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COMMUNITIES

SO1

ICMM

The information below provides disclosure under the Global Reporting Initiative (GRI) indicator
SO1:
Percentage of operations with implemented local community engagement, impact assessments, and development programmes

Programmes to manage community impacts

All sites have a range of interventions designed to eliminate or mitigate community risks and impacts, and programmes to enhance the well-being of communities living in close proximity to operations. At new sites, extensive baseline studies and surveys are conducted to determine the socio-economic conditions prior to AngloGold Ashanti entering an area. Community development programmes are supported by community engagement plans. Community personnel at site are responsible for engaging with local stakeholders, noting their concerns and issues, and responding to these in good time and in a straightforward manner.

The region’s new sustainability framework is designed to maximise the benefit flow to affected communities within clearly defined parameters of responsibility such that the company does not become the de facto provider of services instead of the authorities.

A good example of the types of programmes in place can be found at Obuasi, Ghana. The operation has in place a scheduled regular community stakeholder engagement programme conducted throughout the year. This covers 58 communities most of which are within a five km radius of the mine. These communities are constituted into 30 consultative groups including local NGOs/CBOs and the Obuasi Artisanal Miners’ Association who form two separate consultative groups.

Communities like Sanso and Anyinam are separate stand-alone consultative committee groups due to their proximity to the mine, level of impact in the era of surface mining operations, legacy and other mining-related issues. The remaining communities are grouped in two’s and three’s depending on their closeness to each other and similarities in their mining-related issues. It is through consultation processes and direct receipt of complaints from the communities that negative impacts are addressed and amicably resolved or mitigated. Through report writing and site visits, the mine management is made aware of issues arising out of the engagement process and informed decisions are made to speedily resolve them. At these engagements, local development needs of the communities are tabled and discussed with a view to assessing needs and provide assistance where appropriate within budgetary constraints.

At Yatela, in Mali the mine conducts an independent socio-economic assessment every two years in order to measure the positive and negative impacts of the operation on the surrounding communities.

In the Americas, AngloGold Ashanti strives to fulfil its value of ensuring that communities are better off due to our presence.

In Argentina, the Puerto San Julian Development Agency – a multi-stakeholder initiative that includes local government, NGOs and Cerro Vanguardia SA (CVSA) – has established a long-term vision for the community. As part of this, projects that focus upon key priorities such as education, health and economic development have been implemented. In 2011, CVSA provided just over $2 million of funding for 31 local projects. One of the most important of these was the purchase of a fishing vessel of sufficient size to allow it to operate further out to sea. The increased catches have allowed for local fish processing facilities to remain active, thus bringing long-term stability to 120 local jobs.

In the United States, our Cripple Creek & Victor (CC&V) operation has played a vital role in developing a long-term vision for the City of Victor. This collaborative effort to revitalise the city and preserve its unique character is known as Victor DREAM. Specific committees have been formed on organisation, economic revitalisation, design and promotion. CC&V has been involved in the DREAM from the beginning and participates in all of the committees. Several concrete successes have resulted from this work, for example, the city celebrates the “Taste of Victor” each month, where downtown businesses invite the community to gain familiarity with what they have to offer. Greater coordination between the cities of Victor and nearby Cripple Creek, including cooperative advertising, will bring benefits to both cities.

CC&V has also made an important contribution to local education and environmental awareness through its Youth Environmental Stewardship (YES) programme. Elementary school children from several local schools have been working with members of CC&V’s environmental management team in an after-school programme designed by the Catamount Institute. Recent projects have raised awareness about local biodiversity and growing native tree seedlings.

Colorado’s mining heritage is core to the state’s identity. One highly visible symbol of this is the gold dome of the state capitol. Regrettably, the dome has fallen into disrepair over the past years. Serious concerns over the structural integrity and safety of the dome have been highlighted. As such, in collaboration with the non-profit organisation Colorado Preservation Inc., AngloGold Ashanti donated 72 ounces of gold from its CC&V operation (to the value of approximately $125,000). In making this donation, we seek to promote the pride that both our employees and the citizens of Colorado feel for their mining heritage.

At operations in Brazil, significant efforts have been made to align the company’s community investment with local development priorities. In both Minas Gerais and Goias, AngloGold Ashanti has established an annual programme that seeks to identify worthy development projects. These “public calls”; for projects are adjudicated by a multi-stakeholder group of experts. All of these projects focus on key challenges identified by local communities, including education, health, and job and income generation. The company firmly believes this process facilitates local communities to build their own vision for the future.

Additionally, we are a partner in the Santa Bárbara and Sabará Local Development Agencies. These are multi-sectoral partnerships that seek to improve socio-economic trends in order to minimise economic dependency on mining. Projects put in place by these two agencies are focused on the development of a local supplier network, increasing opportunities within agriculture and developing the soldering skills of community members in Sabará. In Raposos, where the mine was closed 14 years ago, the company has partnered with the NGO, the Center for Popular Culture and Development (CPCD) in order to increase education levels and empowerment in the community.

In Colombia, the company has worked to eradicate tuberculosis and brucellosis from local livestock in the area of the La Colosa Project. This has historically been a key challenge for the local economy and has depressed earnings from agricultural activities. This project is undertaken in partnership with local government, the local cattle ranchers’ committee, and the Colombian Agricultural and Livestock Institute. In 2011 a formal public declaration certified that the milk and meat from 300 local producers was tuberculosis- and brucellosis-free. Building upon this success, we seek to have all of the community of Cajamarca certified by the end of 2012, which would benefit a total of 530 producers.


MM6

MM7

ICMM

The information below provides disclosure under the Global Reporting Initiative (GRI) indicator
MM6:
Number and description of significant disputes relating to land use, customary rights of local communities and Indigenous Peoples.

The information below provides disclosure under the Global Reporting Initiative (GRI) indicator
MM7:
The extent to which grievance mechanisms were used to resolve disputes relating to land use, customary rights of local communities and Indigenous Peoples, and the outcomes

Community incidents

Disputes occur at certain of our operations and are defined as significant when they cause project delays or pose risks to safety. Disputes over land could be significantly reduced by better engagement and planning processes. Where conflict with local stakeholders occurs it frequently arises from differences in understanding between stakeholder expectations and actual benefits received in terms of basic needs and services. At Siguiri, in Guinea, we are implementing a pilot project which seeks to address these issues in a strategic manner. The project uses the Millennium Development Goals (MDGs) and local development plans as the basis for engaging with local stakeholders. In so doing, we aim to establish and agree a common understanding of what the operation’s role is in terms of providing services, addressing needs as well as clearly defining the limits of contribution.

Many sites use community engagement processes to discuss and resolve issues with local stakeholders. At Obuasi in Ghana, for example, 61 complaints were received during the fourth quarter of 2011. All of these were investigated and 55 were fully resolved. The remaining six complaints, which revolve around legacy issues, are to be further investigated in 2012.

Each business unit has its own grievance procedure. These procedures are utilised to varying degrees by local stakeholders. It is envisaged that all grievances and complaints will need to be recorded on a software platform so that accurate records of these can be kept and used.


MM9

The information below provides disclosure under the Global Reporting Initiative (GRI) indicator
MM9
: Sites where resettlements took place, the number of households resettled in each, and how their livelihoods were affected in the process

Comprehensive frameworks, environmental and community standards are in place to address issues relating to resettlement. 

As we continue to develop and implement our sustainability framework, underpinned by our values, policies and guidelines, we will continue to review the manner in which social and environmental legacy issues are addressed, including resettlement.

The approach employed by the Greenfield exploration team, for example, seeks to ensure that from the outset all aspects of stakeholder engagement are conducted properly and thoroughly so as to avoid future issues. This approach has been employed in the Afar region of Ethiopia where the exploration team was supported and accompanied by security and community specialists.

At Obuasi, in Ghana the construction of 116 housing units was completed during 2011 for the resettlement of Dokyiwa village to pave the way for a northward extension of the existing Sanso tailings storage facility.  The movement of Dokyiwa community members from the old site to the new site was completed on 23 December 2011. The Municipal Assembly, the traditional authority, the community leadership and their consultants played key roles in the resettlement action plan (RAP) and the engagement processes from inception, as well as during the relocation itself. To ensure continuous livelihood activities, land-for-land farmland replacements were undertaken for all 116 households close to the new site. A proposed 48 acre community farming project aimed at further enhancing the economic well-being of the relocated community is underway.  The community farm is to receive initial support from the mine but is designed to be sustainably managed by the community.

The Resettlement Implementation Committee, made up of representatives of the Obuasi Municipal Assembly, the Dokyiwa community leadership, their consultant and AngloGold Ashanti, and chaired by the Municipal Chief Executive, have put in place a mechanism to address and amicably resolve issues related to the resettlement processes as they arise.

In Colombia, resettlement of El Dimante Families took place throughout 2011. 35 families were involved in the process. 28 of the families have been relocated. 24 have already established ongoing economic initiatives.