Site leadership should take an active role in defining the social performance work programme and manage it accordingly, in line with the requirements of the . Furthermore, as we implement the new Team+ approach (that shifts the focus from a backward evaluation of performance to a more dynamic future-focused, collaborative approach), there is a need to move from individual performance to a team dynamic encouraging collaboration and innovation.
Key Social Way requirements are framed against the components in Table 1.2.
Table 1.2 Alignment of Social Way requirements with the Anglo American Operating Model
| Component of Operating Model |
Alignment with Social Way Policy implementation |
| Set Business Expections |
- Specify what is expected from Social Performance for the success of the site and specify the Social Way performance targets
|
| Operational Planning |
- Define social performance objectives, aligned with the Life of Asset Plan and incorporated into the Sustainable Mining Plan
- Inform operation performance targets that rely on social performance activities.
- Inform Set Service Strategy through the risk and impact assessment process and relevant controls, engagement planning and activities managed through the /. Select the most cost-effective way to predict, prevent and/or mitigate identified risks and impacts. Agree activities (tasks) and sign-off by relevant authority to Plan approved work
- Schedule Programme through Operating Master Schedule (major projects) and provide actions in Service Work Packages
- Set Expenditure Schedule and resources for activities. Plan for the right skills in the right numbers at the right time to deliver the activities in the
|
| Work Management |
- Define schedule for individual activities (tasks)
- Approve budget for delivery of individual activities (tasks)
- Staff resourcing –to deliver individual tasks
- Move from tactics to tasks and implement and associated Plans, owned by multiple functions across the site, e.g. Social Performance, , Supply Chain, Security,
|
| Feedback |
- Inform Performance Measurement through social performance monitoring and evaluation inputs, activities, outputs and outcomes for all aspects of through performance indicators. The requires measures or for the Purpose and Theory of the process. Purpose relate to outputs and outcomes; Theory relate to inputs and activities. Social performance measures or may be selected as relevant performance measures and should be integrated as relevant (see Section 1.5 for further details on monitoring and evaluation).
- Align with approach through:
- Defining Purpose Measures (typically lagging indicators of process performance) with Effectiveness, Efficiency and Sustainability parameters;
- Defining Theory Measures (typically leading indicators of process performance) with Technical, Strategic, Controls and Work Management measures
- Evaluate outcomes of delivery against strategic objectives as identited in the Service Strategy
- Analyse and Improve through corrective actions and annual Social Way assessment process – inform Social Way Improvement Plan (SWIP) and next iteration of and Service Strategy, inform next iteration of Business Expectations.
- Assurance of social performance through annual evaluation to provide feedback and inform the analyse and improve process.
|