Training

In 2009, Anglo American reduced its investments in training, but did not compromise the results previously established by the area nor the search for better training of its employees at all hierarchical levels. The different technical education and training programs (defined by the Individual Development Programs) were maintained by the Company. In all, 76,589 hours were spent on training at the Copebrás units (Cubatão and Catalão), at Niquelândia and Mineração Catalão.

Among the different types of training, Anglo American offers internal courses that seek to maintain employability of employees and the management of the career ends, like the Gema Program (Mature People). In 2009, programs and presentations designed to raise awareness regarding the retirement period were given. The company also offered planning for the pre-retirement period, as well as re-training for those who intend to continue working. When employees decide to retire, there is assistance for this transition, with individual interviews and psychological accompaniment. The company also offers a pension plan managed by Fundambras (Private Retirement Fund Company).

The different technical education and training programs were maintained by the company, as described below:

Learning Career Management Program (LCM) and Management Development Program (MDP) – The LCM and MDP management training tools continue to be part of HR management, but no employees were trained in 2009.

Value Based Management (VBM) – The VBM is a program that encourages pro-active actions by employees, in other words, actions that generate value by promoting optimization of resources and time. The program is one of the pillars, alongside sustainable development, Asset Optimization and talent management, of the One Anglo strategy for the company to reach its goal to the first global option in mining.

Development of talents – Anglo American maintains a program whose objective is to encourage the development of talent in the organization. The demands for training selected employees go through a variety of stages of evaluation to identify their needs and those of the company. This is a way to ensure that the company has talent available to assume future positions and to guarantee transparency and tranquility in internal succession processes.

Gema Project – As in 2008 (see previous Report to Society), the Gema Program (Mature People), focused on employees over the age of 51, and with five years left before retirement, obtained important results in 2009.

The program, which seeks to encourage these experienced professionals to build personal projects after they leave the company, also involves members of the workers’ families in the process. For this, Anglo American develops a variety of encounters, at which orientation is given on health, healthy eating, prevention of illness, entrepreneurship, investments and new business.