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1.4 Social performance management committee

1.4 Social performance management committee

Contents in this section:

1.4 Social performance management committee

SPMC purpose and scope

SPMC discussion topics

An integrated, multi-disciplinary approach is required to manage impacts and risks. To facilitate this, all sites are required to develop, document and implement site-level cross-functional Social Performance Management Committees (an SPMC) or equivalent. This section defines the purpose and scope, key activities, roles and responsibilities of an SPMC.

It is suggested that the SPMC meet monthly and should be chaired by the site Social Performance Manager or the GM. The GM should actively sponsor and promote the SPMC.

There is not a prescriptive SPMC structure that sites should adopt. Sites should ensure a multi-disciplinary committee exists that is able to meet the Purpose and Scope outlined in 4.1 and follow the topics, as considered relevant, detailed in Section 4.2.

BOX 1.2 SPMC composition

The SPMC should typically include representation from the following:

General Manager
Social Performance
Production/Operations
Safety, Health and Environment
Risk
Human Resources
Contract owners for significant contracts with potential social and human rights impacts and risks; e.g. EPMC contract manager
EPCM representative if during Project phase
Communications
Security
Supply Chain
Closure representative, as applicable

The activities of the SPMC support alignment with Operating Model (OM) principles by:

providing clarity: the SPMC enables all functions and teams to have a clear understanding of how their own work - and their team’s work - produces consistent, improving and repeatable outcomes. The SPMC should help to provide clarity on accountabilities and authorities for social performance work. It supports Anglo American’s Sustainable Mining Plan of building thriving communities with better health, education and levels of employment and the Social Way vision to “contribute to delivering a lasting, positive contribution to local communities.”
promoting stability: through building an in-depth understanding of stakeholders and socio-economic conditions in the Area of Influence to increase the site’s ability to predict how activities will affect others – and thus predict outcomes.
reducing variability: through embedding a culture of monitoring, evaluation and continuous improvement into site social performance activities, including through the development and review of performance indicators.