MINE LIFE CYCLE
The information below provides disclosure under the Global Reporting Initiative (GRI) indicator MM10: Number and percentage of operations with closure plans
Following the development of the AngloGold Ashanti Closure and Rehabilitation Management Standard, sites had until the end of 2011 to meet the requirements. The Continental Africa operations were granted an extension to December 2012. Within the standard, there is an emphasis on multi-disciplinary approaches to closure planning, stakeholder input into mine closure planning and a standardised approach to risk assessment. The standard prescribes all the components that all sites must include in their closure plans.
The evaluation of new projects takes into account closure and associated costs in a conceptual closure plan. The company standard requires that an interim closure plan be prepared within three years of commissioning an operation or earlier if required by legislation.
This plan is reviewed and updated every three years (annually in the final three years of a mine’s life) or whenever significant changes are made, and take into account operational conditions, planning and legislative requirements, international protocols, technological developments and advances in practice. The interim plan becomes a final plan at least three years before closure is anticipated.
Our Continental Africa region’s business units are at different stages in developing their closure plans. Those operations closer to end of mine life such as Morila in Mali have fully developed closure plans, while those operations further from closure do not have comprehensive closure plans. The social aspects of closure planning will be scrutinised as part of finalising that region’s sustainability strategy. Planning for closure is an integral part of mine development and will be factored into the business units’ community development and stakeholder engagement programmes. Those sites with better developed plans include Morila in Mali; Geita in Tanzania; Obuasi in Ghana and Navachab in Namibia.
In South Africa, as part of working towards the development of a social closure plan, a revised model is being finalised to ensure holistic delivery in host communities aligned with Municipal Integrated Development Plans. The strategic model for sustainable development is embedded in the Social and Labour Plans in order to provide a realistic framework for planning for social closure in the region.
At Cerro Vanguardia in Argentia, the current closure plan does not provide for the parameters required at operation closing. However, with the assistance of a consultancy service, we are now working to close this gap. In Serra Grande in Brazil, work is being done to ensure that the closure plans meet the new guidelines, including the social aspects of closing. AGA Brazil has a closure plan covering social aspects for Córrego do Sítio I and II Operations, Cuiabá Mine, Queiroz Plant and Lamego Mine.
In Australia the Tropicana project’s closure plan includes addressing community aspects.
In 2011, discounted closure liabilities increased from $551m to $747m. This increase is largely attributable to change in mine plans resulting in accelerated cash flows, change in economic assumptions and discount rates, change in design of tailings storage facilities and a change in methodology following requests from the Environmental Protection Agency.
|- Vaal River||0.3||9.1||9.4||8.7|
|- West Wits||0.1||1.0||1.1||0.7|
|Mpasatia (Bibiani pit)||8.6||-||8.6||7.7|
|AngloGold Ashanti Brasil Mineração||63.0||18.9||81.9||57.3|
|United States of America|
|Cripple Creek & Victor||77.0||4.1||81.1||46.0|
|AngloGold Ashanti Colombia S.A.||0.8||-||0.8||-|
|Less equity accounted investments included above1||(24.9)||(19.7)||(44.6)||(37.6)|