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Sustainable Development Report 2017 CONTENTS AND KEY FEATURES Contents page Corporate profile 2 6. Employee, community and asset 55 security Our 2017 performance 3 7. Artisanal and small-scale mining 59 Leadership messages 4 (legal and illegal) About this report and selecting 10 8. Respecting human rights 63 our report content 9. Talent management, skills 66 Strategy 13 development and employee relations Material issues 18 10. Navigating political and regulatory 74 1. Employee safety 19 uncertainty and risk Data tables 2. Employee and community health 26 79 Economic value-added statement 3. Contributing to self-sustaining 35 120 communities Reporting assurance 121 4. Responsible environmental 44 Our suite of reports 122 stewardship 5. Integrated closure management 51 HOW TO USE THIS REPORT This is an interactive PDF. Navigation tools at the top left of each page and within the report are indicated as follows. Interactive indicator Video Contents page Print Previous page Next page Undo Search Website Download Page reference SUSTAINABLE DEVELOPMENT REPORT 2017 1 CORPORATE PROFILE OUR BUSINESS OBJECTIVES AngloGold Ashanti, an international gold mining company with a globally diverse, high-quality portfolio of operations and projects, is Focus on people, Optimise overhead, safety and costs and capital headquartered in Johannesburg, South Africa. Measured by production, sustainability expenditure AngloGold Ashanti is the third-largest gold mining company in the world. Our business must operate All spending decisions must according to our values if it is be checked and double AngloGold Ashanti produced 3.755Moz of gold in 2017, generating $4,356m in gold income, to remain sustainable in the checked to ensure they are utilising $953m capital expenditure. AngloGold Ashanti has an attributable Ore Reserve of long term. necessary to fulfill our core 49.5Moz of gold and an attributable Mineral Resource of 208.2Moz. business objective. RATEGIC F ST OCU Improve E S portfolio quality R Improve portfolio quality A O R C E We have a portfolio of R A assets that must be actively U capital expenditure S O Optimise overhead, costs and managed as we strive for a competitive valuation as a business. Supporting our strategy for Ensure financial flexibility sustainable cash flow Ensure financial Maintain long-term improvements and returns flexibility optionality The balance sheet is the While we are focused on foundation of our company ensuring the most efficient day-to-day operation of our Maintain long-term optionality and we must ensure it always remains able to meet business we must keep an eye on creating a competitive Focus on people, safety and sustainability our core funding needs. pipeline of long-term opportunities. SUSTAINABLE DEVELOPMENT REPORT 2017 2 OUR 2017 PERFORMANCE OPERATIONAL UPDATES FROM OUR SUSTAINABLE HIGHLIGHTS DEVELOPMENT OPERATING HIGHLIGHTS JURISDICTIONS SUSTAINABLE DEVELOPMENT REPORT 2017 3 SECTION 2 From the Chairperson of the Social, Ethics and 5 Leaders set the company’s direction Sustainability Committee and tone within the organisation. LEADERSHIP From the desk of the CEO 7 This is a powerful shaper of our sustainability maturity. View of the Executive Vice President 9 MESSAGES Sustainable Development SUSTAINABLE DEVELOPMENT REPORT 2017 4 FROM THE CHAIRPERSON OF THE SOCIAL, ETHICS AND SUSTAINABILITY COMMITTEE term vision that looks far beyond short-term In 2017, our Social, Ethics and Sustainability financial performance only. Broader societal Committee continued to be active, making economic and social interests are paramount. progress in clarifying and explaining our efforts in relation to the requirements of the Fairer labour practices including more King IV Report on Corporate Governance. All equitable terms and conditions of service; requirements relevant to functioning of the increased and more robust community Committee and to management processes and employee engagement; better and have been considered, and deficiencies have Enhancing more sustainable supplier development been addressed. and environmental stewardship; and the industry’s the promotion of a culture responsive to As in previous years, as well as into the corporate citizenship, human rights, ethical future, safety remains a top priority for social licence and accountable leadership and management the board. The protection of people from are not adversarial to growth and shareholder harm and maintaining their wellbeing is a value. Bold, wise and sensitive decision prerequisite for business success and our to operate making as well as effective risk management social and legal licence to operate. We will that might enhance the industry’s social continue to interrogate any work-related loss Nozipho January-Bardill licence to operate are imperative to the long of life and introduce interventions which will Chairperson of the Social, Ethics and term success of mining. achieve our aspiration of “workplaces free Sustainability Committee In a world where poverty, inequality and of injury and harm”. Similarly, the health of Reimagining the way in which AngloGold G4-18 corruption are prevalent, there are increasing employees and extending that to include calls for the mining industry, and the private Ashanti interacts with society is the our contribution to improving health of sector in general, to enhance its contribution essence of our approach to sustainable communities where we can make an impact, to addressing societal challenges. The United development and the strategy we pursue is receiving increasing attention. Nations’ Sustainable Development Goals to give it expression. In recognition of the (SDGs), along with the principles of the higher order role we must play along with While our focus on environmental risk Global Compact, serve as that clarion call for a range of stakeholders, including the management to prevent impacts and businesses to contribute more meaningfully to active engagement of governments in our harm, along with efficient use of resources The mining industry, continues the universal challenges we face. jurisdictions. We have made much progress continues, we have extended our approach to be a sector that presents in embedding the SDGs into the business to exploring innovative uses of the natural significant opportunities to To change current perceptions, the industry strategy. The 2030 company aspirations resources we use to conduct our business. needs to reinvent itself by transforming which are aligned to the SDGs provide This entails moving beyond focusing solely on positively contribute to national, its ideological approach to mining. The the motivation to develop the step change the threat, to finding ways to turn threats into regional and global economic and sustainable mining industry of the future activities needed to drive both our business opportunities which can create benefit to the social development. appreciates that mining requires a long- success and our contribution to society. business as well as to a range of stakeholders. SUSTAINABLE DEVELOPMENT REPORT 2017 5 FROM THE CHAIRPERSON OF THE SOCIAL, ETHICS AND SUSTAINABILITY COMMITTEE CONTINUED We will continue to work on building trust prerequisite to achieving and maintaining our with communities and society at large. This social licence to operate and in turn improve includes being open to community voices, our business success and sustainability. and embracing their ideas as they become As chairperson on the Social, Ethics and part of, and own the solutions we implement Sustainability Committee, I am encouraged by together. An important part of this is to help the direction we are pursuing as a company, create the opportunities and conditions for and am confident that we will take the host communities and countries to play an necessary steps to achieve our sustainable increasingly active role in the mining value development aspirations. chain, through the support of local business development and local procurement. By strengthening the local supply chain, we create a foundation for local players to thrive and to explore opportunities to create value for other Nozipho January-Bardill companies and even other industries. Chairperson of the Social, Ethics and Sustainability Committee Building trust also requires that we continue 29 March 2018 our work to strengthen integrity within our own organisation and the way in which we conduct business. This includes addressing gender parity, and working resolutely to increase the representation of women at senior levels in the company. It also means that we must be beyond reproach in ensuring respect for human rights, and the integrity we reflect as we conduct business with suppliers and other partners. In this sense, trust is a SUSTAINABLE DEVELOPMENT REPORT 2017 6 FROM THE DESK OF THE CEO ‘soft issues’ and were divorced from core, In 2017, we took the bold step of aligning technical and financial aspects of the our sustainability strategy with the United business. There can be no debate that Nation’s Sustainable Development Goals, there is no space for that approach – which and embedding the prioritised goals into our relegated sustainability to a box-ticking strategy. This followed our ongoing efforts exercise – in a modern mining industry. over several years to improve the integration Compliance alone, is not enough, if we are of sustainability into the business. While I hope to retain our license to operate, and win that a reading of our Integrated Report and the trust and support of the countries and Sustainability Report will demonstrate how far
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