Diliza
Ralph Havenstein
2
Ralph Havenstein
2
Bongani Khumalo
10
Leon Bekker
1
Richard Dunne
14
Russell King
15
Dorian Emmett
Mike Halhead
3
Mike Halhead
3
Tom Wixley Colin Brayshaw
5
Tony Trahar
5
Fred Phaswana Mike Halhead
Pieter Louw
8
Pieter Louw
8
John Williams
9
Richard Dunne Tom Wixley Tony Trahar
5
Ralph Havenstein
2
Jenny Meyer
1
Jenny Meyer
1
Bongani Khumalo Bongani Khumalo
Robin Mills
4
Robin Mills
4
Bill Nairn
11
Robin Mills
4
Mary-Jane Morif
7
Mary-Jane Morif
7
Hixonia Nyasulu
12
Abe Thebyane
July Ndlovu
6
July Ndlovu
6
Fred Phaswana Duncan Wanblad
Francis Petersen Francis Petersen Tony Redman
Martin Prinsloo
1
Simon Scott
1
Martin Prinsloo
1
Simon Scott
1
Tony Trahar
5
Abe Thebyane Abe Thebyane
Roeland van
Kerckhoven
5
Roeland van
Kerckhoven
5
Duncan Wanblad Duncan Wanblad
Sandy Wood Sandy Wood
Committee chairperson
* Membership of the S&SD Committee is reviewed annually by the chairman and recommendations are made to the Nomination Committee. Members are appointed based
on responsibilities, experience and qualifcations. Certain members are specifcally appointed for their expertise in safety, health, environmental and community-related
matters.
1. Attends committees by invitation 9. Resigned 25 May 2007
2. Resigned 31 August 2007 10. Resigned 31 January 2007
3. Retired 31 December 2007 11. Retired 27 July 2007
4. Resigned 16 September 2007 12. Resigned 2 November 2007
5. Retired 31 March 2007 13. Appointed 1 July 2007
6. Appointed 1 September 2007 14. Appointed 14 May 2007
7. Appointed 1 November 2007 15. Appointed 27 July 2007
8. Appointed 16 September 2007 16. Resigned 31 March 2007
22
1
Attendance at Board committees in 2007 is refected below.
Director Board Audit Committee
Corporate
Governance
Committee
Nomination
Committee
Remuneration
Committee
Safety &
Sustainable
Development
Committee
Number of meetings held
during the year 4 4 4 5 5 3
Dave Barber
(resigned 31 March 2007) 1 1 1
Colin Brayshaw
(retired 31 March 2007) 1 1 0 1 1
Philip Baum 4 3
Cynthia Carroll
(appointed 31 March 2007) 3 1
Richard Dunne 4 4 3 4 4
Mike Halhead
(resigned 9 October 2007)* 3 3
David Hathorn
(resigned 14 February 2007) 1 0
Ralph Haventein
(resigned 31 August 2007)* 3 1
Bongani Khumalo 3 4 1
Russell King
(appointed 27 July 2007) 2 0 3
Norman Mbazima* 4
Ren Mdori
(appointed 31 March 2007) 3
Robin Mills
(retired 30 September 2007)* 3 2
Bill Nairn
(retired 27 July 2007) 3 2 2
Hixonia Nyasulu
(resigned 2 November 2007) 3 4
Frederik Phaswana (chairman) 4 4 5 5
Tony Redman 3 3 3
Abe Thebyane
(resigned 9 October 2007)* 3 3
Tony Trahar
(retired 31 March 2007) 0 0 0 1
Roeland van Kerckhoven
(retired 31 March 2007)* 1
Duncan Wanblad* 4 3
Tom Wixley (deputy chairman) 4 4 4 5 5
Sandy Wood
(resigned 9 October 2007)* 3
Not applicable
Non-executive
* Executive
Independent non-executive
Includes special meeting
23
1
Peer educators in Rustenburg providing HIV/AIDS awareness training in the commmunity
24
1
DISCLOSURE ON OVERALL
MANAGEMENT APPROACH
At management level, the Board charges its line
management with ensuring that adequate resources are
applied and attention is given to the implementation of
sustainable development principles in the organisation
and at the Groups mining and processing operations.
The executive management team relies on a dedicated
safety and sustainable development department at the
corporate offce to ensure all aspects of sustainable
development, pertinent to the Groups activities, are
addressed. Sustainable development issues remain a line
function responsibility, for example spillage prevention
at an operation is the operational managers role, not
that of the environmental manager.
The safety and sustainable development departments
role is to advise and ensure that other functions across
the Group are addressing sustainable development
issues. The department has dedicated safety, health,
environmental and social skills. Other functions include
providing monthly sustainable development performance
reports for the Executive Committee and quarterly
reports for the Safety & Sustainable Development
Board Committee and the Board. We have an integrated
approach to managing sustainable development and
therefore this section is intended to be a complete
overview of our management approach.
Other Group functions charged with key components
of Anglo Platinums sustainable development
programme are:
Procurement department: Implementing vendor
social responsibility criteria including HDSA and
local procurement programmes.
Socio-economic development depar tment:
Responsible for managing corporate social
investment projects around the Groups operations.
Human resources development department:
Responsible for skills development, recruitment and
transformation components of the social and labour
plans.
Finance department: Responsible for managing and
advising on the Groups fnances to ensure economic
sustainability.
Marketing department: Responsible for product
stewardship aspects and interaction with customers.
At an operational level, there are dedicated safety,
health, environmental and community specialists tasked
with ensuring the various aspects of the Companys
sustainable development programme are implemented
and managed. These specialists are required to comply
with corporate policy. All operations are ISO 14001
and OHSAS 18001 certifed as shown below. Through
our major shareholder, AAplc, we are bound by a
number of internal codes such as the ICMM principles,
Voluntary Principles on Security and Human Rights and
the Global Compact.
Operations Standards/specification 2008 system audit dates

Polokwane Metallurgical Complex ISO 14001:2004 and OHSAS 18001:1999 21 23 January 2008
Rustenburg Section ISO 14001:2004 and OHSAS 18001:2007 14 18 April and 21 25 April 2008
Western Limb Tailings Retreatment ISO 14001:2004 and OHSAS 18001:2007 26 29 May 2008
Precious Metals Refners ISO 14001:2004 and OHSAS 18001:2007 9 13 June 2008
Union Section ISO 14001:2004 and OHSAS 18001:2007 23 27 June 2008
Rustenburg Base Metal Refners ISO 14001:2004 and OHSAS 18001:2007 7 11 July 2008
Amandelbult Mine ISO 14001:2004 and OHSAS 18001:2007 21 25 July 2008
Lebowa Platinum Mines ISO 14001:2004 and OHSAS 18001:2007 4 8 August 2008
Rustenburg Bafokeng-Rasimone ISO 14001:2004 and OHSAS 18001:2007 18 22 August 2008
Rustenburg Concentrators ISO 14001:2004 and OHSAS 18001:2007 1 5 September 2008
PPRust ISO 14001:2004 and OHSAS 18001:2007 15 19 September 2008
Waterval Smelter ISO 14001:2004 and OHSAS 18001:2007 3 7 November 2008
25
1
Awards received in 2007
During the year, Anglo Platinum received several awards for its sustainable development initiatives:
1st prize in the Eskom eta (effciency) awards for the low-energy light project;
Amandelbult Mine won the Nedbank greening the future awards in the environmental category for its
environmental programmes;
2nd runner up in the Association of Chartered and Certifed Accountants award for the best 2006 sustainability
report;
2nd place in the Ernst & Young sustainability reporting awards;
Best annual report for a JSE top 40 listed company; and
League of American Communication Professionals (LACP) bronze award in mining category.
Two of the trophies presented to Anglo Platinum in 2007

Jurie de Kok, Mark Farren and Philemon Mofomme with the Nedbank Capital Green Mining Trophy
26
1
Stakeholder engagement our principal stakeholders
We continually engage a wide range of stakeholders on numerous issues via many channels. The table below summarises our
principal stakeholders. The key issues of interest to our stakeholders are dealt with in the main body of the report, as referenced
in the last column.
Key attributes
Relationship to
Anglo Platinum
Method of
engagement
Frequency of
engagement
Refer
to page
Investors
Anglo American plc Listed in London Owns 76,5% of Anglo
Platinum
Meetings Weekly 14
Minority shareholders Predominantly South African,
European and North American
Own the balance of Anglo
Platinum shares
Results
presentations,
media
Bi-annual,
continual
14, 17
Potential investors Represented by investor groups,
such as pension funds
An interest in the potential
of becoming shareholders
Results
presentations,
media
Bi-annual,
continual
14
JSE Limited Regulator of listed companies Primary listing exchange and
market
Various Continual 14
JSE SRI Index Independent assessment of triple
bottom-line reporting
Anglo Platinum is included in
the index
Index
questionnaire
Annual 1 117
Employees
Permanent employees 48,926; 93% South Africa; 7%
Botswana, Lesotho, Mozambique,
Zimbabwe
Direct contractual relationship Various Continuous 34, 42
Contractors 39,341; 71% South African Indirect contractual
relationship
Various Continuous 34
Trade unions and
associations
National Union of
Mineworkers
26,138 predominantly mining
employees
Signatory to employee
relations policy
Partnership
structures and
task teams
Once every
two months
43 60
United Association of SA 4,400 predominantly supervisory
employees
relations policy
Partnership
structures and
task teams
Once every
two months
Trade Union Alliance 3,798 members of smaller unions Signatory to employee
relations policy
Partnership
structures and
task teams
Once every
two months
Togetherness Amalgamated
Workers Union of SA
714 employees Signatory to employee
relations policy
Partnership
structures and
task team
Once every
two months
Solidarity 142 supervisory mining and
engineering employees
relations policy
Partnership
structures and
task team
Once every
two months
National Union of
Metalworkers of SA
1,913 plant employees Signatory to employee
relations policy
Partnership
structures and
task team
Once every
two months
27
1
Key attributes
Relationship to
Anglo Platinum
Method of
engagement
Frequency of
engagement
Refer
to page
Customers
Johnson Matthey Listed in London; PGMs fabricated
into industrial products
Direct supply and long-term
agency contracts for PGMs
Meetings and
written
correspondence
A minimum of
once a month
14
BASF Listed in New York; PGMs
fabricated into industrial products
Direct long-term contract to
buy PGMs
Meetings and
written
correspondence
A minimum of
once a month
BR 13
Tanaka Kikinzoku Kogyo KK Private Japanese company;
fabricating PGM industrial products
buy PGMs
Meetings and
written
correspondence
A minimum of
once a month
Umicore SA Listed in Brussels, fabricating PGM
industrial products
buy PGMs
Meetings and
written
correspondence
A minimum of
once a month
Heraeus Private German company,
fabricating PGM industrial products
buy PGMs
Meetings and
written
correspondence
A minimum of
once a month
Toyota Motor Corporation Tokyo-listed motor manufacturer;
PGMs used in autocatalysts
buy PGMs
Meetings and
written
correspondence
A minimum of
once a month
Honda Motor Corporation Tokyo-listed motor manufacturer;
PGMs used in autocatalysts
buy PGMs
Meetings and
written
correspondence
A minimum of
once a month
Business partners
ARM Platinum HDSA mining company Joint venture partner at
Modikwa Platinum Mine
Joint venture
agreement
meetings
Monthly 39 40
Aquarius Platinum Sydney and Johannesburg-listed
mining company
Partner for exploiting
Kroondal and Marikana
reserves
Pooling-and-
sharing
agreement
meetings
Monthly
Lonmin plc London-listed mining company in
partnership with Bapo Ba Mogale
community
Joint venture partner at
Pandora
Joint venture
agreement
meetings
Quarterly
Mvelaphanda Resources Johannesburg-listed HDSA mining
company
Co-shareholder of Northam
Platinum and BEE partner
Joint venture
agreement
meetings
Quarterly
Plateau Resources HDSA mining company Joint venture partner at Ga-
Phasha PGM project
Joint venture
agreement
meetings
As required
Royal Bafokeng Resources Resources company wholly owned
by the Royal Bakokeng nation, a
traditional authority in North West
province
Joint venture partner at
BRPM/Styldrift
Joint venture
agreement
meetings
Monthly
Bakgatla-Ba-Kgafela community Traditional authority Partner in Union Mine Holds 15%
share in Union
Partner
PTM HDSA company exploration Joint venture partner Joint venture
agreement
meetings
Quarterly
Pacifc North West
Capital Limited
Exploration company Joint venture exploration
partners in Canada
Meetings As required
Anooraq HDSA mining company BEE partner Meetings As required
28
1
Key attributes
Relationship to
Anglo Platinum
Method of
engagement
Frequency of
engagement
Refer
to page
Business partners
(continued)
Eurasia Exploration company Joint venture partner in Russia Meetings As required 39 40
Solitario Exploration company Joint venture partner in Brazil Meetings As required
Sishuan Bureau of Geology
and Mineral Resources
Exploration company Joint venture partner in China Meetings As required
Xstrata South Africa
(Pty) Ltd
Exploration company Joint venture partner in South
Africa
Joint venture
meetings
Monthly
Kagiso Platinum Venture (Pty)
Ltd
Exploration company Joint venture partner Joint venture
meetings
Monthly
Mototolo Joint Venture Exploration company Joint venture partner Joint venture
meetings
Monthly
Major contractors
JIC Mining South African contract mining
company
Service to the value of
R412.8 million in 2007
Contract
meetings and
correspondence
Monthly 33 37
Murray & Roberts South African construction
company
Contract
meetings and
correspondence
Monthly
San Contracting Services South African contract mining
company
Contract
meetings and
correspondence
Monthly
Group Five Civils South African construction
company
Contract
meetings and
correspondence
Monthly
WBHO Construction
(Pty) Ltd
South African construction
company
Contract
meetings and
correspondence
Monthly
Major suppliers
Eskom Holdings Ltd South African energy supplier Supply cost decreased from
R1,273 million in 2006 to
R1,086 million in 2007
Contract Monthly 33 37
African Explosives South African explosives supplier Supply cost increased from
R430 million in 2006 to
R459 million in 2007
Contract Monthly
Shell South Africa South African fuel supplier Supply cost increased from
R403 million in 2006 to
Contract Monthly
Sandvik Mining and
Construction
South African mining equipment
supplier
Supply cost increased from
R335 million to R482 million
in 2007
Contract Monthly
Imperial Construction and
Mining
South African mining equipment
supplier
Supply costs were
Service
agreement
Annually
Other contractors
and suppliers
Various Of all contractors and suppliers,
99% are South African registered
Total supply costs of other
contractors and suppliers,
excluding the above, increased
from R14,554 million in 2006
to R18,785 million in 2007
Various Various 33 37
29
1
Key attributes
Relationship to
Anglo Platinum
Method of
engagement
Frequency of
engagement
Refer
to page
Municipalities
Bojanala District
Municipality
District municipal area in North
West province
Labour-sending area; part of
mine communities at
Rustenburg Section,
Amandelbult Section, Union
Section and BRPM
Formal and
informal
meetings
As required 61 73
Rustenburg Local Municipality Municipal area in North West
province
Rustenburg Sections and
BRPMs mine communities
Formal and
informal
meetings
Monthly and as
needs arise
Moses Kotane Local
Municipality
Municipal area in North West
province
mine communities at
Rustenburg Section,
Amandelbult Section, Union
Section and BRPM
Formal and
informal
meetings
Bi-monthly and
as needs arise
Waterberg District
Municipality
District municipal area in Limpopo
province
Labour-sending area and part
of Amandelbult Sections and
PPRusts mine community
Formal and
informal
meetings
As required
Thabazimbi Local Municipality Municipal area in Limpopo
province
Labour-sending area and part
of Amandelbults mine
community
Formal and
informal
meetings
Quarterly and
as required
Mogalakwena Local
Municipality
Municipal area in Limpopo
province
PPRusts mine community
Formal and
informal
meetings
Quarterly and
as required
Greater Sekhukune District
Municipality
District municipal area in Limpopo
province
Lebowas mine community
Formal and
informal
meetings
As required
Greater Tubatse Local
Municipality
Municipal area in Limpopo and
Mpumalanga provinces
Formal and
informal
meetings
Monthly
Fetakgomo Local Municipality Municipal area in Limpopo
province
Formal and
informal
meetings; joint
planning
sessions
Monthly
Capricorn District Municipality District municipal area in Limpopo
province
PPRusts, Lebowas and
Polokwane Smelters
communities
Formal and
informal
meetings
As required
Polokwane Local Municipality Municipal area in Limpopo
province
PPRusts, Lebowas and
Polokwane Smelters
communities
Formal and
informal
meetings
As required
Lepele Nkumpi Local
Municipality
Municipal area in Limpopo
province
Labour-sending area Formal and
informal
meetings
As required
OR Tambo District
Municipality
District municipal area in Eastern
Cape province covering the King
Sabata; Nyandeni
Labour-sending area Formal and
informal
meetings
As required
Traditional authorities,
administrations and liaison
committees
Traditional leadership around
operational areas
Surface lease, social and
economic impacts of mining
on the community
Meetings,
workshops and
presentations
As required
30
1
Key attributes
Relationship to
Anglo Platinum
Method of
engagement
Frequency of
engagement
Refer
to page
Governmental bodies
Central government Various administrative
departments, including DME
Some departments may only
be visited on specifc issues,
such as home affairs (work
permits); other relationships
are more permanent and
relate to specifc issues (eg
legislation on mining rights,
environmental management,
environmental permits and
licences)
Formal and
informal
meetings/
presentations
Various
structures meet
at various times
10
14
41 60
59
Parliament Various administrative departments Policy discussion and lobbying
(both ways) take place at this
level; also debate on
overarching issues of mutual
interest
Formal and
informal
meetings/
presentations
Various
Regional offces Various regional offces of DME
and DWAF
Provides administrative
governance function at
provincial level
Formal and
informal
meetings/
presentations
Limpopo provincial
government
Various administrative departments Provides administrative
provincial level
Formal and
informal
meetings/
presentations
Various
Mpumalanga provincial
government
provincial level
Formal and
informal
meetings/
presentations
Various
North West provincial
government
provincial level
Formal and
informal
meetings/
presentations
Various
Independent government
structures
Commission for Conciliation,
Mediation and Arbitration;
Commission on Restitution of
Land Rights; Magalies Water Board;
Mintek; National African Federated
Chamber of Commerce; and the
South African Reserve Bank
Focused working groups may
work together for up to 18
months on specifc issues (eg
land restitution)
Formal and
informal
meetings/
presentations
As required
SAPS Various branches of the SAPS
around group operations
Addressing security risks and
issues in partnership
Meetings and
consultations
Monthly and as
required
31
1
Key attributes
Relationship to
Anglo Platinum
Method of
engagement
Frequency of
engagement
Refer
to page
Non-governmental
organisations (NGOs)
Association of Black
Professionals in Mining
A network of black professionals in
mining, supporting entry and
development of blacks in the
industry
Community development,
mentorship and support
Meetings,
seminars and
workshops
As required Various
sections
African Pathways for Youth
Development
Polokwane-based youth
development and training
organisation
Social impacts and community
development
Kroondal Environmental
Forum
Rustenburg area environmental
watchdog
Environmental impacts Meetings Every second
month
LimDev Limpopo Business Development
Agency
Business development, training
and funding
Workshops As required
Limpopo Education
Development Trust
A public-private partnership to
develop education in Limpopo
province
Educational developments in
Limpopo
Meetings and
workshops
Monthly and as
required
Limpopo SMME Agency A business development agency
funded through government
SMME development and
support
Meetings and
workshops
As required
Limpopo Business Support
Agency
A business development agency
funded through government
Business development training
and funding
Meetings and
workshops
As required
South African Small Scale
Mining Forum
A forum of BEE small/marginal
mining operations
Community development,
mentorship and support
Meetings,
seminars and
workshops
As required
Vision of the Nation and
Tshupe Hospice
A home-based care centre for
HIV/AIDS patients around local
communities
Provider of home-based care
services funded by the Group
Meetings Quarterly
Mpumalanga Education
Development Trust
develop education in Mpumalanga
Burgersfort
Meetings and
workshops
Monthly and as
required
North West Eco Forum Rustenburg area environmental
watchdog
Environmental impacts Meetings,
consultations
and
presentations
Every second
month
North West Education
Development Trust
develop education in North West
province
North West province
Meetings and
workshops
Monthly and as
required
Royal Bafokeng Economic
Board
Economic board of the Royal
Bafokeng nation looking at
development of SMMEs within the
Royal Bafokeng nation
An important partner in the
development of SMMEs in
and around RPM operations
and communities
Meetings,
workshops and
presentations
Monthly and as
required
Sivukile Home Based Care 10 NGOs providing home-based
care
Provide home-based care in
communities around
operation
Meetings and
contract
meetings
As required
32
1
Key attributes
Relationship to
Anglo Platinum
Method of
engagement
Frequency of
engagement
Refer
to page
Non-governmental
organisations (NGOs)
(continued)
Royal Bafokeng Resources
Environmental Management
Environmental arm of the Royal
Bafokeng nation looking at
environmental issues
Partners Anglo Platinum in
environmental issues in and
around RPM operations and
within the mining communities
of Rustenburg
Meetings,
workshops and
presentations
As required Various
sections
Trade and Investment
Limpopo
Investment agency for Limpopo Black economic
empowerment supplier,
development and preferential
procurement
Benchmark Foundation Faith-based mining organisation.
Corporate governance.
Conducts research around
our operations.
SOMO Dutch-based research organisation Conducted research into
impacts of platinum
Correspondence
meetings
As required
Educational institutions
Universities/universities of
technology/technical and
community colleges
Educational institutions promoting
required skills
Bursary programmes.
Continuing education. MDP/
MBA. Graduate development.
Benefciation. Research
sponsorship. Membership of
faculty advisory boards.
Interaction on planning
directly and via professional
bodies. Major contributor to
Mineral Education Trust Fund.
Sponsorship of professorial
seats.
Meetings As required Various
sections
Industry bodies
Chamber of Mines SA Industry body Anglo Platinum is a member
of the Chamber of Mines
International Platinum
Association
Industry body Anglo Platinum is a member
of the Chamber of Mines
National Business Initiative Industry body Member Meetings and
events
As required
33
our economic contribution
Anglo Platinum paid R7.5 billion in taxes and royalties in 2007 to the state that will be
used by government for the benefit of all South Africans. We paid R7.5 billion in salaries
and benefits to support the livelihoods of some 88,000 employees and contractors.
New mills in operation at Waterval Merensky concentrator
Tot al val ue ol st rl but eo ( )
2007
3ALARIESWAGESAND
OTHERBENEFITSNETOFTAX
'OVERNMENT
0ROVIDERSOFCAPITAL
2EINVESTEDINTHE'ROUP
2006
OUR E CONOMI C CONTRI BUTI ON
34
Economic impacts
DIRECT VALUE ADDED TO SOUTH AFRICA
Total turnover in 2007 was R46,961 million, distributed as follows:
Employees
Total payroll and benefits paid in South Africa, R millions 2007 2006 2005
Gauteng 663 445 496
Limpopo 3,784 2,980 2,524
North West 3,863 2,993 2,886
Mpumalanga
Total 8,311 6,418 5,906
Wages 7,414 5,840 5,296
Pension 585 438 375
Other benefts 101 96 101
Redundancy payments 10 44 134
Share-based payments 200
Total 8,311 6,418 5,906
Remunerations refer to current payments and exclude future commitments
Public sector
Taxes paid of all types in South Africa, R millions
South African normal taxation 4,976 728 217
Secondary tax on companies 1,645 416 249
Royalties 197 212 161
Total 6,818 1,356 627
Apart from reimbursement of its payment to the skills development levy, the Group
received no grants, tax relief or other types of benefts that did not represent a
transaction of goods and services
Donations in South Africa, R millions
Community group
Cash 52 25 30
Civil society groups
Cash 26 16 6
Other groups
Cash 48 9 18
Total 126 50 54
Non-core infrastructure development
1
, R millions 35 4 15
1. This is infrastructure built outside main business activities, such as schools or hospitals for
employees and their families
Private sector
Suppliers
Cost of goods, materials and services purchased, R millions
Total 23,100 18,900 14,504
Of which, sourced from South Africa 22,520 18,711 13,789
Note: 100% of contracts were paid in accordance with agreed terms.
35
Customers
Anglo Platinum is primarily a PGM producer operating in South Africa. All other metals produced are by-products of
the PGM process. The following analyses of the Groups revenue are based on the end-use of metals sold, rather
than the location of primary customers.
Gross sales revenue analysis, R millions 2007 2006 2005
Platinum 23,412 21,871 14,768
Palladium 3,858 3,347 1,749
Rhodium 11,325 8,576 4,064
Nickel 4,716 3,462 1,748
Other 3,650 2,099 980
Total 46,961 39,355 23,309
North America 3,333 2,918 1,861
Asia 16,940 15,238 9,481
Europe 14,429 10,737 6,440
Africa 12,207 10,403 5,485
Other 52 59 42
Total 46,961 39,355 23,309
The following data represents the Groups output as a proportion of demand, as defned by Johnson Matthey as
sales of new metal.
Market share of global demand, % 2007 2006 2005
Platinum 37 40 37
Palladium 16 18 20
Rhodium 41 41 42
Providers of capital
Distributions to providers of capital, R millions
Interest paid 402 240 387
Dividends 15,905 4,826 2,029
Total 16,307 5,066 2,416
Increase/(decrease) in accumulated proft (3,601) 7,209 2,674
36
Indirect and other economic benefits
PROCUREMENT
In 2007, the Groups discretionary procurement spend
was R23 billion, broken down as follows:
Capital R8.7 billion
Services R8.1 billion
Consumables R5.2 billion
Other R1 billion
Anglo Platinum is committed to support and develop
black economic empowerment (BEE) suppliers in South
Africa and considers BEE, through the inclusion of
historically disadvantaged South Africans, to be essential
for the successful transformation of South African
society. The Group is committed to support and
develop HDSA vendors in line with mining charter
requirements.
Our spend with HDSA vendors has grown steadily over
recent years:
2003 = R730 million
2004 = R980 million
2005 = R1.9 billion
2006 = R4.8 billion
2007 = R7.4 billion
The number of HDSA-owned, empowered and

infuenced vendors on our registered vendor database
increased by 225 in 2007 to 1,445 companies. 825 of
these received contracts in 2007.
2007 levels of procurement from HDSA
vendors and future targets
We have targets in three main areas of HDSA
procurement:
HDSA procurement spend as a percentage of total
discretionary procurement spend broken down as
follows: HDSA empowered; HDSA owned; capital;
services; and commodities;
HDSA local spend with companies in a 50 km
radius of the procuring operation; and
HDSA provincial spend with companies in the same
province as the procuring operation.
In 2007, services and products worth R7.4 billion were
procured from HDSA vendors.This represents 32.2%
of the Groups discretionary procurement against a
target of 28%. During the year, spend with local
companies (within a 50 km radius of operations), was
R1,1 billion compared with R286 million in 2006. The
spend with provincial HDSA companies was
R1,6 billion. This signifcant increase in local procurement
can be attributed to changes in procurement policies
Breakdown of the Groups 2007 total discretionary spend with HDSA vendors:
Procurement spend
2007
targets
%
2007
actual
%
2007
actual
R million
2008
target
%
HDSA-empowered companies 20 26.7 21.0
Capital goods 23 29.4 2,566 23.5
Consumables 25 34.2 1,793 25.5
Services 14 16.5 1,339 14.5
HDSA-owned companies 8.6 7.3 9.0
Capital goods 4.7 5.4 474 5.0
Consumables 4.5 3.4 177 6.0
Services 15.0 13.3 1,077 16.0
Provincial companies 10.0 7.1 1,600
37
and the development of the Anglo Zimele business
hubs, which are discussed in a case study on page 66.
In 2007, emphasis was placed on procuring within the
particular province where our procuring operation was
based. We also amended our procurement policies
which enabled a mass tender approach for selected
goods and services to increase local procurement.
Local HDSA supplies were ranked preferentially in
tender adjudication processes as follows: 60 points for
price; 20 points for HDSA and 20 points for local
HDSA status.
VENDOR SOCIAL RESPONSIBILITY
Anglo Platinum is committed to only procuring from
vendors that are ethically, socially and environmentally
responsible and it is a contractual obligation that
vendors comply with our business principles and code
of ethics. In 2007, 97 vendors had their vendor numbers
fagged due to breaches of our business principles and
code of ethics.
In 2007, we developed and adopted a pilot set of
vendor social responsibility policies and minimum
criteria. In terms of this policy, all vendors were ranked
using a qualitative risk matrix which assessed sustainable
development risk associated with a particular vendor
against the amount spent with that vendor. Vendors
were then classifed into the following categories:
Category A: High rand value, high risk: need to
actively manage vendors, as risk and exposure is
potentially high.
Category B: Low rand value, high risk: high risk needs
to be managed but priority is slightly lower, as
exposure is less than a category A vendor.
Category C: Low risk, high rand value: exposure is
high, different approach required.
Category D: Low risk, low rand value: minimum
intervention needed.
After that, ten vendors falling into category A were
selected and audits conducted at those sites. The
purpose of the site audits was to check compliance with
the criteria and overall sustainability performance.
Ms Pheladi Sedikila and Andrew Letlapa inspect the new community development centre sponsored by Lebowa Mine
38
BLACK ECONOMIC EMPOWERMENT
Anglo Platinum is proud of the contribution it has made
to empowerment, having facilitated numerous
transactions for projects at existing operations. These
include:
the August 2000 purchase of 22.5% of Northam
Platinum by Mvelaphanda Resources;
the establishment in July 2001 of a 50:50 joint
venture with Royal Bafokeng Resources, the
Bafokeng-Rasimone Platinum Mine, including the
Styldrift project area;
the formation in August 2001 of the Modikwa
Platinum project, a 50:50 Joint Venture with a
consortium led by ARM Platinum;
the formation in August 2002 with Lonmin Platinum
of the Pandora Joint Venture, which includes the
participation of the Bapo Ba Mogale community and
Mvelaphanda Resources as empowerment
partners;
a joint venture agreement in 2004 with Plateau
Resources to develop the Ga-Phasha PGM project;
agreement of the principles of the Booysendal Joint
Venture with Khumama (Pty) Limited, an HDSA
consortium that will exploit the PGM resources on
certain portions of the farms in the Der Brochen
area;
Anglo Platinum signing an agreement with Eland
Platinum Mines (Pty) Limited in October 2005 for
the disposal of its mineral and surface rights on the
proper ty Elandsfontein 440JQ for a cash
consideration. The Ngazana consortium, led by Dr
Penuell Maduna, and incorporating prominent
businesswomen among a broad base of HDSAs,
holds an unencumbered 26% interest in Eland
Mines. The board of Eland Mines has plans to
develop a mine;
Anglo Platinum entering into a transaction with
Siyanda Chrome Investments (Pty) Limited in July
2006 to develop a groundbreaking new chromite
recovery plant at its Union Section Mine;
Anglo Platinum signing legal agreements in November
2006 with the Bakgatla-Ba-Kgafela (Bakgatla), which
is the traditional community at Union Mine and
provides 47% of the labour force to the mine. On
1 December 2006, the transaction took effect
converting the Bakgatlas existing royalty arrangement

on Union Section to a 15% stake; and
Anglo Platinum entering into a number of joint
venture exploration agreements that allow for
HDSA par ticipation including the Thusong,
Boikgantsho, Kwanda and PTM joint ventures.
In addition to these empowerment joint ventures,
Anglo Platinum is in partnership with Aquarius Platinum
at Kroondal and Marikana mines and with the
XK Partnership at Mototolo.
FUNDAMENTAL TRANSFORMATION OF
THE COUNTRYS PLATINUM MINING
INDUSTRY
Anglo Platinums commitment to transformation and
broad-based BEE has been expressed in a groundbreaking
deal with Anooraq Resources and Mvela Resources. The
sale by Anglo Platinum of mining assets situated on the
Eastern and Western limbs of the Bushveld Complex to
Anooraq Resources and Mvela Resources will achieve
meaningful and sustainable empowerment in the
platinum industry. Through this deal, Anglo Platinum
makes signifcant progress in completing its
transformation programme and the effort further
progresses Anglo Platinums applications for mineral
right conversions.
During the preparation of the deal, all relevant
stakeholders were extensively consulted. Anglo
Platinums commitment to broad-based BEE, and the
meaningful participation of women, communities and
employees were considered during the design of the
transactions. It was imperative that the chosen partners
exhibit the same commitment to the process.
Anglo Platinum, Anooraq Resources and Mvela
Resources believe that the meaningful participation by
benefciaries in the transactions recognises the
importance of local communities and employees, and
promotes gender equality and broad-based ownership.
The inclusion of women as shareholders is in line with
Anglo Platinums transformation objectives for the
mining sector. The participation of community groupings
associated with the operating mines, and from labour-
sending areas, will beneft in excess of 55,000 HDSAs.
39
View across Lebowa concentrators fotation cells
40
Anooraq Resources and Mvela Resources already have
broad-based ownership structures and share Anglo
Platinums principles and objectives for the promotion
of broad-based and meaningful participation of women,
communities and employees. Furthermore, Anooraq
and Mvela Resources have complementary assets,
which maximise the scope for value-add, and both
partners possess a proven track record in the platinum
industry.
The deal
Anglo Platinum, Anooraq Resources and Mvela
Resources agreed on transactions that will result in the
creation of two substantial, HDSA managed and
controlled South African platinum group metal (PGM)
producers, which will have critical mass and signifcant
growth potential.
In terms of the transactions, Anglo Platinum will sell an
effective 51% of Lebowa Platinum and an effective 1%
of the Ga-Phasha project for a total consideration of
R3.6 billion to Anooraq. Following this transaction
Anooraq, being the current owner of 50% of Ga-
Phasha, will own an effective 51% of Lebowa and Ga-
Phasha through a newly created vehicle. Mvela Resources
will purchase Anglo Platinums 50% interest in the
Booysendal project and 22.4% direct interest in
Nor tham for a total consideration of
R4 billion.
Anglo Platinum and Anooraq have also agreed in
principle to transfer, in due course, their respective 50%
interests in the Boikgantsho and Kwanda Joint Venture
projects into the newly created vehicle.
The sale by Anglo Platinum of equity holdings, interests
in operating mines, and interests in development
projects, inclusive of extensive mineral reserves and
resources, will result in Anooraq Resources and Mvela
Resources controlling the third and ffth largest PGM
resource bases in South Africa respectively. This signifes
a meaningful and sustainable transformation of the
countrys platinum industry.
Strategic location
The physical location of Anglo Platinums operations
and those of the existing BEE partners were integral to
how the assets and partners were selected.
In the Eastern Limb, the natural ft between the
neighbouring Ga-Phasha Joint Venture and Lebowa
Mine is obvious. The remaining 50% of Booysendal
provides Mvela Resources with an excellent stand-alone
surface outcrop deposit that provides the existing PGM
producer with growth opportunities and lower
operating costs.
Employee Share Ownership Plan
Further emphasising the broad-based nature of these
transactions, Anglo Platinum has consulted extensively
with labour representative bodies to establish an
employee share ownership plan (ESOP) that will
beneft more than 43,000 employees. The new scheme
covers all employees who do not participate in any
Anglo Platinum share scheme and will comprise up to
1.5% of Anglo Platinums issued share capital.
The ESOP will constitute the largest employee share
ownership initiative by value launched in the South
African mining sector to date. This ESOP deal will be
concluded during the frst quarter of 2008.
Summary
These transactions refect Anglo Platinums commitment
to transformation and broad-based BEE and, together
with Anglo Platinums ESOP, will transfer assets to the
value of approximately R35 billion to HDSA control.
On 31 January 2008, Mvela Resources, Northam and
Anglo Platinum jointly announced a revision to the
transaction terms previously announced on 4 September
2007. In order to ensure that the BEE transaction
originally proposed continues to beneft from the same
high degree of sustainability, the parties agreed to
increase the extent of the Booysendal property and to
reduce the Northam shares due to Mvela Resources.
Further details of the key milestones of the transactions
will be announced during 2008 once the agreements
have been fnalised and funding arrangements put in
place.
41
caring for our people
We offer development opportunities to our employees to improve their skills, improve
their lives and ultimately allow them to reach their full potential. We are committed to
the principal of zero harm. It is unacceptable that people get injured while working on
our operations.
Employees receiving underground safety training in a mock-up stope showing hazards
CARI NG F OR OUR P E OP L E
42
Safe workplaces
Safety and health of all employees and contractors
associated with our operations is an overriding priority.
Regrettably, 25 employees were fataly injured in 2007
due to mining-related incidents. This compares with 18
reported in 2006. Of the fatalities in 2007, nine were
attributed to falls of ground, six to transportation and
moving machinery-related incidents, and the balance to
other causes such as falling and explosions. The Board
and management extend their condolences to the
families and people affected by these events and we will
continue to focus on eliminating all fatal injuries.
Modikwa Mine, a non-managed joint venture, operated
without a fatal incident in 2007.
PPRust, Polokwane, Mortimer and Waterval smelters,
RBMR and PMR were fatality-free in 2007. Lessons
from these operations are being shared across
operations to ensure a Group-wide improvement in
safety performance.
The number of serious and reportable injuries was
down from 819 in 2006 to 485 in 2007. The lost-time
injury frequency rate (LTIFR) in 2007 was 2.03 compared
to the reported 2.52 in 2006 and 2.06 in 2005.
Despite this slight improvement in injury statistics, our
safety performance remains unacceptable and had a
material impact on the business in 2007. In response to
various stakeholders, we believe it is pertinent to
provide detailed information about what we are doing
to improve safety performance.
We developed a safety improvement plan in 2006
which had four main thrusts:
behavioural solutions
technical solutions
labour solutions
re-resource the safety and sustainable development
(S&SD) function
Safety statistics
Number of fatalities
Fatal-injury
frequency rate (FIFR)
1
Lost-time injury
frequency rate (LTIFR)
1
Operation
2
2007 2006 2005 2007 2006 2005 2007 2006 2005
Rustenburg Section 16 7 14 0.04 0.02 0.04 2.51 2.28 1.84
Amandelbult Section 3 5 6 0.01 0.03 0.04 2.85 3.19 3.40
Union Section 1 1 3 0.01 0.01 0.02 1.33 2.19 2.13
PPRust 0 0 0 0 0 0 0.08 0.26 0.48
Lebowa 1 2 0 0.01 0.03 0 2.48 2.37 2.01
BRPM 3 2 1 0.04 0.02 0.01 2.59 4.82 2.29
Waterval Smelter 0 0 0 0 0 0 0.45 0.56 0.45
Polokwane Smelter 0 0 0 0 0 0 1.08 0.78 1.58
RBMR 0 0 0 0 0 0 0.49 0.93 0.68
PMR 0 0 0 0 0 0 0.39 0.21 0.20
Projects 1 1 0 0.01 0.04 0 0.17 0.52 0.22
Greenfeld
Total/aggregate 25 18 24 0.02 0.02 0.03 2.03 2.52 2.06
Benchmark operations
3
Impala Platinum 12 7 4 0.02 0.01
Lonmin Platinum 6 8 6
AngloGold Ashanti 27 32 17 0.29 0.35 0.17
1. Per 200,000 hours worked
2. Operations include mines and associated contractors
3. Values extracted from respective annual reports
Statistics include all contractors safety performances
43
The behavioural solutions contained in the safety
improvement plans include management and supervisor
development, the whole-team concept approach,
alignment and standardisation across the Group, and
awareness.
Technical solutions to ensure no repeats included
planning for success at the stope face with the right
balance of immediately mineable reserves and improved
engineering solutions focusing on technology upgrades.
Labour solutions entailed three individual projects
namely: optimum mine employee versus contractor mix,
absenteeism and effective contractor management.
Re-resourcing the corporate S&SD team included the
appointment of a senior mine manager as head of
S&SD early in 2006, focused on helping operations
develop and implement comprehensive safety
improvement plans, standardise Group procedures and
ensure centralised governance.
SAFETY INTERVENTION AT RUSTENBURG PLATINUM MINES
A signifcant deterioration in safety performance in the frst half of 2007 at Anglo Platinums Rustenburg
operations resulted in the suspension of production at all Rustenburg Mines shafts for seven days on a
staggered basis.
During the suspension of production, Ralph Havenstein, the former CEO, and Robin Mills, the then executive
director: mining, visited each shaft at Rustenburg where they met with management. During these meetings,
the main message was that employees have to be empowered and enabled to work without being injured.
Workplaces must comply with safety rules, employees must know and adhere to the safety rules, and they
must understand that they have the right to stop work if safety standards are not met. They have a role to
play in pointing out safety rule breaches and fxing non-adherence before work continues, said Havenstein.
These meetings were followed by mass meetings on Mondays at Bleskop Stadium, each session attended by
between 4,000 and 5,000 people from specifcally targeted shafts. Overall, more than 28,000 people
attended these meetings, where an industrial theatre performance set the scene for driving the safety
message across. The actors addressed the problem in four languages, pointing out that fatalities are not
statistics they are real people, and their death causes suffering for their families and friends.
Safety issues were also discussed by team supervisors through a lekgotla, a kraal meeting of leadership. People
could ask questions at these sessions. The questions, which addressed a wide range of concerns, from
material and people shortages to communication and perceptions issues, such as mutual respect, were
answered by Ralph Havenstein. After the mass meeting, Ralph Havenstein and the Anglo Platinum
management team met again to review the issues brought up by supervisors, and to discuss short- and
medium-term solutions.
Once the Rustenburg campaign was completed, Ralph Havenstein and Robin Mills toured all other operations
to spread the same messages. We must ensure that our operations are places from which employees and
contractors return safely at the end of their workday. In line with Anglo Americans core safety values, Anglo
Platinums highest priority remains the safety of employees and contractors. We must all understand the
principles and accountability underlying all current safety standards, initiatives and programmes and that
safety is the overriding priority, said Havenstein.
44
Despite the fact that this safety improvement plan was
being implemented across the Group, a signifcant
deterioration in safety performance occurred in the frst
half of 2007, particularly at the Rustenburg operations.
This resulted in suspending production at all Rustenburg
Mines shafts on a staggered basis, starting on 22 June
and lasting for fve weeks. The purpose of these
stoppages was to ensure that every employee fully
understood the principles and accountability underlying
all safety standards, initiatives and programmes and that
safety is the overriding priority in the Group. Audits of
each workplace were also done to ensure that measures
were in place to safely implement the production
suspension and identify any new factors that may have
contributed to the deterioration in safety performance
so that corrective action could be taken. The case study
on the previous page provides further detail about the
closure of the Rustenburg mines and the process and
outcomes.
Early in June 2007, Anglo Platinum senior executives
attended an Anglo American plc safety summit. At this
summit, Cynthia Carroll, chief executive, requested each
division to develop an enhanced safety improvement
plan that would deliver a dramatic improvement in
operational safety performance. This request led to a
detailed four-month review of Anglo Platinums 2006
safety improvement plan. In October 2007, an enhanced
safety improvement plan was tabled at the second
Anglo American plc safety summit. The enhanced safety
improvement plan has fve core themes:
aligned values
effective leadership
communication
caring and connectivity
systems
There are 12 focus areas across the fve themes.
Alignment of values will focus on assessing what the
organisations and individual underlying values are and

evaluating what needs to change in the organisation to
inculcate the principle of zero harm in everything we
do. The effective leadership theme will deal with what
leadership behaviours, both as a team and as individuals,
are required to support incident- and injury-free
production and a high performance culture. Thereafter
a leadership position and behavioural framework will be
developed and aligned with the outcome of the values
assessment. A gap analysis will be completed to
determine the gap between required and current
leadership behaviour and a leadership academy will be
established to ensure alignment.
Under the communication theme, the frst focus area is
on language training to develop an organisation in
which the working environment is made safer by the
ability of employees and supervisors to converse at an
operational level in English and the local language. The
second focus is on community engagement which will
evaluate ways of creating communities that understand
and value safe work behaviours by the individuals who
live in those communities to improve safety.
Caring and connectivity will address work conditions,
accommodation and transport, diversity and team
work.
The systems theme focuses on the roll-out of fatal risk
standards, risk management processes and the alignment
of incentives. This enhanced safety improvement plan
will be implemented over the next three years and
signifcant resources have been made available for its
implementation.
Former CEO Ralph Havenstein stepped down in
August, stating that the Company needed a fresh
approach to deal with the safety challenges and that it
was time to make way for a new incumbent.
45
PRACTICAL SAFETY SOLUTIONS
The Group is implementing a number of very practical solutions as part of its enhanced safety improvement
plan to improve safety conditions and thereby reduce the risk of people getting injured.
In-stope netting
In order to prevent rocks falling in the mining
stopes, a system of in-stope netting is being rolled
out across all underground operations. Union
Mine has achieved great success with this system
and has operated for more than
8 million fall-of-ground fatality-free shifts since
installation.
Haul truck bumpers
Haul trucks are extremely large vehicles and the
drivers are unable to see normal vehicles that pass
directly in front of them. There have been cases in
the mining industry where haul trucks simply drive
over a normal vehicle, leading to fatalities. PPRusts
haul trucks have been ftted with special bumpers
designed at the mine. These bumpers will result in
any vehicle passing in front of a haul truck to be
defected away from danger.
Underground training centres
Underground training centres have been
established where new and existing employees
and contractors are trained how to identify
hazards associated with underground conditions
and what to do in various circumstances.
Slope stability monitoring
Satellite technology is used at PPRust Mine to
monitor pit side wall stability. The slightest
movement in the side wall can be detected and,
if need be, people evacuated from the pit.
Spillminators and proximity devices
Spillminator chutes are being installed at all new
ore and waste passes. The spillminators greatly
reduce the potential for mud rushes. All
underground locomotives now have proximity
devices installed to avoid collisions.
46
NO FATALITY IS ACCEPTABLE
Loss of life at Anglo Platinums operations is our single greatest concern and no fatality is acceptable. This
is refected in our belief that all injuries are preventable and that we are all responsible to ensure this. To
prevent repeat incidents, the focus is on understanding the causes, learning from them and ensuring actions
are taken to prevent recurrences.
Anglo Platinum is doing its utmost, in partnership with its stakeholders, to reach its goal of zero fatalities.
We deeply regret every life lost and are determined to eliminate fatalities and produce an ever-improving
safety record.
In memoriam
Alexandre David Tamissene 24/01/2007
James Livhalani 27/02/2007
Laduduma Mxali 01/03/2007
Paulus Itumeleng Modise 08/03/2007
Dipuo Machoba 31/03/2007
Nunuse Nkwentshe 04/04/2007
Mhlupheki Sadima 13/04/2007
Zafanias Alberto Malandzela 22/04/2007
Antonio Firmino Marrime 05/05/2007
Paul Motsamai Tsehla 16/05/2007
Sebope Boyboy Morake 02/06/2007
John Gopolang Sere 04/06/2007
John Sturman Mpiti 04/06/2007
Lucas Kabelo Magano 04/06/2007
Siphiwo Magopeni 08/06/2007
Miguel Paulo Chiruco 13/06/2007
Nododana Bebeza 14/06/2007
Jeremiah Tobias Mashele 28/06/2007
Mandla Eric Makhoba 09/07/2007
Thuoang Liphapang 19/07/2007
Kwedi Jamani 27/08/2007
Mthatheni Vayisi 17/10/2007
Mongameli Nyiba 30/11/2007
Thembinkosi Willie 01/12/2007
Johannes Eloff 28/12/2007
47
Healthy people
Comprehensive healthcare is provided to all Anglo
Platinum employees. Through the wellness programme,
the focus is on all aspects of employee health, which
covers all medical conditions including HIV/AIDS.
Affordable and sustainable healthcare is made possible
through a comprehensive approach to managing
employee health, in partnership with government and
NGOs. This partnership arrangement is particularly
important in health services as employee health cannot
be seen or treated in isolation from the health of the
communities around our operations.
Quality medical care is provided to employees in an
affordable and sustainable manner through a health
maintenance organisation (HMO) that has proved a
huge beneft to employees, especially in peripheral and
rural areas where public healthcare services may not be
readily available.
Health services provided
Anglo Platinum provides the following health services:
a range of public healthcare interventions aimed at
preventing infectious diseases, including tuberculosis,
cholera and malaria, as well as expert assistance to
regional healthcare services;
treatment for infectious diseases such as tuberculosis
(TB);
HIV/AIDS prevention and treatment programmes;
occupational healthcare service; and
primary, secondary and tertiary healthcare.
Given the background of high medical
cost infation in South Africa and
various fnancial constraints, Anglo
Platinum is now recognised by the
Registrar of Medical Schemes as
providing quality but also cost-effective
and sustainable healthcare, delivered
mainly through the HMO. Mine
hospital-based healthcare provision is
the ideal model for enabling access to
affordable healthcare for lower-income
families who cannot afford the cost of private medical

schemes. This service is available at affordable rates to
all employees and contractors working at Anglo Platinum
operations.
Occupational health
Anglo Platinum has a well-developed system of
occupational healthcare services to prevent or minimise
impairment from workplace health hazards. These
include occupational hygiene and medicine systems,
which are monitored and audited according to Anglo
American occupational health management guidelines
and best practice. Anglo Platinum achieved a 97%
compliance rating with these guidelines in 2007.
Noise-induced hearing loss (NIHL)
The most signifcant occupational health risk at Anglo
Platinum is NIHL. Efforts to address NIHL continue
through addressing noise at source and greater emphasis
on compliance with personal protective equipment
rules, as well as general awareness and knowledge of
the consequences of NIHL, details of which are included
in the case study on page 49.
Some 107 new cases of NIHL (compared with 778:
2006 and 697: 2005) were recorded where hearing
deteriorated more than 5% from baseline. Signifcant
improvement in deterioration from baseline is refected
in the graph below.
In 2007, 111 cases were compensated for NIHL, which
is signifcantly lower than the previous year (637: 2006).
These results are encouraging, refecting a move
towards achieving the 2010 target of zero new cases.
0
200
400
600
800
1,000
1,200
1,400
Compensated 10+ 7.5 10 5 7.5 2.5 5
Det eri orat i on of heari ng f rom basel i ne %
Number of employees
2005
2006
2007
48
Silicosis
The South African Department of Labour launched a
national campaign in 2004 to eradicate silicosis and this
campaign continued to gain momentum in 2007. The
objective is to align efforts in South Africa with the
International Labour Organisations global initiative to
eradicate silicosis.
None of Anglo Platinums operations
pose any risk of exposure to crystalline
silica dust and associated lung diseases.
As an expanding mining company,
recruiting employees who have had
previous exposure to crystalline silica
at other types of mines does occur. As
a result there are occasional cases of
lung disease detected among
employees which, once detected, are
monitored.
In 2007, 21 new cases of
pneumoconiosis were recorded
(212 in 2004, 234 in 2005, 61 in 2006), including cases
of asbestosis.
Nickel exposure
Potential nickel exposure in isolated sections of the
process division is a concern that is addressed in the
short term through personal protective equipment.
Long-term engineering solutions are being implemented
as part of the RBMR expansion. Hygiene monitoring,
medical surveillance and targeted biological monitoring
are conducted among the small group of employees
working in this environment.
Lead exposure
Potential lead exposure in certain isolated sections at
the Polokwane Smelter and at the laboratories fre
assay sections has been addressed through
comprehensive control programmes. Hygiene
monitoring, medical surveillance as well as specifc
biological monitoring are conducted among the small
group of employees working in these specifc
environments.
Diesel particulate matter exposure
Potential exposure to diesel particulate matter in
mechanised underground sections has been identifed
as a risk. A comprehensive baseline occupational
hygiene assessment is being conducted to quantify the
risk and, if necessary, recommend remedial action.
Infectious tuberculosis (TB)
Anglo Platinum actively screens for TB and provides
comprehensive treatment to infected employees.
During 2007, 520 (891: 2006) employees with
infectious TB were treated. There were seven deaths
from TB, of which six were HIV positive (65 in 2006,
when 72% of cases were positive for HIV). There has
been a general decline in the rates and deaths due
to infectious TB among employees since the roll-out
of ART.
Anglo Platinum recorded one case of extremely
resistant TB in 2007.
Initial data from the ART programme shows a decrease
in the risk of TB among employees on ART, refecting
the effcacy of the latter.
Healthcare workers treating patients with infectious TB
at our medical stations are exposed to an occupational
risk of contracting TB. In 2007, Anglo Platinum diagnosed
nine cases of TB in healthcare workers compared with
three in 2006.
Anglo Platinum has advanced environmental control
arrangements in all its TB ward facilities, with ulra-violet
(UV) units in all areas where there is high density of TB
patients. This greatly reduces the risk to healthcare
workers.
Platinosis
The potential for platinum-salt sensitisation occurs
only at PMR. The risk has abated signifcantly over the
last decade due to improved conditions. No cases
were recorded for 2007 compared with fve cases in
2006.
0
50
100
150
200
250
300
350
400
450
500
TB cases si nce rol l i ng
out ART
Number of TB cases
Pulmonary
Extra pulmonary
ART
started
07 06 05 04 03 02 01
49
NOISE REDUCTION AND HEARING CONSERVATION INITIATIVES
The most signifcant occupational health risk for employees of Anglo Platinum is high noise levels in the
workplace that can lead to noise-induced hearing loss (NIHL) among exposed employees. In line with the
Companys commitment to zero harm to its employees, Anglo Platinum has introduced a number of
initiatives and programmes to eliminate exposure to excessive noise.
Silenced compressed-air rock drills
Due to the large number of air rock drills in use and the exposure of employees to the noise of these drills,
Anglo Platinum has replaced all standard drills (which emit noise levels in the range of 118 dB (A)) to
silenced rock drills (which emit noise levels in the range of 111 dB (A)), an achieved noise reduction of
7 dB (A). All new purchases are silenced drills.
Electric rock drills
Electric rock drills emit less noise (102 dB
(A) compared to 117 dB (A) from
compressed-air rock drills), resulting in
lower noise levels at source. Electric rock
drills are being progressively rolled out
where viable and will contribute
signifcantly to eliminating exposure to
excessive noise among employees working
with or near rock drills. Electric drills also
have half the vibration levels of
compressed-air rock drills and eliminate
mineral oil mist emissions, thereby
improving work conditions.
Noise reduction of mining equipment
Ongoing research and development in the feld of noise reduction has resulted in the design of a silencer
for diamond drilling machines. Measurements have indicated a reduction in emitted noise levels from
120 dB (A) using a standard drill to 100 dB (A) when ftted with the silencer. The use of silencers on
diamond drills has been started at BRPM Mine and will in future be rolled out to other operations.
Personal protective equipment
Where the two preferred means of controlling employees exposure to noise (engineering out noise and
administrative measures) have failed, the use of hearing protection devices (HPDs) is critical to reduce the
potential incidence of NIHL. Approved types of HPDs have been standardised across all operations. Greater
emphasis has been placed on compliance with using HPDs in demarcated noise areas. In addition, more
focus is being placed on general awareness and knowledge of HPDs, their appropriate use and limitations.
Awareness and training
Awareness and training on noise, NIHL, the consequences of NIHL, control measures and related matters is
a key component of Anglo Platinums hearing conservation programme, and a number of initiatives have been
rolled out. These include: the signing of hearing conservation pledges by employees, industrial theatre,
newsletter articles and the development of a range of awareness posters. Noise and NIHL are also
covered in the induction training of all operational sites and in the Anglo Platinum occupational hygiene
e-learning package.
50
Evaluation of ftness to work, rehabilitation and
functional assessment centres
Anglo Platinum routinely conducts medical examinations
on all employees to continuously monitor ftness to
work and establish any adverse medical conditions. To
conduct these medicals, Anglo Platinum operates two
rehabilitation and functional assessment (RFA) centres:
at Rustenburg and Thabazimbi. At RFA centres, batteries
of tests are used to objectively measure physical ftness
through physical work capacity testing, as well as
functional work capacity testing for specifc jobs. If
employees prove unft, they are placed on a rehabilitation
programme. All employees on rehabilitation programmes
are assessed periodically until they pass the required
tests, after which they are declared ft to return to work.
0,5% of employees who failed ftness tests in 2007 were
unable to be placed elsewhere.
If employees remain unable to meet any of the job
requirements or where alternative jobs are not available,
medical boarding is initiated.
Medical incapacity
Through the Companys medical boarding processes,
medically affected employees are evaluated and
considered for alternate employment where they are
disabled or unable to continue with their current jobs.
Medical boarding procedures to consider reasonable
accommodation have been successful with 40% of
medically affected employees placed in alternate
positions. Employment was terminated in 317 cases in
2007, of which 37 were following injuries and 20 due to
occupational diseases. The graph below also shows the
impact of two interventions, namely ART and the
implementation of RFA centres. The signifcant number
of employees terminated on grounds of being unft to
perform the specifc work they were required to
perform has now stabilised, with a more productive and
ftter workforce. The chart below shows that HIV was
not the primary reason for medical boarding as
frequently perceived and is very low at present.
Nutrition
The South African food-based dietary guidelines and
the dietary reference intakes of the Institute of Medicine,
Food and Nutrition Board, USA, are used as directives
to ensure adequacy of nutritional intake for employees
living in accommodation provided by the Company.
Regular audits are conducted by the Groups public
health department to ensure adherence to all food safety
principles. Raw and cooked food samples are taken to
accredited laboratories for microbiological and chemical
analysis to ensure conformity to health legislation and
Anglo Platinum standards. The consulting dietician
analyses reports on actual consumption and meal
participation, for portion and nutritional control, every
month and is responsible for addressing any concerns.
Food suppliers are audited annually by the public health
departments audit team, which includes a senior South
African auditor and Training Certifcation Association
auditor, to ensure health criteria adherence.
As part of socio-economic development, the Company
is exploring ways of improving nutritional status through
self-help schemes, especially in the rural Eastern Limb.
0
50
100
150
200
250
300
350
07 06 05 04 03 02 01 00 99 98
Tot al medi cal l y boarded empl oyees versus HI V+
Number HIV+
Total boarded
ART
started
51
HIV and AIDS
HIV/AIDS is a signifcant issue for Anglo Platinum.
Employees infected with HIV can become ill, affecting
their general wellbeing and their families and, ultimately,
their productivity. Our strategic approach to addressing
HIV/AIDS includes a focus on determining what social
and environmental issues at local level cause HIV/AIDS
to spread, including addressing deeply rooted prejudices,
gender, poverty and sexuality issues. HIV/AIDS is
therefore managed as an integrated response with a
continuum of care (prevention through to care and
support), founded on the larger socio-economic
circumstances which are a co-factor in this epidemic
and a key component to prevention.
The Anglo Platinum plan, which is aligned with the
Department of Healths national strategic plan, with
specifc focus on sexually transmitted infections (STIs)
and TB, aims to:
reduce the number of new (HIV, TB and STI)
infections; and
reduce the impact of HIV/AIDS on individuals,
families and community through four areas of care
and support, on-site (known as the wellness
programme) and off-site (known as Circle of Hope),
all underpinned by stakeholder engagement,
monitoring and evaluation.
PROMOTIVE CARE
Training and education
Anglo Platinum has allocated signifcant resources to
develop a full peer education system which includes:
identifying a baseline;
recruitment and selection of over 1,600 peer
educators;
training to SETA standards;
reporting; and
supervision, mentoring and coaching.
These peer educators will also be used to spread the
message about the effcacy of ART, as this has not yet
fltered through to all employees.
Awareness
Based on the national health calendar, the Anglo
Platinum HIV coordinators develop HIV/AIDS events in
partnership with internal and external stakeholders.
These events always include counselling/screening,
testing and referral for TB, STIs and HIV. This focus on
personal responsibility for ones health is coupled with
Company commitment in the form of information,
education and access to treatment. Each operation
holds at least four events per year.
Examples include open days where operation heads of
department and stakeholders jointly agree on a fve-day
intervention that covers three workplace and two
community open days, aiming to improve awareness
and develop public, private and community partnerships.
People are encouraged to get screened for TB and
undergo voluntary counselling and testing (VCT) for
HIV and other STIs. Peer educators inform and educate
to increase the knowledge about recognising symptoms
and understanding treatment, while health workers
develop and promote an outreach programme that
improves their understanding and attitude to patient
care. There is visible support by senior management,
communities, local and district government, and
traditional leadership and traditional health
practitioners.
Support materials
To ensure consistent messages about HIV/AIDS the
Group makes use of Khomanani and Soul City print
materials, as well as Anglo Platinum materials for the
internal wellness programme. These materials support
the verbal communication, education and counselling
through peer educators and Platinum Health staff.
In 2007, the focus on information, education and
communication was intensifed, particularly through
stakeholder engagement, the use of community radio
and the link to open days on-site and in identifed
communities.
52
PREVENTIVE CARE
VCT and screening on-site
In conjunction with information and education, VCT is
made available to all employees during annual medical
examinations, which contributed signifcantly to every
person being aware of the risk (of HIV, TB and STIs)
and need for annual testing. The 2007 target 70% of
total workforce was achieved with 36,195 employees
voluntarily testing. From these data the estimated HIV
prevalence rate in Anglo Platinum is 22%. In addition,
Anglo Platinum provides free VCT for all contractors:
27,181 contractors volunteered for testing in 2007.
STI testing
A total of 4,185 STI tests were conducted in 2007:
1,958 people tested positive and were referred for
treatment.
Anglo Platinum continues to provide and promote the
use of male and female condoms; provide advisory and
treatment services for STIs and TB, post-test support
and follow-up psychological support. In addition to the
professional code of ethics, medical staff signed a public
pledge guaranteeing confdentiality. Patient records are
subject to strict medical confdentiality.
The wellness programme
By end-December 2007, 6,503 employees were enrolled
on the wellness programme. The single programme
objective is to keep the enrolled healthy and free from
opportunistic infections (eg TB and pneumonia) and to
delay the need for ART.
Prevention of mother-to-child transmission
and post-exposure prophylaxis
These prophylactic programmes (for health workers
and rape survivors) have been policy since 2003.
However, both were actively promoted for improved
uptake in 2007, with updated guidelines implemented
for the mother-to-child programme.
CURATIVE CARE
ART
Currently 2,790 employees are on ART treatment,
including 179 women. The programme is delivering good
results. Concerns remain about the number of employees
who withdraw from treatment for a variety of reasons,
including therapy non-compliance. Therefore not all
employees in need of ART are receiving treatment.
Unfortunately, despite the education and information
provided, many employees are still entering the
programme at an advanced stage of HIV infection.
Employees who are on the programme experience a
noticable improvement in health.
As part of the agreement with organised labour, the
Company agreed to extend ART to spouses in 2006. In
the review period, 61 spouses enrolled for ART.
Data shows the number of AIDS-related deaths among
employees does not appear to be increasing.
REHABILITATIVE AND PALLIATIVE CARE
The medical board committees are in place at all
operations and have resulted in signifcant numbers of
medically affected employees being placed in alternative
jobs. The number of HIV-infected terminations have
decreased signifcantly due to the roll-out of ART as
refected in the graph.
0
500
1,000
1,500
2,000
2,500
3,000
Tot al empl oyees on ART
07 06 05
53
Developing people
Attracting, retaining and developing high-quality staff to
manage and lead Anglo Platinum underpin our long-
term success. The growing shortage of critical skills in
the mining industry in South Africa, combined with
Anglo Platinums heightened need for skills given its
expansion programme, has highlighted the importance
of proper talent management, retention and people
development.
Anglo Platinum initiated outcomes-based education,
training and development in 2003 to ensure that the
human resource development strategy and practices
are fully aligned with the national skills development
strategy, related national legislation and approved by
the relevant authorities.
Human resource development largely takes place at the
Anglo Platinum Development Centre in Rustenburg, as
well as at each operation. The centre has retained its
ISO 9001 listing and remains one of the few accredited
training providers in the mining industry. The Company
maintains its strong representation in national structures,
such as the Mining Qualifcations Authority (MQA), and
contributes signifcantly to human resource development
in the industry.
Adult basic education and training (ABET)
Anglo Platinum continued to offer ongoing training
opportunities to all employees as well as contractors
and a limited number of community learners in 2007.
The appointment of contractor employees as permanent
employees, as a result of our contractor management
strategy, has had a signifcant effect on literacy levels,
with almost 65% of contract employees not meeting
the minimum requirements for NQF 1.
The Companys business language is English and all
employees are offered the opportunity to learn the
language. We believe that communication will enhance
employees ability to work safely as well as to develop
their own skills and realise their full potential.
The Company continues to offer recognition of prior
learning through the assessment of functional
competence conducted on employees as they return
from leave. These results, together with the learning
potential test, are used as part of the nomination
process to select individuals for full-time learning
opportunities.
Demand for ABET continues and the training centres
have expanded the services offered, with all operations
introducing full-time learning. In addition, own-time
learning classes are offered to suit employee requirements,
with morning classes offered where possible. The 18
ABET venues have 128 rooms and are staffed by 121
facilitators. Staff training continued throughout the year
with several facilitators enrolling on the MQA-sponsored
ABET practitioner learnership at NQF level 5.
Diffculties, including transport, motivation and fatigue,
have unfortunately had an effect on attendance. In
addition, the introduction of a modular approach has not
had the expected results. The reintroduction of defned
time periods is starting to show improved pass rates.
Group data
Operation Total in training
Lebowa Platinum 231
Bafokeng Rasimone Platinum 141
Potgietersrust Platinums 42
Rustenburg Section 1,961
Union Section 214
Amandelbult Section 721
Modikwa 124
Group 3,434
By the end of October 2007, the Company had spent
R48.5 million on ABET. Signifcant resources will continue
to be allocated to this programme.
Young professionals
In 2007, the Group spent R29.6 million on its bursary
scheme. The table on page 54 provides historical and
future bursar numbers.
54
RECOGNITION OF PRIOR LEARNING AND OTHER ASSOCIATED
CHANGES IN ABET DELIVERY AT ANGLO PLATINUM
The challenge
Anglo Platinum has a group training centre, the Anglo Platinum Development Centre, based in Rustenburg.
In addition, each mining operation has an on-site training centre.
Adult basic education and training (ABET) was introduced into Anglo Platinum in the late 1980s when
employees started teaching each other after work. Traditional ABET was later provided, where people
enrolled for a course, wrote an examination after six months and either failed or passed. Those who failed
were encouraged to re-enrol, but they had to sit through the next six months of classes before being
permitted to write again.
Traditional ABET delivery clearly would not enable Anglo Platinum to meet its targets. A change in
approach was required with full-time study being an area of focus.
Changing the ABET programme to comprise a combination of face-to-face facilitation and computer-based
training was thought to be the only viable option, and Anglo Platinum changed its strategy. Facilitators had
to undergo a massive shift from content-based education to a focus on competence.
The results
Since the upgraded programme started, over 800 people had enrolled for full-time study by end December
2007. In addition, there were over 2,900 own-time enrolments. This progress is pleasing, but participation at
NQF level 1 remains concerning.
Students have started taking responsibility for their own learning through planned assessments. Staff have
focused class-time activities, using peer educators when necessary. Preparation, planning and group work
have become critical as many groups at different stages could be in one class at the same time. This has
placed a different kind of strain on the teaching staff as practice moves away from chalk and talk to genuine
facilitation.
The mining charter has also focused attention on integrating ABET into people development in general.
Career management plans have been introduced as compulsory for full-time NQF 1 level students.
Bursary scheme
Number
of bursars
2008 target 747
2007 486
2006 414
2005 323
2004 364
2003 395
2002 324
Importantly, the objectives of the scheme are to
support:
the Companys employment equity objectives and
targets. Accordingly, the recruitment ratio of 70:30
in favour of HDSA candidates is a guiding principle.
In 2007, 81% of our bursars were HDSA and 24%
female; and
15% of bursars who started on the scheme in 2007
come from communities within 50 km of Group
operations.
55
Eighty-eight university and university of technology
bursars qualifed at the end of 2007 in the following
disciplines: mining engineering, electrical and mechanical
engineering, metallurgy and chemical engineering,
analytical chemistry, rock engineering, geology, mine
surveying, and fnance and accountancy. They will join
the Companys graduate development programme in
2008, where they will be exposed to a comprehensive
programme designed to prepare them for their frst
substantive positions.
Over the past six years, 423 bursars have obtained
tertiary qualifcations through our bursary scheme.
Talent management
The scarcity of skills in South Africa has resulted in a
relatively high turnover at 15% in 2007. To retain skills, the
Company has a talent management process to identify,
develop and retain high-potential and high-performing
individuals to sustain the success of our business. This
process infuences other human resource-related
decisions such as recruitment, succession planning,
rotation plans, career development panels and retention.
In 2007, Anglo Platinum continued its formal mentoring
process. Coordinators at all operations are trained on
the mentorship programme and are accountable for:
identifying mentors;
identifying mentees according to the mentorship
policy;
training mentors and mentees;
matching mentors to mentees; and
monitoring progress of relationships.
Management and leadership
Anglo Platinum Development Centre continues to
provide leadership programmes for managers at various
levels in conjunction with a leading South African
business school. The interventions fall into various
categories, detailed below.
The junior management programme caters for less
experienced managers while the management develop-
ment programme caters for middle management.
Based on operational needs, various training programmes

focusing on behavioural skills are conducted, including:
employee relations;
performance management;
planning, organising, controlling and leading;
situational leadership;
communication skills;
interpersonal skills; and
managing change.
A total of 252 courses were offered in 2007 and 4,322
delegates attended.
CAREER PATHS
Anglo Platinum has generated generic career paths for
all disciplines. Role descriptions have been articulated,
indicating minimum requirements such as job complexity,
qualifcations, experience and competence. Individual
development charters have been developed for certain
levels of employees and are reviewed annually.
Fast-tracking
The Company remains committed to fast-track the
development of high-potential employees from
historically disadvantaged groups to increase the talent
pool and pipeline in support of business growth and
facilitate compliance with the mining charter. Through
focused fast-tracking programmes, the Company is
currently developing 343 high-potential black business
leaders for senior positions in future.
In addition to established mining and engineering fast-
tracking programmes, two programmes were
implemented for the fnance and human resources
disciplines in 2007.
Overview of current fast-tracking
programmes
The People Integrated Programme focuses on developing
HDSA candidates for senior management positions in
mining, engineering and group information technology.
The mining and engineering fast-tracking programmes
target shift supervisor, mine overseer and section manager
positions in the mining discipline, and foremen, section
engineers and resident engineers in the engineering
discipline.
56
The fnance fast-tracking programme has an operational
focus towards developing fnance managers, assistant
fnance managers, shaft accountants and management
accountants.
The human resources programme has a strong
orientation focus, and targets seasoned senior human
resources professionals.
Total fast-tracking expenditure was approximately
R50 million in 2007.
EMPLOYMENT EQUITY DIVERSITY AND
OPPORTUNITY
Anglo Platinums 2007 employment equity status shows
satisfactory progress towards achieving equitable
representation of designated groups across all
occupational levels and categories of the workforce. As
required by the Employment Equity Act and its
amended regulations, Anglo Platinum submitted a
consolidated employment equity report for the 2007
reporting period ending 31 May 2007 to the Department
of Labour as shown below.
Analysing the Companys employment equity status
shows that, for top management, we achieved 8% against
a target of 18%. We had achieved 30%, 42% and 65%
equity representation at senior management, middle
management and supervisory levels respectively against
targets of 18%, 34% and 55%. The Company achieved
39% representation at a management level in May 2007
against the mining charter target of 40% by end 2009. By
year end 43% of management were HDSAs.
At the end of 2007, 10% of our employees were
women, meeting the mining charter requirement.
The Companys employment equity strategy, typifed by
special interventions such as attracting high-potential
candidates, employee development programmes,
mentoring, shadowing, fast-tracking and talent pool
management continued to deliver positive results
towards achieving our targets.
The breakdown of employment equity per occupational level in Anglo Platinum*
Male Female White Foreign nationals
Occupational levels African Coloured Indian African Coloured Indian White Male Male Female TOTAL
Top management 1 0 0 0 0 0 0 11 1 0 13
Senior management 74 8 14 5 0 5 33 316 12 0 467
Professionally qualifed
and experienced
specialists and
mid-management 356 25 11 73 6 18 180 927 15 0 1,611
Skilled technical and
academically qualifed
workers, junior
management,
supervisors, foremen
and superintendents 3,636 46 7 343 8 12 446 2,136 300 2 6,936
Semi-skilled and
discretionary decision-
making 29,632 58 4 1,069 17 7 246 443 2,810 0 34,286
Unskilled and defned
decision-making 3,862 11 0 1,023 1 0 5 65 264 1 5,232
TOTAL PERMANENT 37,561 148 36 2,513 32 42 910 3,898 3,402 3 48,545
Non-permanent
employees
59 2 3 94 2 1 30 37 4 2 234
GRAND TOTAL 37,620 150 39 2,607 34 43 940 3,935 3,406 5 48,779
* Annual average as at 31 May 2007 as submitted in the Groups employment equity report
57
Respecting peoples rights
EMPLOYEE RELATIONS
In terms of the employee relations policy, signed by all
recognised unions, associations and management,
partnership structures were established at various levels
of the Company. The fully functional partnership
structures are:
the central partnership forum (CPF);
the CPF steering committee; and
the operating unit partnership forum.
The table on page 58 shows the number of employees
represented by the various majority unions.
Communication structures
The Company has implemented an employee
communication policy. The objectives of this policy are
to:
promote the empowerment of line management,
with emphasis on line management taking
responsibility for being primary communicators to
their employees;
ensure an understanding of the communication roles
and responsibilities of all parties and provide a
common approach to communication within Anglo
Platinum;
create a framework to improve employee
communication and put support resources in place
for line management to achieve sustainable
communication success; and
monitor and audit the effectiveness of employee
communication to ensure an understanding of how
to improve communication.
The policy also details the structures of communication
at various levels of the organisation, for example,
supervisors having face-to-face meetings with their
teams to discuss production and safety issues.
On various matters of mutual interest to the Company
and its employees, management regularly consults and
communicates with employees belonging to trade unions
through the transparent partnership and communication
structures enabled by the formation of the central

partnership forum (CPF). The convenors of these
communication and consultation sessions are required to
publish minutes of their meetings. This ensures that all
relevant employees are kept informed on issues currently
on the union and management agenda.
Human rights
South Africa is a signatory to the Universal Declaration
of Human Rights, which is in turn refected in the
countrys constitution. Anglo Platinum has incorporated
human rights principles into its code of ethics and
business principles which apply to all our operations
including projects in Zimbabwe and exploration in
China.
Non-discrimination
Anglo Platinums code of ethics and business principles
declares that we promote workplace equality and
seek to eliminate all forms of unfair discrimination.
The Company has subscribed to government and
industry agreements and has amended its policies and
procedures to ensure non-discrimination against foreign
migrant labour.
Nineteen cases of discrimination led to formal
complaints and disciplinary procedures in 2007. We also
subscribe to government agreements to ensure non-
discrimination against foreign labour.
Freedom of association and collective bargaining
All Anglo Platinum employees have the right to freedom
of association under the South African constitution and
the Labour Relations Act, 1995. This right is also
entrenched in the Groups code of ethics, business
principles and employee relations policy.
The Group recognises trade unions with signifcant
representation among its employees, and these in turn
participate in collective bargaining forums with
management: 82% of the Groups employees are
represented by trade unions and associations.
Disciplinary procedures
The Companys behavioural procedure governs the
appeal process. In cases where an employee has been
58
Membership of recognised unions and associations as at 31 December 2007
2007 2006 2005
National Union of Mineworkers (NUM) 26,138 22,247 20,162
Trade Union Alliance* 3,798 5,927 7,599
United Association of South Africa (UASA) 4,400 4,072 3,957
Togetherness Amalgamated Workers Union of South Africa (TAWUSA) 714 691 908
Solidarity 142 124 149
National Union of Metalworkers of South Africa (NUMSA) 1,913 244 196
Total 37,105 33,305 32,971
Percentage of employees represented 74
Gauteng 0 0
Limpopo 66 65 83
Mpumalanga 0 0 0
North West 95 92 75
Total percentage of workforce represented, excluding management 82 78 81
* Mouthpeace Workers Union, Commercial Workers Union of South Africa, Steel, Mining and Commercial Workers Union, and Building, Motor, Engineering and
Allied Workers Union.
counselled, given a verbal warning, written warning, or
both, or been handed a sanction arising from a hearing,
the employee may appeal. The employee must appeal
within three working days, in writing, to the employee
relations practitioner. The manager or head of
department will, within three working days, or as soon
as reasonably possible, convene an appeal hearing,
investigate the facts and circumstances, and assess the
evidence led. The appellant has the right to be
represented by a fellow employee or a trade union
representative during an appeal.
Any appeal process is confned to the merits on which
the request for relief is based, as being one of:
wrongful verdict of guilt;
unfair penalty/sanction in light of the circumstances
of the offences; and
substantive impropriety in that the appellant has
been disciplined without reason.
The chairpersons decision on appeal is fnal. There is
only one level of appeal. Should the employee wish to
take the matter further, he or she is entitled to process
it in terms of the Labour Relations Act or any other
applicable legal avenue. There were 369 appeals heard
in 2007 with 19% of decisions reversed.
Grievance procedure
Anglo Platinums grievance procedure is intended to
create an environment that is conducive to good
employee relations by taking prompt and fair action
when employees raise legitimate complaints. There are
two recognised grievances:
an individual grievance, in which one person has a
grievance; and
a group grievance, in which more than one person
has a grievance. In this instance, the aggrieved group
may select up to fve representatives to raise the
grievance with their immediate supervisor. Union
members must select shop stewards as
representatives. Employees who are not members
of a union must select a representative from the
group that has the grievance. Individual and group
grievances are treated in the same way and the
same procedure must be followed.
Should a grievance remain unresolved, the fnal
management authority within that particular structural
hierarchy at the operating unit is allowed an opportunity
to resolve and take a decision on the matter, after which
external dispute resolution mechanisms regulated by
legislation may be employed by the aggrieved.
59
PROTECTION SERVICES HUMAN RIGHTS TRAINING
The human rights training programme covers a range of issues including introduction and awareness to
general human rights and protection services human rights-related issues. The Anglo Platinum courses
included basic training on the Companys vision and values, code of ethics, employment and labour rights,
employment equity policy, sexual harassment and employment of women in risk areas.
The purpose of this course was to create awareness and sensitivity of human rights issues among
supervisory and operational protection services personnel and also to promote internal application of
human rights principles in the protection services.
To evaluate the knowledge of security personnel, various assignments were carried out, including
understanding international human rights, the South African bill of rights, Anglo Platinums HIV/AIDS policy,
power of arrest, the use of frearms, and industrial action-related issues.
Since the programme started, 97% and 81% of the existing 1,116 protection personnel and 756 contractors
have been trained, respectively.
Anglo Platinum became aware of allegations made by some community members against the South African
Police Service (SAPS) after conficts about resettlements in various areas, including around Modikwa Mine.
To assist in resolving this situation, Anglo Platinums protection services reviewed the outdated SAPS course
and funded the development of a revised programme. The Anglo Platinum voluntary principles on security
and human rights training programme were incorporated into the SAPS course. The revised programme
covered general human rights principles, the rights of victims of crime and witnesses, the rights of offenders,
the rights of the public, labour rights of SAPS offcials and the right to just administrative action. This initiative
could have a national impact on human rights, as the course will be adopted by the National Police College
and delivered across the country from early 2008.
Ms Maria Serole driving an LHD at Amandelbult Mine
60
Labour disputes
There was a three-day protected strike by NUMSA,
arising from disagreement on the terms of the
2007/2009 wage agreement. NUMSA wanted to sign a
one-year wage agreement, while the Company insisted
on a two-year wage agreement. NUMSA abandoned its
protected strike after three days and signed a two-year
wage agreement. Some 788 NUMSA members were
involved in the strike action, resulting in 959 man-days
lost. There were 26 contractor-related incidents,
resulting in 2,466 man-days lost.
Child labour, forced and compulsory labour
Anglo Platinum does not make use of child labour and
does not tolerate inhumane treatment of employees,
including any form of forced labour, physical punishment,
or other abuse. There were no incidents of child labour
forced or compulsory labour in 2007.
Security practices
Anglo Platinum has implemented the voluntary
principles on security and human rights. The principles
are relevant to many aspects of the Groups security
management, including risk assessment and interactions
with public and private security providers. The principles
represent international best practice in the management
of security and community risks.
A comprehensive training programme has been
developed for security employees, details of which are
included in the case study on the previous page.
In 2007, two security and human rights-related incidents
occurred. In September at Modikwa Platinum Mine the
ventilation offcer, two mine consultants, the mines
protection services manager and the community
relations offcer were abducted by community members
and accused of trespassing when they were going about
their normal duties at the old Pedi shaft next to Sehlaku
village. The frst police detective to arrive in the
community was robbed of his frearm and then
assaulted by the community before other police offcials
arrived to release him and the mine employees and
consultants. Four members of the community, including
Chief Isaac Kgoete, were arrested and charged with
kidnapping, intimidation, assaulting a member of the
police force and for causing public violence.
In October, a group of approximately 20 people,
believed to be members of a concerned group against
the Motlhotlo relocation, attacked the two contract
security guards doing duty for PPRust. One guard
managed to escape while the other was abducted and
later released. Both guards were taken to hospital and
treated for shock. A guard house and lighting plant were
set alight during the altercation. A case of malicious
damage to property, assault and kidnapping was
registered with the police, however no arrests were
made.
Indigenous rights
In its code of ethics and business practices, Anglo
Platinum states that it recognises the sensitivities
involved in addressing issues that relate to the cultural
heritage of indigenous communities. The Group seeks
to ensure that such matters are handled in a spirit of
respect, trust and dialogue.
Anglo Platinum takes the view that most of what is
intended in the Global Reporting Initiatives defnition of
addressing the needs of indigenous people is covered
in the society section of the report that follows, in
which relationships with the communities associated
with its operations are discussed.
61
working with our host
communities
We continually work with our host communities to ensure they are not negatively affected
by our operations and that they are uplifted through socio-economic development
initiatives supported by our operations.
Agriculture project sponsored by Lebowa
WORKI NG WI TH OUR HOS T COMMUNI TI E S
62
Mining activities have inherently positive and negative
social and environmental impacts on the communities
which surround operations. Negative impacts are
typically mitigated through, and positive impacts
enhanced by, social and environmental management
programmes. Positive impacts by the Groups operations
have included job creation, skills development, education
and health investment, business development and
infrastructure provision. Negative impacts include:
social impacts such as proliferation of internal
settlements as job seekers move into areas adjacent
to the mine;
complaints of increased prostitution and crime;
environmental impacts such as noise, dust and
boreholes running dry; and
loss of agricultural land.
It is no longer acceptable to expect communities to be
satisfed with just corporate social investment projects
in their areas. Communities around our operations are
increasingly demanding more direct benefts from
mining operations, including employment, supply and
business development opportunities, infrastructural
provision and, in some instances, equity or annuity
stakes, as in the case of the Royal Bafokeng and the
Bakgatla-Ba-Kgafela traditional communities. This is
despite the fact that there are major differences in
ownership and land tenure rights between the various
communities and those with whom Anglo Platinum has
already concluded equity transactions.
Community engagement
Anglo Platinum has established a new dedicated
community engagement structure to deal with
community issues effectively. The new structure is
tasked with managing community issues in an integrated
manner that recognises that community development is
not a cost but an investment. Clearly, it is important to
have a community engagement approach which is
proactive and partnership-orientated rather than
paternalistic and reactive. As a result there have been
signifcant changes in approach and attitude in
engagements between communities and Anglo Platinum.
The approach with municipalities and other relevant
stakeholders has also been transformed from a sporadic
one to one that builds relationships that are enduringly
benefcial and developmental. The availability and
management of data involving communities has also
been improved, resulting in swift turnaround in terms of
decision-making as well as reacting to problems in the
communities.
All operations now have established community
engagement forums, as part of their broader community
plans, which are designed to bring all stakeholders
together to deal with community issues more
systematically. Anglo Platinum continues to be a key
founding participant in various producers forums
and joint development forums in the areas where
it operates.
Local and district municipalities with which Anglo
Platinum operations are interfacing are listed on
page 29.
63
BRPM GOES TO THE COMMUNITY
Bafokeng-Rasimone Platinum Mine (BRPM) held an open day in October 2007, which was attended by over
700 community members. The purpose was to bring BRPM closer to the community and to showcase its
day-to-day activities.
Exhibition stalls were set up at the Bonwakgogo Primary School hall in Robega village. Various mine
departments, including socio-economic development, HIV and AIDS, recruitment, human resources
development, environment, safety and procurement had an opportunity to exhibit their products and
activities. Community members were also informed about business opportunities available to them at
BRPM.
In his opening speech, mine manager Glenn Harris said BRPM was very proud to be opening its doors to
the community. He said he was fully aware that the community depended on BRPM for employment and
encouraged them to take advantage of the opportunities provided through the mine, including business
opportunities.
Empowerment is a high priority for BRPM, and whenever possible the community will be drawn into the
mainstream of economic activities and given the necessary support. The community was encouraged to take
part in small-, medium- and micro-enterprise development programmes offered by the mine.
A solar cooker was handed over to an NGO at the village. The cooker was manufactured by community
members who attended training sponsored by BRPM through ORBIT-FET College. These solar-powered
cookers are ideal for use by the NGOs, as they do not receive any funding and sometimes do not have
cash to buy wood or electricity.
Fifteen solar cookers will be donated to NGOs in the community. Anglo Platinum is pleased to be associated
with projects that contribute to the socio-economic development of surrounding communities.
During the open day, emergency services provided free medical check-ups, tested blood sugar levels and
hypertension. Voluntary counselling and testing (VCT) for life-threatening diseases, and eye-testing services,
were also provided free.
64
Community development
Anglo Platinum continues to play a meaningful role in
community development. Guided by the mining charter,
its social and labour plans and corporate citizenship
principles, Anglo Platinum invested R126 million in
community development projects around its operations
in 2007.
The Groups corporate social investment strategy, as a
subset of its broader corporate socio-economic
development portfolio, is to play a constructive role in
enhancing the quality of life of communities surrounding
group operations, as well as some regions from which
members of the workforce are sourced.
Anglo Platinum continues to focus most of its corporate
social investment activities in fve areas:
Infrastructure: contributing to the sustained
improvement of physical infrastructure in under-
developed areas.
Education: supporting the development of quality
education centres and improvements in mathematics,
science and English-language teaching and learning
at primary and secondary schools.
Health and welfare: supporting initiatives geared at
enhancing governments delivery of primary
healthcare and welfare services to the under-
privileged sector.
Community capacity-building: supporting initiatives

to improve the skills of community members and
their organisations.
Small- medium- and micro-enterprise development:
supporting programmes intended to promote
entrepreneurship in mine communities and labour-
sending areas.
LOCAL ECONOMIC DEVELOPMENT
This includes projects, plans and programmes to
stimulate local economic development in municipalities
in which Anglo Platinum has operations. These initiatives
are meant to mitigate against the formation of ghost
towns after the life of the mine, heavy reliance on the
mining operation for employment, and poverty.
Business linkages centres
In response to the need to stimulate entrepreneurship
and facilitate business linkages between local businesses
and Anglo Platinum operations, partnerships have been
formed with local municipalities to set up these facilities at
Tubatse, Fetakgomo, Thabazimbi, Rustenburg and Moses
Kotane. Facilities at the Polokwane and Mogalakwena
municipalities started operation in 2007.
Cooperatives
We support forming cooperative-type businesses to
broaden participation by local communities in economic
development. Emphasis has been on the establishment
and promotion of women-owned cooperatives.
Corporate social investment, R million

SED programmes Percentage
2007 2006 2005 2007 2006 2005
Health and welfare 6.6 0.7 1.6 5 1 4
Arts, culture and sport 0.5 1.9 3.6 0.4 4 10
Infrastructural development 35.2 19.5 14.5 28 36 39
SMME development and capacity building 18.6 4.6 2.2 15 8 6
Education 17.1 12.0 6.5 13.6 22 17
Chairmans Fund contribution 48.0 15.5 9.2 38 29 24
Total 126.0 54.2 37.6 100 100 100
65
Start-up businesses
The rising number of entrepreneurs around our
operations has led to our continued support of an
entrepreneurship development programme to equip
them to start new businesses. The establishment of 68
new businesses has created an average of two jobs per
business.
Traditional labour-sending areas
In line with the mining charter, Anglo Platinum has a
partnership with OR Tambo District Municipality
(Eastern Cape) to pursue a common goal in addressing
historical socio-economic imbalances caused in part by
the migrant labour system. Anglo Platinum has
supported agricultural projects in the Bizana Lusikisiki
Flagstaff triangle and King Sabata Dalindyebo Local
Municipality. Approximately 300 ex-mineworker family
members are direct participants in these projects. The
impact of this support is ensuring sustained livelihoods
among families of ex-mineworkers and stimulation of
the local economy.
INFRASTRUCTURE DEVELOPMENT
The backlog in providing basic needs to previously
disadvantaged sectors of South African society has
prompted Anglo Platinum to support the development
of infrastructure, education, health and welfare projects.
Some 24 infrastructure-type projects in the form of
facilities and equipment to enhance delivery of education
and welfare services have been funded, namely:
Schilpadnest Primary School
Mantserre Primary School
Boshoek Primary School
Itumeleng School
Bonwakgogo School
Laerskool Protea Park
Mafenya Middle School
Moroka Lebole Secondary School
Lefakgomo Secondary School
Mahlogedi High School
Siloe School for the Blind
Horskool Pietersburg
Mosesetjane Clinic
Seritarita School
Lefaragahla Primary School
Boitekong Secondary School
Tsope Middle School
Kgatseng Middle School
Motladi Kgoadigoadi Primary School
Thlabane West Primary School
Lekwakwa Primary School
Ntwampe Secondary School
Motlamotse Secondary School
Ofentse Primary School
EDUCATION
Anglo Platinum continues to focus on numerous
education programmes in the communities around its
mines.
In 2007, Anglo Platinum targeted its social investment in
education in the following areas:
Improving mathematics, science and technology
teaching at high school level. Specifc interventions
were made in training mathematics and subject
advisers.
Increasing the number of matriculants passing
mathematics and science.
Improving the capacity of early childhood
development practitioners to teach language and
mathematics.
COMMUNITY CAPACITY BUILDING
Special attention has been given to the need to build
the capacity of community-based organisations working
to improve the quality of services they provide in their
constituencies and strengthen their ability to mobilise
resources. Seven organisations beneft from the
following programmes:
strategic planning;
fund-raising skills;
corporate governance; and
fnancial management.

66
ANGLO ZIMELE BUSINESS HUBS
In order to support local economic development
in the communities around our operations it
was decided to roll out the Anglo Zimele
business HUB concept which supports local
entrepreneur development through the
provision of fnance, mentoring and formal
training programmes.
In 2007, six HUBs were established in
Burgersfort, Lebowa, Mokopane, Thabazimbi,
Mogwase and Rustenburg. Some of the
companies assisted through the HUBs include:
Mapatsakgomo General Trading
Mapatsakgomo General Trading (MGT) is a closed corporation providing various services to Lebowa Mine. The
company is owned by 32-year-old Brandy Modise who lives at Monametse village one of the local villages. MGT
initially had a cleaning contract with Lebowa Platinum Mine, which was recently renewed for a further 12 months.
During 2006 the company participated in the BEE vendor development programme. Through this programme, the
company expanded and has ventured into the construction industry. MGT recently secured a construction contract
to provide stalls and a storeroom for local vendors who sell fresh produce to the mines employees. Financing to
purchase the construction materials was provided by the local HUB.
Vukuzenzele Trading
Simon Makofane, a 58-year-old man from Praktiseer, which is close to Burgersfort, has been in the gardening business
for many years. Simon has always worked as an employee, however in 2005 he decided to set up his own business
called Vukuzenzele Trading. One of Simons early contracts was with Twickenham Mine where he had to plant over
100 trees at Mopetsi Camp. Through the HUBs incubator approach to business development Simon was capacitated
in the tendering and invoicing processes and granted fnance. Since this project, Simon started a gardening service and
is currently providing services to 15 families in the town of Burgersfort. His company has also been referred to Libsa
Tubatsi, a business support initiative of the local municipality that Anglo Platinum co-funds. Here Simons son, who is
also part of the business, will receive training on how to run a business so that he can assist Simon with the daily running
of the business.
Mahlangu Bus Services
Modikwa Mine capitalised on a great opportunity for empowerment and capacity building, when it entered into a fve-
year contract with a local BEE company to provide transport for its employees. As part of the mines increased focus
on safety across all aspects of its operation, a condition of the agreement was that Burgersfort-based Mahlangu Bus
Services adds ten new vehicles to its feet.
Unfortunately, BEE entrepreneur David Mahlangu encountered major diffculties when he attempted to raise the
fnance for the new vehicles. Through the intervention of the local HUB, suffcient fnance for the company to replenish
its feet was secured and the new buses were offcially handed over at a ceremony on 22 October 2007.
The HUB incubator approach to business development will continue to supply these businesses with mentorship,
guidance and technical support to ensure long-term and sustainable growth.
67
BOITEKONG COMPUTER CENTRE
Boitekong is situated 1.5 km from the Paardekraal shaft of Rustenburg Platinum Mines, Rustenburg Section.
Boitekong Secondary School is a newly built public school, the result of a partnership between Anglo
Platinum and the Department of Education in the Bojanala West District of North West province. The
school is registered with the Department of Education, and currently has 1,417 enrolled learners, 100 more
than its designed capacity. The school has 24 classrooms, two laboratories, and a standard administration
block.
The Rustenburg Section management team approved the development of a computer laboratory with
computers at the school, following a request made during the offcial handover.
The computer project seeks to capacitate learners and educators in computer literacy and information
technology. The laboratory was equipped with 41 Intel Affordable PCs, a new low-cost, high-performance
computer designed for the African market. The Virtual Technician lab management software was installed to
enable the teacher to remotely control the PC in the classroom and to reduce the amount of maintenance
required owing to software corruption and viruses.
The complete Microsoft SA Schools Agreement software package was also provided. This is a complete
suite of Microsoft software that has been provided to all South African government schools free of charge.
The suite comprises Microsoft Windows Upgrade, Microsoft Offce, Microsoft Works, Microsoft Encarta
Reference Suite, Microsoft Visual Studio, Microsoft Front Page, Microsoft Project, Microsoft Publisher,
Microsoft Visio Standard.
Through a partnership with the Department of Education, the entire educator staff underwent training
provided by the hardware supplier. The Department of Education also supplied furniture and will be
responsible for ensuring teacher development in future.
To ensure hardware maintenance, the school parent body will be contributing to a dedicated fund. The
hardware supplier will provide technical services and meet the trouble-shooting requirements of the
computer lab.
ANGLO AMERICAN AND ANGLO
PLATINUM CHAIRMANS FUND
Anglo Platinum provided R48 million in 2007 to the
Anglo American Chairmans Fund. The fund has a long
history of providing basic infrastructure, mainly
classrooms, for schools in the more remote rural areas.
The most recent developments in this programme have
been benefcial partnerships forged with various
provincial departments of education. The joint resources
of this public-private partnership have greatly enhanced
the effectiveness of the states rural schools development
programme.
Provinces strategically targeted for this partnership are
Limpopo and North West, where Anglo Platinum runs
most of its operations. In total, R15.4 million in matching
funding for the rural schools development programme
has been secured from provincial departments in 2007.
68
Community health
Anglo Platinum is working with government to provide
primary healthcare facilities to under-resourced
communities around our operations and labour-sending
areas. Anglo Platinum supports the building of health
clinics and purchase of mobile clinics.
The Group supports local NGOs rendering welfare
services to communities adjacent to the mines, namely:
Vision for the Nation, Tsheipe Hospice, Fonang Diatla,
Sivukite, Senthath, Ruta-u-Oke, and Faith and Hope in
the OR Tambo district municipality.
Public health
While recognising that public health falls under the
responsibility of the Department of Health, Anglo
Platinum supports and assists government in the
provisioning of this basic social need. Mobile primary
healthcare facilities exist to assist mine communities
within and around Anglo Platinum Rustenburg
operations, as part of the communicable disease
prevention and control initiative. Close to 15,000
patients were attended to by the mobile units in 2007.
Community voluntary counselling and
testing (VCT)
LifeLine Rustenburg was awarded two-year funding
from September 2007 for mobile VCT services in the
area by the Presidents Emergency Provision for Aids
Relief (PEPFAR). In partnership with LifeLine, the local
municipality and the Department of Health, Anglo
Platinum funded start-up costs to train personnel
instrumental to implementing the project and provided
mobile VCT services at pilot sites. Results to date show
an average of 140 people are counselled and tested per
day; all positive tests are referred to state facilities for
follow-up and treatment.
Community traditional health
practitioners
Two partnership projects with traditional health
practitioners were started in 2007, with the support of
the departments of Health and Social Development. In
the one, 50 practitioners selected from Fetakgomo and
Lepelle-Nkumpi and 50 from Rustenburg participated in
knowledge assessments, with training and subsequent
alignment with health services to follow. In the other,
Anglo Platinum was able to establish a permaculture
project in Mokopane owned by traditional health
practitioners to:
empower traditional health practitioners with
knowledge and skills to conserve indigenous
medicinal plants;
support practitioners in maintaining the integrity of
indigenous knowledge systems; and
empower traditional health practitioners to improve
their livelihood.
These projects have improved understanding and
provided a way forward in the development of
traditional health practitioners in the fght against HIV/
AIDS.
Community socio-economic
empowerment
Anglo Platinums HIV programme has always recognised
that socio-economic empowerment is a critical
prevention mechanism. In 2007 the Company agreed to
step up its activities on nutrition and food security on
the outcome of a review conducted by the Centre for
the Study of AIDS, which recognised the critical role
played by nutrition and food security, particularly in
rural areas.
The IMAGE project
The Small Enterprise Foundation (SEF), providing rural
women with access to small-scale loans to establish
small businesses, partnered with Wits Medical School to
create IMAGE, details of which are included in the case
study on page 71.
Nurse learners
Given the shortage of nurses, three groups of community
peer educators from Fetakgomo were selected for
enrolled nurse training (a two-year course). The frst
group started its studies in August 2005 and graduated
in December 2007. It is anticipated that the graduates
will be employed by the Department of Health in
Fetakgomo, deployed to the PEPFAR site or employed
by Platinum Health. The training, accommodation,
69
BRPM SUPPORTS EYE CARE MONTH
In 2007, Bafokeng-Rasimone Platinum Mine (BRPM) donated funds towards the purchase of a mobile eye-
care unit. The main aim of the unit is to provide a mobile optometric clinic and affordable eye care in
Rustenburg and its surrounds.
BRPM organised a special event to observe World Sight Day on 11 October. The theme of the day was
Healthy Eyes for Our Children. The mobile eye-care unit staff and other volunteer optometrists around
Rustenburg visited Phokeng. Three local primary schools, namely Kgale, Bobuampya and Matlhware,
participated in the event. Many of their learners come from disadvantaged backgrounds, and from villages
with no access to proper medical facilities.
According to one optometrist, some learners are failing grades at school owing to bad eyesight. In addition
to healthy eating and good hygiene, early detection and diagnosis of infections and allergies can help restore
sight and avoid blindness.
transport and related study costs were fully funded by
Anglo Platinum.
COMMUNITY CURATIVE CARE
With PEPFAR funding through Aurum Health Institute,
we are working on a partnership with the Limpopo
Department of Health to develop the Mathabatha
Clinic into an HIV and TB treatment site.
Through PEPFAR funding, 10 general practitioners now
provide ART in most areas around Anglo Platinum
operations and this is being expanded to meet the
needs of spouses, contractors and the broader
community. Doctors from historically disadvantaged
communities, who are members of the Peoples
Independent Practitioners Association, are sponsored
by the Group to train in providing ART. In addition, they
are contracted to Anglo Platinum to conduct treatment
and wellness sessions at Group clinics. In 2007, the 10
participating GPs enrolled 1,692 patients.
Orphans and Vulnerable Children (OVC)
During 2007, the Circle of Hope programme, partly
funded by Anglo Platinum, started to care for orphans
and vulnerable children. In the Rustenburg area there
are approximately 550 children while Fetakgomo
reports over 900 and OR Tambo over 1,200. The home-
based care NGO in Fetakgomo, Fanang Diatla, is
currently caring for four HIV-positive orphans who are
on ART.
Anglo Platinum has agreed with OR Tambo and the
Anglo American Chairmans Fund to pilot a step-down
facility at a local clinic in King Sabata Dalindyebo local
municipality, with the Anglo Americans Chairmans Fund
providing funding and infrastructure design expertise,
and Anglo Platinum responsible for stakeholder
engagement, design input and site identifcation.
COMMUNITY REHABILITATIVE AND
PALLIATIVE CARE
Home-based care covers all terminal, chronic illnesses
as well as disability. Anglo Platinum integrates medical
boarding programmes with referral to home-based
care, to inform employees of this service.
Anglo Platinum supports home-based care in our
operational and primary labour-sending areas through
NGOs. After training 195 community members in
2006, a further 136 caregivers completed ancillary
health-worker training in Rustenburg, Moses Kotane,
Thabazimbi, Fetakgomo, Polokwane and Mogalakwena
in 2007.
70
LEARNER DEVELOPMENT PROGRAMMES
Anglo Platinum has had a Schools Project since 1990. In 2002, following research into the Schools Project,
it became clear that if the Schools Project was to make a meaningful contribution towards forming a future
pool of technical graduates, we would have to shift our focus. To fast-track promising students and grow
the pool of potential recruits the A-Team and Edumap projects were added to the Schools Project portfolio
in 2003.
A-TEAM PROGRAMME
The A-Team programme has been running for the past fve years, with an average of 35 to 40 students from
grade 10, 11 and 12 participating each year. Students are selected based on a battery of tests and with the
proviso that they are doing HG mathematics and science and that they are interested in following a technical
career. The students are required to attend nine mathematics and science seminars each, held on Saturdays,
covering the entire syllabus. As part of this programme there are four career development seminars focusing
on careers in the mining industry and what qualifcations are needed.
Over the last fve years the programme has shown outstanding results. In 2007, 37 A-Team students wrote
their exams, and ten HG mathematics and six HG science distinctions were obtained.
A-TEAM fact file: 2003 2006
Total number of grade 12s through programme 128
HG maths passes 119
Total HG maths distinctions 41
HG science passes 122
Total HG science distinctions 23
Total Anglo bursaries awarded over four years 33
Total other Company bursaries 21
The A-team concept was extended in 2007 to Union Section, Lebowa and PPRust, reaching 440 grade 10
to 12 students in total. In 2008, Polokwane and Twickenham will be added.
EDUMAP PROGRAMME
Edumap is a residential one-year full-time upgrading and enrichment course designed to upgrade the
learners level of expertise in the felds of grade 12 mathematics and science. The service provider is Edumap
Education Development Trust. Students are sponsored by mining houses such as Impala Platinum, BHP
Billiton and Anglo Platinum to attend the one-year programme. The college operates from Jeppe High School
for Boys in Kensington, Johannesburg. At the end of the year of study, students rewrite the Department of
Education Senior Certifcate Examination in mathematics and science.
EDUMAP fact file: 2003 2007
Total number of students upgrading grade 12 140
HG maths passes 138
Total HG maths distinctions 44
HG science passes 140
Total HG science distinctions 21
Total Anglo bursaries awarded over four years 33
In 2007, Anglo Platinum traced 86 of the 100 students it previously sponsored. Seventy-four are now
studying at tertiary institutions, nine were enrolled in learnerships and the rest were employed.
71
ADDRESSING HIV/AIDS AND GENDER-BASED VIOLENCE: THE IMAGE PROJECT
In South Africa, as in many other countries, poverty and unequal power relationships between men and
women shape the nature of sexual relationships. What does encouraging a girl to abstain from sex mean,
when a relationship with an older man could put food on the table? And, for women experiencing domestic
violence, how can they suggest using a condom, knowing the reaction this might provoke?
In sub-Saharan Africa, women make up the majority of those infected with HIV, and young women are three
times more likely to get infected with HIV than young men. To get to the root of the problem, we have to
go deeper and look at poverty, violence against women and womens unequal status in society.
The Rural AIDS & Development Action Programme (RADAR) had experience with HIV training and
research, but needed a partner who could help tackle economic and social aspects. RADAR found a willing
and suitable partner in the Small Enterprise Foundation (SEF), which had been doing this kind of work for
years. Out of this partnership, the IMAGE (Intervention for Micro-fnance AIDS & Gender Equity) Project
was formed: a community-based intervention that combines micro-fnance the provision of small loans to
poor households for income-generating activities with a 12- to 15-month gender and HIV training
curriculum. The purpose of IMAGE is to improve the economic wellbeing and independence of communities,
reduce vulnerability to both HIV and gender-based violence, and foster robust community mobilisation to
address common concerns.
Through various Anglo Platinum support initiatives, the IMAGE Project was able to expand substantially
between 2004 and 2007, reaching over 4,500 households in 83 villages in the Sekukhuneland area.
Micro-fnance and gender equity training is a one-hour participatory session integrated into loan centre
meetings every two weeks. One loan centre is established for each group of 40 women. The women are
given a six-month structured curriculum and must participate in a six-month community mobilisation phase
to develop village action plans around gender and HIV.
Research by the University of Witwatersrand has shown, over a two-year period, households experience
substantial improvements in economic wellbeing, the status of women is greatly improved, levels of violence
are reduced by over 50%, loan repayment rates were at 99.7% and there was a 25% increase in levels of
condom use.
Comments from participants
I do not think we would have made it working as individuals.
If one member has a problem, the sun will never go down without us knowing it.
When I joined the project, I could not say the word condom, let alone use one. Today, I understand that
condoms are important for my life and that of my children.
The World Health Organisation (WHO) Commission for the Social Determinants of Health in 2007 selected
the IMAGE Project as one of 12 global case studies. With Anglo Platinums commitment to additional support
for 2008 to 2011, IMAGE will expand programme activities to reach over 15,000 households in villages
surrounding Anglo Platinum mining developments, focusing on the Mokopane, Fetakgomo, Greater Tubatse,
Thabazimbi and Polokwane areas.
72
Improving housing and living
conditions
Anglo Platinum has a number of projects to improve
housing conditions for its employees.
PROMOTING HOME OWNERSHIP
In 2007, Anglo Platinum devised and implemented a
home ownership allowance. The scheme seeks to
encourage home ownership among all employees at
Anglo Platinum. It was aimed at low-earning employees
who have traditionally struggled to access housing
bonds with fnancial institutions.
The scheme encourages employees who are renting
accommodation to switch to home ownership.
Employees participating in the scheme will receive a
higher housing subsidy compared with the traditional
living-out allowances. One of the benefts of the scheme
will be the movement of employees from informal to
formal housing.
At the same time, the Company has intensifed the
home ownership training programme by conducting
promotional tours. At these events, relevant training
posters, brochures and pamphlets are distributed to
employees.
The Company has constructed showhouses close to
Seraleng in Rustenburg to illustrate:
the look and feel of the fnished products/houses;
housing options available to employees; and
affordability levels per housing option.
It is hoped that construction of houses will start in
2008.
In continuing with this policy, the Company constructed
additional showhouses in 2007 at Northam for
employees of Union and Amandelbult mines.
PROCUREMENT OF LAND FOR

TOWNSHIP DEVELOPMENT
Anglo Platinum has procured land aimed for township
development in various municipalities close to its
operations, to advance its initiatives for low-income
housing for employees. The land purchased includes:
Rustenburg: will accommodate approximately 4,000 stands
Northam: 724 hectares
Burgersfort: will accommodate approximately 700 stands
Mecklenburg: will accommodate 417 stands
Mokopane: will accommodate 500 stands
SUPPORT TO RUSTENBURG FOR
HOUSING DEVELOPMENTS
Rustenburg has an acute shortage of housing. This has
prompted some speculative developments by private
developers. As a result, the municipality has been under
severe pressure to satisfy the huge appetite for housing
developments. To counter this, Anglo Platinum, in
conjunction with stakeholders including several platinum
producers and the Rustenburg Local Municipality,
initiated a project that will assist the municipality with
housing developments in the area. The objectives of the
project have included:
identifying land suitable for housing developments
within the jurisdiction of the municipality;
analysing bulk and internal infrastructure required
for future housing developments;
evaluating social and commercial infrastructure
associated with housing developments; and
conducting studies required in terms of the relevant
town planning establishment, including:
environmental impact assessment;
geotechnical study; and
traffc impact.
This model of support will be extended to Moses
Kotane Local Municipality and Madibeng Local
Municipality in 2008.
HOSTEL REFURBISHMENT PROJECT
Anglo Platinum started a hostel de-densifcation and
conversion project in 2006 to convert all its hostel
73
COMMUNITY RESETTLEMENT
A total of 539 families had relocated from Ga-Sekhaolelo and Ga-Puka villages to the new Motlhotlo village
by the end of 2007. This resettlement process has been guided by the World Bank Guidelines on
resettlement for which the consultation process commenced in 2001.
In addition to the families that have already moved, four schools, namely Jan Malebane, Cornelius Masebe,
Jacob Puka and Mpunje have also been relocated. Businesses and churches are also operational in the new
area.
The resettlement initially started on 4 May 2008. A small concerned group of community members
prevented the re-settlement from continuing. A task team was established under the guide of the Premier
of Limpopo province to address issues raised by the concerned group. The task team comprised
representatives from the section 21 companies (established by the community to manage the resettlement),
the Motlhotlo Development Committee (concerned group), the South African Council of Churches, the
premiers offce and offcials from the Departments of Land Affairs, Minerals and Energy as well as Economic
Affairs.
All members of the task team agreed in June 2007 that the re-settlement could continue and subsequently
approximately six families have been moved on average per day. The remaining 418 families will be moved
during 2008. Anglo Platinum will continue to work closely with all recognised groupings to ensure post-
resettlement issues are addressed and livelihoods are sustained. From legal correspondence received earlier
in 2007 from an attorney representing a small group of families, it appears that approximately 29 families
may choose not to move. We continue to engage with the community to address concerns of individual
families and it will only be known later in 2008 if some families are indeed going to choose not to move.
74
ANGLO PLATINUM IMPROVES LIVING CONDITIONS
In September 2007, Anglo Platinum unveiled its R365 million accommodation project. This will signifcantly
improve the living conditions of 17,568 employees currently living in hostel accommodation. During the
ceremony, 3,200 newly refurbished double accommodation units at Union Mines Etafeni Village in Limpopo
were offcially handed over to the new residents.
In his address, acting joint chief executive Duncan Wanblad said that the event marked the beginning of an
ambitious and long-awaited housing project. He explained that the Companys goal was to transform all its
hostels across the division into modern single-accommodation units. This endeavour, he said, was especially
signifcant in light of the historical legacy of hostels in South Africa. The refurbished units provide for greater
privacy and come with a living area and bathroom facilities. In terms of the broader housing framework,
we are also involved in development projects to ensure that we promote home ownership for employees
who prefer this option.
The unveiling was attended by Limpopo MEC for Local Government and Housing, the Honourable Maite
Nkoana-Mashabane, who said that the project signifed a change in governments housing policy, in
partnership with the private sector. It is our view that this project will contribute immensely to social
cohesion and the integration of families. The employees will now live like human beings with their fellow
workers, without being packed in a hall without any privacy.
The MEC said: We appeal to other mining houses to follow the path and example that Anglo Platinum has
undertaken. Together, united in action, we will fght this battle to shelter those who cannot afford to put
roofs over their heads.
accommodation to two employees per room by 2009.
This project is now complete at Rustenburg and Union
mines which had 11 hostels. The project cost
R172 million and R68 million at Rustenburg and Union
mines respectively. This resulted in 8,854 employees
benefting from refurbished units at Rustenburg Mine and
3,852 employees at Union Mine. The refurbished facilities
are now known as single accommodation villages.
Amandelbult and Lebowas hostels were 90% and 65%
complete respectively at the end of 2007. Consequently,
the Company has now converted 93% of its hostel. All
conversions will be completed during the frst half of
2008. The entire project will have cost R365 million and
will have benefted 17,568 employees.
A process of introducing female employees into single
accommodation villages has started to create a more
normal society within the villages.
RESETTLEMENT
The case study on the previous page provides an
update on the Motlhotlo community resettlement at
PPRust.
Anglo Platinum continued to support the resettled
community in Sterkwater (Ga-Pila), where a large and
modern community centre was constructed in 2007. A
new computer centre and offces, for use by the
community and municipality, were constructed in 2007.
Residents at Mecklenberg, who where relocated in
2005 from Twickenham, raised concerns about the
quality of infrastructure. Anglo Platinum has appointed
Infrastruct to upgrade the road and stormwater
infrastructure. This work is being done in conjunction
with the Magobading and Greater Tubatsi municipalities.
In November a severe storm caused damage to eight
houses. These are being repaired.
75
managing our environmental
footprint
Mining inherently has a certain direct impact on the environment through the
operational footprint of shafts, plants, tailings, dams and other infrastructure.
Management systems are in place to minimise this footprint.
Thulani Ntshanga and Philemon Mofomme inspect the Amandelbult tailings dam extension pollution control measures
MI NI MI S I NG OUR E NVI RONME NTAL F OOTP RI NT
76
Environmental risks and impacts
We affect the environment in a variety of ways; there
are potential risks to the environment as well as potential
positive and negative environmental impacts. Mining and
associated activities such as smelting and refning use
a mix of renewable and non-renewable resources. In the
process of mining and benefciation, land is transformed,
ground and surface water are potentially affected,
resources are used, substances are emitted to air and
wastes are generated. The social and economic dynamics
in the areas where operations are located are also
affected. The potential risks and impacts in this report
are largely confned to actual operations and do not
consider the upstream and downstream risks or impacts.
To manage and mitigate operational risks and actual
impacts, the Group has formal environmental
management systems at each operation.
Environmental
management systems
All operations in the Group have
implemented environmental manage-
ment systems that comply with the
ISO 14001: 2004 standard. This is an
international standard for
environmental management systems
(EMS) and is based on three key
principles, namely prevention of
pollution, compliance with relevant
environmental law and continual
improvement in performance.
Achieving and maintaining ISO 14001
certifcation of an EMS is a way to
demonstrate a companys commitment
to manage environmental risks and
impacts. Certifcation does not mean
that there will be no environmental
risks or impacts. Certifcation means
that all operations have appropriate
management systems in place to
ensure compliance with the system
requirements.
All operations achieved initial ISO 14001 certifcation
during 2004 of their EMS, and all those that were
certifed in 2004 have maintained their certifcations to
date. Most operations were re-assessed by DQS
German Association for Certifcation of Management
Systems (Pty) Limited, during 2007, against the
ISO 14001: 2004 standard. Some shafts at Rustenburg
Section as well as Polokwane Smelter were not
reassessed during 2007 due to structure and personnel
changes. These operations will be assessed in 2008
within the required cycle. No major non-conformances
to system requirements were raised at any of the
managed operations assessed by the certifcation body.
Minor non-conformances and numerous observations
were, however, raised. These are managed by each
operation until resolution and close-out.
Mototolo Concentrator and Twickenham Platinum Mine
have not yet been certifed. It is planned to certify
Mototolo Concentrator in 2008 and Twickenham in
2009.
The EMS implemented by the Group received due
recognition in 2007 when Amandelbult Section won the
environmental category of the second annual Nedbank
Capital Green Mining Awards, with the adjudicators
noting:
The environmental category winner, Amandelbult Platinum
Mines environmental management system, was recognised
for the positive impact it has had on both the mine and the
community. Since 2000, Amandelbult Mine has
implemented a sustainable EMS to continually improve on
its environmental risk identifcation and impact
management. This initiative reaches beyond compliance;
the EMS has been integrated into the entire operation and
has been extended to beneft communities beyond the
mine boundaries. This has resulted in more sustainable
practices both at the mine and within the community.
Other positive elements of the EMS include effective
education of employees, contractors and local school
learners; environmental and species protection; partnerships
and the inclusion of community input and involvement; and
job creation.
0.0
20.0
40.0
60.0
80.0
100.0
120.0
07 06 05 04 03
Rock mi ned
a
Mt/a
a
Managed operations
0
5
10
15
20
25
30
35
40
07 06 05 04 03
Ore mi l l ed
a
Mt/a
a
Managed operations
77
Environmental performance
MATERIALS
The GRI indicators of materials used by weight or volume
(EN1) and percentage of materials used that are recycled
input materials (EN2) are discussed in this section.
Bulk materials used include rock mined in underground
and open-pit operations, milling of the mined rock,
liquid fuels, coal, grease and lubricants. Bulk material use
over the years is increasing due to the fact that
operations are continually expanding production. Key
bulk material use is illustrated in the charts on pages 76
and 77. Other materials include wood, chemicals and
packaging. The Group does not currently use waste,
processed or unprocessed, from external sources in any
material quantities. The rock broken fgure was 32%
higher in 2007 compared to 2006 due to the signifcant
development of the PPRust North mining area. The
lubricating and hydraulic oils used fgure has also
increased substantially, as it was found during audits in
2007 that these uses were under-reported in the past
at some operations. The reported
fuels used also increased due to
mainly the PPRust North expansion
and instances of previous under-
reporting that were rectifed in 2007.
ENERGY
The GRI indicators of direct energy
consumption by primary energy source
(EN3), indirect energy consumption by
primary source (EN4), energy saved
due to conser vation and effciency
improvements and (EN5), initiatives to
provide energy-effciency or renewable
energy-based products and ser vices,
and reductions in energy requirements
as a result of these initiatives (EN6) and
initiatives to reduce indirect energy
consumption and reductions achieved
(EN7) are discussed in this section.
Summary of potential environmental risks and impacts
Category Examples of risks and impacts
Air Activities causing excessive dust, gas and particulate emissions. Activities causing
odours and excessive noise levels.
Biodiversity Illegal fshing and hunting; illegal removal of wood; setting of snares. Disturbance of
protected plants and animals. Proliferation of exotic vegetation.
Energy Energy wastage, ineffcient use.
Hydrocarbons Spillage of fuel, oil, grease and lubricants. Incorrect storage of fuel, oil, grease and
lubricants.
Land Erosion due to water and process spills, establishment of unauthorised activities,
uncontrolled driving off existing tracks and roads. Veld fres. Topsoil handling,
stripping and storage. Excessive footprint.
Hazardous substances Spillage of chemicals and other hazardous substances. Incorrect storage and use.
Inadequate training in use and storage of chemicals and other hazardous
substances.
Tailings Spillage/uncontrolled discharge of tailings due to pipe and other failures.
Waste Illegal dumping of scrap or domestic or industrial waste. Illegal dumping of
hazardous waste. Inappropriate handling of waste. Littering.
Water Leakage or spillage of process water. Illegal/uncontrolled discharge of effuent,
process or storm water. Exceedance of water quality standards. See page 81.
Water supply and demand.
0
5
10
15
20
07 06 05 04 03
Lubri cat i ng and
hydraul i c oi l s
Ml/a
0
10
20
30
40
50
60
70
80
07 06 05 04 03
Fuel s used
Ml/a
0
30
60
90
120
150
07 06 05 04 03
Coal used
kt/a
78
Direct and indirect energy from primary
sources
Direct consumption by primary energy sources includes
coal, petrol, diesel, paraffn, light fuel oil and liquefed
petroleum gas. These direct energy sources account for
24% of the total energy use of the Group. The total
direct energy consumption for the Group was 6.25 PJ
in 2007 (2006: 6.10 PJ).
The sole source of indirect energy consumption by
primary source comes from the electricity supplied by
the national utility. Eskom supplies 76% of the total
energy consumed by the Group. The total indirect
consumption for the Group was 19.64 PJ in 2007 (2006:
19.91 PJ).
Annualised energy footprint
The diagram below illustrates the total 2007 energy
footprint for the Group. Mining operations used the
most energy, followed by smelters and concentrators.
The refneries used the least amount of energy. Key
energy uses at mining operations are compressors,
ventilation and cooling requirements, winders and
pumps. At the concentrators, the key energy users are
milling, fotation, tailings and crushing operations.
Total energy use and intensity
Total energy consumption, in absolute terms, decreased
marginally from 26.01 PJ in 2006 to 25.89 PJ in 2007.
Waterval and Polokwane smelters contributed most to
the decrease in absolute energy consumption, due to
the various planned smelter shutdowns during the year.
Fewer tonnes were milled at managed operations in
2007 compared to 2006. This also contributed to
slightly lower overall energy consumption. The total
energy intensity per refned ounce of precious metal
from managed operations however increased by 9%
ENERGY FOOTPRINT
0.0
5.0
10.0
15.0
20.0
25.0
30.0
0.0
2.0
4.0
6.0
8.0
10.0
12.0
Tot al energy used
Energy used
Energy intensity
E
n
e
r
g
y

u
s
e
d
E
n
e
r
g
y

i
n
t
e
n
s
i
t
y
07 06 05 04 03
PJ/a GJ/oz precious metal
Comp air
Ventilation fans
Winders
Fridge plant
Pumps
Energy use at each stage of the process
Equipment using the most energy

E: 8.09 PJ
L/F: 2.74 PJ
E: 4.58 PJ
C: 1.50 PJ
G: 0.26 PJ
L/F: 0.13 PJ

E: 6.06 PJ
E: 0.91 PJ
C: 0.13 PJ
L/F: 1.49 PJ
Milling
Flotation
Tailings pumps
Crushing
Furnaces
Flash dryers
ACP
Leach and
purification
Tankhouse
Compressor
Boilers
25.89 PJ
Concentrators
6.06 PJ
Mining
10.83 PJ
Smelting
6.47 PJ
Refining
2.53 PJ
E: 19.64 PJ L/F: 3.00 PJ C: 2.99 PJ G: 0.26 PJ
CO
2
emissions
by energy source
E: 5,227 kt
C: 287 kt
G: 19 kt
L/F: 196 kt
79
from 5.66 GJ in 2006 to 6.18 GJ in 2007. (In 2007 it was
decided to change the denominator in the intensity
calculations from ounces precious metals in concentrate
to total refned ounces from managed operations. The
2006 intensity fgures in this report have been restated
to refect this change.)
As noted in the 2006 report, the energy intensity
targets for mining operations were split into separate
mining and concentrating targets. The 2006 and 2007
actual intensities as well as the 2007 targets are given in
the table on page 80.
Seven operations (Union Section mining, LPM
mining, PPRust mining, Amandelbult Section
concentrators, Western Limb Tailings Retreatment,
Mortimer Smelter, RBMR and PMR), up from fve in
2006, achieved their energy intensity targets for 2007.
As these mechanistic targets do not take continually
changing mining, concentrating and smelting conditions
into account, it was decided in the latter half of 2007 to
fnd a more appropriate method to set targets and to
track actual energy savings to ensure that the Groups
commitment to reduce energy consumption per unit
ENERGY-SAVING PROJECTS
The Group has a number of energy-saving projects to meet both the Eskom immediate term objective of
reducing consumption by 10% and ultimately 15% by 2014. Select projects are discussed below.
COMPRESSED AIR MANAGEMENT
Compressor control has been enhanced by installing supervisory and data acquisition systems to monitor
system effciencies at Amandelbult, Rustenburg, BRPM and Lebowa mines. This Real-time Energy
Management System (REMS) was installed by HVAC International, a registered ESCo (Energy Services
Company), as part of the Eskom Demand Side Management (DSM) programme. The objective of the
system is to optimise the compressed air pressure during the morning drilling shift, and then to shut
compressors down during low air-requirement periods, as well as during Eskoms evening demand peak.
This will optimise the Eskom tariff while maintaining the compressed air system integrity. System installation
was completed in 2007, with the measurement and verifcation phase scheduled for frst quarter 2008. The
combined contracted savings are expected to be 26.4 MW of load shifting. The increased system effciency
will yield meaningful energy savings.
HIGH-PRESSURE GRINDING ROLL TECHNOLOGY
High-pressure grinding rolls (HPGRs) are being installed at the PPRust concentrator plant as part of the
milling circuit. HPGRs are 20% more energy effcient than conventional autogenous mills and will result in
electricity-effciency improvements at PPRust. See picture on page 95.
ENERGY-EFFICIENT LIGHTING
Since successfully launching the lights at Amandelbult Mine and reporting on the project in 2006, the lights
were installed at Lebowa, Union and BRPM during 2007. A total power saving of 5.5 MW has been
achieved, with a resultant carbon emission saving of 50,000 tons CO
2
e.
The VML lamp has exceeded expectations having lasted 15,000 hours longer than design life at Amandelbult.
Anglo Platinum and Voltex also jointly entered the VML in the industrial section of Eskoms ETA awards (an
annual competition for energy-effcient initiatives), and were awarded frst prize.
The roll-out of the energy-effcient lighting will continue in 2008, with Rustenburg due to be completed,
adding a further 4 MW of power savings.
80
Energy intensity per operation 2006 2007 Target 2007
Mines (GJ/t broken)
Rustenburg Section 0.27 0.32 0.27
Amandelbult Section 0.28 0.30 0.29
Union Section 0.34 0.31 0.34
Lebowa 0.33 0.48 0.32
Bafokeng-Rasimone 0.23 0.25 0.24
Twickenham 0.08 *
PPRust 0.02 0.02 0.04
Concentrators (GJ/t milled)
Lebowa 0.15 0.16 0.14
Mototolo 0.17 *
PPRust 0.21 0.25 0.22
Western Limb Tailings Retreatment 0.09 0.09 0.09
Processing plants
Waterval Smelter (GJ/t converter matte produced) 91.63 94.47 89.00
Polokwane Smelter (GJ/t furnace matte produced) 28.58 31.67 30.00
Mortimer Smelter (GJ/t furnace matte produced) 50.54 39.69 53. 50
RBMR (GJ/t base metals produced) 58.94 61.12 59. 40
PMR (GJ/oz PGMs and gold) 0.15 0.16 0.18
* No target set
Solar panels provide heated water at Mototolo concentrator
81
produced by 15% by 2014 can be achieved. Accordingly,
an analysis of variance (ANOVA) model was introduced
to enable operations to track their individual energy
consumption and carbon dioxide emissions compared
to an adjusted 2004 baseline. The roll-out of the model
is in its pilot stage and all operations will complete their
models in 2008. The output will indicate absolute
savings achieved against the adjusted baseline year on
year and will also set and track intensity targets based
on the adjusted baseline. With this system and the
continued roll-out of energy-effciency projects reported
in 2006, we look forward to reporting future absolute
energy savings and improved effciencies.
Water
The GRI indicators of total water withdrawal by source
(EN8), water sources signifcantly affected by withdrawal of
water (EN9) and percentage and total volume of water
recycled and reused (EN10) are discussed in this section.
Water sources
Water use at Anglo Platinum is divided into water used
for primary activities; water used for non-primary
activities and water recycled from internal sewage
treatment plants. Primary activities include all water
used to produce the products of the Group, from
mining to refning. It excludes domestic and recreational
use. Internally recycled water is also excluded from the
water used for primary activities parameter as this
water is accounted for when it enters the system.
Potable water is sourced from water utilities. The water
utilities source their water from various dams but in no
instances do our abstractions account for 5% or more
of the average annual volume of these water bodies.
Non-potable water use at managed operations is low
and comes from various raw-water sources. The key
supplier of non-potable water in the Eastern Limb is the
Lebalelo pipeline, for which water is extracted from the
Olifants River based on an approved allocation. Waste
or second-class water is sourced from municipal sewage
plants to supply process water to some operations,
notably PPRust and Rustenburg Section. No surface
water from any dam external to any operations is used.
Rainwater collected in the open pit at PPRust and used
is, however, included in the surface water parameter.
The groundwater parameter includes groundwater
from boreholes used for primary and non-primary
activities, as well as fssure water from underground
operations where this can be measured. Precipitation
caught on tailings dams and run-off into on-site effuent
and storage dams is currently still excluded from all
water use fgures.
Waste/second-class water
Reported intake of waste/second-class water in 2007
reduced by nearly 38% from 2006. As reported in the
2006 sustainable development report, no accurate
measurement of waste/second-class water obtained
from the Rustenburg Municipality sewage works could
be done in that period, therefore all waste/second-class
water from this source was counted as used. Flow
meters were installed in early 2007 and only the
volume of water actually used is now reported.
Potable water
Potable water used increased by 3% to 23.4 million m
3

during 2007. Approximately 25% of the potable water
intake is used for non-primary activities such as
domestic and recreational use. We did expect that the
potable water intake at Rustenburg concentrators
would be less in 2007 than 2006 due to the introduction
of waste/second-class water. This anticipated saving has
however not yet materialised. The potable water use at
these concentrators increased by nearly 4% in 2007
despite the introduction of waste/second-class water.
Groundwater
Groundwater used decreased by 1.5% to 9.7 million m
3

in 2007.
Recycled water
Water recycled from internal sewage plants, tailings
return-water dams, underground operations and other
internal surface water sources are not included in water
used for primary or non-primary activities. The total
recycled water reported (23.6 million m
3
in 2007) is
approximate and includes mostly water recycled from
internal sewage treatment plants.
82
Total water use for primary
activities and intensity
Water use for primary activities, in
absolute terms, increased 8.5% from
27.78 million m
3
in 2006 to 30.15
million m
3
in 2007. Activities that have
infuenced water use in 2007 include
the introduction of a wet scrubber
system at RBMR and high chloride
levels in the RBMR effuent dams that
prevented water recycling at the plant.
The dams have since been cleaned
and water is starting to be recycled
into the process again. Reported use
of water for primary activities at
PPRust concentrator increased by
46% (1.1 million m
3
) in 2007. PPRust conducted a
detailed audit of water use in 2007 and found that the
2006 water use fgures for primary activities at the
concentrator were under-reported. Reduction in water
use occurred at Waterval and Polokwane smelters
mainly due to planned shutdowns during the year.
Ongoing management of process water at Mortimer
Concentrator resulted in fewer top-up requirements. In
addition, improved water monitoring and management
programmes are being developed as part of the
integrated water use licence process.
Water use for primary activities per refned ounce of
precious metal from managed operations increased by
19% from 6.05 m
3
in 2006 to 7.19 m
3
in 2007.
Water for primary activities intensity per operation
2006 2007
Target
2007
Mines (m
3
/t broken)
Lebowa 0.05 0.07 0.05
Twickenham 1.15* **
PPRust <0.01 <0.01 0.01
Concentrators (m
3
/t milled)
PPRust 0.53 0.85 0.75
Lebowa 0.13 0.11 0.11
Mototolo 0.56 **
Western Limb Tailings Retreatment 0.29 0.44 0.36
Processing plants
Waterval Smelter (m
3
/t converter matte produced) 30.38 39.02 30.00
Polokwane Smelter (m
3
/t furnace matte produced) 4.62 6.74 8.00
Mortimer Smelter (m
3
/t furnace matte produced) 3.29 1.81 3.54
RBMR (m
3
/t base metals produced) 23.33 32.54 26.00
PMR (m
3
/oz refned PGMs and gold) 0.06 0.06 0.08
* Suspect fgure to be investigated
** No target set
0.0
3.0
6.0
9.0
12.0
15.0
07 06 05 04 03
Groundwat er used
Million m
3
/a
0.0
5.0
10.0
15.0
20.0
25.0
30.0
07 06 05 04 03
Pot abl e wat er used
Million m
3
/a
0
1
2
3
4
5
6
7
8
07 06 05 04 03
Wat er use f or
non- pri mar y act i vi t i es
Million m
3
/a
83
As noted in the 2006 report, intensity targets for water
used for primary activities for mining operations were
split into separate mining and concentrating targets. The
2006 and 2007 actual intensities as well as the 2007
targets are given on page 82.
Nine operations (Amandelbult Section mining, Union
Section mining, PPRust mining, Rustenburg Section
concentrators, Amandelbult Section concentrators,
Lebowa concentrators, Polokwane Smelter, Mortimer
Smelter and PMR), up from six in 2006, achieved their
water use for primary activities intensity targets for 2007.
As these mechanistic targets do not take continually
changing mining, concentrating and smelting conditions
into account it was decided in the latter half of 2007 to
fnd a more appropriate method to set targets and to
track actual water savings. To this end an Analysis of
Variance (ANOVA) model was introduced to enable
operations to track their water use compared to an
adjusted 2004 baseline. The roll-out of the model is in
its pilot stage and all operations will complete their
models during 2008. The output will indicate absolute
savings achieved against the adjusted baseline year on
year and will also set and track intensity targets based
on the adjusted baseline.
BIODIVERSITY
The GRI indicators of location and size of land owned,
leased, managed in, or adjacent to, protected areas and
areas of high biodiversity value outside protected areas
(EN11), description of signifcant impacts of activities on
biodiversity in protected areas and areas of high biodiversity
value outside protected areas (EN12), habitats protected or
restored (EN13), strategies, current actions, and future plans
for managing impact on biodiversity (EN14), number of
IUCN Red List species and national conservation list species
with habitats in areas affected by operations, by level of
extinction risk (EN15) are discussed in this section.
WATER ALLOCATION
Groundwater from boreholes
and underground fissures 9,707 Ml
Potable water from
external source 23,439 Ml
Non-potable water
from external source 1,444 Ml
Grey and 2nd-class water
from external source 2,909 Ml
Surface water from
external source 1,434 Ml
Internal water recycled
23,590 Ml
Non-primary activities
6,018 Ml
Primary activities
30,148 Ml
Discharge 4,597 Ml
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
Water use for primary activities
Water intensity
W
a
t
e
r

u
s
e

f
o
r

p
r
i
m
a
r
y

a
c
t
i
v
i
t
i
e
s
W
a
t
e
r

u
s
e

f
o
r

p
r
i
m
a
r
y

a
c
t
i
v
i
t
i
e
s

i
n
t
e
n
s
i
t
y
07 06 05 04 03
Wat er use f or pri mar y act i vi t i es
m
3
/a m
3
/oz previous metal
84
The Group holds mining, surface and
freehold rights over large tracts of
land. Land owned, leased or where
surface rights exist and which is under
the direct management and control of
the Group comprises 51,334 hectares.
This excludes the total surface area of
the mining right areas as the Group
does not control or manage these
areas. The land altered for mining and
associated activities is 14,778 hectares
or nearly 29% of all land managed.
The Group currently mines from
mainly underground resources, except
at PPRust which is an open-pit mine. It
is thus not possible to report annually
on newly rehabilitated land as would
be the case for opencast mining, as the
pit is not rehabilitated concurrently
with mining. There are still mined-out
opencast pits at BRPM, Rustenburg
Section and Union Section. The Union
Section pit is currently being
rehabilitated while the rehabilitation of the BRPM pit has
not begun. The Rustenburg Section pit will not be
rehabilitated at present as the pit will be used as a
regional landfll site for the Rustenburg municipality once
specifc legal requirements have been met.
The Group has no operations in protected areas, such as
IUCN (World Conservation Union) protected-area
categories IIII, world heritage sites and biosphere
reserves. The Madeleine Robinson reserve, established
by Amandelbult for habitat and species protection, is
shown in the UNEP-WCMC database of protected
areas as an IUCN category IV area. The reserve has also
been declared by Birdlife Africa as an important bird area
due to the presence of the yellow-throated sandgrouse,
which is on the IUCNs red list of threatened species.
There are no other category IV overlaps at any other
operation. However, Union Section also manages part of
its lease area as a game reserve for species and habitat
protection. Other current and future operations are
located in areas with high concentrations of endemic
plant species. The Der Brochen project, Mototolo Joint
Venture, Modikwa Joint Venture and Twickenham Mine
are located in the Sekhukhuneland Centre of Plant
Endemism, a region with a high concentration of endemic
plant species. The Group is committed to minimise the
footprint necessary for effcient mining in these areas to
ensure that fully representative and sustainable examples
of these habitats remain for future generations.
The Group is also involved in a number of alien
vegetation eradication projects, community clean-ups
and biodiversity awareness raising and training initiatives
within local communities. Examples include the relocation
of a python and 26 babies from Lebowa village to the
Madeleine Robinson reserve. BRPM and Mototolo held
snake awareness training workshops for employees to
assist in identifcation, handling and relocation of snakes
rather than killing. Indian Mynah eradication programmes
continued at some operations this year and a number of
alien vegetation removal and indigenous revegetation
projects were also completed. These projects largely
used local labour. PPRust facilitated a community near
the mine to set up a nursery to grow indigenous
vegetation that will be used by the mine for rehabilitation
projects. The Group was involved at a number of
schools in the communities surrounding its operations
with environmental training workshops and events.
Polokwane has been allocated a regular slot on the local
community radio station to disseminate information on
environmental management issues.
Each operation has compiled and is implementing
biodiversity action plans based on its biodiversity risk
profle. All aspects of the plans must be implemented by
end-2009. Biodiversity action plans describe the objectives,
programmes and targets for protecting and restoring
native ecosystems and species in degraded areas. They
have been integrated with the on-site environmental
management system at each operation. In 2007, Anglo
American plc conducted biodiversity action plan peer
reviews at Amandelbult Section and Lebowa.
Lebowa scored 69% in the peer review, because the
business case for biodiversity management in terms of
either risk posed by biodiversity or the opportunity that
biodiversity presents the mine was not fully considered
or defned. The surrounding communal land has high
0
10,000
20,000
30,000
40,000
50,000
60,000
07 06 05 04 03
Land under Group charge
f or current mi ni ng
act i vi t i es
ha
0
3,000
6,000
9,000
12,000
15,000
07 06 05 04 03
Land used f or mi ni ng
and rel at ed act i vi t i es
ha
85
biodiversity and there appears to be an opportunity for
biodiversity offsets in collaboration with the surrounding
communities and provincial conservation authorities.
Amandelbult scored 63% in the peer review, which
highlights that the mine is aware of the need for managing
biodiversity, and has integrated some aspects of
biodiversity management into its EMS. The business case
for managing biodiversity based on risk or opportunity
that biodiversity poses to the operation has not been
evaluated or clearly defned and therefore not adequately
linked to managerial decision-making. The nature reserve
areas that have been set aside offer a good opportunity
for biodiversity conservation and will apparently be the
key objective of the mines closure strategy. However, this
needs to be given careful consideration and incorporated
into a formal mine closure plan.
EMISSIONS, EFFLUENTS AND WASTE
The GRI indicators of total direct and indirect greenhouse
gas emissions by weight (EN16), other relevant greenhouse
gas emissions by weight (EN17), initiatives to reduce
greenhouse gas emissions and reductions achieved (EN18),
emissions of ozone-depleting substances by weight (EN19),
NOx SOx, and other signifcant air emissions by weight
(EN20), total water discharge by quality and destination
(EN21), total weight of waste by type and disposal method
(EN22), total number and volume of signifcant spills
(EN23), weight of transported, imported, exported, or
treated waste deemed hazardous under the terms of the
Basel Convention Annex I, II, III and VIII, and percentage of
transported waste shipped internationally (EN24) and
identifcation, size, protected status, and biodiversity value
of water bodies and related habitats signifcantly affected
by the reporting organisations discharges of water and
runoff (EN25) are discussed in this section.
Greenhouse gas emissions
The main constituent of greenhouse gas emissions from
the Group is carbon dioxide (CO
2
). Just over 91% of
such emissions are indirect due to electricity purchased
from the national utility.
Indirect emissions from imported electricity
Indirect CO
2
emissions due to imported electricity from
the national grid decreased from 5.33 Mt in 2006 to
5.23 Mt in 2007, or just under 2%. The lower absolute
electricity use explains lower CO
2
emissions in 2007.
Indirect CO
2
emissions from imported electricity per
refned ounce of precious metal from managed
operations increased from 1,177 kg in 2006 to 1,247 kg
in 2007.
RPM ambient air quality monitoring statistics for the annual period of 2007
Monitoring
station name
SO
2
data
capture (%)
Number of
exceedances of
SANS 1929 SO
2

hourly average
guideline
(>134 ppb)
Number of
exceedances of
DEAT SO
2
daily
average
guideline
(>48 ppb)
PM10 data
capture (%)
Number of
exceedances of
SANS 1929
PM10
daily average
guideline
(>75 g/m
3
)
Number of
exceedances of
DEAT PM10
daily average
guideline
(>180 g/m
3
)
Bergsig 98.4 0 0 54.2 0 0
Brakspruit 96.5 0 0 94.5 45 0
Hex River 93.0 0 2 91.9 1 0
Klipfontein 99.2 0 0 98.8 58 0
Mfdike 94.9 0 0 90.2 90 0
Paardekraal 96.1 0 0 96.9 107 0
Waterval 98.4 0 0 98.1 9 0
TOTAL 0 2 310 0
86
Direct emissions from process
CO
2
emissions generated internally from processes and
fossil fuel use increased just over 1% from 496 kt in
2006 to 502 kt in 2007. Coal use was less in 2007 than
2006, while total fuel use increased.
Direct CO
2
emissions generated internally per refned
ounce of precious metal from managed operations
increased from 108 kg in 2006 to 120 kg in 2007.
Ozone-depleting compounds
Ozone-depleting compounds have been phased out at
all major installations, but there are some minor
installations in which these compounds are still present.
These include some fre-fghting systems and domestic
appliances used at the operations.
Persistent organic pollutants
The key persistent organic pollutants for the Group are
polychlorinated biphenyls (PCBs), dioxins and furans.
The Stockholm Convention requires that equipment
containing PCBs must be phased out by 2025. Any PCBs
recovered in the interim from such equipment must be
treated and eliminated by 2028. Current in situ equipment,
such as transformers and capacitors, may remain in place
and operational as long as all reasonable steps are taken
to prevent leaks. Some of the Groups transformers still
contain PCBs. These will be phased out to ensure
compliance with the Stockholm Convention.
Dioxins and furans are principally emitted from PMR
during the incineration of general and process wastes.
The incineration is not a continuous process. The
installation of a new high-grade incinerator and an
activated carbon absorption system at the PMR has
been completed. The principal motivation for this
installation was to reduce dioxin and furan emissions
from the incineration of general and process waste.
After initial commissioning, the system was functioning
satisfactorily and performance testing was scheduled for
the last quarter of 2007. Before performance testing
could be done, however, it was necessary to replace
the activated carbon and testing was thus only completed
towards the end of 2007. Due to the sensitivity of the
test work and analysis required, fnal results have not
been completed yet, but initial observations during the
test period indicated good system performance.
Sulphur dioxide and particulate emissions
Key emitters of sulphur dioxide (SO
2
) within the Group
are Waterval, Mortimer and Polokwane smelters with
minor contributions from RBMR and PMR. Total SO
2

emissions (stack and fugitives) increased 13% from
16.38 kt in 2006 to 18.54 kt in 2007.
Total SO
2
emissions from Waterval Smelter increased
marginally from 5.67 kt in 2006 to 5.70 kt in 2007.
In terms of emissions in tonnes per day, the average
remained at 16 in 2007, which is less than the scheduled
process registration certifcate limit of 20 tonnes per day.
SO
2
emissions from Waterval Smelter now account for
only 33% of Group emissions, down from 35%
in 2006.
0.0
1.0
2.0
3.0
4.0
5.0
6.0
0
300
600
900
1,200
1,500
CO
2
emi ssi ons f rom el ect ri ci t y
CO
2
emitted
CO
2
intensity
C
a
r
b
o
n

d
i
o
x
i
d
e

e
m
i
t
t
e
d
C
a
r
b
o
n

d
i
o
x
i
d
e

i
n
t
e
n
s
i
t
y
07 06 05 04 03
Mt/a kg/oz precious metal
0.0
0.1
0.2
0.3
0.4
0.5
0
30
60
90
120
150
CO
2
emi ssi ons generat ed i nt ernal l y
CO
2
emitted
CO
2
intensity
C
a
r
b
o
n

d
i
o
x
i
d
e

e
m
i
t
t
e
d
C
a
r
b
o
n

d
i
o
x
i
d
e

i
n
t
e
n
s
i
t
y
07 06 05 04 03
Mt/a kg/oz precious metal
87
SO
2
emissions at Polokwane Smelter decreased by 9%
from 6.78 kt in 2006 to 6.18 kt in 2007, mainly due to
lower production during 2007. On average 17 tonnes
per day were emitted against the scheduled process
registration certifcate limit of 25 tonnes per day.
SO
2
emissions at Mortimer Smelter increased by 77%
from 3.56 kt in 2006 to 6.31 kt in 2007 on the back of
a signifcant increase in production from this smelter.
On average 17 tonnes per day were emitted against
the scheduled process registration certifcate limit of
24 tonnes per day.
The SO
2
emissions per total refned ounce of precious
metal from managed operations increased by 24% from
3.56 kg in 2006 to 4.42 kg in 2007.
The Rustenburg regional environmental departments
ambient air quality monitoring network currently
comprises seven stationary monitoring stations. All
stations continually record SO
2
, particulate matter with
an aerodynamic diameter of less than 10 microns
(PM10) and meteorological data from all sources in the
region. The results of these measurements are used
in dispersion models to predict air quality conditions
under various production scenarios. The table on
page 85 summarises results from ambient monitoring
stations in Rustenburg.
As can be seen from the table, the ambient
concentrations of SO
2
were low throughout the year
with no exceedances of the hourly average guideline
and only two exceedances of the daily average guideline
experienced at the Hex River station (during the winter
period of June). The PM10 levels against the SANS daily
average guideline were high in areas such as Brakspruit,
Klipfontein, Mfdike and Paardekraal with a total of
310 exceedances in 2007 compared to 300 in 2006.
There were, however, no exceedances against the
DEAT daily average guideline. The main dust sources
include tailings dams, unpaved roads, crushers and coal-
burning activities in the Rustenburg area, especially
during the winter periods. The regional air quality
management plan for Rustenburg Section has a number
of management plans under review to identify the
correct approach and way forward for dust suppression
measures at our operations.
At Polokwane Smelter, four ambient monitoring stations
have been in operation since 2002 and a further two
were commissioned in November 2006. There were
no exceedances of SO
2
guidelines recorded in 2006.
There were no exceedances of PM10 guidelines
recorded at the Polokwane Smelter ambient monitoring
stations in 2007.
Annual average dust f al l out resul t s Lebowa
mg/m
2
/d
2005
2006
2007
Industrial guideline
Residential guideline
0
200
400
600
800
1,000
1,200
9 8 7 6 5 4 3 2 1
Monitoring points
88
Dust fallout
Total dust deposition is determined in accordance with
the ASTM D 1739 method. The dust fallout buckets
comprise a cylindrical container half-flled with de-
ionised water exposed for one calendar month (give or
take three days). Known quantities of copper sulphate
are added to each sampling bucket to minimise algae
formation, and distilled water is added to minimise
sample loss, particularly during episodes of high wind
velocity. The bucket stand also has a raised ring to
prevent contamination from perching birds. Each series
of samples is analysed by external laboratories. The
gravimetric results are compared to proposed guidelines
for dust deposition as described in the South African
National Standards (SANS) 1929: 2005, Edition 1.1.
Although most dust fallout may be associated with dust
generated at tailings dams, other sources such as
crusher plants and gravel roads are also key
contributors. Post-control risk assessments, completed
annually for tailings dams, indicate four dams with a high
potential to generate nuisance dust. Three are at
Rustenburg section and one at Lebowa. The charts on
page 87 and below illustrate the average dust fallout for
2007 at various monitoring points.
At Lebowa Platinum Mines, points 2, 3, 4 and 9 are
classifed as industrial and the rest as residential. The
average 2007 dust fallout increased at most monitoring
stations compared with 2006, except at monitoring
points 3, 4 and 9. Points 4 and 6 exceed the residential
guideline. The increase can be attributed to the tailings
dams, a heavily used gravel road, low rainfall and the fact
that the area is sparsely vegetated. Dust fallout at
measuring point 6 (next to Potlake School) remains
above the residential guideline. This dust is attritubed to
the gravel road next to the monitoring station and
tailings dust. Matching was done in 2007, and the
primary sources of dust confrmed.
Based on the matching, management plans to expand the
existing monitoring network, to cover all possible areas of
impact, and to establish an on-mine weather station. A
new dust suppression system was installed and
commissioned at the tailings dam in November 2007.
Dust fallout monitoring is conducted in the RPM lease
area at 21 sites. Three industrial sites were added to the
network in 2007, while one site was relocated. Four of
the sites are classifed as residential sites (2 Boitekong
house 6,422; 4 Boitekong house 6,701; 14 Klipfontein
village and 15 Blastrite Road), while the remaining
17 sites are classifed as industrial.
The results over three years for the residential sites show
that the dust fallout at all theses sites is at or just above
the residential limit. The fallout at none of these sites
except 15 (Blastrite Road site) is above the industrial
limit. However, it is clear that more attention will have to
Annual average dust f al l out resul t s Rust enburg Sect i on
mg/m
2
/d
0
500
1,000
1,500
2,000
2,500
3,000
21 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1
Monitoring points
2005
2006
2007
Industrial guideline
Residential guideline
89
be given to managing nuisance dust to ensure that fallout
is limited to below the residential guideline. In terms of
the industrial sites, there are six sites (3 Paardekraal
crusher, 6 Mixing station, 7 Frank 1 shaft, 12 Frank
concentrator, 16 Turffontein shaft and 18 Townlands
shaft) where dust fallout is continually above the industrial
guideline. This is mainly due to their proximity to
crushers, tailings dams, haul roads and shafts. The regional
air quality management plan for Rustenburg Section has
been updated and a number of proposed management
plans will be implemented to ameliorate excessive dust
formation. A key aspect will be the installation of an
improved spraying system on the Paardekraal tailings
complex during 2008.
Effuents
Discharge to surface water
Total excess water discharged increased from
2.48 million m
3
in 2006 to 4.60 million m
3
in 2007. The
average discharge is 12 Ml per day. Around 83% of the
discharge is still from Amandelbult Section where
excess water pumped from shafts is discharged into the
Crocodile River and Bierspruit. The mine is investigating
options to either use this water, by reducing potable
water intake, or alternatively to treat it and supply water
to local municipalities.
The rest of the excess water discharge occurred at
Lebowa. This mine water is discharged to the usually
dry Rapholo River bed, seeping away a few hundred
metres from the discharge point.
The water discharged typically has a neutral pH and
elevated nitrate, sulphate and chloride concentrations,
but at current discharge concentrations these do not
pose a danger if consumed by livestock or humans.
Spills and accidental discharges
Spills and accidental discharges occurred during the
year at many operations due to the overfow of tailings
return-water dams and pollution-control dams, as well
as pipe breaks on potable and process water, and
tailings pipelines. See section on Environmental
Complaints and Incidents for detail.
Ground- and surface water monitoring
Ground- and surface water is monitored at all mines
and plants, both up- and downstream of operations, as
well as inside and outside mining areas. Monitoring
results are used to model groundwater fows and
contaminant plumes, if any, and surface water results are
compared with various regulated standards. Bio-
monitoring of surface water bodies is also conducted.
The tailings return-water dams at all operations continue
to provide a good habitat for fsh, birds and plant life.
The quality of groundwater is affected at all mining
operations, mainly due to seepage from the tailings dam
complexes. The contamination is, however, localised in
all instances and no external groundwater users are
affected. The groundwater contamination increases the
salinity of the water. Groundwater beneath RBMR has
been impacted due to historical operations. RBMR will
be conducting a pilot project to determine if remediation
of the groundwater can be achieved through borehole
extraction. The borehole has been equipped and
extracted water will be pumped into the on-site
effuent dams once these dams can accommodate the
expected volumes.
Surface water at some operations is also affected by the
Groups operations, notably at the Klipfontein Spruit
and Hex River at Rustenburg Section, and the Bierspruit
at Amandelbult Section. The impact is mainly one of
increased salinity and does not pose a threat to human
health if consumed.
The water-monitoring and management programmes
are integral parts of the integrated water-use licence
applications submitted to the Department of Water
Affairs and Forestry, most of which are awaiting approval.
Acid rock drainage
Acid base accounting to determine acid rock drainage
and hazardous leachate potential on both Merensky
and UG2 tailings has indicated that such tailings have a
negligible potential to generate acid or to mobilise
metals. Although acid production and metal mobilisation
do not occur, the sulphide content is suffcient to
produce some soluble sulphates under oxidising
conditions. This increases the sulphate concentration of
water that comes into contact with the tailings.
90
There are no water sources or related ecosystems
(such as Ramsar-listed wetlands) or habitats signifcantly
affected by the Groups extraction and use of water.
Waste
Non-mineral, non-hazardous waste sent to landfll
Even though waste separation, sorting, recycling and
disposal procedures are in place at all operations, these
are not uniformly implemented and managed. As a
result, waste management remains a concern at some
operations and should remain a top priority at
these operations during the next few years. Just under
41.4 tonnes of non-mineral, non-hazardous waste was
disposed to landfll during 2007.
Non-mineral hazardous waste sent to landfll
Hazardous waste management has improved in 2007,
but there are still some areas that could be improved in
conjunction with third-party service providers.
Hazardous wastes include oils, grease, fuorescent tubes,
medical waste and chemical containers. Around 7.3 kilo
tonnes of non-mineral hazardous waste was disposed
to hazardous waste landfll during the year and
26.4 tonnes of medical waste was incinerated, while
43.7 tonnes of non-hazardous waste was incinerated
during the year.
Anglo Platinum does not transport, import or export
any waste deemed hazardous under the terms of the
Basel Convention Annex I, II, III and VIII.
Mineral waste
Mineral waste accumulated tailings
The Group has 24 tailings dams, of which 16 are active
(excluding non-managed joint venture tailings dams).
Mineral waste accumulated in active and inactive tailings
dams includes all accumulated tailings from the
concentrator plants and the co-disposal of excess slag
from the Waterval and Mortimer smelters. The Klipfontein
tailings complex is currently being reprocessed through
the Western Limb Tailings Retreatment plant. The tailings
from this plant are sent to the new Hoedspruit tailings
Used oil drums are converted into bins for use on the mine at Union
91
dam. Bi-annual aerial inspections of all tailings dams are
conducted and each tailings dam is subjected to a third-
party audit. Pre-control risk assessments indicate seven
dams with a high risk of loss of life should they fail.
However, post-control risk assessments indicate medium
risks at fve dams only. The identifed risks at these dams
are potential excessive dust fallout and not loss of life. All
other dams are rated as having low post-control risks.
Mineral waste accumulated waste rocks
Just less than 90% of the accumulated rock in dumps is
at PPRust. Rock dumps are generally not revegetated as
this would require enormous quantities of topsoil, which
is not readily available in the mining areas. Waste rock
dumps at Union Section are being re-mined and sent to
the Mortimer concentrator for reprocessing. The rock
dumps are also a resource in many areas as they are
used for aggregate production, and HDSA companies
have been given the contracts to process this waste
rock, creating local employment opportunities.
Some of the slag produced at Waterval Smelter is co-
disposed with tailings on the Paardekraal tailings dam
and a portion is supplied to a third-party company for
sandblasting purposes. There is a historical slag dump at
Mortimer Smelter and new slag dumps are being
created at Polokwane Smelter. The rehabilitation of the
Mortimer slag dump is in progress, while the slag pads
at Polokwane Smelter are designed to take cognisance
of the potential environmental impact of seepage and
run-off from the slag residue stockpiles, even though
the slag could be considered inert. Slag at Polokwane
Smelter is currently stored on a 2 mm thick HDPE-lined
area, known as the environmentally compliant pad
(ECP). A fve-year slag stockpile area has been designed
and will eventually consist of fve pads built progressively,
covering approximately 10.5 ha in total. Anglo Platinum
has also been working with the Council for Scientifc
and Industrial Research to fnd alternative commercial
uses for the slag as long-term storage on site is not
feasible due to the large volumes being produced. The
slag is being evaluated to be used in a number of
products such as, for example, bricks.
Laboratory tests have been carried out for all the
products and samples taken to the South African
Bureau of Standards for testing. In addition, the smelter
is currently negotiating with DEAT to obtain permission
to transport and use slag for haul road construction at
PPRust. A trial project has taken place at PPRust and, if
approved, PPRust will be able to use all the slag
currently stored at the smelter to pave sections of
road.
ENVIRONMENTAL COMPLAINTS AND
INCIDENTS
Complaints
Eighteen formal complaints were received in 2007
against 19 in 2006. The majority of these were due to
visual emissions from the smelters and refneries, as well
as dust fallout from various tailings dams. All formal
complaints are logged and followed up.
Incidents
Level 1 incidents
The number of level 1 incidents reported was 5,547 for
2007. The Group encourages level 1 incident reporting
as it enables operations to focus on pollution prevention.
Of all level 1 environmental incidents reported, 87%
were classifed as insignifcant and 13% as minor in
terms of environmental impact caused. Insignifcant
incidents are non-harmful, are localised with no off-site
0
10
20
30
40
50
60
0
1,000
2,000
3,000
4,000
5,000
6,000
Level 1, l evel 2 and l evel 3
Envi ronment al i nci dent s
N
u
m
b
e
r

o
f

l
e
v
e
l

2

a
n
d

3

i
n
c
i
d
e
n
t
s
N
u
m
b
e
r

o
f

l
e
v
e
l

1

i
n
c
i
d
e
n
t
s
07 06 05 04 03
Level 3
Level 2
Level 1
92
impact, have no regulatory non-
compliance issues and have no
public concern or awareness.
Minor incidents may be potentially
harmful, may have localised off-
site impact, may have minor
breaches of regulatory issues and
may draw local public attention.
Most environmental incidents are
still caused due to inadequate
management of hydrocarbons
(diesel, oil, grease, etc), non-
mineral waste (domestic and
hazardous) and water (leaks,
discharge, contamination). The
char t below provides a
consolidated view of the various
categories of level 1 environmental
incidents for the Group for 2007.
The number of hydrocarbon-related incidents reported
in 2007 increased signifcantly from 28% of all incidents
in 2006 to 36% in 2007. This indicates that despite
concerted efforts at some operations to reduce
hydrocarbon-related spillage, there is still a lack of
urgency, awareness and a will to prevent such spills from
occurring at some operations. It is only through working
together at all levels that these incidents will be reduced.
Hydrocarbon-related incidents such as: spillage of fuel,
oil, grease and lubricants, and incorrect storage of fuel,
oil, grease and lubricants.
The number of waste-related incidents reduced
marginally from 21% in 2006 to 19% in 2007 of all
incidents reported. Despite this marginal drop, waste
separation, storage and disposal can still be signifcantly
improved at many operations. Waste-related incidents
include: illegal dumping of scrap or domestic and
industrial waste, illegal dumping of hazardous substances,
incorrect handling of waste and littering.
The number of water-related incidents reported
reduced for the third year in a row to 22% of all
incidents reported. Even though the reduction is
encouraging, it is still a concern that there are such a
high number of water-related incidents. Water-related
incidents include: leakage, spillage or wastage of water,
illegal or uncontrolled discharge of water, seepage,
leakage or spillage of sewage, ineffcient clean and dirty
water separation and silting of drains.
Level 2 incidents
Six level 2 environmental incidents were reported
during the year; two at Mototolo Concentrator, three
at Lebowa and one at Amandelbult Section.
Mototolo Concentrator
Description of incident 1: Return water dam A
overfowed into the Dwars River resulting in potential
water quality issues that could impact the environment.
Cause of incident: Unstable conditions in the plant
following a power trip coupled with a high water level
in the return water dam as a result of high rainfall from
October 2006 to January 2007.
Actions taken:
Subsequent analysis indicates no environmental
harm to the river or surrounding ecosystem.
Description of incident 2: Return water dam B
overfowed into the Dwars River resulting in potential
water quality issues that could impact the environment.
Cause of incident: The concentrator was shut down at
the time. During the shutdown, tailings pipes were
fushed, but as the return water dam pumps were not
operational the dam overfowed.
Actions taken:
Subsequent analysis indicates no environmental
harm to the river or surrounding ecosystem.
Lebowa Platinum Mine
Description of incident 1: The transformer at the new
Brakfontein shaft burnt out causing smoke, soot and soil
contamination due to hydrocarbon run-off following
fre-fghting efforts.
Angl o Pl at i num l evel 1

envi ronment al i nci dent s*
Air (9.7%)
Biodiversity (0.6%)
Energy (0.6%)
Hydrocarbons (35.5%)
Land (1.1%)
Other hazardous substances (8.3%)
Slimes/Tailings (1.0%)
Socio-economic (0%)
Systems (2.4%)
Waste (19.2%)
Water (21.6%)
*Shows 78% of incidents
93
Actions taken:
The evacuation of ten households in the immediate
vicinity due to smoke.
Description of incident 2: Continuous discharge of mine
water from settling dams, treated effuent discharge
from UM2 sewage plant from Atokia sewage plant
maturation ponds. (see page 89)
Actions taken:
Action plans have been developed and implemented
to stem these illegal discharges.
Description of incident 3: Drying-up of community
boreholes in the vicinity of the new Brakfontein shaft.
Actions taken:
Supply of water to the affected community.
Investigation into the reasons is under way.
Amandelbult Section
Description of incident 1: Raw sewage overfowed at
the Tumela pump station from the emergency
containment dam into a tributary of the Bierspruit.
Cause of incident: Pump failure coupled with a high level
in the emergency dam after a previous incident.
Actions taken:
Emergency dam emptied back to pump station.
Pump repaired.
Clean water from the No 1 shaft was allowed to
enter the Bierspruit upstream for dilution of standing
Bierspruit water.
Level 3 incidents
No level 3 incidents were reported.
PRODUCTS
The GRI indicators of initiatives to mitigate environmental
impacts of products and extent of impact mitigation
(EN26) and percentage of products sold and their
packaging materials that are reclaimed by category
(EN27) are discussed in this section.
No life-cycle analyses have yet been undertaken by

Anglo Platinum to determine the positive and negative
downstream impacts of its products (PGMs, copper,
nickel, cobalt, sulphuric acid and sodium sulphate)
during their use phase.
The packaging indicator is deemed not material in the
context of the Groups products.
COMPLIANCE
The GRI indicator of monetary value of signifcant fnes and
total number of non-monetary sanctions for non-compliance
with environmental laws and regulations (EN28) are
discussed in this section.
Anglo Platinum is not aware of any pending
environmental litigation against its managed operations
and no fnes or non-monetary sanctions were imposed
in 2007 for non-compliance with environmental
regulations and permits.
All operations have approved environmental manage-
ment programmes in terms of applicable legislation.
All operations have applied for their integrated water-
use licences. No application has yet been turned down
by the Department of Water Affairs and Forestry.
Anglo Platinum is actively pursuing the issue with the
department at both regional and head-offce level.
PPRust is the only operation with an approved water-
use licence from DWAF.
All operations have access to relevant environmental
legislation and to an environmental legal register,
specifcally designed to address issues of importance to
the Group. All operations are also kept informed of
changes in environmental legislation. However, environ-
mental legislation in South Africa remains complex and
fragmented between various government departments.
Environmental performance against environmental
management programmes, system standards and
procedures, policy objectives, operational targets and
legal requirements are assessed, audited and monitored
94
through a mix of in-house and external parties. All
operations were covered by environmental audits and
assessments in 2007. Findings and action plans of all
audits and assessment are captured in the electronic
environmental management tool, IsoMetrix, and
managed until close-out. The key fndings of all
operational third-party audits are reported to the
centre every quarter.
Environmental reports are compiled quarterly by each
operation. A consolidated environmental report for the
Group, using the individual reports as a basis, is also
compiled quarterly and distributed to members of the
S&SD Committee, Executive Committee and
operational managers.
The Group appointed legal specialists in 2007 to
undertake environmental legal compliance evaluations
at Lebowa, Rustenburg Section mining and BRPM.
The intention of these evaluations was to indicate the
key non-compliance-related trends. The following non-
compliance-related trends were identifed (note that
not all operations assessed necessarily displayed all
these areas of concern):
Non-adherence to certain EMP commitments. EMPs
required by the Mineral and Petroleum Resources
Development Act 28 of 2002.
Non-adherence to certain EMP conditions of
approval as required by the Mineral and Petroleum
Resources Development Act 28 of 2002.
Non-compliance with water use authorisation
requirements in terms of the National Water Act 36
of 1998due to delays in processing applications by
the department.
Possible non-compliance associated with dust

impacts.
Possible non-compliance with GN 704 under the
National Water Act 36 of 1998 in certain areas.
The Group views these issues as risk areas and
continually takes corrective action as and when non-
compliances are identifed.
Further compliance audits will be done at the remaining
operations in 2008 and all non-compliances identifed
attended to accordingly.
TRANSPORT
The GRI indicator of signifcant environmental impacts of
transporting products and other goods and materials used
for the organisations operations, and transporting members
of the workforce (EN29) is discussed in this section.
Transport of concentrates to the various smelters and
of furnace matte from Polokwane and Mortimer
smelters to Waterval Smelter is by road by third-party
contractors. Transportation of products, such as copper,
nickel, sulphuric acid and sodium sulphate is by road and
rail. Precious metals are transported by road or air to
customers. The energy used by contractor transportation
of intermediate materials and fnal products is currently
excluded from Group energy totals. Any spillage from
transport contractors is cleaned up by the relevant
contractor to the satisfaction of the Group and local
authorities.
Energy used for organisational travel (road and air) is
currently also excluded from total energy use
calculations.
95
New high-pressure grinding rolls at PPRust North concentrator, which are 20% more energy effcient than normal mills
96
OVERALL
The GRI indicator of total environmental protection
expenditures and investments by type (EN30) is discussed
in this section.
The Group is monitoring total environmental costs,
including staffng costs, at a consolidated level. This
includes expenditure on monitoring, impact assessments
and reports, public consultation for environmental
reports, waste management contracts, certifcation,
auditing and licence fees for electronic environmental
management systems.
Provision for rehabilitation at closure
Each mine and plant annually estimates its expected
total spend for the rehabilitation, management and
remediation of negative environmental impacts at
closure. All relevant rehabilitation liabilities were updated
in 2007. The total undiscounted rehabilitation liability at
end-2007 is R1,861.4 million.
Various trusts have been created to fund the estimated
cost of pollution control, rehabilitation and mine closure
at the end of the lives of the Groups mines. Contributions
are determined on the basis of the estimated
environmental obligation over the life of a mine (a
maximum of 30 years). The total in all the environmental
rehabilitation trusts at year end was R377.8 million. The
shortfall between the total in the environmental
rehabilitation trusts and the undiscounted environmental
rehabilitation liability for premature mine closure is
funded by way of bank guarantees in favour of the
Department of Minerals and Energy.
97
stewardship of our products
Our products are used by many industries in varied applications. We actively ensure
our customers are aware of any hazards associated with our products and that they
are handled accordingly. In South Africa we are encouraging local beneficiation of our
products to create jobs and economic opportunities for South Africans.
Platinum jewellery being made at Orbit College in Rustenburg
S TE WARDS HI P OF OUR P RODUCTS
98
Product labelling and information
The refneries safety, health, environmental and quality
policies give a commitment to the production and
supply of quality precious and base metal products for
both domestic and international clients. Customer
health and safety are of paramount importance to
Anglo Platinum. Accordingly, various process changes
have been implemented to facilitate the supply of
products that do not compromise the health and safety
of the Groups customers. There were no cases of non-
compliance with product labelling requirements in 2007
and consequently there were no fnes.
Reach
European parliamentarians voted to adopt proposed
legislation to register, evaluate and authorise the use of
chemicals (REACH), which came into force on 1 June
2007.
REACH affects some 30,000 chemicals. Importers,
users or manufacturers of chemicals will be required to
register substances used, manufactured or traded in
volumes over 1 tonne per year and will be subjected to
chemical safety evaluations. Substances traded above
1,000 tonnes will require additional authorisation. Users
of chemicals that require authorisation will have to
provide an analysis of suitable, safer alternatives and
substitution plans. This is one of the most controversial
clauses from a mining industry perspective.
Ores and concentrates, which are not chemically
modifed, are exempt from registration requirements.
Anglo Platinum will undertake a full assessment of the
risks and opportunities emerging from the adoption of
REACH early in 2008.
Recycling
PGMs do not easily corrode, are durable and have high
heat resistance, therefore little metal is lost. Up to 90%
can be recovered when appliances containing PGMs
reach the end of their lives. The largest open loop
quantity of supply of recycled PGMs comes from the
recovery of metal from spent autocatalysts. At present,
885,000 ounces of platinum are recovered via
recycling.
Beneficiation
The benefciation strategy is developed from the
premise that Anglo Platinums core competence is
mining, refning and marketing PGMs but that the
Company will participate fully in assisting the country to
develop benefciation, facilitating and investing as
required.
The term benefciation in the South African context
describes the successive processes of adding value to
raw materials from their extraction through to the sale
of fnished products to consumers and covers a wide
range of very different activities. This includes, within
PGMs, manufacturing processes that add value such as
autocatalyst and jewellery manufacturing.
Through adding value or benefciating mineral resources,
a country can maximise the income it derives from
exploiting its natural resource base and have it serve as
a foundation for further industrial development.
Although South Africa has abundant raw materials it
does not immediately make local benefciation
economical. Other factors on the demand side need to
be taken into account too, of which proximity and
access to markets are the most fundamental.
The Company therefore continues to participate in
PGM benefciation in South Africa by helping to develop
capacity, and by working with the South African
government towards an enabling environment to
establish economically sound and sustainable globally
competitive industries in the country.
To provide leadership, the Minister of Minerals and
Energy, together with the CEOs of major platinum
mining companies, agreed to establish the PGM
99
Benefciation Committee to consider value-added
strategies for platinum group metals in the global
context. This committee was formed with representation
from departments of minerals and energy, trade and
industry, national treasury, public enterprises, science
and technology, platinum mining industry, fabricators,
science councils and labour.
To meet the objective of developing a holistic strategic
framework to develop the PGM benefciation industry
in South Africa, two comprehensive studies were
commissioned and completed in 2007. The studies
covered the following:
benchmarking current PGM benefciation in South
Africa against global practices;
recommendations for downstream and sidestream
PGM opportunities in South Africa. The outcome
was a list of initiatives that could be implemented in
South Africa in the short and long term, taking
cognisance of various factors such as the level of
research and development, skill shortages, security
risks, cost competitiveness and uncertainty in the
regulatory environment;
potential initiatives to support downstream industry
development in the short, medium and long term.
Key to addressing the frst two points is determining
the drivers and some of the incentives that will
stimulate investment in PGM value addition and
sidestream opportunities; and
innovative trade policies designed to open up and
develop global markets to leverage comparative and
competitive advantage inherent in the PGM
industry.
The next step in this process is for the committee, in
conjunction with all relevant stakeholders, to develop
an overall benefciation strategy with realistic milestones
for turning the recommendations of studies into reality.
The Company remains committed to addressing viable
opportunities in benefciating platinum group metals.
CURRENTINTERVENTIONS
Industrialdevelopment
One of the exciting projects that Anglo Platinum, in
partnership with Anglo Coal, has been working on, is in
the area of alternate energy sources.
The partnership is piloting a stationary fuel cell at a site
near Lephalale in Limpopo. The coal deposit provides the
energy source via the extraction of coal bed methane to
feed the fuel cell that, in turn, generates electrical energy.
The fuel cell has been purchased from UTC in the USA.
Once operational, the fuel cell will generate 200 kW of
electricity and will be connected to the national grid. It is
intended to utilise the electricity and power a designated
school or hospital, for example in another part of the
country for social beneft. The estimated cost is
R9 million, with commissioning by mid-2008.
The objectives of the project are, among others, to
demonstrate the technology and understand the
requirements to operate a fuel cell locally. Given the
energy crisis facing the country, this pilot project will
provide some worthwhile learning for the energy
fraternity in South Africa.
Jewellerydevelopment
The Company and relevant stakeholders are involved in
a range of activities to assist the industry in identifying,
understanding and developing its global competitiveness
to address the key success issues of manufacturing
quality products competitively and accessing the markets
that drive demand. Direct interventions are outlined
below.
Stimulating platinum consumer demand
The luxury goods market requires ongoing marketing
campaigns, particularly in diffcult times, and Anglo
Platinum continues to advertise and create consumer
awareness through various media. Although more
consumers are aware of platinum characteristics and
aspire to own the metal, high prices have often limited
affordability for many consumers although the aspiration
remains.
100
The annual PlatAfrica jewellery design and manufacture
competition continues to challenge designers to bring
innovation and creativity to platinum jewellery.
Designs from the PlatAfrica jewellery competition were
showcased at various exhibition venues during the year.
For the frst time, and in conjunction with designers, the
PlatAfrica designs were priced and marketed at the
prestigious Design Indaba although sales were small,
the interest was quite pleasing and we will expand on
this concept in 2008.
All these opportunities provide local exposure for
designers and distribution of platinum promotional
material to raise public awareness of the metals and its
properties.
Develop capacity and ability to design and
manufacture platinum jewellery
In meeting the challenge of expanding the jewellery
industry, skills development remains a fundamental
building block. The state of jewellery training is of
concern as there seems to be a discrepancy between
what the industry wants and what institutions are
producing. This is compounded by the lack of industry-
trained apprentices and the learnership system not
producing quality students.
Resolving this matter is a priority for the Jewellery
Council which is evaluating the status with relevant
stakeholders and planning a way to address the real
issues of becoming globally competitive and developing
the skills the industry requires.
The Company supports fve tertiary institutions and
two further education and training institutions. Support
is based on needs to ensure that these entities are at
the leading edge of design and technical competence in
platinum jewellery.
Anglo Platinum continued to support seven bursary
students in 2007, all based at Stellenbosch University.
The Small Enterprise and Development (SEDA)
platinum incubator opened in March 2007 with 18
learners (see case study on page 101). The incubator,
based at the Orbit FET college in Rustenburg, is the
culmination of years of work by the Platinum Trust of
South Africa.
The winning piece from PlatAfrica 2007
101
PLATINUMTRUSTOFSOUTHAFRICA(PTSA)
The Platinum Trust of South Africa was formed in 2003 in partnership with the North West government,
Anglo Platinum and the Small Enterprise and Development Agency (Department of Trade and Industry) to
address socio-economic challenges in South Africa by promoting value addition in platinum group metals.
This initiative aims to improve levels of skill, technology and art of platinum jewellery manufacture and
ensure high-quality jewellery production for local and international markets. This will be achieved by
developing a better understanding of this unique material, its manipulation, design characteristics, and using
the latest relevant technology in manufacture.
The trust will also contribute to job creation by placing experienced practitioners in the feld into available
manufacturing sectors. Students will be provided with business skills and entrepreneurial development
programmes to facilitate self-employment.
The SEDA Platinum Incubator enrolled its frst students in March 2007. After eight months of intensive
training, skill levels have improved dramatically, and 14 students will obtain mining qualifcation authority
(MQA) learnerships in 2008. The standard of workmanship is impressive and the incubator is making
marketable products for a number of clients, including the World of Platinum marketing company.
The initial focus on the Platinum Trust of South Africa is in the jewellery sector where the aim of setting up
an arranged production facility and market company has become a reality.
The World of Platinum marketing company was created to provide the commercial vehicle for products
manufactured locally and at the incubator. The frst product is branded platinum jewellery under the Djadji
Platinum brand. Djadji Platinum has been on the market for two years and is now available in 25 retail
outlets across South Africa. World-class jewellery pieces, either plain or set with diamonds from the local
Panda Diamonds Group, are quickly becoming popular with both local and overseas clientele.
Globally the trend, especially with high-value products, is moving towards branded products because of
brand consumer confdence.
Although a new brand, Djadji Platinum is starting to make inroads into the hearts and minds of consumers.
Backed by a reputable organisation such as Anglo Platinum, the brand should become a recognisable icon
in future.
Milestonesinlocalplatinumjewellerymarketdevelopment
SEDA Platinum Incubator
2006 Renovation and setting up workshops to manufacture platinum jewellery
Recruitment of teaching staff
Memorandum of understanding concluded with Rustenburg Orbit FET College
2007 Intake of 18 learners
Full accreditation of Orbit College by MQA
Top 10 place in PlatAfrica competition in professional category
Most contemporary piece winner in student category in PlatAfrica competition
4 virtual tenants and 2 tenants signed up
3 new businesses started
World of Platinum marketing company
2006 Brand developed
2007 Relaunch of brand at Womens World Cup of Golf in South Africca
Sales and distribution agreement with Panda Diamonds
Retailing in 25 retail outlets across South Africa
102
The PlatAfrica design competition attracted 109
student-manufactured entries and 61 professional
entries (from 40 professionals). The changed format
saw only the top ten professionals manufacture their
designs.
The quality of design and workmanship continues to
improve and the design by Vijah Shah will be used in the
PGI China Campaign in 2008.
Business facilitation
The Group has been involved in facilitating platinum
jewellery benefciation in two distinct businesses one
a branded product marketing top-end jewellery and
the other a mass manufacturing and dental alloy
business. Anglo Platinum provides a competitive
advantage by the metal fnancing scheme plus access to
international markets via our own contacts and links
from the Platinum Guild International (PGI). PGI already
plays a vital role in showcasing local design talent in
most international jewellery shows, bringing recognition
to South African talent.
One of the barriers to increased platinum usage
among jewellers is the high cost of the inventory. In
addressing this the company launched the metal
fnancing scheme, which allows jewellers to purchase
metal on consignment, thus improving cash fows,
mitigating risks of price fuctuations and increasing the
amount of platinum used. There are currently eight
customers on the scheme.
Platinum Trust of South Africa
The Platinum Trust of South Africa is a joint initiative
co-founded by Anglo Platinum, details of which are
included in the case study on page 101.
Plataurex Manufacturing
Anglo Platinum and the enterprise development unit of
Anglo American, Anglo Zimele, acquired a 40% equity
share in a dental alloys and jewellery manufacturing
concern, Plataurex Manufacturing.
Plataurex has been operating since September 2007
and is recording good turnover. At present, the
company is based in Johannesburg, but is considering a
move to Polokwane. The business concept remains
servicing the local dental and jewellery industries, but
the growth and success will lie in securing export
orders.
Evaluation
The evaluation of jewellery benefciation is based on:
measuring trends in platinum demand for both local
consumption and the export market of value-added
items;
monitoring the number of new entrants using
platinum in their businesses; and
monitoring improvement in design and technical
curriculums at the seven institutions supported by
Anglo Platinum.
Anglo Platinum/Johnson Matthey platinum/palladium
jewellery sales into the South African market
Ounces 2007 2006 2005
Platinum 1,120 1,148 1,074
Palladium 1,355* 3,548 3,016
* Drop in palladium sales is attributed to the closure of a large customer
103
performance data
A summary of the key economic, social and environmental indicators are included for
cross reference.
Mine surveyors collecting data underground at BRPM
P E RF ORMANCE DATA
104
2007 2006 2005
Total workforce*
Full-time employees 48,926 42,609 42,509
Contractors 39,341 36,057 31,969
Total capitalisation, as at 31 December,
R millions
Debt 7,956 578 4,268
Equity 28,773 28,692 20,802
Total assets, as at 31 December, R millions
Property, plant and equipment 20,697 20,872 19,744
Capital work-in-progress 15,561 9,128 6,132
Platinum Producers Environmental Trust
(restatement in fnancial statement) cash held 120 264 205
Investment in associates 391 944 683
Prepaid operating lease rental and royalties 195 193 221
Inventories 6,370 5,300 4,412
Accounts receivable 4,246 4,883 2,418
Cash held by insurance captives 375 347 167
Cash and cash equivalents 3,458 4,377 1,807
Refned production
Platinum 000 oz 2,474.0 2,817 2,453
Palladium 000 oz 1,389.7 1,539 1,353
Rhodium 000 oz 328.8 326 328
Gold 000 oz 97.9 114 118
Nickel tons 19.2 21 21
Copper tons 11.0 11 11
Gross revenue, R millions 46,961 39,355 23,308
North America 3,333 2,918 1,861
Asia 16,940 15,238 9,481
Europe 14,429 10,737 6,440
South Africa 12,207 10,403 5,485
Other 52 59 41
Total cash operating costs, R millions 9,693 19,083 15,099
Gauteng
Limpopo 1,965 7,621 6,504
Mpumalanga
North West 107 11,355 8,486
Non-South Africa 7,621 107 109
Value added, R millions 30,521 25,975 14,722
To salaries, wages and other benefts, net of tax 7,475 5,580 5,082
To government 7,495 5,620 2,277
To providers of capital 16,307 5,066 2,415
Reinvested in the Group (756) 9,709 4,948
Economic indicators
105
Social indicators
Employment statistics
Breakdown of South African workforce, numbers
a
2007 2006 2005 2004
Gauteng 611 571 605* 361
Limpopo 24,149 21,411 21,480* 18,747
North West 24,044 20,545 20,424* 23,973
Mpumalanga 122 82
Total own employees 48,926 42,609 42,509* 43,081
Contracting staff
Outsourced 10,705 8,041 5,667* 3,948
Volume contractors 20,247 19,266 16,860* 15,090
Direct contractors 1,058 1,414 1,601* 1,653
Through labour brokers 7,331 7,336 7,841* 4,055
Total contracting staff 39,341 36,057 31,969* 24,746
Employment creation in provinces, numbers
Gauteng 126 73 23
Limpopo 6,363 4,501 493 193
North West 4,102 3,326 204
Mpumalanga 7 83
Total own employees 10,598 7,983 516 397
Average labour turnover in South Africa, percentage
Gauteng 7.7 11.0 8.9 7.9
Limpopo 8.5 9.8 8.9 7.2
North West 7.6 8.1 19.2 7.9
Mpumalanga 1.6 1.2
Total own employees 6.4 7.5 12.3 7.7
a
Workforce numbers based on an annual average
* Workforce numbers reclassifed in terms of Anglo Platinums new workforce strategy classifcation for all years
Anglo Platinum created 6,317 (assumption: difference between 2006 and 2007 numbers) new jobs in 2007 at its operations.
P E RF ORMANCE DATA
106
Environmental indicators
2007 2006 2005 2004 2003

Materials Kilotonnes
Rock broken managed operations (100%) 116,162 97,323 86,876 84,061 78,294
Ore milled managed operations (100%) 38,433 39,863 38,402 37,925 33,546
Accumulated low-grade stockpiles 18,658 16,072 13,246 11,086 9,524
Coal 119.0 128.5 113.1 106.7 100.4
Liquid petroleum gas (LPG) 6.32 6.46 4.53 5.5 4.4
Grease 1.24 1.38 1.17 1.2 0.4
Megalitres
Fuels 72.82 62.14 54.81 54.33 50.66
Lubricating and hydraulic oils 15.65 7.32 4.40 4.03 3.97
Energy Terajoules
Energy from electricity purchased 19,642 19,906 18,476 18,003 16,955
Energy from processes and fossil fuels 6,254 6,103 5,319 5,181 4,578
Total energy consumed 25,896 26,009 23,795 23,184 21,533
Water Megalitres
Water used for primary activities 30,148 27,787 25,525 32,671 31,224
Potable water from an external source 23,439 22,663 23,740 25,181 22,974
Non-potable water from an external source 1,444 333 289 283 486
Waste water and second-class water used 2,909 4,681 1,969 1,788 1,125
Surface water used 1,434 757 181 0 505
Groundwater used 9,707 9,857 10,473 12,819 10,101
Water recycled in processes 23,590 18,182 18,959 12,892 13,710
Water used for non-primary activities 6,018 5,852 7,466 7,112 5,760
Land Hectares
Land under Group charge for current mining activities 51,334 48,846 46,784 43,351 48,741
Land utilised for current mining and related activities 14,778 12,408 11,564 10,390 8,934
Total tailings dam area 2,310 2,265 2,308 2,364 1,875
Total waste rock dump area 752 687 682 661 581
Mining in formally protected areas 0 0 0 0 0
Other land owned
Land for resettlement, buffer zone (PPRust) * 14,547 8,832 7,602 NM
Land at Der Brochen, Modikwa and other regions * 35,794 32,764 32,764 NM
All land owned (new parameter for 2007) 51,102

Emissions Kilotonnes
GHG emissions, CO
2
equivalent
From electricity purchased 5,227 5,325 4,942 4,451 4,192
Internally generated 502 496 433 418 390
Nitrous oxides NM NM 0.22 0.01
Sulphur dioxide 18.54 16.38 15.21 20.31 55.47
Particulates (point sources) 0.46 0.61 0.89 1.17 1.12
Discharge Megalitres
Discharge to surface water 4,597 2,476 608 1,001 2,004
Quality
Surface water quality monitored at all operations? Yes Yes Yes Yes Yes
Surface water quality deterioration off-site? Yes Yes Yes Yes Yes
Adverse surface water impact on humans? No No No No No
Groundwater quality monitored at all operations? Yes Yes Yes Yes Yes
Groundwater quality deterioration? Yes Yes Yes Yes Yes
Adverse groundwater impact on humans? No No No No No
107
2007 2006 2005 2004 2003
Waste Kilotonnes
Mineral waste accumulated in:
Tailings dams (active and inactive) 686,814 675,258 644,065 616,666 585,241
Rock dumps 566,518 488,444 427,827 375,065 330,071
Slag dumps 3,940 3,542 2,915 2,229 2,202
Non-mineral waste generated:
Hazardous to landfll 7.30 7.13 13.19 3.18 4.65
Hazardous incinerated 0.03 0.02 0.03 <0.01 0.05
Non-hazardous to landfll 41.35 39.53 27.68 23.33 10.24
Non-hazardous incinerated 0.04 0.04 0.05 0.04 0.04
Environmental incidents and complaints Number
Level 1 (minor impact and/or non-compliance) 5,547 5,819 4,526 4,059 2,967
Level 2 (intermediate impact and/or non-compliance) 6 2 5 4 18
Level 3 (major impact and/or non-compliance) 0 0 0 0 0
Formal complaints 18 19 45 73 83
Products Ounces
Total refned PGMs and gold managed operations 4,192,011 4,595,151 4,258,382 4,249,594 4,070,171
* Parameters discontinued
New parameter from 2007
Data for managed operations only

108
1
GRI CONTE NT I NDE X
Indicator category
Economic Environmental
Social
Labour Human rights Community Product responsibility
G3 Material G3 Material G3 Material G3 Material G3 Material G3 Material
EC1 p36 EN1 p76 77 LA1 p34 HR1 SO1 p62 67 PR1
EC2 fold-out EN2 NM LA2 p58 HR2 p57 SO2 PR2 NM
EC3 BR EN3 p77 LA3 BR HR3 SO3 PR3
EC4 NM EN4 p78 LA4 p58 HR4 p57 SO4 PR4 p98
EC5 EN5 LA5 HR5 NM SO5 p98 PR5 NM
EC6 p36 39 EN6 NM LA6 HR6 NM SO6 PR6 NM
EC7 p56 EN7 p78 79 LA7 p42 HR7 NM PR7 NM
EC8 p64 EN8 p81 LA8 p47 HR8 p59 PR8 NM
EC9 p36 EN9 p81 LA9 p42 52 HR9 p60
EN10 p81 LA10
EN11 p84 LA11 p53 56
EN12 p84 LA12
EN13 p84 85 LA13 p56
EN14 p84 LA14
EN15 p84
EN16 p85
EN17 p86
EN18 fold-out
EN19
EN20 p86 87
EN21 p89
EN22 p90 91
EN23 p92 93
EN24 p90 91
EN25 p89
EN26 p93
EN27 NM
EN28 p93
EN29 NM
EN30 p95
NM: Not material based on materiality test
BR: Business report
No information provided
109
1
AAplc: Anglo American plc, registered in the UK.
ABET: adult basic education and training.
ACP: Anglo Platinum Converting Process, a pyrometallurgical
process.
Adverse groundwater impacts on humans: evidence of
adverse impacts on human health or activities as a result of
discharge to groundwater.
Adverse surface water impacts on humans: evidence of
adverse impacts on human health or activities as a result of
discharge to surface water.
ARM: African Rainbow Minerals Limited.
ART: antiretroviral therapy, used for the treatment of HIV/Aids
to mitigate the effects of the disease.
Asbestosis: a lung disease caused by inhaling asbestos
particles.
Basel Convention: the Basel Convention on the Control of
Trans-boundary Movements of Hazardous Wastes and their
Disposal was drafted and adopted in 1989 and came into effect
in 1992. The convention works to reduce the movement of
hazardous wastes to ensure that wastes are disposed of as
closely as possible to where they were produced and to
minimise the generation of hazardous wastes in terms of
quantity and level of hazard.
BDO: business development officer.
BEE: black economic empowerment.
BRPM: Bafokeng-Rasimone Platinum Mine.
CEO: chief executive officer.
CO
2
: carbon dioxide.
COSATU: Confederation of South African Trade Unions.
Discretionary spend: spending for the long-term profitability
of a company.
DME: Department of Minerals and Energy of the South
African Government.
DWAF: Department of Water Affairs and Forestry of the
South African Government.
Effluent to surface water: total volume of excess water
discharged to surface water (eg rivers, dams, pans) during the
reporting period.
EMS: environmental management system.
Energy from electricity: electricity purchased from the
national utility, Eskom.
Energy from processes and fossil fuels consumed: total
energy excluding electricity purchased.
Fatalities: deaths resulting from an accident.
FIFR: fatal-injury frequency rate; the number of fatal injuries
per 200 000 hours worked.
Fuels: diesel, petrol and paraffin consumed for processes and
utilities.
Fundamental human rights conventions of the ILO:
international labour standards covered in the Declaration on
Fundamental Principles and Rights at Work (adopted by the
International Labour Conference at its 86th session, Geneva
1998):
Convention No 29: Forced Labour, 1930
Convention No 87: Freedom of Association and Protection
of the Right to Organise, 1948
Convention No 98: Right to Organise and Collective
Bargaining, 1949
Convention No 100: Equal Remuneration, 1951
Convention No 105: Abolition of Forced Labour, 1957
Convention No 111: Discrimination (Employment and
Occupation), 1958
Convention No 138: Minimum Age, 1973
Convention No 182: Worst Forms of Child Labour, 2000
GJ: gigajoules (10
9
joules).
Grease: total quantity of all types of grease used in all types of
equipment during the reporting period.
Greenhouse gas emissions, CO
2
equivalent: quantity of CO
2

from electricity purchased and internally generated. Conversion
factors used are as recommended by the Intergovernmental
Panel on Climate Change (IPCC). Gases include CO
2
, CH
4
,
N
2
O, HFCs, PFCs, SF
6
, and other CO
2
equivalents.
Grey water: poor quality water obtained from an external
source, eg municipal sewage effluent. Does not include non-
potable water. Does not include internally recycled effluent.
GRI: the Global Reporting Initiative was established in 1997,
with the mission of designing globally applicable guidelines for
preparing enterprise-level sustainable development reports.
Groundwater quality deterioration: monitoring results indicate
deterioration of groundwater quality because of the operations
activities.
Groundwater quality monitoring: monitoring programme to
monitor water quality. Required sites are those identified for
monitoring by legal permit requirements or by the site EMS.
Groundwater used: water abstracted/collected by the
operation itself from groundwater sources, eg from boreholes
and mine dewatering, which is used by the operation.
Hazardous waste to incineration: this could include: heavy
metal contaminated sludge; contaminated containers (reagent
containers, oil/grease containers, anti-freeze drums); medical
waste, vehicle batteries, and oil-contaminated material (gaskets,
filters, soaking agents, rags). Incineration refers to incineration
in a facility designed and operated in a manner compliant with
legislation or internationally accepted practice (this does not
include burning of waste in a pit or open area).
Hazardous waste to landfill: this could include: heavy metal
contaminated sludge; contaminated containers (reagent
containers, oil/grease containers, anti-freeze drums);
contaminated soil; and oil-contaminated material (gaskets,
filters, soaking agents, rags).
HDSA: historically disadvantaged South African. Refers to any
person, category of persons or community, disadvantaged by
unfair discrimination before the Constitution of the Republic of
South Africa, 1993 (Act No 200 of 1993), came into operation.
The Anglo Platinum definition of HDSA includes employees
who are classified as African, Asian, coloured or women,
regardless of citizenship status.
HMO: health maintenance organisation.
ICMM: International Council on Mining and Metals.
GL OS S ARY OF DE F I NI TI ONS , TE RMS AND ACRONYMS
110
1
IDPs: integrated development plans, as specified in the Mining
Scorecard in respect of mine community and rural development,
and legislated by government in terms of the Local Government:
Municipal Systems Act.
IFRS: International Financial Reporting Standards.
IIED: International Institute for Environment and Development.
ILO (International Labour Organisation): the specialised UN
agency that seeks the promotion of social justice and
internationally recognised human and labour rights. It was
founded in 1919.
IPA: International Platinum Association, which provides a
communication forum for producers and fabricators and
facilitates market development.
ISO: International Organisation for Standardisation.
ISO 14001: an EMS standard published by the ISO.
IUCN protected area categories: the World Conservation
Union (IUCN) defines a protected area as an area of land
and/or sea especially dedicated to the protection and
maintenance of biological diversity, and of the natural and
associated cultural resources, and managed through legal or
other effective means. IUCN categorises protected areas by
management objective and has identified six distinct categories
of protected areas.
JM: Johnson Matthey plc, a leading fabricator of PGM products
and leading researcher and developer of PGM applications and
uses, based in London.
JSE: JSE Limited, the Johannesburg-based securities exchange.
JV: joint venture.
King Report: the King Committee on Corporate Governance
in South Africa was formed in 1992 (under the auspices of the
Institute of Directors in southern Africa and chaired by Mervyn
King) to promote the highest standards of corporate
governance in South Africa. Corporate governance in South
Africa was institutionalised by the publication of the King
Report on Corporate Governance in 1994, and more recently
by the release of an updated version (King II) in 2002. The King
Report features a Code of Corporate Practices and Conduct,
which the JSE stipulates all listed companies must follow. GRI
is referenced in this code.
Land disturbed for mineral extraction activities: area of land
under Group charge where the original characteristics have
been disturbed by mineral extraction and ancillary operations.
This includes open pits and quarries, access roads, stockpiles,
tailings/slimes dams and co-disposal facilities, offices, dumps,
villages, land awaiting rehabilitation, screening banks, and
concentrator, smelter, and refinery complexes. Disturbance can
be by both physical and chemical means.
Land under Group charge: includes land falling under the
direct management of the Group (including all land owned,
leased or covered by surface rights), but excludes land that
does not fall under the direct management of the Group. This
also excludes prospecting rights.
Lebowa: Lebowa Platinum Mines Limited, 100% owned by
Anglo Platinum.
Level 1 incidents: insignificant or minor impact on the physical
or biological environment with no significant or long-term
impairment of ecosystem function or ground/surface water
resource; and/or an inconvenience/disturbance/disruption/
annoyance of short duration and with no long-term effect on
the community; and/or a release of material which has the
potential to cause illness, injury or property damage to the
public, or one which causes short-term discomfort; and/or
isolated public complaints; and/or minor infringements of legal
requirements.
Level 2 incidents: moderate impact on the physical or biological
environment with limited impairment of ecosystem function or
ground/surface water resource; and/or an inconvenience/
disturbance/disruption/annoyance of moderate duration or
with medium-term effect on the community; and/or a release
of material which causes severe but reversible illness or
moderate property damage to the public; and/or attention
from local media or widespread complaints; and/or formal
intervention by authorities or where prosecution and conviction
have led to fines totalling less than US$100 000 per event.
Level 3 incidents: significant impact on the physical or
biological environment with extensive or long-term impairment
of ecosystem function or ground/surface water resource; and/
or an inconvenience/disturbance/disruption/annoyance of long
duration or with long-term effect on the community; and/or a
release of material which causes chronic illness, permanent
disabling injury, fatality or extensive property damage to the
public; and/or public or national/international media outcry;
and/or instances where prosecution has led to conviction and
fines totalling more than US$100 000 per event.
Lost-time injuries (LTIs): any occupational injury which
renders the person unable to perform his/her regular duties
for one full shift or more following the day on which the injury
was incurred, whether a scheduled work day or not.
LTIFR: lost-time injury frequency rate; the number of lost-time
injuries per 200 000 hours worked.
Lubricating oil and hydraulic oil used: total quantity of all
types of lubricating oil and hydraulic oil added to all types of
equipment.
MQA: Mining Qualifications Authority. The MQA is a South
African government body charged with developing standards
and qualifications for the countrys mining sector; maintaining
the quality of standards, qualifications and learning provision;
developing and implementing a sector skills plan; disbursing
grants from the Skills Development Levy; and establishing,
registering, administering and promoting learnerships and
apprenticeship administration.
NGO: non-governmental organisation.
NIHL: noise-induced hearing loss.
Non-hazardous waste to incineration: incineration refers to
incineration in a facility designed and operated in a manner
compliant with legislation or internationally accepted practice
(this does not include burning of waste in a pit or open area).
Non-hazardous waste to landfill: domestic-type waste to on-
mine and off-mine landfill sites.
Non-potable water from an external source: water obtained
from an external source that is untreated or only partially
treated and is not of a standard suitable for drinking. This does
not include waste water/second-class water, which is effluent
from sewage works. It also does not include untreated surface
water and groundwater extracted by the operation itself.
GL OS S ARY OF DE F I NI TI ONS , TE RMS AND ACRONYMS
111
1
OHSAS 18001: Occupational Health and Safety Assessment
Series (specifications for occupational health and safety
management systems).
Oz: Troy ounce.
Ozone-depleting compounds: quantity of ozone-depleting
compounds (ODCs) released/vented to atmosphere during
the reporting period, expressed as CFC-11 equivalent. ODCs
include the following compounds: chlorofluorocarbons (CFC)
(CFC-11, CFC-12, CFC-113, CFC-114, CFC-115); hydro-
chlorofluorocarbons (HCFCs); halons (halon 1211, halon 1301,
halon 2402); carbon tetrachloride; trichloroethane; methyl
bromide; and hydrobromofluorocarbons.
Particulates: mass of particulates released to atmosphere from
point sources during the reporting period.
PCBs: Polychlorinated biphenyls are mixtures of chlorinated
compounds.
PGI: the Platinum Guild International, based in London and the
key promoter of platinum jewellery worldwide.
PGMs: platinum group metals; six elemental metals of the
platinum group nearly always found in association with each
other. Some texts refer to PGE (platinum group element).
These metals are platinum, palladium, rhodium, ruthenium,
iridium and osmium.
PJ: Petajoules (10
15
joules).
PMR: Precious Metals Refinery.
Pneumoconiosis: a lung disease caused by inhaling dust;
POPs: Persistent organic pollutants are chemicals that remain
intact in the environment for long periods, become widely
distributed geographically, accumulate in the fatty tissue of living
organisms, and are toxic to humans and wildlife. POPs circulate
globally and can cause damage wherever they travel.
Potable water from an external source: water obtained from
an external source (eg local authority) that has been treated
to a standard suitable for drinking.
PPRust: Potgietersrust Platinums Limited, 100% owned by
Anglo Platinum.
Precious metal: all PGMs and gold.
Ramsar wetland: an area designated as a wetland of
international importance because of its importance for
preserving biological diversity or because it is a representative,
rare and unique wetland type.
R&D: research and development
RBMR: Rustenburg Base Metals Refiners.
RBR: Royal Bafokeng Resources.
RDP: Reconstruction and Development Plan.
RPM: Rustenburg Platinum Mines.
SANS: South African National Standards
SEAT: AAplc Socio Economic Assessment Toolkit.
SED: socio-economic development.
SEDA: Small Enterprise Development Agency
SHE: Safety, Health and Environment.
SMME: small, medium and micro enterprise
SO
2
from processes: mass of sulphur dioxide released to
atmosphere from point sources and fugitive emissions during
the reporting period.
Stockholm Convention: the Stockholm Convention is a global
treaty to protect human health and the environment from
persistent organic pollutants (POPs). In implementing the
convention, governments will take measures to eliminate or
reduce the release of POPs into the environment.
Surface water quality deterioration: monitoring results indicate
a deterioration of surface water quality off-site, because of the
operations activities, during the reporting period.
Surface water quality monitored: a surface water quality
monitoring programme to monitor water quality at all the
required surface water quality monitoring sites. Required sites
are those identified for monitoring by legal permit requirements
or by the site EMS.
Surface water used: water abstracted/collected by the
operation itself from surface water sources, eg from rivers,
dams and pans, and which is used by the operation, but
excludes water recycled internally from storm-water and
tailings return-water dams.
Tailings: that portion of the ore from which most of the
valuable material has been removed by concentrating and that
is therefore low in value and rejected.
TB: tuberculosis.
Tonne: metric ton, equal to 1 000 kg, unless otherwise
defined.
Total energy used: energy from electricity purchased plus
energy from fossil fuels consumed.
UNEP-WCMC: United Nations Environment Programme
World Conservation Monitoring Centre.
VCT: voluntary counselling and testing.
Water used for primary activities: total new or make-up
water entering the operation and used for the operations
primary activities. This definition includes mine de-watering
water used for primary activities, but excludes internally
recycled water and mine de-watering water discharged to
surface and not used for any primary activities (it may be
discharged or evaporated, but these are not primary
activities). Primary activities are those activities in which the
operation engages to produce its product(s) and include dust
suppression within the operational area.
WBCSD: World Business Council for Sustainable
Development.
WHO: World Health Organisation.
112
1
OTHE R US E F UL WE BS I TE S
Anglo American plc
http://www.angloamerican.co.uk
Basel Convention
http://www.basel.int
CITES
http://www.cites.org
Convention on Long-range Trans-boundary Air Pollution
http://www.unece.org/env/lrtap/
Eco-efficiency
http://www.wbcsd.org
EITI
http://eitransparency.org/
GMI
http://www.globalmining.com
GRI
http://www.globalreporting.org
ICMM
http://www.icmm.com
ILO
http://www.ilo.org
IIED
http://www.iied.org
IPA
http://www.platinuminfo.net
ISO
http://www.iso.ch
IUCN
http://www.iucn.org
JM
http://www.platinum.matthey.com
JMs fuel cell website
http://www.fuelcelltoday.com
King Report
http://www.iodsa.co.za
Kyoto Protocol
http://www.unfccc.int
Montreal Protocol
http://www.unep.org/ozone/montreal.shtml
PGI
http://www.preciousplatinum.com
Ramsar
http://www.ramsar.org
Social Accountability International
http://www.sa-intl.org
Stockholm POPs Convention
http://www.pops.int
Transparency International
http://www.transparency.org
WBCSD
http://www.wbcsd.ch
WFCC
http://www.fuelcellworld.org
WHO
http://www.who.int/en/
113
1
BUS I NE S S RE P ORT CONTE NTS
KEY FEATURES OF THE FINANCIAL YEAR 3
CHAIRMANS STATEMENT 4
THE BOARD 8
CHIEF EXECUTIVE OFFICERS REVIEW 10
EXECUTIVE COMMITTEE 17
FINANCE REVIEW 18
MARKET REVIEW 24
OPERATIONS REVIEW 36
Location of operations 38
Flow chart 39
Safety 40
Human resources 41
Transformation and black economic empowerment 44
Mining 48
Process 74
ORE RESERVES AND MINERAL RESOURCES REVIEW 80
PROJECTS REVIEW 90
COMPANY STATISTICS 96
Ten-year fnancial review 98
Group statistics 100
Ore reserves and mineral resources 117
ANNUAL FINANCIAL STATEMENTS 131
Approval of the annual fnancial statements 132
Declaration by the company secretary 132
Report of the independent auditors 133
Directors report 134
Remuneration report 143
Audit Committee report 154
Principal accounting policies 156
Consolidated fnancial statements 166
Company fnancial statements 222
GLOSSARY OF TERMS 227
DIRECTORATE 229
MANAGEMENT 232
ADMINISTRATION 234
NOTICE TO MEMBERS 235
SHAREHOLDERS DIARY 238
FORM OF PROXY 239
114
1
FAX RE P LY F ORM
ANNUAL REPORT 2007, VOLUME 2: SUSTAINABLE DEVELOPMENT REPORT
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1

ANGLO PLATI NUM LI MI TED 2007

ANGLO PLATI NUM LI MI TED 007

ANGLO PLATI NUM LI MI TED 007

ANGLO PLATI NUM LI MI TED 007

ANGLO PLATI NUM LI MI TED 007

ANGLO PLATI NUM LI MI TED 007

ANGLO PLATI NUM LI MI TED 200

ANGLO PLATI NUM LI MI TED 200

The interests/expectations of stakeholders

ANGLO PLATI NUM LI MI TED 200

OUR AP P ROACH TO RE P ORTI NG

The evidence gathering procedures for limited assurance

TO THE BOARD OF DIRECTORS AND MANAGEMENT OF ANGLO PLATINUM LIMITED

ended 31 December 2007, have not been compiled in

venture partners. The Groups smelting and refning

Growth in the South

Board responsibility for sound business practices

OUR BUS I NE S S AND S US TAI NABI L I TY OP P ORTUNI TI E S AND CHAL L E NGE S

ensuring the ability to infuence sound governance

accepted corporate practice. This, in turn, ensures

Operations Standards/specification 2008 system audit dates

Two of the trophies presented to Anglo Platinum in 2007

The number of HDSA-owned, empowered and

converting the Bakgatlas existing royalty arrangement

organisations and individual underlying values are and

families who cannot afford the cost of private medical

Based on operational needs, various training programmes

structures enabled by the formation of the central

Community capacity-building: supporting initiatives

Corporate social investment, R million

WORKI NG WI TH OUR HOS T COMMUNI TI E S

PROCUREMENT OF LAND FOR

Angl o Pl at i num l evel 1

No life-cycle analyses have yet been undertaken by

Possible non-compliance associated with dust

2007 2006 2005 2004 2003

Data for managed operations only

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