GRI hereby states that AngloGoId Ashanti Limited has presented its report 'Sustainability Report 2012" to GRl’s Report Services which have concluded that this report fulfills the requirement of Application level A+. View GRI’s Application Level Check Statement [PDF – 150KB]
|Description of indicator||Reporting level||Response or location in reports|
|1||Strategy and analysis|
|1.1||Statement from the senior decision-maker||Fully||Letter from CEO, Mark Cutifani|
|1.2||Description of key impacts, risks and opportunities||Fully||Our approach to risk management and identifying material issues,
IR Our business
|2.1||Organisation’s name||Fully||Home page|
|2.1||Major products||Fully||IR Our business|
|2.3||Operational structure and major divisions||Fully||IR Our business|
|2.4||Location of headquarters||Fully||IR Our business|
|2.5||Countries of operation||Fully||IR Our business|
|2.6||Nature of ownership||Fully||IR Our business|
|2.7||Markets served||Fully||IR Our business|
|2.8||Scale of organisation||Fully||IR Our business|
|2.9||Significant changes during the reporting period||Fully||Acquisition of Mine Waste Solutions in South Africa, and 100% of Serra Grande in Brazil.|
|2.10||Awards received during the reporting period||Fully||Awards received|
|3.1||Reporting period||Fully||Home page (Scope of this report)|
|3.2||Date of previous report||Fully||Home page (Scope of this report)|
|3.3||Reporting cycle||Fully||Home page (Scope of this report)|
|3.4||Contact point||Fully||Administrative information|
|Report scope and boundary|
|3.5||Process for defining report content||Fully||Letter from CEO, Mark Cutifani, Our approach to risk management and identifying material issues|
|3.6||Boundary of the report||Fully||Home page (Scope of this report), this page,
IR Home page (Scope of this report)
Our reports cover managed operations. Non-managed operations and projects are referred to where appropriate.
|3.7||Limitations on scope and boundary||Fully||Home page (Scope of this report),
IR Home page (Scope of this report)
|3.8||Basis for reporting on joint ventures||Fully||Home page (Scope of this report),
IR Home page (Scope of this report)
|3.9||Data measurement techniques and bases of calculations including assumptions||Fully||This page.
Where appropriate, specific measurement techniques and assumptions are clearly stated together with the associated data.
|3.10||Restatements of information||Fully||Home page (Scope of this report)|
|3.11||Significant changes from previous reporting period||Fully||Home page (Scope of this report)|
|GRI content index|
|3.13||Assurance||Fully||Independent assurance report,
IR Statement of combined assurance
|4||Governance, commitments and engagement|
|4.1||Governance structures||Fully||IR Understanding and mitigating our risks,
IR Abridged governance report
|4.2||Chair/CEO||Fully||IR Abridged governance report|
|4.3||Independent vs not (number and gender)||Fully||IR Board and executive management|
|4.4||Mechanisms for shareholders and employees to provide recommendations to the board||Fully||This page,
IR Abridged governance report
Employee communication is mostly conducted at an operational level. While employees do not have direct access to the board, they can provide recommendations and lodge concerns through their formal communication structures with management and unions.
|4.5||Linkage between compensation and performance||Fully||IR Abridged remuneration report|
|4.6||Conflicts of interest||Fully||IR Abridged governance report|
|4.7||Composition, qualification and expertise of board members||Fully||IR Abridged governance report|
|4.8||Mission, values, code of conduct||Fully||IR Vision, mission and values|
|4.9||Risk management and compliance oversight by board||Fully||Our approach to risk management and identifying material issues,
IR Understanding and mitigating our risks
|4.10||Evaluation of board performance||Fully||IR Abridged governance report|
|Commitments to external initiatives|
|4.11||Precautionary approach||Fully||This page, Our approach to risk management and identifying material issues,
IR Understanding and mitigating our risks
The precautionary approach (that is, the recognition of our duty to consider and take action to investigate, address and mitigate threats of harm to the environment even when cause and effect relationships have not been fully identified) is embedded in our vision and values, and implemented through our risk management processes.
|4.12||Externally developed charters, principles and initiatives||Fully||Memberships in associations and external initiatives|
|4.13||Memberships||Fully||Memberships in associations and external initiatives|
|4.14||List of stakeholders||Fully||Our stakeholders|
|4.15||Basis of identification||Fully||Our stakeholders|
|4.16||Approaches to stakeholder engagement||Partially||Our stakeholders
Information on the frequency and method of our engagement with all of our various stakeholder groups is not yet available at a group level. This will be fully reported in 2013.
|4.17||Key topics and concerns||Fully||Our approach to risk management and identifying material issues|
|Disclosures on management approach|
|Economic performance||Fully||Our business strategy, Adding value|
|Market presence||Fully||IR Our products and markets|
|Indirect economic impact||Fully||Our sustainability strategy, Delivering sustainable community benefits|
|Economic performance indicators|
|Aspect: Economic performance|
|EC1||Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments||Fully||Adding value|
|EC2||Financial implications and other risks and opportunities for the organisation’s activities due to climate change||Fully||CDP submission, available online|
|EC3||Coverage of the organisation’s defined benefit plan obligations||Fully||This page,
FS group note 10 and group note 28
AngloGold Ashanti’s defined benefit pension fund contributions are as follows:
Since 1 December 2012, the Fund has been funding an additional 1.7%. Although this is not finalised, it is possible that from 1 April 2013, the Fund will only fund 0.4%, with 0.65% added to both the employer’s and employee’s contribution rates.
|EC4||Significant financial assistance received from government||Fully||Adding value|
|Aspect: Market presence|
|EC5||Range of ratios of standard entry-level wage compared to local minimum wage at significant locations of operation||Partially||This page.
This information is not applicable at a group level. AngloGold Ashanti’s remuneration is above the minimum legislated wage requirements where these requirements exist. In a number of our countries of operation (for example, South Africa and Namibia), wages for the majority of employees are agreed through collective bargaining structures. In other countries (for example, Tanzania), minimum wages for the mining industry are set by government.
|EC6||Policy, practices and proportion of spending on locally -based suppliers at significant locations of operation||Fully||Adding value|
|EC7||Procedures for local hiring and proportion of senior management and workforce hired from the local community at significant locations of operation||Fully||Adding value|
|Aspect: Indirect economic impacts|
|EC8||Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind or pro-bono engagement||Fully||Delivering sustainable community|
|Disclosures on management approach|
|Materials||Fully||Cyanide and waste management|
|Energy||Fully||Addressing energy security and climate change, Case study: Energy consumption cut in South Africa|
|Water||Fully||Responsible custodianship of water and land|
|Biodiversity||Fully||Responsible custodianship of water and land: Land management and biodiversity and Land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value|
|Emissions, effluents and waste||Fully||Addressing energy security and climate change, Cyanide and waste management|
|Products and services||Fully|| Responsible gold,
IR Our products and markets
|Compliance||Fully||Our sustainability strategy, Cyanide and waste management|
|Transport||Not reported||The management policy on this aspect has not yet been finalised. This is being adressed and will be fully reported on in 2015.|
|Overall||Not reported||The management policy on this aspect has not yet been finalised. This is being adressed and will be fully reported on in 2015.|
|Environmental performance indicators|
|EN1||Materials used by weight or volume||Fully||Cyanide and waste management|
|EN2||Percentage of materials used that are recycled input materials||Partially||This page.
As a gold mining company, AngloGold Ashanti produces gold, either as a bullion (typically 80-95% gold) or refined (99.5+%) bars, as well as silver and uranium as by-products. These are, by definition, original metals. Owing to the nature of mining, companies use manufactured products, such as steel, fossil fuels, chemicals and explosives, and natural resources, such as water, timber and mined rock, as well as electricity, to produce their commodities. There is therefore limited opportunity to substitute recycled or secondary materials on a meaningful scale, except where suppliers have already incorporated recycled materials into the product, for example, recycled steel into piping, liners and steel balls. Consequently, measuring the extent of use of recycled input materials is not applicable to our business.
|EN3||Direct energy consumption by primary energy source||Fully||Addressing energy security and climate change|
|EN4||Indirect energy consumption by primary source||Fully||Addressing energy security and climate change|
|EN8||Total water withdrawal by source||Fully||Responsible custodianship of water and land|
|EN11||Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas||Fully||Responsible custodianship of water and land|
|EN12||Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas||Fully||Responsible custodianship of water and land|
|MM1||Amount of land (owned or leased, and managed for production activities or extractive use) disturbed or rehabilitated||Fully||Responsible custodianship of water and land|
|MM2||The number and percentage of total sites identified as requiring biodiversity management plans according to stated criteria, and the number (percentage) of those sites with plans in place||Partially||Responsible custodianship of water and land
This information is not available yet as our Biodiversity Management Standard has not yet been finalised. We will be able to report on this fully in 2013.
|Aspect: Emissions, effluents and waste|
|EN16||Total direct and indirect greenhouse gas emissions by weight||Fully||Addressing energy security and climate change|
|EN17||Other relevant indirect greenhouse gas emissions by weight||Partially||This page.
Indirect GHG emissions not included in the table on page 102 are estimated to be around 0.4% of the group’s total emissions and are deemed too small to be material.
|EN19||Emissions of ozone-depleting substances by weight||Fully||This page.
A total of 770kg of R11 refrigerant gas was lost from the West Wits operation’s refrigeration plants (2011: 3,864kg). This was the only ozone-depleting emission AngloGold Ashanti recorded during 2012.
|EN20||NOx, SOx, and other significant air emissions by type and weight||Fully||Cyanide and waste management|
|EN21||Total water discharge by quality and destination||Fully||Cyanide and waste management|
|EN22||Total weight of waste by type and disposal method||Fully||Cyanide and waste management|
|MM3||Total amounts of overburden, rock, tailings, and sludges and their associated risks||Fully||Cyanide and waste management|
|EN23||Total number and volume of significant spills||Fully||This page, Cyanide and waste management
There were 16 significant incidents in 2012. AngloGold Ashanti defines significant incidents as reportable incidents.
|Aspect: Products and services|
|EN26||Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation||Fully||Case study: The Siguiri and Bouré electrification project, Case study: Fuel and oil standard implemented – toward cleaner operations, Case study: Micro-dams in Mali bring new possibilities for market gardeners, Cyanide and waste management, Cleo and Sunrise rock!, Below|
|EN27||Percentage of products sold and their packaging materials that are reclaimed by category||Partially||This page.
Our products are not sold with packaging. Our primary product, gold, being a very expensive commodity and a precious metal that is generally not applied in dispersive uses, is infinitely recycled by the market. This indicator is therefore not applicable to our business.
|EN28||Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations||Fully||This page.
The company did not receive any significant fines for non-compliance with environmental laws and regulations during the year. However, there were three operational stoppages following environmental sanction: one at Mine Waste Solutions in South Africa, and two stoppages at Iduapriem in Ghana.
Significant in this case is determined as above a financial threshold of $100,000.
Social performance: labour practices and decent work
|Disclosures on management approach|
|Employment||Fully||Attracting, developing and retaining our people|
|Labour/management relations||Fully||Responding to the strike in South Africa|
|Occupational health and safety||Fully||Ensuring safety and health|
|Training and education||Fully||Case study: In the shadow of the headgear|
|Diversity and equal opportunity||Fully||IR Vision, mission and values, Project One: Business Process Framework|
|Labour practices and decent work indicators|
|LA1||Total workforce by employment type, employment contract, and region||Fully||Attracting, developing and retaining our people|
|LA2||Total number and rate of employee turnover by age group, gender, and region||Partially||Attracting, developing and retaining our people, This page
Turnover by age group is not collated and is therefore not available. This will be fully reported by 2016.
|Aspect: Labour/management relations|
|LA4||Percentage of employees covered by collective bargaining agreements||Fully||Attracting, developing and retaining our people|
|LA5||Minimum notice period(s) regarding
significant operational changes, including whether it is specified in collective bargaining agreements
|Fully||Attracting, developing and retaining our people|
|MM4||Number of strikes and lock-outs exceeding one week’s duration, by country||Fully||Attracting, developing and retaining our people|
|Aspect: Occupational health and safety|
|LA7||Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities by region||Partially||Ensuring safety and health: Health and wellbeing, Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities by region
Information on absenteeism at operations other than in the South Africa Region was not available. This will be fully reported in 2013.
|LA8||Education, training, counselling, prevention, and risk-control programmes in place to assist workforce members, their families, or community members regarding serious diseases||Fully||Ensuring safety and health|
|Aspect: Training and education|
|LA10||Average hours of training per year per employee by employee category||Partially||Case study: Simunye – working as one in South Africa, Case study: In the shadow of the headgear
While expenditure and the number of individuals trained is reported, the average number of hours that each employee received is not yet captured, and is therefore not available. We will be able to report on this indicator, following implementation of an enterprise resource planning system, by 2016.
|Aspect: Diversity and equal opportunity|
|LA13||Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity||Partially||Attracting, developing and retaining our people
A breakdown of employees by age group and minority status was not available at all of our operations. This will be fully reported by 2016. A more critical measure in South Africa specifically, is the percentage of historically disadvantaged South Africans (HDSAs) in management roles, which we have reported.
|LA14||Ratio of basic salary of men to women by employee category||Fully||Attracting, developing and retaining our people|
Social performance: human rights
|Disclosures on management approach|
|Investment and procurement practices||Fully||Managing our supply chain|
|Non-discrimination||Fully||Attracting, developing and retaining our people, Responding to the strike in South Africa|
|Freedom of association and collective bargaining||Fully||Attracting, developing and retaining our people, Responding to the strike in South Africa|
|Forced and compulsory labour||Fully||Responsible Gold and Below|
|Security practices||Fully||Securing our people and assets|
|Indigenous rights||Fully||Responsible Gold and Below|
|Human rights indicators|
|Aspect: Investment and procurement practices|
|HR1||Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening||Fully||This page.
AngloGold Ashanti is aware that the human rights performance by its network of suppliers, business partners and contractors may have a significant impact on the communities in which it operates. Where appropriate, specific human rights clauses are included in significant contracts (including collective bargaining and other labour conventions). In 2012, three significant investment agreements were entered into, and all three (100%) included human rights clauses or that have undergone human rights screening.
|HR2||Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken||Fully||Supplier contracts with AngloGold Ashanti bind suppliers to adhere to the company’s established procurement policies and practices in each region. When suppliers engage with the company, they are required to complete a supplier questionnaire in which they undertake to adhere to all AngloGold Ashanti’s standards including Human Rights, Social Responsibility as well as our Code of Business Principles and Ethics. There has not been specific screening focused on human rights.|
|HR4||Total number of incidents of discrimination and actions taken||Fully||This page.
One. An incident of racial discrimination was alleged in the South Africa Region. This was referred to the Commission for Conciliation, Mediation and Arbitration, and subsequently settled.
|Aspect: Freedom of association and collective bargaining|
|HR5||Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights||Fully||This page.
No operations have been identified where the right to exercise freedom of association and collective bargaining may be at risk. The group is committed to upholding the basic labour rights as expressed in the International Labour Organisation (ILO) instruments.
|Aspect: Child labour|
|HR6||Operations identified as having significant risk for incidents of child labour, and measures taken to contribute to the elimination of child labour||Fully||Responsible Gold and this page.
AngloGold Ashanti is committed to upholding the basic labour rights enshrined in the Fundamental Rights Conventions of the ILO and in the legislation, regulations and practices of the countries where we operate. The company does not employ child labour, nor do we employ workers younger than 18 years of age in roles where they would be exposed to hazardous work, even if local legislation permits this. We note that children are involved in ASM activity on or around concessions where we operate. These activities are not regulated by the company.
|Aspect: Forced and compulsory labour|
|HR7||Operations identified as having significant risk for incidents of forced or compulsory labour, and measures taken to contribute to the elimination of forced or compulsory labour||Fully||Responsible Gold and this page.
AngloGold Ashanti is committed to upholding the basic labour rights enshrined in the Fundamental Rights Conventions of the ILO and in the legislation, regulations and practices of the countries where we operate. No operations identified concerns relating to forced or compulsory labour.
|Aspect: Indigenous rights|
|MM5||Total number of operations taking place in or adjacent to Indigenous Peoples’ territories, and number and percentage of operations or sites where there are formal agreements with Indigenous Peoples’ communities||Fully||Responsible Gold and this page.
AngloGold Ashanti is mindful of the specific considerations that need to be taken into account regarding Indigenous Peoples and has developed a Standard in relation to Indigenous Peoples, based on IFC performance standard 7. No AngloGold Ashanti operations are located in or adjacent to Indigenous Peoples’ territories. Two of our exploration sites, Mongbwalu, in the DRC, and the La Sierra project, in Colombia, are located close (within 2km) to Indigenous Peoples’ territories. No formal agreements are in place as our projects do not have any impact on their livelihoods or territories.
Social performance: society
|Disclosures on management approach|
|Community||Fully||Delivering sustainable community benefits|
|Artisanal and small-scale mining||Fully||Addressing artisanal and small-scale mining|
|Closure planning||Fully||IR Planning for closure|
|Grievance mechanisms and procedures||Fully||Respecting human rights|
|Emergency preparedness||Fully||This page.
Risk-based emergency response plans have been developed at each of the AngloGold Ashanti operations. Plans are documented and freely available to all relevant and interested parties and where appropriate they include interaction with local emergency authorities. Regular emergency response drills are conducted and results are analysed to ensure continual improvement.
|Corruption||Fully||IR Abridged governance report|
|Public policy||Fully||Memberships in associations and external initiatives,
IR Abridged governance report
|Anti-competitive behaviour||Not reported||The management policy on this aspect has not yet been finalised. This is being adressed and will be fully reported on in 2015.|
|Compliance||Fully||Our approach to risk management and identifying material issues,
IR Abridged governance report
|Aspect: Local communities|
|SO1||Nature, scope, and effectiveness of any programmes and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting||Fully||
Delivering sustainable community benefits, Adding value and this page.
All sites have a range of interventions designed to eliminate or mitigate any risks to and impacts on communities, as well as 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 times and in a straightforward manner.
|MM6||Number and description of significant disputes relating to land use, customary rights of local communities and Indigenous Peoples||Fully||This page.
One. Community members prevented access to a haul road at Iduapriem as they demanded that the mine pay compensation for structures erected along the haul road. A committee comprising a representative of the divisional chief (who is the custodian of the land in the area), the municipal assembly and the lands commission was set up to mediate the matter. Following a number of meetings/visits a number of claims were agreed. Discussions relating to compensation are continuing. The haul road has now been completed. While the incident did not have any impact on production, nor was there any damage to property or injuries, the matter was raised on a local radio station and is thus considered a threat to the company’s reputation.
|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||This page.
AngloGold Ashanti made progress with the roll-out of the Community Management Standard on Complaints and Grievances. In addition, a guideline document was developed in consultation with the regions and sites. All business units must have operational complaints and grievances mechanisms in place by the end of 2013, and a number of sites have made significant progress in developing procedures to ensure that this is the case. Three sites that stand out with regard to using to operational complaints and grievance mechanisms to resolve dispute, are AGA Brazil, Serra Grande, also in Brazil, and Iduapriem in Ghana. AGA Brazil and Serra Grande have a mechanism that has been in operation for some 10 years and has been modified to adapt to changing local culture and context. The majority of complaints and grievances from the community are resolved using this mechanism. Iduapriem has had a grievance procedure in place for over two years which is used to record and address grievances. Most of the grievances relate to compensation for resettlement. In total, 26 complaints were resolved through this mechanism in 2012. Mongbwalu rolled out its grievance mechanism in June 2012, and there has been encouraging uptake from the community.
|Aspect: Artisanal and small-scale mining|
|MM8||Number (and percentage) of company operating sites where artisanal and small-scale mining (ASM) takes place on, or adjacent to, the site; the associated risks and the actions taken to manage and mitigate these risks||Fully||Addressing artisanal and small-scale mining and this page.
Seven (35%) of our 20 operating sites are associated with ASM. It is AngloGold Ashanti’s view that the challenges of ASM can best be addressed by adopting a multi-stakeholder approach, with governments taking a lead role in addressing the issue along with artisanal miners, large-scale miners, NGOs and development agencies.
|MM9||Sites where resettlements took place, the number of households resettled in each, and how their livelihoods were affected in the process||Fully||This page.
Access to land and the displacement and resettlement of people are complex, emotive issues with long term implications for the relationship between a mine and local communities. They can pose significant risks to both the company and affected people (project-affected persons) if not well managed. AngloGold Ashanti has a Land Access and Resettlement Standard, based on the IFC Performance Standard 5 on Land Acquisition and Involuntary Resettlement.
We report on matters relating to both economic resettlements (in which streams of income/livelihoods are lost) and physical resettlements (when a community or community members are required to move to another location).
During the year, resettlements took place at La Colosa and Gramalote in Colombia. La Colosa is in the process of resettling families from an area in the concession known as Diamante; 30 of 35 families have been resettled to date. La Colosa began negotiations with families in 2009, via a local co-operative that represented the families. La Colosa commissioned a socio-economic baseline of the families which was updated and validated in 2010. The resettlement process commenced before the AngloGold Ashanti Standard on Land Access and Resettlement had taken effect. At Gramalote, 153 households (530 individuals) were economically resettled, while 10 households were physically resettled (27 individuals). Consultation was undertaken through elected representatives.
|Aspect: Closure planning|
|MM10||Number and percentage of operations with closure plans||Fully||
This page, Responsible custodianship of water and land and IR Planning for closure
AngloGold Ashanti’s Closure and Rehabilitation Management Standard has been implemented at all sites (100%) managed by the company.
|SO2||Percentage and total number of business units analysed for risks related to corruption||Fully||This page and IR Abridged governance report.
As part of the enterprise risk management roll-out within the group, the risk of corruption is one risk factor for management to consider and where applicable it features in the AuRisk assessment at a business unit level and in combined assurance reviews. In 2012, 100% of business units managed as of 31 December 2011 have been subject to the risk assessments and combined assurance processes. Mine Waste Solutions, acquired during the year, started the engagement with both processes in early 2013. A more detailed analysis of corruption risk, building on the anti-corruption training plan is being designed in 2013.
|SO3||Percentage of employees trained in
organisation’s anti-corruption policies and procedures
|Fully||This page and IR Abridged governance report.
Our Code of Business Principles and Ethics and related policies have been provided to all employees (100%), and all employees have been advised that the company will take active steps against fraud and corruption in all its forms, including bribery and extortion. Face to face training (specifically for employees who do not have access to computers) and online training has been and is being provided. An online code of ethics training module, launched in September 2012, contains two anti-bribery modules. By the end of 2012, around 4,000 employees had completed this additional training. A bribery and corruption prevention on-line module was also launched to a group of employees most at risk and is being rolled out further in 2013.
|SO4||Actions taken in response to incidents of corruption||Fully||This page and IR Abridged governance report.
During 2012, four reports received through the independently operated whistle-blowing hotline were classified as bribery and corruption. Three of the allegations were unfounded and one resulted in the dismissal of an employee. Of the three reports pending investigation at the end of 2011, two resulted in the termination of supplier contracts and one allegation could not be proved.
|Aspect: Public policy|
|SO5||Public policy positions and participation in public policy development and lobbying||Fully||Memberships in associations and external initiatives
AngloGold Ashanti engages directly with several international external initiatives on public policy issues. As part of this engagement strategy, we are committed to membership of, or support for, several external initiatives, which deal with key issues of concern to the company and its stakeholders.
|SO6||Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country||Fully||Adding value|
|Aspect: Anti-competitive behaviour|
|SO7||Total number of legal actions for anti-competitive behaviour, anti-trust, and monopoly practices and their outcomes||Not reported||This page.
There were no incidences of anticompetitive behaviour, anti-trust, and monopoly practices in 2012
|SO8||Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations||Fully||This page.
A significant legal issue is defined as one that could result in a potential liability to the company and an issue with a potentially negative consequence for the company’s reputation, as assessed by the executive committee. No administrative fines were issued in 2012. A total of 42 instructions were received in terms of the Mine Health and Safety Act in South Africa to temporarily suspend operations, which resulted in the loss of 81 full shifts and 231 partial shifts.
Social performance: product responsibility
|Materials stewardship||Fully||Cyanide and waste management and below|
|Customer health and safety||Fully||Responsible gold and below|
|Product and service labelling||Fully||Below|
|Customer privacy||Not reported|
|Product responsibility indicators|
|Aspect: Materials stewardship|
|MM11||Programmes and progress relating to materials stewardship||Fully||Cyanide and waste management and this page.
Gold mining and processing uses a wide range of materials, from inputs procured through our supply chain to downstream outputs in the form of primary product (gold) and by-products. A Chemicals Management Standard sets the requirements for assessing chemicals safety and the necessary management controls to ensure that chemicals are handled and disposed of responsibly. Two high-volume by-products of AngloGold Ashanti’s gold production process, both of which result from the characteristics of local geology, are uranium, produced by our South African operations, and sulphuric acid, produced by our Brazilian operations. To ensure radiation protection of persons, property and the environment, the National Nuclear Regulator regulates facilities. Transport and shipping service providers are carefully selected to ensure suitability and are subject to annual inspections to verify compliance with regulatory requirements. To ensure effective monitoring of the process of generating and disposing of sulphuric acid, AngloGold Ashanti monitors emissions to air and water quality in accordance with plant operating permits.
|Aspect: Customer health and safety|
|PR1||Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures||Partially||Responsible gold and this page.
Our primary product is gold. Gold is a benign product which has no significant health or safety impacts, and in this regard this indicator is not applicable to our business. Some of the by-products generated during the process of gold mining and extraction have the potential to negatively affect the safety and health of employees and communities, and their environment. Please see response to MM11.
|Aspect: Product and service labelling|
|PR3||Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements||Partially||This page
As we sell gold in unwrought form, packaging requirements are minimal and this disclosure is therefore not applicable to our business.
|Aspect: Marketing communications|
|PR6||Programmes for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship||Partially||This page.
AngloGold Ashanti does not conduct extensive marketing communications programmes and does not therefore generate any significant impact in this area. This indicator is therefore not applicable to our business.
|Aspect: Customer privacy|
|PR8||Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data||Not reported||This page.
There were no substantiated complaints regarding breaches of customer privacy and losses of customer data in 2012.
|PR9||Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services||Fully||This page.
No fines were reported for the period under review.