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Annual report suite 2012

Ensuring safety and health

Michael Parker

PODCAST

Michael Parker
AngloGold Ashanti
Senior Vice President: Safety and Environment; Business and Technical Development Department

Safety at our operations and the effectiveness of our safety focus.

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The safety and health of our employees is one of our most important business considerations and we are committed to creating the safest possible working environment for employees, and one in which our employees’ well-being is safeguarded. We are also committed to addressing existing and legacy health issues – such as noise-induced hearing loss (NIHL), silicosis, HIV/AIDS, pulmonary tuberculosis (TB) and malaria.

“Is safety really our first value? Absolutely. From the executive level to the front line, this value is embraced. We have stopped mining in certain areas in South Africa because we believe the risk is just too high. We have shut down portions of our operations when they are not fully compliant. We have shut down contractors for not operating in accordance with our values and standards. Obviously we can and will do more but, yes, the business is living up to this value.”

{Michael Parker, Senior Vice President: Safety and Environment, Business and Technical Development Department}

CASE STUDY

Saving lives by removing people from risk

The workforce and operating systems are not interchangeable in the South Africa Region where AngloGold Ashanti is managing the global move towards mechanised mining with a sensitive yet progressive safety plan

See case study: South Africa – Saving lives by removing people from risk

CASE STUDY

Partnership and participation at CC&V

Employees at Sunrise Dam, Australia have been involved in developing the “kiosk” concept which enables easy access to the mine’s sustainability management system (SMS) for safety in the workplace.

See case study: Australasia – Employees simplify sustainability management system

Safety

What we said we would do

Our long-term goal is to operate a business that is free of occupational injury and illness. Within five years from 2010, we aim to achieve our objective of reducing our all injury frequency rate (AIFR) to less than nine per million hours worked. AIFR is the total number of injuries per million hours worked, including fatalities, and was selected as a key performance measure because it aligns with our long-term goal of no harm.

In mid-2008 we initiated a safety transformation programme which focused on three areas: engaging people; building the right systems; and managing risk effectively. This programme has evolved into our Safety Framework, which consists of 22 programmatic elements which we believe are critical in establishing a resilient safety management system and an enduring safety culture. Our framework complements and builds upon the internationally recognised OHSAS18001-certified safety management systems established and maintained at each of our operations.

To us, safety transformation is about valuing people and ensuring that we place priority on people’s safety, physical security, health and well-being.

Our performance in 2012

We have made significant progress in improving safety and health performance since 2008, and have sustained a 50% reduction in occupational fatalities for the fifth consecutive year.

We recognise factors leading to fatal incidents differ from those which result in less severe incidents and have started a process to thoroughly analyse all major hazards with fatal consequence potential using bow-tie risk models. The models visually portray threat and consequence pathways to and from a major event in the characteristic shape of a bow-tie. Along each pathway intervening preventative and mitigating controls are depicted. Vulnerabilities, both in layers of control and control robustness, are quickly identified and addressed. The models take the assessment process one step further and crucially link critical controls to management systems through the assignment of tasks, procedures, processes, and accountabilities in a critical control register.

In concert with the development of bow-tie risk models, a suite of Major Hazard Control Standards has been developed which concisely defines mandatory controls aimed at eliminating or minimising the risk of fatalities, injuries or incidents arising from the uncontrolled release of the associated hazard. Control standards encompassing 20 risk areas – such as ground control, working at height, and fire prevention – have been developed and are intended for global implementation early in 2013.

In an effort to enhance organisational learning and establish a broader basket of leading and lagging safety performance indicators, we expanded the scope of our global reporting platform to include high potential incidents (HPIs). HPIs are incidents with major loss potential, but with minimal to no actual consequence having materialised. We view these incidents as learning opportunities to improve our safety management systems and recorded over 100 incidents during 2012. They also serve as a leading indicator for significant incidents.

Further enhancements to our global reporting system improved performance monitoring through transparent, real-time performance reporting, diagnostics, and analytics. This allowed us to be more responsive and to deploy critical resources strategically where needed. Incident reporting is instantaneous and key performance indicators are reported automatically on a more frequent weekly basis, allowing us to monitor performance more closely.

A crucial step in preventing incidents and associated injuries is to understand their immediate, fundamental, and contributing causes. To this end, we have developed and fully implemented an incident investigation process based upon Professor James Reason’s Organizational Accident Model, which is widely recognised as best practice. Over 500 individuals from various disciplines in each business unit have participated in a three or five day custom-developed training course. This equips them with the tools and interpersonal skills to facilitate comprehensive incident investigations aimed at rooting out not only immediate causes, but underlining individual, workplace, and organisational factors which may have contributed to the incident. Through the identification of these factors, preventative and corrective actions are taken to ensure incidents do not recur.

Organisational capability building during 2012 was not only limited to structured methods of incident investigation, but included the development, piloting and launch of a multi-tiered Hazard and Risk Management (H&RM) and Safety Leadership training programmes. The tiered H&RM training programme caters to the various organisational levels and covers personal risk assessments for front-line workers to enterprise risk assessments at the executive level. The Safety Leadership Programme introduces tools and techniques to assist leaders in engaging employees in safety conversations, interactions, and interventions. The Safety Leadership Programme was successfully piloted within our greenfield exploration and Australia business units. Understanding that a number of factors influence the safety performance of an organisation, each of these business units was able to realise substantial (60%+) safety improvements in 2012, as measured by AIFR continued reductions over the past five years.

Each organisational capability building programme will be accelerated in 2013.

While it is too soon to see if we are indeed achieving the step-change we are seeking, our AIFR shows continuous improvement. In 2012, this figure was reduced 21% to a record low of 7.72 injuries per million hours worked, compared with 9.76 the previous year. Our lost time injury frequency rate (LTIFR) improved by 16% to a record low of 5.28 RA injuries per million hours worked and our injury severity (IS) rate improved by 24% from 351 in 2011 to 267 days lost in 2012. Injury severity is a measure of lost productivity due to occupational injuries and equals the number of lost days per million hours worked. The reduced rate suggests that not only have the number of lost-time injuries been reduced, but that the magnitude of injuries has reduced as well. Our fatal injury frequency rate (FIFR) has remained essentially unchanged year-on-year while the 50% step-change reduction attained in the 2007/2008 time period was sustained for the fifth consecutive year. A strong focus on the control of major hazards, the institution of preventative and corrective actions from organisational learnings, and by instilling safety leadership attributes and qualities in all levels of management, we believe are instrumental in eliminating the occurrence of fatal incidents at our operations.

Key performance indicators

Occupational fatalities – group FIFR – group
Injury severity rate – group
 

Health and well-being

What we said we would do

In the area of health, we continue to manage several key areas of concern, including:

  • occupational illnesses, particularly occupational lung disease (OLD), primarily silicosis and occupational TB at our South African operations, and noise-induced hearing loss (NIHL);
  • HIV/AIDS, particularly in the South Africa Region; and
  • malaria, especially in certain areas of our Continental Africa Region.

We have committed to the following objectives:

  • progress towards the industry milestone of no new cases of silicosis among previously unexposed (2008 onwards) employees at our South African operations after December 2013;
  • maintaining occupational TB incidence at below 2.25% among South African employees, reducing it to below 1.5% by 2029 and successfully curing 85% of new cases;
  • meeting the industry milestone of no deterioration in hearing greater than 10%, from a 2008 baseline, among occupationally-exposed individuals at our South African operations; and
  • rolling out integrated malaria programmes, based on the highly successful model implemented at Obuasi in Ghana, at our operations in Mali, Tanzania and Guinea.

Operations in the Americas and Australasia regions and our exploration projects are largely excluded from this discussion, as occupational health incidence is low and therefore not deemed to be sufficiently material to report.

Our performance in 2012

Key performance indicators

Number of people on ART – South Africa Incidence of malaria – Ghana, Mali, Guinea, Tanzania

Occupational health

Our occupational health programmes are geared to address current risks and legacy issues. Occupational illnesses – such as silicosis and NIHL – tend to have a long latency period and may often only be detected after individuals have left the company’s employ.

Reducing occupational exposure to dust at our South African operations requires a combination of engineering and administrative controls. Our rigorous dust sampling programmes show consistently reduced dust exposure since 2006. Only 0.94% of samples of respirable crystalline silica exceeded the Occupational Exposure Limit (OEL) of 0.1mg/m³ (2011: 0.74%), which is well below the industry target of 5%.

Two major initiatives designed to reduce dust exposure were the introduction of centralised blasting at our Vaal River operations and the introduction of sidewall treatment for dust (an extension of existing footwall treatment measures) in both South Africa regions. Centralised blasting has been practised in the West Wits region for a number of years and both regions continue to show progress.

In 2012, a total of 168 cases of silicosis were identified as submitted to the Medical Board for Occupational Diseases of South Africa (MBOD) (2011: 263 cases). The latency period of the disease is typically 10 to 15 years, which means that it is too early to assess the success of the industry initiative of eliminating new cases of silicosis among employees unexposed to dust prior to 2008.

Occupational lung diseases litigation

Occupational health litigation instituted in October 2006 by Mr Mankayi in the High Court of South Africa and reported on previously has not progressed during the year. Mr Mankayi passed away subsequent to the hearing in the Supreme Court of Appeal in which his appeal was dismissed. Following the Constitutional Court judgment in March 2011, Mr Mankayi’s executor may proceed with his case in the High Court.

Two class certification applications were served on AngloGold Ashanti in 2012 and early 2013 respectively. In the event any class is certified, such class would be permitted to institute a class action against AngloGold Ashanti. As of 31 December 2012, 31 individual claims had been received and AngloGold Ashanti has filed a notice of intention to oppose the claims. It is possible that additional class actions and/or individual claims relating to silicosis and/or other occupational lung disease (OLD) will be filed against AngloGold Ashanti in the future. AngloGold Ashanti will defend these and any other future claims, if and when filed, on their merits.

FS For further information, see note 30 to the Group financial statements.

Occupational tuberculosis is a compensable disease in the South African mining industry and is linked both to silica dust exposure and to the HIV/AIDS epidemic. In 2012, 446 RA new cases of TB were identified and submitted for compensation (2011: 541 cases). The incidence of occupational TB among employees in South Africa in 2012 was 1.4% (2011: 1.8%) which is below our 2015 target of 2.25%. Our cure rate for occupational TB was 94%, against a World Heatlh Organization target of 85%.

Intensive and sustained dust control measures, HIV testing and counselling programmes accompanied by antiretroviral therapy (ART), monitoring and early treatment of TB, and successful housing and accommodation strategies have contributed to this improvement.

The incidence of NIHL is a matter of concern at our operations in South Africa and at Obuasi in Ghana. In South Africa, 57 RA new cases of NIHL were identified (2011: 69 cases), with 15 cases having acquired more than 10% loss when compared to their 2008 audiograms. This clearly does not meet the industry milestone.

NIHL remains a critical issue at Obuasi in Ghana because the administrative and surveillance programmes are still relatively new and are dealing with a backlog of cases requiring identification, treatment and compensation. In 2012, 141 RA new cases were diagnosed, compared to 116 in 2011 and 226 in 2010.

Initiatives to silence or substitute equipment and ensure administrative controls (including awareness and education programmes) aimed at improving the issuing and suitability of hearing protection devices have been put in place. A high-level task team has been set up and specialist staff employed.

Health and well-being

“We are seeing encouraging successes in the HIV programme in South Africa. The number of new cases of HIV has come down by about 33% over the past five years. Some of the late lagging indicators – hospital admission rates, AIDS-defining illness rates, death rates, TB rates – have declined by 50% to 60% over the same period. Our AIDS-defining illness rates reduction is as much as 80%. We recognise that we have a long way to go: Still too many people are contracting HIV, and still too many people are dying from AIDS-related illnesses.”

{James Steele, Manager: Health, South Africa Region}

CASE STUDY

AngloGold Ashanti and Africa aid vulnerable groups at Sadiola

The AngloGold Ashanti policy to leave communities better off on departure, and our objective to catalyze development in the region, were behind the decision to implement the AngloGold Ashanti Seed Assistance Project (ASAP) in the region.

See case study: Continental Africa – AngloGold Ashanti and Africare aid vulnerable groups at Sadiola

“Implementing the Obuasi model in 40 other districts in Ghana, as part of our grant from the Global Fund to fight malaria, is a huge undertaking. The mainstay of our programmes in Ghana is indoor residual spraying. The case-management leg of the project will still be managed by the Ghana Ministry of Health. It is envisaged that 3,800 jobs will be created over the five-year duration of the project, with most of the recruitment taking place within the targeted communities.”

{Brian Mathibe, Vice President: Health, Continental Africa Region}

“Our focus should not be on replacing public-sector accountability but rather to complement it within our means. In our direct response and mitigation activities to significant community health threats, our main approach is to transfer knowledge based on our internal capabilities; to strengthen external health systems and processes.”

{Brian Chicksen, Vice President: Safety and Health, Sustainability}

CASE STUDY

Health students bring healing and more to KwaZulu-Natal communities

AngloGold Ashanti’s support programme for medical students has been designed with a multi-pronged approach and, particularly, with our host communities in mind.

See case study: South Africa – Health students bring healing and more to KwaZulu-Natal communities

The areas in which we operate may have high levels of non-work related illnesses, which may be either communicable or non-communicable. For instance, in Ghana malaria is not directly associated with the work that we do, but it is a widespread disease that has a significant impact on our business and on our ability to respond as a business. The same concerns apply to HIV/AIDS in South Africa. Across all of our operations we have also seen increasing levels of non-communicable diseases such as hypertension and diabetes which have had an impact on the business.

Measuring absenteeism and its causes is complex and multi-factoral, and is not simply a reflection of health programmes. Nonetheless this is considered a partial indicator of well-being, and – in the South Africa Region – has remained constant year-on-year, at around 6%.

Given the importance of health within the communities in which we operate and, very often, the lack of access to healthcare, we also look to find ways in which the internal capabilities we have developed can be used to contribute to improve community health in sustainable ways. This means establishing and working within partnerships, very often with the national and local health authorities, to strengthen local health systems.

HIV/AIDS continues to be a significant public health threat in South Africa, although our programmes that integrate the management of HIV/AIDS and TB continue to show positive results.

Our programmes entail:

  • awareness, education and training programmes not only about the disease and its impacts, but also the options available to employees and their dependants;
  • voluntary counselling and testing (VCT) initiatives;
  • wellness programmes, which are made available to affected employees; and
  • the provision of antiretroviral therapy (ART) to employees for whom this treatment is clinically indicated.

HIV prevalence among employees can only be estimated as disclosure is not compulsory. Our most conservative estimate (or worst case scenario) is that prevalence is about 30% amongst our South African workforce.

One of the key issues we deal with is the sustainability of our testing initiatives. We have always tried to get as many people through VCT as possible through a variety of programmatic interventions, including mass campaigns and incentives. After 10 years of these campaigns, we are seeing a decline in the number of people going to VCT. Our challenge is to devise new and engaging ways to encourage as many people to test as possible.

In 2012, there were 4,483 employees participating in our wellness programme (about 20% of the South African workforce) and around 3,000 people on ART (around 12% of our South African workforce).

Our ART programmes continue and, despite the incidence of AIDS-defining illnesses increasing slightly to 0.75 cases per 1,000 employees during the year (2011: 0.66 cases per 1,000), they still receive much support. While we have had significant successes in our disease management programmes, we recognise that we have been less successful in preventing new cases of HIV infection.

The incidence of malaria in our Continental Africa Region remains an area of concern, although we have seen a reduction in 2012. The primary contribution to this success is the Obuasi Malaria Control Programme, which is our flagship initiative, as well as the programme at Iduapriem, both in Ghana.

Rolling out the Obuasi programme to other sites in our Continental Africa Region began in 2011, although the success of these interventions has been less marked.

At Iduapriem, there was an 80% decrease in the malaria LTIFR from 113 in 2011 to 22.5 RA in 2012(1). Going forward, the indoor residual spraying aspect of the programme will fall under the ambit of the Global Fund Project. This will ensure continuity and sustainability of the programme’s success.

  1. (1) Previous years’ data contained confirmed and non-confirmed cases.

The malaria control programme at Geita continues to show improvement. The overall trend from 2010 has been downward – a reduction by 40% from 2010. In 2012, the malaria LTIFR came down to 15.7 RA from 26.07 in 2010.

In Siguiri, there was an increase of 54% in the malaria LTIFR in 2012. The malaria LTIFR was 107.16 RA in 2012 as compared to 87.74 in 2011. A recent review by the regional team revealed the following:

  • lack of adequate resources (spray operators) has resulted in the control programme only able to spray the targeted villages once a year for the past three years;
  • limited period of protection and no continuity, resulting in a resurgence of mosquito vectors;
  • sub-optimal quality control of bioassays and other surveillance mechanisms;
  • lack of reliable baseline from the community health facilities; and
  • Siguiri town not included in the original programme although this is where two thirds of the mine workers reside.

A plan has been put in place to address these challenges and site management has agreed to the following immediate steps:

  • Continental Africa Region to support the development of a new malaria control programme based on the previous successes, but incorporating all interventions and including Siguiri town;
  • relocate the responsibility to the health section and accountability to the Health Services Manager;
  • conduct baseline surveys;
  • implement a robust monitoring and evaluation system; and
  • increase interaction with the government’s National Malaria Control Programme (NMCP) and the Siguiri community health facilities.

Seasonal indoor residual spraying was delayed at Sadiola and Yatela due to Malian government officials’ unfamiliarity with the recommended insecticide. Sustained engagement with the relevant departments has not resulted in the successful procurement of a less potent insecticide. The result has been an increase in the number of cases of malaria seen in the last two quarters of 2012; a year-on-year increase of 63% (malaria LTIFR of 118.8 in 2012, up from 44 in 2011). Plans have been put in place to ensure that the next round of indoor residual spraying experiences less challenges. A malaria control programme was initiated at Mongbwalu in the DRC in the second quarter of 2012 with the assistance of the regional team. The first phase of the programme, including the spraying of the main camp and fly camps, was completed during the third quarter. The second phase, expected to cover the surrounding villages, is due to commence in the first half of 2013.

An often overlooked area of our involvement is the provision of healthcare services to our employees and their dependants. In South Africa alone, we employ 900 people in the provision of healthcare, most of them highly-qualified medical professionals. In 2012, our South African healthcare network included nine primary healthcare clinics, two large occupational healthcare centres and two regional hospitals, servicing some 32,000 employees and a number of contractors. These healthcare facilities experienced some 45,500 medical surveillance visits, 380,000 clinic appointments and 5,000 hospital admissions in 2012. In addition, 4,483 employees attended wellness programmes and, assuming single annual testing, some 60% of our workforce was tested for HIV. Monthly prescriptions were dispensed to some 3,023 people on ART, 396 people with TB, 2,434 people with hypertension and 464 people with diabetes.

We recently embarked on an upgrade of medical facilities at Geita in Tanzania, Iduapriem in Ghana, Siguiri in Guinea and Navachab, Namibia. In the last quarter of 2012, an upgrade of facilities at Mongbwalu in the DRC was approved. These upgrades will enable us to deliver improved healthcare to our employees across the region.

Global Fund work rolls out

In 2009, AngloGold Ashanti was nominated as the principal recipient of a $138m grant from the Global Fund to fight AIDS, TB and malaria. The project will cover 40 districts in Ghana and will be based on the integrated malaria-control model implemented at Obuasi. Work on the project began in July 2011, following successful resolution with the Ghanaian authorities of taxation issues relating to the grant.

The first round of indoor residual spraying started in January and continued to June 2012, covering 444,218 structures in seven implementing districts (around 99% of our target) compared with the 85% coverage target set by the Global Fund for the period. The second round started in August with the addition of five more districts. The objective is to cover 40 districts in Ghana and reduce the burden of disease while creating 3,800 jobs by year four.

Additionally, governance mechanisms have been improved in the year under review. An inaugural meeting of the AngloGold Ashanti Malaria Control Ltd* Board was held in Accra on Friday 14 December 2012. New, independent members are Ms Sheila Khama (one of our Sustainability Panel Members), Dr George Amofah (former Deputy Director General of the Ghana Health Service) and Dr Constance Bart-Plange (Ministry of Health).

  1. *A special purpose vehicle formed to implement the grant.

Millennium Development Goals alignment

Our Continental Africa Region will be collaborating with the Earth Institute, Columbia University, including the two Millennium Development Goals (MDGs) Centres in East and West Africa, and with Millennium Promise in New York. Together, the teams aim to adapt the Millennium Villages Project’s rural development approach to a mining environment with the intent of formulating integrated, community-led development programmes to achieve the MDGs. In doing so, we hope to better manage our community investments and engagement activities in a measurable, sustainable way, as well as to improve relationships between the company and the community. What we hope to see is that the investments we are making in communities have a greater impact and that communities are ultimately strengthened as a result of hosting the company.

Rates of injury and occupational diseases, lost days and total number of work-related fatalities by region (LA7)

All fatal incidents are investigated according to AngloGold Ashanti’s group procedures for incident management which include incident notification and reporting, incident investigation and closeout and review. This process has been designed to identify contributing factors at an individual, workplace and organisational level. Remedial actions to address issues identified are aimed at all three levels, with a focus on organisational issues and actions. Specific action plans are drawn up following each incident investigation and followed up and managed at operational and regional level.

Fatal injury frequency rate per million hours worked RA 2012 2011 2010 2009 2008
South Africa 0.13 0.11 0.12 0.13 0.12
Great Noligwa (including mining services) 0.15 0.15 0.00 0.09 0.07
Kopanang 0.00 0.30 0.15 0.07 0.14
Moab Khotsong 0.14 0.06 0.13 0.29 0.08
Mponeng (including mining services) 0.19 0.14 0.14 0.20 0.14
Savuka 0.92 0.00 0.00 0.40 0.33
Tau Lekoa 0.00 0.00 0.48 0.25 0.00
TauTona 0.32 0.00 0.19 0.10 0.35
Continental Africa 0.07 0.05 0.09 0.06 0.04
Ghana 0.08 0.09 0.00 0.03 0.08
Iduapriem 0.13 0.00 0.00 0.00 0.00
Obuasi 0.07 0.12 0.00 0.04 0.10
Guinea 0.00 0.00 0.14 0.16 0.00
Siguiri 0.00 0.00 0.14 0.16 0.00
Mali 0.00 0.00 0.12 0.00 0.00
Sadiola 0.00 0.00 0.18 0.00 0.00
Morilla(3) 0.00 NR NR NR 0.32
Yatela 0.00 0.00 0.00 0.00 0.00
Namibia 0.00 0.00 0.00 0.67 0.00
Navachab 0.00 0.00 0.00 0.67 0.00
Tanzania 0.12 0.00 0.24 0.00 0.00
Geita 0.12 0.00 0.24 0.00 0.00
Australasia 0.00 0.00 0.00 0.00 0.00
Australia 0.00 0.00 0.00 0.00 0.00
Sunrise Dam 0.00 0.00 0.00 0.00 0.00
Americas 0.05
Argentina 0.29 0.00 0.00 0.00 0.00
Cerro Vanguardia 0.29 0.00 0.00 0.00 0.00
Brazil 0.00
AGA Mineração 0.00 0.09 0.00 0.00 0.00
Serra Grande 0.00 0.00 0.00 0.00 0.43
USA 0.00 0.00 0.00 0.00 0.00
CC&V 0.00 0.00 0.00 0.00 0.00
Group 0.10 0.09 0.10 0.10 0.09
Lost time Injury frequency rate per million hours worked RA 2012 2011 2010 2009 2008
South Africa(1) 10.00 11.29 11.66 10.40 11.24
Great Noligwa (including mining services) 14.84 16.45 14.33 10.90 14.66
Kopanang 13.58 14.73 12.48 11.46 12.86
Moab Khotsong 12.59 15.52 13.81 14.16 11.44
Mponeng (including mining services) 12.56 12.99 14.02 11.44 11.44
Savuka 19.84 7.83 6.33 7.62 15.20
Tau Lekoa 19.11 15.68 16.57
TauTona 9.16 11.12 15.73 13.04 13.46
Continental Africa(2) 0.87 0.85 1.39 1.55 1.37
Ghana 1.17 1.18 1.62 2.59 1.97
Iduapriem 0.13 0.60 1.56 1.32 1.63
Obuasi 1.48 1.35 1.56 1.32 1.83
Guinea 0.48 0.00 0.85 0.47 0.42
Siguiri 0.48 0.00 0.85 0.47 0.42
Mali 0.33 0.60 0.37 0.14 1.07
Sadiola 0.47 0.70 0.18 0.21 0.87
Morila(3) 0.00 NR NR NR 0.32
Yatela 0.00 0.38 0.75 1.15
Namibia 1.83 1.50 0.58 2.02 0.00
Navachab 1.83  1.50 0.58 2.02 0.00
Tanzania 0.46 0.33 0.96 0.10 0.86
Geita 0.46 0.33 0.96 0.10 0.86
Australasia 2.11 2.73 1.15 1.75
Australia 0.99 1.57 2.84 1.19 1.83
Sunrise Dam 0.99 1.57 2.84 1.19 1.83
Americas 1.92 4.17 1.89 1.90 3.01
Argentina 0.57 1.59 1.70 2.46 3.98
Cerro Vanguardia 0.57 1.59 1.70 2.46 3.98
Brazil 1.21 1.93 0.97 1.44 2.70
AGA Mineração 1.40 2.45 1.18 1.64 3.98
Serra Grande 0.64 0.00 0.38 1.08 1.29
USA 5.67 12.05 4.60 4.39 4.83
CC&V 5.67 12.05 4.60 4.39 4.83
Group 5.28 6.32 6.89 6.57 7.32
  1. (1)Includes Vaal River and West Wits Metallurgy
  2. (2)Includes DRC
  3. (3)NR = not reported as we are not the managing operator
Cases of occupational lung disease   2012 2011 2010 2009 2008
South Africa 170 169 387 659 724
Great Noligwa 59 50 135 220 307
Kopanang 59 61 109 231 188
Mine Waste Solutions 0
Moab Khotsong 28 27 47 71 33
Mponeng 6 13 12 27 32
Savuka 2 7 6 9 36
Services and 3rd parties 5 4 13
TauTona 9 4 19 32 44
Tau Lekoa 40 66 84
Vaal River Metallurgical Plant 2 3 6 3
West Wits Metallurgical Plant 0
Cases of occupational noise induced hearing loss (NIHL ) RA 2012 2011 2010 2009 2008
South Africa 57 69 64 89 85
Great Noligwa 6 14 11 6 17
Kopanang 6 6 16 19 16
Mine Waste Solutions 0
Moab Khotsong 7 12 8 3
Mponeng 18 18 11 26 21
Savuka 1 7 5
Services and 3rd parties 2 1
TauTona 15 16 7 18 20
Tau Lekoa 7 9 6
Vaal River Metallurgical Plant 2 3 3 1
West Wits Metallurgical Plant 0
Cases of occupational silicosis submitted to the MBOD RA 2012 2011 2010 2009 2008
South Africa 168 252 441 395 428
Great Noligwa 51 71 153 137 180
Kopanang 60 98 158 126 143
Mine Waste Solutions 0
Moab Khotsong 39 58 49 59 27
Mponeng 1 11 17 12 6
Savuka 1 4 4 8 8
Services and 3rd parties 6 8 14
TauTona 8 10 18 16 13
Tau Lekoa 42 37 51
Vaal River Metallurgical Plant 2
West Wits Metallurgical Plant 0
Cases of Tuberculosis (TB) RA 2012 2011 2010 2009 2008
South Africa 446 541 821 951 874
Great Noligwa 33 77 135 189 161
Kopanang 90 94 162 223 165
Mine Waste Solutions 0
Moab Khotsong 95 121 165 133 80
Mponeng 112 119 111 164 189
Savuka 24 19 38 42 56
Services and 3rd parties 9 7 24
TauTona 75 89 122 118 133
Tau Lekoa 53 75 60
Vaal River Metallurgical Plant 8
West Wits Metallurgical Plant 0
Cases of malaria RA 2012 2011 2010 2009 2008
Total 2,699 3,012 4,488 6,400 7,476
Ghana 910 1,804 3,219 5,085 4,947
Iduapriem 173 720 1,902 1,710 1,878
Obuasi 737 1,084 1,317 3,375 3,069
Guinea 948 684 783 664 756
Siguiri 948 684 783 664 756
Mali 703 383 268 204 216
Sadiola 515 243 134* 204* 216*
Yatela 188 140 134
Tanzania 138 141 218 447 1,557
Geita 138 141 218 447 1,557
  1. *Previously reported as a combined figure for Sadiola/Yatela

AngloGold Ashanti had 47,738 lost shifts for 2012.

In memoriam

Mine Date Description
Americas
Cerro Vanguardia 20 January Mr Marcos Dante Apaza (33) from Jujuy Province, Argentina, died following a fall of ground incident. Mr Apaza had been employed at Cerro Vanguardia mine since July 2010. At the time of the accident, he was employed as an underground mine operator. He was married to Nora, and had two children.
Continental Africa
Obuasi 29 April Mr Kojo Anobil (44) from Aduamoa-Kwahu, Ghana, died following a fall of ground incident. Mr Anobil had been employed at Obuasi mine since April 2001. At the time of the accident, he was employed as an underground foreman. He was married to Emelia, and had two children.
Iduapriem 14 September Mr Abdul Razak (45) from Bohyen Bantama, Ghana, died following a heavy mobile equipment incident at the Mark Cutifani Estate in Iduapriem. Mr Razak had been contracted to the estate through Thonket Plant Pool Limited. He was married to Philomena, and had eight children.
Obuasi 17 November Mr Yakubu Waziru (50) from Issa-Nadowli, Ghana, died following a fall of ground incident. Mr Waziru had been an employee at MBC before joining Obuasi in early November 2012. At the time of the accident, he was employed as a driller. He was married to Rakiatu, and had three children.
Mongbwalu 3 November Mr Ramazani Tsongo (25) from Beni, DRC, died following a heavy mobile equipment incident at Mongbwalu. Mr Tsongo had been contracted to Mongbwalu through Sobetra since September 2012. He was married to Denise, and had two children.
Greenfield exploration 21 May Mr Malobi Lodya (24) from Mbidjo/Ituri, DRC, died following a fall of ground incident at a trench in Akwe. Mr Lodya had been contracted to DRC Greenfields since April 2012. He was not married, and had no children.
Geita 6 August Mr Almas Peter (28) from Tabora, Tanzania, died following a light vehicle incident. Mr Tabora had been employed at Geita Gold mine since March 2008. At the time of the accident, he was employed as a mechanic assistant. He was married to Bertha, and had one child.
South Africa
Savuka 4 January Mr Liphakana Ernest Lipholo (29) from Leribe, Lesotho, died following a fall of ground incident. Mr Lipholo had been employed at Savuka mine since November 2011. At the time of the accident, he was employed as a development driller. He is survived by wife Mpinane, and his parents.
Moab Khotsong 26 January Mr Mahlasinyane Sidwel Leipa (32) from Buthe Buthe, Lesotho, died following a fall of ground incident that occurred mid-September 2011. Mr Leipa had been employed at Moab Khotsong mine since July 2004. At the time of the accident, he was employed as a rock drill operator. He was married to Matsepo and had three children.
Mponeng 14 February Mr Phakiso Cletus Fosa (36) from Mafeteng, Lesotho, died following a fall of ground incident. Mr Fosa had been employed at Mponeng mine since June 2007. At the time of the accident, he was employed as rock drill operator. He was married to Manthati, and had one child.
TauTona 23 March Mr Manene Mzwakali (30) from Tsomo, South Africa, died following a mud rush incident. Mr Mzwakali had been employed at TauTona since January 2003. At the time of the accident, he was employed as a loco operator. He was married to Miliswa, and had two children.
TauTona 23 March Mr Bangindawo Mninawe (50) from Fort Malan, South Africa, died following a mud rush incident. Mr Mninawe had been employed at TauTona mine since July 1999. At the time of the accident, he was employed as a loader operator. He was married to Pumeza, and had five children.
TauTona 3 December Mr Maile Patrick Thobi (39) from Leribe, Lesotho, died following a fall of ground incident. Mr Thobi had been employed at TauTona mine since April 2003. At the time of the accident, he was employed as a loco operator. He was a widower, and had two daughters.
Great Noligwa 13 June Mr Alphonsi Mosioua (48) from Maseru, Lesotho, died following a fall ofground incident. Mr Mosioua had been employed at Great Noligwa mine since August 1988. At the time of the accident, he was employed as stope team leader. He was married to Mateboho, and had three children.
Moab Khotsong 21 June Mr Thuso Ernest Manosa (52) from Maseru, Lesotho, died following a fall of ground incident. Mr Manosa had been employed at Moab Khotsong mine since September 2002. At the time of the accident, he was employed as a rock drill operator. He was married to Makamohelo, and had two children.
Savuka 28 July Mr Tsebang Justice Ntsatsi (50) from Leribe, Lesotho, died following a fall of ground incident. Mr Ntsatsi had been employed at Savuka mine since June 1984. At the time of the accident, he was employed as a night shift cleaner. He was married to Malebohang, and had five children.
Mponeng 12 August Mr Middleton Zitulele Nojoko (50) from Qumbu, South Africa, died following an electrocution incident. Mr Nokoko had been employed at Mponeng mine since January 1991. At the time of the accident, he was employed as a multi-skilled electrician. He was married to Nofika, and had four children.
Mponeng 25 September Mr Gerhardus C Krugel (55) from Fochville, South Africa, died following a mud rush incident. Mr Krugel had been employed at Mponeng mine since February 1990. At the time of the accident, he was employed as a timberman. He was married to Isabel, and had two children.